Big-brand marketing judgement, in your corner.

Founders and B2B businesses that need senior marketing judgement but do not need, or cannot yet justify, a full-time marketing leader. It works best for technology, SaaS and other B2B companies, though the thinking applies to any business serious about spending its marketing budget well. If you are making real decisions about where your marketing money goes, this is for you.

An agency executes campaigns. I set the direction those campaigns should follow, and decide whether they are the right thing to spend on at all. Most wasted marketing budget goes on good execution of the wrong strategy. I work a level above the channels, on the decisions that determine whether any of the activity is worth doing. Think direction and judgement, not delivery.

It depends on how you work with me, and there's a route in at most levels. As a guide, a fixed-scope audit and growth review starts at £950, and ongoing advisory starts at £2,000 a month. Whatever we do, you'll know the exact cost before we begin, no open-ended retainers, no surprise invoices. The best first step is a quick call so I can give you a real number for what your business actually needs, not a generic package price.

No. You get decisions and direction, not a document that gathers dust. Depending on how we work together, I stay involved to make sure the thinking actually turns into action, whether that is guiding your team, briefing your agency or reviewing what is working and adjusting. The goal is a marketing effort that compounds, not a strategy deck you are left to interpret alone.

A straightforward conversation, no pitch. We talk about where your business is, what your marketing is doing now, what is working and what is not, and where the biggest opportunities and risks are. You will leave with at least one useful thing to act on, whether or not we go further together.

There's no strict size cut-off — what matters is the situation and need, not the headcount. I work mostly with founders and B2B businesses that need senior marketing judgement on a real decision but aren't yet big enough to warrant a full-time CMO or a large in-house team. If you're past the earliest survival stage and now facing genuine choices about where to spend and what to prioritise, that's the sweet spot. Some clients have no marketing team at all; others have a capable one that just needs clearer direction.

No. My background is two decades inside some of the world's biggest technology, SaaS and cybersecurity brands, so that's where my deepest sector knowledge sits — but the Blueprint isn't sector-specific. It's a way of thinking about marketing that applies to any B2B business that needs to win the right customers in the right order. The principles that work for a cybersecurity scale-up work just as well for a professional services firm or a B2B product business. Though much of my time is spent in tech, IT and B2B, I have also worked with a number of organisations in sectors across healthcare, publishing, finance, retail and more. If you're unsure whether your sector or organisation fits, that's an easy thing to settle on the first call to ensure we can help you effectively.

Yes — a lot of the work starts exactly there. If you already have marketing running, an honest audit of what's working, what isn't, and what's worth keeping is often the fastest way to make progress. You don't have to tear everything down; frequently the answer is to stop doing two or three things, fix the order of what's left, and put the budget where it actually earns. Starting from a review also means any recommendation is grounded in your real situation, not a generic playbook.

It depends where the problem sits, and I'd be wary of anyone who promises a fixed timeline. Some things — a clearer message, a sharper sense of who you're for, cutting spend that was never going to work — change almost immediately. Others, like brand trust and retention, compound over months. The honest answer is that the thinking pays off fastest when it stops you spending on the wrong things; the compounding gains come after. I'll always tell you which of the two you're looking at.

Often, yes — because the gap usually isn't effort, it's direction. A capable team or agency can execute well and still be pointed at the wrong things if the strategy above them isn't clear. What I bring is the senior judgement that sets the direction they deliver against: what to prioritise, what to stop, and how the pieces fit together. I don't replace your team or your agency. I make the decisions that make their work land. At the same time, I also work with plenty of organisations who have no marketing resource at all and am very happy to help provide guidance on where to invest time, money and effort — as well as where not to. Sometimes these are some of the most successful projects.