Senior marketing leadership for service businesses that want more clients, not more noise.

Most service businesses I meet have the same story. The work is excellent and clients who find them stay for years. But new business depends on referrals, on a couple of people who "know how marketing works," or on an agency that sends reports full of impressions and likes. Some months are full. Others are dangerously quiet.

That isn't a talent problem or a budget problem. It's a system problem. Nobody owns the full path from a stranger searching for what you sell to a signed client: the positioning, the channels, the follow-up and the measurement that tells you what to do more of.

That is the job of a chief marketing officer. And most service businesses with 10 to 200 people don't need one full time. They need one who can see the whole picture, make the hard calls and stay close enough to the execution that the plan actually happens.

As your fractional CMO, I take ownership of marketing as a growth function, not as a list of tasks. In practice that means four things:

• Diagnose before spending. I audit how clients find you today, where the funnel leaks and what each channel really returns. Most of the time the issue isn't the campaigns. It's unclear positioning, a website that doesn't convert or leads that nobody follows up on.
• Build the plan around revenue. We define what a new client is worth, how many you need and what it should cost to win one. Every channel earns its place against those numbers.
• Run the channels that fit. SEO and AI search visibility for the people already searching, paid media when you need speed, email and nurturing for long sales cycles, and content that answers real buyer questions.
• Measure what matters. Leads, booked calls, enrollments, bookings and clients, not vanity metrics. With HubSpot or the CRM you already have, connected to the website and the ads.

You can read more about how engagements work on the fractional CMO services page.

Selling a service is different from selling a product. Your buyer can't hold it before paying, so they decide based on trust: who explains their problem best, who looks most credible when they compare options and who answers fast. Marketing for service businesses has to build that trust at every step, from the first search to the proposal.

I have done this across very different industries, and the principles transfer:

• Hospitality: a boutique hotel moved from 80% of bookings through OTAs to 55%, with a 13.6x return on ad spend.
• Education and nonprofits: a music foundation grew enrollment 40% and filled every spot, and a language school converted 9 out of 10 inquiries into paying students.
• Insurance: a broker with no digital presence went to 80 qualified leads a month from the first month, at $4.68 per lead.
• Financial services: I worked in-house at Banistmo, part of Grupo Bancolombia, measuring marketing's contribution to the bank's digital sales.
• Professional and technical services: industrial, environmental and maritime service companies ranking at the top of Google for what they sell, with zero ad spend.
• Software: a single article took a software company to #1 on Google, competing with banks.

If your business sells expertise, time or an experience, the playbook on marketing for service businesses explains how I approach it.

Senior judgment without the full-time cost. You get 14 years of building marketing systems, an MBA and an engineering background that makes me obsessive about processes and numbers, for a monthly fee instead of a six-figure salary.

Bilingual by default. I work in English and Spanish (and French), which matters if you sell to Hispanic customers in the US or want to grow into Latin America.

Hands on the keyboard. I don't hand you a strategy deck and leave. I set up the campaigns, write and edit the content, build the tracking and sit in the weekly meeting where decisions get made.

Honest about fit. If marketing isn't your bottleneck (pricing, sales follow-up or capacity sometimes is), I'll tell you before you spend a dollar.

Every engagement starts with a diagnosis: a short, focused review of your positioning, website, channels, data and sales follow-up. It ends with a prioritized plan, so you know what to fix first and what it should return.

From there, most clients continue with a monthly fractional CMO retainer, where I lead strategy and execution and report on the numbers that matter. Some prefer a defined project, such as a launch, a website rebuild or an SEO program, with a clear start and end.

The numbers on this page come from real engagements, and you can read the full stories on each industry page. They have one thing in common: none of them came from a single tactic. They came from understanding the business, fixing what blocked growth and then running the right mix of channels with discipline.

If that is what your business needs, let's talk.