Let’s get something out of the way:

I don’t want to work with most founders.

Not because I’m arrogant.
Because mismatch kills outcomes.

When fractional engagements fail, it’s usually not because of talent. It’s because of expectations, mindset, or readiness.

So instead of pretending I’m for everyone, I’ll be direct.

Here’s who I work with.
Here’s who I don’t.
And why it matters.

Why Fit Matters More Than Skill

Marketing leadership is not a service you “consume.”

It’s a collaboration.

If I can’t:
• Challenge your thinking
• Push back on bad ideas
• Force decisions
• Kill pet projects
• Narrow your focus

Then I can’t help you.

If what you really want is validation, reassurance, or someone to “just execute what you say,” I’m not your guy.

Who I Work With

1. Founders Who Want Clarity, Not Comfort

Growth requires uncomfortable decisions.

It means saying:
• No to some customers
• No to some features
• No to some channels
• No to some ideas

If you want to keep everything open “just in case,” you will never have a strong position.

Strong positions come from exclusion.

I work with founders who can handle that.

2. Founders Who Want Truth, Not Theater

I don’t do performance consulting.

I don’t:
• Make decks to impress investors
• Add buzzwords
• Sugarcoat problems
• Validate weak ideas

If something is broken, I’ll say it.

If something isn’t working, we’ll fix it.

If something needs to die, we’ll kill it.

That’s the job.

3. Founders Who Want Systems, Not Hacks

If you’re looking for:
• Tactics
• Tricks
• Growth hacks
• Viral stunts

You’ll be disappointed.

I build systems.

Systems that:
• Create clarity
• Produce consistent results
• Compound over time
• Reduce dependency on heroics

If you want predictable growth, you need boring processes.

4. Founders Who Are Willing to Decide

Most teams don’t have a marketing problem.

They have a decision problem.

They say:
• “Let’s wait and see”
• “Let’s test everything”
• “Let’s keep our options open”

That feels safe.

It’s not.

Strategy is the act of choosing.

If you want to defer every decision, I can’t help you.

5. Founders Who Want Leverage, Not Labor

If you want someone to:
• Run your social
• Build your funnels
• Write your copy
• Manage your ads

You don’t need a CMO.

You need a marketer.

My job is to:
• Design the growth system
• Set direction
• Build operating cadence
• Create clarity
• Drive alignment

Not to become your execution team.

Who I Don’t Work With

1. Founders Who Want Certainty

If you want guarantees, I can’t help you.

Marketing is probabilistic.

I can give you:
• Better decisions
• Faster learning
• Higher-quality bets
• Clearer focus

Not certainty.

2. Founders Who Don’t Want to Change

If you want different results but the same thinking, you’re not ready.

Growth requires:
• Identity shifts
• Strategy shifts
• Priority shifts
• Often product shifts

If you want someone to make the old thing work, no matter what, I’m not the right fit.

3. Founders Who Want Delegation Without Involvement

You can’t outsource leadership.

If you want to “hand off marketing” and not be involved, you don’t want a CMO.

You want a vendor.

Fractional CMOs require founder participation.
Not micromanagement.
But real involvement.

4. Founders Who Want Optics Over Outcomes

Some people want marketing to look good.

They want:
• Pretty dashboards
• Nice decks
• Good vibes
• “Brand presence”

They don’t actually want growth.

They want to feel like they’re growing.

Those are not the same.

What a Good Engagement Feels Like

When it works, it feels like:

• Decisions get made faster
• Conversations become clearer
• Priorities become obvious
• Teams align
• Growth becomes explainable

Not chaotic.
Not dramatic.
Not stressful.

Just… focused.

The Mutual Responsibility Model

This is how I think about responsibility:

My Responsibility

• Diagnose honestly
• Make strong recommendations
• Build a system
• Install a cadence
• Push when needed
• Protect focus

Your Responsibility

• Make decisions
• Commit to tradeoffs
• Support execution
• Be honest about data
• Stay engaged

If either side fails, the engagement fails.

Why I’m Selective

Because I care about outcomes.

I don’t want:
• Case studies that barely worked
• Clients who didn’t implement
• Wins I can’t explain
• Engagements that dragged

I want:
• Clean growth stories
• Clear before/afters
• Real transformations
• Teams that learned

Selectivity protects that.

This Is Not a Flex

This is alignment.

If you’re a good fit, this will feel energizing.

If you’re not, it will feel uncomfortable.

Both are useful.

The Bottom Line

I don’t sell “marketing services.”

I help companies:
• Decide who they are
• Decide who they’re for
• Build a growth system
• Stop thrashing
• Start compounding

If that’s what you want, we’ll do great work.

If not, that’s okay.

You shouldn’t hire me.