The team can execute, but priorities keep changing
There is no shortage of work. The difficult part is deciding what deserves attention.
Growth marketing advisory
Senior growth marketing thinking, without adding another executive layer.
Ongoing marketing advisory keeps me close enough to help your team make better decisions: what to prioritise, what to test, what the numbers actually mean and where growth is getting stuck.
Direct access to Matt · No account manager · No junior hand-off
Business questionExperienced challengeClearer next decision
01Your team keeps executing
02Matt stays directly involved
03Focus shifts as the constraint changes
The buying situation
Sometimes the missing piece is experienced judgment.
There may be no shortage of people, activity or reporting. The difficult part is deciding what deserves attention, what the numbers mean and which recommendation stands up commercially.
Marketing, sales and product read the numbers differently
Everyone has a dashboard, but there is no agreed explanation of what is driving performance.
You have an agency, but need someone on your side of the table
The agency may execute well. The business still needs an experienced voice to challenge recommendations and connect them to commercial outcomes.
Your CMO or Head of Growth needs a sounding board
Senior marketers benefit from another experienced person pressure-testing important decisions.
What I actually help with
Practical input at the decision layer.
The role is specific enough to change what happens next—not vague “strategic support” that sits outside the work.
Prioritisation
Decide which problems and opportunities deserve resources now.
Performance interpretation
Work out what is genuinely changing beneath top-line platform metrics.
Experiment design
Turn ideas into useful tests with a hypothesis, measurement plan and decision rule.
Measurement
Improve what the business knows about customer quality, revenue, attribution and acquisition economics.
Paid acquisition
Challenge channel strategy, budgets, bidding, account design and agency recommendations.
Landing journeys
Review pages, offers, messages and conversion friction.
Growth questions
Work through new channels, products, markets, economics and emerging constraints.
Team support
Give marketers an experienced sounding board for difficult decisions without an obvious answer.
The advisory difference
Less reporting. Better decisions.
Reporting should lead somewhere. The job is to move from what happened to why it matters and what the team should do.
- “CPA increased 12%.”
- Why did it increase, does it matter commercially, and what do we change?
- Twenty active initiatives
- The three priorities most likely to move the business
- More leads
- More of the customers you actually want
- “The agency says performance is strong.”
- Does the downstream business result agree?
- Testing everything
- Testing the things that could change a decision
How it works
Close enough to the work to be useful.
The operating rhythm is agreed around what the business needs. Async support is defined rather than assumed to be unlimited.
- 01
Regular working sessions
Meet at an agreed cadence around the decisions and performance questions that matter.
- 02
Shared priorities
Keep a current shortlist of the most important problems, opportunities and experiments.
- 03
Agreed async input
Create a practical route for questions that should not wait until the next working session.
- 04
Deep dives when needed
Investigate advertising, analytics, pages, reporting or customer-journey data when the question needs it.
The emphasis can change. One month may centre on acquisition; another may focus on measurement, conversion, sales leakage or a strategic decision.
Where advisory fits
I don’t need to replace the people already doing good work.
Often the job is to make the people already doing the work more effective, not to build another layer around them.
CEO · CMO · Head of GrowthWe Know Growth · senior growth advisorInternal marketing · Agency · Sales · Product · Analytics
Independent challenge connects leadership’s commercial questions with the teams and partners doing the work.
Choosing the right model
Advisory, agency or fractional CMO?
None of these models is inherently better. The right one depends on what is actually missing.
Agency
Best when you need ongoing execution capacity, a team to run channels or production, and the primary gap is hands-on delivery.
Execution capacityFractional CMO
Best when someone needs to own the marketing function, manage people, lead planning and budgets, and act as a part-time executive.
Function ownershipWe Know Growth advisory
Best when people are already doing the work, but prioritisation, performance interpretation and independent senior challenge need strengthening.
Decision supportWhat this can look like
A clearer view from health-services acquisition to revenue.
- Situation
- Lead numbers were healthy, but marketing, follow-up and revenue reporting were working separately.
- What changed
- I connected the customer journey from the first ad through follow-up and sale, then helped the team choose, run and review the most useful tests.
- Value
- A shorter list of priorities, clearer ownership and reporting focused on revenue rather than lead volume.
Who it’s for
Advisory works best when the team is already moving.
If the main need is someone to execute a large volume of marketing tasks, this probably isn’t the right model.
Useful for
- CMOs and Heads of Growth
- Marketing managers and acquisition teams
- Founder-led established businesses
- Businesses using an external agency
- Teams without a deeply experienced performance or growth leader
- Senior marketers who value an independent sounding board
Straight answers
Growth marketing advisory questions.
Consulting cadence, account access, agency collaboration and the difference from a fractional executive role.
How often do we meet?
The cadence is agreed around the decisions, performance questions and level of support the team needs rather than forced into a standard schedule.
Do you work directly in our accounts?
Yes, where investigation or useful input requires it and access is appropriate. The focus is on answering the question properly, not reviewing accounts by default.
Can you work with our existing agency?
Yes. Advisory can sit alongside an agency and help the business evaluate strategy, performance and recommendations without replacing good execution.
Are you acting as a fractional CMO?
Not usually. Advisory is for businesses that already have ownership and execution in place but want experienced growth input, interpretation and challenge.
Is there a minimum commitment?
Expectations, cadence and any commitment are agreed upfront based on the scope. I do not publish a standard minimum that may not match the work being considered.
What happens between meetings?
The model can include an agreed async channel and targeted investigation. The level and channel are defined in the engagement rather than treated as unrestricted access.
Can you also manage paid advertising?
Yes, but hands-on paid advertising management is a different engagement model and is scoped separately when required.
How is advisory priced?
Pricing reflects the expected involvement, cadence and scope rather than an arbitrary pile of consulting hours.
Start with a conversation
Give your team an experienced second set of eyes.
If the work is already happening but the difficult part is deciding what should happen next, let's talk.