Relevate Health, an omnichannel healthcare marketing agency, needed to redefine its market presence after private equity-backed acquisitions consolidated four companies under one brand. The new CEO and CFO faced unclear brand positioning and a fragmented go-to-market approach. The company lacked inbound demand and had no real marketing strategy or approach. A fractional CMO conducted a thorough but rapid situation assessment using stakeholder interviews, document and desk research, and industry contacts. The work produced a cohesive plan endorsed by the CEO and executive team. The engagement then co-led re-positioning supported by customer research and insights to drive validation and alignment. Implementation began by bringing in subject matter experts and executing a comprehensive GTM and marketing plan across content, social, PR, and a new website. Within three months, the marketing relaunch increased website traffic and brought in a majority of new visitors. Social growth accelerated as the company expanded its LinkedIn follower base. Demand generation improved with new qualified leads created. Industry visibility strengthened as the agency rose in the MM&M Healthcare Agency rankings.

Skills

Project Details

Secretariat International experienced significant data loss that disrupted financial continuity and weakened internal controls. Financial reporting remained fragmented across global operations, limiting visibility and decision-making. The company also needed to shift from cash-based to accrual-based accounting to meet GAAP expectations. With a sale process approaching, the business risked losing credibility with potential buyers. A fractional CFO embedded with the senior executive team to lead a comprehensive finance transformation. The accounting infrastructure was rebuilt from the ground up, including systems reimplementation, data recovery processes, and internal controls. The business transitioned from cash to accrual accounting to align with GAAP and improve performance measurement. Consolidated reporting was introduced across entities and geographies, alongside standardized monthly close procedures, reporting packages, and board-level dashboards. Within months, Secretariat had a fully professionalized finance function with transparent, accurate, timely, and credible reporting. The company presented clean books, consolidated reporting, and a clear financial story to prospective buyers during the transaction process. Secretariat was successfully acquired by private equity firm JLL Partners. Management retained a significant stake following the acquisition.

Skills

Project Details

Sales and marketing had operated in silos, which created friction in pipeline development and execution. Brand messaging had been inconsistent, weakening positioning with customers and partners. Industry trade shows had lacked a strategy to maximize visibility and lead generation. HubSpot had been underused, with limited data visibility and performance tracking. Fractional CMO and CRO leadership was deployed across marketing and sales to drive alignment and accountability. An integrated marketing engine was built with a multichannel content calendar, SEO-informed website updates, and trade show activations. HubSpot automation workflows and analytics dashboards were implemented to improve visibility into campaign ROI, alongside new messaging frameworks and sales enablement tools. A vertical-aligned go-to-market framework was established with shared KPIs, structured lead management protocols, forecasting, and territory planning. Revenue jumped 132% year-over-year after the new GTM strategy was implemented. Company-wide revenue trajectory rebounded by more than 30%, with momentum sustained across multiple channels. Email reach grew by 145% and engagement rates surged by 199%, reflecting sharper messaging and higher-quality leads. Pipeline health improved due to stronger cross-functional collaboration and shared accountability.

Skills

Project Details

Alliance Bus Group (ABG) needed to modernize a national sales operation that had not kept pace with its growth. Its 50-person sales team operated without unified systems or shared KPIs. Performance varied widely across regions, and visibility into pipeline activity was limited. Executive leadership lacked standardized reporting and confidence in forecasts. ABG brought in fractional CRO/CSO leadership to lead a commercial operations transformation from the ground up. The team assessed the existing sales structure and identified areas requiring alignment. They developed a unified sales process with consistent definitions, stages, and metrics. They also introduced dashboards and reporting tools, created the first Field Readiness and Success Guide, and retrained the entire sales team to drive adoption. The new sales structure delivered fast results through improved visibility, alignment, and field tools. ABG improved productivity across the sales team and produced more accurate pipeline forecasting. In the year following the transformation, ABG achieved more than 40% aggregate revenue growth attributed to stronger process execution and performance management. The sales realignment also established clearer accountability through unified onboarding and KPIs.

Skills

Project Details

GE HealthCare manually managed 2,800 unique sales compensation packages for 3,500 sales employees every year. The annual process consumed HR and Sales for four months, crossed fiscal years, and repeatedly missed key launch dates. Sales reps often received new plans after Q1 had already begun. An upcoming organizational restructure made the already complex system even harder to sustain. A fractional CSO/CRO partnered with internal project leaders, SMEs, and senior leadership over a 10-month engagement to overhaul the incentive ecosystem. Using the Six Sigma DMADV framework, the team analyzed existing compensation variables and stakeholder requirements. They re-engineered the end-to-end workflow from data intake through distribution to reduce friction and improve scalability. The redesigned approach also aligned incentives and recognition more closely with performance and added flexibility for new product launches and competitive responses. GE HealthCare reduced compensation plans from 2,800 to 260 and lowered annual processing costs from $2.5M to under $200K. Sales reps received new plans two weeks before the new fiscal year instead of well into Q1. Overall revenue growth increased by 11%, with specific product groups growing 20–40%. Retention improved by reducing errors, delays, and trust issues that existed in the prior process.

Skills

Project Details

Winmo entered 2025 with ambitious growth goals tied to ARR, TCV, and retention while preparing for a potential transaction by year-end. Inbound lead flow had been flat heading into Q4 2024, and first-year churn was higher than desired. The marketing function was overextended and underleveraged, with too many priorities and too little impact. Leadership needed meaningful results quickly to maximize company value. Winmo brought in an Interim CMO while the sitting CMO went on maternity leave to deliver performance-based outcomes on a short timeline. The engagement mentored a lean marketing team of three, improved workflows, and streamlined marketing operations to boost throughput and alignment with sales and product. The work included a website relaunch, revamped PPC, targeted campaigns such as “Did You Know, Winmo?”, and a Net Revenue Retention playbook with QBRs, dashboards, and user interviews. It also introduced new pricing modules in the U.S. and U.K., launched a new product line (MarketIQ), and led event activations at Digiday, Mirren, and Adweek Europe. Winmo surpassed its ARR and TCV targets and re-energized inbound lead generation with steady month-over-month growth. Client engagement and retention strengthened, supported by clearer messaging, improved processes, and a repeatable NRR operating rhythm. Marketing became more tightly aligned with revenue goals through cost-effective execution and operational focus. These improvements positioned Winmo for a successful exit transaction in August 2025.

Skills

Project Details

Dr. Harvey’s Fine Health Food for Companion Animals faced operational and strategic gaps as demand for premium pet nutrition surged. The team needed to select the right agencies to improve performance marketing and site conversion while scaling leadership beyond a small family-run group. They also needed a more structured forecasting and budgeting approach to set clear sales goals. At the same time, they had to protect premium brand integrity amid competitors discounting 50–70% and offering up to 100% off free trials. A fractional CMO was brought in to provide strategic direction and build performance marketing muscle. A new digital agency was selected and managed to lead paid Google and Meta advertising, and cross-channel execution was coordinated with an existing email agency. Revenue targets were defined for Q4 2023 and longer-term goals for 2024 and 2025, and an agency search was led to improve conversion rate optimization. The engagement also supported leadership expansion by helping onboard a creative director and participating in the search for a full-time CMO who joined in February 2025. Dr. Harvey’s exceeded its budgeted targets in Q4 2023 and throughout 2024. The business delivered over 30% growth through performance-based advertising and smarter operations. The company strengthened its internal leadership bench and implemented systems and processes to support continued growth. These gains were achieved while maintaining the brand’s premium positioning in a highly discount-driven competitive environment.

Skills

Project Details