Marketing Strategy and Consulting

Strategy that survives contact with execution

Most strategy work fails at handover. A consultancy produces a deck, the team nods, and six months later the same campaigns run the same way. The gap is almost never intelligence, it is the connection between the plan and the systems that have to carry it: the website, the CRM, the tracking, the automation.

I write strategy as someone who then builds those systems. That changes what the strategy looks like. Recommendations are constrained by what your stack and team can actually do, and every priority comes with the implementation path attached.

What the engagement covers

Market and customer analysis. Evidence before opinion.

• Structured interviews with customers and sales.
• Win/loss patterns from the CRM and an analytics review.
• A competitive scan — the picture of where revenue really comes from and what buyers actually value.

Positioning. A one-page platform, tested against real customer language.

• Who you serve and the alternative you replace.
• The outcome you deliver, with proof.
• Validated against customer language, not internal preference.

Growth planning and channel strategy. Where budget goes, in what order.

• Which channels deserve spend, with expected contribution.
• A sequence, not everything at once.
• Explicit decisions about what not to do.

Marketing operating model. The part where most plans die, so it gets its own deliverable.

• Who does what, with which tools.
• At what cadence.
• Written down, so execution does not drift.

Campaign planning. A rolling calendar with real briefs.

1. Each brief connects message, audience, channel and measurement.
2. Agreed before anything launches.
3. Reviewed on a rolling cadence, not ad hoc.

KPI frameworks. A small set of metrics that connect activity to pipeline.

• Agreed with leadership, so no one argues the definitions later.
• Wired into dashboards.
• Reporting becomes automatic, not a monthly scramble.

Executive advisory. For the decisions that do not wait for quarterly reviews.

• Budget shifts and agency evaluation.
• Hiring plans and tooling choices.
• On call between the big set pieces.