Services · Consulting & Advisory
Senior marketing leadership, without a full-time hire.
For businesses that need the thinking of a senior marketing leader on the decisions that compound — and don’t need, or can’t yet justify, the salary.
Setting strategy, structuring the function, deciding what to build and what to buy, pressure-testing positions before they go to a board, and being the senior voice in the room when a decision has real money attached.
Businesses that have a marketing team but no one senior enough to set its direction. New heads of marketing who want a sounding board with scars. Leadership groups weighing a brand or media decision they can’t easily un-make. The common thread is a high-stakes call and no independent, operator-level view in the room.
Decides what work should exist, how marketing is structured, and what number it answers to.
Makes and runs the work well, against a brief someone else has already set.
There are four shapes — diagnostic, project, ongoing advisory, and embedded fractional leadership — and the right one follows the problem rather than the budget. The detail of each, and how engagements actually run, is on the practice pages.
Common questions
What’s the difference between consulting and advisory?
Consulting tends to be project-shaped with a defined end. Advisory is a standing relationship where continuity is the value — advice from someone who remembers what you tried last quarter.
Do you do execution?
No. This is thinking, structure and decisions. Where the work needs hands, the useful thing is to name that and point at the right ones.
Can you work alongside our existing agency?
Usually that’s the best arrangement. A good agency executes well against a clear strategy — the friction is almost always upstream of them.
What’s the smallest useful engagement?
A diagnosis. It frequently narrows the work rather than widening it, which is a good outcome even when it ends the conversation.
Go deeper: the full practice · the process · engagement models.