Most growth engines were built for a stage the company already left.

I rebuild them. Fifteen years running go-to-market in B2B SaaS, Series A through public companies. Most recently as Senior Director of Growth Marketing and Sales Development at Go1, a $110M ARR platform.

+45% YoY pipeline | -50% spend | -55% CAC for a global $110M ARR unicorn.

From $15M to $25M ARR for a European Series B startup expanding within the US.
3x monthly developer signups through a PLG motion for a series A startup
New digital experience and demand engine for a $100M ARR public cybersecurity company after a merger.

THE PROBLEM

Nobody made a bad decision. The stage moved and the engine didn't.

The channel mix was right at $10M ARR. Qualification was right when there were four AEs. The agency made sense before there was a team. Then the company changed and the engine stayed where it was.

The symptoms look different depending on where you sit. CAC creeping up while the board asks about efficiency. A marketing team hitting its number on paper while sales says the leads are bad. An SDR org generating activity instead of pipeline. A new market entry that stalled after the first two AE hires.

What is needed is rarely more marketing. It is a revenue engine rebuilt for where the company actually is.

6 problems I have solved more than once.

WHERE I HELP

Pipeline that scales without spend scaling with it

Channel mix, qualification criteria, and attribution rebuilt so you can forecast against them and defend the budget behind them.

Sales development that produces real pipeline

SDR model, account coverage, quality over volume, and the tooling that makes it repeatable.

A marketing org sized to the strategy

Structure, roles, in-house versus agency, and where the budget actually goes.

AI inside the growth function, not on top of it

Where AI actually changes pipeline economics: signal-based targeting, contact-level intent, enrichment, sequencing, creative testing. And which use cases are still theater.

Marketing and sales operating as one revenue team

Shared definitions, clean handoff, joint targets, one forecast. Most companies call this an alignment problem when it is a definitions problem.

Entering a new market without rebuilding from zero

Which ICP, pricing, and channel assumptions travel across the Atlantic, and which ones quietly do not.

HOW WE WORK TOGETHER

3 ways in.

01 / PROJECT

Defined scope, fixed price, a clear end

A specific problem with a deadline attached. Scoped up front, delivered in 60 to 90 days, no ongoing commitment.

Most often: international expansion, either European SaaS entering North America or the reverse. Also GTM assessments, demand engine rebuilds, and SDR model design.

02 / FRACTIONAL

Embedded, part-time, owning the number

Running the function outright. Covering a leadership gap, a post-acquisition integration, or a transformation the current team cannot absorb.

Three to six months. Common in PE-backed and post-raise companies under efficiency pressure.

03 / INTERIM

Full time, for as long as the gap lasts

Senior GTM leadership alongside your team on an ongoing basis. For companies that need the judgment before they can justify a full-time VP.

Typically two to three days a week, six months minimum.

Best fit is B2B SaaS past product-market fit.

Not a fit for B2C, ecommerce, or campaign execution. If what you need is someone to run your ads, I am the wrong hire and will tell you so on the first call.

What the situation was, what I did, what happened.

SELECTED WORK

Go1

Head of Growth Marketing & Sales Development 2023–2026 $110M ARR / global L&D platform

Growing pipeline while cutting the budget in half

Go1 needed to move from growth-at-any-cost to Rule-of-40 discipline without giving up pipeline. Those two goals were being treated as a trade-off. I owned roughly $60M in annual pipeline generation across demand generation, ABM, brand, customer marketing, and the global SDR organization

We rebuilt the channel mix around what converted rather than what filled the top of the funnel. Lead and opportunity qualification was redefined jointly with sales and RevOps. The SDR org was restructured around account coverage instead of activity. The events program went from $1.3M to $600K by tying event selection to new-logo acquisition and enterprise deal acceleration.

Pipeline +45% YoY. Spend −50%. CAC −55%.

Rebuilding a demand engine through a merger and a pandemic

Following the acquisition of Verimatrix - a US content delivery provider - by the French application security company Inside Secure, the newly formed organization had a combined product portfolio, two overlapping brand narratives, and a marketing model that was 80% offline going into a year when offline stopped existing.

I partnered with the VP of Marketing on repositioning the portfolio, which meant rebuilding the website, the messaging architecture, and the positioning content. Two Salesforce and two HubSpot instances were consolidated so attribution and forecasting were possible at all. The acquisition model moved fully digital.

Inbound leads +600%. Attributable pipeline from $0 to $11M.

Go1
Trackforce Valiant
Robocorp
Wall Street English
Verimatrix

WHERE I HAVE DONE THE WORK

Operating experience, not client logos. I ran these functions from the inside, with the budget and the headcount.

About

Fifteen years in B2B SaaS, from Series A through public companies. Founder once. A public cybersecurity company through a merger. An enterprise automation platform that later sold. A $110M ARR learning platform through the shift from growth-at-any-cost to Rule-of-40 discipline. Along the way, roughly $60M in annual pipeline owned and teams of up to 30 across three regions.

The same problem kept showing up wearing different clothes. The engine still worked, it just worked for the company they had been two years earlier. That observation is most of what I do now.

I grew up in Africa, built the first half of my career in Europe (France and Switzerland), and have spent the last eleven years in the US. That is not a biographical detail. It is why cross-Atlantic go-to-market is work I can do without guessing.

I have owned the budget, carried the pipeline number, reported to the board, and restructured teams. Most of these problems I have already worked through once, at my own cost.

Based in Encinitas, California. In Europe twice a year.

If pipeline is getting more expensive every quarter, that is a solvable problem.

Thirty minutes, no deck. Tell me what the number looks like and I will tell you whether I can help.