Your board wants growth. Your finance person models payback. Your team realizes something is broken. We fix what's broken before you break the company.
Built for VP Marketing at Series B SaaS, $5M-$50M ARR. For teams executing well on tactics but hitting questions from the board on unit economics.
Three to four weeks from intake to delivery. Strategy document, executive session, 90-day roadmap.
Qualify NowThe board doesn't question your execution. It questions whether your marketing strategy will get you to your growth targets without destroying unit economics. Strategy and execution are different problems.
Most Series B SaaS sell to practitioners who evaluate freely. The deal lands in pilot. Usage grows. The champion gets excited. Then it climbs the org. Procurement asks hard questions. Legal stalls. Security wants air gap. The economic buyer has never touched the product. The deal dies because you never built trust outside the practitioner circle.
Evaluates with free trial. Pilots the product. Drives adoption if successful. Doesn't have budget authority. Needs tactical proof.
Internal advocate. Pushes deal upward. Rarely has full picture of why the deal matters to the economic buyer. Bridges practitioner and buyer.
Controls budget. Never piloted. Needs strategic proof. Sees cost without seeing outcome. Stalls deals that can't translate practitioner wins into business outcomes.
Security, legal, vendor management. Operates by risk. Deal dies in procurement when the company hasn't front-loaded artifacts that prove maturity.
Not by cutting CAC. By improving what CAC buys. CAC is not too high. Attribution is broken or positioning is generating low-intent traffic. When you fix attribution, CAC payback improves immediately.
Series A marketing can be scrappy. Series B gets process. You have demand generation, brand, product marketing, ABM. They're all executing well. But they're executing different strategies. The board sees waste.
What worked at $2M ARR breaks at $15M. Multi-touch attribution gets expensive. You stop measuring. You start guessing. Your CAC number gets questioned because you can't defend it.
At Series A you sold to a single buyer who could say yes. At Series B you're selling to committees. You need different positioning artifacts for different roles. You don't have them yet.
This company had hired three separate agencies. They were executing well tactically. But the founder realized the company was getting pulled in three directions. When we mapped the buying committee and repositioned their competitive angle, deal velocity improved 34% in Q2 without increasing spend. The diagnostic happened in May. The CFO had a unit economics story to tell by June earnings.
Series B SaaS at $11M ARR, B2B software. Three separate marketing vendors. CAC unclear. Board asking questions about growth investment. Diagnostic completed in 18 days. Included in quarterly board materials. Team implemented 8 of 9 recommendations in Q2 and Q3. Deal velocity improved 34%. Payback period dropped from 22 months to 14 months. Follow-on engagement: fractional CMO, two quarters.
The founder leads every diagnostic. Not a junior strategist. Not a contractor. The engagement is bounded work, but the thinking is direct. You'll get three to four weeks of that focus. Weekly check-ins. Full audit. Competitive research. Final strategy document and a two-hour executive session to walk through findings and answer questions from your exec team.
The founder, whose broader work is at stantscherenkow.com, leads every engagement. The strategy does not leave the room.
You'll receive the full strategy as a 15-25 page document. Not a deck. A document. Designed to be read by your board, shared with new hires, and used as a reference for 90 days of execution. The document includes competitive analysis, the buyer committee mapping, positioning artifacts, and the 90-day roadmap.
You now have a buyer committee map that your sales team can use. You've repositioned your messaging for each role. You've built the artifacts economic buyers need to trust you. Your attribution story makes sense. And you have a board-ready story about why the marketing investment will hit the growth targets.
You can defend CAC to your board because you're measuring it the right way. Attribution makes sense. You have a payback story.
Your sales team knows what message each role needs. Practitioner. Champion. Economic buyer. Procurement. Each one gets positioned messaging.
Your demand gen, brand, and product marketing teams are executing the same strategy. No more fractured execution. No more waste.
Deal velocity improves. Pipeline confidence increases. You have metrics to show the board by month two of implementation.
When you hire the next marketer, you have strategy to onboard them to. Not a deck. A 20-page reference document.
If you're raising Series C, you have a marketing story that fits your growth narrative. VCs can see how marketing maps to your revenue targets.
Answer four quick questions. We'll get back to you within 24 hours with next steps and an invitation to a 20-minute qualification call with the founder.