More pipeline per dollar. And the evidence to prove it.
Growth leadership for B2B SaaS and tech CMOs and CEOs under pressure to lower CAC without losing pipeline.
Get in touchPipeline still has to grow. The budget no longer does.
Most marketing budgets were built one sensible decision at a time: an agency here, an events calendar there, paid programs that worked at the last stage. Then the board asks for Rule of 40 discipline, and nobody can say with confidence which half of the spend produces pipeline.
- CAC keeps climbing, and nobody can say which channel is driving it.
- Finance asks for marketing ROI, and the answer depends on whose attribution model you trust.
- Marketing hits its number, and sales says the leads are bad.
- The team was built for a stage you have already left.
Find the next dollar before you spend it.
01Measure before you cut.
Trace spend to pipeline and closed revenue, channel by channel, as far as the data allows. Where attribution is weak, say so, and agree on what's good enough to act on.
02Cut with a rule.
Stop what isn't producing, with clear criteria behind each decision, so the cuts can be defended and repeated.
03Repoint what's left.
Move the remaining budget to the segments where you already win, on win rate and retention rather than lead volume. Favor programs you own over ones you rent, and use AI where it actually lowers the cost of reaching the right accounts.
04Reshape the team.
Match roles and structure to the motion you run now, so the new model doesn't slide back.
By day 90, you have a budget you can defend in front of the board, an honest view of what produces pipeline, and a team shaped to run it.
Moving to Rule of 40 discipline
We measured where the company actually won before cutting anything. Agency-run programs came in-house, events had to earn their place by winning new customers or moving deals already in flight, and broad paid spend came down. What remained went to the segments already winning, and the team was reshaped to match.
Repositioning after a merger
More than ten products, two brand stories, two sets of systems, and a marketing model that was mostly offline going into the pandemic. I consolidated the CRM and marketing systems so attribution and forecasting worked at all, and moved acquisition to digital.
Get in touch.
Tell me what you're working on. I read every message myself and reply within a day.