Fractional CMO · From $20K/month

I've made my clients hundreds of millions of dollars. You've probably never heard of me.

Those two facts are related. That's the whole pitch, and it's why there isn't a single case study on this page.

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There's a meeting you've already had.

Somebody puts the numbers up. They're soft again. Not a disaster — soft. Leads down, or a channel that used to work and doesn't, or a quarter that came in under plan for the third time and nobody can tell you exactly why.

Everyone in the room has a theory. None of them agree. Somebody blames the ads. Somebody blames the market. Somebody says the site's fine, it's the sales team.

Then somebody says it out loud. Maybe we need a CMO.

And the room goes quiet, because everybody just did the math on what that actually costs you — not in salary. In time.

If you've sat in that meeting, keep reading. This letter is about what you do instead.

Most companies don't need a CMO. They need it fixed — quietly.

You already know something's wrong. You've been staring at it for two quarters. You don't need a hire to tell you what you can already see.

What you need is a way to fix it without making it an event.

Because hiring a CMO isn't a decision. It's an announcement.

There's a search. A committee. A press release. If you're public, a hire that moves the number. And the day it goes out, your board and your competitors both learn exactly where you were weak.

Then you wait six months to a year to find out whether you picked right. And if you didn't, undoing it is its own announcement — louder than the first one.

That's the part nobody prices in. Not the salary. The year.

You get that, without the theatre. You bring me in. I go to work. The people who need to know, know.

People assume fractional is the cheap option. It isn't. It's the fast one.

Your business isn't broken. One part of it is.

Quick word on who's talking, then back to you.

Twenty years at this. Almost a decade of it as Tony Robbins' top speaker and trainer. Three hundred client businesses after that — a million a year up to four hundred million a year. Three companies of my own, built and sold. Most people who land on this page were sent by one of those clients, and none of them talk about it. That's the point.

Here's the one thing I'd defend hardest out of all of it:

The business is almost never broken. One part of it is.

When revenue drops, complexity tells you the whole machine needs rebuilding. That's expensive, it's slow, and it's almost always wrong.

There's one thing. One domino, leaning the wrong way. Find it, push it, and the rest goes over on its own.

In twenty years, it's almost always been in one of six places. One of them is yours.

So — which one is it in your business?

If you can't answer that in a sentence, you're not unusual. Most companies at your size can't, because nobody owns the whole number. Six people own six pieces of it.

And if you don't know your numbers at every stage, you're succeeding in spite of yourself.

That's not an insult. It means you got here on talent. It also means there's more sitting on the table than you think.

I took one of them from 8% to 32% without changing the offer or the price.

Almost everything I do is under NDA. This one isn't, because I was staff, not a consultant.

Tony's flagship event sold a $15,000 upgrade. About 8% of the room took it, and everybody had quietly accepted 8% as the number.

The events were extraordinary. What was missing was everything around them. Nothing before, nothing between, nothing after. People attended an event instead of joining something.

So we built the community around it. Contact before, connection during, continuity after. Same shirts, same colours, one group.

Conversion went from 8% to 32%.

Six hundred people a room, three rooms a year. Same product, already built. Same people, already sitting there.

Nothing about the offer changed. Nothing about the price changed. That's domino one, and it had been sitting there the whole time.

Now run that on your own numbers, because that's the only arithmetic that matters here.

Take whatever you did last year. What is a five percent move worth to you? Not twenty-four percent — five. Write the number down.

Now put next to it what a CMO costs you in salary, equity, benefits and recruiter fees before they've finished their first quarter — which is roughly the point at which they'll be ready to tell you what they think is wrong.

If the first number isn't several times the second, we're not a fit and you should stop reading. If it is, the expensive decision is waiting.

That's the only client story I'll ever tell you in writing.

Nearly all of my work is under NDA. The companies that hire me for discretion would be badly served by me writing them up on my own website. And if I did it to them, you'd be right to assume I'd do it to you.

So here's the deal instead: ask me on the call.

I'll walk you through what the problem was, what I did, what moved, and how long it took. You can decide from there whether it sounds like your situation.

I don't fill the role. I fix the problem, then I leave.

What you're buying is one person whose entire job is finding the thing holding your number down — and who has no career inside your company to protect while he looks.

Weeks 1–2 — Find the domino

Offer, numbers, funnel, team, pipeline. I pull it apart until the real constraint is obvious. It is rarely the thing you were told it was.

Weeks 3–6 — Push it

We fix what's bleeding first, because that's the fastest money on the table and it buys us room for the rest.

Weeks 7–12 — Make it stick

Systems, a scoreboard, and a team that knows what to run and why. So that when I go, it doesn't go with me.

And if you want me to stay on after that, we can talk about it. Some do.

But the whole job is making that your choice instead of your only option.

There's no package. And you should want it that way.

Some companies need the messaging fixed. Some need the ads rebuilt. Some need a launch run properly, or a creative direction that isn't four smart people guessing, or two departments that have quietly stopped talking to each other while the pipeline pays for it.

I don't know which one you are yet. Neither do you — if you did, you'd have fixed it.

So be careful with anyone who hands you a fixed list of deliverables before they've looked at your business. They're selling you the list, not the fix. You'll get all five things. One of them might be the one you needed.

Here's what doesn't change, whatever turns out to be wrong:

• A named problem by the end of week two. In writing. Not a discovery deck — the constraint, the evidence it's the constraint, and what we're doing about it.
• Your team, working with me directly. Not through you. You shouldn't have to be the relay between the person you hired and the people who own the number.
• Decisions, not recommendations. I'm not building you a deck to consider at the next offsite. We pick, we run it, we watch what the number does.
• A scoreboard that outlives me. When I leave, your team knows what to run, why it works, and which number tells them it stopped working.

The mechanics — how often we meet, who's in the room, how you reach me in between — we set on the call. That depends on what's broken and who you've already got, and it's the easiest part of the conversation.

What I actually do inside that is whatever your business turns out to need. That's not vagueness. It's the entire reason you'd hire a fixer instead of a specialist.

A specialist arrives holding a hammer. I arrive holding nothing, which is why I can afford to tell you the truth about what's wrong.

And you'll know inside two weeks whether I've found it. That's not a promise about the outcome — nobody honest makes those. It's a promise about the speed of the diagnosis, and it's the one thing a full-time hire structurally cannot give you.

I work with three or four companies at a time. So this isn't for everybody.

Three or four. That's the whole practice. Which means I turn down more than I take, and I'd rather tell you the criteria now than on a call.

Here's what I need from you:

• You're already doing real revenue. This is for companies that want to run further and faster, not ones looking for their first customers.
• You have a team, or the budget to build one. I fix and direct. I'm not going to be your marketing department.
• You have a real product and a real reputation. Everything we do makes you more visible. That only helps if you're worth looking at.
• You'll actually let me change things. A plan that gets approved and then quietly ignored wastes your money and my time.

If that's not you, no hard feelings. There are good people working at every level and I'll point you at one if I can.

What happens next: apply, we talk, we start.

1. Fill in the form below. What you sell, what's stuck, what you've already tried.
2. I read it personally. If it looks like a fit, we book a call.
3. We talk. If we're both in, we start — normally inside two weeks.

One more thing, because it's the honest reason the criteria above read the way they do.

Most of my attention right now is on a business I'm building myself. I take a small number of consulting clients because the work is interesting, not because I need the engagement. If the fit isn't obvious, I'll tell you on the call rather than after you've paid me.

Either way, the form takes ten minutes and it's the only way in.

From $20K/month. Three or four companies at a time.