SaaS Marketing That Behaves Like a Revenue Function

You don’t need more campaigns. You need a marketing and RevOps function that understands ARR, CAC, NRR and payback, and can withstand board-level scrutiny.

If your pipeline is unpredictable, CAC is creeping up, churn is stubborn and the story in the board deck never quite matches the numbers in the CRM, this page is for you.

Review Your Metrics

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If your SaaS pipeline isn’t behaving the way the board expects

Let’s review your ARR, NRR, CAC and trial-to-paid performance together.

Senior Support for SaaS Teams Under Pressure

You have a product that works.

You’ve got usage, customers and some traction.

But growth now depends less on “trying tactics” and more on building a disciplined, measurable revenue engine.

When growth targets move faster than the team can mature

Sales and marketing are working hard, but there is no single owner of funnel economics, CAC efficiency, NRR or pipeline coverage.

Everyone is busy. Nobody is accountable for the whole system.

When the board wants a better story and better numbers

Investors and leadership want to see credible ARR growth, CAC/LTV discipline and a payback curve they can believe.

You can’t keep walking into quarterly reviews with cobbled dashboards and optimistic forecasts.

When your stack is powerful but underused

You have HubSpot / Salesforce / Pipedrive, product analytics, billing data and a stack of tools.

None of it talks to each other properly.

Attribution is shaky, trial-to-paid is poorly understood, expansion and churn are opaque.

When you’ve already tried agencies

You’ve bought “demand gen”, “performance marketing” and “content engines”.
You got activity, not a coherent revenue system.

CAC went up, not down.

This is where I come in.

If your numbers look ‘busy’ but not commercially meaningful

I’ll help you see where pipeline, CAC and retention are actually getting stuck.

Get Clarity on Your Funnel

What I Do for SaaS Companies

You get a senior operator who treats your go-to-market as a revenue system, not a marketing calendar.

Fractional CMO leadership for SaaS

I take responsibility for the marketing function and its contribution to ARR, pipeline and NRR.

That includes CAC management, funnel economics, pricing and packaging implications, and the operational rhythm that keeps growth on track.

RevOps governance and data you can trust

I align CRM, product usage data, billing, marketing automation and sales processes so they tell the same story.

Routing rules, SLAs, lifecycle stages, segments and attribution are fixed.

You get a single source of truth for ARR, MRR, pipeline and churn.

Full-funnel visibility, from acquisition to expansion

You will see where new pipeline is coming from, which channels drive healthy CAC, where trials stall, what drives upgrades, and where churn is quietly killing growth.

Acquisition, activation, conversion, expansion and retention are treated as one system.

Team leadership, not more hands

If you have marketers already, I lead them.

They get clarity on priorities, standards, sequencing and what actually moves metrics like CAC, trial-to-paid, expansion and NRR.

No duplication, no random acts of marketing.

Vendor and tool rationalisation

We cut what isn’t contributing to pipeline quality, ARR or NRR.
You keep the tooling and partners that improve CAC efficiency and velocity.

Everything else is re-scoped or removed.

If you need a marketing function that behaves like a revenue function

Let’s align your GTM, RevOps and product data so you can trust the numbers again.

Speak with a Senior Operator

The First 90 Days in a SaaS Engagement

Days 1–30: Stabilise and rebuild the numbers

I rebuild reporting across:

CAC by channel and segment
LTV and LTV:CAC
Trial-to-paid conversion
Expansion and contraction
Gross and net revenue retention
Pipeline velocity and coverage

You get a clear view of where money is being made, where it is being wasted and where risk sits in the funnel.

Days 30–60: Direction, sequencing and GTM focus

We:

Align sales, marketing, product and RevOps to shared targets and definitions
Set realistic CAC guardrails and payback expectations
Prioritise initiatives based on ARR and NRR impact, not noise
Fix handoffs between marketing, SDRs, AEs and CS

The team executes with clarity.
Early gains in velocity and trial-to-paid conversion start to show.

Days 60–90: Predictable, accountable delivery

Forecasts become reliable.

Pipeline coverage stabilises.

NRR improves as expansion and retention moves from “nice to have” to managed motion.

Leadership gets a forward-looking view of ARR that can be taken to the board without caveats.

If you need predictable ARR growth this quarter

I can stabilise reporting, rebuild forecasting and tighten the operating rhythm fast.

Fix Your SaaS Operating Model

Who This SaaS Work Is For

B2B SaaS between £2M and £20M ARR

You’ve moved beyond product-market fit, but growth is lumpy and you’re not yet at the stage to hire a heavyweight full-time CMO.

Leaders who care about ARR, NRR and CAC more than campaigns

Founders, CEOs, CROs and CFOs who expect marketing to behave like a revenue function and can’t afford more experiments that don’t move the numbers.

Teams that are capable but under-led

You have marketers, SDRs and AEs in place, but no senior operator to orchestrate them around one commercial model.

Companies tired of agency noise

You want fewer vendors, less theatre and more truth in the numbers.

If you’re between £2M and £20M ARR and growth has become lumpy

This engagement is built specifically for companies at your stage.

Diagnose Your Growth

How I Work With SaaS Companies

Fractional CMO for SaaS

Board-level leadership of your marketing and GTM function.

Ownership of strategy, funnel economics, reporting and operating rhythm.

Revenue Engine for SaaS

If you need both leadership and more execution muscle, we can layer in the Revenue Engine: a structured, full-funnel system that your team or my trusted partners execute within.

Clear, simple engagement model

You know what I’m responsible for, what your team owns and what we expect from each vendor.

No vague scopes. No endless slide decks.

What You Get

A single senior owner of SaaS growth metrics

CAC, LTV, payback, pipeline coverage, trial-to-paid, expansion and NRR — owned, monitored and actively managed.

A unified GTM motion

Marketing, sales, product and RevOps working to the same plan, definitions and forecasts.

A pipeline and revenue story you can take to the board

No more apologising for the numbers.

You will know what is working, what is not and what we are doing about it.

If you need a revenue story you can take to the board with confidence

I’ll rebuild the reporting and GTM structure behind it.

Reset Your Reporting

Investment

Fractional CMO leadership from £4,497 per month

You get a senior operator leading your SaaS marketing and revenue function — without the £150k+ salary, options, onboarding delay or risk of another mis-hire.

Optional Revenue Engine support

If you need more execution capacity and structured demand generation, the Revenue Engine can be added to provide full-funnel execution under the same commercial logic.

Commercial discipline, not optimistic experimentation

The engagement is judged on the quality of the numbers: CAC efficiency, NRR trajectory, forecast accuracy and pipeline behaviour — not how busy the calendar looks.

Frequently Asked Questions

Can you work directly with our board or investors?

Yes. I regularly prepare and present marketing and GTM updates in CEO, CFO and investor forums. The narrative is always tied to ARR, NRR, CAC, payback and forecast confidence — not campaign outputs.

Do you work with our existing marketing and sales team?

Yes. In most SaaS engagements there is already a team in place. I lead the function, set the operating model, and your team executes with clearer priorities and standards.

What if we already have agencies?

If they are contributing to healthy CAC, velocity and NRR, we keep them and tighten their scope. If not, we re-scope or replace. Vendor sprawl and conflicting incentives are common reasons SaaS CAC quietly inflates.

Can you help with churn and expansion, not just acquisition?

Yes. For SaaS, NRR is as important as new ARR. I work across onboarding, adoption, expansion and retention motions with CS and product so that growth is driven by both new and existing customers.

What if our data is a mess?

That’s normal. Part of the early engagement is rebuilding RevOps foundations — CRM hygiene, event tracking, segments, lifecycle stages and attribution — so we can trust the numbers before we scale activity.

How quickly will we see impact?

You will see better visibility within weeks, and more reliable forecasts and pipeline behaviour within the first 60–90 days. Big shifts in ARR and NRR take longer, but decisions will start being made on evidence almost immediately.

Do you help prepare for funding rounds or exits?

Yes. I align the GTM story, performance metrics and forecasts so they withstand due diligence. Investors don’t just want growth — they want a credible, repeatable system. That’s what we build.

Ready to Treat Your SaaS Marketing Like a Revenue Function?

If you are serious about CAC, NRR, payback and predictable ARR growth — and you need senior support rather than another agency experiment — we should talk.

Your CAC can come down.

Your NRR can go up.

Your forecasts can stabilise.

Your pipeline can behave.

Your board can finally see a story that matches the numbers.

If the next quarter matters, let’s talk.