Phase 3: Fractional CMO & AI Orchestration
Executive marketing leadership without the executive salary.
Price: $8,000 - $20,000 per month, tied to the 90-day SLA.
Traditional agencies report on impressions and website traffic. Metrics your VP of Sales cannot do anything with.
I report on pipeline. That is the only number that matters.
As your Fractional CMO, I run the digital operation. I manage the SEO, oversee content production, and run monthly alignment sessions between your marketing and sales teams.
You get 40 years of B2B experience and 15 years of industrial sales running your revenue engine, without a $250,000 salary on the P&L.
How the SLA Works
I view marketing not as an open-ended OPEX sinkhole, but as a mathematical equation. We operate on a strict Service Level Agreement (SLA) designed to protect your treasury.
1. You define the lead.
I sit down with your VP of Sales and agree on exactly what a qualified RFQ looks like:
- company size,
- title,
- technical criteria.
If it does not meet that definition, it does not count as a result.
2. We run a 90-day clock.
If the work I do does not generate the agreed volume of qualified RFQs within that window, you invoke the kill clause.
No penalty.
You keep everything I built.
3. One metric, reviewed monthly: Pipeline Value.
I am an executive peer, not a vendor.
If it doesn't translate to dollars, I don't waste your boardroom's time talking about it.
The Sales Alignment Mandate
Timeline 30 Days Investment Fixed-Fee Zero open-ended retainers. Deliverable Executive Blueprint
Marketing doesn't get a win unless Sales gets a win.
We remove the cross-departmental finger-pointing.
I operate as the logistics commander, supplying the front lines with the exact digital assets they need.
Your veteran reps don't do admin work; they just pick up the phone and close the pre-vetted deals.
Executive Briefing: Addressing Boardroom Objections.
The Risk / Retainer Objection
The Question:
"What happens if we sign this monthly retainer and the leads don't materialize?"
The Answer:
You invoke the
kill clause.
We operate on a strict, 90-Day Pipeline Origination SLA.
We establish a mathematical baseline for the volume of Qualified Technical RFQs required to offset my fee.
If we miss that number? You fire me.
Zero penalty.
I carry the risk of performance. You protect the treasury.
The "Quality vs. Quantity" Objection
The Question:
"Who gets to define what a 'Qualified Technical RFQ' actually is?"
The Answer:
You do.
Before Day 1, we define the exact company size, job title, and technical intent required to qualify a lead.
If my engine sends you an engineering student or a company with zero budget?
Hit the reject button in the CRM.
We do not take credit for it.
You have total veto power over the pipeline.
The Scope Objection
The Question: "Are you actually doing the work, or are you just consulting and expecting our team to execute everything?"
The Answer:
I am the executive orchestrator.
I build the strategy, deploy the AI frameworks, and oversee the tactical execution.
However, my ultimate mandate is to upskill your internal team to run this engine.
I provide the high-level P&L direction and the heavy lifting, but we operate as an integrated unit so your team learns the system.
The Bloat Objection
The Question: "Can't we just hire a full-time, in-house Marketing Director for this monthly fee?"
The Answer:
Yes.
And you will inherit $250,000 in payroll bloat, benefits, and massive severance risk if they fail.
With my Fractional CMO model, you get over 20 years of industrial executive experience and AI orchestration, classified as a flexible, contained contract.
Zero payroll bloat. Zero severance liability.
The Accountability Objection
The Question: "What if my sales team doesn't close the leads you send?"
The Answer:
We track "Pipeline Origination," not "Closed-Won Revenue."
My SLA is fulfilled when I place the exact right buyer, with the exact right technical intent, onto your VP of Sales' desk.
Your veteran reps must close the deal.
I do not take credit for your reps' closing skills.
I do not take the financial blame if they drop the ball in negotiations.