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About CraigThree seats. One lesson.
I have led marketing and go to market functions inside growing B2B technology companies, advised boards on where growth actually comes from, and held a stake in a marketing delivery team. Every one of those seats taught the same thing from a different angle: strategy does not fail in the thinking. It fails in the handover between the people who plan and the people who deliver.
I stay in the room after the deck.
Most of my career has been spent in the seat, not beside it. Senior marketing and go to market roles across cyber security, governance software and legal technology, at companies including FireEye, Diligent and Morae, with PE and VC owners who wanted the number and wanted it explained.
What I saw, repeatedly, was competent teams losing revenue in the gaps between them. Marketing hit its targets. Sales ran its process. Delivery shipped. And somewhere between each pair, buyers, context and proof went missing. Nobody owned the join, so nobody fixed it.
The fractional seat came out of being asked to hold the number rather than comment on it. The advisory work came out of realising that boards were approving marketing budgets they had no way to evaluate. And the interest in Nodeiro came from watching good plans die because nobody ran them week after week.
Trust is the strategy. Everything else is the delivery of it.
Today I hold fractional CMO seats and advise boards at B2B technology companies, from PE and VC backed scale ups to publicly traded and FTSE businesses, across North America, the UK, Europe and Asia. I speak on the new demand game. And I say the same thing in a boardroom that I say on a stage, because a position you only hold in private is not a position.
At a glance
- SeatFractional CMO and strategic board advisor
- BandB2B technology, including publicly traded and FTSE businesses
- RegionsNorth America, UK, Europe, Asia
- SpeakingThe new demand game
Where the lesson was learned.
Each seat is evidence for the same thesis, not a line on a CV.
The operator
Marketing and go to market leadership inside scaling B2B technology companies, including FireEye, Diligent and Morae. Board packs, pipeline targets, and the discovery that volume flatters a dashboard while trust decides a deal. [Dates and titles to be confirmed by Craig.]
The advisor
Strategic board advisor to high growth companies, translating customer and market insight into go to market strategy a board can scale, and naming the growth leaks across the buyer journey before they show up in the number.
The builder
A declared commercial interest in Nodeiro, a team of five senior marketing practitioners who sit at the centre of a business and convert strategy into campaigns. Because a plan nobody runs reverts within a quarter. Read the disclosure.
Five things I will say on the first call.
More leads will not fix a pipeline nobody trusts.
Spend at the top of the funnel amplifies whatever is broken below it. Diagnosis comes first.
Revenue leaks between teams, not inside them.
Each function can defend its own numbers. The loss is in the space between them, where nobody is accountable.
Marketing is an enterprise value question.
It reaches the board as a cost line and a slide of activity. Neither answers what the board is actually asking.
Fewer, better conversations beat volume.
Quality over noise is not a slogan. It is the only demand strategy that survives a buyer who has already stopped believing vendors.
If the seat is the wrong answer, I will say so.
Thirty minutes, no deck, no pitch. Some calls end with a recommendation to do nothing yet.
Let's talk about where it stalled.
Thirty minutes. Where growth stopped, what has been tried, what the board expects. No deck, no pitch.
Book a Call Or see the three engines first.