Recent Client Engagements
Whether you’re an investor-backed startup missing the mark on message, or a services firm that’s outgrown your portfolio (congrats!), your primary narrative should be your primary focus.
And if you could do it yourself, you would have.
That’s not hubris, it’s a documented cognitive bias called
the curse of expertise.
TL;DR: You know too much about what you sell. You’ve lost your objectivity.
Crafting a repeatable and resonant story that’s relevant to your key audiences requires objectivity.
Whether you’re preparing for M&A, ready to raise or rebrand, facing a product launch or a market milestone, these moments require objectivity and expertise.
Here are four examples:
An AI/ML software company spins out of MIT … now what?
I led Marketing and Strategy for this AI software startup during the launch of ChatGPT which fundamentally changed the AI/ML landscape. Facing the AI hype curve, we identified and built upon a brand-name, lighthouse account that typified a practical, pervasive application for our deep learning and NLP features.
We productized this use case; built a case study that illustrated its cost savings and revenue contribution. To grow the account footprint, we strengthened customer relationships through account-based marketing. To identify similar buyers, I led a Product Market Fit research sprint, conducting a dozen industry interviews.
In addition, I:
Created, orchestrated and hosted the company’s first thought leadership symposium hosted at MIT, partnering with Graphcore and Dell
Developed formative product marketing
Implemented an ABM strategy and technology platform, 6Sense
Launched the company’s first blog and authored many of its posts
Cultivated strategic partnerships
Overhauled the website and LinkedIn presence
““Of all the marketers and creative agencies I’ve worked with, Julie was the first person who captured both the high design our brand needed to convey and the technical depth of the product we are building.””
Here comes M&A:
A strategic season requires seasoned input and fresh perspective
For a client facing a major merger and a subsequent rebrand, I led go-to-market for 9+ months. Working throughout the pandemic, I partnered with the CEO, CRO and CSO to refashion the portfolio in line with an elevated value proposition. Alongside a mostly fractional marketing team, we pivoted in-person revenue events to virtual and improved client retention for this subscription business.
I hired my successor, the company’s first full-time CMO, and prepared them to enter new markets after a successful merger, with a built-for-purpose team I assembled and a new brand delivered by an agency I interviewed, championed and coached.
““Julie refers to her model as a ‘Mary Poppins model’ for good reason: We were immediately glad she arrived and after nine months, sad to see her go. She led our Marketing and Brand through a period of unprecedented change, made key hires that succeeded her and left our organization stronger.””
At a SaaS startup where the CMO resigned or was dismissed
Attrition happens. Whether it was regrettable or not, planned or out-of-the-blue, don’t rush to hire. These are perfect moments to hire a fractional CMO. For this client, an Inc5000 fastest-growing SaaS startup, I led Marketing for 15 months.
Hired the organization’s first PR firm: Together we landed the company’s first national coverage
Piloted a new ABM campaign in partnership with sales, closed 90% of target logos
Originated and launched the company’s first podcast
Led partnership with F100 strategic partner
Incubated and launched the company’s first-ever owned event strategy
Hired, onboarded; Fired, offboarded; Mentored and coached throughout
Hired successors
““Our work with Julie built our reputation as a trusted partner to clients, and cemented our status as an industry expert. Despite a fractional status, Julie was consistently present and accessible to the team, able to implement significant work in a compressed timeframe. Her mastery of marketing filled a void for leadership and was so necessary for the stage we were in.””
A high-performing team needs assessment and mentorship
It's a common scenario: The business model matured, but the marketing team has not. If you're ready to make some marketing organizational changes, I will serve as a fresh pair of experienced eyes to assess your in-house team then recommend and execute the shift you need, from sequenced FTE changes to contractor and agency spend.
If you're concerned about team morale and want to prevent attrition in a high-performing team, a positive, stabilizing presence will work wonders. As an experienced mentor, I can help raise performance and boost morale to create a productivity halo.