Understand the gap.
Review the company's stage, priorities, current systems and available team.
DO IT FOR YOU / FOR FUNDED TECH STARTUPSA fractional CMO.
A fractional CMO.
Real ownership.
Put an experienced marketing leader in place to start building your company's sales and marketing infrastructure. Align the strategy, the systems and the people around what needs to happen next.
Embedded leadership and agreed implementation.
Not just advice, and not just a résumé placement.
FROM DECISIONS TO AN OPERATING SYSTEM
Build the foundations.
ILLUSTRATIVE01Positioning & message
02Demand & lead capture
03CRM & pipeline stages
04Sales handoff & follow-up
05Measurement & team cadence
Clear prioritiesNamed ownershipUseful measurement
BUILD THE OPERATING FOUNDATIONSTurn a plan into
Turn a plan into
a way of working.
A Mavka-placed fractional CMO helps begin the build, leads the agreed work and coordinates the resources it needs.
Direction the team can act on.
Translate the business priorities into a marketing direction. Clarify the customer, message, channels and the order of work.
- Positioning and messaging
- Channel and budget priorities
- A focused operating plan
HOW THE ENGAGEMENT TAKES SHAPEThe right leader.
The right leader.
A clearly defined job.
Match the operator.
Identify a CMO whose experience and working style fit the task.
Set the mandate.
Agree priorities, time commitment, responsibilities and the resources required.
Start the build.
Establish the first priorities, begin implementation and set a reporting rhythm.
LEADERSHIP, WITH CLEAR BOUNDARIESKnow who owns
Know who owns
what happens next.
YOUR NEXT MOVEPut someone in charge
Discuss a fractional CMO Put someone in charge
of the next stage.
Start with the company's priorities. Define the work, the leader and the resources to make it happen.
Direction the team can act on.
Translate the business priorities into a marketing direction. Clarify the customer, message, channels and the order of work.
- Positioning and messaging
- Channel and budget priorities
- A focused operating plan
Systems that connect the work.
Begin building the infrastructure that turns separate activities into a coherent customer journey and sales process.
- Lead capture and CRM
- Pipeline stages and sales handoff
- Reporting, attribution and follow-up
Ownership beyond the meeting.
Establish the responsibilities and operating rhythm needed to keep the plan moving across internal staff and external specialists.
- Roles and capability gaps
- Contractor and vendor responsibilities
- A useful planning and reporting cadence