You already have marketing capability and leadership. What you need is another senior person who can get up to speed quickly, take responsibility for something important and help get it done.
Talk about the challenge →
A capable marketing team can still run into work that needs more senior attention than it currently has available.
There may be a new proposition to develop. A market to enter. A product to launch. A significant campaign to shape. An acquisition to absorb. Or simply a period where the team is carrying too much.
Agencies have the same problem.
The core team may be strong, but a particular client, pitch, strategic problem or busy period needs somebody experienced enough to take real ownership.
You do not need someone arriving to redesign the marketing function.
You need someone capable of owning the problem in front of you.
The work can be project-based, retained for a period or embedded into an existing team.
That might mean proposition and positioning, go-to-market, a new product or sector, campaign strategy, brand and messaging, ABM, demand, partnerships, integration work or temporary senior cover.
The category matters less than the responsibility.
I am there to think the problem through, make decisions with the existing team and move the work forward.
Not simply to add another pair of hands to a task list.
Some projects need thinking.
Some need execution.
Most need both.
That might mean interrogating the brief, doing the research, developing the proposition, shaping the plan, working with creative or channel specialists, supporting client conversations or getting into the detail of the work itself.
The aim is not to surround the problem with consultancy machinery.
It is to add experienced judgement and useful capacity where the team currently needs it.
A clear senior owner for an important piece of work.
Faster decisions because somebody has the time and experience to make them.
Less pressure on the existing marketing leader to carry every strategic problem personally.
A project that moves from discussion into decisions, work and delivery.
Independent judgement without adding another permanent layer to the organisation.
And capacity that leaves the existing marketing leadership firmly in place.
The operating model follows the problem.
It might be a scoped project with a clear endpoint. Several days a week for a defined period. Ongoing senior support around one area. Or embedded agency support on a client brief.
The important part is that the responsibility is clear.
What am I here to take ownership of?
If nobody can answer that, the brief probably needs more work.
If what you need is more junior production capacity, there are better and cheaper ways to get it.
The value here is senior ownership of something commercially meaningful.
If the real problem is that nobody is leading marketing across the business, look at fractional marketing leadership.
If you are an owner-led business that needs regular judgement rather than another person inside the team, look at marketing advisory.
SITUATION
THE MODEL IS…
We need someone to lead marketing.
We already have marketing leadership. We need someone senior to own this.
We don’t need a marketing leader every week. We need experienced judgement and structure.
Keep the team. Add the experience the problem needs.
Talk about additional senior capacity →