Let's find what's actually broken.

The same job a full-time CMO does, for part of the week. I own the marketing strategy, the budget and the numbers: what we sell, to whom, through which channels, and what each one is expected to return. I set the plan, run the operating rhythm behind it, direct whoever is executing, whether that is your team, an agency or me, and I report on it the way a C-suite hire would. What I do not do is hand you a deck and disappear.

It ranges by scope, and I work with all budgets. A monthly retainer where I own marketing outright is a different number from a fixed-scope website build or a short advisory sprint. Tell me what you are working with on the audit call and I will scope something honest against it rather than pushing you toward the biggest version.

It varies entirely by engagement. Some clients need a standing day a week with real ownership; others need a few hours a month of senior judgment on decisions they are already making. We agree the shape up front so there are no surprises on either side.

There is no minimum. I would rather earn the next month than lock you into six. That said, marketing compounds, so the work usually gets more valuable the longer we run it.

Probably. I work with everything from startups to brands doing $50M and up in annual revenue, plus local and service-based businesses of any size. The question is not whether you are big enough, it is whether there is a real constraint I can move.

Both, depending on what you need. I have built landing pages, written the emails and run the ad accounts myself, and I have directed in-house teams, agencies, creators and contractors doing the same. For smaller businesses I am usually hands on the tools. For larger ones I am more often the person holding the strategy and the standard.

Yes, and often that is the point. Agencies execute well against a clear strategy and drift without one. I have sat on both sides of that relationship, including as VP at an agency, so I can hold them to a real standard on scope, reporting and performance without turning it adversarial.

Some things move in weeks: wasted ad spend, a broken checkout, missing retention flows, obvious conversion problems. Structural work, brand positioning, a new channel, a rebuilt site, takes months to show up in revenue. I will tell you which bucket your problem is in during the audit call rather than promising a timeline I cannot control.

Access and honesty. Analytics, ad accounts, your ecommerce or booking platform, and whatever numbers you have on margin. Then one person who can make decisions. The first weeks go much faster when I am not chasing logins or guessing at your economics.

My default is cash with upside tied to results. I am happy to structure part of the engagement against the outcomes we agree on, which keeps my incentives pointed at the same place as yours.

Consumer products broadly: CPG, outdoor, beauty, supplements and wellness, apparel and workwear. Alongside that, any local or service-based business. The channel mechanics travel across categories; what changes is the customer and the price point.