How the work looks in practice.
What follows are examples of recent engagements: the situation, what was really going on, and what changed.
A CMO had identified AI enablement as a priority for their marketing team but wasn't sure how to approach it. The brief wasn't a training programme or a governance document. It was to help the team have a better conversation about AI than they'd have managed alone, and to turn that conversation into something the business could act on.
What the work involvedSteve worked with the CMO to design the session: objectives, flow, and a facilitation guide. The session itself was run internally. Steve's role was to design the thinking environment, not to lead the room.
The session brought out real use cases, honest frustrations, and a clearer picture of where to focus, including a data governance gap that needed resolving before anything more ambitious could be tackled. The engagement then expanded to prepare the CMO for an upcoming IT meeting, producing a requirements document that could form the basis of the conversation.
What it deliveredTwo documents: a working brief for the CMO mapping the original priorities against what the session had actually revealed; and a formal requirements document for IT covering use cases, infrastructure needs, and a proposed pilot with marketing as the first team to trial it.
"I had the right instincts but not the right structure. Steve gave me the framework to turn a workshop into something the business could actually act on."
— CMO, B2BThe value was not AI expertise. It was the ability to impose clear thinking on something genuinely uncertain, helping a capable leader move from knowing something mattered to having a plan they could take into a senior meeting.
A B2B sales and marketing team were generating activity data but struggling to act on it consistently. Lead quality varied. The two functions used different language for what a good lead looked like. No one had agreed on how to tell the difference.
On the surface, the request was buyer intent modelling. The real problem was signal interpretation, and alignment between two teams reading the same data differently.
What the work involvedConversations with sales leadership across multiple product lines kept coming back to the same thing: the difference between prospects who were interested and those who were commercially ready had almost nothing to do with engagement volume. A handful of specific signals mattered far more than anything else.
What it deliveredA signal hierarchy: a common language for the handoffs between marketing and sales, not a scoring system. The most immediate change was practical: a few profiling questions added at the point of conversion to separate genuine intent from general interest.
"We stopped arguing about lead quality and started using the same language. That was the real win."
— Head of Marketing, B2BMost B2B companies don't lack data. They lack a consistent way to interpret it. The challenge wasn't generating more leads. It was building the shared understanding that let both teams act on the right ones.
A B2B FinTech company had a strong technical product and a clear ambition. What it didn't have was a marketing function, a commercial proposition its buyers could easily understand, or a narrative for the category it was trying to create. Steve came in as the only marketer, working directly with the founders.
What the work involvedThe engagement started with the fundamentals: understanding the product, the buyers, and the gap between them. Enterprise buyers in regulated markets don't adopt new technology on capability alone. They need confidence in governance, compliance, and the stability of the provider.
The work developed across the full marketing function: go-to-market strategy, value proposition, website messaging, thought leadership, campaigns, press, and partner co-marketing. Throughout, the constant challenge was translation: taking complex technical capability and making it legible to buyers who care about risk, compliance, and proven outcomes.
What it deliveredA clearer commercial proposition, a consistent sales narrative, a website that reflected the company's ambition without outrunning what the market was ready to absorb, and a thought leadership programme that built category authority in a space still forming.
"Steve came in as the only marketer and built a function. That's not something you can do with an agency."
— CEO, FinTechThe challenge here wasn't solving a defined problem. It was building the conditions for marketing to work. The kind of work that doesn't produce a single deliverable. It produces a function.
Find out what's really wrong.
If your marketing isn't doing what it should, the first step is working out why.
Start a conversation