Partner programs, demand generation, and the diagnostics behind both.

Director or Senior Manager level in B2B marketing. I have held the Director title before, at Dana Industries, and I am open across demand generation, partner and channel marketing, marketing operations, and integrated marketing. I work remotely and am open to employers anywhere. I care more about the shape of the problem than the label on the role.

Somewhere with enough infrastructure that I am improving a system rather than inventing every piece of it alone. I have done the solo generalist build and I know what it costs. I do my best work with a small team or strong cross-functional partners around me.

Yes. I currently lead a team of six plus three external agencies covering paid media and SEO, and I have led a creative team of nine across four brands at The Holmes Group. Team leadership is one of the parts of the job I am strongest at, and I can provide references from people who have reported to me.

Daily and specifically. I built a custom AI chat agent for lead qualification, a documented AI-assisted framework with explicit benchmarks for sourcing and vetting partners, and AI-supported research, content, and event workflows. I also ran marketing for Artificial Intelligence In Medicine, reporting directly to the CEO, so I have watched this space from inside it for close to a decade. I have a working sense of where these tools deliver and where the promise runs ahead of the result, because I have made those calls against my own budget.

I see the structural answer early. The 280% growth was not a clever campaign; it was noticing that thirty relationships everyone treated as goodwill were already outperforming paid channels, and then having the patience to carry that all the way through to implementation.

You describe the situation. I ask questions, most of them about what you have already tried and what your data actually shows rather than what you assume. By the end I will give you my honest read on the constraint. It is thirty minutes and there is no deck.

B2B companies, usually software or professional services, somewhere between a first marketing hire and a built-out department. If you are a founder still doing marketing yourself, or a leader who inherited a function you did not build, this is squarely for you. I have worked across SaaS, AI, HR consulting, construction technology, retail, publishing, and pharmacy, so the pattern recognition is broad.

The diagnostic is a defined project with a written recommendation at the end. Program builds run as fixed-scope projects. Fractional leadership is ongoing, typically a set number of days per month. I would rather scope something small and prove it than sell a long retainer up front.

If that is the answer, yes. The most useful thing I did in my last role was recommend against a conference we had attended for years. Recommending spend is easy. Recommending against it is where the value is.

Toward organic and owned growth. I grew a company's qualified pipeline by 280% with no ad budget, which shapes how I see things. I have also run the other kind: national mass media buying across television, radio, print, and online at Pharmasave. So the bias is a conclusion, not inexperience. If your honest answer is that you need to spend on paid acquisition, I will say so, but I will always look for what you already have first.

Because unmeasured assets are the cheapest growth available, and almost every company has them. Existing customer relationships. Partners treated as goodwill. Content nobody promotes twice. An audience list that gets one email a quarter.

New acquisition is expensive and slow to prove. Commercializing something you already own is fast, and it compounds. At Better Impact that was thirty consulting and association relationships nobody had thought of as a channel. Structuring them properly grew qualified leads 280% without a dollar of paid advertising.

Hiring for execution before anyone has diagnosed the function. A company hires a marketing coordinator to "do marketing," gives them no infrastructure and no strategy, and concludes eighteen months later that marketing does not work. The role was wrong, not the person. Deciding what roles you need, in what order, is a separate piece of work from filling them.

Buy for the process you actually run, not the process you aspire to. Most small teams own an automation platform whose capability they use maybe fifteen percent of, while the basics leak: no lifecycle definitions, no scoring anyone trusts, no clean attribution. Fix the process, then decide whether the tool is the constraint. It usually is not.

It is genuinely useful for research, qualification, enrichment, first drafts, and anything with a repeatable structure. I built an AI agent for lead qualification and a documented framework with explicit benchmarks for sourcing and vetting partners, and I use both daily.

Where it disappoints is judgment. It will not tell you which constraint matters, and it produces confident output regardless of whether the underlying question was the right one. The bottleneck in marketing was never volume of content.

Against pipeline, with the mechanism named. A number without a mechanism cannot be repeated or defended. If leads went up and nobody can say which change caused it, you have not learned anything you can act on next quarter.

I am a B2B marketing leader with 21 years of experience, working remotely and currently exploring both full-time roles and fractional work. If either is relevant to you, the other two paths above have the detail.