Growth & GTM
Go To Market.
Then Keep
Growing.
Positioning, channel strategy and the research underneath both. For products entering a market, and for companies who launched and then watched growth flatten.
Campaigns Run
Why These Are One Job
Go-to-market and growth get treated as separate disciplines and staffed separately, which is how the positioning that made a launch work quietly disappears from the marketing six months later.
They're the same question asked at two moments. Who is this for, why would they choose it, and where do we reach them? Go-to-market answers it for a market you haven't entered. Growth answers it again, with data, once you have.
Most flat-growth problems turn out to be positioning problems wearing a channel costume. The ads underperform, so the team tests creative, then tests channels, then blames the market — when the actual issue is that the offer isn't clearly better than the alternative for a specific enough person.
What The Work Covers
Audience & Demand Research
Who actually buys, what they search for, what language they use, and what they compare you against. Search data is unusually honest here — it shows what people ask when nobody is listening.
Positioning
The sentence that makes someone choose you over the obvious alternative. Testable, specific, and narrow enough to be wrong — positioning that can't be wrong isn't positioning.
Channel Strategy
Which channels suit this product, this margin and this sales cycle. Most companies run too many badly rather than two well.
Launch Planning
Sequencing, messaging, assets and the measurement that tells you within weeks whether it worked, rather than within a year.
Growth Loops
The mechanisms that compound — organic search, referral, content that keeps earning. Distinct from paid, which stops the moment you stop paying.
Measurement That Survives
Attribution good enough to make decisions with, and honest enough to admit its own limits. Most GTM measurement flatters whoever built it.
How An Engagement Runs
Research First, Always
Demand data, competitor positioning, the language buyers actually use. Search and AI-answer data are used heavily here because they reveal unprompted intent rather than what people say in interviews.
Sharpen The Positioning
Until it's specific enough to exclude people. A positioning statement that appeals to everyone is a description, not a position.
Pick Fewer Channels
Two run properly beats six run adequately. Selection is based on where the demand research says the buyer already is.
Build The Launch Or The Reset
Sequencing, messaging and assets — or, for an existing product, undoing whatever accumulated during the flat period.
Install Measurement Early
Before spend, not after. Retrofitted attribution is how companies spend a year unable to say whether anything worked.
Hand Over The Loops
The compounding mechanisms have to be owned internally. Organic search in particular is a capability, not a campaign — see coaching.
Fit
Good fit
- checkA product entering a new market, segment or geography.
- checkA company that launched, got initial traction, and then flattened.
- checkA founder doing marketing by instinct who wants the instinct pressure-tested.
- checkA team with channels running and no clear view of which one is actually working.
Poor fit
- closeNeeding someone to operate paid channels day to day.
- closeA product with no differentiated position and no willingness to find one.
- closeWanting a growth-hacking tactic list. Those work briefly and stop.
- closeLate-stage optimisation at volume — that needs operators, not strategy.
Engagement Shapes
GTM Strategy Sprint
Fixed scope · 3–4 weeks
Research, positioning and channel selection, delivered as a plan someone can execute. The usual starting point for a launch or a re-launch.
Growth Diagnostic
Fixed scope · one-time
For flat growth: what's actually broken — positioning, channel, offer, or measurement. Frequently not what the team assumed.
Ongoing Advisory
Monthly · retained
Regular strategic input as the plan meets reality, with your team executing.
Pricing is set per engagement after a scoping call — scope and cadence move it too much for a single published number to be honest. You will have a fixed figure before any work starts.
Common Questions
Is this growth or go-to-market?
Both, because for most companies they're the same job at different moments. Go-to-market is how a product enters a market; growth is what happens after. Splitting them across two people is how the launch narrative gets lost by month three.
Do you do paid media?
Not as a channel operator. Strategy, channel selection and measurement, yes — but the paid execution belongs with a specialist. Where I'm useful is deciding whether paid is the right answer at all.
How is this different from a fractional CMO?
Narrower and more hands-on. A fractional CMO owns the whole marketing function including brand, team and budget. This is focused on getting a product into a market and finding the channels that compound.
What stage suits this best?
Pre-launch through early scale. Once channels are proven and the job is optimisation at volume, you need operators more than you need positioning work.
Position it.
Then grow it.
A conversation about what's actually limiting growth — usually not the thing that gets blamed.
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