Marketing for PE-Backed Companies
Focused, financially disciplined, and built for board-level expectations
Senior marketing leadership for companies under investor pressure
When marketing needs to deliver predictable results, the board wants clearer visibility, and the team needs senior direction, you don’t need another agency or another round of “brand-building”.
You need an operator who understands CAC, payback, pipeline velocity, forecast accuracy and the rhythm of PE oversight — and can bring the commercial discipline that investors expect.
The Challenges Facing PE-Backed Companies
Fast-growing portfolio companies struggle not because they lack activity, but because commercial complexity grows faster than the marketing function can mature.
Aggressive revenue and EBITDA targets
You must deliver quarter-on-quarter growth with no tolerance for slippage. Marketing cannot run independently from financial expectations, CAC targets or pipeline coverage.
An under-led or fragmented marketing function
Marketing teams often report into sales, operations or “whoever is available”, leaving capable people with no senior leadership, no prioritisation and no financial accountability.
Lack of trustworthy reporting
Forecasts are unreliable, attribution models don’t align with CRM reality, and leadership struggles to get a single, consistent view of CAC, payback or funnel efficiency.
Vendor sprawl and inflated CAC
Multiple agencies and freelancers create activity, but not velocity. Spend increases, but pipeline quality doesn’t. The cost of growth becomes unpredictable and harder to justify to the board.
Pressure from investors for clearer answers
PE partners don’t care about campaigns. They want numbers that withstand scrutiny, and they want them fast. You can’t walk into a quarterly review with optimistic assumptions or vague explanations.
If the board is asking harder questions than the numbers can answer
Let’s review your pipeline, CAC, payback and forecast accuracy together.
What I Bring to a PE-Backed Company
You get senior marketing leadership with the financial discipline, operational structure and board-level communication required in a PE environment.
Clear ownership of the marketing function
I take responsibility for strategy, prioritisation, CAC management, funnel economics, attribution integrity and forecast discipline. This is not consultancy — it’s operational leadership.
RevOps governance
I build the underlying structure that makes growth predictable: CRM hygiene, routing rules, SLAs, handovers, data quality, funnel definitions, lead taxonomy and operating cadence.
Sales, marketing and finance move from arguing over numbers to working from one version of the truth.
Financially credible reporting
You get CAC trends, LTV:CAC modelling, payback analysis, velocity diagnostics, conversion modelling and forward pipeline forecasts you can take to the board with confidence.
Team leadership under pressure
If the team is demoralised, misaligned or stretched, I give them the clarity, sequencing and accountability they need to deliver.
If political friction exists, I handle the conversations and stabilise the operating environment.
Vendor consolidation and accountability
Any vendor not contributing to CAC efficiency, velocity or coverage is re-scoped or removed.
Spend is tightened.
Pipeline improves.
Investor-ready reporting
I communicate with CEOs, CFOs and investors in commercial terms, not marketing language.
Targets, risks, scenarios and recommendations are presented with clarity, precision and directness.
If leadership needs faster visibility and stronger control
I can stabilise reporting, rebuild forecasting and bring discipline to the commercial rhythm.
The First 60–90 Days
Fast stabilisation, clear numbers and predictable operating rhythm
Week 1–2: Stabilise and rebuild visibility
- Rebuild reporting across CAC, payback, attribution and funnel diagnostics
- Assess pipeline coverage and velocity
- Evaluate team capability, vendor performance and operational friction
- Establish interim leadership cadence
- Give CEO/CFO a clear view of risks and opportunities
Days 30–60: Direction, sequencing and commercial focus
- Align sales, marketing and RevOps to shared forecasting logic
- Sequence initiatives based on revenue impact, not activity
- Tighten the operating model to remove drag and noise
- Start generating early, measurable improvements in velocity and conversion
Days 60–90: Predictable, accountable delivery
- Forecasts become accurate and stable
- Team delivers to a consistent cadence
- Vendors operate to defined commercial outcomes
- The function becomes governable, measurable and ready for scale
- CEO, CFO and investors have a pipeline view they can trust
If you need results this quarter, not next year
Let’s align your GTM function, rebuild the metrics and restore predictable delivery.
Who This Is For
This page is tailored for portfolio companies and scale-ups where:
Revenue is between £10M and £80M
And the marketing function hasn’t kept pace with commercial expectations.
The board needs clearer answers
And marketing cannot continue presenting slide decks with activity instead of numbers.
The team is capable but under-led
Marketers are working hard but without financial direction, sequencing or leadership.
CAC and payback need to improve
And the GTM function needs discipline, not more tactics.
There is pressure to produce investor-grade reporting
Dashboards must reflect financial reality — not optimistic assumptions.
If you’re between £10M and £80M and the numbers aren’t behaving
This engagement is designed for exactly your stage and pressure.
What You Get
A more disciplined, predictable and commercially grounded marketing function.
A senior operator accountable for revenue outcomes
Not theory.
Not advice.
Ownership of the entire marketing function with clear commercial expectations.
A unified GTM model
Sales, marketing and RevOps operate on the same definitions, forecasts and targets.
A pipeline that behaves
- Velocity improves.
- Coverage stabilises.
- Forecasts become reliable.
You know exactly what is driving (or obstructing) growth.
Investor-ready reporting
- CAC.
- LTV:CAC.
- Payback.
- Conversion.
- Velocity.
- Coverage.
- Forecast confidence.
All in a format that withstands scrutiny from CEOs, CFOs and PE partners.
If you need reporting your CEO, CFO and investors can trust
Let’s rebuild the numbers and the governance behind them.
How I Work With Portfolio Companies
Flexible, senior-led engagements designed for speed, clarity and accountability.
Fractional CMO Leadership
I take ownership of the function, lead the team, and create a predictable, financially disciplined operating model.
Revenue Engine (GTM Alignment)
A structured, evidence-based reset of sales, marketing and RevOps to create a unified revenue engine.
Growth Engine
Targeted pipeline acceleration for portfolio companies that need measurable uplift without waste.
Investment
Commercially safe.
Designed for companies under pressure to deliver results.
£4,497 per month
Senior leadership without the risk, £150k salary, onboarding delay or uncertainty of hiring a full-time CMO.
Clear commercial justification
If CAC rises, velocity slows or forecasts weaken, the cost to the business is far greater than the engagement fee.
Flexible engagement
No long-term contracts.
No inflated consulting retainers.
You keep senior leadership only while it delivers commercial value.
Frequently Asked Questions
Ready to Create a Marketing Function That Can Withstand Board-Level Scrutiny?
Your CAC will stabilise.
Your payback will improve.
Your forecasts will become accurate.
Your pipeline will behave.
Your investors will get the clarity they expect.
If the next quarter matters, let’s talk.