Frequently Asked Questions

The honest answer is it depends on what the business needs and a good consultant should be clear about that distinction upfront.

In my case, I work with B2B businesses to identify where their marketing strategy has drifted away from their commercial goals, and help them realign it. That usually means looking at where they're showing up in the buyer journey, where the gaps are, and what needs to change, not just what needs to be added.

Some engagements are strategic and advisory. Others are more hands-on. The starting point is always understanding the situation before recommending anything.

A Fractional CMO is a senior marketing leader who works with you on a part-time or retained basis providing the strategic input and commercial oversight of a CMO without the cost or commitment of a full-time hire.

It tends to make sense when your business has outgrown what a junior marketing team can handle, but a full-time senior marketing hire isn't yet justified. Or when marketing activity is happening but nobody with real strategic experience is steering it.

It's not the right answer for every situation. If you need someone to execute campaigns, that's a different conversation. If you need someone to work out why the strategy isn't connecting to revenue that's usually where I come in.

Agencies are typically set up to produce and deliver content, campaigns, paid media, websites. That's genuinely useful when you know what you want and need the resource to do it.

A consultant sits one step back from that. The job is to make sure the strategy behind the activity is right in the first place and that what's being produced is actually serving the commercial goal, not just filling the calendar.

In practice, a lot of businesses use both. Where I tend to add most value is in making sure the agency has the right brief, and that what they're building is connected to where the business actually needs to go.

Both and it's worth being honest about when each one makes sense.

Some businesses need ongoing strategic input: a retained relationship where I'm helping steer direction, working alongside the team, and making sure marketing stays connected to commercial goals over time. That tends to work well when there's consistent activity happening and someone needs to be asking the right questions regularly.

But sometimes what's needed is a specific piece of work. A strategic review to work out where the gaps are. A clear brief for an agency that's about to be appointed. A second opinion on a plan before it goes to the board. Those are self-contained, and there's nothing wrong with that being the starting point.

In practice, a lot of longer engagements start with something specific. We do a focused piece of work, something useful comes out of it, and we go from there. There's no obligation to commit to anything beyond what's been agreed.

The best way to find out what makes sense is to describe the situation and we can work out from there whether it calls for a one-off or something more ongoing. 

UK-based SMEs, mainly typically between 10 and 150 people, with an established sales function and some marketing activity already in place.

The common thread isn't sector I've worked across professional services, market research, industrial, legal, and technology businesses. The common thread is usually the situation: marketing feels busier than it is effective, pipeline is inconsistent, and there's a sense that something strategic is off but nobody's quite sure what.

If that sounds familiar, it's worth a conversation.

In B2B, you're rarely selling to one person making a quick decision. You're typically dealing with multiple stakeholders, long buying cycles, and decisions that need to be justified internally, sometimes to a board.

By the time a buyer reaches out to you, they've often already done 60–70% of their evaluation. They've read things, formed opinions, and in many cases already have a shortlist. If your marketing only shows up at the moment someone is ready to buy, you're arriving late.

That's the central idea behind the G.R.O.W framework I use mapping where a business is actually present in the buyer journey, and where it isn't. Most businesses are stronger in some stages than others. Finding out which ones tends to produce some useful realisations.

It's a way of mapping the full B2B buyer journey from before the moment someone first becomes vaguely aware they have a problem, through to the long-term partnership after the sale.

The four stages are Growing Curious, Recognising Needs, Options Evaluation, and Working in Partnership.

Most B2B marketing focuses almost entirely on Options Evaluation, the stage where someone is actively comparing suppliers. G.R.O.W looks at all four, identifies where the gaps are, and prioritises what to fix first.

There's a free diagnostic scoresheet on this site if you want to try it yourself. Nine questions, about three minutes, and it tends to surface some useful conversations.

Yes most of my work is remote or hybrid, and I work with businesses across the UK. Surrey is home base, and I'm happy to meet in person when that's useful, but geography rarely limits things.

It varies depending on what's needed and how involved the engagement is. I don't publish a rate card because I'd rather have a conversation about the situation first,  what makes sense for a monthly advisory retainer looks quite different from a one-off strategic review.

If you're not sure whether the investment makes sense, that's a reasonable question to raise early. I'd rather have that conversation upfront than three months in.

The best starting point is a free 30-minute call. No pitch, just a chance to understand where things are and whether there's something useful I can help with.

A few things tend to come up repeatedly in businesses where strategy has drifted:

Pipeline is inconsistent good months and bad months without a clear reason. Leads are coming in but not converting, or converting but not at the right level. Marketing feels busy but it's hard to point to what it's actually driving. There's no clear sense of what a potential customer sees or reads before they make contact.

None of these are necessarily execution problems. They're usually direction problems. And that's a different kind of fix.

If several of those land, it's worth having a look at where the strategy actually sits.