A strategy is a set of decisions, not a list of activity

Four to six weeks. That includes data gathering, stakeholder interviews, competitor analysis, a working session with your leadership team and the written document.

Twelve months, with a quarterly review. The direction should hold; the tactics and budget allocation will move as evidence comes in.

Your MD or owner, your sales lead and whoever currently runs marketing. Sales involvement is not optional — a strategy your sales team doesn't believe in won't survive contact with the pipeline.

I can, through a Fractional CMO retainer or defined projects. The strategy is written to be executable by your team or your existing agency either way.

Send it over. If it's sound, I'll say so and we'll focus on execution and measurement instead — that's usually where the gap actually is.

Yes — deliberately, and I help clients do the same. AI is used for research and synthesis, keyword and intent clustering, first drafts that a specialist then corrects, campaign variants and reporting commentary, all under human review with a written data and brand policy behind it. It is never used for the parts that carry commercial risk: positioning, pricing narrative, segment priorities or any claim that has to be defensible. I also work on the other half of the AI shift — making sure your business is the source ChatGPT, Google AI Overviews, Gemini and Perplexity cite when a buyer asks who the credible options are, because a growing share of shortlists are now formed inside an assistant rather than on a search results page.

An agency sells you delivery. I sell you judgement. Before anyone writes an ad or a blog post, someone has to decide which segments you are targeting, what your proposition is, which channels deserve budget and what a qualified enquiry is actually worth. That is the work that decides whether the delivery pays for itself. I do that work first, in writing, then either brief your existing agency properly or build the plan in-house — and because I have no media to sell you, there is no incentive for me to recommend spend you do not need.

Three things. First, a client-side operating background rather than a pure agency one: I have run marketing inside an industrial B2B manufacturer, dealing with technical buyers, distributor networks, long sales cycles and a board that wants commercial numbers rather than impressions. Second, formal grounding — Member of the Chartered Institute of Marketing (MCIM) and an MSc in Digital Marketing Management, so recommendations are based on tested frameworks rather than whatever is trending on LinkedIn. Third, I work across B2B, retail and SaaS, which means the retail pricing and merchandising discipline informs the B2B work and the SaaS retention thinking informs both.

A full-time Marketing Director in the UK typically costs £70,000-£110,000 plus employer's NI, pension, recruitment fees, holiday and the risk of a bad hire — realistically £100,000+ a year all-in before they have spent a penny on marketing. Consultancy and Fractional CMO retainers give you the same seniority for one or two days a week, at a fraction of that cost, with no notice period and no recruitment risk. For most SMEs turning over £1m-£20m that is the difference between having senior marketing judgement and having none.

Yes — all three, and the differences matter. B2B work centres on pipeline: proposition clarity, technical content, sales and marketing alignment, cost per qualified enquiry. Retail and ecommerce work centres on unit economics: contribution margin after ad spend, repeat purchase rate, lifetime value and the seasonality of demand. SaaS work centres on efficient acquisition and retention: activation, trial-to-paid conversion, churn and payback period. The strategic method is the same; the metrics I hold the plan to are different.

You get clarity in the first two to three weeks: a written diagnosis of where marketing is losing money, what to stop and a prioritised plan. Quick operational wins — tracking that actually works, tightened paid search, fixed conversion paths, a CRM that reports honestly — typically land inside 30 to 60 days. Compounding channels such as SEO and content usually show meaningful movement in three to six months, and that is exactly why the plan sequences fast wins first: they fund the patience the slower channels require.

No. The aim is to make what you already have work harder. In most engagements your team and your agencies keep delivering; what changes is that they receive clear priorities, a proper brief and a measurement framework, and someone senior holds the whole thing to commercial outcomes. Where a supplier genuinely is not performing, I will tell you plainly and help you replace them — but replacement is a conclusion, not a starting assumption.

Every engagement is tied to commercial metrics agreed up front: qualified enquiries, cost per qualified enquiry by channel, pipeline value, conversion rate and, where the data allows, revenue and contribution. You get a monthly review pack you can put in front of a board, showing what was done, what it produced and where the next pound of budget should go. If a channel is not paying for itself, you will hear it from me before you have to ask.

It is a one-hour call, free, with no pitch deck. We cover your growth target, how you sell today, what marketing is currently producing and where the obvious gaps are. You leave with an honest view on whether consultancy, a Fractional CMO retainer, a defined project or nothing at all is the right next step. There is no obligation, and I will say so directly if I do not think I am the right partner for your situation.