Most of what gets spent on growth is spent before anyone has checked whether it was needed.
A board approves a turnaround on the strength of a deck. A team buys an AI platform because a competitor announced one. A company licenses a tool that does three things when it needed one, and pays for all three every month, forever. None of it was tested first. Very little of it is verified afterward.
Buying the product is the outdated part. Almost everything sold today as an expensive platform is assembled from parts that are available to everyone. What is scarce is knowing which parts, in what order, what to pay for, and how to run the thing once it exists. I research what is current, pay only for the narrow piece that earns its price, and write the rest in Python. I have built go to market structures, growth teams, and AI pipelines this way several times, at a fraction of what the equivalent licensed stack would have cost.
I do the arithmetic first and the work second. That is the whole method.
Who this is for
Private equity and venture firms carrying portfolio companies that are guessing rather than testing. Founders who have been quoted six figures for something that costs four. Larger companies that have bought the platform and still do not have the pipeline. Operators who would rather know the number before the check clears than after it does.
Every article here is written for executives who need a working understanding of the marketing and sales functions they are accountable for. It is not a collection of opinions about topics that have been covered a thousand times already. It is what I did, what it cost, and what it returned, including the parts that did not work.
What I actually do
Go to market
The ideal customer profile narrowed until it is uncomfortable. Revenue reverse mapped from delivery capacity. One acquisition loop made repeatable before a second is allowed to exist. Between January and September 2026, a B2B services company I work with went from booking 31 qualified meetings a month to 126, with the same headcount. The method is in Engineer Your GTM Like a CFO, which is the argument I make most often to boards. If you are building the motion from nothing, start with how to develop a go to market strategy, and read value proposition before either of them.
AI, built rather than licensed
I integrate AI where it removes real work and resist it where it only produces more content nobody reads. Most AI spending I see is fear of missing out with an invoice attached. The first AI project most companies skip is where I would start, followed by adapting your marketing department to AI and how AI empowers innovators in marketing. On the production side, using AI for website content covers where it helps and where it quietly damages you, and prompt optimization is the part most teams skip.
Conversion rate optimization
My team and I have run more than 2,000 unique tests across cybersecurity, IT management, and home automation. The most important lesson from all of them is the least surprising one, which is that the test decides and nobody else does. The method, failures included, is in a decade of CRO.
Search and AI visibility
I led SEO in sectors where the competition has real budgets, and ran a testing lab rather than guessing. In June 2025 I started rebuilding the internal link structure of a B2B services site. Organic traffic that month was 4,774. The most recent month in the same report shows 18,918. What I did and what the chart does not prove are both in the silo still works, the anchor text does not. Keyword research is the step before it.
Performance marketing and measurement
I have managed over six million dollars in paid campaigns. The two pieces that matter most to an executive are how to measure marketing ROI and how to determine a test budget for paid marketing. The second is the question I get asked most and the one most departments answer badly.
Owned media and databases
I grew a cybersecurity community to roughly 245,000 followers and more than 150,000 newsletter subscribers, running ninety percent informative content to ten percent promotional, then handed it over. The generalized version is in how to build an owned media channel. I have also built marketing databases from scratch for outbound lead and appointment generation, which is covered in building your own lead generation machine.
Cybersecurity marketing specifically
Most of my career has been spent selling security to people who are professionally skeptical. How to build a cybersecurity content strategy that actually generates pipeline is the closest thing I have to a complete method, and CrowdStrike vs SentinelOne is the kind of comparison work that content has to be good enough to survive.
Work outside the core sectors
Not all of it is B2B security. I have applied the same measurement first approach to promoting a real estate business, starting an ecommerce business, and redesigning a website without losing what already worked. The channels change. The discipline does not.
Where the experience comes from
I have a quantitative background and more than a decade of demand generation and growth across competitive B2B sectors: cybersecurity, managed IT services, home automation, and cloud security. Since 2012 I have driven growth, led demand generation, and built data driven marketing strategies for a portfolio of companies in those sectors. Today I am Vice President of Marketing at a B2B services company, where I work with the engineering and service delivery teams on how the business explains what it does to the people it serves, which is a harder problem than it sounds.
I have built and trained teams in China, India, Ukraine, and the United States, and I visited every one of those offices in person. That matters more than it sounds. Running a marketing function across four time zones teaches you quickly which processes survive contact with reality and which ones only work when you are standing in the room.
Elsewhere
I write and post regularly on LinkedIn, which is the best place to reach me, and more briefly on X. You can also contact me directly.