A pattern I keep seeing in companies that think they have a marketing problem is that it usually turns out to be a prioritization problem. Something in their machine that isn't working well with the other pieces.
When I start working with a new team, most of the early work is just listening. Founders, sales, product. The diagnosis usually matters more than the strategy at first. And the diagnosis is often about clarity. What are we actually trying to solve? Who are we solving it for? Why isn't the current approach compounding?
For context, I'm Eric Lessman. I work as a fractional CMO with growth-stage companies that need senior marketing leadership but not a full-time executive. Most of my work involves embedding with the team (critical) and helping bring some structure and alignment to how growth decisions get made.
Glad to find this community. If anyone runs into founders doing good work but feeling like their marketing is not reflecting it, happy to connect. Curious if others here see similar patterns when stepping into fractional roles.
When I start working with a new team, most of the early work is just listening. Founders, sales, product. The diagnosis usually matters more than the strategy at first. And the diagnosis is often about clarity. What are we actually trying to solve? Who are we solving it for? Why isn't the current approach compounding?
For context, I'm Eric Lessman. I work as a fractional CMO with growth-stage companies that need senior marketing leadership but not a full-time executive. Most of my work involves embedding with the team (critical) and helping bring some structure and alignment to how growth decisions get made.
Glad to find this community. If anyone runs into founders doing good work but feeling like their marketing is not reflecting it, happy to connect. Curious if others here see similar patterns when stepping into fractional roles.
