Fractional CMO & GTM leadership for
pipeline predictability and ARR growth

A fractional CMO takes on the strategic marketing leadership of a company on a part-time basis — typically 4 to 8 days per month. The remit covers marketing strategy, team management, OKR definition, budget responsibility, stakeholder reporting and tight alignment with sales and product. Unlike consulting, this isn't a contained project — it's ongoing leadership accountability, including responsibility for pipeline contribution and marketing impact.

B2B companies with complex products and a clear growth target that need strategic marketing leadership but can't (or don't want to) fill a full-time CMO role yet. Typical sizes range from 10 to 200 employees. Common triggers: Series A/B growth phases, repositioning in a maturing market, building an internal marketing function after an agency-only phase, or bridge periods while a full-time CMO is being recruited.

Consulting delivers recommendations, strategies and frameworks — execution stays with the internal team. As a fractional CMO, ongoing strategic leadership is taken on: team management, roadmap stewardship, OKRs, reporting and day-to-day operational marketing decisions. Consulting answers the question "what should we do?" Fractional CMO additionally answers "who makes sure it actually happens?" — at senior level, without full-time cost.

Minimum 3 months, typically 6 to 12 months. Strategic marketing leadership can't be built in four weeks — structures, processes and trust need time. Many engagements are designed as honest bridges: until a full-time CMO is on board, until an internal senior lead has grown into the role, or until the marketing function has reached stable scale. Extensions are possible but not the goal.

English and German — both at senior level, including specialised communication, stakeholder management and strategy documentation. Ideal for companies with international teams, DACH-plus markets or investor reporting in English.

Standard is 4 to 8 days per month, depending on the company's maturity and pace. In intensive phases — launches, repositioning, pipeline build-out — the workload can temporarily increase. More important than the exact day count is leadership quality: defined ownership, clear interfaces with sales and product, transparent pipeline visibility and consistent OKRs.