A fractional CMO for Connecticut businesses that need marketing to start pulling its weight.
Based in East Lyme, working with growing companies across the state. Senior marketing leadership, applied to your business, without the full-time hire.
The function is busy. It is not clear what it is producing.
You have a marketing team, or vendors, or both. The work is getting done. Newsletters are going out. Posts are scheduled. The website got refreshed. The webinar is on the calendar.
When you ask which of it is moving the business forward, you do not get an answer that holds up. You get outputs. Open rates. Impressions. Page views. The conversation never quite reaches outcomes. Pipeline. Qualified attention. Customers who told someone else about you.
This is not a measurement problem. It is a strategy problem. Nobody at the senior level is naming what the function is for. The team is working hard. The work is not adding up. A deeper read on the same pattern lives in the five places this gap usually surfaces first.
It is what fractional CMO services are built for. Senior judgment at the right level at the right time, without the full-time commitment or cost.
Based in East Lyme, serving businesses across the state.
Connecticut is a small state with a wide range of growing companies. Specialty finance and professional services in Fairfield County. Insurance, healthcare, and higher education through Hartford and New Haven. Life sciences and biotech from the New Haven cluster out to Groton. Specialty manufacturing and the defense supplier network along the I-95 and I-91 corridors, including shops that orbit Electric Boat in Groton and Sikorsky in Stratford. Independent schools from the Farmington Valley and Litchfield County down through the shoreline. Nonprofits, family-owned operators, and the Mystic to New London hospitality and marine economy closer to home.
Many of these businesses share the same marketing problem. The function is set up to produce activity, not outcomes. There is a vendor list and a quarterly plan and a team that is working, but no senior operator naming what the function is actually for or what it should be producing against the revenue goals.
Local matters here for two reasons. Weekly on-site visits are feasible when the engagement calls for it. And the Connecticut and broader New England market context, from how buyers in this region make decisions to how the local agency and vendor landscape actually operates, is already in the room.
Senior marketing leadership, applied to your business.
Diagnose before prescribing
The first thirty days I name what is actually happening in your marketing function. Where the leaks are. Which channels are carrying the work and which are coasting. What your sales team and your marketing team are saying about your customer when they are not in the same room.
Align the function to the business
Marketing decisions get tied to revenue outcomes the business can name. The roadmap is short, specific, and accountable. Vendors are held to their proposals. Reporting connects to the bottom line, not to vanity.
Build the muscle that stays
The point is not to make you dependent on a fractional CMO. The point is to leave you with a function that runs cleaner than when I started. After every campaign, the team writes down what they know now that they did not know before. That is what turns marketing from a series of activities into a disciplined growth driver.
Two ways in. Pick whichever fits the moment.
Talk to me
Thirty minutes. Honest, short, no pitch. You describe where marketing currently feels stuck. I tell you what I am hearing and whether a fractional engagement is the fit. If it is not, you walk away with the read.
Book a conversationRun the diagnostic first
The Monthly Marketing Pulse. A printable, fifteen-minute self-assessment across eight checkpoints. Run yourself through it and see where you land. If two or more come in low, that is the conversation worth having.
For years our enrollment marketing felt like a series of one-off projects that never added up to anything cohesive. Jennifer was the first person who looked at it the way I look at the school. A whole system that has to make sense to families, faculty, and donors at the same time. The work she did with us on positioning gave us a frame I still use when we evaluate any new initiative. She doesn't tell you what to do. She names what's actually happening and lets you choose.
We brought Jennifer in to redesign our annual gala invitation and ended up rethinking how the whole event positioned itself to our community. The piece she produced was beautiful. The reason we kept working with her after was the conversations that came with it. Most marketing people show up with a deliverable. Jennifer shows up with a question. The question is always the one we should have asked ourselves first.
Three reads worth running before we talk.
If you want to pressure test the fit on your own first, these are the three pieces that come up most often in the first conversation. Reading one of them beforehand usually makes the thirty minutes sharper.
- What a fractional CMO actually owns. The four areas the role covers, and the ones it does not.
- When to hire a fractional CMO. The five signals that reliably indicate it is time.
- Fractional CMO vs. marketing agency. How to tell which one your business actually needs first.
If marketing should be moving the business but isn't, that is the conversation.
Send a note about your situation, or find a time directly on my calendar. I respond personally.