Board-Level Marketing Advisor for Startups

A fractional CMO runs the day to day: the team, the campaigns, the calendar. A board-level marketing advisor works at a higher altitude. I review the growth strategy, pressure-test the model the board funds, and own the revenue conversation in the boardroom. I make sure the operator on the ground has the right plan and the air cover to execute, then I report the real numbers to the people writing the checks.

I structure most engagements around the board cadence plus a working rhythm in between. That means I attend board meetings, prep the growth section, and run a monthly or biweekly working session with the founder and the marketing lead. Boards that only see me once a quarter get strategy. Founders who want the numbers fixed get more frequent contact. We set the cadence to the stage and the urgency, not to a fixed retainer template.

Start with the decision the board needs to make: increase investment, change the growth plan, improve retention or extend runway. I connect acquisition cost and payback to qualified pipeline, conversion, revenue and retention, using definitions that fit your business model. The board pack explains what changed, how reliable the evidence is, the commercial implication and the action I recommend. Before reviewing materials, we agree confidentiality, permitted recipients and how any relevant commercial conflict will be disclosed and handled. The board and authorised executives make the decision; I own the agreed analysis and recommendation.

The clearest signal is spend outrunning understanding. You are putting real money into acquisition, but nobody on the board can map a dollar to a closed deal. The second signal is a hiring decision: VP of Marketing now, or extend the runway. Both are board-level calls that need an outside read on the numbers. Most teams wait too long and fund three half-built channels first. Bring the advisor in before that, not after.

Yes, and that is usually the strongest setup. I do not replace the operator. I give them air cover and a clear strategy, then I translate their work into the revenue language the board needs. The CMO runs execution. I pressure-test the plan and recommend spending decisions; the board and authorised executives retain approval authority. A good operator wants this. It means the board judges them on the right numbers, not on noise.

Pressure-tests the GTM and growth plan, calls the marketing risks early, coaches the founder and marketing lead between meetings, and briefs the board in plain terms so growth decisions are made on evidence.

Board advisory focuses my work on investment decisions, growth risks and the questions founders and directors need answered. A fractional CMO engagement adds agreed responsibility for day-to-day strategy and execution. I can provide either, or combine them: we define the work I personally own, the team responsibilities and the decision-making cadence for your company.

Advisory has a cash fee. An equity component can be discussed in addition to that fee, with the grant, vesting, responsibilities and exit terms agreed separately. We first define the decisions and work you need from me; equity does not replace a clear scope or make an advisory role equivalent to a formal director appointment.

Usually it is an advisory role attending board and growth discussions rather than a formal director seat, though the exact structure depends on the company.

Seed to Series B, where GTM and growth decisions carry real weight and the board lacks a seasoned growth voice. Pre-product is usually too early.

We agree the time commitment per client or project around the decisions, preparation and execution required. For board advisory, that includes reviewing the growth data, preparing recommendations, attending the agreed meetings and working with the founder or marketing lead between them. If you need campaign, funnel or systems implementation as well, I include that work explicitly in the scope and capacity plan.

I have owned the growth and run the channels at Elementor, cnvrg.io, and Riverside. I pressure-test plans with operator weight, not opinion.

Yes. I can move from reviewing the growth plan into personally executing the agreed priorities, including acquisition, conversion, lifecycle and marketing systems. Before expanding the work, we define the outputs, access, time commitment and who can approve changes. You can combine board-level judgment with hands-on delivery without treating every engagement as a full-time hire.

I agree the scope, time commitment and availability for each client or project before work starts. The way to find out where things stand is to get in touch. I read every message myself and reply within one day.

Book a 15-minute call. I will tell you whether your board needs an advisor, an operator, or nothing yet. The call is described as an honest assessment with no pitch deck, and one real number and one real problem is all it needs from you.

There is no minimum term for board-level advisory. Engagements are month-to-month, and either side can end the engagement with 30 days notice. Scope and exit terms are agreed before we start. If progress stalls, we review the scope and next steps under the agreed contract terms.