One flagship case study from three years as an operating CMO, and the current engagements building the same discipline into companies today. Named client work is described anonymously until each clears it for use.
A B2B SaaS company in legal tech that I helped scale over three years as its CMO. This is the fullest version of the story behind the numbers.
Roughly $2M ARR, growing but fragile. Revenue leaned heavily on a single channel, there was no partner program, and attribution was thin enough that budget decisions were closer to guesses than calls. The company had product-market fit and momentum, but not a system. Three years later it had crossed $10M+ ARR with back-to-back INC 5000 recognition, and the growth came from a portfolio of channels rather than a single point of failure.
Launched partnerships, referrals, events, paid, outbound, and organic. Revenue concentration dropped dramatically from heavy single-channel dependency to a balanced, resilient portfolio.
A legal-AI content cluster, competitor comparison pages, and events repurposed as search assets turned organic into the top converting acquisition channel, converting roughly 3× more efficiently than paid per contact.
Attribution exposed that channels generating 3× more volume were converting at 5× lower rates. That insight changed budget allocation overnight and put spend behind what actually closed.
The partner program, built from scratch, became the highest win-rate channel in the portfolio. Conversion improved as volume doubled. That is a system, not a campaign.
Data-driven accountability means subtracting underperformers as much as adding. Growth is clarity about what to stop, not just what to start.
The product was one of many client portals in a crowded space. I established it as a new category, Intelligent Client Engagement, and set the roadmap toward client intelligence, moving the company from one option among many to the one that defined the terms buyers used to judge everyone else.
Current retained work runs across three business models and more than one industry. Two engagements are described below by what they are. The third is closely held, and its work shows up in the capabilities beneath. Legal tech is the deepest vertical, not the only one.
No marketing function, acquisition concentrated in a small set of firms, and a Series A ahead. I came in to build the go-to-market foundation: named and pressure-tested the category, built the ICP and messaging framework, stood up the attribution and marketing operating model, and designed a referral program to widen acquisition beyond the concentrated base.
The product spoke in its own internal language: data, records, infrastructure. None of that was how the buyer thinks. I rebuilt the positioning around the law firm's real outcome, less time chasing medical records and faster case resolution, and reset the website and sales narrative to match. Physician-founded credibility became the spine of the pitch instead of a footnote.
A sample of what the retainers have produced, described by capability rather than by client.
Category definition and messaging frameworks that give a sales team one consistent way to describe the product.
Attribution and marketing operating models, so spend ties to pipeline instead of guesswork.
Search and AI-optimized content: pages and metadata written for how buyers actually search, plus a blog running on a real cadence.
Lifecycle automation: behavioral email and SMS for onboarding, cold-lead nurture, re-engagement, and upsell.
Reporting pipelines that turn raw platform exports into clean, validated analysis, with an AI layer that separates real trends from noise.
The hire case and comp design for an operations role, with the bonus tied to the metrics that needed to move.
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