# Mahdlo Executive Advisors, full text Generated 2026-09-28 from https://www.mahdlo.net. The short index is at https://www.mahdlo.net/llms.txt. This file carries the readable content of the pages that index lists, in the same order. ======================================================================== ## Services ======================================================================== ------------------------------------------------------------------------ # Fractional CMO Services Source: https://www.mahdlo.net/fractional-cmo-services ------------------------------------------------------------------------ Viewing Fractional CMO Fractional CRO Executive Marketing Leadership ### Fractional CMO Services We Play Chess. They Play Checkers. Mahdlo's Fractional CMOs step in as executive marketing leadership (not a consultant, not an agency seat-filler) to build the strategy, run the execution, and prove the results. You get a CMO who's done this before, at a fraction of the cost and none of the recruiting delay. Schedule a conversation Calculate the costs → The typical case 45% less for every working month than hiring full-time from the start, with a fractional CMO who builds the function and hands it to your hire. Full-time hire 18 of 36 Fractional, then full-time 34 of 36 A working month is one with the function producing, shown here out of 36. The case is a CMO at a mid-market company on national averages. 6–12 Months, the typical engagement 15–70 Hours a month, scoped to need 100 Days to a running growth plan 0 Recruiting delay to get started The definition ### What is a fractional CMO? A Fractional CMO is an experienced marketing executive who leads your marketing function on a part-time or contract basis, developing strategy, running execution, and owning results, without the cost, timeline, or long-term commitment of a full-time hire. Unlike a marketing consultant, a Fractional CMO sits in the executive seat. They set the strategy and they are accountable for it landing. Unlike an agency, they work for your business specifically, not a roster of clients pulling their attention in a dozen directions. Most engagements run six to twelve months, typically fifteen to seventy hours a month depending on scope, and are built to be replaced: either by your own hire once you are ready, or by a scaled-down retainer once the growth engine is running. See what an engagement costs → Also consider Fractional CRO services Revenue leadership across sales, marketing, and retention under one number. Compare the two → 100-Day Accelerator The framework most engagements start with. See the plan → Other ways to hire the role Part-Time CMO Interim CMO Outsourced CMO Is this you? ### Signs you need a fractional CMO 01 You're scaling, but marketing hasn't caught up. Revenue is growing and the board is asking why marketing is not. You have been running on sales-driven momentum with no cohesive go-to-market strategy behind it, and it is starting to show. 02 You have a leadership gap. Your last CMO left, or you have never had one. You need someone who can step into the seat immediately, set direction, manage the team, and keep the quarter from stalling while you figure out the long-term plan. 03 You have a critical initiative and no one to own it. A new market, a product launch, a rebrand, a fundraising round that needs a credible growth story behind it. You do not need a full department. You need one person who has done this exact thing before. 04 You have emerging talent but no one mentoring them. Your marketing team has potential but no executive-level guidance shaping it. A Fractional CMO can lead and develop the people who will eventually take it over. Four ways in ### How a Mahdlo fractional CMO works with your team Four models, one accountability standard. Most engagements begin with the 100-Day Accelerator regardless of which model fits. Hours a month against engagement length. 01 ### Full Fractional CMO Best for: companies with no current marketing leadership Embedded, ongoing executive leadership. We build the strategy, run the team, and own the outcomes, functioning as your CMO in every way but the org chart. Initial consultation → 02 ### Interim CMO Best for: leadership transitions You are between marketing leaders. We step in immediately to keep the function running, then help you define, source, and onboard your next full-time hire, so nothing stalls in the gap. Initial consultation → 03 ### Project-Based Fractional CMO Best for: a specific, time-boxed initiative Market entry, product launch, rebrand, fundraising narrative: a defined scope with a defined end date. You get senior-level execution without a standing commitment. Initial consultation → 04 ### Fractional CMO for Emerging Leaders Best for: companies with junior marketing talent worth developing We lead the function while actively mentoring your rising talent, so when the engagement ends, you are not starting from zero. Initial consultation → Investment ### What does a fractional CMO cost? Straight answer, up front. Scope drives cost, so here is how each engagement model is structured, and how it compares to the alternatives. Engagement What you get Hours / month Structure Fractional Executive Ongoing embedded executive leadership: strategy, team, and accountability for the number. 40–70 Monthly retainer Interim Leader Full-time-equivalent coverage through a leadership transition, plus support sourcing your permanent hire. 60–100 Monthly retainer Project-Based A defined initiative with a defined end date: market entry, launch, fundraise, integration. 20–40 Fixed project fee Executive Coaching We develop the leader already in your seat rather than filling it, with a regular 1:1 cadence. 8–15 Monthly retainer Exact monthly investment is scoped to each engagement's hours, market, and length. Schedule a conversation for a quote. ### Fractional CMO vs. the alternatives Option Executive seat Owns results Runs execution Typical cost Mahdlo fractional executive Yes Yes Yes A fraction of full-time Full-time executive hire Yes Yes Yes Full salary + equity Marketing or sales agency No Scope only Yes Retainer + media spend Independent freelancer Sometimes Sometimes Sometimes Hourly, variable Executive-as-a-service firms Yes Varies Varies Monthly retainer Traditional consultancy No No No Per-project fees Run your numbers ### Fractional or full-time CMO, in your figures In the typical case, a mid-market company on national averages, a fractional CMO who builds the function and hands it to a full-time hire costs about 45 percent less for every month the function is producing than hiring full-time from the start, and has it producing for 34 of the first 36 months against 18. The calculator runs the same comparison on your salary, market and stage. Open the calculator Why Mahdlo ### The Mahdlo difference Every fractional CMO engagement is built on four things. We also place fractional CROs , and in most engagements the two work as one seat. .01 Interim Revenue Leadership A seasoned executive in the seat, not a consultant advising from the sidelines. .02 Go-to-Market Alignment Marketing and sales working off the same strategy, not two departments optimizing separately. .03 Strategy Executed A roadmap is only useful if it ships. We build the plan and run it. .04 AI-Accelerated Execution We use AI to move faster on the work that used to take weeks (market research, content velocity, campaign analysis), so more of the engagement goes toward strategy and results. Where we work ### Industries we serve SaaS, Tech & AI Founder-led selling that has outgrown itself. See the practice → Consumer & Retail Brand demand and multi-location revenue systems. See the practice → Financial Services & Insurance Regulated growth with a forecast a board will trust. See the practice → Professional Services Revenue that doesn't depend on the founder selling. See the practice → Non-Profit Development and donor growth run like a revenue engine. See the practice → Private Equity–Backed Value creation on the hold-period clock. See the practice → Fifteen engagements, the numbers that moved, and how long it took: see the case studies . Questions ### Frequently asked Nine questions we get on nearly every first call. Anything not answered here, ask us directly. Schedule a conversation → What is a Fractional CMO? An experienced marketing executive who leads your marketing function part-time, setting strategy, running execution, and owning the results, without the cost or timeline of a full-time hire. What does a Fractional CMO cost? Scope sets the monthly figure: the hours, the market and the length of the engagement, and each engagement is quoted to its scope. Against a full-time hire, the measure that matters is the cost of each month the function is producing. In the typical case, a mid-market company on national averages, a fractional CMO who builds the function and hands it to a full-time hire costs about 45 percent less for every such month, and has it producing for 34 of the first 36 months against 18. Run it on your own figures with the fractional CMO cost calculator . How long does an engagement typically last? Six to twelve months is standard. Project-based engagements can be shorter; interim engagements run until your permanent hire is onboarded. What results can I expect? A go-to-market plan the whole team works from, quick wins inside the first thirty days, and a measurable pipeline contribution by the end of the first two quarters. Specifics get scoped before we start. How quickly can a Fractional CMO make an impact? Week one is diagnostic. Quick wins typically land inside thirty days, which is why the 100-Day Accelerator frames most engagements. Do Fractional CMOs work remotely or on-site? Both. We have advisors across thirteen metros in the US and Canada, and most engagements blend on-site working sessions with remote execution. How do I know if my company is ready? If you have revenue, a growth target you are not confident in hitting, and no executive owning marketing, you are ready. If you need hands-on-keyboard campaign execution only, an agency is the cheaper answer. How is this different from a marketing agency or consultant? A consultant recommends and leaves. An agency executes a scope you define. A Fractional CMO sits in the executive seat, defines the scope, and is accountable for the number. How do I measure the success of the engagement? We define four or five core KPIs before the engagement starts and report against them on a fixed cadence. If a metric is not moving, that is the conversation, not a surprise at the end. Next step ### Ready to build your growth engine? You don't need a full-time hire to get executive-level marketing leadership. You need the right one, for the right amount of time. Schedule a conversation ------------------------------------------------------------------------ # Fractional CRO Services Source: https://www.mahdlo.net/fractional-cro-services ------------------------------------------------------------------------ Viewing Fractional CMO Fractional CRO Executive Sales & Revenue Leadership ### Fractional CRO Services Revenue Leaders, Not Email Senders. Mahdlo's Fractional CROs step in as executive revenue leadership — not a recruiter, not a sales trainer — to align sales, marketing, and customer success into one growth engine and own the results. You get a CRO who's carried the number before, at a fraction of the cost of a full-time hire. Schedule a conversation Calculate the costs → The typical case 44% less for every working month than hiring full-time from the start, with a fractional CRO who builds the function and hands it to your hire. Full-time hire 18 of 36 Fractional, then full-time 34 of 36 A working month is one with the function producing, shown here out of 36. The case is a CRO at a mid-market company on national averages. 6–12 Months, the typical engagement 20–70 Hours a month, scoped to need 1 One number, shared by sales and marketing 0 Recruiting delay to get started The definition ### What is a fractional CRO? A Fractional CRO is an experienced revenue executive who leads your sales, marketing, and customer success functions on a part-time or contract basis — aligning them around one number instead of three separate ones — without the cost or timeline of a full-time hire. Unlike a sales consultant, a Fractional CRO owns the outcome, not just the recommendation. Unlike a fractional VP of Sales, their scope spans the full revenue engine — sales, marketing alignment, and retention — not just pipeline. Most engagements run six to twelve months, typically twenty to seventy hours a month depending on scope, and are built to hand off cleanly — either to your own CRO hire once the model is proven, or to a lighter retainer once the engine is running on its own. See what an engagement costs → Also consider Fractional CMO services Executive marketing leadership — brand, positioning, demand, and team. Compare the two → 100-Day Accelerator The framework most engagements start with. See the plan → Other ways to hire the role Fractional VP of Sales Is this you? ### Signs you need a fractional CRO 01 Your revenue has plateaued and no one can say why. Sales numbers have flattened despite a solid product. You need someone to diagnose the actual bottleneck — pricing, process, or pipeline — not another dashboard. 02 You have a leadership gap. Your last sales leader left, or you have never had a true revenue executive. You need someone in the seat now, not six months into a search. 03 Sales and marketing aren't working from the same plan. Marketing generates leads sales cannot close, or sales wants leads marketing is not producing. A Fractional CRO exists specifically to close that gap. 04 You're entering a new market or preparing to raise. New market entry, a fundraising round, an acquisition — all of it needs a credible, provable revenue story behind it, built by someone who has built one before. Four ways in ### How a Mahdlo fractional CRO works with your team Four models, one accountability standard. Most engagements begin with the 100-Day Accelerator regardless of which model fits. Hours a month against engagement length. 01 ### Full Fractional CRO Best for: companies with no current revenue leadership Embedded, ongoing executive leadership across sales, marketing alignment, and customer success — functioning as your CRO in every way but the org chart. Initial consultation → 02 ### Interim Head of Sales Best for: leadership transitions Your CRO or VP of Sales left. We step in immediately to keep revenue moving, then help define and source your next permanent hire — so the pipeline does not stall in the gap. Initial consultation → 03 ### Project-Based Fractional CRO Best for: a specific, time-boxed initiative New market entry, fundraising prep, post-acquisition integration — a defined scope with a defined end date, led by someone who has done it before. Initial consultation → 04 ### Sales Team Optimization Best for: companies with a sales team that isn't performing to potential You have talent — it is underperforming. We assess the team, fix the process, and get more out of the people you already have before you spend on more headcount. Initial consultation → Investment ### What does a fractional CRO cost? Straight answer, up front. Scope drives cost — so here is how each engagement model is structured, and how it compares to the alternatives. Engagement What you get Hours / month Structure Fractional Executive Ongoing embedded executive leadership — strategy, team, and accountability for the number. 40–70 Monthly retainer Interim Leader Full-time-equivalent coverage through a leadership transition, plus support sourcing your permanent hire. 60–100 Monthly retainer Project-Based A defined initiative with a defined end date — market entry, launch, fundraise, integration. 20–40 Fixed project fee Executive Coaching We develop the leader already in your seat rather than filling it, with a regular 1:1 cadence. 8–15 Monthly retainer Exact monthly investment is scoped to each engagement's hours, market, and length. Schedule a conversation for a quote. ### Fractional CRO vs. the alternatives Option Executive seat Owns results Runs execution Typical cost Mahdlo fractional executive Yes Yes Yes A fraction of full-time Full-time executive hire Yes Yes Yes Full salary + equity Marketing or sales agency No Scope only Yes Retainer + media spend Independent freelancer Sometimes Sometimes Sometimes Hourly, variable Executive-as-a-service firms Yes Varies Varies Monthly retainer Traditional consultancy No No No Per-project fees Run your numbers ### Fractional or full-time CRO, in your figures In the typical case, a mid-market company on national averages, a fractional CRO who builds the function and hands it to a full-time hire costs about 44 percent less for every month the function is producing than hiring full-time from the start, and has it producing for 34 of the first 36 months against 18. The calculator runs the same comparison on your salary, market and stage. Open the calculator Why Mahdlo ### The Mahdlo difference Every fractional CRO engagement is built on four things. We also place fractional CMOs — and in most engagements the two work as one seat. .01 Interim Revenue Leadership A seasoned executive owning the number, not a consultant advising from the sidelines. .02 Go-to-Market Alignment Sales and marketing working off the same plan, not two departments optimizing separately. .03 Strategy Executed A revenue plan is only as good as the pipeline it produces. We build it and run it. .04 AI-Accelerated Execution We use AI to move faster on the work that used to eat a sales leader's week — pipeline analysis, forecasting, account research — so more of the engagement goes toward closing gaps, not building spreadsheets. Where we work ### Industries we serve SaaS, Tech & AI Founder-led selling that has outgrown itself. See the practice → Consumer & Retail Brand demand and multi-location revenue systems. See the practice → Financial Services & Insurance Regulated growth with a forecast a board will trust. See the practice → Professional Services Revenue that doesn't depend on the founder selling. See the practice → Non-Profit Development and donor growth run like a revenue engine. See the practice → Private Equity–Backed Value creation on the hold-period clock. See the practice → Fifteen engagements, the numbers that moved, and how long it took — see the case studies . Questions ### Frequently asked Nine questions we get on nearly every first call. Anything not answered here — ask us directly. Schedule a conversation → What is a Fractional CRO? An experienced revenue executive who leads sales, marketing, and customer success part-time — aligning them around one number and owning the outcome — without the cost or timeline of a full-time hire. How much does a Fractional CRO cost? Scope sets the monthly figure: the hours, the market and the length of the engagement, and each engagement is quoted to its scope. Against a full-time hire, the measure that matters is the cost of each month the function is producing. In the typical case, a mid-market company on national averages, a fractional CRO who builds the function and hands it to a full-time hire costs about 44 percent less for every such month, and has it producing for 34 of the first 36 months against 18. Run it on your own figures with the cost calculator . How does a Fractional CRO work with my existing team? They lead it. Your sales leaders, marketing team, and customer success function report into the engagement for its duration, working off one plan with one set of KPIs. How can you find a good Fractional CRO? Three paths. A recruiting marketplace is fast but you are matched, not advised. An independent hire can be excellent but carries no bench behind them. A firm like Mahdlo brings a vetted network plus the strategy practices behind the seat — more structure, and someone accountable above the individual. When should a startup bring in a Fractional CRO? When founder-led selling stops scaling — typically once you have repeatable revenue but no repeatable process, and the next hire needs to be a leader rather than another rep. Fractional vs. full-time vs. interim CRO — which is right for me? Fractional if you need the expertise but not the full-time cost. Interim if you are mid-search and revenue cannot stall. Full-time once the model is proven and the number justifies the seat. The cost calculator compares the fractional and full-time routes on your own figures. Do Fractional CROs work in-person or remotely? Both. We have advisors across thirteen metros in the US and Canada, and most engagements blend on-site working sessions with remote execution. How do I measure success of the engagement? We define four or five core KPIs before the engagement starts — pipeline coverage, win rate, cycle length, forecast accuracy — and report against them on a fixed cadence. What should I look for in a Fractional CRO? Someone who has carried a number in a company at your stage, in a comparable motion. Ask what they inherited, what they changed, and what the number did — in that order. How you'll know it's working ### The report you get Four KPIs on a fixed cadence — pipeline coverage, win rate, cycle length, forecast accuracy — reported the way a board reads them, with anything off target flagged. Revenue engine · board view This quarter ▾ Pipeline coverage 3.4× ▲ +0.6× vs last qtr Win rate 28% ▲ +5 pts Cycle length 41d ▼ −12 days Off target Forecast accuracy 82% ▼ below 90% goal Illustrative layout — your actual KPIs and figures, reported on your cadence. Next step ### Ready to build your revenue engine? You don't need a full-time hire to get executive-level revenue leadership. You need the right one, for the right amount of time. Schedule a conversation ------------------------------------------------------------------------ # Part-Time CMO Source: https://www.mahdlo.net/fractional-cmo-services/part-time-cmo ------------------------------------------------------------------------ Fractional CMO / Part-Time CMO Fractional CMO ### Part-Time CMO A CMO's judgment, on the hours your stage actually needs. Most growing companies need executive marketing leadership before they can justify a full-time chief marketing officer. A part-time CMO sits in that seat for a set number of hours each month, sets the strategy, runs the team and answers for the results. 15–70 Hours a month, scoped to need 6–12 Months, the typical engagement 100 Days to a running growth plan 0 Recruiting delay to get started ### 01 What Is a Part-Time CMO? A part-time CMO is a senior marketing executive who leads your marketing function for a set number of hours each month instead of full time. They set the strategy, manage the team and the agencies, own the budget and answer for the pipeline, the same accountability a full-time CMO carries, scoped to the hours the work needs. Part-time CMO and fractional CMO describe the same arrangement. "Fractional" is the word most firms use now, and it is how Mahdlo describes the practice on the fractional CMO services page. What matters is not the label but what fits in the hours, and that is what this page covers. ### 02 What Fits in the Hours Hours are the dial. The seat and the accountability stay the same; what changes is how much of the execution the CMO runs personally. Hours a month What that buys 8 to 15 Executive coaching for the marketing lead already in your seat, on a regular 1:1 cadence. You keep the leader and raise the ceiling. 20 to 40 A defined initiative with a defined end date: a market entry, a launch, a rebrand or a fundraising narrative, led by someone who has run one before. 40 to 70 The full part-time CMO. Strategy, team, agencies, budget and the pipeline number, in every way your CMO except the org chart. This is where most engagements sit. 60 to 100 Near full-time coverage through a leadership transition. That is an interim CMO , and it has its own page. ### 03 Part-Time CMO, Full-Time CMO or Consultant Part-time CMO Full-time CMO Marketing consultant Sits in the executive seat Yes Yes No Owns the results Yes Yes No, recommends Runs the team and agencies Yes Yes Rarely Time to start Weeks Months of search Weeks Commitment Six to twelve months, scoped Open-ended, with equity Per project More on the trade-off in Fractional CMO versus full-time CMO and Fractional CMO vs marketing consultant . ### 04 Signs a Part-Time CMO Fits Scaling past sales Revenue has grown on sales momentum, and the board is now asking why marketing has not kept pace. No one in the seat You have never had a marketing executive, and a full-time hire is a year or two away. Talent, no leader Your marketing team is capable but junior, and nobody at the executive level is shaping it. One big initiative A launch, a new market or a raise needs a growth story, and you do not need a whole department to tell it. ### 05 How the First Hundred Days Run Most engagements start with the 100-Day Accelerator , whatever the hours. Plan The CMO learns the market, the numbers and the team, and agrees one definition of a qualified opportunity with sales. Activate The first programs go live against that definition, and the budget moves to what the data supports. Accelerate What works gets scaled and what does not gets cut, with the pipeline reported in cost per opportunity. Sustain After day 100 the engagement is recalibrated: a lighter retainer, your own full-time hire, or a second hundred days. ### 06 What It Costs Cost follows the hours. Mahdlo structures a part-time CMO as a monthly retainer, and a project as a fixed fee, scoped after a first conversation about the work. For how the market prices the role and what moves the number, see fractional CMO salary: what to expect . ### 07 Questions What is the difference between a part-time CMO and a fractional CMO? Nothing substantive. Both describe a senior marketing executive who leads your marketing function for part of the month. Fractional is the more common term today. How many hours does a part-time CMO work? Most Mahdlo engagements run 40 to 70 hours a month. Project work runs 20 to 40, and coaching an existing marketing lead runs 8 to 15. How long does a part-time CMO engagement last? Six to twelve months is typical. Engagements are built to hand off, either to your own full-time hire once you are ready or to a lighter retainer once the growth engine runs on its own. Can a part-time CMO manage my marketing team? Yes. A part-time CMO manages the team and the agencies and owns the budget. That is the difference from a consultant, who recommends and leaves the running to you. When should a company hire a full-time CMO instead? When the marketing function is large enough to need an executive every day, and when you can support the salary, bonus, equity and the months a search takes. Many companies use a part-time CMO to reach that point and to define the role before hiring for it. How quickly can a part-time CMO start? In weeks, not months. There is no search, no notice period and no ramp in the way a full-time hire has one. ### 08 Related Reading - Fractional CMO Versus Full-Time CMO: Choose Well - Small Business Growth: How Fractional Executives Fill Skill Gaps - Hiring a Fractional Executive: Pros, Cons and Fees ### Ready to talk? Thirty minutes is usually enough to know whether this is the right seat for you. Schedule a conversation Not ready to talk? Get a read on your own growth engine: take the Growth Engine Diagnostic → Fractional CMO → Part-Time CMO ● Interim CMO → Outsourced CMO → Where this starts Fractional CMO services Fractional CRO services All practices → ------------------------------------------------------------------------ # Interim CMO Source: https://www.mahdlo.net/fractional-cmo-services/interim-cmo ------------------------------------------------------------------------ Fractional CMO / Interim CMO Fractional CMO ### Interim CMO The quarter does not stop because the CMO left. When a marketing leader leaves, the pipeline keeps its schedule and the search does not. An interim CMO steps in within weeks, keeps the function running and the team steady, and helps you define, find and onboard the person who takes the seat for good. 60–100 Hours a month, near full-time Weeks To start, not months 1 Clear end state: your permanent hire 0 Quarters lost to the gap ### 01 What Is an Interim CMO? An interim CMO is a senior marketing executive who takes over the marketing function for a defined period, usually between one permanent CMO and the next. They run the team, the budget and the plan at close to full-time hours, and the engagement ends when the permanent leader is in the seat. That end state is what separates interim from fractional . A fractional CMO is an ongoing, part-time seat. An interim CMO is a bridge: heavier hours, a shorter horizon, and a job that includes making their own role unnecessary. ### 02 Interim, Fractional or Wait for the Hire Interim CMO Fractional CMO Leave the seat empty Hours a month 60 to 100 40 to 70 None Purpose Bridge to a permanent hire Ongoing executive leadership Save cost during the search Who runs the team The interim CMO The fractional CMO The CEO, or nobody Helps hire the successor Yes, defines and sources the role Sometimes No Typical risk Low, the plan keeps moving Low A lost quarter and a restless team ### 03 When You Need One A sudden exit Your CMO or VP of Marketing left, and the plan they owned is now nobody's. A long search An executive search will take months, and the pipeline for next quarter is being built now. The wrong spec You are not sure what the next CMO needs to be, and hiring the last one again would repeat the problem. A team at risk Good people are watching the empty seat and taking recruiter calls. ### 04 How the Transition Runs First weeks Take the seat: the team, the agencies, the budget and whatever is in flight. Nothing stalls. First 30 days Find out what is working and what is not, and put the plan on a footing the board can follow. Define the role Write the spec for the permanent CMO from what the business needs next, not from the last job description. Source and onboard Help find the hire through Executive Recruiting and Onboarding , then hand over a running function instead of an empty desk. ### 05 Why an Interim CMO From Mahdlo The interim CMO comes from a bench of executives who have run the function before, so the start is measured in weeks. They work inside the same four practice areas as every Mahdlo engagement, so a gap in demand generation, brand, CRM or sales alignment can be staffed without a second search. And the engagement is scoped to end: success is the day your permanent CMO takes over a function that kept moving. If the gap is on the revenue side instead, the same model runs as an interim head of sales. See fractional VP of sales . ### 06 Questions What does an interim CMO do? An interim CMO runs the marketing function between permanent leaders: the team, the agencies, the budget and the plan. They keep the quarter on track and help define, source and onboard the permanent hire. How is an interim CMO different from a fractional CMO? An interim CMO works close to full time, 60 to 100 hours a month, for a defined period that ends with a permanent hire. A fractional CMO is an ongoing part-time seat, usually 40 to 70 hours a month. How long does an interim CMO engagement last? As long as the transition takes. It ends when the permanent CMO is in the seat and has the function in hand. How fast can an interim CMO start? In weeks. The point of an interim is that the function does not wait for a search to finish. Can the interim CMO help hire the permanent one? Yes. Defining the role and helping source and onboard the successor is part of the engagement, through Mahdlo Executive Recruiting and Onboarding. Could the interim CMO become the permanent CMO? Sometimes a company asks. More often the interim engagement shows what the permanent role really needs, which is the better outcome either way. ### 07 Related Reading - Fractional CMO Versus Full-Time CMO: Choose Well - Contractor, Agency, or Employee - Small Business Growth: How Fractional Executives Fill Skill Gaps ### Ready to talk? Thirty minutes is usually enough to know whether this is the right seat for you. Schedule a conversation Not ready to talk? Get a read on your own growth engine: take the Growth Engine Diagnostic → Fractional CMO → Part-Time CMO → Interim CMO ● Outsourced CMO → Where this starts Fractional CMO services Fractional CRO services All practices → ------------------------------------------------------------------------ # Outsourced CMO Source: https://www.mahdlo.net/fractional-cmo-services/outsourced-cmo ------------------------------------------------------------------------ Fractional CMO / Outsourced CMO Fractional CMO ### Outsourced CMO Outsource the leadership. Keep the ownership. Outsourcing marketing usually means hiring an agency to do the work. An outsourced CMO is different: an outside executive who leads the function, decides what the work should be, and answers for whether it moves revenue. 1 Executive in the marketing seat 15–70 Hours a month, scoped to need 6–12 Months, the typical engagement 17 Services across four practice areas ### 01 What Is an Outsourced CMO? An outsourced CMO is a senior marketing executive from outside your company who leads your marketing function on contract. They set the strategy, direct the team and the agencies, own the budget and report on results to the CEO and the board, without joining the payroll. Most firms call this a fractional CMO . The word "outsourced" is useful because of what it rules out: you are not outsourcing the thinking to a vendor. You are bringing an executive in, and keeping ownership of the plan, the data and the team. ### 02 Outsourced CMO, Agency or Outsourced Marketing Department Outsourced CMO Marketing agency Outsourced department What you buy Executive leadership Execution in its specialty A team that does the work Sets the strategy Yes Within its scope Usually follows yours Owns revenue results Yes Owns its channel metrics Owns its deliverables Works for Your business Its roster of clients Its roster of clients Manages the others Yes, including the agencies No No The longer version: Fractional CMO vs agency and when to hire one or the other . ### 03 When Outsourcing the Seat Makes Sense Agencies, no direction You pay two or three agencies and nobody decides what they should be doing or whether it worked. A founder as CMO The CEO has run marketing by default, and it is now costing time the business needs elsewhere. Spend without proof Budget goes out every month and nobody can tie it to pipeline or revenue. A change of stage A raise, an acquisition or a new market needs a marketing plan a board will believe. ### 04 What Makes It Work One number Marketing and sales agree one definition of a qualified opportunity, so results cannot be argued about. Real authority The outsourced CMO manages the team and the agencies. Advice without authority is consulting. Your data The CRM, the analytics and the plan stay yours, so nothing walks out when the engagement ends. A planned handoff The engagement ends with your own hire or a lighter retainer, decided after the first hundred days. ### 05 Beyond the Seat An outsourced CMO from Mahdlo is backed by seventeen services across four practice areas, from demand generation and brand development to CRM and marketing automation . When the plan needs execution your team cannot cover, it is staffed inside the same engagement rather than through another vendor search. See all practices . ### 06 Questions What is an outsourced CMO? An outside marketing executive who leads your marketing function on contract: strategy, team, agencies, budget and results, without joining the payroll. Is an outsourced CMO the same as a fractional CMO? Effectively, yes. Both describe an outside executive in the marketing seat part of the time. Fractional is the more common term. How is an outsourced CMO different from a marketing agency? An agency executes within its specialty and works for many clients. An outsourced CMO leads the whole function for your business, sets the strategy and manages the agencies. Will an outsourced CMO replace my marketing team? No. They lead the team you have, develop it, and fill gaps where they exist. The goal is a stronger team, not a smaller one. Who owns the strategy and the data? You do. The plan, the CRM and the analytics stay with the business, so nothing leaves when the engagement ends. How much does an outsourced CMO cost? It follows the hours and the scope. Most fractional CMOs in the US cost $8,000 to $25,000 a month; the Mahdlo blog post on fractional CMO salary breaks down what moves the number. ### 07 Related Reading - Fractional CMO vs Agency: Which Fits Growth? - When to Hire a Fractional CMO vs. a Traditional Agency - Fractional CMO vs Marketing Consultant ### Ready to talk? Thirty minutes is usually enough to know whether this is the right seat for you. Schedule a conversation Not ready to talk? Get a read on your own growth engine: take the Growth Engine Diagnostic → Fractional CMO → Part-Time CMO → Interim CMO → Outsourced CMO ● Where this starts Fractional CMO services Fractional CRO services All practices → ------------------------------------------------------------------------ # Fractional VP of Sales Source: https://www.mahdlo.net/fractional-cro-services/fractional-vp-of-sales ------------------------------------------------------------------------ Fractional CRO / Fractional VP of Sales Fractional CRO ### Fractional VP of Sales Sales leadership that carries the number, not just the playbook. Plenty of companies have salespeople and no sales leader, or a leader who is really the best seller with a title. A fractional VP of sales takes the seat part time, builds the process and the forecast, and makes the team better than the sum of its reps. 40–70 Hours a month, ongoing 60–100 Hours, as interim head of sales 1 Forecast the board can use 0 Recruiting delay to get started ### 01 What Is a Fractional VP of Sales? A fractional VP of sales is an experienced sales executive who leads your sales team on a part-time or contract basis. They own the pipeline, the sales process, hiring and coaching, and the forecast, and they answer for the number the team carries. The title varies. Fractional sales leader, fractional head of sales and fractional VP of sales describe the same seat. What separates it from a fractional CRO is scope: a VP of sales leads sales; a CRO leads the whole revenue engine, sales, marketing alignment and retention, under one number. ### 02 VP of Sales, CRO or Sales Consultant Fractional VP of sales Fractional CRO Sales consultant Scope The sales team Sales, marketing alignment and retention A defined problem Owns the number Yes Yes, the whole revenue number No, recommends Manages the reps Yes Through the sales leader No Best when Sales is the constraint Sales and marketing are misaligned The fix is narrow and known ### 03 Signs You Need One Founder still selling The founder closes most of the deals, and growth is capped at their calendar. A forecast nobody believes Commits slip every quarter, and the board has stopped taking the number at face value. Reps without a system Every seller runs their own process, so wins cannot be repeated and misses cannot be diagnosed. A leader just left The VP of sales is gone and the pipeline is drifting. That is the interim head of sales model below. ### 04 Three Ways to Engage Fractional Ongoing sales leadership at 40 to 70 hours a month: process, pipeline reviews, hiring, coaching and the forecast. Interim Near full-time coverage at 60 to 100 hours a month when a sales leader leaves, then help defining and sourcing the permanent one. Team optimization An overlay on a team that is underperforming: assess it, fix the process and get more from the people you have before adding headcount. See Revenue Acceleration . ### 05 What Changes in the First Hundred Days Plan Stages defined by what the buyer has done, not by rep opinion, and one definition of a qualified opportunity shared with marketing. Activate A weekly pipeline review with a single forecast method, and an account plan for the deals that matter most. Accelerate Coaching focused on the stage where deals die, and hiring against a profile built from the reps who win. Sustain After day 100: a lighter retainer, your own full-time VP of sales, or a fractional CRO if the constraint turned out to be bigger than sales. ### 06 Questions What does a fractional VP of sales do? Leads your sales team part time: the sales process, pipeline reviews, hiring and coaching, and the forecast. They carry the team number the way a full-time VP of sales would. What is the difference between a fractional VP of sales and a fractional CRO? Scope. A fractional VP of sales leads the sales team. A fractional CRO leads the whole revenue engine, including marketing alignment and customer retention, under one number. Is a fractional sales leader the same as a fractional VP of sales? Yes. Fractional sales leader, fractional head of sales and fractional VP of sales describe the same part-time executive seat. How many hours does a fractional VP of sales work? Ongoing engagements run 40 to 70 hours a month. An interim head of sales covering a departure works 60 to 100. Can a fractional VP of sales hire and manage my reps? Yes. Hiring, coaching and managing the team is the core of the role, along with the process and the forecast. When should I hire a full-time VP of sales instead? When the team is large enough to need a leader every day and the sales motion is proven. A fractional VP of sales often builds that motion and the job description for the permanent hire. ### 07 Related Reading - The Founder-Led Report: The Founder's Dilemma - The Advantage of Merging Revenue Teams - Is SaaS Dead? How Fractional CROs Are Redefining the Future ### Ready to talk? Thirty minutes is usually enough to know whether this is the right seat for you. Schedule a conversation Not ready to talk? Get a read on your own growth engine: take the Growth Engine Diagnostic → Fractional CRO → Fractional VP of Sales ● Where this starts Fractional CMO services Fractional CRO services All practices → ------------------------------------------------------------------------ # 100-Day Accelerator Source: https://www.mahdlo.net/revenue-accelerator ------------------------------------------------------------------------ Fractional CMO & CRO Engagement Where most engagements start ### 100-Day Accelerator Quick wins in thirty days. A running revenue engine in one hundred. A fractional CMO or CRO takes a seat on your leadership team and, in one hundred days, aligns strategy with go-to-market execution, lands the first wins inside a month, and puts a scalable revenue engine in motion. Then recalibrates on what a hundred days taught, and hands it to the people who will run it. First wins land by day 30. The phases overlap on purpose. Momentum never waits on a document. ### 01 What the Accelerator Is The 100-Day Accelerator is Mahdlo’s signature engagement. A fractional CMO or CRO joins your leadership team, owns the number, and in one hundred days aligns business strategy with go-to-market execution, fixes what is slowing the pipeline, and puts a scalable revenue engine in motion. The first quick wins land inside thirty days, while the longer plan is already being built. It is not a separate service and not a report. It is how most engagements start: the structure a fractional CMO or fractional CRO runs in their first hundred days, and the diagnostic that decides which of our four practice areas the work draws on. 30 days to the first quick wins, with a plan, owners and KPIs live by week four. 100 days to a running revenue engine, with the first results reported the way your investors read them. practice areas it can draw on. Most accelerators need two or three, not all four. ### 02 Four Questions, Week One Every accelerator opens with the same Growth Assessment. Four questions, each of which exposes one blocker and points to the practice area that removes it. The question we ask in week one The blocker it exposes Who answers it Is your team focused on the right initiatives to drive growth? Business goals and go-to-market execution pulling in different directions. Strategy Practices Are your growth teams moving fast enough to outpace your competitors? Stalled or unpredictable growth, long cycles, forecasts nobody trusts. Revenue Accelerators Do you have the right customer technologies to support your growth goals? A stack that fights the plan instead of carrying it. Customer Tech Do you have the right human capital in place, and are they deployed effectively? Roles, responsibilities and process that leave the team short of the plan. People Practices Your 100-day plan, quick start. A few questions show where your engine is leaking and the first moves, before week one. Get started ### 03 What a Hundred Days Can Draw On Every accelerator is scoped from the same library, and only what the four questions surface. The library is organized the way our practices are, which is also the way your proposal will be written. Scoped in week one Only what the four questions surface. Most accelerators draw on two or three areas, not all four. The same library your proposal is written from, so what you read here is what you sign. Not every business needs every component. We assess the situation in week one and give you an honest timeline for what yours needs. Strategy Go-to-market planning sets the plan everything else aligns to. Where the company itself has to change, business transformation ; where the growth is in a new segment or country, market development and international expansion . Revenue Demand generation , sales account planning , channel partner revenue , brand development , product development and contact center optimization , with Revenue Acceleration putting AI under the pipeline and forecast decisions. Customer Tech CRM and marketing automation in one revenue language, a website buyers and AI assistants can read, and the organizational brain above them. People The competency model that sets the bar, executive coaching for the leaders in place, and recruiting and onboarding the full-time leader who takes over. ### 04 Plan, Activate, Accelerate Three overlapping phases. Quick wins land while the longer-horizon plan is already being built, so momentum never waits on a document. Plan Quick wins and the plan Days 1 to 45 First wins by day 30 Triage what is costing you revenue right now, and build the plan the rest of the hundred days runs on. Core deliverables Go-to-market plan The strategy everything else aligns to Journey mapping Customer and sales day-in-the-life journeys Demand generation plan Ad planning and media mix Customer technology roadmap Core sales and marketing tech recommendations Resourcing model Sales and marketing resourcing, short to mid-term Revenue management Pricing, KPI and target market recommendations Sales channel plan Channel and partner development Sales process map End to end, from outreach to close Financial plan Sales and marketing budget recommendations Implementation plan The twelve-month runway II Activate The engine switched on Days 30 to 60 While quick wins are still landing, the plan is built and switched on to start the growth engine. Typically includes Demand and lead generation Campaigns live and delivering Customer outreach plan Who is contacted, how, and when Channel plan and sales process Running with the team, not beside it Partner negotiations Agreements in place Sales and customer journeys Working as designed Resource plan execution Roles filled, responsibilities set III Accelerate Measured and tuned Days 60 to 100 Deliver the first phase of the strategy in the real world: instrumented, measured and tuned as it runs. Technology selection and implementation The roadmap, built Resourcing and outsourcing Gaps filled, inside or out Core measurement instruments Dashboards, reports and KPIs Channel and partner development Implementation Customer and sales journeys Implementation Sales process map Implementation Resource plan Implementation ### 05 Sustain: After Day 100 IV · Sustain · Day 100 and after Day 100 is a recalibration, not an ending. A hundred days in, we know the business with far more fidelity than anyone had on day one: which constraint was real, what actually moved the number, what the team can carry, and what the next hundred days should hold. So we recalibrate the engagement on that evidence: the workstreams, the hours in the seat, and who runs the operating rhythm from here. By then the rhythm is running on its own: the weekly pipeline and forecast review, the monthly plan check, the quarterly reset. What the recalibration decides is who runs it. Most companies land on one of three paths. A lighter ongoing retainer, with the fractional executive staying in the seat at fewer hours. Their own full-time leader, found and onboarded through Executive Recruiting and Onboarding while the fractional executive is still in place, with coaching through the first quarter. Or a second hundred days on the next set of initiatives, which the first hundred will have already surfaced. The engagement models behind each path are on How We Work . Full fractional Embedded, ongoing leadership when there is no CMO or CRO today. The Accelerator is its first hundred days. Interim Coverage through a leadership transition, until your permanent hire is onboarded. Project-based A defined scope and end date, usually one or two workstreams of the Accelerator. Coaching For the leader already in the seat who needs a sparring partner rather than a replacement. ### 06 AI Across the Hundred Days AI is not a workstream of the Accelerator. It runs through all of them, and it is why the first hundred days move at the pace they do. In Plan, market, competitor and account research that used to take weeks takes days, so the fact base is in hand by week two instead of week six. In Activate, the two or three decisions worth changing first get a shared evidence layer underneath them: which segment, which deals, where the next dollar goes. In Accelerate, forecast risk surfaces while the quarter can still be saved, and results are measured on real outcomes rather than activity. AI handles the volume of evidence. The executive makes the call and stays accountable for it. The approach, practice by practice, is on the AI Strategy page. ### 07 What It Is Measured On Two checkpoints, reported the way your board and investors read them. By day 30 - Diagnosis complete, with the constraint named - First quick wins on the board - A plan with owners, dates and KPIs - The operating cadence running By day 100 - Conversion rates by stage - Pipeline coverage and forecast accuracy - Cost of acquisition and sales cycle length - Revenue growth and retention Health and wellness · Brand launch 90 days to market Board funding secured, a five-year plan approved, and the brand in market in ninety days. Read the case study → PE-backed consumer portfolio 29% growth on 15% more spend Five brands cut to three, every major KPI improved, and the marketing organization restructured around consumer targets. Read the case study → ### 08 When to Start One The Accelerator works best in moments of transition, when the challenge is focus, coordination or execution quality. After a raise or a new investor Leadership needs a faster path from strategy to execution, and a growth story the board can defend. After a growth plateau Tactical fixes keep failing to move the number, and nobody can say which constraint is the real one. After a leadership change The business needs alignment and an operating rhythm that does not depend on the person who left. When investor expectations rise Management needs evidence, inside a quarter, that the growth engine scales. When it is the wrong tool. If the market itself is shifting dramatically, or the product does not yet fit its target segment, speed will not solve the problem. We will tell you that in the first conversation. ### 09 Questions We Get What is the 100-Day Accelerator? The 100-Day Accelerator is Mahdlo’s signature engagement: a fractional CMO or CRO joins the leadership team and, in one hundred days, aligns strategy with go-to-market execution, lands quick wins inside thirty days, and puts a scalable revenue engine in motion. It runs in four phases, Plan, Activate and Accelerate inside the hundred days, then Sustain after them. How is it different from a standard fractional engagement? It is not a separate service. It is the structure most fractional CMO and CRO engagements start with: the week-one Growth Assessment, the three overlapping phases, and the handoff at day 100. Project-based engagements are usually scoped to one or two workstreams of it. What happens in the first 30 days? Weeks one and two are diagnosis: the Growth Assessment, a read of pipeline, positioning, funnel economics and team capability, and the constraint named. By week four there is a plan with owners, dates and KPIs, the operating cadence is running, and the first quick wins have landed. What are the four phases? Plan, days 1 to 45, quick wins and the plan the rest runs on. Activate, days 30 to 60, the plan switched on. Accelerate, days 60 to 100, the first phase of the strategy delivered, measured and tuned. Sustain, after day 100, the operating rhythm handed to the people who will run it. What happens after day 100? We recalibrate the engagement on what a hundred days taught: the workstreams, the hours in the seat, and who runs the operating rhythm from here. That lands on one of three paths: a lighter ongoing retainer, your own full-time leader recruited and onboarded while the fractional executive is still in the seat, or a second hundred days on the next initiatives. The operating rhythm keeps running in all three. Do we need all four practice areas? Rarely. The four questions in week one decide which areas the work draws on, and most accelerators need two or three. The scope is written from the same library as your proposal, so what you read on this page is what you sign. Which metrics does it track? By day 30, a named constraint, first wins, and a plan with owners and KPIs. By day 100, conversion rates by stage, pipeline coverage and forecast accuracy, cost of acquisition, sales cycle length, revenue growth and retention, reported the way your investors read them. What does it cost? Cost depends on which workstreams the first hundred days need and how many hours a month the seat requires. Thirty minutes on a call is usually enough to scope it. ### Start the hundred days Bring us the growth problem. Thirty minutes is usually enough to scope which workstreams your first hundred days need. Schedule a conversation Where this leads Fractional CMO services → Fractional CRO services → All practices → How we work → Start your 100-day plan → ------------------------------------------------------------------------ # All Practices Source: https://www.mahdlo.net/practices ------------------------------------------------------------------------ Practices Four practice areas 17 services ### Our Practices Everything we do, beyond fractional CMO and CRO. Fractional leadership is where we start, not where we stop. Four practice areas extend that leadership into the specific work that makes growth stick: deciding where to play, running the plan, building the systems it runs on, and putting the right people in the seats. One executive stays accountable for all of it. Most engagements draw on more than one area, and one executive stays accountable for the whole. ### 01 One Engine, Four Questions Every engagement starts with the same four questions, because growth stalls in the same four places. Each practice area exists to answer one of them. The question we ask in week one The blocker it exposes The practice area that removes it Is your team focused on the right initiatives to drive growth? Disconnected strategies Strategy Practices decide where to play Are your growth teams moving fast enough to outpace competitors? Slow pipeline velocity Revenue Accelerators run the plan Do you have the right customer technologies to support your goals? Tech friction Customer Tech build what it runs on Do you have the right people in place, deployed effectively? Team and resource gaps People Practices put the right people in the seats The four questions are the Growth Assessment Checklist run in week one of the 100-Day Accelerator, and the blockers are the four it is built to remove. ### 02 The Four Practice Areas 01 ### Strategy Practices Turning strategy into action. A strategy that stays in a slide deck is not a strategy, it is a wish. These four practices decide where to play and leave with a plan that names segments, buyers, message, channels, targets and owners. View the practice area → 01 Business Transformation Change that actually sticks Learn more → 02 Go-to-Market Planning A plan product, marketing and sales agree on Learn more → 03 International Expansion A different market deserves a different plan Learn more → 04 Market Development Break through, not just show up Learn more → 02 ### Revenue Accelerators How fast revenue moves, and what makes it move faster. Seven practices, each built to move one term of the sales velocity equation: more qualified opportunities, a higher win rate, bigger deals, a shorter cycle, and customers who stay. View the practice area → 01 Revenue Acceleration AI at the center of the decision, not the edges Learn more → 02 Brand Development Brand strategy tied to revenue Learn more → 03 Channel Partner Revenue Partner revenue, held to the same standard Learn more → 04 Contact Center Optimization Customer care, run like a revenue function Learn more → 05 Demand Generation Pipeline owned, not just campaigns delivered Learn more → 06 Product Development A roadmap that talks to go-to-market Learn more → 07 Sales Account Planning Every deal qualified against MEDDPICC Learn more → 03 ### Customer Tech The systems behind the strategy. A brilliant strategy running on a broken tech stack still fails. The website, the CRM and marketing automation, and the AI layer above them have to carry the plan in one revenue language. View the practice area → 01 CRM & Marketing Automation Systems that earn their cost Learn more → 02 Website Development Built to convert, and to be cited Learn more → 03 AI Strategy The organizational brain your growth runs on Learn more → Gold HubSpot Partner Fit HubSpot to the way your revenue works Learn more → 04 ### People Practices Talent. Growth. Impact. A growth strategy is only as good as the people running it. These practices set the bar, develop the leaders in the seat, and find and onboard the executive who runs the plan when we step back. View the practice area → 01 Executive Coaching Coaching from people who have done the job Learn more → 02 Executive Recruiting and Onboarding Built for the fractional-to-full-time handoff Learn more → 03 Competency Model Development Define what good looks like Learn more → ### 03 How the Practices Sequence Most engagements run on the 100-Day Accelerator : Plan, Activate, Accelerate, then the work of making it last. The practice areas are not four menus. They are four kinds of work that arrive in an order. One accountable executive, day one to handoff The same person who wrote the plan runs it, and hands it to your full-time leader. Plan, Activate and Accelerate are the 100-Day Accelerator’s phases. The filled bars show where each practice area carries the most weight. Strategy carries the first thirty days. Revenue and technology carry the middle. People carry the handoff, which is where most engagements are designed to end. ### 04 Most Engagements Draw on More Than One Three engagements, and the practices each one actually used. CBD launch Strategy, Revenue, Customer Tech, People. The board proposal and five-year plan came first (go-to-market planning). Then the launch: a new website, a recruited marketing team, a retail strategy and an affiliate program, all inside regulation. In market in 90 days. Read the case study PE portfolio Strategy, Revenue, People. The portfolio was cut from five brands to three, each given a role and its own messaging (brand development), paid search rewritten against real consumer intent (demand generation), and the marketing organization restructured around consumer targets. Growth of 29% on 15% more spend. Read the case study AI decisioning Customer Tech, Revenue, Strategy. A specialty insurer had data it was not using. An intelligence layer across search, paid social and programmatic, segments defined from customer data, and reporting turned from backward-looking summaries into forward-looking decisions. Cost per acquisition down 30%, growth up 32%. Read the case study ### 05 What Never Changes Whichever practices an engagement draws on, four things hold. They are the difference between this and a consulting firm, and they are written out on Our Difference . Interim revenue leadership An executive in the seat who owns the number, shows up to the board meeting, and makes the calls a real executive makes. Go-to-market alignment Sales and marketing under one plan, one set of metrics and one accountable executive. Most companies have an alignment problem, not a marketing or sales problem. Strategy, executed Every engagement includes the execution, not just the plan. No lengthy hiring cycle, no ramp-up quarter spent learning your business. AI-accelerated execution AI at the decision points that drive valuation, not the ones that look modern in a deck. The whole approach is on AI Strategy . ### 06 Questions We Get What are Mahdlo’s practice areas? Four: Strategy Practices, which decide where to play; Revenue Accelerators, which run the plan; Customer Tech, which builds the systems the plan runs on; and People Practices, which develop the leaders running it and recruit the one who runs it next. Seventeen services sit across the four. How do the four practice areas fit together? Each answers one of the four questions asked in week one of every engagement: are we on the right initiatives, are we moving fast enough, does the technology carry the plan, and do we have the right people in place. Strategy Practices produce the plan, Revenue Accelerators run it, Customer Tech builds what it runs on, and People Practices staff it and hand it on. One executive is accountable for all of it. Do we have to buy a whole practice area? No. Engagements are scoped to the work. The 100-Day Accelerator scopes six workstreams to what a business actually needs, and a single practice can run on its own for a defined problem, such as a competency model, a website, or an international market entry. Where does an engagement usually start? Most start with a fractional CMO or CRO running the 100-Day Accelerator, which draws on the Strategy Practices in the first thirty days and on the Revenue Accelerators and Customer Tech after that. Some start with one practice because the problem is already clear. How is this different from a management consulting firm? A consulting firm advises and leaves. Here the executive who wrote the plan runs it, with the same accountability as an in-house leader, and the engagement is built to hand off cleanly to your own hire or to a lighter retainer. What is growth strategy consulting at Mahdlo? Deciding where growth will come from and then producing it: the segments, buyers, message, channels and revenue math of a plan, followed by the demand, pipeline, technology and people work that makes the plan real. The strategy and the execution are done by the same people. ### Ready to talk? Bring us the growth problem. We will tell you which of these actually solves it. Schedule a conversation Practice areas All Practices ● 01 Strategy Practices → 02 Revenue Accelerators → 03 Customer Tech → 04 People Practices → Where this starts Fractional CMO services Fractional CRO services 100-Day Accelerator How we work → ======================================================================== ## Strategy Practices ======================================================================== ------------------------------------------------------------------------ # Strategy Practices Source: https://www.mahdlo.net/building-growth-engines ------------------------------------------------------------------------ Practices / Strategy Practices Practice area 01 01 / 04 ### Strategy Practices Turning strategy into action. A strategy that stays in a slide deck is not a strategy, it is a wish. These four practices decide where to play, and leave with a plan that names segments, buyers, message, channels, targets and owners, so the people who run it are never guessing. Most engagements draw on more than one area, and one executive stays accountable for the whole. ### 01 Where It Fits Of the four questions asked in week one, this practice area answers the first: is the team focused on the right initiatives to drive growth? The blocker it removes is disconnected strategy, a business plan and a go-to-market that were never the same document. The question we ask in week one The blocker it exposes The practice area that removes it Is your team focused on the right initiatives to drive growth? Disconnected strategies Strategy Practices decide where to play Are your growth teams moving fast enough to outpace competitors? Slow pipeline velocity Revenue Accelerators run the plan Do you have the right customer technologies to support your goals? Tech friction Customer Tech build what it runs on Do you have the right people in place, deployed effectively? Team and resource gaps People Practices put the right people in the seats The four questions are the Growth Assessment Checklist run in week one of the 100-Day Accelerator, and the blockers are the four it is built to remove. ### 02 In This Practice Four services. Each decides something the rest of the engagement depends on. 01 Business Transformation Change that actually sticks Learn more → 02 Go-to-Market Planning A plan product, marketing and sales agree on Learn more → 03 International Expansion A different market deserves a different plan Learn more → 04 Market Development Break through, not just show up Learn more → ### 03 Strategy Hands to Execution The output of every Strategy Practice is the same artifact: a plan on one page, with the working plan behind it, in hand by day 30. What makes it different from a consulting deliverable is who picks it up next. A strategy that stays in a deck is a wish Every plan leaves with owners, dates and the executive who will run it. The plan is a Plan-phase deliverable of the 100-Day Accelerator. Revenue Accelerators pick it up from day 31. The plan names owners and dates, and the executive who wrote it is the one who runs it from day 31. Transform Business transformation realigns strategy, structure, process and measurement around one plan, led by a fractional executive in the chief transformation officer seat. Where the operating model itself is the problem, this is where the work starts. Plan Go-to-market planning makes the twelve decisions a launch, a new market or a repositioning depends on: which segments, who signs, what you say against the alternative they are really weighing, which channels carry it, and what each customer can cost to win. Expand International expansion enters a market in another country in three gated stages, with a stop point before the expensive one. Market development sells the product you already have into a new segment or geography, product and channel held constant. ### 04 What It Draws On, What It Hands On What it draws on - The Growth Assessment run in week one - Discovery with the people who feel the pain, not only the people who fund the fix - The numbers finance already has: deal size, win rate, cycle length, coverage - What the CRM actually says happened, once Customer Tech has cleaned the definitions What it hands on - A plan Revenue Accelerators run from day 31: demand, pipeline, brand, product, partners, care - The stages, segments and definitions Customer Tech builds the CRM and dashboards around - The roles and resourcing model People Practices staff, coach and eventually recruit for - The measures the plan is revisited against every quarter ### 05 Proof SaaS | Tech | AI ### Strategic Collaboration for Successful SaaS Market Penetration Hypothesis validated, value proposition sharpened, and a foundational customer base established. Go-to-Market Planning · SMB ### Global SaaS Company Expands Into the US Market Through Partnership With Mahdlo More qualified leads, a higher conversion rate than any prior attempt, and a substantial revenue increase from the US. International Expansion · Mid-Market Financial Services | Insurance ### Replacing Siloed Execution With Centers of Excellence and Go-to-Market Pods Clear ownership of capabilities and of markets, and one way to prioritize the work. Operating Model Design · Mid-Market ### 06 Questions We Get What do the Strategy Practices cover? Four services that decide where growth comes from: business transformation, go-to-market planning, international expansion and market development. Each ends with a plan that names segments, buyers, message, channels, targets and owners, and each is run by the executive who wrote it. What is the difference between go-to-market planning and business transformation? Go-to-market planning decides how a product reaches a market: segments, buying group, positioning, channels and the revenue math underneath a target. Business transformation changes how the company itself is structured, led, run and measured. A transformation usually contains a go-to-market plan; a go-to-market plan does not require a transformation. How long does the strategy work take? The plan is a Plan-phase deliverable of the 100-Day Accelerator, in hand by day 30 with the working plan behind it. International expansion and business transformation run longer, because the stages that follow the plan are part of the practice. Do you run the plan, or just write it? Both, and by the same person. The fractional executive who wrote the plan runs it through the Revenue Accelerators, with the same accountability as an in-house leader. A strategy that stays in a deck is a wish. What does growth strategy consulting cost? It scales with how many decisions are open and how much of the organization they touch. Thirty minutes on a call is usually enough to size it. ### Ready to talk? Thirty minutes is usually enough to know which practice area your growth problem actually needs. Schedule a conversation Practice areas All Practices → 01 Strategy Practices ● 02 Revenue Accelerators → 03 Customer Tech → 04 People Practices → Where this starts Fractional CMO services Fractional CRO services 100-Day Accelerator How we work → ------------------------------------------------------------------------ # Business Transformation Source: https://www.mahdlo.net/business-transformation ------------------------------------------------------------------------ Practices / Strategy Practices / Business Transformation Strategy Practices 01 / 04 ### Business Transformation Change that actually sticks. Most business transformation engagements produce a report. Ours produce a functioning organization: leadership, process and go-to-market realigned around one plan, with an executive who stays through execution rather than handing over a recommendation and leaving. A reorganization moves one layer. A transformation moves all four. ### 01 What Business Transformation Is Business transformation is a coordinated change to how a company creates and captures value: its strategy, how it is structured and led, the processes it runs on, and how it measures progress. It aims at a step change in performance, such as growth that has stalled or an organization that no longer fits the business it has become, rather than incremental improvement. It is not a generic operations audit and it is not a reorganization chart. Moving boxes changes one layer. A transformation realigns leadership, process and go-to-market execution around a single plan, then builds the operating rhythm that keeps the change in place. At Mahdlo it is led by an executive who owns the transformation, not a consultant who recommends it, and who stays through execution with the same accountability as an in-house leader. ### 02 When Companies Need It After an acquisition Two organizations, two operating models and two sets of assumptions that now have to become one company. After a leadership change A departure that exposed how much of the business ran on one person's instincts rather than a system. When growth stalls structurally A plateau that tactical fixes keep failing to move, because the problem is the operating model, not the campaign. When investor expectations rise After a raise or a new investor, when the plan has to become evidence that the business can scale. ### 03 Why Most Transformations Fall Short Transformation is hard to get right, and the research is blunt about it. <1 in 3 transformations reach their goals and sustain the improvement over time. 74% of a transformation’s value is captured in the first twelve months by top-quartile performers. Early victory declared too soon is one of the most common reasons the gains then fade. Source: McKinsey & Company, What is business transformation? The failures are rarely about ambition. They come from roadmaps that list phases and color-coded workstreams without forcing real decisions, from initiatives nobody clearly owns, from budgets that drift away from the objectives, and from leaders who move on once the first wins land. Growth outpaces operating discipline, and the business slides back to how it worked before. ### 04 How the Work Runs One hundred days to prove the change is real, then the work of making it permanent. It runs on the same structure as the 100-Day Accelerator . DECLARING VICTORY EARLY IS HOW THE GAINS DISAPPEAR Momentum fades when budgets drift from objectives and governance slips. The work is built so the gains outlast the engagement. The same Plan, Activate and Accelerate structure as the 100-Day Accelerator, applied to the whole organization. First wins land inside thirty days on purpose. Early, visible results are what keep sponsorship alive long enough for the harder structural changes to take hold. ### 05 A Transformation Leader You Can Actually Hire Large companies running a major transformation often appoint a chief transformation officer : an executive who acts on the CEO’s behalf, with the authority to make calls on people, investment and operations. They usually run a transformation office , a small team that sets the goals, tracks every initiative, and holds a weekly action meeting with the owners of each workstream. Mid-market and private equity backed companies rarely have either. The role is too senior to fill for eighteen months and too important to hand to someone who is also running a function. So transformations end up owned by everyone, which means by no one. A fractional executive fills that gap. They take the chief transformation officer seat for the length of the change, run the weekly cadence, hold line leaders to named owners and decision rights, and hand a working operating rhythm to the permanent team at the end. ### 06 The Roadmap on One Page A transformation roadmap should fit on one page for the executive team, with a working plan behind it. The page shows five things, and it has to answer four hard questions most templates avoid. What the page shows - The transformation goal, stated as a business result - The top priorities - The major initiatives and their owners - The timeline - The expected business impact What it has to answer - What do we stop doing? - Who owns the cross-functional issues? - What has to be true before the next phase starts? - Where will the resistance come from? ### 07 How It Gets Measured Every initiative turns into a business plan with metrics that are specific and dated. The leading indicators move first: - Forecast accuracy - Qualified pipeline created - Conversion rates by stage - Sales cycle length - Retention and expansion - Initiatives with a named owner The one leadership feels first is decision speed. When problems can be seen and acted on inside the current quarter, rather than discovered after results are missed, the operating model is doing its job. ### 08 Questions We Get What is business transformation? Business transformation is a coordinated change to how a company creates and captures value, covering strategy, structure and leadership, core processes and how progress is measured. It aims for a step change in performance rather than incremental improvement, and succeeds only when the new ways of working are built into how the business is run day to day. What is a chief transformation officer? A chief transformation officer is a senior executive who orchestrates a company-wide transformation on behalf of the CEO, with the authority to make decisions on people, investment and operations. In mid-market companies that cannot justify a permanent hire, a fractional executive can take the role for the length of the change. What is a transformation office? A transformation office is the small team that runs a transformation day to day: setting goals, tracking every initiative against dated metrics, and holding a weekly action meeting with workstream owners. It keeps the program on track and helps make sure the organization does not drift back to old habits once initiatives are complete. How is this different from traditional management consulting? Traditional consulting typically delivers a recommendation. This practice includes execution: an executive who owns the transformation and stays through it, with the same accountability as an in-house or fractional leader. What typically triggers a transformation? Post-acquisition integration, leadership transitions that expose how much the business depended on one person, growth stalls that turn out to be structural rather than tactical, and rising investor expectations after a raise. How long does a business transformation take? The first hundred days prove the change is real, with first wins inside thirty. Making it permanent takes longer, because the new rhythm has to be built into planning and review cycles and handed to the leaders who will run it. How is this different from the 100-Day Accelerator? The 100-Day Accelerator is focused on the revenue engine: aligning strategy with go-to-market execution. Business transformation uses the same Plan, Activate and Accelerate structure but applies it to the whole organization, including leadership, structure and operating model. What does it cost? Cost scales with the size of the organization and how many layers of the operating model are changing. Thirty minutes on a call is usually enough to size it. ### Ready to talk? Thirty minutes is usually enough to know whether this is the right practice for you. Schedule a conversation Strategy Practices Business Transformation ● Go-to-Market Planning → International Expansion → Market Development → All of Strategy Practices → Where this starts Fractional CMO services Fractional CRO services All practices → ------------------------------------------------------------------------ # Go-to-Market Planning Source: https://www.mahdlo.net/go-to-market ------------------------------------------------------------------------ Practices / Strategy Practices / Go-to-Market Planning Strategy Practices 02 / 04 ### Go-to-Market Planning A plan product, marketing, and sales actually agree on. Most go-to-market plans die in the handoff between departments. Ours are built with product, marketing, and sales in the room from day one, so there’s no handoff to survive. ### 01 What Go-to-Market Planning Is Go-to-market planning is the work of deciding which segments you will serve, what you will say to them, how you will reach them, and what the economics have to be for it to pay. It is not a launch checklist and it is not a positioning exercise. A go-to-market plan is finished when every one of those decisions has a name and a date against it, and when the measures are agreed before anyone is invested in the answer. A go-to-market consultant is the person who runs that process and is accountable for the result. At Mahdlo that is a fractional CMO or CRO who takes the seat, builds the plan with your product, marketing and sales leaders in the room, and stays to run the first ninety days of it. ### 02 Ninety Days, Three Phases Every go-to-market engagement runs the same way. You always know which phase you are in, what comes out of it, and what has to be true before the next one starts. Phase one Diagnose Days 1 to 30 We do not write a plan on a guess. Four pieces of work happen first, and each one fills a named part of the plan rather than a slide nobody reads again. Phase two Design Weeks 3 to 4 The plan itself. Twelve decision areas, the customer economics underneath them, and the measures you will be held to. Phase three Deploy & Scale Days 30 to 90 The plan becomes the work. We are architect and quarterback here, accountable for how the strategy and the partner workstreams fit together. ### 03 Four Things Exist Before the Plan Does Each one answers a question the plan cannot answer for itself, and each one has a named owner and a date. If we cannot finish these, we say so rather than writing around the gap. 01 · Discovery The pain, in their words Structured conversations with the people who feel the problem, not a survey. The person who feels it most is usually the person who can sign. 02 · Personas Who actually decides A real name against every role in the buying decision, including the one who can stop it, and what each of them is measured on. 03 · Value proposition What you say, and to whom The segments worth the effort, the alternative each buyer really weighs, and the sentence that separates you from it. 04 · Revenue plan The number, with math under it The target broken into deals, leads and budget before anyone commits to it. This is the step most plans skip and every board asks about. ### 04 What the Plan Decides Twelve areas, each one a decision with a name against it. Nothing is left as a principle that everyone can agree with and nobody can act on. 01 Market The trends that change the next two years, and the share you can realistically address. 02 Competition Who you actually lose to, including doing nothing, and what the win and loss patterns say. 03 Segments and buyer Which segments get the effort, and the buying group inside them. 04 Company The strengths worth building on and the constraints the plan has to live inside. 05 Purpose What the business is for, in language the sales team will actually repeat. 06 Objectives The commitments for the year, each one with a measure attached. 07 Motion design How you go to market: sales-led, product-led, partner-led, or the mix and why. 08 Offer Packaging, pricing posture and the proof each segment needs to believe it. 09 Channels Where demand comes from, what each channel costs, and which ones stop. 10 Retention and expansion The revenue you already have, and what it takes to keep and grow it. 11 Systems and data What the stack has to do for the plan to be measurable at all. 12 Risks and dependencies What has to be true, who owns it, and what happens if it is not. The gate between Design and Deploy Nothing in Deploy starts until the plan is signed off. That is not a soft rule. The plan is versioned and dated, the hundred-day plan is built from that version, and every monthly update afterwards reports against the quarter the revenue plan set. Your board never sees two versions of the same target. What you are left holding ### Four Documents, and the Discipline Behind Them Deliverables your team can run without us in the room. That is the test we hold ourselves to, because an engagement that leaves nothing behind was an expensive conversation. The go-to-market plan The full plan document, versioned and dated, covering all twelve areas and the economics under them. The executive readout The board-ready version of the same plan. Same numbers, fewer pages, written for the people who fund it. Deploy The 100-day plan Who does what, in what order, in your buyers’ language, with the partner routing already decided. Scale The monthly executive update One page to the sponsor, every month, against the measures agreed in Design. It arrives before it is asked for. ### 05 How You Will Know It Is Working Five families of measure, chosen in Design before anyone is invested in the answer, and reported every month against the same quarter the revenue plan set. Growth New revenue, total revenue, and the rate underneath both. Pipeline What is being created, how much cover it gives, and what it converts at. Efficiency What each customer costs to win, and how long that takes to pay back. Retention Revenue and logos kept, and whether the product is genuinely adopted. Demand Where attention comes from, including how you show up in AI answers. ### 06 Frequently Asked Questions What does go-to-market mean in consulting? It means the whole commercial system, not the launch. A go-to-market engagement decides which segments are worth the effort, who inside them actually signs, what you say against the alternative they are really weighing, which channels carry it, and what each customer can cost to win. Consulting firms differ mostly in whether they stop at the recommendation or stay to run it. What does a go-to-market consultant actually do? Four things, in order. They find the pain by talking to the people who feel it. They map the buying group and put a name against every role, including the one who can stop the deal. They build the revenue math so the target has deals, leads and budget underneath it. Then they write the plan and, in our case, run the first ninety days of it. What does the first thirty days actually involve for our team? Time from the people who know, not from everyone. Expect structured conversations with your commercial leaders and a handful of customers, access to your CRM history, and one working session on the revenue math. We do the assembly. What we cannot do is invent the answers, which is why the diagnose phase has a fixed length and a named owner for each piece. What is the difference between GTM planning, new market penetration and international expansion? Go-to-market planning is the strategy layer underneath both of the others. Start here if you are not yet sure which expansion path applies, because the same twelve decisions get made either way and the answers are what tell you which path you are on. New market penetration and international expansion are the same method pointed at a specific move. Does Mahdlo execute the plan, or only build the strategy? Both, and the deploy phase is the reason the plan is written the way it is. We are architect and quarterback: your team keeps the ball, and we are accountable for the play working and for how the partner workstreams fit together. A plan that is handed over at the door is a deck, and it is not what this practice sells. How does this connect to Fractional CMO and CRO services? Most go-to-market engagements are led by one of them. The practice is the method, the fractional executive is the person who runs it, and the two are priced as one engagement rather than as a strategy project followed by a separate staffing conversation. ### Ready to talk? Thirty minutes is usually enough to know whether this is the right practice for you. If it is not, we will say which one is. Schedule a conversation Strategy Practices Business Transformation → Go-to-Market Planning ● International Expansion → Market Development → All of Strategy Practices → Where this starts Fractional CMO services Fractional CRO services All practices → ------------------------------------------------------------------------ # International Expansion Source: https://www.mahdlo.net/international-expansion ------------------------------------------------------------------------ Practices / Strategy Practices / International Expansion Strategy Practices 03 / 04 ### International Expansion Crossing a border is not a bigger version of your home market. Different competitive landscape, different buyers, different regulation, and no brand recognition to trade on. We run it in three stages with a gate between each, so the money only moves once the evidence does. ### 01 What International Expansion Is International expansion is entering a market in another country: establishing who buys from you there, what you say to them, how you reach them, and what has to be true legally and operationally before you can sell at all. It is the same commercial discipline as entering a new segment at home, plus everything a border adds. Regulation, tax, entity structure, employment law, payment and pricing conventions, and localization are not footnotes here. On a domestic move they are absent. On this one they frequently set the timeline. Where the line sits. A new segment or a new region inside your own country is Market Development . When the move crosses a national border, the border work becomes the larger half of the job, and that is this practice. ### 02 Why the US Is Harder Than It Looks Most companies expanding into the United States underestimate it because they share a language with it. These are the six we see most often. One ### Competition Fiercely contested, with well-established players already holding most sectors. Being new is not a story anyone is waiting for. Two ### Cultural diversity One country, many markets. A generic national approach underperforms a segmented one almost every time. Three ### No trust yet Brand recognition at home does not travel. Trust has to be built again, through marketing and through service that holds up. Four ### Regulation by state Federal, state and local rules differ and stack. Understanding which apply to you is work, and it is rarely work you can do from abroad. Five ### Operating cost Salaries, benefits, insurance and real estate run higher than most plans assume, and multi-state payroll and tax compliance adds overhead that is easy to miss until it arrives. Six ### Intellectual property US IP law is its own discipline. Protecting what you have, and avoiding infringing what you do not, needs settling before launch rather than after. ### 03 How the Work Runs Three stages, and a gate between the first and second. Stage one can end the project, which is the point of running it first. THE GATE, AT THE END OF STAGE ONE Does the entry strategy still match the business objectives. Are the segments reachable. Is the required investment clear. Three noes and the project stops here. Stage one is deliberately cheap relative to stage three. Finding out the market is not there is a good outcome, as long as you find out before the team is hired. Stage one ends in a decision, not a recommendation. Most of the cost of getting this wrong sits in stage three, which is why the gate is in front of it. ### 04 What Each Stage Delivers Market Explore Stage 01 Establishing whether the market is real, reachable and worth the money. - A market analysis report covering demand patterns, segments and growth opportunity - A strategic entry plan with timelines and milestones - A SWOT setting out the challenges and how each gets mitigated Market Match Stage 02 Deciding how you actually reach the buyer, and with whom. - A shortlist of channel partners aligned to your goals - The trade-offs of direct B2B, direct B2C and indirect models, assessed against your offering - A market penetration plan, and the criteria for choosing between partners Market Expansion Stage 03 Standing up the revenue operation and running it. - A functioning in-market sales and marketing team, led by an Executive Advisor as CMO or CRO - Brand, demand generation, media and pipeline built rather than outsourced - Regular performance reporting against the objectives agreed in stage one ### 05 Both Directions Into the United States The deeper of the two, and where the blueprint above comes from. Our advisors have held CEO, CRO or CMO titles at US companies, so the market knowledge is first-hand rather than researched. Sectors run from software, technology and professional services through to retail, food and beverage, manufacturing, telecoms, insurance and finance. Out of the United States US companies entering the UK, the EU and beyond, using the same three stages and supported by our international partner network for in-country knowledge. Entity, tax and employment work is brought in through partners rather than improvised, and we say up front where that line falls on your engagement. ### 06 How It Gets Measured Stage one sets the objectives, and every later report is written against them rather than against whatever looks good that quarter: - Qualified pipeline built in the new market - Progression rates through the funnel - Win rate against in-market incumbents - Customer acquisition cost versus the home market - Forecast accuracy as the pipeline matures - Revenue against the stage-one projection The honest early measure is forecast accuracy. Pipeline in a market you have never sold into is optimistic by default, and how quickly the forecast becomes trustworthy tells you more about the entry than the first few wins do. ### 07 Questions We Get What is international expansion? International expansion is entering a market in another country: establishing who buys from you there, what you say to them, how you reach them, and satisfying the legal, tax and operational requirements of selling in that country. It differs from domestic expansion mainly in that regulation, entity structure and localization often set the timeline. How is this different from Market Development? Market Development covers a new customer segment or a new region inside your existing country. International Expansion crosses a national border, at which point regulatory, tax, entity and localization work becomes the larger part of the job. The commercial discipline is shared. The overhead is not. Do you help companies enter the US, or US companies expand abroad? Both. Inbound to the US is the deeper practice, because our advisors have held CEO, CRO and CMO roles at US companies. Outbound runs the same three stages, supported by our international partner network for in-country knowledge. What does it cost? Market expansion engagements run on a minimum six-month commitment, with a monthly budget typically between $25,000 and $40,000 depending on scope. Stage one is scoped separately and costs a fraction of that, deliberately, because it exists to tell you whether the rest is worth doing. What regulatory support is included? We review the regulatory environment in stage one so you know what applies and what it will take. Entity formation, tax filing and employment law are brought in through specialist partners rather than improvised, and we tell you where that line sits before the engagement starts. Can we stop after stage one? Yes, and it is a legitimate outcome. Stage one ends at a gate with three questions: does the strategy still match your objectives, are the segments reachable, and is the investment clear. A no at that gate has saved you the cost of stage three. How long before revenue appears? It depends on the sector and the route to market, but the shape is consistent: stage one and two establish whether and how, then stage three builds pipeline before it builds revenue. The six-month minimum exists because anything shorter cannot tell a pattern from a first win. ### Ready to talk? Thirty minutes is usually enough to know whether this is the right practice for you. Schedule a conversation Strategy Practices Business Transformation → Go-to-Market Planning → International Expansion ● Market Development → All of Strategy Practices → Where this starts Fractional CMO services Fractional CRO services All practices → ------------------------------------------------------------------------ # Market Development Source: https://www.mahdlo.net/market-development ------------------------------------------------------------------------ Practices / Strategy Practices / Market Development Strategy Practices 04 / 04 ### Market Development Your product is already good enough. The question is who else should be buying it. A board asks for growth and the core market is maturing. The instinct is to pick a market and go. We make you answer a harder question first: what evidence says you can win there repeatedly. Then we build the entry around the answer. Existing product, new market. One variable, not two. ### 01 What Market Development Is Market development is selling the product you already have to a market you do not yet serve, whether that is a new industry, a new buyer type, or a new geography. The product stays as it is. The market is the variable. That constraint is the whole point. On the growth matrix above, only one thing changes at a time. Change the product as well and you are in diversification, which carries roughly twice the unknowns and should be priced and staffed as a different kind of bet. The work is finished when you can name the segment, describe how its buyers differ from the ones you have, state what you will say to them, and show the evidence that says you can win there more than once. ### 02 Four Ways This Goes Wrong One ### Entry treated as a switch A launch date is set, budget is committed, and the market is entered in one motion. Entry is a thesis to be tested in stages, and every stage should be able to stop the next one. Two ### Brand carryover assumed Credibility earned in one market is expected to transfer to the next. It rarely does. The new buyer has their own incumbents and has never heard of you. Three ### Too broad, too early Several buyer types, several regions, several verticals at once. Spend is spread thin and, worse, the signal is muddied, so nothing that comes back is readable. Four ### Hiring ahead of proof Headcount is added before a repeatable motion exists. The cost base grows on the assumption the motion will be found, and the clock starts before the learning does. The common root is confidence without evidence. A board-approved growth target is not an expansion strategy, it is a pressure test. The useful question is not how large the market is. It is what evidence says you can win in it repeatedly: unusually strong win rates in a customer type, retention patterns, referral activity, a sales cycle meaningfully shorter than comparable segments. ### 03 How the Work Runs Four stages, each with a decision at the end of it. The ranges are what these take in practice, not a promise. THE ASSUMPTION THIS RESTS ON The product and the channel do not have to change. If they do, this is a larger and slower piece of work, and we will say so in stage one. Stages overlap. End to end, most companies see stable, forecastable results in 6 to 18 months, with the first readable signal at 90 to 120 days. Each stage ends in a decision, and three of the four can stop the next one. That is the difference between staged validation and a launch date. ### 04 Which Stage the Market Is In The same entry plan performs differently depending on the maturity of the market you are entering. We establish this in stage one, because it sets what good looks like. Emerging Medium to high growth, small market share. Cheapest to enter, least certain to pay. Growing High growth and real size, with new competitors arriving. The window most worth catching. Maturing Large, with minimal growth. You win by taking share, which is a different and harder motion. Declining Large and stable, no real growth. Entry needs a reason beyond the size of the number. ### 05 How Long It Takes There is no single number, and anyone offering one is guessing. What the move actually is determines the clock. 60 to 120 days Existing offer, similar customer, new vertical. Pipeline should appear in this window, with readable revenue patterns at 6 to 9 months. 6 to 12 months A new region inside the US, depending on sales coverage, local demand and channel support. 12 months and up A new buyer type, a new channel, or meaningful product adaptation. At that point, check you are still doing market development and not diversification. Expansion goes faster when the market is adjacent rather than a new category, when leadership already agrees on the thesis and the investment threshold, and when the revenue engine underneath is clean enough to tell a pattern from a one-off win. It goes slower when the current message and sales playbook are assumed to transfer. ### 06 How It Gets Measured KPIs are defined in stage one, before there is anything to report, so nobody gets to pick the flattering measure later: - Qualified pipeline in the new segment - Win rate against the incumbents there - Sales cycle versus your core market - Customer acquisition cost and payback - Price realization against the plan - Early retention and expansion signals The measure that matters most is repeatability. One good win in a new market is a data point. The point of the work is a second and a third that arrive for the same reason. ### 07 Questions We Get What is market development? Market development is a growth strategy in which a company sells its existing products or services to a new market: a new customer segment, a new industry, or a new geography. The product does not change. The market does. It is one of the four growth strategies in the Ansoff matrix. What are the four types of market strategy? Market penetration, selling more of an existing product to existing customers. Market development, selling an existing product to a new market. Product development, offering new products to existing customers. Diversification, new products for new markets. Only diversification changes both variables at once, which is why it carries the most risk. What is the difference between market development and market penetration? Penetration is about depth, winning more share of the market you are already in. Development is about reach, taking what you already sell to a market you do not yet serve. They need different evidence, different messaging and different economics, and most failed expansions start by confusing the two. How is this different from International Expansion? Market development covers a new segment or a new geography. When that geography crosses a national border, the regulatory, tax, entity and localization work becomes the larger part of the job, and that is a separate practice. Do we need a new product for this? No, and if you do, this is not the right practice. Market development assumes the product and the channel stay as they are. We test that assumption in stage one and tell you if it does not hold. How long before we see results? The first readable signal is usually 90 to 120 days. Stable, forecastable results take 6 to 18 months, depending on how adjacent the market is and how clean the revenue engine already is. What does it cost? Cost scales with how much primary research the market needs and how many segments are in scope. Thirty minutes on a call is usually enough to size it. ### Ready to talk? Thirty minutes is usually enough to know whether this is the right practice for you. Schedule a conversation Strategy Practices Business Transformation → Go-to-Market Planning → International Expansion → Market Development ● All of Strategy Practices → Where this starts Fractional CMO services Fractional CRO services All practices → ======================================================================== ## Revenue Accelerators ======================================================================== ------------------------------------------------------------------------ # Revenue Accelerators Source: https://www.mahdlo.net/revenue-velocity ------------------------------------------------------------------------ Practices / Revenue Accelerators Practice area 02 02 / 04 ### Revenue Accelerators How fast revenue moves, and what makes it move faster. Revenue velocity is how fast a deal travels from first touch to close, and how much it is worth when it gets there. Seven practices, each built to move one term of that equation: more qualified opportunities, a higher win rate, bigger deals, a shorter cycle, and customers who stay and grow. Most engagements draw on more than one area, and one executive stays accountable for the whole. ### 01 Where It Fits This practice area answers the second week-one question: are the growth teams moving fast enough to outpace competitors? The blocker it removes is slow pipeline velocity: stalled or unpredictable growth, and the disconnects between marketing, sales and service where the revenue actually leaks. The question we ask in week one The blocker it exposes The practice area that removes it Is your team focused on the right initiatives to drive growth? Disconnected strategies Strategy Practices decide where to play Are your growth teams moving fast enough to outpace competitors? Slow pipeline velocity Revenue Accelerators run the plan Do you have the right customer technologies to support your goals? Tech friction Customer Tech build what it runs on Do you have the right people in place, deployed effectively? Team and resource gaps People Practices put the right people in the seats The four questions are the Growth Assessment Checklist run in week one of the 100-Day Accelerator, and the blockers are the four it is built to remove. ### 02 In This Practice Seven services. Most engagements use two or three of them, chosen by which term of the equation is the constraint. 01 Revenue Acceleration AI at the center of the decision, not the edges Learn more → 02 Brand Development Brand strategy tied to revenue Learn more → 03 Channel Partner Revenue Partner revenue, held to the same standard Learn more → 04 Contact Center Optimization Customer care, run like a revenue function Learn more → 05 Demand Generation Pipeline owned, not just campaigns delivered Learn more → 06 Product Development A roadmap that talks to go-to-market Learn more → 07 Sales Account Planning Every deal qualified against MEDDPICC Learn more → ### 03 What Moves Each Term Sales velocity is the standard measure: qualified opportunities, times win rate, times average deal value, divided by the length of the sales cycle. It is useful because it forces the question of which term is actually the problem. Every practice here exists to move one of them. Keep and expand Contact Center Optimization runs customer care like a revenue function, so retention and expansion count too. The decision layer Revenue Acceleration puts AI at the center of every term, so the whole team decides from one shared view. Sales velocity = (qualified opportunities × win rate × average deal value) ÷ sales cycle length. Revenue velocity is the same math applied to the whole engine, customers kept and grown included. Revenue velocity is the same math applied to the whole engine, including the customers you keep and grow, which the formula leaves out. Opportunities Demand generation names the constraint first, create, capture or convert, and is accountable for qualified pipeline rather than campaign metrics. Channel partner revenue builds partners into a tracked pipeline. Brand development decides why a buyer considers you at all. Win rate Sales account planning qualifies every deal against MEDDPICC so the forecast rests on evidence, and weak deals leave the pipeline earlier. Revenue acceleration scores which deals are real on how deals that closed actually behaved. Deal value Product development owns pricing and packaging, so the price follows the result the customer gets. Account planning chooses the accounts worth disproportionate effort. Brand strength shows up as pricing power. Cycle length Qualification done earlier shortens the cycle more than any closing technique. Revenue acceleration puts AI at the center of the decisions so problems are seen inside the quarter, not after it. Contact center optimization then runs care like a revenue function, which is where retention and expansion live. ### 04 What It Draws On, What It Hands On What it draws on - The plan from Strategy Practices: segments, buyers, message, channels, targets - The pipeline definitions and one revenue language Customer Tech installs in the CRM - The roles and coaching People Practices put in place - The organizational brain, read before each pipeline and forecast call What it hands on - What the dashboards must show, back to Customer Tech - What each role has to be able to do, back to People Practices - What the next plan should change, back to Strategy Practices - A weekly, monthly and quarterly operating rhythm the full-time leader inherits ### 05 Proof Telecommunications ### Transforming Marketing From a Cost Center Into a Profit Center Up from −$2 per dollar. Revenue up 27% year over year, margin up 9 points. Demand Generation · Enterprise Financial Services | Insurance ### Building the First B2B(2B) Broker Lead Generation Program in North America Conversion up 20% and $5M more policy value than planned, with the model now scaling globally. Demand Generation · Enterprise or PE-Backed Manufacturing | Distribution ### Product Development: Unlocking Customer Insights for Differentiated Products A different feature set moved preference 20+ points at a 25% higher price, and cost less to build. Product Development · Mid-Market or Enterprise ### A Customer Care Transformation That Redefined a Media and Communications Operation Customer satisfaction up more than 30%, and a credible champion-challenger position in the market. Call Center Outsourcing · Enterprise ### 06 Questions We Get What is sales velocity? Sales velocity is how much revenue a sales team produces per day. It is calculated as the number of qualified opportunities, multiplied by the win rate, multiplied by the average deal value, divided by the length of the sales cycle in days. Raising any of the first three, or shortening the fourth, increases it. What is revenue velocity? Revenue velocity is the same measure applied to the whole revenue engine rather than the sales team alone. It adds the customers you keep and expand, which the sales velocity formula leaves out, and it treats marketing, sales and service as one system with one number. How do you increase sales velocity? Find which term is the constraint, then move that one. Too few qualified opportunities is a demand generation or channel problem. A low win rate is usually qualification and positioning. Small deals are pricing, packaging and account selection. A long cycle is qualification done too late. The Revenue Accelerators are organized by those four terms. Which practice do we need first? The one that moves the constrained term. The 100-Day Accelerator diagnoses that in the first two weeks, from the funnel numbers, the CRM and conversations with customers, before any practice is switched on. Is Revenue Acceleration the same as sales acceleration software? No. Revenue Acceleration is an operating model that puts AI at the center of how the revenue team decides, run by a fractional CMO or CRO in the seat. The tooling is matched to what you already run. Software vendors sell a capability and leave adoption to you. ### Ready to talk? Thirty minutes is usually enough to know which practice area your growth problem actually needs. Schedule a conversation Practice areas All Practices → 01 Strategy Practices → 02 Revenue Accelerators ● 03 Customer Tech → 04 People Practices → Where this starts Fractional CMO services Fractional CRO services 100-Day Accelerator How we work → ------------------------------------------------------------------------ # Revenue Acceleration Source: https://www.mahdlo.net/sales-acceleration ------------------------------------------------------------------------ Practices / Revenue Accelerators / Revenue Acceleration Revenue Accelerators 01 / 07 ### Revenue Acceleration Most AI bites around the edges. We put it at the center of the decision. Faster email is not a growth strategy. We build the layer your whole revenue team decides from, then we run the decisions with you. Every function stands on the same knowledge. Nobody keeps their own copy. The layer is the product. Everything above it is just where the work happens. ### 01 What AI at the Center Actually Means If AI is not shaping how you prioritize opportunities, allocate revenue spend and make go-to-market calls, you do not have an AI strategy. You have a licensing agreement. AI at the center means the decision changes, not the typing. Which segment to pursue next quarter, where the pipeline is quietly dying, whether the motion still matches the buyer. Those are the calls that move revenue, and they are the ones most AI programs never touch. 88% use AI somewhere 6% see it move the P&L The gap is not adoption. Nearly everyone has adopted. The gap is whether AI was wired into how decisions get made or bolted onto existing workflows as a convenience layer. McKinsey, State of AI, 2025. The 6 percent was unchanged in the 2026 survey. ### 02 The Two Mistakes Almost Everyone Makes Neither is a failure of ambition. Both are what happens when AI is bought by function rather than designed into how the company decides. Mistake one Local optimization ### Every function optimizes its own patch Marketing buys a content tool. Sales buys a prospecting assistant. Support buys a chatbot. Finance buys a forecasting model. Four budgets, four vendors, four sets of training, and each one genuinely makes its own function faster. And the business does not move. Because revenue does not leak inside the functions. It leaks in the handoffs between them: the lead marketing qualified that sales reads differently, the churn signal support saw in March that nobody told the account team about, the segment finance already knew was unprofitable. Four tools that cannot see each other cannot close any of those gaps. They can widen them, because each function is now moving faster in its own direction. What it looks like Four tools, four memories Marketing Sales Support Finance ↓ ↓ ↓ ↓ AI tool Each one faster in its own lane, and none of them able to see the handoff where the revenue is actually going. What it sounds like in the room. Every function reports a win, and the number at the top has not changed. Mistake two The wrong objective ### Optimizing the workload is not the same as doing better work Most AI business cases are written in hours saved. It is the easiest thing to measure, which is exactly why it gets measured. But hours saved is an input, and nobody has ever been paid for one. Two things go wrong. The saved time usually evaporates, because no one decided in advance what it would be spent on. And if the underlying work was the wrong work, speed makes it worse, not better. A team chasing the wrong segment now chases it faster. A pipeline nobody can forecast is now unforecastable in real time. The test worth applying. Name the decision that will be made differently. If the only answer is that the same decision will be made sooner, it is a productivity project, and it should be funded like one. ### 03 An Organizational Brain One shared layer that holds what the company knows, that every function reads before it decides, and that gets better every time it is used. Not a warehouse, which stores. A brain recalls, connects, and informs the next call. How the same memory runs through every practice, not just revenue, is on the AI Strategy page. One memory every function reads before it decides, and writes to after. Functions write what they learn into one layer and read it before they decide. The decision stays with a person who is accountable for it. It remembers What was tried, and what happened Not just the outcome. The attempt, the reasoning and the result, so the next decision starts where the last one finished. It connects Across the handoffs The signal support saw reaches the account team. The segment finance flagged reaches the campaign brief. It compounds Every engagement adds to it A warehouse is the same size after you use it. A brain is not. The value is in the accumulation. It informs Decisions, not tasks It is read before the call is made, not reported after it. That is the whole difference. We run this ourselves, which is why we can build it for you Mahdlo’s own engagement system works this way. Discovery, personas, value proposition and the revenue plan all write into one shared brief, and the go-to-market plan reads from it rather than asking anyone to retype what is already known. No advisor starts from a blank page, and nothing is decided twice. This page is describing an operating model we run, not a product we resell. ### 04 The Decisions This Changes We start by naming the two or three decisions worth changing first, rather than trying to make everything AI-enabled at once. These are the ones that come up most. The decision How it gets made now With the brain underneath it Which segment to push next quarter The loudest recent win, argued in a planning offsite. Ranked on what actually converts, what it costs to win, and what it retains. Which deals are real A stage field a rep updates before the forecast call. Scored on the behavior of deals that closed, and the ones that did not. Where the pipeline is dying Found in the quarterly review, when the quarter is already gone. Surfaced while there is still time to act on it. What the next campaign says Written from the brief marketing holds. Written from what buyers actually objected to last quarter. Where the next dollar goes Last year’s split, adjusted. Modelled against the return each channel has demonstrated. What stays human, and always will Judgment, relationships and negotiation. The brain makes the evidence available and makes it current. It does not decide, and an executive who defers to it has made the same mistake in the other direction. This is why the practice is sold with a fractional CMO or CRO in the seat rather than as software. A dashboard does not replace strategy. It sharpens it. ### 05 We Have Written This Argument Out The page is the short version. These go deeper, and they are already published. The thesis AI at the Center of Your Decision-Making, or You’re Losing The Copilot trap, why the gap exists, and what moving past it looks like. The framework AI Sales Acceleration Framework for Growth Start with the revenue constraint. Measure acceleration, not tool activity. The first 90 days How to Launch AI Sales Workflows in 90 Days What can realistically be standing by the end of one accelerator. ### 06 Frequently Asked Questions How does the organizational brain change revenue decisions? It gives the revenue team one memory to decide from: which segment to push next quarter, which deals are real, where the pipeline is dying and where the next dollar goes. Each call is weighed against what actually happened before, and the result is written back afterward. The full definition, and how it runs through every practice, is on the AI Strategy page. Is this a software product you are selling? No. It is an operating model, and the tooling is matched to what you already run. We are a fractional executive firm, not a reseller. The work is deciding which decisions should change, assembling the layer that informs them, and putting a CRO or CMO in the seat who holds the organization to using it. We already gave everyone Copilot. Is that not the same thing? It is a good productivity tool and it is not a strategy. Copilot makes the work you already do faster. It does not tell you whether that work is the right work, and it cannot see across your functions. If your AI program stops there, you have a head start on the wrong problem. How long before this changes anything? The first decisions change inside the 100-Day Accelerator. We name the two or three highest-leverage decisions early, build the evidence layer under those specifically, and leave the rest until they have earned their turn. Trying to AI-enable everything at once is the most reliable way to finish with nothing in production. Does AI replace the CRO’s judgment? No, and a leader who lets it has made the same mistake as one who ignores it. AI handles the volume of evidence. The executive makes the call, and remains accountable for it. That accountability is what you are buying. How is this different from an AI sales tools vendor pitch? A vendor sells you a capability and leaves adoption to you. This is part of a fractional revenue engagement, so the person who designs the decision layer is the same person sitting in your leadership meetings being held to the number it produces. ### Ready to talk? Thirty minutes is usually enough to know whether this is the right practice for you. Bring the decision you most wish you could make with better evidence. Schedule a conversation Revenue Accelerators Revenue Acceleration ● Brand Development → Channel Partner Revenue → Contact Center Optimization → Demand Generation → Product Development → Sales Account Planning → All of Revenue Accelerators → Where this starts Fractional CMO services Fractional CRO services All practices → ------------------------------------------------------------------------ # Brand Development Source: https://www.mahdlo.net/brand-development ------------------------------------------------------------------------ Practices / Revenue Accelerators / Brand Development Revenue Accelerators 02 / 07 ### Brand Development Brand is not the logo. It is what every team believes about the customer. Ask four leaders in a $40M company to describe the customer and you will get four different answers. Every one of them honest. None of them matching. We find the gaps, close them with research, and write the one definition the whole company sells from. ### 01 What Brand Development Is Brand development is the work of understanding where your brand actually stands today, with evidence rather than opinion, and deciding where it needs to stand next. It covers what you believe about the customer, what you promise them, how you say it, and whether the market agrees. It is not a logo project. Your name, identity, website, messaging and campaigns are expressions of a brand. They are not the foundation. The foundation is your company’s shared understanding of whom you serve, what those customers value, why they choose you, and what experience you promise them. A brand development engagement is finished when that understanding is written down, agreed by leadership, and specific enough that product, marketing, sales and customer success each make different decisions because of it. ### 02 The Two Mistakes Mistake one ### The work stops at identity A new logo, a new palette, a new site. Six months later nothing about what the company believes regarding its customer has changed, so nothing about how it sells has changed either. The identity was the output of the project instead of the expression of a decision. Mistake two ### Brand is parked inside marketing Marketing owns one of the several decisions that shape what a customer actually experiences. Pricing, product scope, onboarding, service recovery and renewal all shape the brand too. When brand sits in one function, the other functions keep making their own assumptions. The customer never sees your functions. They see one company contradicting itself: an ad that promises speed, a discovery call that probes cost, an onboarding email written for a different buyer, and a renewal conversation about a use case nobody sold. They read that contradiction as risk, and risk is priced into every deal you lose slowly. ### 03 How the Work Runs Four phases. The first three gather evidence from three independent directions, so the fourth has something real to reconcile. We do not start with a recommendation and look for support. The messaging architecture, the priorities behind it, and what to change first. Signed by leadership, not circulated for comment Discovery, qualitative and quantitative run as three independent reads. Assessment is where they have to agree, and where the disagreements are the finding. ### 04 What You Get One deliverable, in three parts. The diagram at the top of this page is the shape of it. Outward facing ### Character The personality and tone the market meets, consistent whether it is a proposal, a support reply or a conference stage. Held internally ### Promise The guiding principle. One sentence your own people can repeat without checking a deck, and can be held to when a decision is hard. ### Pillars The key messages and the selling proposition. Usually three differentiated messages, written once and carried to customers, employees and partners. Underneath those sit the attribute priorities: which brand attributes your market says actually matter, and how you score against each one today. That is the part that tells you where to spend first, and the part most brand work never produces. ### 05 Three Jobs, One Discipline Repositioning The company outgrew its story. What you sell, who buys it and what they pay have all moved, and the market still describes you the way it did three years ago. New market entry You have no credibility to trade on yet. The work is establishing what you stand for in a market that has never heard of you, against incumbents it already trusts. Exit story A strong quarter improves revenue. A strong brand improves the multiple applied to it. Here the work is making future cash flows look credible and defensible to a buyer or a board. ### 06 How It Gets Measured Awareness and sentiment are worth tracking when they matter, but they are not the scoreboard. We agree the commercial measures before the work starts, and we agree what a win looks like on each one: - Target-account engagement - Inbound lead quality - Win rate - Sales cycle length - Pricing realization - Retention and expansion Brand strength shows up as economics: lower acquisition cost, better conversion, more pricing power, more predictable demand. If a brand investment cannot be traced to at least one of those within a couple of quarters, it was decoration. ### 07 Questions We Get What is meant by brand development? Brand development is the work of establishing what a company stands for, whom it serves and why those customers choose it, then making that understanding consistent across every team that touches the customer. It covers positioning, promise and messaging. It is not the same as designing a logo or a website, which are ways of expressing a brand once those decisions exist. What is the difference between brand development and branding? Branding is usually taken to mean the visual and verbal identity: the name, logo, palette, type and tone. Brand development is the strategy underneath it. One decides what is true about your company and your customer. The other expresses it. Doing the second without the first is the most common and most expensive mistake in this category. Do you design the visual identity too? Our focus is the strategy and the messaging architecture. We oversee identity execution with design partners, and we hold that work to the strategy rather than to taste. Do you talk to our customers, or just our team? Both, and separately. The internal interviews tell us what your leaders believe. The quantitative survey tells us what the market scores. The gap between the two is usually the most valuable finding in the engagement. We rebranded eighteen months ago. Is this still relevant? Often more so. A recent identity project that did not change what the company believes about its customer leaves you with new assets and the same fragmentation. That is a shorter engagement, and it usually starts at the assessment phase. How long does it take? This runs inside the 100-Day Accelerator, from diagnostic through to deployment, with measurable results inside ninety days. How does this fit with a Fractional CMO engagement? Brand development is frequently the first phase of a broader CMO engagement. It can also run as a standalone piece of work when you already have marketing leadership in place. What does it cost? Cost scales with the number of stakeholders interviewed and the size of the market surveyed. Thirty minutes on a call is usually enough to size it. ### Ready to talk? Thirty minutes is usually enough to know whether this is the right practice for you. Schedule a conversation Revenue Accelerators Revenue Acceleration → Brand Development ● Channel Partner Revenue → Contact Center Optimization → Demand Generation → Product Development → Sales Account Planning → All of Revenue Accelerators → Where this starts Fractional CMO services Fractional CRO services All practices → ------------------------------------------------------------------------ # Channel Partner Revenue Source: https://www.mahdlo.net/channel-partner-marketing ------------------------------------------------------------------------ Practices / Revenue Accelerators / Channel Partner Revenue Revenue Accelerators 03 / 07 ### Channel Partner Revenue Most partner programs are one stretched hire and a spreadsheet. Companies want revenue from partnerships and hire a single partner manager to get it. That person is asked to build the strategy, write the program, recruit the partners, market to them and report on all of it. We put a team against the work instead, and only for as long as you need one. Partner revenue rises at every stage. Most companies are at the first two. ### 01 What a Channel Partner Program Is A channel partner program is the structure that lets other companies sell, deliver or refer your product: who qualifies as a partner, what each tier commits to, what they earn, how deals get registered, and what support they get in return. Resellers, referral partners, affiliates, MSPs, white-label and co-sell arrangements are all channel models, and each needs different terms. The program is not the partner list. Signing partners is the easy part, and a list of logos with no revenue behind it is the most common outcome in this category. The program is the machinery that turns a signature into a first deal, and a first deal into a repeatable one. Done properly, channel becomes a route to market that scales without scaling headcount, which is the entire argument for it. ### 02 Why Partner Programs Stall One ### Wanting the revenue, with no starting point The board wants channel revenue. Nobody in the building has built a channel before, so the work starts with a partner list instead of a model, and the model never gets written. Two ### No internal experience to draw on Partner economics, tier design, deal registration and conflict rules with direct sales are a specialism. Learning them live, on your own program, is expensive tuition. Three ### One hire, unsupported A single partner manager is asked to do strategy, program design, recruitment, marketing, enablement and reporting. Any one of those is a job. Together they are a team. Four ### Recruitment treated as outreach Partner recruitment is labor-intensive and rarely resourced as such. Without a defined ideal partner profile and a tracked pipeline, it becomes a spreadsheet of names that goes stale. The pattern underneath all four is the same. Channel is treated as a lighter version of direct sales when it is a different motion with its own economics. A partner does not behave like a rep. They choose you over the other vendors in their bag, every quarter, based on how easy and how profitable you are to sell. ### 03 How the Work Runs Five steps, in order, each one usable on its own. The durations are what these take in practice. THE ORDER IS THE POINT Recruiting partners before the program exists is how you end up with signatures and no revenue. Steps one and two take six to twelve weeks together. Steps four and five run alongside recruitment rather than after it, and continue as long as they are useful. Each step stands alone. Most engagements start at step one or two, because that is usually where the gap is. ### 04 The Five Service Areas Channel Sales Strategy Step 01 Channel market assessment, go-to-market planning, channel revenue modelling, and advisory for whoever will own this internally. Partner Program Development Step 02 The ideal partner profile, tier structure, partnership agreements, and a current-state versus future-state plan for getting from one to the other. Partner Recruitment Step 03, as a service Managed recruitment across US, EMEA and APAC markets, with demand generation, qualification and onboarding run as a tracked pipeline rather than a contact list. Fractional Resources Step 04, as a service Partnership planning, day-to-day partner management, partner-facing marketing execution and enablement, staffed at the level the program actually needs. PRM Tooling Step 05 Automated deal registration, a partner portal, partner KPIs and reporting, integrated with your CRM so channel pipeline is visible next to direct. What the recruitment network has produced 60,000 partners in the recruitment network 5,000 warm partner introductions delivered 1,000 partners signed since 2023 $15M of SaaS revenue delivered through them Across more than 250 partner recruitment engagements, delivered with K1 Channel Consulting, our specialist channel partner. ### 05 One Hire, or a Team The usual response to a channel target is to hire a partnerships director or a partner manager. That is one person carrying five disciplines, and the cost is not small. One internal hire A partnerships director or partner manager, full time, on payroll. - Strategy, program, recruitment, marketing, enablement and reporting, all on one desk - Ramp time before anything ships - Fixed cost whether the program is in build or in run - Single point of failure if they leave A fractional team A partnerships director and a recruitment manager, plus the specialists each step needs. - Each discipline done by someone who has done it before - Starts at week one with a method already built - Scales down when the program moves from build to run - Hands over to your internal hire when there is something worth running This is not an argument against hiring. It is an argument about sequence. Most companies hire the partner manager first and give them a blank page. The better order is to build the program, prove the first partners produce, and then hire someone to run a machine that already works. ### 06 How It Gets Measured Partner-sourced revenue is the headline, but it lags by quarters. These are the measures that move first: - Partners recruited against the ideal profile - Time from signature to first registered deal - Percentage of partners who are actually active - Partner-sourced versus partner-influenced pipeline - Deal registration compliance - Partner-attributed revenue against program cost The one that tells you most is the share of signed partners producing anything at all. A program with forty partners and six active ones does not have a recruitment problem. It has an enablement problem, and recruiting more partners will make it worse. ### 07 Questions We Get What is a channel partner program? A channel partner program is the structure that governs how other companies sell, deliver or refer your product. It defines who qualifies as a partner, what each tier commits to and earns, how deals are registered to avoid conflict with direct sales, and what enablement and marketing support partners receive. How is a channel partner program different from a partner list? A list is names. A program is the terms, the tiering, the deal registration rules and the enablement that make those names produce revenue. Companies rarely have a recruitment problem. They have a program problem that shows up as inactive partners. Do you help recruit new partners? Yes, as a managed service across US, EMEA and APAC markets, including the ideal partner profile, the outreach, qualification and onboarding. We would normally want the program defined first, because recruiting into a program that does not exist is what produces signatures without revenue. Can you fix an existing program rather than build one? Usually, and it is the more common engagement. That work starts with a channel market assessment and a current-state versus future-state comparison, which tends to surface whether the problem is the partner mix, the economics or the enablement. How long before partner revenue appears? Strategy and program design take six to twelve weeks together. Recruitment runs one and a half to six months depending on market and profile. First registered deals typically follow onboarding rather than signature, which is why time from signature to first deal is one of the measures we track. How does this connect to a Fractional CRO engagement? Channel is one route to market among several. When a CRO engagement is already running, channel usually sits inside it as one line of the revenue plan rather than as a separate program. What does it cost? Cost scales with which of the five steps you need and how many markets recruitment covers. Thirty minutes on a call is usually enough to size it. ### Ready to talk? Thirty minutes is usually enough to know whether this is the right practice for you. Schedule a conversation Revenue Accelerators Revenue Acceleration → Brand Development → Channel Partner Revenue ● Contact Center Optimization → Demand Generation → Product Development → Sales Account Planning → All of Revenue Accelerators → Where this starts Fractional CMO services Fractional CRO services All practices → ------------------------------------------------------------------------ # Contact Center Optimization Source: https://www.mahdlo.net/call-center-outsourcing ------------------------------------------------------------------------ Practices / Revenue Accelerators / Contact Center Optimization Revenue Accelerators 04 / 07 ### Contact Center Optimization Customer care, run like a revenue function. Contact centers get treated as a cost to minimize. We treat them as a retention and revenue lever, whether the operation is in-house, outsourced to a BPO, or both, and we find what is holding it back in four to six weeks. ### 01 What Contact Center Optimization Is Contact center optimization is finding and fixing what stops a customer care operation from delivering a world-class experience at a sustainable cost: how calls are handled, how agents perform and stay, how the technology is used, how satisfaction is measured, and whether the operation stays compliant. It applies whether the operation is run in-house, outsourced to a business process outsourcing (BPO) provider, or a mix of both. Outsourcing is a sourcing decision. Optimization is the discipline that decides whether that sourcing decision works. The work is led by operators who have run large customer care operations, not by a vendor with capacity to sell. We are not a BPO, which is exactly why we can tell you whether you need one. ### 02 The Red Flags These are the signs that something underneath is wrong. Most operations that ask for help have several of them, and they rarely share a single cause. Customers feel it - Customer satisfaction declining - Call abandonment rising - First call resolution falling - Average handle time creeping up - Escalations becoming routine The operation feels it - Agent turnover and absenteeism - Metrics that do not agree with each other - Operating costs rising faster than volume - Compliance and quality slipping - Technology bought but poorly used - KPIs that point teams in different directions - Low engagement and morale Left alone, the costs compound. Declining satisfaction and high agent turnover drive up operating cost, create compliance risk, and make it harder to scale or bring in new technology, all while the customer experience gets worse. The fix starts with finding root causes rather than treating symptoms one metric at a time. ### 03 How the Assessment Runs Four to six weeks, from data collection to a prioritized plan presented to your leadership team. BUILT FOR OPERATIONS OF 50 AGENTS AND UP Customer service, technical support and back-office operations, run in-house, outsourced, or both. The assessment ends with a decision about what to fix first, and whether you want help fixing it. The interviews matter as much as the data. Agents and supervisors usually know exactly where the process breaks; the recordings show how often. ### 04 Outsourcing and BPO, Done Right When outsourcing makes sense When volume is growing faster than you can hire and train, when coverage hours or languages are beyond your in-house team, or when the operation is a necessary function rather than a differentiator. Well-run offshore teams often treat the work as a career rather than a job, and it shows in performance. How to keep quality from eroding Choose the BPO partner against your own quality and compliance standards, structure the contract around outcomes rather than headcount, and keep ownership of the metrics. Most outsourcing failures are contracts that measured the wrong thing from day one. This is BPO consulting, from your side of the table. We help you decide whether to outsource, select and launch the right partner, and manage the relationship so quality holds as volume scales. We do not sell agent capacity, so the recommendation is not shaped by what we have to sell. ### 05 AI in the Contact Center AI enhances agents. It does not replace them, and automation built on messy processes and unreliable data makes the experience worse, not better. Clean knowledge management Agents cannot deliver a consistent experience from an outdated or disorganized knowledge base, and neither can a bot. Agent assist Real-time help that lets agents answer faster and more accurately while the customer is still on the line. Intelligent automation Self-service that actually resolves the issue, or hands off to a person quickly when it cannot. Validate before you automate Build from real call data, not the training manual. The process on paper is rarely what your best agents actually do. Used well, the data also changes the supervisor’s job: from digging through spreadsheets to knowing who to coach, on what, based on hundreds of calls rather than a handful. ### 06 Results National retail bank Over 2 million calls and chats a year, on an in-house model that could not hold quality at that volume. 25% higher quality assurance scores, sustained for two quarters 25% more agent capacity in 90 days 10% lower average handle time, quarter over quarter Read the case study Media and communications provider A 500 to 600 FTE inbound customer care operation facing fierce competition and shifting expectations. 30%+ increase in customer satisfaction 500–600 FTE operation transformed across service and technical support Read the case study ### 07 How It Gets Measured The same metrics the red flags show up in, tracked from the baseline the assessment sets: - Customer satisfaction - First call resolution - Average handle time and hold time - Call abandonment rate - Quality assurance scores - Agent attrition and absenteeism Handle time is never read on its own. Pushing it down while first call resolution falls just moves the cost into repeat calls, and customers notice before the dashboard does. ### 08 Questions We Get What is contact center optimization? Contact center optimization is improving how a customer care operation performs across call handling, agent performance, operational efficiency, technology, customer satisfaction and compliance. It starts with an assessment of root causes and applies whether the operation is in-house, outsourced to a BPO, or a mix of both. What is business process outsourcing (BPO)? Business process outsourcing, or BPO, is contracting a business function to an outside provider. Customer service and technical support contact centers are the most common form, alongside back-office work such as finance, HR and IT support. This practice focuses on customer care: deciding whether to outsource it, choosing and managing the provider, and optimizing the operation either way. Should we outsource our contact center? It depends on volume, growth, coverage needs and how central the operation is to your differentiation. Outsourcing to a BPO works when the provider is chosen against your own quality standards and the contract is structured around outcomes. It fails when it is treated purely as a cost cut. Are you a BPO provider? No. We do not sell agent capacity. This is BPO consulting: we help companies decide whether to outsource, select and launch the right BPO partner, and optimize operations whether they are in-house or outsourced. That independence is what makes the recommendation trustworthy. What does the assessment cover? Five areas: call handling and agent performance, operational efficiency including handle time, first call resolution and queue management, technology and tools, customer satisfaction and feedback, and compliance and quality against the standards that apply to you. How long does the assessment take? Four to six weeks, including data collection, analysis, benchmarking and a presentation of prioritized recommendations to your leadership team. What size operation is this for? It is built for operations of at least 50 agents, across customer service, technical support and back-office work, whether in-house, outsourced or both. How do you use AI in contact centers? To support agents rather than replace them: clean knowledge management, real-time agent assist, and automation that resolves issues or hands off quickly. We validate processes against real call data before automating anything. What does it cost? The assessment is scoped to the size of the operation and the number of sites and partners involved. Thirty minutes on a call is usually enough to size it. ### Ready to talk? Thirty minutes is usually enough to know whether this is the right practice for you. Schedule a conversation Revenue Accelerators Revenue Acceleration → Brand Development → Channel Partner Revenue → Contact Center Optimization ● Demand Generation → Product Development → Sales Account Planning → All of Revenue Accelerators → Where this starts Fractional CMO services Fractional CRO services All practices → ------------------------------------------------------------------------ # Demand Generation Source: https://www.mahdlo.net/demand-generation ------------------------------------------------------------------------ Practices / Revenue Accelerators / Demand Generation Revenue Accelerators 05 / 07 ### Demand Generation A full calendar and rising form fills can still produce a weak quarter. An agency reports on campaign metrics. We start somewhere else: which constraint is actually limiting growth. Whether the market does not know you, knows you but does not convert, or converts but stalls after the first meeting, each one calls for different work and different money. Three different problems. Spending on the wrong one is the usual error. ### 01 What Demand Generation Is Demand generation is the work of making the right organizations aware that they have a problem worth solving, that solving it has a cost of delay, and that you are a credible way to solve it, before any of them are ready to buy. It is not a campaign calendar and it is not a lead count. Its output is preference in a defined market: more of the accounts you want know who you are, understand your point of view, and are inclined to consider you when the buying moment arrives. Which means it is judged on pipeline, not on clicks. An agency can report a healthy dashboard while the business reaches the wrong accounts, influences nobody who signs, and produces opportunities sales cannot close. ### 02 Demand Generation and Lead Generation These get used interchangeably and they are not the same. You need both, and you should not expect them to produce the same result on the same timeline. Demand generation Builds market preference before a buyer is ready to engage. Compounding, slower, and measured in whether the right accounts know why you matter. A clear point of view keeps producing demand after the work stops. Lead generation Captures and converts interest that already exists. Faster, more measurable, and dependent on there being demand to capture. Needs a real offer, sensible conversion paths and a response process, not a form and an autoresponder. Lead volume is the number most likely to mislead you. It is easy to report and easy to misread. A rising count can sit comfortably alongside reaching the wrong accounts, influencing none of the people who actually decide, and handing sales opportunities that were never winnable. The failure is usually definitional: marketing optimizes for volume, sales optimizes for closability, and pipeline quality drifts between them. ### 03 Start With the Constraint Before choosing a channel, name the thing limiting growth. The three look similar on a dashboard and need completely different work. Create Does the market know why you matter? If too few qualified buyers understand your category or your point of view, more capture spend just works a small in-market group harder. Capture Are they searching and finding someone else? If buyers are already defining the problem in commercial language, the gap is visibility and conversion, not awareness. Convert Do deals stall after the first meeting? Then it is positioning, proof or buying-group enablement. Top-of-funnel volume will not fix it and usually hides it. The diagnosis starts with business math rather than campaign ideas: revenue target, average deal size, win rate, cycle length, current coverage. Work backward from those and the constraint usually names itself. ### 04 Seven Channels, Matched to the Constraint Most programs run two or three of these well. Running all seven at once creates complexity before it creates results. THE MISTAKE THAT COSTS MOST Buying capture channels for a creation problem. The pipeline rises, the same small in-market group gets worked harder, and conversion falls. Two or three channels operated well beat seven run thinly. The right mix changes as the constraint moves. The grouping is the point. A channel is not good or bad in itself, it is suited or unsuited to the gap you actually have. ### 05 Where Pipeline Leaks When demand generation is working and revenue still misses, the leak is usually downstream. It is worth knowing which part before spending more at the top. Top of funnel Sources are judged on meetings booked rather than downstream revenue. A source with fewer leads and higher close rates is worth more than one that floods the team. Middle of funnel Where most leakage accelerates. Stages become placeholders and deals advance because a call went well, rather than because the buyer met a defined exit criterion. Late funnel Pricing objections, sudden no-decisions and late stakeholder surprises. These almost always point backward to weak discovery rather than to anything happening at the end. The handoffs Inbound sitting too long, thin SDR notes, context lost between teams. Speed matters here, but consistency matters more. ### 06 How It Gets Measured Not more data. Measures that change a decision: - Pipeline sourced and pipeline influenced - Conversion rate by stage - Sales-accepted lead rate - Cost per qualified opportunity - Velocity through the funnel - Win rate by segment and by source Sales-accepted lead rate is the one worth watching first. It is the earliest honest signal of whether marketing and sales are working from the same definition of a good fit, and it moves before anything in the revenue line does. ### 07 Questions We Get What is demand generation? Demand generation is the work of building awareness, trust and preference among the accounts most likely to become valuable customers, before they are ready to buy. It helps a prospective buyer recognize a problem, understand the cost of inaction, and see a credible path forward. It is measured in qualified pipeline rather than in impressions or leads. What is the difference between demand generation and lead generation? Demand generation creates market preference before a buyer is ready to engage. Lead generation captures and converts interest that already exists. You need both, but they work on different timelines: demand generation compounds slowly, lead generation converts quickly and only works when there is demand to capture. How is this different from hiring an agency? An agency is usually accountable for campaign delivery and reports on campaign metrics. This practice is accountable for pipeline, which means it can conclude that the answer is not a campaign at all: that the constraint is positioning, offer, or the sales process downstream. Should we start with inbound or outbound? It depends on the economics. High contract values with a defined set of accounts favor outbound, which also gives faster market learning. Broader markets with existing search demand favor inbound, which compounds. Entering a new segment usually warrants running both as a measured test rather than betting a year on an assumption. How long before pipeline moves? Capture work can show up within a quarter because it meets demand that already exists. Creation work takes longer and is visible earlier in leading measures, like engagement among named accounts and sales-accepted lead rate, than in the revenue line. Our pipeline looks fine but revenue misses. Is this the right practice? Possibly not, and that is worth establishing first. A healthy top of funnel with weak conversion points to qualification, stage discipline or positioning rather than to demand. We would rather tell you that than sell you campaigns. What does it cost? Cost scales with the number of channels operated and whether we are building the engine or running it. Thirty minutes on a call is usually enough to size it. ### Ready to talk? Thirty minutes is usually enough to know whether this is the right practice for you. Schedule a conversation Revenue Accelerators Revenue Acceleration → Brand Development → Channel Partner Revenue → Contact Center Optimization → Demand Generation ● Product Development → Sales Account Planning → All of Revenue Accelerators → Where this starts Fractional CMO services Fractional CRO services All practices → ------------------------------------------------------------------------ # Product Development Source: https://www.mahdlo.net/product ------------------------------------------------------------------------ Practices / Revenue Accelerators / Product Development Revenue Accelerators 06 / 07 ### Product Development A roadmap that actually talks to go-to-market. Product and go-to-market too often run as separate tracks that collide at launch. We keep them aligned from the first roadmap decision, so what ships is something the market has a reason to buy, at a price it will pay, through a motion your team can run. A roadmap item that cannot answer all four is not ready to build. ### 01 What This Practice Is Product development here means product leadership with the go-to-market built in: deciding what goes on the roadmap, proving that customers will pay for it, pricing and packaging it, and running the launch so it produces revenue rather than an announcement. It sits between two things companies usually keep apart. Product teams decide what to build. Commercial teams decide how to sell it. When those decisions are made separately, the result is a well-built feature nobody asked to buy, or a sales team selling a promise the product cannot keep. This practice owns the roadmap and the launch. The wider commercial system, segments, channels and the ninety-day plan across every team, is Go-to-Market Planning . ### 02 Where Product and Go-to-Market Collide One Features nobody asked to buy The roadmap is set by what customers request and engineers find interesting, without asking which of it a buyer would switch vendors for. Two A price copied from a competitor The rate card is borrowed rather than built on the result the customer gets, so discounting becomes routine and margin quietly leaks. Three A launch treated as a date The feature ships, the site updates, sales gets a deck, and nobody has decided what commercial result the launch was meant to prove. Four The motion assumed, not chosen Product-led because it is fashionable, or sales-led because it is familiar, when the product's complexity and the buying committee should have decided. ### 03 How the Work Runs Four stages, and the last one feeds the first. A roadmap is not finished when it ships. A LAUNCH DATE IS A STARTING POINT The launch is done when the business can win, convert and keep the right buyers, not when the feature ships. Whether it sells sales-led, product-led or both is decided in stage one, not discovered after launch. Stage four is why the diagram has no finish line. What the first launch teaches is the best input the next roadmap will ever get. ### 04 Pricing and Packaging Price affects far more than margin. It shapes who buys, how fast deals move, and whether the business can afford to invest in the product at all. Start with value A competitor's rate card is intelligence, not a starting point. The price follows the result the customer gets. Segment first One price for every customer usually means the segments were never defined. Package for the decision Many pricing problems are packaging problems. If buyers cannot tell what they are paying for, sales fills the gap with custom proposals. Read discounting as a signal Routine discounts usually mean the value story is unclear or qualification is weak, not that the price is wrong. ### 05 Sales-Led, Product-Led, or Both Sales-led Growth driven by a sales team and personal engagement. Suits complex products, long cycles, high-value deals and decisions made by committee. Product-led The product does the acquiring, through trials or free tiers. Suits products a buyer can understand and get value from on their own, without a demo. Most growing B2B companies end up running both. Self-serve pathways for smaller accounts, sales engagement for larger ones, and product usage data telling the sales team which trial users are ready to talk. The hard part is not the model. It is getting product, sales and marketing to work from the same goals and the same numbers. ### 06 Fractional CPO or Consulting Fractional CPO An executive who owns the roadmap. For companies that need product leadership itself: someone accountable for what gets built, why, and what it earns. Product development consulting Go-to-market discipline layered onto your team. For companies that already have product leadership and need roadmap strategy, pricing and launch planning connected to the commercial side. ### 07 How It Gets Measured By the quality of revenue the product produces, not by what shipped: - Win rate on new and repositioned products - Realized price and gross margin - Discount frequency and depth - Trial-to-paid conversion, where it applies - Adoption of what was launched - Retention and expansion by segment A price increase can look like a win while conversion falls and concessions rise underneath it. That is why realized price is read alongside win rate and retention, never on its own. ### 08 Questions We Get What is a product roadmap? A product roadmap is the plan for what a product will become and in what order: the problems it will solve, the capabilities that get built, and the rationale for their sequence. A useful roadmap ties each item to a customer, a reason they would buy, and the commercial result it is expected to produce, rather than being a list of features with dates. What does a fractional CPO do? A fractional chief product officer is an experienced product executive who leads the product function part-time. They own the roadmap and product strategy, align it with sales and marketing, and make the build decisions a full-time CPO would, without the cost of a full-time hire. What is product development consulting? Product development consulting helps a company decide what to build and how to take it to market. It typically covers roadmap strategy, product-market fit, pricing and packaging, and launch planning, and is most valuable when product and commercial teams have been making those decisions separately. How do you know you have product-market fit? The strongest signals are behavioral: customers use the product frequently and keep using it, growth comes increasingly from referral and organic demand, and buyers pay without heavy discounting. Enthusiasm in sales calls is not evidence on its own. Do you build the product? We lead product strategy, the roadmap, pricing and the launch. Engineering and delivery stay with your team or your development partner, working to a roadmap that has a commercial reason for every item on it. What size companies is this for? Mostly mid-market and private equity backed companies with a product already in market, where the roadmap and the go-to-market need to be pulling in the same direction. What does it cost? Cost depends on whether you need a fractional CPO or consulting alongside existing product leadership, and on how much of the roadmap and pricing needs rebuilding. Thirty minutes on a call is usually enough to size it. ### Ready to talk? Thirty minutes is usually enough to know whether this is the right practice for you. Schedule a conversation Revenue Accelerators Revenue Acceleration → Brand Development → Channel Partner Revenue → Contact Center Optimization → Demand Generation → Product Development ● Sales Account Planning → All of Revenue Accelerators → Where this starts Fractional CMO services Fractional CRO services All practices → ------------------------------------------------------------------------ # Sales Account Planning Source: https://www.mahdlo.net/sales-account-planning ------------------------------------------------------------------------ Practices / Revenue Accelerators / Sales Account Planning Revenue Accelerators 07 / 07 ### Sales Account Planning A forecast is only as honest as the qualification underneath it. Most account planning is a CRM field nobody reopens. We install a qualification discipline your team actually uses, so deal status becomes visible, the forecast becomes defensible, and pipeline stops being a number somebody hopes for. ### 01 What Sales Account Planning Is Sales account planning is the discipline of deciding which accounts deserve disproportionate effort, researching them properly, and qualifying every opportunity inside them against a consistent standard, so that what the pipeline says matches what is actually happening. It is two things working together. The planning half decides where the team spends its attention: target market, named accounts, research, sequencing, and how marketing dovetails with direct selling. The qualification half decides whether a given deal is real, using a shared framework rather than the confidence of whoever owns it. Without the second half, the first is a wish list. Without the first, the second is applied to accounts that were never worth the time. ### 02 What It Fixes One ### Growth that has flattened Effort is spread evenly across accounts of very different value, so the accounts that could grow do not get the attention that would grow them. Two ### A forecast nobody trusts Numbers move late and in large jumps. Deals slip a quarter at a time with no earlier signal, because nothing was qualified consistently enough to give one. Three ### No visibility into deal status Stage names describe activity rather than evidence, so a deal at eighty percent and a deal at thirty percent look the same in the report. Four ### Pipeline that will not generate The team can work inbound but cannot reliably create its own. There is no sequencing, no research rhythm, and no shared definition of a target worth pursuing. ### 03 The Eight Elements A complete account planning practice has eight moving parts. Most teams have three or four and feel the absence of the others as unpredictability. 01 Target market and account identification Who is worth the effort, decided on economics rather than familiarity. 02 Deep dive account research What is actually happening inside the account, before anyone calls it. 03 Pipeline generation sequencing A repeatable outbound rhythm rather than bursts of activity. 04 Marketing dovetailed with direct Campaigns aimed at the same accounts the team is working, in the same weeks. 05 Account plans and a heat map Where the whitespace is, and which relationships are load-bearing. 06 Persona and champion plans Named people, what each one needs, and who will argue your case internally. 07 Account 360 deal sheets One page per opportunity, qualified against MEDDPICC. 08 Stages and gates Progression defined by evidence obtained, not by activity completed. ### 04 The Method: MEDDPICC MEDDPICC is a qualification framework for complex B2B sales, used widely in enterprise software, technology, telecoms and large-scale services, where cycles are long and several people have to agree. Eight things have to be known about a deal before anyone should call it likely. Some teams read the P as Paper Process, meaning the contracting and procurement path. Either reading works, as long as the whole team uses the same one. What it changes. Qualification stops being a matter of opinion, so weak deals leave the pipeline earlier and the remaining ones are understood in the same terms by everyone. Forecasts improve because they rest on evidence gathered rather than on confidence expressed. And the conversation in a deal review changes from how it feels to which of the eight are still unknown. ### 05 Moving an Existing Team Onto It Installing a method on a team that already has habits is a change management problem before it is a sales problem. These are the parts that decide whether it sticks. Leadership carries it If the senior team does not use the language in its own reviews, nobody below them will either. This is the one that most often decides the outcome. It lives in the CRM The framework has to be inside the system the team already works in, not a separate template. A method that requires a second place to type is a method that gets skipped. One shared language The point is that two people describing the same deal use the same words. That takes training and repetition, and it is why 90 days rather than 30. Incentives point the same way If compensation rewards activity while the method rewards evidence, the method loses. Recognition and comp have to move with it. Measured, then adjusted KPIs on adoption as well as outcome, reviewed often enough to catch drift, with the process refined on what the team reports back. ### 06 How It Gets Measured Two sets of measures, and the first one predicts the second: - Share of open deals fully qualified - Economic buyer met, as a percentage - Deals with a confirmed champion - Forecast accuracy against actual - Slippage rate quarter to quarter - Win rate, and the reasons behind losses Expect pipeline to shrink first. Applying honest qualification to an existing pipeline removes deals that were never real, and that looks like a loss for a quarter. It is the point. A smaller pipeline you can forecast is worth more than a larger one you cannot. ### 07 Questions We Get What is MEDDPICC? MEDDPICC is a sales qualification framework for complex B2B deals. The letters stand for Metrics, Economic Buyer, Decision Criteria, Decision Process, Partners, Identify Pain, Champion and Competition. A deal is considered qualified when all eight are known and evidenced, rather than assumed. What is the difference between MEDDIC and MEDDPICC? MEDDIC is the original six-element framework: Metrics, Economic Buyer, Decision Criteria, Decision Process, Identify Pain and Champion. MEDDPICC adds two more, Partners and Competition, which matter in deals with several stakeholders and a contested field. Some teams read the added P as Paper Process, meaning the contracting and procurement path. What is sales account planning? Sales account planning is deciding which accounts deserve disproportionate effort, researching them properly, and qualifying opportunities inside them against a consistent standard. It combines target account selection and research with a qualification framework so the pipeline reflects what is actually happening. Is this for new business or existing customers? Both, and they use the framework differently. Net new deals use it to qualify. Existing accounts use it to find whitespace and to spot the relationships a renewal depends on before they become a risk. How long does the transition take? Discovery takes about 30 days and ends in a report you can disagree with. Process and CRM integration takes to roughly 60. Training and a shared language takes to 90. Selling on the method in earnest is a 180-day mark rather than a 90-day one. Will this work with our CRM? Yes. The framework is integrated into whatever the team already uses rather than run alongside it, because anything requiring a second system does not survive a busy quarter. What does it cost? Cost scales with the size of the team and how much of the eight elements already exist. Thirty minutes on a call is usually enough to size it. ### Ready to talk? Thirty minutes is usually enough to know whether this is the right practice for you. Schedule a conversation Revenue Accelerators Revenue Acceleration → Brand Development → Channel Partner Revenue → Contact Center Optimization → Demand Generation → Product Development → Sales Account Planning ● All of Revenue Accelerators → Where this starts Fractional CMO services Fractional CRO services All practices → ======================================================================== ## Customer Technology ======================================================================== ------------------------------------------------------------------------ # Customer Technology Source: https://www.mahdlo.net/building-growth-engines/customer-technology ------------------------------------------------------------------------ Practices / Customer Tech Practice area 03 03 / 04 ### Customer Tech The systems behind the strategy. A brilliant strategy running on a broken tech stack still fails. We make sure the website, the CRM and marketing automation, and the AI layer above them actually carry the growth plan, and speak one revenue language while they do it. Most engagements draw on more than one area, and one executive stays accountable for the whole. ### 01 Where It Fits This practice area answers the third week-one question: do you have the right customer technologies to support your growth goals? The blocker it removes is tech friction: tools that do not talk to each other, definitions that differ by team, and reporting nobody trusts enough to decide on. The question we ask in week one The blocker it exposes The practice area that removes it Is your team focused on the right initiatives to drive growth? Disconnected strategies Strategy Practices decide where to play Are your growth teams moving fast enough to outpace competitors? Slow pipeline velocity Revenue Accelerators run the plan Do you have the right customer technologies to support your goals? Tech friction Customer Tech build what it runs on Do you have the right people in place, deployed effectively? Team and resource gaps People Practices put the right people in the seats The four questions are the Growth Assessment Checklist run in week one of the 100-Day Accelerator, and the blockers are the four it is built to remove. ### 02 In This Practice Three services and a Gold partnership. Strategy first, then the build, on the platforms you already run. 01 CRM & Marketing Automation Systems that earn their cost Learn more → 02 Website Development Built to convert, and to be cited Learn more → 03 AI Strategy The organizational brain your growth runs on Learn more → Gold HubSpot Partner Fit HubSpot to the way your revenue works Learn more → ### 03 The Stack the Plan Runs On Customer technology is every system a buyer touches, and every system that remembers them. Three layers, built in the order the plan needs them, not the order the software is easiest to buy. A brilliant strategy on a broken stack still fails We make sure the systems actually carry the plan, and speak one revenue language while they do it. Roadmap, selection and dashboards are 100-Day Accelerator deliverables. The three layers are the three Customer Tech practices. The roadmap is a day-30 deliverable. Selection and implementation wait until the definitions are agreed, because automation built on unclear stages makes the problem faster. Website Website development builds the site to convert, and structures it so AI assistants can read, trust and cite it. Your buyers now meet you in an AI answer before they ever reach your site, and a robots.txt, an llms.txt and clean structured data decide what that answer says. CRM CRM and marketing automation starts with one revenue language: stages, definitions, handoffs and the reporting that makes results legible, then automation. HubSpot Gold partner; also Salesforce, Microsoft Dynamics 365, Zoho, Pipedrive, NetSuite, Marketo, ActiveCampaign and Mailchimp. AI AI strategy builds the organizational brain: one shared memory of accounts, deals, attempts and economics that every function reads before it decides and writes back to afterward. AI at the center of the decision, not bolted onto the inbox. HubSpot As a HubSpot Solutions Provider at Gold tier, we configure the four hubs a revenue engine runs on around your go-to-market, then operate them beside your team until they own them outright. ### 04 What It Draws On, What It Hands On What it draws on - The plan’s segments, stages and targets from Strategy Practices - The pipeline definitions the revenue team agrees to, from Revenue Accelerators - The systems you already own, which is where the build starts - Real call, deal and campaign data, not the process on paper What it hands on - One shared view the whole revenue team decides from - The evidence the plan is revisited against each quarter - The record and the dashboards a new full-time leader inherits - A memory that compounds with every decision it informs ### 05 Proof Financial Services | Insurance ### From Search-Led Acquisition to AI-Enabled Growth Decisioning CPA down 30% and growth rates up 32%, on a proprietary cross-platform intelligence layer. AI & Growth Analytics · Mid-Market or PE-Backed ### Building a DTC Acquisition Engine That Scales Beyond Legacy Channels Several record-setting new-business months, on a broader and better-forecast acquisition engine. Demand Generation · Mid-Market or PE-Backed ### 06 Questions We Get What is customer technology? Every system a customer touches and every system that remembers them: the website and what AI assistants read from it, the CRM and marketing automation that carry a buyer from first touch to renewal, and the AI layer that turns what those systems know into decisions. At Mahdlo it is one practice area, because the three have to speak one revenue language. Which CRM and marketing automation platforms do you work in? HubSpot, where Mahdlo is a Gold Solutions Provider, and Salesforce, Microsoft Dynamics 365, Zoho, Pipedrive and NetSuite. For marketing automation, HubSpot Marketing Hub, Marketo, ActiveCampaign and Mailchimp. The recommendation is not shaped by what we resell, because we resell nothing. Do we need a new CRM? Usually not. Most CRM problems are definition problems: stages that mean different things to different teams, fields nobody fills in, reports nobody trusts. Those are fixed on the platform you own. A migration is recommended only when the platform itself is the constraint. How is this different from a martech agency or implementation partner? An implementation partner configures software to a specification. Here the specification comes from the growth plan, the executive who wrote the plan owns the outcome, and the systems are operated beside your team until they own them. Strategy first, then the build. Where does AI fit in the stack? On top, as the organizational brain: one shared memory that every function reads before it decides and writes back to afterward. It is assembled from the systems you already run, and it only works when the definitions underneath it are clean, which is why CRM comes first. ### Ready to talk? Thirty minutes is usually enough to know which practice area your growth problem actually needs. Schedule a conversation Practice areas All Practices → 01 Strategy Practices → 02 Revenue Accelerators → 03 Customer Tech ● 04 People Practices → Where this starts Fractional CMO services Fractional CRO services 100-Day Accelerator How we work → ------------------------------------------------------------------------ # CRM and Marketing Automation Source: https://www.mahdlo.net/crm-marketing-automation ------------------------------------------------------------------------ Practices / Customer Tech / CRM & Marketing Automation Customer Tech 01 / 03 ### CRM & Marketing Automation Automation amplifies whatever you give it, including the confusion. A CRM nobody trusts and automation nobody understands are worse than no system at all. Whichever platform you run, we define how your revenue actually works first, then build the system around it, and stay accountable for whether people use it after launch. The input decides the output. So the process comes first. ### 01 What This Practice Is A CRM is the system of record for every account, contact, deal and customer. Marketing automation is the set of rules that act on that record: routing a lead, scoring it, moving it between stages, sending the next message. CRM implementation is making both of them run the way your revenue actually works. The software is the easy part. The hard part is the model underneath it: what counts as a qualified lead, what each pipeline stage means, who owns an account at each handoff, and which numbers leadership will trust. Get those wrong and the best-configured system in the world produces reports nobody believes. That is why this sits with an executive rather than an administrator. We own the business outcome of the system, not just the build, and we stay until your team prefers it to a spreadsheet. ### 02 Why Systems Get Routed Around One The tool arrived before the process A platform is bought to fix unclear ownership and inconsistent stages. It cannot, so the unclear process gets formalized in software and runs faster. Two Every team has its own definitions Marketing calls a form fill qualified. Sales requires a verified buying process. The reports can never agree, and every pipeline review becomes an argument about data. Three More tools, more places to break Systems that do not talk to each other, data kept in several places, and each new tool adding another definition of the same thing. Four Nobody owns it after launch The implementation partner leaves, fields drift, and within two quarters the team is back in spreadsheets with a CRM they still pay for. ### 03 One Revenue Language Before anything is configured, sales, marketing and customer success agree the definitions the system will enforce. This is the step most implementations skip, and the reason most of them are routed around. Lifecycle stages What moves a contact from lead to customer, and who decides. Qualification The evidence a lead needs before sales accepts it. Pipeline stages Exit criteria based on what the buyer did, not what the rep felt. Forecast categories What commit, best case and pipeline actually mean here. Handoffs Who owns the next action, and what must be on the record when they take it. Churn and expansion Defined once, so retention numbers mean the same in every room. ### 04 How the Work Runs Ninety days to a working operating rhythm, with automation deliberately last. The first thirty days build nothing at all. AUTOMATION COMES LAST Automation should amplify a clear process, not formalize confusion. Until the process is proven, nothing gets built on top of it. Fix the highest-friction point first. For one company that is pipeline stages, for another it is lead routing or customer handoffs. Quick wins in days 31 to 60 matter because they prove the new discipline improves performance without slowing the business down. ### 05 Where You Are Now Most companies move through four stages. Maturity is not tool count and it is not effort. It is whether revenue strategy turns into repeatable execution. Reactive Manual reporting, definitions that vary by team, and pipeline reviews spent arguing about the data. Emerging Core systems in place and a RevOps owner, still spending too much time cleaning data and answering ad hoc asks. Integrated Agreed cross-functional metrics, consistent stages, and planning connected to execution and reporting. Optimized Scenario-based planning, with capacity, coverage and conversion modeled with discipline. How to assess it honestly, and how we measure the work. - Can leadership explain the forecast gap - Are stage definitions objective and enforced - Do handoffs happen without friction - Can problems be acted on this quarter - Do managers actually use the definitions - Is the reporting trusted in the room Forecast accuracy is the first of these we look at. If nobody can explain the gap between forecast and actual with confidence, the system is less mature than the tool list suggests. ### 06 The Platforms We Work In We work inside most major CRM and marketing automation platforms, and we do not sell you a new one to make the engagement easier. If the system you already pay for can run your revenue model, we make it do that. If it cannot, we will say so plainly. CRM - Gold partner HubSpot - Salesforce - Microsoft Dynamics 365 - Zoho CRM - Pipedrive - Oracle NetSuite Marketing automation - Gold partner HubSpot Marketing Hub - Salesforce Account Engagement - Adobe Marketo Engage - ActiveCampaign - Mailchimp On HubSpot, we go further. Mahdlo is a HubSpot Solutions Provider at the Gold tier, listed in the HubSpot Solutions Directory, and we run our own business on the same platform. The six workstreams and four hubs we implement are set out on our HubSpot partner page . Everywhere else, the method is the same: one revenue language, the process before the build, and ownership after launch. None of that depends on whose logo is on the login screen. ### 07 Questions We Get What is CRM implementation? CRM implementation is setting up a customer relationship management system so it reflects how a company actually sells and serves customers: lifecycle and pipeline stages, qualification rules, data fields, routing, automation and reporting. A good implementation starts with agreed definitions and ends with the team using the system, not just with the software configured. What is the difference between a CRM and marketing automation? A CRM is the system of record for accounts, contacts, deals and customers. Marketing automation is the set of rules that act on that record, such as scoring and routing leads, moving contacts between stages, and sending the right message at the right time. Automation is only as good as the CRM data and the process underneath it. Which CRMs do you work with? Most major platforms, including Salesforce, HubSpot, Microsoft Dynamics 365, Zoho CRM, Pipedrive and NetSuite, and marketing automation in HubSpot, Salesforce Account Engagement, Marketo, ActiveCampaign and Mailchimp. We are a Gold tier HubSpot Solutions Provider, and the method, agreed definitions first and automation last, is the same on every platform. Should we choose HubSpot or Salesforce? We work in both, so this is a fit question rather than a sales one. Salesforce tends to suit larger organizations that need deep customization and have the administrators to maintain it. HubSpot tends to suit small and mid-sized companies that value ease of use and fast adoption. The better question is which one your team will actually use, because a platform people route around costs more than either license. Do we have to switch CRMs to work with you? No. Most engagements work inside the system you already have. Replacing a CRM is expensive and disruptive, so we only recommend it when the platform genuinely cannot run your revenue model, and we will show you why before anyone signs a new contract. We already own HubSpot and nobody uses it. Can you fix that? Usually, and it is one of the most common engagements. It starts with the baseline, not a rebuild, because an unused system is almost always a definitions and ownership problem before it is a configuration problem. How long does it take? About ninety days to a working operating rhythm: thirty to establish the baseline, thirty to fix the highest-friction foundations, and thirty to run the management cadence and measure adoption. Advanced automation comes after that, if the evidence supports it. What does it cost? Cost scales with the state of the current system and how much of the revenue model needs defining before anything is built. Thirty minutes on a call is usually enough to size it. ### Ready to talk? Thirty minutes is usually enough to know whether this is the right practice for you. Schedule a conversation Customer Tech CRM & Marketing Automation ● Website Development → AI Strategy → All of Customer Tech → Where this starts Fractional CMO services Fractional CRO services All practices → ------------------------------------------------------------------------ # Website Development Source: https://www.mahdlo.net/website-development ------------------------------------------------------------------------ Practices / Customer Tech / Website Development Customer Tech 02 / 03 ### Website Development Your buyers now meet you in an AI answer before they ever reach your site. Most website projects optimize for launch day. We build around the go-to-market strategy the site is supposed to support, for the buyers who visit and for the answer engines that decide whether they hear about you at all. Build for one and you lose the other. ### 01 What This Practice Is Website development here means building the site your go-to-market plan needs: structured around how your buyers actually move toward a decision, saying what sales wants them to hear, and proving it with the evidence they look for before they will talk to anyone. A site designed without that input looks good and converts nothing. It is usually the first serious impression a buyer gets, and increasingly it is also the source an AI assistant reads when someone asks it who to hire. Both readings have to land. That is why this practice sits with an executive who owns the site's business impact, not a studio that owns its launch date. ### 02 Signs Your Site Is Holding Back Growth One Traffic arrives and does not convert Visitors come from the right places and leave without acting, because the page answers a question they were not asking. Two The business changed and the site did not New segments, new offers, new pricing, and a homepage still describing the company of three years ago. Three Sales will not send prospects there When your own team routes around the site with PDFs and decks, it is telling you the site costs deals. Four AI assistants describe you wrongly, or not at all Ask one who to hire for what you do. If you are missing, or described in last year's terms, buyers are getting the same answer. ### 03 Built for Answer Engines, Too Answer engine optimization is making a website easy for AI systems like ChatGPT, Claude, Perplexity and Google's AI Overviews to read, trust and cite. Search optimization earns a ranking. Answer engine optimization earns a mention inside the answer itself, which is increasingly where a buyer's shortlist gets made. In practice it means pages that answer real questions directly, structured data that tells machines what each page is, consistent facts about the company everywhere they appear, and explicit permission for AI crawlers to read the site. We did it on our own site first. All of this is live on mahdlo.net and you can check it: - An llms.txt index of every practice, and a full-text companion file carrying the readable content of every page it lists. - Structured data on every rebuilt practice page, describing the service and answering its most-asked questions. - A robots.txt that names seven AI crawlers and deliberately allows each one. - Each practice page opens with a plain definition an assistant can quote without rewriting. ### 04 How the Work Runs Four stages. The strategy comes before the design, and the measurement never really stops. BUILT FOR THE MOMENT BEFORE THE VISIT A site answer engines can read, trust and cite is part of the build, not an add-on after launch. There is no launch-day finish line. What stage four learns feeds back into stage two for as long as the engagement runs. Most redesigns start at stage three. Starting at stage one is why the site ends up converting rather than just looking current. ### 05 The Platforms We Build On We build on the platform that fits the business and the team that has to run it, not the one we happen to prefer. Most mid-market sites belong on a platform marketing can change without a developer. Enterprise sites often need the governance, localization and integration depth of an enterprise CMS. Mid-market - Gold partner HubSpot Content Hub - WordPress - Webflow Enterprise - Adobe Experience Manager - Sitecore - Contentful - Drupal HubSpot Content Hub is where our depth runs deepest. Mahdlo is a Gold tier HubSpot Solutions Provider, and the HubSpot work is set out on our HubSpot partner page . ### 06 Built In From Day One These are not a later phase or a separate invoice. A site missing any of them costs you buyers you never hear about. Speed Page weight and third-party scripts kept in check, because slow pages lose visitors before they read a word. Mobile Legible, tappable and fast on a phone, where most first visits now happen. Security A hardened CMS, current plugins and clean SSL. The most common CMS is also the most attacked. Accessibility Built toward WCAG, because an inaccessible site shuts out buyers and carries legal exposure. Technical SEO Clean structure, indexable pages and metadata that says what each page is for. Structured data Machine-readable descriptions of your services and answers, for search and for AI. Want a baseline first? Grade your current site on performance, SEO, mobile, security and conversion in about sixty seconds. Grade my website ### 07 How It Gets Measured Launch is not a result. These are: - Conversion rate by page and by source - Qualified pipeline the site produced - Sales using the site in live deals - Mentions and citations in AI answers - Page speed on mobile - Accessibility issues found and fixed The telling one is whether sales sends prospects to the site unprompted. It is the most honest vote of confidence a website can get, and it shows up before the conversion numbers settle. ### 08 Questions We Get What is answer engine optimization? Answer engine optimization, or AEO, is making a website easy for AI systems such as ChatGPT, Claude, Perplexity and Google's AI Overviews to read, trust and cite when they answer a question. It relies on pages that answer questions directly, structured data, consistent facts about the company, and allowing AI crawlers to access the site. How is answer engine optimization different from SEO? SEO aims to rank a page in a list of search results. AEO aims to have your company named or quoted inside the answer an AI system gives. They share foundations like clean structure and technical health, but AEO puts more weight on direct answers, structured data and being described consistently across the web. When does a website redesign make sense? When the business has changed and the site has not, when traffic arrives but does not convert, or when your sales team avoids sending prospects to it. A redesign for its own sake rarely pays back. A redesign tied to a new go-to-market plan usually does. Can you improve our site without a full rebuild? Often. Structured data, direct answers, speed and conversion fixes can all be made on an existing site. We start with a baseline and recommend a rebuild only when the current platform or structure genuinely cannot support the plan. Which platforms do you build on? HubSpot Content Hub, where we are a Gold tier HubSpot Solutions Provider, and WordPress and Webflow for most mid-market sites. For enterprise sites that need governance, localization or a headless architecture, we build on Adobe Experience Manager, Sitecore, Contentful and Drupal. We recommend the platform your team can actually run. How is this different from a fractional CMO who handles the website? This practice owns the website strategy specifically, with the same accountability for business results as any Mahdlo engagement. It often runs inside a fractional CMO engagement rather than instead of one. What does it cost? Cost scales with the size of the site, how much of the go-to-market strategy already exists, and whether we are rebuilding or improving. Thirty minutes on a call is usually enough to size it. ### Ready to talk? Thirty minutes is usually enough to know whether this is the right practice for you. Schedule a conversation Customer Tech CRM & Marketing Automation → Website Development ● AI Strategy → All of Customer Tech → Where this starts Fractional CMO services Fractional CRO services All practices → ------------------------------------------------------------------------ # AI Strategy Source: https://www.mahdlo.net/ai-strategy ------------------------------------------------------------------------ Practices / Customer Tech / AI Strategy Customer Tech 03 / 03 ### AI Strategy Build the organizational brain, not a faster inbox. Most companies use AI to do the same work faster. We use it to change how decisions get made. In every practice, from strategy to execution to measurement, we put AI at the center of the calls that move growth, working from one shared memory of what your company knows. Every result writes back, so the next decision starts smarter. ### 01 Efficiency Is the Smallest Thing AI Does Nearly every company now uses AI. Very few can see it in their results. 80% of respondents say AI has improved their own productivity. 37% attribute any EBIT impact to AI at all, unchanged from a year earlier. 6% are high performers, with at least 5 percent of EBIT coming from AI. Source: McKinsey & Company, The state of AI in 2026 , a survey of 1,719 respondents. About 80 percent of companies, high performers included, use AI to pursue efficiency. What separates the high performers is that most of them also use it to pursue growth and innovation, and nearly three-quarters have fundamentally redesigned how the work gets done, against one-quarter of everyone else. The gap is not adoption. It is where AI sits. Bolted onto existing tasks, it saves minutes. Placed at the center of how the company decides, it changes which segment you pursue, which deals you believe, and where the next dollar goes. If AI is not shaping those calls, you have a licensing agreement, not an AI strategy. ### 02 What an Organizational Brain Is An organizational brain is one shared layer that holds what your company knows about its customers, its deals, what it has tried, and its economics. Every function reads it before it decides and writes back to it afterward, so each decision starts where the last one finished. The decision itself stays with an accountable executive. Most companies have the pieces and none of the whole. Marketing has a content tool, sales a prospecting assistant, service a chatbot and finance a forecasting model. That is four tools and four memories, and none of them can see the handoffs where growth is actually lost. Not a data warehouse A warehouse stores and reports. A brain is consulted at the moment of the decision. Not a dashboard A dashboard reports the quarter after it ends. A brain informs the call while there is still time to change it. Not a chatbot A chatbot answers one person and forgets. A brain remembers what was tried, why, and what happened. Not a software purchase It is an operating model, assembled from the systems you already run and held in place by the executive who uses it. ### 03 AI in Every Practice There is no separate AI project running beside the engagement. AI is built into the work of every practice, across the three things every growth plan needs. AI handles the volume of evidence. The executive makes the call and stays accountable for it. Strategy, execution and measurement stop being separate phases with separate tools. They become one loop, running on one memory. Strategy Market and competitor research compressed from weeks into days, segments ranked on evidence, and scenarios modeled before the budget is committed, in go-to-market planning , business transformation and international expansion . Revenue Revenue Acceleration puts AI at the center of pipeline and forecast decisions. In the contact center it means agent assist and clean knowledge, not bots bolted onto broken processes. Customer Tech CRM and marketing automation built on definitions clean enough for AI to trust, and websites structured so AI assistants can read, trust and cite you. People AI-assisted mapping and calibration compress competency model development from months into weeks. ### 04 The Decisions It Changes We start by naming the two or three decisions worth changing first. These are the ones that come up most, across practices. The decision How it gets made now With the brain underneath Which market or segment to pursue next The loudest recent win, argued at an offsite. Ranked on what converts, what it costs to win, and what it retains. Which initiatives to fund, and which to stop Last year’s list, carried forward. Scored against named owners, progress and demonstrated return. Which deals are real A stage field updated before the forecast call. Judged on how deals that closed, and deals that did not, actually behaved. What customers tell service that sales never hears Buried in call notes nobody reads. Patterns from hundreds of calls reach the account team and the next campaign. Where the next dollar goes Last year’s split, adjusted. Modeled against the return each channel has demonstrated. −30% cost per acquisition +32% growth rate A specialty insurer with data it was not using. Growth ran on search marketing and manual analysis. We built an intelligence layer that brought performance signals together across search, paid social and programmatic platforms, used customer data to define segments that mattered commercially, and moved reporting from backward-looking summaries to forward-looking decisions about where to invest, test, scale or pull back. The lasting asset is the layer itself, owned by the company rather than by a platform or an agency. Read the case study ### 05 How We Build It in 100 Days Trying to make everything AI-enabled at once is the most reliable way to finish with nothing in production. The work runs on the same Plan, Activate and Accelerate structure as the 100-Day Accelerator . Plan · Days 1 to 30 Name the decisions. Baseline how they are made today and audit the data underneath them. Activate · Days 31 to 70 Build the memory under those decisions from approved sources, and pilot it with one team. Accelerate · Days 71 to 100 Wire it into pipeline reviews, forecast calls and planning. Decide what scales. Sustain · After day 100 Expand to the next decisions as the first ones earn it. Every result writes back. You do not need perfect data to begin. You need enough consistency to trust the decisions AI informs, and fixing stage definitions and CRM hygiene is part of the work, not a precondition for it. How to Launch AI Sales Workflows in 90 Days shows what one team can have standing by the end. ### 06 How It Gets Measured Licenses, summaries and hours saved are inputs. We keep two scorecards, because a popular tool can fail to move the business and a quiet one can move it a lot. Adoption scorecard - Eligible and active users - Review and approval rates - Error and exception rates - Managers using the insight in reviews Commercial scorecard - Conversion and win rates - Sales cycle length - Forecast accuracy and variance - Cost of acquisition The test for every use case. Name the decision that will be made differently. If the only answer is that the same decision will be made sooner, it is a productivity project, and it should be funded like one. ### 07 What Stays Human Judgment, relationships and negotiation. The brain makes the evidence available and keeps it current. It does not decide, and an executive who defers to it has made the same mistake as one who ignores it. That is why this work is led by a fractional CMO or CRO in the seat, not sold as software. Guardrails are set before anything goes live: which sources the system may use, which sensitive data it may not, where a person approves the output, and how privacy, bias and security risks are scored. A Guide to Building a Gen AI Scorecard covers how. We run it ourselves. Mahdlo’s own engagement system works this way. Discovery, personas, value proposition and the revenue plan all write into one shared brief, and the go-to-market plan reads from it. No advisor starts from a blank page, and nothing gets decided twice. ### 08 Questions We Get What is an organizational brain? An organizational brain is a shared layer that holds what a company knows about its customers, deals, past attempts and economics, and that every function reads before it decides and writes back to afterward. Unlike a data warehouse, which stores and reports, it is consulted at the moment of the decision, so each decision starts better informed than the last. What is an AI strategy? An AI strategy decides which business decisions AI should change, what the company needs to know to change them, and how the result will be measured. A strong one starts with two or three high-value decisions rather than a tool rollout, and it pursues growth as well as efficiency. Isn't AI mainly about efficiency? Efficiency is where most companies start, and where most stop. In McKinsey's 2026 State of AI survey, about 80 percent of companies pursue efficiency with AI, but most of the 6 percent seeing significant financial impact also pursue growth and innovation, and nearly three-quarters of them have redesigned how the work gets done. Do we need an AI readiness assessment before we start? Not a separate one. The first thirty days work as a readiness assessment aimed at specific decisions: how each is made today, what data sits underneath it, and what has to be cleaned up before AI can be trusted to inform it. You do not need perfect data to begin. Do you sell AI software? No. Mahdlo is a fractional executive firm, not a reseller. The tooling is matched to the systems you already run, and where a gap needs more, our partner network adds the capability: AI enablement that brings a whole business onto AI-powered ways of working, and revenue intelligence that turns complex data into clear next steps. The work is deciding which decisions should change, assembling the layer that informs them, and holding the organization to using it. How is this different from Revenue Acceleration? Revenue Acceleration applies the organizational brain to revenue decisions: pipeline, forecast and where the next dollar goes. AI Strategy covers how the same approach runs through every practice, including strategy, customer technology, the contact center and people. How long before it changes anything? The first decisions change inside the first hundred days. We name the two or three with the most leverage, build the evidence underneath those, and leave the rest until they have earned their turn. Does AI replace executive judgment? No. AI handles the volume of evidence. The executive makes the call and remains accountable for it, which is why the work is led by a fractional CMO or CRO rather than delivered as software. How do you keep AI use safe? Guardrails come before launch: approved sources of truth, sensitive data excluded from the start, a person approving anything customer-facing, and privacy, bias and security risks scored for each use case and revisited as regulations change. ### Ready to talk? Thirty minutes is usually enough to know whether this is the right practice for you. Schedule a conversation Customer Tech CRM & Marketing Automation → Website Development → AI Strategy ● All of Customer Tech → Where this starts Revenue Acceleration 100-Day Accelerator Fractional CMO services Fractional CRO services All practices → ======================================================================== ## People Practices ======================================================================== ------------------------------------------------------------------------ # People Practices Source: https://www.mahdlo.net/people ------------------------------------------------------------------------ Practices / People Practices Practice area 04 04 / 04 ### People Practices Talent. Growth. Impact. A growth strategy is only as good as the people running it. These three practices set the bar for what good looks like, develop the leaders already in the seat, and find and onboard the executive who runs the plan when the engagement ends. Most engagements draw on more than one area, and one executive stays accountable for the whole. ### 01 Where It Fits This practice area answers the fourth week-one question: do you have the right people in place, and are they deployed effectively? The blocker it removes is the team and resource gap: roles that were never defined, leaders who were never developed, and a seat that sits empty while a search drags on. The question we ask in week one The blocker it exposes The practice area that removes it Is your team focused on the right initiatives to drive growth? Disconnected strategies Strategy Practices decide where to play Are your growth teams moving fast enough to outpace competitors? Slow pipeline velocity Revenue Accelerators run the plan Do you have the right customer technologies to support your goals? Tech friction Customer Tech build what it runs on Do you have the right people in place, deployed effectively? Team and resource gaps People Practices put the right people in the seats The four questions are the Growth Assessment Checklist run in week one of the 100-Day Accelerator, and the blockers are the four it is built to remove. ### 02 In This Practice Three services, from people who have held the seats they coach and recruit for. 01 Executive Coaching Coaching from people who have done the job Learn more → 02 Executive Recruiting and Onboarding Built for the fractional-to-full-time handoff Learn more → 03 Competency Model Development Define what good looks like Learn more → ### 03 Who Runs the Plan, and Who Runs It Next Every fractional engagement is a leadership story with a beginning and an end. The executive takes the seat on day one, and most engagements are designed to hand the seat to a full-time leader. The three practices are the three moves that make that arc work. A growth strategy is only as good as the people running it The executive who runs the plan sets the bar, develops the team, and recruits the leader who takes over. Recruiting usually starts while the fractional engagement is still running, so the new leader walks into a working plan, not a vacancy. Coaching can carry the new leader through the first quarter in the seat. The bar is set early so hiring, coaching and promotion decisions use the same standard after we leave. The bar Values tell people how to act and OKRs tell them what to hit. Almost nothing tells them what it takes to get there. Competency model development writes that down, in four to six weeks, as one standard for hiring, coaching and promotion. The leaders Executive coaching from operators who have held CEO, CRO and CMO seats, for founders becoming CEOs, new executives in their first quarter, and the next generation of leaders. A goal, a rhythm, and an end. The successor Executive recruiting and onboarding defines the role from the work we have been doing with you, finds and recruits the leader through our operator network, and stays through a 90-day onboarding plan while the fractional executive is still in the seat. The seat is never empty. ### 04 What It Draws On, What It Hands On What it draws on - The roles and resourcing model the plan names, from Strategy Practices - What the revenue engine needs each role to actually do, from Revenue Accelerators - The systems and record a new leader inherits, from Customer Tech - Months of operating context on the team, not a job description What it hands on - Leaders in place who can run the plan without the fractional executive - A full-time CMO, CRO or revenue leader who owns the plan after the handoff - One standard for hiring, coaching and promotion that outlasts the engagement - A clean end to the engagement, which is how most are designed ### 05 Proof Financial Services | Insurance ### Replacing Siloed Execution With Centers of Excellence and Go-to-Market Pods Clear ownership of capabilities and of markets, and one way to prioritize the work. Operating Model Design · Mid-Market Consumer & Retail ### Five Competing Brands, One Focused Growth System Year-over-year growth on only 15% more ad spend, from a portfolio cut from five brands to three. Brand Development · PE-Backed ### 06 Questions We Get What are the People Practices? Three services for the people who run a growth plan: competency model development, which defines the skills that predict performance; executive coaching from operators who have held the seat; and executive recruiting and onboarding, which finds and onboards the full-time leader who takes over when a fractional engagement ends. Why start with a competency model? Because values say how people should act and OKRs say what they should hit, and almost nothing says what it takes to get there. Writing that down gives hiring, coaching and promotion one standard, and it is the piece that breaks first as a company scales. Can executive coaching run on its own? Yes. Coaching runs inside a fractional engagement, where the executive coaches the team already in place, and as its own engagement for a founder becoming a CEO, a newly promoted executive, or a next-generation leader. Either way it has a goal, a rhythm and a defined end. When should we start recruiting the full-time leader? When the growth model is proven and the scope needs a leader every day. Start while the fractional engagement is still running, because executive searches take months and the overlap between the outgoing and incoming leader is what makes the handoff smooth. Is this HR consulting? No. It is leadership work for the growth plan: who runs it, how well, and who runs it next. Compensation, benefits and HR policy are not part of it. ### Ready to talk? Thirty minutes is usually enough to know which practice area your growth problem actually needs. Schedule a conversation Practice areas All Practices → 01 Strategy Practices → 02 Revenue Accelerators → 03 Customer Tech → 04 People Practices ● Where this starts Fractional CMO services Fractional CRO services 100-Day Accelerator How we work → ------------------------------------------------------------------------ # Competency Model Development Source: https://www.mahdlo.net/competency-model-development ------------------------------------------------------------------------ Practices / People Practices / Competency Model Development People Practices 03 / 03 ### Competency Model Development Define what good looks like. Your values tell people how to act. Your OKRs tell them what to hit. Almost nothing tells them what it takes to get there. We define it with your leadership team and build it into hiring, coaching and promotion. Values set the how. OKRs set the what. The skills that close the gap rarely get written down. ### 01 A Complete System Needs Three Parts Most companies have two of them. Most companies build two-thirds of a performance system. Values set the how . OKRs set the what . The skills that close the gap between them, the who , rarely get written down at all. That is the piece that breaks first as you scale. It’s the piece we build with you. The how Values Your standard for how people treat each other, make decisions, and represent the company. The what OKRs & KPIs Your targets: the revenue, growth, and retention numbers you measure against. The who, usually missing Competencies The skills, behaviors, and judgment it takes to hit those targets without breaking those values. Leave it undefined and execution quietly comes apart as you grow, and nobody can say exactly why. 4–6 wks Typical engagement. 3 phases Align, calibrate, roll out. 1 standard Hiring, coaching, promotion. ### 02 Gut Feel vs. a Calibrated Model The same six decisions, run two ways. This is the whole argument for doing the work. Decision On gut feel With a calibrated model Screening Résumés get read for pedigree. Every reviewer likes a different candidate for a different reason. Every candidate is read against the same short list of competencies. Disagreement becomes evidence, not opinion. Interviews Six interviewers ask six versions of the same question and compare impressions afterward. Each interviewer owns two competencies and scores against defined behaviors. Coverage is deliberate. The decision “Strong yes. Great culture fit.” “Strong on business insight, thin on managing ambiguity, and here is the ramp plan for it.” Coaching Feedback arrives as impressions, twice a year, after the number already slipped. Managers coach to a named behavior at a named level, in the week it matters. Promotion The loudest advocate wins the case. Everyone else quietly learns how the game is played. The person demonstrating the next level’s competencies gets it, and the room can see why. When it isn’t working Nine months of hoping, then a surprise exit nobody documented. A named gap, a written plan, a date. The outcome is fair either way. ### 03 A Competency Isn’t Pass or Fail OKRs are binary: hit or miss. Values are yes or no. A competency lives on a spectrum, and the end most teams never look at is the one that quietly stalls them: a strength used past its usefulness. Less skilled Absent, or working against the team. A gap to develop. Skilled The bar. Reliable, enough to run the plan as written. Talented A genuine strength others don’t have. Worth protecting. Overused The same strength, past the point of usefulness, now costing something else. ### 04 Values and OKRs Both Hit a Ceiling Both are necessary. Neither is enough. Values tell people who to be - They’re aspirational, not actionable. “Collaborative” tells nobody what to do in a hard conversation. - Everyone can recite them. Almost nobody can demonstrate them on demand. - They rarely touch hiring, coaching, or promotion, so they never shape behavior. - They measure character, not capability. The right values with the wrong skills still misses. OKRs tell you when, not why - They lag. By the time the number turns red, the skill gap behind it has compounded for months. - They create pressure without a development path: teams pushed at targets they were never equipped to hit. - They measure the destination, never the capability to reach it. - Hitting the number once doesn’t make it repeatable. Nothing turns a win into a standard. Values + OKRs alone Early gains, then a plateau. The team knows who to be and what to hit, but not what it has to get better at to keep climbing. With competencies named The same team, now building the specific capabilities the plan requires. The ceiling lifts because the constraint was capability, not motivation. The ceiling Where raising the target stops working. Most teams hit it and reach for a bigger OKR. A competency model is what turns values into behavior and OKRs into a repeatable capability, instead of a target you either hit or you didn’t. ### 05 Three Signals It’s Time No shared definition of “good” Your leadership team debates candidates for an hour and still can’t name what they’re measuring. Hiring faster than you can agree Headcount is growing quarterly and the bar moves with whoever ran the last loop. Gut feel no longer defensible A board, a PE sponsor, or your own promotion cycle now needs a standard you can show. ### 06 Four Factors, Not a Library We start from a validated, research-backed competency framework, the Korn Ferry Leadership Architect, then narrow it with your leadership team to the handful that actually predict performance in your business. Four factors keep the result usable instead of academic. Thoughts Understanding the business, making complex decisions, creating the new and different. Results Taking initiative, managing execution, holding focus on performance. People Building real relationships, optimizing diverse talent, influencing without authority. Self Being authentic, staying open, staying flexible when the plan changes. A whole library, narrowed to the handful your plan needs. Dozens of competencies exist. A team can work on five or six. Knowing which five or six fit your plan, your market and your team is the work. Commit to five or six, one owner each, one review date. ### 07 Four Dynamics of a Championship Team This practice is the Skills piece. We build it with the other three in view, because a model that ignores structure or dynamics doesn’t survive contact. 01 Accomplish The goals the business actually has to hit. 02 · This practice Skills The capability required to get there, defined and calibrated. 03 Structure The roles, comp, and reporting lines that make it possible. 04 Dynamics The trust that makes the standard stick. What a breakthrough team requires. Competencies give you the shared language for these five. They don’t replace them. - Affinity. Real relationships, not just working ones. - Ownership. Accountability nobody has to assign. - Interdependence. The team wins or loses together. - Purpose. A reason to push past average. - Risk. The safety to take it. ### 08 Three Phases, Four to Six Weeks One standard for every people decision Hiring, coaching and promotion read from the same short list, so the bar stops moving with whoever ran the last loop. Built with your CEO or functional leader and the three to six people who make hiring and promotion calls. Each phase produces something the next one uses, and the last one puts the model to work in the decisions it was built for. Align Set three to four organizational goals with your leadership team, then define what foundational, transformative, and breakthrough performance looks like against each one. Select & calibrate Narrow the framework to the competencies that predict performance in your function, and define what each one looks like at every level. Roll out Build the model into hiring scorecards, interview guides, and coaching conversations, so it runs decisions instead of sitting in a deck. ### 09 Deliverables - A calibrated competency framework mapped to your organizational goals - Level-specific behavioral indicators for every competency - Interview guides and hiring scorecards built on the framework - A coaching and development guide managers will actually use - Integration guidance for your existing performance review process Competency model vs. job description. A job description lists duties. A competency model defines what performing those duties at a high level looks like: the behaviors and judgment that separate an average hire from a top one. One says what the role covers; the other says what excellence in it looks like. The model sets the bar that executive recruiting and onboarding hires against and that executive coaching develops toward. ### 10 Why Us Operators, not theorists Built by executives who have hired, coached, and managed out against these competencies themselves. Tied to go-to-market Competencies mapped to what your revenue strategy actually needs from the team this year. Strategy executed A model built to run hiring and performance decisions, not to sit in a binder. AI-accelerated AI-assisted mapping and calibration compress a multi-month process into weeks. More on how in AI strategy . ### 11 Questions We Get What is a competency model? A framework that defines the skills, knowledge, and behaviors required to perform a role at a high level. It guides hiring, coaching, and promotion decisions. How is it different from our values or OKRs? Values define how you want people to behave. OKRs define what you need to hit. A competency model defines the skills required to close the gap between the two: the connective tissue most companies never write down. How long does it take? Four to six weeks across three phases: align on organizational goals, select and calibrate competencies with your leadership team, then roll the framework into hiring and coaching. How is this different from a generic HR competency library? Off-the-shelf libraries give you definitions. We calibrate those definitions to your business goals and your leadership team's read on what predicts performance, so the model reflects your organization, not a template. Can it integrate with our existing performance reviews? Yes. We build the framework to plug into whatever review process you already run, rather than requiring you to replace it. Who needs to be involved? Your CEO or functional leader, plus the three to six people who make hiring and promotion calls. Calibration only holds if the people using the model help build it. ### Define what good looks like Thirty minutes is usually enough to know whether this is the right practice for your team. Schedule a conversation People Practices Executive Coaching → Executive Recruiting and Onboarding → Competency Model Development ● All of People Practices → Where this starts Fractional CMO services Fractional CRO services 100-Day Accelerator All practices → ------------------------------------------------------------------------ # Executive Coaching Source: https://www.mahdlo.net/leadership-coaching ------------------------------------------------------------------------ Practices / People Practices / Executive Coaching People Practices 01 / 03 ### Executive Coaching Coaching from people who have actually held the seat. Most executive coaching comes from people who have never run the function they are coaching you on. Ours comes from operators who have built and scaled the kind of organization they are now coaching you through, and who can tell you what is about to go wrong before it does. Each one is a new job that looks like the old one. ### 01 What Executive Coaching Is Executive coaching is structured one-to-one development for a leader who is already in the role, built around the decisions and pressures in front of them right now rather than a generic curriculum. It sharpens judgment, surfaces blind spots, and prepares a leader for the moments that decide how their tenure goes. It develops the person in the seat. That is the difference from a fractional executive engagement, which puts an experienced executive in the seat directly. Many companies need one, some need both, and part of the first conversation is working out which. Ours is delivered by the same network of operators who run Mahdlo's fractional engagements, people who have held CEO, CRO and CMO titles and been accountable for the number. ### 02 Why Coaching From Operators Is Different A career coach can help with confidence. An operator can also tell you what is about to go wrong in your next board meeting. Pattern recognition They have seen this quarter before A forecast that slips every Monday, a team that stopped escalating bad news, a board growing impatient. An operator recognizes the pattern early because they have lived it. Honest feedback A peer with no agenda Your team has a stake in what they tell you. Your board has a stake too. A coach who has held the seat can say the uncomfortable thing plainly and has nothing to gain from softening it. Decision support High stakes, incomplete information A sounding board for the calls that cannot be delegated, asking the right questions rather than handing over answers, and breaking a complex risk down to what actually matters. Network Doors a new leader does not have yet Introductions to peers, partners and specialist advisors who have solved the problem you are facing, which shortens the time to an answer. ### 03 Who It Is For Founders becoming CEOs The company outgrew founder-led everything. The job is now building the team and the operating rhythm, not doing the work. Newly promoted executives Strong in the function, new to the leadership table, the board and the politics that come with it. Next-generation leaders Stepping into a role where every move is weighed against what came before, and credibility has to be earned again. Leaders being prepared for bigger scope Emerging talent the company intends to promote, developed before the promotion rather than after the first mistake. ### 04 How It Works Four parts. It starts with a goal the leader and the business both sign up to, and it ends when that goal is met. COACHING IS NOT A SUBSCRIPTION The goal agreed at the start is the finish line. When the leader no longer needs it, the engagement ends. Coached by operators who have held CEO, CRO and CMO seats, not by people who have only studied them. Most of the value arrives in parts two and three, in the week a real decision is being made, rather than in a program run alongside the job. ### 05 Coaching or a Fractional Executive? Executive coaching Develops the leader already in the seat. The right answer when the person is right for the role and needs to grow into it faster than the business can wait for them to learn it alone. A fractional executive Puts an experienced executive in the seat directly. The right answer when the seat is empty, or the work cannot wait for anyone to grow into it. See Fractional CMO and Fractional CRO . Often it is both, in sequence. A fractional executive runs the function while mentoring the rising leader beneath them, so when the engagement ends the company is not starting from zero. When a permanent executive is hired, coaching carries them through the handoff, which is where Executive Recruiting and Onboarding picks up. ### 06 How It Gets Measured Against the goal set in part one, and in behavior other people can see: - Progress against the agreed goals - Named behaviors observed by the team - Decisions made faster, and made to stick - Fewer issues escalated to the CEO - Sponsor and board confidence - Retention of the leader's direct reports Where a company has a competency model , coaching works to its named behaviors at the named level, so development continues inside the business after the coaching stops. ### 07 Questions We Get What is executive coaching? Executive coaching is structured one-to-one development for a leader already in the role, built around the real decisions and pressures in front of them rather than a generic program. It sharpens judgment, surfaces blind spots and prepares a leader for high-stakes moments such as board meetings, a first ninety days, or a difficult restructuring. What is the difference between executive coaching and leadership coaching? The terms overlap. Executive coaching usually means coaching for senior leaders at or near the C-suite, focused on the decisions and stakeholders that come with that level. Leadership coaching is broader and can include managers earlier in their careers. This practice covers both, weighted toward executives and those being prepared to become one. Who provides the coaching? The same network of operators who run Mahdlo's fractional engagements: people who have held CEO, CRO and CMO titles and carried the number, matched to the leader by function and by the stage of company they are leading. How is this different from hiring a fractional CMO or CRO? Coaching develops the person already in your seat. A fractional engagement puts an experienced executive in the seat directly. When a seat is empty, or the work cannot wait, fractional is usually the answer. When the leader is right for the role and needs to grow into it faster, coaching is. What is the typical format? Regular one-to-one sessions, with the cadence scoped to the leader and the moment, plus support between sessions when a decision will not wait. It starts with goals agreed with the leader and whoever sponsors the engagement. Is it confidential? The goals of the engagement and progress against them are shared with whoever sponsors it. What is said in the sessions stays between the coach and the leader. That separation is what makes honest conversations possible. What does it cost? Cost depends on the cadence and how long the goal takes to reach. Thirty minutes on a call is usually enough to size it. ### Ready to talk? Thirty minutes is usually enough to know whether this is the right practice for you. Schedule a conversation People Practices Executive Coaching ● Executive Recruiting and Onboarding → Competency Model Development → All of People Practices → Where this starts Fractional CMO services Fractional CRO services All practices → ------------------------------------------------------------------------ # Executive Recruiting and Onboarding Source: https://www.mahdlo.net/recruiting ------------------------------------------------------------------------ Practices / People Practices / Executive Recruiting and Onboarding People Practices 02 / 03 ### Executive Recruiting and Onboarding The leader who runs the plan next. Near the end of most engagements, the question shifts from what the growth strategy should be to who will run it once we step back. We help you find that leader, recruit them, and onboard them while your fractional executive is still in the seat, so the strategy changes hands without losing speed. The growth plan never waits for a hire. ### 01 Built for the Handoff Most Mahdlo engagements are designed to end. A fractional CMO or CRO builds the growth strategy, aligns the team around it, and puts an operating rhythm in place. Once the model is proven and the scope needs a leader every day, the right next move is a full-time executive who owns it for the long run. That transition is where momentum is most often lost. A new leader arrives without the context behind the plan, the search drags on while the seat sits empty, or the company hires for the résumé instead of for the work the next two years require. Executive recruiting and onboarding closes that gap. We define the role from the work we have been doing with you, find and recruit the leader, and stay through onboarding until they own the plan. ### 02 Define, Find, Recruit, Onboard Four steps, run while your fractional executive is still leading, so the seat is never empty. THE SEAT IS NEVER EMPTY Your fractional executive keeps running the plan through the search and stays until the new leader owns it. Define and find start while the engagement is still running, so the search never begins from a blank job description. By the time a candidate accepts, the onboarding plan is already written and the person who built the strategy is there to hand it over. Define A role scorecard written from the engagement: the outcomes the first year has to deliver, the decisions the leader owns, the team and budget they inherit, and whether the business needs a builder or a scaler. Where the skills underneath the role have never been written down, competency model development sets the bar. Find Sourcing through our network of operators who have run marketing and revenue functions, plus direct outreach. Internal candidates are assessed against the same scorecard as external ones, so a promotion is a decision rather than a default. Recruit Evaluation built on your real business: working sessions on your actual pipeline, plan and team, references from people who have worked for and alongside the candidate, and support through the offer and close. Onboard A 90-day onboarding plan written before day one, a working overlap with your fractional executive, and executive coaching through the first quarter in the seat. ### 03 What We Know That a Search Firm Can’t A good executive search firm meets your company at the job description. We meet candidates with months of operating context. We have run the function, sat in the pipeline reviews, and know which parts of the plan are working and which still need a strong hand. Starting from the engagement - The scorecard comes from the plan you are running - Candidates are tested on your real numbers and team - The outgoing leader briefs the incoming one directly - Support continues through onboarding Starting from a job description - The scorecard comes from a template and interviews - Candidates are judged on résumé and conversation - Context about the plan arrives secondhand - Involvement often ends once the offer is accepted When a dedicated search firm is the better call. For CEO searches, roles outside marketing, sales and revenue operations, or hiring at volume, a specialist executive search firm is the right partner. The scorecard built during the engagement still gives them a far better brief than a job description. ### 04 Roles We Recruit For Our focus is marketing and revenue leadership, the functions our advisors have run themselves. - Chief Marketing Officer - Chief Revenue Officer - VP of Marketing - VP of Sales - Revenue operations leaders - Customer success leaders The same approach applies when a founder is stepping back from running sales personally and the company is hiring the first professional sales leader it has ever had. ### 05 Onboarding That Transfers the Plan Recruiting the right executive does not guarantee they succeed. The months right after the hire are when a new leader is most exposed, and when the company has the most influence over how the tenure goes. 4.3 yrs average tenure of Fortune 500 chief marketing officers in 2024. 4.9 yrs average across the C-suite, which CMO tenure still trails. 68% of Fortune 500 CMOs were in their first CMO role. Source: Spencer Stuart, CMO Tenure Study 2025 When most new CMOs are doing the job for the first time, onboarding is not paperwork. It is how the plan survives the handoff. Before day one The onboarding plan, a stakeholder map, and access to the CRM, dashboards and board materials. Days 1 to 30 Listen and learn. Meet the team, customers and partners, and walk the plan with the fractional executive. Days 31 to 60 Co-own the operating rhythm. Run pipeline and forecast reviews with support and make the first decisions. Days 61 to 90 Full ownership. The fractional executive steps back and the new leader reports the plan to the board. In the first month, a new leader assimilation session gives the team a structured way to tell their new executive what they need and ask what they would otherwise hold back, which shortens the months it usually takes to build trust. More on the first quarter in Don’t Make Your First 90 Days Your Last . ### 06 Succession for Founder-Led and PE-Backed Companies Founder-led companies. The transition is often personal. The founder has carried sales or marketing since the beginning, and the successor has to keep the founder’s principles intact while running the function differently. Planning it before it is urgent protects what the founder built. The Founder-Led Report chapter on succession covers how. Private equity backed companies. Value creation milestones do not pause for a search. The fractional executive keeps the plan moving while the permanent leader is found, so the hold period does not lose a quarter to an empty seat. When the successor is already in the building. If a rising leader on your team is the right choice, we assess them against the same scorecard, mentor them through the engagement, and coach them into the role. ### 07 When to Start the Search Start before you need the leader, not when you do. The signals that the time is right: The model is proven Pipeline is predictable, the playbook is documented, and the plan no longer depends on one person’s instincts. The scope needs a daily leader The function has grown past what a fractional role should carry, across more teams, markets or products. The board wants permanence Investors want a long-term executive in the seat before the next raise, acquisition or exit. Someone is ready to step up An internal leader has grown into the role and needs a structured path to take it. Executive searches take months. Starting while the fractional engagement is still running means the new leader walks into a working plan, not a vacancy. If you are still weighing the choice, Fractional CMO Versus Full-Time CMO walks through it. ### 08 Questions We Get What is executive onboarding? Executive onboarding is the structured process of bringing a newly hired senior leader into a company so they become effective quickly. It covers clarifying expectations and decision rights, introductions to the team, customers and board, transferring the plan and operating rhythm they will own, and support through the first 90 days. Are you a traditional executive search firm? No. Mahdlo is an advisory firm of operating executives. Most of our recruiting follows a fractional CMO or CRO engagement, so we define the role from the work, recruit through our operator network, and stay through onboarding, which a traditional search firm typically does not. Do you only recruit for roles you have filled fractionally? No. Most searches follow a fractional engagement, but we also recruit marketing and revenue leaders for companies we have not worked with. In those cases we start by learning the business, so the role is defined from the work rather than from a template. Which roles do you recruit for? Marketing and revenue leadership: chief marketing officers, chief revenue officers, VPs of marketing and sales, and the revenue operations and customer success leaders who work alongside them. Can an internal candidate be the successor? Yes. Internal candidates are assessed against the same scorecard as external ones. When a rising leader is the right choice, we mentor them through the engagement and coach them into the role. How long does onboarding support last? Through the first 90 days. Your fractional executive overlaps with the new leader until they own the plan, and executive coaching can continue beyond that. When should we start recruiting a full-time CMO or CRO? When the growth model is proven and the scope needs a leader every day. Start while the fractional engagement is still running, because executive searches take months and the overlap is what makes the handoff smooth. What is new leader assimilation? New leader assimilation is a facilitated session, usually in a new executive's first month, where their team shares what they already know about the leader, what they need from them and what concerns they have, and the leader responds openly. It speeds up the trust that otherwise takes months to build. ### Ready to talk? Thirty minutes is usually enough to know whether this is the right practice for you. Schedule a conversation People Practices Executive Coaching → Executive Recruiting and Onboarding ● Competency Model Development → All of People Practices → Where this starts Fractional CMO services Fractional CRO services All practices → ======================================================================== ## The firm ======================================================================== ------------------------------------------------------------------------ # About Mahdlo Source: https://www.mahdlo.net/about ------------------------------------------------------------------------ About Us ### About Mahdlo Executive advisors, not just advisors. We are not a consulting firm that hands you a deck and leaves. We are executives who step into the seat, build the strategy, and stay through execution. - 2017 Founded by a recovering CMO - US & Canada Plus partners across the UK and EU - One function Sales and marketing, integrated, not two departments 01 ### Our Story Mahdlo was founded in 2017 by Craig A. Oldham, a self-described recovering CMO, out of a problem he had lived on both sides of the table. As job tenures for marketing leaders shrink, most get confined to short-term tactics instead of the transformative growth they were hired to drive. The mandate says growth; the calendar says campaigns. Mahdlo exists to close that gap: by integrating sales and marketing into one function instead of two departments pulling in different directions, and by putting executives who have actually done the job into the seat, not consultants advising from the sidelines. Craig A. Oldham Founder & Fractional CMO, Washington, DC Our Mission To redefine growth for mid-market and private equity-backed companies by uniting sales and marketing into seamless, scalable frameworks. Our Vision A future where mid-size businesses achieve sustainable growth, inspire innovation, and claim their place as leaders in their industries. 02 ### Executive experience, built into practices We have turned what our executives learned carrying the number into practices that drive incremental growth. Then we built the software our Executive Advisors use to deliver those practices, so every client gets the best of them. - Executive experience Advisors who have held the CMO or CRO seat and carried the number themselves. - Practices Four practices and seventeen services, each a repeatable way to find growth and build it. - Advisor tools SaaS tools we built for our Executive Advisors: discovery research, a growth diagnostic, go-to-market playbooks, 100-day plans and executive updates. Incremental growth Growth on top of the business you already have, reported the way your board reads it. See our practices Our difference 03 ### Our Difference Unlock growth. Drive value. Lead with confidence. Every firm claims to be different. Here are the four things that actually change on a Mahdlo engagement. - 01 Interim Revenue Leadership Transformation needs an adult in the room. We bring the executive gravitas to steady the ship and accelerate change: showing up to the board meeting, owning the number, and making the calls a real executive makes. - 02 AI-Accelerated Execution The advantage is not using AI; it is knowing where to use it. We embed it at the decision points that drive valuation, so more of the engagement goes to strategy and judgment. The full approach . - 03 Go-to-Market Alignment Sales and marketing pointed in different directions kills deals. We align them under one plan, one set of metrics and one accountable executive. Most companies do not have a marketing or a sales problem; they have an alignment problem. - 04 Strategy, Executed Your team does not need more headcount; it needs the right expertise, fast. We plug the gaps and execute, with no hiring cycle and no ramp-up quarter. Every engagement includes the execution, not just the plan. ### How This Compares The same four questions, asked of the three options usually on the table. A Traditional Agency A Consulting Firm Mahdlo Owns the outcome No, executes what you ask for No, advises and does not execute Yes, with the same accountability as an in-house executive Sits in the executive seat No No Yes Aligns sales and marketing Rarely, usually marketing only Sometimes, in theory Always, it is the core model Built to hand off cleanly No, an ongoing retainer by design Ends after the recommendation Yes, to your hire or a lighter retainer 04 ### How We Work A process built to execute, not just plan. Every engagement follows the same disciplined process, because the process is what makes the results repeatable. - 01 Assessment Identify the real leadership gaps - 02 Selection Match the right executive to the need - 03 Onboarding Fast alignment, no lengthy ramp-up - 04 Execution Strategy and results, owned end to end - 05 Tracking Clear KPIs, tracked continually ### Engagement Models Four shapes the same executive leadership can take. We recommend the fit during assessment. - 01 Full Fractional Embedded, ongoing leadership for companies with no current leadership in the function. Best for: No CMO or CRO today - 02 Interim Immediate coverage while you search for and onboard a permanent leader. Best for: Leadership transition - 03 Project-Based A defined scope and end date for a specific initiative or inflection point. Best for: One initiative - 04 Coaching One-to-one development for the leader already in the seat who needs a sparring partner. Best for: Leader in place Where most engagements start ### The 100-Day Accelerator A structured Plan, Activate, Accelerate, Sustain framework built for immediate traction: quick wins inside the first month, with the longer arc already in motion. - 01 Plan - 02 Activate - 03 Accelerate - 04 Sustain Explore the Accelerator ### Your First 90 Days Diagnosis and quick wins, not a slow ramp-up. Your executive is operating at full speed by the time most new hires would still be finishing onboarding paperwork. Weeks one and two are diagnosis; by week four there is a plan with owners and metrics; by the end of the quarter the first results are on the board and reported the way your investors read them. - DAY 0 - Week 2 Diagnosis complete - Week 4 Plan, owners, and KPIs live - Day 90 First results reported 05 ### Our Values Four commitments that decide how every engagement runs. - 01 Strategic Impact Innovative, data-driven solutions for the growth challenges that actually move valuation. - 02 Analytical Rigor Advanced analytics and industry expertise behind every recommendation we make. - 03 Executive Partnerships Trusted partnerships with senior leadership, aligned to their vision and their board. - 04 Authentic Communication Honest, transparent communication at every step, including the hard reads. 06 ### The Team Every Mahdlo engagement is led by an executive who has carried the exact function they are now leading for you. Our advisors have sat in CMO and CRO seats at mid-market and PE-backed companies across the United States and Canada, with partners in the UK and EU supporting clients with international operations or expansion plans. - Craig A. Oldham Founder & Fractional CMO Washington, DC - Jeremy Ahto Executive Advisor, Fractional CMO Chicago - Ryan Hall Executive Advisor, Fractional CRO Atlanta - Greg Nemitz Executive Advisor, Fractional CRO San Francisco - Charmon Stiles Executive Advisor, Fractional CMO Sacramento - Jim Tax Executive Advisor, Fractional CMO Phoenix - Chris Perez Executive Advisor, Fractional CMO San Antonio Meet our executives Our senior advisors Our partner network See our practices 07 ### Where We Are An advisor network across the US and Canada, with a partner in the EU for clients expanding abroad. Each metro carries a 150-mile on-site radius, about a two-and-a-half hour drive, so most of the country is a same-day room. Virtual or in person, your call. - 13 Metros across the US and Canada, plus a partner in the EU. - 150 mi Core on-site radius from each metro. The lighter field is the 300-mile reach. - 4 Time zones covered, so a working session fits your day. - Metros - Washington, DC - Baltimore - Boston - Toronto - Chicago - Minneapolis - Denver - Austin - San Antonio - Atlanta - Phoenix - San Francisco + Sacramento - Los Angeles Coverage shown as true geodesic radii. Shaded pairs share one coverage corridor. Schedule a conversation ### Memberships The communities and programs Mahdlo belongs to. Pavilion Member HubSpot Gold Partner Solutions partner NSBA NSBA Leadership Council National Small Business Association ### The Work Itself Engagements documented end to end: the situation, what we changed, and what moved. Consumer & Retail ### Five Competing Brands, One Focused Growth System Year-over-year growth on only 15% more ad spend, from a portfolio cut from five brands to three. Brand Development · PE-Backed Financial Services | Insurance ### From Search-Led Acquisition to AI-Enabled Growth Decisioning CPA down 30% and growth rates up 32%, on a proprietary cross-platform intelligence layer. AI & Growth Analytics · Mid-Market or PE-Backed Telecommunications ### Transforming Marketing From a Cost Center Into a Profit Center Up from −$2 per dollar. Revenue up 27% year over year, margin up 9 points. Demand Generation · Enterprise See all fifteen case studies ### Questions About Mahdlo 6 questions Who founded Mahdlo Executive Advisors? Mahdlo was founded in 2017 by Craig A. Oldham, a former CMO who built the firm around a gap he had experienced firsthand. What does Mahdlo do? Mahdlo provides fractional CMO and CRO executives to mid-market and private equity-backed companies, integrating sales and marketing into one growth engine. Where does Mahdlo operate? Across the United States and Canada, with partners in the UK and EU supporting clients with international operations or expansion plans. What makes Mahdlo different from a traditional consulting firm? We combine the agility of a boutique firm with the depth of a larger consultancy, and our executives sit in the seat and execute rather than advising from the sidelines. What tools do Mahdlo’s advisors use? SaaS tools we built for our Executive Advisors: discovery research, a growth diagnostic, go-to-market playbooks, 100-day plans and executive updates. They carry the best of our practices into every engagement. Is Mahdlo a member of any professional organizations? Yes. Mahdlo is a HubSpot Gold Partner and a member of Pavilion, and our founder, Craig A. Oldham, serves on the National Small Business Association (NSBA) Leadership Council. Our difference 4 questions What does interim revenue leadership actually mean day to day? A Mahdlo executive is accountable for the number, not just advising on it, running the team and reporting results the way an in-house executive would. Is AI-accelerated execution just marketing language? It changes the pace of the research and analysis behind the strategy. The judgment and the decisions stay human. How is go-to-market alignment different from good communication? It is structural, not cultural: one plan, one set of metrics, and one executive accountable for both functions. What happens after the engagement? Engagements are built to hand off cleanly, to your own hire, or to a lighter ongoing retainer. How we work 4 questions How long does assessment and selection take? Most clients move from initial conversation to an engaged executive within a few weeks. Which engagement model is right for my company? It depends on whether you have a leadership gap, a specific initiative, or an existing leader who needs development. We recommend the fit during assessment. Does every engagement start with the 100-Day Accelerator? Many do, but it is not mandatory. Some engagements start directly with embedded leadership. What happens after the initial engagement period? We track toward a clean transition from day one: either to your own hire or to a lighter ongoing retainer. Start the conversation ### Ready to talk? Bring us the growth problem. We will tell you honestly whether we are the right fit for it. Schedule a conversation ------------------------------------------------------------------------ # How We Work Source: https://www.mahdlo.net/how-we-work ------------------------------------------------------------------------ About Us Our Difference How We Work ### How We Work A process built to execute, not just plan. Every engagement follows the same disciplined process — because the process is what makes the results repeatable. 05 01 Assessment Identify the real leadership gaps 02 Selection Match the right executive to the need 03 Onboarding Fast alignment, no lengthy ramp-up 04 Execution Strategy and results, owned end to end Tracking Clear KPIs, tracked continually ### Engagement Models Four shapes the same executive leadership can take. We recommend the fit during assessment. Full Fractional Embedded, ongoing leadership for companies with no current leadership in the function. No CMO or CRO today Interim Immediate coverage while you search for and onboard a permanent leader. Leadership transition Project-Based A defined scope and end date for a specific initiative or inflection point. One initiative Coaching One-to-one development for the leader already in the seat who needs a sparring partner. Leader in place Where most engagements start ### The 100-Day Accelerator A structured Plan, Activate, Accelerate, Sustain framework built for immediate traction: quick wins inside the first month, with the longer arc already in motion. Explore the Accelerator 01 Plan 02 Activate 03 Accelerate 04 Sustain ### Your First 90 Days Diagnosis and quick wins, not a slow ramp-up. Your executive is operating at full speed by the time most new hires would still be finishing onboarding paperwork. Weeks one and two are diagnosis; by week four there is a plan with owners and metrics; by the end of the quarter the first results are on the board and reported the way your investors read them. Week 2 Diagnosis complete Week 4 Plan, owners, and KPIs live Day 90 First results reported ### Questions How long does assessment and selection take? Most clients move from initial conversation to an engaged executive within a few weeks. Which engagement model is right for my company? It depends on whether you have a leadership gap, a specific initiative, or an existing leader who needs development. We recommend the fit during assessment. Does every engagement start with the 100-Day Accelerator? Many do, but it is not mandatory. Some engagements start directly with embedded leadership. What happens after the initial engagement period? We track toward a clean transition from day one — either to your own hire or to a lighter ongoing retainer. Start the conversation ### Ready to start the process? Assessment is the first step, and it starts with a conversation. Schedule a conversation ------------------------------------------------------------------------ # Our Difference Source: https://www.mahdlo.net/about#our-difference ------------------------------------------------------------------------ About Us ### About Mahdlo Executive advisors, not just advisors. We are not a consulting firm that hands you a deck and leaves. We are executives who step into the seat, build the strategy, and stay through execution. - 2017 Founded by a recovering CMO - US & Canada Plus partners across the UK and EU - One function Sales and marketing, integrated, not two departments 01 ### Our Story Mahdlo was founded in 2017 by Craig A. Oldham, a self-described recovering CMO, out of a problem he had lived on both sides of the table. As job tenures for marketing leaders shrink, most get confined to short-term tactics instead of the transformative growth they were hired to drive. The mandate says growth; the calendar says campaigns. Mahdlo exists to close that gap: by integrating sales and marketing into one function instead of two departments pulling in different directions, and by putting executives who have actually done the job into the seat, not consultants advising from the sidelines. Craig A. Oldham Founder & Fractional CMO, Washington, DC Our Mission To redefine growth for mid-market and private equity-backed companies by uniting sales and marketing into seamless, scalable frameworks. Our Vision A future where mid-size businesses achieve sustainable growth, inspire innovation, and claim their place as leaders in their industries. 02 ### Executive experience, built into practices We have turned what our executives learned carrying the number into practices that drive incremental growth. Then we built the software our Executive Advisors use to deliver those practices, so every client gets the best of them. - Executive experience Advisors who have held the CMO or CRO seat and carried the number themselves. - Practices Four practices and seventeen services, each a repeatable way to find growth and build it. - Advisor tools SaaS tools we built for our Executive Advisors: discovery research, a growth diagnostic, go-to-market playbooks, 100-day plans and executive updates. Incremental growth Growth on top of the business you already have, reported the way your board reads it. See our practices Our difference 03 ### Our Difference Unlock growth. Drive value. Lead with confidence. Every firm claims to be different. Here are the four things that actually change on a Mahdlo engagement. - 01 Interim Revenue Leadership Transformation needs an adult in the room. We bring the executive gravitas to steady the ship and accelerate change: showing up to the board meeting, owning the number, and making the calls a real executive makes. - 02 AI-Accelerated Execution The advantage is not using AI; it is knowing where to use it. We embed it at the decision points that drive valuation, so more of the engagement goes to strategy and judgment. The full approach . - 03 Go-to-Market Alignment Sales and marketing pointed in different directions kills deals. We align them under one plan, one set of metrics and one accountable executive. Most companies do not have a marketing or a sales problem; they have an alignment problem. - 04 Strategy, Executed Your team does not need more headcount; it needs the right expertise, fast. We plug the gaps and execute, with no hiring cycle and no ramp-up quarter. Every engagement includes the execution, not just the plan. ### How This Compares The same four questions, asked of the three options usually on the table. A Traditional Agency A Consulting Firm Mahdlo Owns the outcome No, executes what you ask for No, advises and does not execute Yes, with the same accountability as an in-house executive Sits in the executive seat No No Yes Aligns sales and marketing Rarely, usually marketing only Sometimes, in theory Always, it is the core model Built to hand off cleanly No, an ongoing retainer by design Ends after the recommendation Yes, to your hire or a lighter retainer 04 ### How We Work A process built to execute, not just plan. Every engagement follows the same disciplined process, because the process is what makes the results repeatable. - 01 Assessment Identify the real leadership gaps - 02 Selection Match the right executive to the need - 03 Onboarding Fast alignment, no lengthy ramp-up - 04 Execution Strategy and results, owned end to end - 05 Tracking Clear KPIs, tracked continually ### Engagement Models Four shapes the same executive leadership can take. We recommend the fit during assessment. - 01 Full Fractional Embedded, ongoing leadership for companies with no current leadership in the function. Best for: No CMO or CRO today - 02 Interim Immediate coverage while you search for and onboard a permanent leader. Best for: Leadership transition - 03 Project-Based A defined scope and end date for a specific initiative or inflection point. Best for: One initiative - 04 Coaching One-to-one development for the leader already in the seat who needs a sparring partner. Best for: Leader in place Where most engagements start ### The 100-Day Accelerator A structured Plan, Activate, Accelerate, Sustain framework built for immediate traction: quick wins inside the first month, with the longer arc already in motion. - 01 Plan - 02 Activate - 03 Accelerate - 04 Sustain Explore the Accelerator ### Your First 90 Days Diagnosis and quick wins, not a slow ramp-up. Your executive is operating at full speed by the time most new hires would still be finishing onboarding paperwork. Weeks one and two are diagnosis; by week four there is a plan with owners and metrics; by the end of the quarter the first results are on the board and reported the way your investors read them. - DAY 0 - Week 2 Diagnosis complete - Week 4 Plan, owners, and KPIs live - Day 90 First results reported 05 ### Our Values Four commitments that decide how every engagement runs. - 01 Strategic Impact Innovative, data-driven solutions for the growth challenges that actually move valuation. - 02 Analytical Rigor Advanced analytics and industry expertise behind every recommendation we make. - 03 Executive Partnerships Trusted partnerships with senior leadership, aligned to their vision and their board. - 04 Authentic Communication Honest, transparent communication at every step, including the hard reads. 06 ### The Team Every Mahdlo engagement is led by an executive who has carried the exact function they are now leading for you. Our advisors have sat in CMO and CRO seats at mid-market and PE-backed companies across the United States and Canada, with partners in the UK and EU supporting clients with international operations or expansion plans. - Craig A. Oldham Founder & Fractional CMO Washington, DC - Jeremy Ahto Executive Advisor, Fractional CMO Chicago - Ryan Hall Executive Advisor, Fractional CRO Atlanta - Greg Nemitz Executive Advisor, Fractional CRO San Francisco - Charmon Stiles Executive Advisor, Fractional CMO Sacramento - Jim Tax Executive Advisor, Fractional CMO Phoenix - Chris Perez Executive Advisor, Fractional CMO San Antonio Meet our executives Our senior advisors Our partner network See our practices 07 ### Where We Are An advisor network across the US and Canada, with a partner in the EU for clients expanding abroad. Each metro carries a 150-mile on-site radius, about a two-and-a-half hour drive, so most of the country is a same-day room. Virtual or in person, your call. - 13 Metros across the US and Canada, plus a partner in the EU. - 150 mi Core on-site radius from each metro. The lighter field is the 300-mile reach. - 4 Time zones covered, so a working session fits your day. - Metros - Washington, DC - Baltimore - Boston - Toronto - Chicago - Minneapolis - Denver - Austin - San Antonio - Atlanta - Phoenix - San Francisco + Sacramento - Los Angeles Coverage shown as true geodesic radii. Shaded pairs share one coverage corridor. Schedule a conversation ### Memberships The communities and programs Mahdlo belongs to. Pavilion Member HubSpot Gold Partner Solutions partner NSBA NSBA Leadership Council National Small Business Association ### The Work Itself Engagements documented end to end: the situation, what we changed, and what moved. Consumer & Retail ### Five Competing Brands, One Focused Growth System Year-over-year growth on only 15% more ad spend, from a portfolio cut from five brands to three. Brand Development · PE-Backed Financial Services | Insurance ### From Search-Led Acquisition to AI-Enabled Growth Decisioning CPA down 30% and growth rates up 32%, on a proprietary cross-platform intelligence layer. AI & Growth Analytics · Mid-Market or PE-Backed Telecommunications ### Transforming Marketing From a Cost Center Into a Profit Center Up from −$2 per dollar. Revenue up 27% year over year, margin up 9 points. Demand Generation · Enterprise See all fifteen case studies ### Questions About Mahdlo 6 questions Who founded Mahdlo Executive Advisors? Mahdlo was founded in 2017 by Craig A. Oldham, a former CMO who built the firm around a gap he had experienced firsthand. What does Mahdlo do? Mahdlo provides fractional CMO and CRO executives to mid-market and private equity-backed companies, integrating sales and marketing into one growth engine. Where does Mahdlo operate? Across the United States and Canada, with partners in the UK and EU supporting clients with international operations or expansion plans. What makes Mahdlo different from a traditional consulting firm? We combine the agility of a boutique firm with the depth of a larger consultancy, and our executives sit in the seat and execute rather than advising from the sidelines. What tools do Mahdlo’s advisors use? SaaS tools we built for our Executive Advisors: discovery research, a growth diagnostic, go-to-market playbooks, 100-day plans and executive updates. They carry the best of our practices into every engagement. Is Mahdlo a member of any professional organizations? Yes. Mahdlo is a HubSpot Gold Partner and a member of Pavilion, and our founder, Craig A. Oldham, serves on the National Small Business Association (NSBA) Leadership Council. Our difference 4 questions What does interim revenue leadership actually mean day to day? A Mahdlo executive is accountable for the number, not just advising on it, running the team and reporting results the way an in-house executive would. Is AI-accelerated execution just marketing language? It changes the pace of the research and analysis behind the strategy. The judgment and the decisions stay human. How is go-to-market alignment different from good communication? It is structural, not cultural: one plan, one set of metrics, and one executive accountable for both functions. What happens after the engagement? Engagements are built to hand off cleanly, to your own hire, or to a lighter ongoing retainer. How we work 4 questions How long does assessment and selection take? Most clients move from initial conversation to an engaged executive within a few weeks. Which engagement model is right for my company? It depends on whether you have a leadership gap, a specific initiative, or an existing leader who needs development. We recommend the fit during assessment. Does every engagement start with the 100-Day Accelerator? Many do, but it is not mandatory. Some engagements start directly with embedded leadership. What happens after the initial engagement period? We track toward a clean transition from day one: either to your own hire or to a lighter ongoing retainer. Start the conversation ### Ready to talk? Bring us the growth problem. We will tell you honestly whether we are the right fit for it. Schedule a conversation ------------------------------------------------------------------------ # Executive Advisor Network Source: https://www.mahdlo.net/mahdlo-fractional-executive-network ------------------------------------------------------------------------ Executive Advisors 07 Senior Advisors 13 Partner Network 11 The Network ### Executive Advisors Operators, not advisors. Every Mahdlo executive has carried the exact function they now lead for you. Filter by industry to find the fit. 06 Executive advisors in the seat CMO & CRO Both sides of the revenue engine 12 metros On-site or virtual across the US and Canada All SaaS | Tech | AI Financial Services Healthcare Telecom Media Consumer | Retail Professional Services Non-Profit All 7 executive advisors Fractional CMO Craig A Oldham Founder & Fractional CMO Washington, DC Insurance View profile → Jeremy Ahto Executive Advisor, Fractional CMO Chicago Banking Consumer Goods SaaS Fractional CRO Ryan Hall Executive Advisor, Fractional CRO Atlanta AI Cybersecurity Greg Nemitz San Francisco Consumer Retail Charmon Stiles Sacramento Health & Wellness Tech & AI Jim Tax Phoenix Consumer Services Franchise Chris Perez San Antonio 01 ### How Matching Works Assessment We name the real leadership gap before naming a person. 02 Selection Sector experience and stage fit decide the match, not availability. 03 Bench Behind Them Every engagement can draw on the senior advisor bench for specialist work. Start the conversation ### Ready to find the right executive? Tell us the gap. We will bring the executive whose track record fits it. Schedule a conversation ------------------------------------------------------------------------ # FAQ Source: https://www.mahdlo.net/faq ------------------------------------------------------------------------ Support ### Frequently Asked Questions Straight answers, no sales pitch. If your question isn't here, ask us directly: you'll get the same straight answer. ### Getting started 3 questions What is a fractional CMO or CRO? An experienced marketing or revenue executive who leads your function part-time or on contract, building strategy, running execution, and owning outcomes, without the cost or timeline of a full-time hire. How is this different from hiring an agency or consultant? An agency executes campaigns you hand them. A consultant advises from the sidelines. A fractional executive sits in the seat, sets the strategy, and is accountable for it landing: the same role as an in-house hire, part-time. How do I know if my company is ready for a fractional executive? If you need executive-level marketing or revenue leadership but aren't ready for (or don't need) a full-time salary, you're ready. Company size matters less than whether the gap is strategic, not just tactical. ### Fit & reach 4 questions Does Mahdlo work with my industry? We work across SaaS, financial services, healthcare, manufacturing, telecommunications, media, professional services, and consumer & retail, each with dedicated experience, not a one-size-fits-all approach. Do you work with companies at every stage, from startup to enterprise? Yes: founder-led companies, mid-market growth companies, PE-backed portfolio companies, SMBs, and enterprise organizations all engage Mahdlo differently. Is a fractional engagement remote, on-site, or hybrid? Most engagements are remote-first with on-site time built in where it adds real value: team offsites, executive alignment sessions, board meetings. Does Mahdlo work with international or remote-first companies? Yes, we operate across the United States and Canada, with partners in the UK and EU for clients with international operations or expansion plans. ### Cost & engagement structure What does a fractional engagement cost? It scales with scope: a full embedded engagement, an interim leadership role, and a project-based initiative all price differently. See the cost sections on the fractional CMO and CRO service pages for how each model is structured. How long does a typical engagement last? Most run 6 to 12 months, though interim and project-based engagements can be shorter. Engagements are built to hand off cleanly, not run indefinitely. How does billing work? Engagements are scoped and billed against a defined arrangement agreed before the engagement starts, not open-ended hourly billing. ### CMO vs. CRO 2 questions What's the difference between a fractional CMO and a fractional CRO? A CMO owns marketing strategy and demand generation. A CRO owns the full revenue engine: sales, marketing alignment, and customer success. Can I engage both a fractional CMO and CRO at once? Yes, combined engagements are common and often deliver faster results by eliminating the handoff gap between marketing and sales. ### Working with Mahdlo How does a fractional executive work with my existing team? They lead the function and your team, working alongside whoever's already in place rather than replacing them. How quickly can I expect results? Most engagements show measurable movement within the first 90 days, with deeper results building over the following two to three quarters. How do I get started? Schedule a conversation. We'll talk through your specific situation and recommend the right engagement model before anything is signed. ### Beyond the engagement What happens when the engagement ends? Engagements are built to hand off cleanly: either to your own full-time hire, or to a lighter retainer once the growth engine is running on its own. How does AI factor into a Mahdlo engagement? We use AI to accelerate the work that used to take weeks, such as market research, competitive analysis and content production, and to put better evidence under the decisions that move growth. The approach is on the AI Strategy page. Is there a minimum commitment, or can I start month-to-month? Engagement length is scoped to the work, not a fixed contract term: from short, project-based initiatives to ongoing embedded leadership. What is the 100-Day Accelerator, and how is it different from a standard engagement? It is Mahdlo's structured framework for immediate traction: Plan, Activate and Accelerate inside the hundred days, then Sustain. It is where most engagements start, not a separate service. Ready to talk? ### Still have a question? Schedule a conversation ------------------------------------------------------------------------ # Connect Source: https://www.mahdlo.net/connect ------------------------------------------------------------------------ Connect ### Let's Lock In A Time One 30-minute conversation with an executive who has done the job — not a discovery call with a salesperson. Tell us what is stalling growth. We will tell you what we would do about it, and whether we are the right people to do it. Hi 30 min The whole first conversation 1 business day Typical reply to any form below On-site or virtual 12 metros across the US and Canada 01 ### Start The Conversation Five fields. It goes to an executive, not a queue. Website Name Work email Company Annual revenue Under $10M $10M – $50M $50M – $100M Over $100M What do you need most? Fractional CMO Fractional CRO Go-to-market plan Sales & marketing alignment PE portfolio company Not sure yet What is stalling growth right now? Send Request No newsletter, no drip sequence. One reply from one executive. Request received Thanks — your note is on its way to an executive. Expect a reply within one business day. Prefer to book now? Use the calendar on the right. Skip the form Book directly on the calendar. Open times this week and next, 30 minutes, virtual by default. Mon 17 3 open Tue 18 2 open Wed 19 Full Thu 20 4 open Fri 21 1 open See Available Times Email info@mahdlo.net LinkedIn Message the firm Have someone in mind? Reach an executive directly 02 ### What Happens Next No pitch deck in the first meeting. There is nothing to pitch until we understand the number. The Conversation Thirty minutes on where growth is stuck and what you have already tried. The Honest Read Our take on the real gap, the model that fits, and whether you need us at all. 03 The Match We introduce the executive whose track record fits the work, usually within a week. ### Where We Are An advisor network across the US and Canada, with a partner in the EU for clients expanding abroad. Each metro carries a 150-mile on-site radius, about a two-and-a-half hour drive, so most of the country is a same-day room. Virtual or in person, your call. 12 Metros across the US and Canada, plus a partner in the EU. 150 mi Core on-site radius from each metro. The lighter field is the 300-mile reach. 4 Time zones covered, so a working session fits your day. Metros Washington, DC Baltimore Boston Toronto Chicago Minneapolis Denver Austin San Antonio Atlanta San Francisco + Sacramento Los Angeles Coverage shown as true geodesic radii. Shaded pairs share one coverage corridor. ### Not Ready To Talk Yet? Read first. The conversation will be better for it. Fractional CMO Services What the seat covers, what it costs, and when it beats a full-time hire. Read the service → Fractional CRO Services Revenue leadership across sales and marketing under one accountable executive. The 100-Day Accelerator Plan, Activate, Accelerate, Sustain: the framework most engagements start with. See the framework → 04 Case Studies Fifteen engagements, the numbers that moved, and how long it took. See the work → One more thing ### Discover the benefits of a fractional executive Most CEOs we meet do not need another agency. They need someone accountable for the number. Thirty minutes will tell you which one you are. Schedule A Conversation ======================================================================== ## Advisors ======================================================================== ------------------------------------------------------------------------ # Craig A. Oldham Source: https://www.mahdlo.net/craig-a-oldham ------------------------------------------------------------------------ Managing Partner + CMO ### Craig A. Oldham Fractional CMO + CRO to B2B, mid-market, and private-equity-backed companies Works with founders, CEOs, and investors across telecommunications, insurance and financial services, distribution, consumer, and non-profit — building the revenue engine, aligning sales and marketing behind it, and staying in the room until it runs. craig@mahdlo.net Connect with Craig on LinkedIn Washington, DC Book a call with Craig Fractional CMO + CRO Both seats, one operator B2B + PE-backed Series B/C through mid-market Enterprise-scale track record Tessco · American Red Cross · Zurich Founder + Managing Partner Mahdlo advisors across the US and Canada About Craig ### The growth operator CEOs wish they had on speed dial When your business can't afford to guess, Craig is the one you call. Craig is a business-tested growth strategist and the force behind Mahdlo Executive Advisors, where he leads with a no-fluff approach to scaling B2B and private-equity-backed companies. As a Fractional CMO and CRO, he partners with founders, CEOs, and investors to align strategy with execution, build high-impact revenue engines, and turn complexity into clarity. He brings a sharp eye for positioning, deep operational chops, and a knack for making the right things happen fast — especially when the stakes are high and the timelines are tight. Strategy is only worth what it produces in the pipeline. How Craig has helped businesses grow ### Two decades of holding the number 01 Built and led the marketing organization at Tessco Technologies as SVP + CMO, repositioning a public B2B distributor around its highest-value customer segments. 02 Ran digital engagement for the American Red Cross as VP, modernizing how a national organization acquires, converts, and retains supporters at scale. 03 Led demand marketing at Zurich North America as AVP, building the demand engine behind a commercial insurance portfolio sold through a broker channel. 04 Founded Mahdlo Executive Advisors and built its bench of fractional CMOs and CROs, now serving PE-backed and mid-market clients across the US and Canada. 05 Advises the pet insurance category — IPG, ASPCA, AKC, and Figo — on positioning and demand generation in a crowded direct-to-consumer market. 06 Serves on the Board of Directors at United Community , bringing go-to-market and growth judgment into the boardroom. What Craig does in an engagement ### Four jobs, in the order they pay off ### Positioning + go-to-market Sharpen who you sell to, what you're worth to them, and the story that makes the buying decision obvious. ### Revenue engine build Demand, pipeline, and conversion wired into one measurable system — with the reporting an investor will actually trust. ### Sales + marketing alignment One set of numbers, one definition of a qualified opportunity, and a handoff that stops leaking deals. ### Leadership gap coverage CMO and CRO judgment in the room now — while you hire, restructure, or prepare for the next raise. Executive experience ### Operator seats, not advisory titles Managing Partner + CMO Mahdlo Executive Advisors SVP + CMO Tessco Technologies VP, Digital Engagement American Red Cross AVP, Marketing Demand Zurich North America Board of Directors United Community Clients served ### Brands he has built for Tessco Technologies Telecom + distribution AT&T Telecommunications Zurich North America Commercial insurance Allstate Insurance American Red Cross Non-profit United Community Financial services IPG · ASPCA · AKC · Figo Consumer insurance Specialties ### What he is called in to fix Craig is brought in when growth is a systems problem, not a campaign problem — and the fix has to hold after he leaves. What he does Positioning + messaging Go-to-market planning Demand generation Sales-marketing alignment Revenue operations Interim revenue leadership AI-accelerated execution Where he has done it Telecommunications Financial services + insurance Manufacturing + distribution Consumer + retail SaaS, tech + AI Non-profit Private equity Speaking + appearances ### On stage and on the mic Conference · Host Leap Forward Conference Mahdlo's deconstructed symposium for executives — two days of leadership dialogue on marketing, sales, and product. Webinar series · Host Making Marketing Work Craig's live series for CEOs on sequencing marketing investment — don't put the cart before the horse. Leap session · Moderator Getting ahead of the technology curve The questions to put to your strategy, data, and marketing teams before you commit to a plan. Invite Craig Book Craig to speak Revenue operations, sales-marketing alignment, and scaling under private-equity ownership. Send an invite Let's have a conversation ### Learn how Craig can help your business Thirty minutes, no deck. Tell him where growth is stalling and he'll tell you what he'd do about it in the first hundred days. Book 30 minutes with Craig Email Craig Insights ### Latest from Craig All of Craig’s articles → Strategy ### Using AI to Build True Differentiation, Not More MQLs A practical guide to using AI to build true differentiation: retire the MQL, build an organization brain, and turn market understanding into revenue. September 15, 2026 ### Why Growth-Stage Companies Need Marketing Leadership Why growth-stage companies need marketing leadership: the plateau signals, the investor readiness proof points, and how fractional CMO leadership … September 7, 2026 Fractional CMO ### Fractional CMO for Professional Services Firms A fractional CMO for professional services firms fixes marketing built for products. See what changes when expertise, not a product, is what you sell. ------------------------------------------------------------------------ # Ryan Hall Source: https://www.mahdlo.net/ryan-hall ------------------------------------------------------------------------ Executive Advisor · Chief Revenue Officer ### Ryan Hall Fractional CRO transforming early-stage B2B SaaS companies with advanced revenue-growth strategies Ryan exceeded revenue goals and led business transformations at IBM, Avaya, and Verint. Now he helps founders, CEOs, and private-equity executives optimize go-to-market and make revenue repeatable — with AI and automation built into the sales motion. ryan@mahdlo.net Connect with Ryan on LinkedIn Atlanta, Georgia Book a call with Ryan Fractional CRO Revenue leadership on demand Early-stage B2B SaaS Seed through scale-up IBM · Avaya · Verint Enterprise sales track record AI-accelerated sales Data-driven revenue strategy About Ryan ### The revenue leader founders call to scale fast When early-stage growth has to become a repeatable revenue engine, Ryan is the operator in the room. Ryan consistently exceeded revenue goals and led significant business transformations at IBM, Avaya, and Verint, establishing his reputation as a high-tech sales leader. Today he brings that experience to early-stage B2B SaaS companies as a fractional Chief Revenue Officer. Founders, CEOs, and private-equity executives seek him out for optimizing go-to-market strategies, quickly solving performance problems, and improving revenue performance — and he is known for coaching top sales talent and guiding teams through rapid growth. His growth mindset keeps teams evolving, learning, and reaching new milestones, and he builds AI and automation into the sales process to turn activity into data-driven revenue. AI and automation turn sales activity into data-driven revenue. How Ryan has helped businesses grow ### A high-tech sales career, now on your side 01 Led worldwide security-infrastructure sales at IBM , carrying global revenue across a complex enterprise portfolio. 02 Ran customer-experience sales as VP at Avaya , aligning a large sales organization around the buyer's experience. 03 Led enterprise sales as VP at Verint , driving revenue and transformation across enterprise accounts. 04 Angel investor and CEO advisor to BrightWhistle , through a successful exit in 2017. 05 Advises early-stage founders and CEOs as a fractional CRO , installing go-to-market and revenue systems built to scale. 06 Brings AI and automation into the sales motion — research, qualification, and forecasting — to make revenue repeatable. What Ryan does in an engagement ### Four jobs, in the order they pay off ### Go-to-market optimization Sharpen segments, positioning, and coverage so the pipeline reflects real, winnable demand. ### Revenue engine build Pipeline, forecast discipline, and conversion wired into one measurable system leaders can trust. ### Sales leadership + coaching Hands-on leadership that lifts the performance of the reps you already have. ### AI-accelerated execution AI and automation embedded where they compress cycle time and sharpen the numbers. Executive experience ### Operator seats, not advisory titles VP, Enterprise Sales Verint VP, Customer Experience Sales Avaya Worldwide Sales Leader, Security Infrastructure IBM Executive Advisor + Fractional CRO Mahdlo Executive Advisors Where he operates ### Sectors he works across SaaS, B2B & AI Software Customer Experience & Telecom Software Financial Services Regulated Healthcare Regulated IT Services Services Specialties ### What he is called in to fix Ryan is brought in when revenue has to accelerate and the sales motion has to become repeatable — fast. What he does Go-to-market strategy Revenue operations Sales leadership & coaching Pipeline & forecasting AI-accelerated sales Interim revenue leadership Business transformation Where he has done it SaaS, tech & AI Customer experience & telecom software Financial services Healthcare IT services Let's have a conversation ### Learn how Ryan can help your business Thirty minutes, no deck. Tell him where revenue is stalling and he'll tell you what he'd do about it in the first hundred days. Book 30 minutes with Ryan Email Ryan Insights ### From Ryan’s desk All of Ryan’s articles → Fractional CRO ### Fractional CRO Leadership: Drive Better SaaS Account Planning Optimize SaaS sales with a Fractional CRO for structured account planning, data-driven decisions, and scalable growth. Ensure you evolve and drive revenue. February 6, 2025 Read the article → ------------------------------------------------------------------------ # Jim Tax Source: https://www.mahdlo.net/jim-tax ------------------------------------------------------------------------ Executive Advisor · CMO · CRO · CEO ### Jim Tax Executive operator who has run marketing, revenue, and the P&L in insurance and financial services Jim has led marketing strategy and operational planning for some of the most respected brands in insurance and financial services — then bought his own company and grew topline nearly 4x with an ROI over 550%. After that he joined a private equity portfolio company, a near-billion-dollar insurer, delivering 32%+ topline growth while improving profitability by $40M. jim@mahdlo.net Connect with Jim on LinkedIn Book a call with Jim Fractional CMO + CRO Executive operator Nearly 4x topline growth On his own company 550%+ ROI Repositioning & demand gen Insurance & financial services 20 years in the space About Jim ### The executive operator who has carried the number himself Two decades in insurance and financial services — an owner-operator who grew his own company nearly 4x, and turned a PE-backed insurance company from red to black while growing it 32%. Most recently, Jim served as CGO and then Interim President of a private equity-backed insurance company, growing topline revenue more than 30% while turning a significant operating loss into a profit within a single year. He rebuilt the marketing organization from a brand-driven start-up model into a performance-driven, data-first team, and grew a major retail partnership by doubling policy volume in a single year. Following a nearly 20-year run in that space, he bought his own company and — through repositioning, demand generation, product expansion, and M&A — grew topline 3x and generated an ROI of over 550%. He is passionate about helping brands grow and highly adept at full-funnel evaluation, from value proposition and product fit through retention and cross-sell. Full-funnel, from value proposition to cross-sell. How Jim has helped businesses grow ### From the C-suite to owner-operator 01 Served as CGO and Interim President at a private equity-backed insurance company , growing topline 32% and turning a significant operating loss into a profit within a year. 02 Led client management — marketing, sales, and service — as VP at USAA , and served as VP, Global Supply Chain & CPO . 03 Ran integrated channels marketing as SVP at Bank of America . 04 Led marketing as CMO at Countrywide Insurance Services . 05 Bought and grew his own company, lifting topline nearly 4x with an ROI over 550% through repositioning, demand gen, product expansion, and M&A. 06 Owner & COO of FirePit Holdings Corp (three Servpro franchises). 07 Evaluates the full funnel — value proposition and product fit through retention and cross-sell. What Jim does in an engagement ### Four jobs, in the order they pay off ### Strategic + operational planning Turn strategy into an operating plan the business can actually run. ### Value proposition + positioning Sharpen the offer, the segments, and the story that wins. ### Full-funnel demand Demand generation and full-funnel analysis from fit through cross-sell. ### Growth + M&A Product expansion and M&A that grow topline, not just headcount. Executive experience ### Operator seats, not advisory titles CGO & Interim President Private Equity-Backed Insurance Company VP, Client Management + CPO USAA SVP, Integrated Channels Marketing Bank of America Chief Marketing Officer Countrywide Insurance Services Owner & COO FirePit Holdings (Servpro) How he works ### Consulting expertise Strategic & Operational Planning Planning Value Proposition Development Positioning Persona & Segmentation Targeting Full-Funnel Analysis Demand Mergers & Acquisitions Growth Industry Expertise Insurance & finance Specialties ### What he is called in to fix Jim is brought in when growth needs an operator who has carried the number and owned the company — not just advised on it. What he does Strategic & operational planning Value proposition development Persona & segmentation Full-funnel analysis Demand generation Mergers & acquisitions Where he has done it Insurance Financial services Banking Consumer services Let's have a conversation ### Learn how Jim can help your business Thirty minutes, no deck. Tell him where growth is stalling and he'll tell you what he'd do about it in the first hundred days. Book 30 minutes with Jim Email Jim Insights ### Latest from Jim All of Jim’s articles → SMB ### Is Your CRO's "R" Realistic? A CEO's Guide to Forecasting A CEO's guide to sales pipeline and revenue forecasting metrics: the source data, conversion rates and rep-level facts that tell you if the number is … August 25, 2026 Strategy ### Turbulence: Pilots Can't Stop the Storm, But Can Calm the Cabin During change, leaders should focus on stability and communication, helping employees navigate uncertainty with confidence and purpose. July 23, 2026 ### Retro Revival: Innovating with Forgotten Ideas Discover how Mutual of Omaha revived Wild Kingdom for modern audiences, blending nostalgia with conservation to engage viewers and boost brand … February 27, 2025 ------------------------------------------------------------------------ # Greg Nemitz Source: https://www.mahdlo.net/greg-nemitz ------------------------------------------------------------------------ Executive Advisor · Chief Revenue Officer ### Greg Nemitz Experienced media sales leader with expertise in multi-platform, national, and digital media strategies A San Francisco Bay Area native with over thirty years managing local and national media sales teams at Disney/ABC, Viacom/CBS, and Audacy/Entercom — now building an advisory practice on the Mahdlo platform. greg@mahdlo.net Connect with Greg on LinkedIn San Francisco Bay Area Book a call with Greg Fractional CRO Revenue leadership on demand 30+ years National media sales leadership Disney · CBS · Audacy Enterprise media track record Multi-platform selling Linear, digital & event About Greg ### The media revenue leader who has seen every disruption Three decades of national media sales, through every reinvention the business has thrown at it. Greg Nemitz is a San Francisco Bay Area native with over thirty years of experience managing local and national media sales teams at Disney/ABC, Viacom/CBS (now Paramount), and Audacy/Entercom. His career follows the evolution of the media business from a one-dimensional linear product focus to multi-platform, national, digital, linear, and event selling — long, nuanced tenures through massive disruption and reinvention. Since his exit from Audacy in December 2022, Greg has been building an advisory practice, and now adds the Mahdlo platform to his offerings. Multi-platform selling is the job now — linear, digital, and event, as one. How Greg has helped businesses grow ### Three decades leading national media sales 01 Led national enterprise sales as SVP at Audacy/Entercom , carrying revenue across a multi-platform media portfolio. 02 Ran sales as Vice President at CBS Corporation , through the shift from linear to digital. 03 Directed sales as Director at Disney/ABC , building and leading local and national media sales teams. 04 Navigated the media business through massive disruption and reinvention — from linear product focus to digital, linear, and event selling. 05 Builds and advises revenue practices as a fractional CRO on the Mahdlo platform. What Greg does in an engagement ### Four jobs, in the order they pay off ### 100-day growth plan A structured first hundred days that turns strategy into pipeline fast. ### Demand generation Multi-platform demand built to produce qualified revenue, not just reach. ### Revenue leadership Fractional CRO judgment in the room — sales structure, coverage, and the number. ### Business transformation Leading the reinvention that keeps revenue growing through disruption. Executive experience ### Operator seats, not advisory titles SVP, National Enterprise Audacy / Entercom Vice President of Sales CBS Corporation Director of Sales Disney / ABC Executive Advisor + Fractional CRO Mahdlo Executive Advisors How he works ### Consulting practice 100 Day Growth Plan Accelerator Demand Generation Pipeline Fractional CRO Leadership Business Transformation Change Specialties ### What he is called in to fix Greg is brought in when revenue has to grow through disruption — across linear, digital, and multi-platform media. What he does Media sales leadership Demand generation 100-day growth plan Revenue leadership Business transformation Multi-platform strategy Where he has done it Media & entertainment Broadcast & radio Digital media Multi-platform advertising Let's have a conversation ### Learn how Greg can help your business Thirty minutes, no deck. Tell him where revenue is stalling and he'll tell you what he'd do about it in the first hundred days. Book 30 minutes with Greg Email Greg Insights ### Latest from Greg All of Greg’s articles → Strategy ### The Sales Activity Trap And How To Avoid It Keeping sales outreach focus on quality versus quantity: how to define an ICP, size ideal customer spend, and build a key account growth system that … September 2, 2026 Fractional CRO ### Google vs. ChatGPT: 2025 Guide for CMOs to Win in AI-Driven Search Discover how Google Search and AI platforms like ChatGPT are reshaping discovery in 2025. Gain new strategies to keep your brand visible and trusted. July 30, 2025 ### Branded Podcasts in 2025: Build Authority or Risk Wasting Resources? Are branded podcasts a smart strategy or a vanity project? Discover how to align podcasts with your brand, engage audiences, and avoid costly … February 18, 2025 ------------------------------------------------------------------------ # Charmon Stiles Source: https://www.mahdlo.net/charmon-stiles ------------------------------------------------------------------------ Executive Advisor · Chief Marketing Officer ### Charmon Stiles When growth outpaces marketing capability Charmon is a growth-focused marketing executive with 20 years of experience helping SaaS, technology, and digital-first businesses navigate growth, transformation, and scale. She is known for building and transforming marketing organizations, strengthening brand and market positioning, and aligning strategy, people, processes, and technology to improve performance. Charmon works with leadership teams to bring clarity to complex marketing challenges and build the capabilities needed for sustainable growth. charmon@mahdlo.net Connect with Charmon on LinkedIn Book a call with Charmon Fractional CMO Marketing & creative leadership 20 years Building brands that convert Brand → revenue Purpose-connected strategy Full-funnel growth Acquisition through retention About Charmon ### The marketing leader who ties brand to the number When brand has to do more than look good — when it has to drive revenue — Charmon builds the engine. Charmon has 20 years of experience building and transforming marketing organizations across SaaS, technology, and digital-first businesses. She brings together brand, growth, people, processes, and technology to solve complex marketing challenges and improve performance. Charmon is at her best when businesses are navigating critical growth stages, organizational transitions, and post-acquisition environments, when complexity increases and marketing needs to evolve with the business. She brings clarity to the messy parts, strengthens teams and operating models, and turns competing priorities into a focused path forward. Brand execution is never a solo act. How Charmon has helped businesses grow ### Marketing that drives measurable growth 01 Drove 180% revenue growth in two years through integrated marketing and growth strategy. 02 Increased lead-to-SQL conversion 60% and SQL-to-customer conversion 50% . 03 Led a complete brand positioning and market launch in 100 days . 04 Delivered 361% brand lift in six months through brand and market transformation. 05 Built and transformed 6 marketing organizations across growth, transition, and transformation. 06 Generated 500K+ new users and 450+ page-one search rankings through digital growth. What Charmon does in an engagement ### Four jobs, in the order they pay off ### Brand development Positioning, identity, and a creative bar that makes the brand worth paying for. ### Marketing strategy A plan connected to brand purpose and measured against revenue, not activity. ### Growth marketing Acquisition, activation, and retention wired into one full-funnel engine. ### Team + change leadership Building high-performing marketing teams and leading the change that scales them. Executive experience ### Operator seats, not advisory titles CMO BrassRing VP, Marketing, Creative & Brand Community.co Senior Director, Creative & Development Investis Digital Senior Director, Digital Marketing gate6 Founder & Head of Brand Vision Makers How she works ### Consulting practices Brand Development Brand Marketing Strategy Strategy Growth Marketing Demand Go-to-Market GTM Change Management Operations Team Development People Specialties ### What she is called in to fix Charmon is brought in when marketing isn't working the way the business needs it to, and leadership needs clarity on what to fix, where to focus, and how to move forward. What she does Brand strategy Positioning Marketing strategy Growth marketing Go-to-market Marketing operations Change management Team development Let's have a conversation ### Learn how Charmon can help your business Thirty minutes, no deck. Tell her where growth is stalling and she'll tell you what she'd do about it in the first hundred days. Book 30 minutes with Charmon Email Charmon Insights ### Latest from Charmon All of Charmon’s articles → Strategy ### Why Brand in Go-to-Market Is the Foundation Brand in go-to-market is not the logo. It is the shared customer understanding behind every GTM decision, and it decides whether growth compounds or … September 10, 2026 ### Brand Synergy: Nurturing Cross-Functional Relationships for Innovation Strong brand execution requires cross-functional alignment. Learn how collaboration turns strategy into momentum across marketing, product, and tech. August 5, 2025 Fractional CMO ### How to Build a Smart, AI-Ready Tech Stack for Brand Growth Create a smart, AI-optimized tech stack to enhance brand growth with streamlined processes, predictive insights, and cohesive data integration. April 30, 2025 ------------------------------------------------------------------------ # Jeremy Ahto Source: https://www.mahdlo.net/jeremy-ahto ------------------------------------------------------------------------ Executive Advisor · Chief Marketing Officer ### Jeremy Ahto Visionary marketing leader steering brands toward growth with B2B and B2C expertise A seasoned marketing executive with two decades building and operationalizing marketing and communications programs that bring brands to life and drive profitable growth across enterprise and mid-market B2B and B2C. jeremy@mahdlo.net Connect with Jeremy on LinkedIn Book a call with Jeremy Fractional CMO Marketing & communications leadership 20+ years Enterprise & mid-market B2B + B2C Complex sales & distribution Brand → growth Memorable, measurable programs About Jeremy ### The marketing leader who brings brands to life Two decades turning marketing and communications into memorable experiences and measurable growth. Jeremy Ahto is a seasoned marketing executive with a proven track record of building and operationalizing marketing and communications programs that bring brands to life, deliver memorable and measurable experiences, and drive profitable business growth. A customer-focused, data-driven professional well-versed in complex sales and distribution models, Jeremy brings more than two decades serving enterprise and mid-market B2B and B2C organizations, and has worked in and with creative, digital marketing, media, and branding agencies. He is a passionate, confident, and empathetic leader known for building and growing high-performing teams that work across function and geography. Bring the brand to life, then make it measurable. How Jeremy has helped businesses grow ### Two decades bringing brands to life 01 Led marketing as Managing Principal & CMO at The Northridge Group . 02 Ran brand marketing for North America as Head of Brand Marketing at Zurich Insurance . 03 Founded and led Brand A Marketing as Founder & CMO. 04 Drove marketing as VP at Finn Partners (Healy Comms) . 05 Operationalized marketing and communications programs across enterprise and mid-market B2B and B2C organizations. 06 Works across creative, digital marketing, media, and branding agencies — building high-performing teams across function and geography. What Jeremy does in an engagement ### Four jobs, in the order they pay off ### Brand + positioning Bring the brand to life with a story that's both memorable and measurable. ### Marketing operations Operationalize programs across function and geography so they actually run. ### Demand + customer experience Data-driven programs across complex sales and distribution models. ### Team leadership Build and grow high-performing marketing teams that scale. Executive experience ### Operator seats, not advisory titles Managing Principal, CMO The Northridge Group Head of Brand Marketing, North America Zurich Insurance Founder, CMO Brand A Marketing VP, Marketing Finn Partners Clients served ### Sectors he works across Insurance Commercial & personal lines Financial services Banking & wealth Professional services Consulting Customer experience Contact centers Manufacturing Consumer goods Technology Software & SaaS Private equity Entrepreneurial ventures Specialties ### What he is called in to fix Jeremy is brought in when a brand needs to grow — across complex B2B and B2C sales, distribution, and geographies. What he does Brand + positioning Marketing operations Demand generation Customer experience Integrated communications Team development Go-to-market Where he has done it Insurance Banking & financial services Professional services Customer experience & contact centers Manufacturing & consumer goods Technology & SaaS Private equity Let's have a conversation ### Learn how Jeremy can help your business Thirty minutes, no deck. Tell him where growth is stalling and he'll tell you what he'd do about it in the first hundred days. Book 30 minutes with Jeremy Email Jeremy Insights ### Latest from Jeremy All of Jeremy’s articles → Fractional CMO ### More ROI, Less AI: Smart CMO's Are Prioritizing Outcome Over Output AI made marketing output cheap and fast. Fractional CMO services that prioritize outcomes over outputs show where the next dollar should actually go. September 22, 2026 Strategy ### Where  CEO Vision Meets CMO Strategy Explore bridging the CEO’s vision with the CMO’s strategy to address strategic disconnects and promote data-driven decision-making for sustainable … March 19, 2024 ------------------------------------------------------------------------ # Chris Perez Source: https://www.mahdlo.net/chris-perez ------------------------------------------------------------------------ Executive Advisor · CMO · Marketing Analytics ### Chris Perez Data-driven marketing executive who turns measurement into growth Twenty years of cross-functional marketing leadership — from a ~$750M budget at USAA to running digital acquisition through Root Insurance's shift from hypergrowth to profitable growth. Chris builds the measurement, models, and teams that connect marketing to the number. chris@mahdlo.net Connect with Chris on LinkedIn Book a call with Chris Fractional CMO Executive advisor 6X attributed growth Root Insurance, FY2023 ~$750M budget Managed within 0.5%, 3 years running 20 years Cross-functional marketing leadership About Chris ### The marketing executive who turns data into action Twenty years of cross-functional experience in brand strategy, performance measurement, and team development. Chris is a marketing executive with 20 years of cross-functional experience, bringing together deep expertise in brand strategy, performance measurement, and team development to help organizations turn data into action. Throughout his career he has guided businesses across industries through transformational growth — building marketing strategies rooted in analytics, creativity, and customer understanding. His approach blends the precision of data-driven decision-making with the intuition of seasoned leadership, so every initiative connects business objectives to measurable outcomes. He partners with clients ready to elevate their marketing maturity and evolve their marketing measurement — refining go-to-market strategies, optimizing performance channels, or equipping teams with frameworks for sustainable success. Precision of data, intuition of leadership. How Chris has helped businesses grow ### From $750M budgets to profitable hypergrowth 01 As Head of Marketing at Root Insurance , led a 15-person digital and analytics team through the shift from post-IPO hypergrowth to profitable growth — 6X marketing-attributed growth in 2023. 02 Built a local-market propensity-to-convert model across CTV, programmatic, social, and email with 1:1 attribution — performing 1,100% above benchmark . 03 At USAA , managed and reallocated a ~$750M marketing budget within 0.5% three years running, while advancing MTA and MMM measurement. 04 Model owner of USAA's Multi-Touch Attribution — weekly attribution across addressable channels worth $7M in annual savings at scale. 05 Launched USAA's first new P&C product in 30 years ( Small Business Insurance ) and drove a data-led state expansion at Root from 2 states to 22 in 17 months. 06 Today, as Principal of Perez Consulting Group , builds product roadmaps and measurement frameworks — including an interim VP of Revenue Operations role at IPG. What Chris does in an engagement ### Four jobs, in the order they pay off ### Marketing measurement Attribution, MMM, and forecasting that tell you what's actually working — and why. ### Performance optimization Deploy budget and resources to the highest-impact channels, with LTV/CAC discipline. ### Go-to-market + product roadmaps Strategic roadmaps, persona development, and positioning grounded in market insight. ### Team + analytics maturity Frameworks, SOPs, and high-performing talent so the rigor outlasts the engagement. Executive experience ### Operator seats, not advisory titles Principal Perez Consulting Group Head of Marketing, Digital Acquisition Root Insurance Product Marketing Director, Channel Optimization USAA Director, Marketing Data & Analytics USAA How he works ### Consulting expertise Marketing Mix Modeling & Attribution Measurement Performance Management & Forecasting Planning Digital Acquisition & Addressable Media Channels Product Marketing & Roadmaps GTM Predictive Modeling & Data Analytics Analytics Industry Expertise Insurance & financial services Specialties ### What he is called in to fix Chris is brought in when marketing can't prove what's working — when the measurement, the models, or the team need to mature before the next stage of growth. What he does Marketing measurement & attribution Marketing mix modeling Performance management Digital acquisition Product marketing & roadmaps Team & analytics maturity Where he has done it Insurance Financial services Banking Consumer services Let's have a conversation ### Learn how Chris can help your business Thirty minutes, no deck. Tell him where the measurement breaks down and he'll tell you what he'd do about it in the first hundred days. Book 30 minutes with Chris Email Chris Insights ### Latest from Chris All of Chris’s articles → Strategy ### Annual GTM Planning and Forecasting That Holds Up Annual GTM planning and forecasting works when it is tied to a three-year target and a monthly routine where sales, marketing, product and finance … September 23, 2026 ### LTV:CAC: How to Measure and Optimize Your Spend LTV:CAC - how to measure and optimize your spend effectively, get finance, product and marketing to agree on one number, and turn insight into action. September 1, 2026 ======================================================================== ## Industries ======================================================================== ------------------------------------------------------------------------ # Industries and markets Source: https://www.mahdlo.net/markets ------------------------------------------------------------------------ Industries SaaS, Tech & AI Financial Services Healthcare Manufacturing Media Professional Services Telecom Consumer & Retail Markets Private Equity Mid-Market Founder-Led Enterprise B2B Small Business Non-Profit Industries and Markets Who we work with 8 industries · 7 markets ### Industries and Markets Executive revenue leadership, built for your sector and your stage. Fractional leadership only works if it understands your business from the first day. Our executives bring direct experience in your industry's buying cycles, compliance realities and growth patterns, and in the pressures of your company's stage, not a generalist playbook applied to every client the same way. Different pressure points in every sector and stage. The same four practice areas answer them. Why it is different ### Why Sector Experience Matters A fractional CMO who has never sold into regulated financial services will make the same compliance mistakes a new in-house hire would. A fractional CRO who has never worked to a private equity hold period will not understand why the board wants results in 100 days rather than eighteen months. The questions every engagement asks are the same: are you focused on the right initiatives, moving fast enough, running on the right technology, with the right people? What differs by sector and stage is where the answers break. Each page below shows that, and which practice fixes it. Sectors ### Industries 01 SaaS, Tech & AI Executive leadership for compressed growth timelines. 10 named companies · 2 case studies Explore → 02 Financial Services, Banking & Insurance Compliance-aware growth leadership. 15 named companies · 6 case studies Explore → 03 Healthcare & Wellness Growth strategy that respects trust and regulation. 8 named companies · 2 case studies Explore → 04 Manufacturing & Distribution Revenue leadership for long cycles and complex channels. 4 named companies · 2 case studies Explore → 05 Media & Advertising Positioning for a category where everyone claims to be creative. 8 named companies · 1 case study Explore → 06 Professional Services & Consulting Marketing leadership for firms that sell expertise. 6 named companies Explore → 07 Telecommunications Growth strategy for crowded, commoditized markets. 6 named companies · 2 case studies Explore → 08 Consumer & Retail Built for businesses competing for attention. 12 named companies · 3 case studies Explore → Stages ### Markets 01 Private Equity Built for board timelines, not organic growth timelines. 7 named companies · 5 case studies Explore → 02 Mid-Market Growth Leadership for the stage between startup and enterprise. 21 named companies · 4 case studies Explore → 03 Founder-Led Leadership that extends your vision. 10 named companies Explore → 04 Corporate & Enterprise Structure without slowing down. 27 named companies · 5 case studies Explore → 05 B2B Built for complex sales, not simple funnels. 18 named companies · 4 case studies Explore → 06 Small & Medium Business Executive leadership, sized for where you are. 12 named companies · 3 case studies Explore → 07 Non-Profit Raise more. Retain longer. Reach further. 8 named companies Explore → The bench ### Where Our Bench Runs Deepest Counts from the logo walls and the case studies on these pages. Depth is where named experience and published proof overlap. It is also where to expect the fastest start. How it works ### The Same Four Questions Every engagement opens with the same four questions from the 100-Day Accelerator , and the same four practice areas answer them: Strategy Practices , Revenue Accelerators , Customer Tech and People Practices . Sector experience decides how fast the diagnosis gets to the real constraint. See all practices . FAQ ### Questions We Get What industries does Mahdlo serve? Eight industries: SaaS, tech and AI; financial services, banking and insurance; healthcare and wellness; manufacturing and distribution; media and advertising; professional services; telecommunications; and consumer and retail. And seven markets by stage and ownership: private equity, mid-market, founder-led, corporate and enterprise, B2B, small and medium business, and non-profit. Do your executives have experience in my industry? Every executive we place brings direct, named experience in the sector they are placed in. The logo wall on each page shows where our executives held the seat and who they have done the work for. Where is your bench deepest? Financial Services, Banking & Insurance: 15 named companies on the logo wall and 6 published case studies, with executive experience at USAA, Allstate, Zurich and Bank of America. What if my industry is not listed? The four questions and the practices behind them apply everywhere. The conversation starts with whether our executives have run a business like yours, and we will tell you plainly if they have not. What is the difference between an industry and a market? An industry describes what you sell and to whom. A market describes your company's stage and ownership. Most companies belong to one of each, and each page shows where growth breaks for that context. ### Ready to talk about your industry? One conversation with an executive who has actually operated in your sector. Schedule a conversation Industries SaaS, Tech & AI → Financial Services, Banking & Insurance → Healthcare & Wellness → Manufacturing & Distribution → Media & Advertising → Professional Services & Consulting → Telecommunications → Consumer & Retail → Markets Private Equity → Mid-Market Growth → Founder-Led → Corporate & Enterprise → B2B → Small & Medium Business → Non-Profit → Where this starts Fractional CMO services Fractional CRO services 100-Day Accelerator All practices → ------------------------------------------------------------------------ # SaaS, tech and AI Source: https://www.mahdlo.net/industries/saas-tech-ai ------------------------------------------------------------------------ All Industries and Markets 01 SaaS, Tech & AI 02 Financial Services 03 Healthcare 04 Manufacturing 05 Media 06 Professional Services 07 Telecom 08 Consumer & Retail Industries and Markets / SaaS, Tech & AI Industries 01 / 08 ### SaaS, Tech & AI Executive leadership for compressed growth timelines. SaaS, technology and AI companies carry aggressive ARR targets, buyers who research before they talk to sales, and markets that move faster than a hiring process. A fractional CMO or CRO owns the pipeline number from the first month, without the two quarters a full-time search costs. The same four questions every engagement asks. The answers are specific to recurring revenue. Experience ### Named experience in this sector Where our executives held the seat, and who they have done this work for. Every mark is a real engagement or a real role. CSI Client eSSENTIAL Accessibility now Level Access Infor Semantix Sphera HubSpot Partner brand Avaya Executive experience IBM Verint Single Client Show all 10 → Why it is different ### Why SaaS, Tech & AI Growth Is Different Recurring revenue changes what growth means. A logo won this quarter only pays back if it renews and expands, so net revenue retention, acquisition cost and payback matter as much as bookings. And the leader who found product-market fit at $3M ARR has not necessarily scaled a system at $40M: early-stage work finds one repeatable motion, while mid-market work scales systems, hiring and process discipline. The buying side has moved too. Categories crowd quickly, AI companies need market education more than a launch, and buyers do most of their research before a seller hears from them. Pipeline that looks healthy on a dashboard still fails to close, and sales and marketing each blame the other without a shared definition to settle it. A fractional CMO or CRO owns that number from the first month: one definition of a qualified opportunity, a demand engine described in cost per opportunity, and a forecast the board can use. The signs ### Is This You? 01 ARR growth has flattened for two or three quarters, and nobody can say which part of the funnel broke. 02 Sales says the leads are wrong, marketing says sales does not work them, and neither can prove it. 03 Renewal and expansion are left to customer success alone. 04 You need an executive who has run a recurring-revenue model, and a full-time search would take two quarters. Where to start ### Match the Symptom to the Practice The right first move depends on the constraint you actually have. Use this map to go from what you are seeing to the practice that addresses it. If this is what you are seeing Start with Your category page reads like every other platform Brand Development Pipeline depends on one channel that keeps getting more expensive Demand Generation Opportunities open, then stall mid-funnel Revenue Acceleration Renewal and expansion left to customer success alone Sales Account Planning Pipeline reporting nobody trusts CRM & Marketing Automation A new module or tier with no route to market Go-to-Market Planning The roadmap is disconnected from what buyers pay for Product Development The next growth market is in another country International Expansion How it works ### How SaaS Revenue Moves THE METRIC THAT DECIDES VALUATION Growth that does not renew is rented. Net revenue retention is where marketing, sales and success are judged together. One leader owns the whole path, so the handoffs between teams stop being where revenue leaks. One leader owns the whole path, so the handoffs between teams stop being where revenue leaks. The leadership ### Two Seats, One Plan Fractional CMO for SaaS A go-to-market that aligns product, marketing and sales, positioning buyers can tell apart, and a demand engine measured in cost per opportunity rather than traffic. Fractional CMO services → Fractional CRO for SaaS Revenue operations built on the metrics that matter in SaaS, pipeline velocity, CAC and net revenue retention, with sales and customer success working one plan instead of optimizing in isolation. Fractional CRO services → The plan ### The First 100 Days Plan · Days 1 to 45 A funnel diagnostic by segment, one qualified-opportunity definition, and the ICP the plan will prove. Activate · Days 30 to 60 Demand programs measured on opportunities, discovery standards, and pipeline reviews both teams attend. Accelerate · Days 60 to 100 Attribution and a forecast you can trust, expansion plans for named accounts, and the first cohort readout. Sustain · Day 100 and after Recalibrate on what the funnel proved: a lighter retainer, your own hire, or the next hundred days. It runs on the 100-Day Accelerator : quick wins inside 30 days and a running revenue engine inside 100. Results ### Proof SaaS | Tech | AI ### Global SaaS Company Expands Into the US Market Through Partnership With Mahdlo More qualified leads, a higher conversion rate than any prior attempt, and a substantial revenue increase from the US. International Expansion · Mid-Market ### Strategic Collaboration for Successful SaaS Market Penetration Hypothesis validated, value proposition sharpened, and a foundational customer base established. Go-to-Market Planning · SMB Go deeper ### Further Reading What to Look for in a Fractional CMO for SaaS The Case for Hybrid Sales-Led and Product-Led Growth Is SaaS Dead? How Fractional CROs Are Redefining the Future FAQ ### Questions We Get What does a fractional CMO do for a SaaS company? A fractional CMO for SaaS is a part-time marketing executive who owns the pipeline number: positioning, the demand engine and alignment with sales, measured in qualified opportunities, acquisition cost and payback rather than activity. The work starts with a diagnostic, not a plan. Should a SaaS company hire a fractional CMO or a fractional CRO? A CMO when the gap is positioning and demand. A CRO when opportunities open but do not close, forecasts miss, or renewal and expansion have no owner. Many SaaS companies between $10M and $100M ARR need both seats working one plan. What revenue stage do you work with? Mostly SaaS, technology and AI companies between $10M and $100M in ARR, where the job shifts from finding one repeatable motion to scaling systems, hiring and process discipline. We also run go-to-market work for earlier companies proving a beachhead. How is this different from a SaaS marketing agency? An agency runs campaigns inside a plan someone else owns. A fractional executive sits on the leadership team, owns the plan and the number, and directs agencies where they help. Do your executives understand product-led growth? Yes. Our SaaS executives have run sales-led and product-led motions, including hybrids that use product adoption to feed a sales team. Where does AI fit for a SaaS or AI company? In the decisions that move revenue: which accounts to prioritize, which deals are real and where the pipeline is dying. AI companies also tend to need market education more than a launch. The approach is on the AI Strategy page. How fast will we see results? The first wins usually land inside 30 days, and the 100-Day Accelerator puts the full engine in motion. Deeper movement on the metrics that decide valuation builds over the following two to four quarters. ### Ready to talk? One conversation with an executive who has operated in your sector, not a generalist reading your website. Schedule a conversation Industries SaaS, Tech & AI ● Financial Services, Banking & Insurance → Healthcare & Wellness → Manufacturing & Distribution → Media & Advertising → Professional Services & Consulting → Telecommunications → Consumer & Retail → All industries and markets → Where this starts Fractional CMO services Fractional CRO services 100-Day Accelerator All practices → ------------------------------------------------------------------------ # Financial services, banking and insurance Source: https://www.mahdlo.net/industries/financial-services-insurance ------------------------------------------------------------------------ All Industries and Markets 01 SaaS, Tech & AI 02 Financial Services 03 Healthcare 04 Manufacturing 05 Media 06 Professional Services 07 Telecom 08 Consumer & Retail Industries and Markets / Financial Services, Banking & Insurance Industries 02 / 08 ### Financial Services, Banking & Insurance Compliance-aware growth leadership. Insurers, banks and wealth firms grow through agents, brokers, partners and direct channels at once, with compliance review at every step. It is where our bench runs deepest: the most named companies on any of our logo walls, and most of our published case studies. The same four questions every engagement asks. The answers are specific to regulated markets. Experience ### Named experience in this sector Where our executives held the seat, and who they have done this work for. Every mark is a real engagement or a real role. Aon Client AUSIB AXA Fifth Third Wealth Management Franklin American Mortgage Genstar Capital Independence Pet Group Pets Plus Us Travelers Wintrust Allstate Executive experience Bank of America Root Insurance USAA Zurich Executive experience Show all 15 → Why it is different ### Why Financial Services, Banking & Insurance Growth Is Different Financial services growth runs through more than one door. A single insurer may sell through captive agents, independent brokers, retail partners and a direct-to-consumer site at once, each with different economics and different people to persuade. Banks and wealth firms face the same split between branch, advisor and digital. Every message passes a compliance review, customer data is rich but usually sits outside the decisions it could inform, and acquisition that leans on search and aggregators keeps getting more expensive. The firms that pull ahead treat that data as a growth asset and run each channel as a managed program rather than a legacy relationship. Our executives have held seats at USAA, Allstate, Zurich, Bank of America and Root Insurance, and our client work spans carriers, brokers, specialty and pet insurance, banks and wealth management. −30% cost per acquisition for a specialty insurer, with growth rates up 32%. $5M more policy value than planned from a first broker lead generation program. 2× book of business from a retail partnership run as a growth channel. From our engagements in the sector. The signs ### Is This You? 01 Acquisition leans on search and aggregators, and cost per acquisition keeps climbing. 02 Agents, brokers and partners each hear a different story, and nobody owns the whole. 03 You hold years of customer data and none of it shapes where the next dollar goes. 04 Compliance review arrives at the end of every campaign instead of being planned in. Where to start ### Match the Symptom to the Practice The right first move depends on the constraint you actually have. Use this map to go from what you are seeing to the practice that addresses it. If this is what you are seeing Start with Cost per acquisition rising on search and aggregators Demand Generation Customer data that is not guiding growth decisions AI Strategy A retail or distribution partnership run as a relationship, not a channel Channel Partner Revenue Product lines competing for the same customer Business Transformation Service calls that resolve issues and never retain or cross-sell Contact Center Optimization Messaging rewritten every time it reaches compliance review Brand Development Board and management reading different numbers from the same CRM CRM & Marketing Automation Renewal and cross-sell with no named owner Sales Account Planning How it works ### How Financial Services Revenue Moves COMPLIANCE, PLANNED IN Review is designed into messaging, data use and channel programs from the start, instead of arriving as the step that stalls a launch. The same leader sees acquisition cost, channel mix and retention together, which is where the margin is decided. The same leader sees acquisition cost, channel mix and retention together, which is where the margin is decided. The leadership ### Two Seats, One Plan Fractional CMO for financial services Brand and demand for regulated products: segments defined by value, messaging that holds up in review, and acquisition that reaches beyond search and aggregators. Fractional CMO services → Fractional CRO for financial services Revenue across agents, brokers, partners and direct channels under one plan, with a forecast that holds and retention and cross-sell treated as growth. Fractional CRO services → The plan ### The First 100 Days Plan · Days 1 to 45 Channel economics side by side, the customer data you are not using, and where compliance review slows launches. Activate · Days 30 to 60 Segments and messaging rebuilt, channel programs with owners, and acquisition tested beyond search. Accelerate · Days 60 to 100 Attribution across channels, forecast discipline, and the first cost-per-acquisition readout. Sustain · Day 100 and after Recalibrate on channel results: a lighter retainer, your own hire, or the next hundred days. It runs on the 100-Day Accelerator : quick wins inside 30 days and a running revenue engine inside 100. Results ### Proof Financial Services | Insurance ### From Search-Led Acquisition to AI-Enabled Growth Decisioning CPA down 30% and growth rates up 32%, on a proprietary cross-platform intelligence layer. AI & Growth Analytics · Mid-Market or PE-Backed ### Building the First B2B(2B) Broker Lead Generation Program in North America Conversion up 20% and $5M more policy value than planned, with the model now scaling globally. Demand Generation · Enterprise or PE-Backed ### Building a DTC Acquisition Engine That Scales Beyond Legacy Channels Several record-setting new-business months, on a broader and better-forecast acquisition engine. Demand Generation · Mid-Market or PE-Backed ### Turning a High-Potential Retail Partnership Into a Disciplined Growth Channel The book of business doubled during the engagement, run as a strategic growth channel. Channel Partner Revenue · Mid-Market or PE-Backed ### Replacing Siloed Execution With Centers of Excellence and Go-to-Market Pods Clear ownership of capabilities and of markets, and one way to prioritize the work. Operating Model Design · Mid-Market ### A National Retail Bank: A Customer Care Success Story QA scores up 25%, agent capacity up 25% in 90 days, and handling time down 10%. Call Center Outsourcing · Enterprise Go deeper ### Further Reading How to Calculate Customer Acquisition Payback LTV:CAC: How to Measure and Optimize Your Spend How to Build Partner Channels FAQ ### Questions We Get What is insurance marketing? Insurance marketing is how carriers, brokers and agencies attract, convert and keep policyholders across agent, broker, partner and direct channels, within rules on what can be said and how customer data can be used. Done well, it runs each channel as a measured program and treats renewal and cross-sell as growth. Do you work with insurance companies? Yes. Insurance is where our bench is deepest: carriers, brokers, specialty lines, pet insurance and insurance DTC businesses, with results that include 30% lower cost per acquisition and $5M more policy value than planned. What about banks and wealth management firms? Community, regional and mid-sized banks and wealth firms, where the work is customer acquisition, product-line growth and turning service interactions into retention. One national retail bank lifted quality assurance scores 25% across more than two million calls and chats a year. How do you handle compliance? Our executives bring direct experience with advertising disclosures and data privacy requirements in financial services, and compliance review is planned into messaging, data use and channel programs from the start. We work alongside your compliance team. This is not a substitute for legal or compliance counsel. Should a financial services firm hire a fractional CMO or CRO? A CMO when the gap is segments, messaging and acquisition cost. A CRO when channels conflict, forecasts miss, or retention and cross-sell have no owner. Combined engagements reduce the silos between the two and often move faster than either seat alone. How fast will we see results? The first wins usually land inside 30 days, and the 100-Day Accelerator puts the full engine in motion. Deeper movement on the metrics that decide valuation builds over the following two to four quarters. ### Ready to talk? One conversation with an executive who has operated in your sector, not a generalist reading your website. Schedule a conversation Industries SaaS, Tech & AI → Financial Services, Banking & Insurance ● Healthcare & Wellness → Manufacturing & Distribution → Media & Advertising → Professional Services & Consulting → Telecommunications → Consumer & Retail → All industries and markets → Where this starts Fractional CMO services Fractional CRO services 100-Day Accelerator All practices → ------------------------------------------------------------------------ # Healthcare and wellness Source: https://www.mahdlo.net/industries/healthcare-wellness ------------------------------------------------------------------------ All Industries and Markets 01 SaaS, Tech & AI 02 Financial Services 03 Healthcare 04 Manufacturing 05 Media 06 Professional Services 07 Telecom 08 Consumer & Retail Industries and Markets / Healthcare & Wellness Industries 03 / 08 ### Healthcare & Wellness Growth strategy that respects trust and regulation. Wellness brands, telehealth companies and digital health organizations sell to people who check every claim, under advertising and privacy rules most categories never meet. Mahdlo's fractional CMOs and CROs build growth that earns credibility first and pipeline second. The same four questions every engagement asks. The answers are specific to trust and regulation. Experience ### Named experience in this sector Where our executives held the seat, and who they have done this work for. Every mark is a real engagement or a real role. CareClix Client Digital Medicine Society Hempsi The St. James AKC Pet Insurance Partner brand ASPCA Pet Health Insurance Figo Pet Insurance No Cap Hemp Co Client Show all 8 → Why it is different ### Why Healthcare & Wellness Growth Is Different Wellness and digital health marketing carries weight most categories never feel. People are deciding about their health, so credibility has to be earned before any campaign can convert, and a claim that would be routine elsewhere can be a regulatory problem here. Growth also rarely runs through a single funnel. A wellness brand sells direct, through retail partners and on marketplaces, often in a category whose rules keep shifting. A telehealth or digital health company has to win members, keep them past the first visit, and work with data inside privacy rules that limit what can be used and how. The work is trust at scale: education that earns credibility, claims that hold up under scrutiny, and every channel, from retail shelves to memberships, measured like the revenue engine it is. 150% average annual revenue growth for a wellness brand in a regulated category. 500+ retail stores reached through partnerships with established retailers. 3 years of sustained growth against industry headwinds. From one engagement in the sector. The signs ### Is This You? 01 Your marketing needs regulatory and compliance fluency your current team does not have. 02 Retail or marketplace distribution is growing faster than the demand behind it. 03 A new product, membership or market is coming and there is no credible growth story for it yet. 04 You need executive-level strategy without the cost of a full-time hire. Where to start ### Match the Symptom to the Practice The right first move depends on the constraint you actually have. Use this map to go from what you are seeing to the practice that addresses it. If this is what you are seeing Start with Education content that builds awareness but not orders or sign-ups Demand Generation Retail partners with no program, owner or sell-through plan Channel Partner Revenue A brand that sounds like every other wellness brand Brand Development A launch with a date but no go-to-market plan Go-to-Market Planning Data spread across systems nobody can report from CRM & Marketing Automation Support calls that do not keep customers or members Contact Center Optimization A founder or clinical leader new to running growth Executive Coaching How it works ### How Healthcare Revenue Moves CREDIBILITY BEFORE PIPELINE A claim that would be routine elsewhere can be a regulatory problem here, so every stage is built to hold up under scrutiny. Retail, direct and membership revenue on one plan, so every channel that drives volume is measured like the revenue engine it is. Retail, direct and membership revenue on one plan, so every channel that drives volume is measured like the revenue engine it is. The leadership ### Two Seats, One Plan Fractional CMO for healthcare and wellness Brand strategy and demand generation built around trust: education that earns credibility, claims that hold up under regulatory scrutiny, and launches that reach the market on schedule. Fractional CMO services → Fractional CRO for wellness and digital health Revenue strategy that reflects how wellness and digital health companies actually grow: retail and marketplace partners, direct and membership sales, and retention, aligned with marketing instead of working around it. Fractional CRO services → The plan ### The First 100 Days Plan · Days 1 to 45 Where volume really comes from, channels ranked by margin, and the claims your messaging can defend. Activate · Days 30 to 60 Education and demand programs live, retail and partner accounts given owners, and the first conversion path fixed. Accelerate · Days 60 to 100 Reporting that respects privacy, retention measured, and the next product, membership or market sequenced. Sustain · Day 100 and after Recalibrate on what drove volume: a lighter retainer, your own hire, or the next hundred days. It runs on the 100-Day Accelerator : quick wins inside 30 days and a running revenue engine inside 100. Results ### Proof Healthcare & Wellness ### Exponential Growth for a CBD Brand, Against the Industry’s Headwinds Three years of 150% average annual growth, and retail presence past 500 stores. Demand Generation · SMB or Mid-Market Consumer & Retail ### Launching a Health & Wellness CBD Brand in a Regulated Market in 90 Days Board funding secured, a five-year plan approved, and the brand in market in 90 days. Brand Development · Mid-Market Go deeper ### Further Reading Cost-Effective Growth for Healthcare Organizations How to Build Partner Channels Fractional CMO vs Agency: Which Fits Growth? FAQ ### Questions We Get What is a healthcare marketing strategy? A healthcare marketing strategy decides which products, services and audiences to grow, how to earn trust with customers, members and the professionals who recommend you, and which channels carry that message within advertising and privacy rules. The strongest ones run every channel, from retail partners to memberships, as a revenue channel and measure retention, not just new customers. What types of healthcare organizations do you work with? Wellness brands, telehealth and digital health organizations, and pet health insurance brands. The names on this page include CareClix, the Digital Medicine Society, The St. James and Figo Pet Insurance, and both case studies are wellness brands. Scope adjusts to the size of the organization. Do your executives understand healthcare compliance? Yes. Our healthcare executives bring direct experience with the advertising and privacy constraints of the sector, and those constraints are a starting design point rather than an afterthought. Mahdlo is not a substitute for legal or compliance counsel on regulated claims. What's the difference between a healthcare marketing consultant and a fractional CMO? A consultant advises. A fractional CMO owns the strategy and its execution, with the same accountability as an in-house executive, built around the sector's trust and compliance requirements. Can you help launch a new product, membership or market? Yes. It starts with a go-to-market plan: who it is for, what they need to believe, which channels and partners matter, and how the first hundred days will prove demand. One wellness brand we worked with was in market in ninety days. How fast will we see results? The first wins usually land inside 30 days, and the 100-Day Accelerator puts the full engine in motion. Deeper movement on the metrics that decide valuation builds over the following two to four quarters. ### Ready to talk? One conversation with an executive who has operated in your sector, not a generalist reading your website. Schedule a conversation Industries SaaS, Tech & AI → Financial Services, Banking & Insurance → Healthcare & Wellness ● Manufacturing & Distribution → Media & Advertising → Professional Services & Consulting → Telecommunications → Consumer & Retail → All industries and markets → Where this starts Fractional CMO services Fractional CRO services 100-Day Accelerator All practices → ------------------------------------------------------------------------ # Manufacturing and distribution Source: https://www.mahdlo.net/industries/manufacturing-distribution ------------------------------------------------------------------------ All Industries and Markets 01 SaaS, Tech & AI 02 Financial Services 03 Healthcare 04 Manufacturing 05 Media 06 Professional Services 07 Telecom 08 Consumer & Retail Industries and Markets / Manufacturing & Distribution Industries 04 / 08 ### Manufacturing & Distribution Revenue leadership for long cycles and complex channels. Manufacturers and distributors sell through channel partners, dealers and direct accounts, to buying committees stacked with engineers, procurement and finance, while tariffs and supply costs reprice the market. Mahdlo's fractional CMOs and CROs build the channel and pipeline discipline long cycles demand. The same four questions every engagement asks. The answers are specific to channels and long cycles. Experience ### Named experience in this sector Where our executives held the seat, and who they have done this work for. Every mark is a real engagement or a real role. ITW Client Sherwin-Williams USG Tessco Technologies Executive experience Why it is different ### Why Manufacturing & Distribution Growth Is Different Manufacturing and distribution companies do not grow like software companies. Revenue moves through distributors, dealers, resellers and direct enterprise accounts, cycles run for months, and a single order can need sign-off from engineering, procurement, operations and finance. The market has become harder to price. Tariffs and supply chain disruption have reshaped cost structures and customer priorities, pushing companies to reposition around domestic value, shift from price to value-based selling, and expand existing accounts rather than chase every new one. A marketing agency built for demand campaigns rarely has a framework for any of that. The work is a channel strategy, a value case every member of the committee can use, and pipeline visibility across a long cycle. +20 pts unit preference for a feature set chosen through buyer research. 25% higher price buyers accepted for the redesigned product. Lower cost to build than the version the company planned. From one engagement in the sector. The signs ### Is This You? 01 Revenue depends on channel partners who are not getting consistent support. 02 Your buying committees include people marketing has never had to speak to directly. 03 Sales cycles are long enough that pipeline visibility has become a real problem. 04 Tariffs or supply costs have changed your pricing, and the value story has not caught up. Where to start ### Match the Symptom to the Practice The right first move depends on the constraint you actually have. Use this map to go from what you are seeing to the practice that addresses it. If this is what you are seeing Start with Distributors and direct sales competing for the same accounts Channel Partner Revenue Deals lost on price with a better product Brand Development Buying committees your sellers never fully reach Sales Account Planning A roadmap built on assumptions rather than buyer trade-offs Product Development Long cycles tracked in spreadsheets CRM & Marketing Automation Demand campaigns that engineers and specifiers ignore Demand Generation Tariff-driven repricing with no go-to-market response Go-to-Market Planning A new region, segment or export market with no plan Market Development How it works ### How Manufacturing Revenue Moves VALUE, NOT THE RATE CARD When tariffs and supply costs move, the companies that hold margin sell on value to every buyer in the room, not on price to one. Direct and partner revenue on one plan, so distributors and your own sellers stop working at cross purposes. Direct and partner revenue on one plan, so distributors and your own sellers stop working at cross purposes. The leadership ### Two Seats, One Plan Fractional CMO for manufacturing and distribution Positioning, channel messaging and demand built around how engineers, procurement and finance evaluate and buy, with the accountability of an executive rather than an agency retainer. Fractional CMO services → Fractional CRO for manufacturing and distribution Direct sales and channel partner revenue under one strategy, so distributors and your internal team stop working at cross purposes, and partner revenue gets the same rigor as any other pipeline. Fractional CRO services → The plan ### The First 100 Days Plan · Days 1 to 45 Channel economics mapped, the value case tested against real deals, and pipeline stages defined. Activate · Days 30 to 60 Partner programs with tiers and owners, plans for the largest committees, and demand aimed at specifiers. Accelerate · Days 60 to 100 Pipeline visibility across the cycle, pricing discipline in quotes, and the first channel readout. Sustain · Day 100 and after Recalibrate on channel results: a lighter retainer, your own hire, or the next hundred days. It runs on the 100-Day Accelerator : quick wins inside 30 days and a running revenue engine inside 100. Results ### Proof Manufacturing | Distribution ### Product Development: Unlocking Customer Insights for Differentiated Products A different feature set moved preference 20+ points at a 25% higher price, and cost less to build. Product Development · Mid-Market or Enterprise Telecommunications ### Transforming Marketing From a Cost Center Into a Profit Center Up from −$2 per dollar. Revenue up 27% year over year, margin up 9 points. Demand Generation · Enterprise Go deeper ### Further Reading Transform Your GTM Strategy in a Tariff-Driven Market How to Build Partner Channels How to Assess Channel Partner Performance FAQ ### Questions We Get What is a manufacturing marketing strategy? A manufacturing marketing strategy decides which segments and applications to pursue, how to reach engineers, specifiers and procurement, how to support distributors and dealers, and how to defend price with a value case. It measures pipeline and partner revenue across long cycles, not just leads. What's the difference between a fractional CMO and a manufacturing marketing agency? An agency builds campaigns. A fractional CMO owns the strategy behind them, positioning, channel messaging and demand aimed at how your buyers actually evaluate, and stays accountable for the pipeline it produces. Do you work with distributors as well as manufacturers? Yes. Distributors face the same long cycles plus the pressure to add value between manufacturer and customer. One wireless distributor took its marketing from losing $2 per dollar to returning $7.50. How does a fractional CRO handle channel partner revenue? By treating it as part of one strategy rather than a separate track: clear account ownership rules, partner tiers with defined support, and partner-sourced pipeline measured like any other. Can you help us respond to tariffs? Yes. Tariff-driven repricing is a go-to-market problem: reposition around domestic value, move from price to value-based selling, adjust target segments and expand existing accounts. How fast will we see results? The first wins usually land inside 30 days, and the 100-Day Accelerator puts the full engine in motion. Deeper movement on the metrics that decide valuation builds over the following two to four quarters. ### Ready to talk? One conversation with an executive who has operated in your sector, not a generalist reading your website. Schedule a conversation Industries SaaS, Tech & AI → Financial Services, Banking & Insurance → Healthcare & Wellness → Manufacturing & Distribution ● Media & Advertising → Professional Services & Consulting → Telecommunications → Consumer & Retail → All industries and markets → Where this starts Fractional CMO services Fractional CRO services 100-Day Accelerator All practices → ------------------------------------------------------------------------ # Media and advertising Source: https://www.mahdlo.net/industries/media ------------------------------------------------------------------------ All Industries and Markets 01 SaaS, Tech & AI 02 Financial Services 03 Healthcare 04 Manufacturing 05 Media 06 Professional Services 07 Telecom 08 Consumer & Retail Industries and Markets / Media & Advertising Industries 05 / 08 ### Media & Advertising Positioning for a category where everyone claims to be creative. Media companies, broadcasters and agencies are expert at growing other people's brands and often run their own growth on whoever has time. Mahdlo's fractional CMOs and CROs bring the positioning and new business discipline you apply for clients to your own company. The same four questions every engagement asks. The answers are specific to selling creativity. Experience ### Named experience in this sector Where our executives held the seat, and who they have done this work for. Every mark is a real engagement or a real role. KPBS Client KRON 4 LOOK Media USA Single Audacy Executive experience CBS Disney / ABC Weber Shandwick Executive experience Show all 8 → Why it is different ### Why Media & Advertising Growth Is Different In media and advertising, every competitor claims to be the creative one, the data-driven one, or both. Buyers compare reels, rate cards and audiences that look interchangeable, and new business becomes a cycle of pitches won and lost on relationships and timing. The businesses themselves are under structural pressure: audiences fragmenting across platforms, budgets moving between channels faster than sales teams can follow, and client relationships that walk out the door when one account leader leaves. The work is applying your own discipline to your own business: a defensible position, a new business engine that does not depend on the next RFP, and existing clients grown as deliberately as new logos are won. The signs ### Is This You? 01 Your positioning could be swapped with the next firm's without anyone noticing. 02 New business arrives in bursts, driven by RFPs and referrals rather than a plan. 03 Your largest client relationships would leave with one or two people. 04 You sell audience and data insight to clients and do not use it for your own growth. Where to start ### Match the Symptom to the Practice The right first move depends on the constraint you actually have. Use this map to go from what you are seeing to the practice that addresses it. If this is what you are seeing Start with Positioning that sounds like every competitor Brand Development New business that depends on RFPs and referrals Demand Generation Pitches that stall after the first meeting Revenue Acceleration Client revenue concentrated in a few accounts Sales Account Planning Audience and client data scattered across tools CRM & Marketing Automation A new service or offering with no route to market Go-to-Market Planning Account leaders promoted for craft, not for growth Executive Coaching How it works ### How Media Revenue Moves YOUR OWN BEST CLIENT The discipline you bring to clients' growth, applied to your own: a position, a pipeline and accounts with a plan. New business and client growth on one plan, so revenue stops rising and falling with the pitch calendar. New business and client growth on one plan, so revenue stops rising and falling with the pitch calendar. The leadership ### Two Seats, One Plan Fractional CMO for media and advertising Positioning built on more than creative claims: a clear, defensible reason for clients to choose you over the next firm with a similar reel. Fractional CMO services → Fractional CRO for media and advertising Revenue strategy and new business discipline, bringing the same rigor to your own growth that you bring to your clients'. Fractional CRO services → The plan ### The First 100 Days Plan · Days 1 to 45 Win and loss patterns from recent pitches, client concentration mapped, and the position tested with buyers. Activate · Days 30 to 60 A new business program beyond RFPs, pitch standards, and plans for the largest accounts. Accelerate · Days 60 to 100 Pipeline tracked in one system, account growth reviewed monthly, and the position live everywhere. Sustain · Day 100 and after Recalibrate on what won: a lighter retainer, your own hire, or the next hundred days. It runs on the 100-Day Accelerator : quick wins inside 30 days and a running revenue engine inside 100. Results ### Proof Telecommunications ### A Customer Care Transformation That Redefined a Media and Communications Operation Customer satisfaction up more than 30%, and a credible champion-challenger position in the market. Call Center Outsourcing · Enterprise Go deeper ### Further Reading Fractional CMO vs Agency: Which Fits Growth? When to Hire a Fractional CMO vs. a Traditional Agency Contractor, Agency, or Employee FAQ ### Questions We Get Does Mahdlo work with media companies on both the marketing and revenue side? Yes. Fractional CMO and CRO engagements are both available, and media and advertising companies often combine them when positioning and new business development need to move together. How is this different from hiring another agency? We are not pitching creative work. We build the marketing and revenue strategy for your own firm's growth, as embedded executive leadership rather than a vendor relationship. What kinds of media businesses do you work with? Broadcasters, public media, digital media companies and agencies. Our executives have held seats at CBS, Disney/ABC, Audacy and Weber Shandwick, and our client work includes KPBS, KRON 4 and LOOK Media USA. How do you reduce dependence on RFPs? With a new business engine that starts before the RFP: a defensible position, thought leadership and outreach aimed at named prospects, and a pipeline reviewed like any other revenue team. Can you help with client retention and growth? Yes. The largest clients get named account plans and relationship coverage beyond one or two people, so they do not leave with the person who owns them. How fast will we see results? The first wins usually land inside 30 days, and the 100-Day Accelerator puts the full engine in motion. Deeper movement on the metrics that decide valuation builds over the following two to four quarters. ### Ready to talk? One conversation with an executive who has operated in your sector, not a generalist reading your website. Schedule a conversation Industries SaaS, Tech & AI → Financial Services, Banking & Insurance → Healthcare & Wellness → Manufacturing & Distribution → Media & Advertising ● Professional Services & Consulting → Telecommunications → Consumer & Retail → All industries and markets → Where this starts Fractional CMO services Fractional CRO services 100-Day Accelerator All practices → ------------------------------------------------------------------------ # Professional services and consulting Source: https://www.mahdlo.net/industries/professional-services-consulting ------------------------------------------------------------------------ All Industries and Markets 01 SaaS, Tech & AI 02 Financial Services 03 Healthcare 04 Manufacturing 05 Media 06 Professional Services 07 Telecom 08 Consumer & Retail Industries and Markets / Professional Services & Consulting Industries 06 / 08 ### Professional Services & Consulting Marketing leadership for firms that sell expertise. Professional services firms sell trust in their people. Growth runs on reputation, referrals and a few partners who originate most of the work, until those partners get busy delivering it. Mahdlo's fractional CMOs and CROs build origination that does not depend on any one person. The same four questions every engagement asks. The answers are specific to selling expertise. Experience ### Named experience in this sector Where our executives held the seat, and who they have done this work for. Every mark is a real engagement or a real role. Arcadis Client RHR International SIRVA Smithbucklin Woodard Events The Northridge Group Executive experience Show all 6 → Why it is different ### Why Professional Services & Consulting Growth Is Different Three partners bring in most of the work. When they get busy delivering, origination slows, and two quarters later the pipeline shows it. Meanwhile marketing produces steadily, a redesigned site, a newsletter, a conference booth, and nobody at the leadership table can say which of it creates qualified conversations. Professional services buyers evaluate your people as much as your capabilities. Thought leadership, referral networks and long relationships drive growth more than paid acquisition, which is a different discipline from product marketing, and it fails when it is run like one. The work is positioning partners can defend on rate, origination that does not depend on two or three people, and referrals routed and tracked like any other pipeline. The signs ### Is This You? 01 Growth depends almost entirely on referrals, with no strategy behind generating more of them. 02 Your firm's expertise is not translating into visible market positioning. 03 Partners are too busy delivering client work to own marketing and revenue. 04 Marketing activity is visible, and qualified conversations are not. Where to start ### Match the Symptom to the Practice The right first move depends on the constraint you actually have. Use this map to go from what you are seeing to the practice that addresses it. If this is what you are seeing Start with Your service lines read like everyone else's Brand Development Origination depends on two or three partners Demand Generation Referrals arrive but nobody routes or tracks them Sales Account Planning Conversations start but pursuits stall Revenue Acceleration Pipeline reporting nobody trusts CRM & Marketing Automation A new practice area with no route to market Go-to-Market Planning A capable marketing manager with no senior counterpart Executive Coaching The bench cannot deliver what you sell Executive Recruiting and Onboarding How it works ### How Professional Services Revenue Moves ORIGINATION BEYOND THE PARTNERS A pipeline that keeps moving while your best rainmakers are busy delivering the work they sold. Marketing measured on qualified conversations and pursuits won, not on output nobody can connect to revenue. Marketing measured on qualified conversations and pursuits won, not on output nobody can connect to revenue. The leadership ### Two Seats, One Plan Fractional CMO for professional services Thought leadership, positioning and referral programs that make the firm the obvious choice in its category, built for credibility rather than visibility. Fractional CMO services → Fractional CRO for professional services Client acquisition and cross-selling built around long cycles and relationship-based buying: pipeline discipline applied to a business that runs on trust. Fractional CRO services → The plan ### The First 100 Days Plan · Days 1 to 45 Where the last two years of work actually came from, referral sources ranked, and service lines positioned. Activate · Days 30 to 60 An origination program beyond the partners, referral routing, and pursuit standards. Accelerate · Days 60 to 100 Pipeline reporting partners trust, cross-sell plans for key clients, and the first origination readout. Sustain · Day 100 and after Recalibrate on what originated work: a lighter retainer, your own hire, or the next hundred days. It runs on the 100-Day Accelerator : quick wins inside 30 days and a running revenue engine inside 100. Go deeper ### Further Reading Fractional CMO for Professional Services Firms Fractional CMO vs Marketing Consultant Leveraging Expert Advisory Firms for Strategic Marketing FAQ ### Questions We Get What is professional services marketing? Professional services marketing builds demand for expertise rather than products: positioning by practice area, thought leadership that earns credibility, and referral and relationship programs that create qualified conversations. It succeeds when origination stops depending on a few partners. What does a fractional CMO do for a consulting or advisory firm? Owns positioning, thought leadership and origination, and ties marketing to qualified conversations and pipeline the partners can see, so marketing stops being measured in output. Our partners are the brand. How do you work with that? By building around them rather than replacing them. Partner expertise becomes thought leadership, referral relationships get routed and tracked, and origination grows beyond the partners so their time goes where it counts. What size of firm do you work with? Mostly firms between $10M and $100M in revenue, where two or three partners still originate most of the work and the firm needs a system that scales past them. Do you work with law firms, accounting firms and consultancies? Yes. Our executives bring experience across professional services categories and adapt to the referral and buying dynamics of each. How fast will we see results? The first wins usually land inside 30 days, and the 100-Day Accelerator puts the full engine in motion. Deeper movement on the metrics that decide valuation builds over the following two to four quarters. ### Ready to talk? One conversation with an executive who has operated in your sector, not a generalist reading your website. Schedule a conversation Industries SaaS, Tech & AI → Financial Services, Banking & Insurance → Healthcare & Wellness → Manufacturing & Distribution → Media & Advertising → Professional Services & Consulting ● Telecommunications → Consumer & Retail → All industries and markets → Where this starts Fractional CMO services Fractional CRO services 100-Day Accelerator All practices → ------------------------------------------------------------------------ # Telecommunications Source: https://www.mahdlo.net/industries/telecommunications ------------------------------------------------------------------------ All Industries and Markets 01 SaaS, Tech & AI 02 Financial Services 03 Healthcare 04 Manufacturing 05 Media 06 Professional Services 07 Telecom 08 Consumer & Retail Industries and Markets / Telecommunications Industries 07 / 08 ### Telecommunications Growth strategy for crowded, commoditized markets. Telecom is a category where products look alike and price is the default battleground, so the companies that win compete on retention, experience and differentiation. Mahdlo's executives have held marketing and revenue seats at AT&T, Sprint, Tessco Technologies, Avaya and Verint. The same four questions every engagement asks. The answers are specific to commoditized markets. Experience ### Named experience in this sector Where our executives held the seat, and who they have done this work for. Every mark is a real engagement or a real role. AT&T Executive experience Sprint Tessco Technologies Ventev Avaya Verint Executive experience Show all 6 → Why it is different ### Why Telecommunications Growth Is Different Telecom products look interchangeable to most buyers, and price becomes the default battleground. Every promotion invites a matching one, acquisition costs rise, and a customer won on price leaves on price. The companies that grow weigh retention as heavily as acquisition, because keeping a customer is usually cheaper and more valuable than winning a new one, and they run customer care as a revenue function rather than a cost to minimize. Underneath, the technology keeps moving: AI in service and marketing, 5G, connected devices and self-service. The work is differentiation that holds when a competitor cuts price, retention and acquisition on one plan, and care that keeps customers. $7.50 return per marketing dollar for a wireless distributor, up from negative $2. +27% revenue year over year, with margin up 9 points. +30% customer satisfaction after care was run as a revenue function. From two engagements in the sector. The signs ### Is This You? 01 Your marketing competes on price because nothing else sets you apart. 02 Churn erases a large share of what acquisition brings in. 03 Customer care is measured on cost and handle time, not on retention. 04 Retention and acquisition teams work to separate plans and separate numbers. Where to start ### Match the Symptom to the Practice The right first move depends on the constraint you actually have. Use this map to go from what you are seeing to the practice that addresses it. If this is what you are seeing Start with Plans and bundles compared on price alone Brand Development Marketing run as a cost center Demand Generation Churn nobody can predict or explain AI Strategy Care calls that resolve but do not retain Contact Center Optimization Dealer and retail channels with uneven results Channel Partner Revenue Customer data split across billing, care and marketing CRM & Marketing Automation A new product or technology with no route to market Go-to-Market Planning How it works ### How Telecom Revenue Moves RETENTION IS GROWTH In a commoditized market the customer you keep is worth more than the one you win on price, and costs less. Acquisition, care and retention on one revenue plan, measured on return rather than spend. Acquisition, care and retention on one revenue plan, measured on return rather than spend. The leadership ### Two Seats, One Plan Fractional CMO for telecom Brand differentiation and positioning for a category where customers assume every provider is interchangeable, until the marketing proves otherwise. Fractional CMO services → Fractional CRO for telecom Revenue strategy that weighs retention as heavily as acquisition, because in a commoditized market keeping a customer is often cheaper and more valuable than winning a new one. Fractional CRO services → The plan ### The First 100 Days Plan · Days 1 to 45 Churn by segment and tenure, acquisition cost by channel, and the care interactions that decide retention. Activate · Days 30 to 60 Retention and acquisition on one plan, differentiation tested, and care built to keep customers. Accelerate · Days 60 to 100 Churn risk surfaced early, channel results compared, and marketing measured on return, not spend. Sustain · Day 100 and after Recalibrate on retention results: a lighter retainer, your own hire, or the next hundred days. It runs on the 100-Day Accelerator : quick wins inside 30 days and a running revenue engine inside 100. Results ### Proof Telecommunications ### Transforming Marketing From a Cost Center Into a Profit Center Up from −$2 per dollar. Revenue up 27% year over year, margin up 9 points. Demand Generation · Enterprise ### A Customer Care Transformation That Redefined a Media and Communications Operation Customer satisfaction up more than 30%, and a credible champion-challenger position in the market. Call Center Outsourcing · Enterprise Go deeper ### Further Reading Telecom Marketing Trends 2026: 7 Shifts to Stay Ahead The Future of Contact Centers: CX Trends and Technologies LTV:CAC: How to Measure and Optimize Your Spend FAQ ### Questions We Get What is telecom marketing? Telecom marketing is how carriers, providers and distributors acquire and keep customers in a category where products look alike: differentiation beyond price, channel programs across dealers, retail and direct, and retention and care treated as growth rather than cost. What does Mahdlo's telecommunications experience include? Executive roles at AT&T, Sprint, Avaya, Verint and Tessco Technologies, and client work that took a wireless distributor's marketing from losing $2 per dollar to returning $7.50. How does fractional leadership help with retention in a commoditized market? By treating retention as a revenue strategy in its own right, with the same rigor as acquisition: churn risk surfaced early, onboarding fixed in the first 90 days, and care measured on the customers it keeps. Can customer care really drive revenue? Yes. A media and communications operator raised customer satisfaction more than 30% after its care program was redesigned and run as a revenue function. See Contact Center Optimization . Should a telecom company hire a fractional CMO or CRO? A CMO when the problem is differentiation and acquisition cost. A CRO when retention, channels and care need to run on one revenue plan. How fast will we see results? The first wins usually land inside 30 days, and the 100-Day Accelerator puts the full engine in motion. Deeper movement on the metrics that decide valuation builds over the following two to four quarters. ### Ready to talk? One conversation with an executive who has operated in your sector, not a generalist reading your website. Schedule a conversation Industries SaaS, Tech & AI → Financial Services, Banking & Insurance → Healthcare & Wellness → Manufacturing & Distribution → Media & Advertising → Professional Services & Consulting → Telecommunications ● Consumer & Retail → All industries and markets → Where this starts Fractional CMO services Fractional CRO services 100-Day Accelerator All practices → ------------------------------------------------------------------------ # Consumer, retail and franchise Source: https://www.mahdlo.net/industries/consumer-services ------------------------------------------------------------------------ All Industries and Markets 01 SaaS, Tech & AI 02 Financial Services 03 Healthcare 04 Manufacturing 05 Media 06 Professional Services 07 Telecom 08 Consumer & Retail Industries and Markets / Consumer & Retail Industries 08 / 08 ### Consumer & Retail Built for businesses competing for attention. Consumer and retail brands compete for attention before they compete for budget, across DTC, marketplaces, stores, franchise units and multi-location service businesses. Mahdlo's fractional CMOs and CROs build brand, demand and revenue systems that work across every channel a customer uses. The same four questions every engagement asks. The answers are specific to competing for attention. Experience ### Named experience in this sector Where our executives held the seat, and who they have done this work for. Every mark is a real engagement or a real role. HotSpring Spas Client No Cap Hemp Co NRG Staples SERVPRO Executive experience Hempsi The St. James AKC Pet Insurance Partner brand ASPCA Pet Health Insurance Figo Pet Insurance Allstate Root Insurance Executive experience Show all 12 → Why it is different ### Why Consumer & Retail Growth Is Different Attention is the scarce resource, not information. Consumer and retail brands need positioning distinctive enough to be remembered, and omnichannel execution where stores, sites, marketplaces and apps reinforce each other instead of competing for the same customer. Multi-location and franchise models add another layer: a national brand and many local operators with different budgets, expertise and priorities, all of whom need to grow the same way. And acquisition that runs on paid media stops when the spend stops, unless loyalty and repeat purchase are built alongside it. The work is focus, a portfolio and a position that do not compete with themselves, and one revenue system that connects acquisition, loyalty and every location. 29% growth on 15% more spend for a PE-backed consumer portfolio cut from five brands to three. +35% revenue in two years for a fresh foods company, with digital now 20% of orders. 90 days from board funding to a wellness brand in market. From our engagements in the sector. The signs ### Is This You? 01 Your brand is not differentiated enough to hold attention against larger competitors. 02 Growth stops when paid media spend stops. 03 Franchisees or locations run their own marketing with no shared plan. 04 Store, online and marketplace sales are managed as separate businesses. Where to start ### Match the Symptom to the Practice The right first move depends on the constraint you actually have. Use this map to go from what you are seeing to the practice that addresses it. If this is what you are seeing Start with A portfolio of brands competing for the same customer Brand Development Acquisition that depends on ever-rising paid media Demand Generation Media budget split by habit rather than demonstrated return AI Strategy Retail or marketplace partners with uneven results Channel Partner Revenue Brand and local marketing organized at cross purposes Business Transformation A new product, category or region to launch Market Development Customer data split across store, site and loyalty program CRM & Marketing Automation Service interactions that lose repeat customers Contact Center Optimization How it works ### How Consumer Revenue Moves FOCUS BEATS SPEND One PE-backed portfolio grew 29% on 15% more spend by cutting five brands to three and giving each a job. Brand, channels and locations on one plan, so the customer meets one company wherever they shop. Brand, channels and locations on one plan, so the customer meets one company wherever they shop. The leadership ### Two Seats, One Plan Fractional CMO for consumer and retail Brand differentiation, omnichannel campaign strategy and demand generation built for how consumers actually discover and choose brands today. Fractional CMO services → Fractional CRO for consumer and retail Revenue strategy across channels and, where they apply, locations or franchise units, unifying digital and in-person revenue under one plan instead of separate businesses. Fractional CRO services → The plan ### The First 100 Days Plan · Days 1 to 45 Brand portfolio and position tested, channel and location economics compared, and the seasonal curve mapped. Activate · Days 30 to 60 Demand programs across channels, a loyalty and repeat plan, and local marketing tied to the brand. Accelerate · Days 60 to 100 Media reallocated on return, channel reporting in one place, and the first cohort readout. Sustain · Day 100 and after Recalibrate on channel results: a lighter retainer, your own hire, or the next hundred days. It runs on the 100-Day Accelerator : quick wins inside 30 days and a running revenue engine inside 100. Results ### Proof Consumer & Retail ### Five Competing Brands, One Focused Growth System Year-over-year growth on only 15% more ad spend, from a portfolio cut from five brands to three. Brand Development · PE-Backed ### A Fresh Foods Company Expands Into Consistent Revenue Growth Online following up 50%, winter sales up 15%, digital now 20% of orders. Demand Generation · SMB ### Launching a Health & Wellness CBD Brand in a Regulated Market in 90 Days Board funding secured, a five-year plan approved, and the brand in market in 90 days. Brand Development · Mid-Market Go deeper ### Further Reading Drive Scalable Franchise Growth with Fractional CMO and CRO Leadership Unpacking Retail Spending Trends in Marketing The Top 6 Trends Transforming Digital Commerce FAQ ### Questions We Get What is franchise marketing? Franchise marketing grows a brand and its locations at the same time: national positioning and campaigns from the franchisor, local marketing each unit can run, and shared data so every location grows the same way. It fails when brand and local plans pull in different directions. Does Mahdlo work with franchise and multi-location brands? Yes. Our executives bring experience coordinating brand and revenue strategy across locations and franchise units, including executive experience at SERVPRO. What about DTC and e-commerce brands? Yes, including brands where acquisition runs on paid media. One fresh foods company grew revenue 35% in two years, with online orders up 50% and digital now 20% of orders. What's the difference between a retail marketing consultant and a fractional CMO? A consultant advises on campaigns. A fractional CMO owns brand and demand generation strategy end to end, with the same accountability as an in-house executive. How do you reduce dependence on paid media? By building what compounds alongside acquisition: a position customers remember, loyalty and repeat purchase, and media reallocated on demonstrated return rather than last year's split. How fast will we see results? The first wins usually land inside 30 days, and the 100-Day Accelerator puts the full engine in motion. Deeper movement on the metrics that decide valuation builds over the following two to four quarters. ### Ready to talk? One conversation with an executive who has operated in your sector, not a generalist reading your website. Schedule a conversation Industries SaaS, Tech & AI → Financial Services, Banking & Insurance → Healthcare & Wellness → Manufacturing & Distribution → Media & Advertising → Professional Services & Consulting → Telecommunications → Consumer & Retail ● All industries and markets → Where this starts Fractional CMO services Fractional CRO services 100-Day Accelerator All practices → ======================================================================== ## Markets ======================================================================== ------------------------------------------------------------------------ # Private equity Source: https://www.mahdlo.net/how-we-work/private-equity ------------------------------------------------------------------------ All Industries and Markets 01 Private Equity 02 Mid-Market 03 Founder-Led 04 Enterprise 05 B2B 06 Small Business 07 Non-Profit Industries and Markets / Private Equity Markets 01 / 07 ### Private Equity Fractional CMO and CRO leadership for portfolio companies. PE-backed companies run on a different clock: a value creation plan, board reporting cycles and a hold period. A fractional CMO or CRO for private equity moves revenue fast enough to show progress inside it, whether the trigger is a post-acquisition integration, an empty commercial seat mid-hold or exit readiness, and builds the engine the next owner will pay for. The same four questions every engagement asks. The answers are specific to the hold period. Experience ### Named experience at this stage Where our executives held the seat, and who they have done this work for. Every mark is a real engagement or a real role. Genstar Capital Client Independence Pet Group Single The St. James AKC Pet Insurance Partner brand ASPCA Pet Health Insurance Figo Pet Insurance Partner brand Show all 7 → Why it is different ### Why Private Equity Growth Is Different A portfolio company does not have years to build a brand or a sales motion. It has a hold period. Marketing and revenue strategy have to show measurable progress against a value creation plan, in the board's reporting cycle, not just in long-term brand equity. A board can accept a difficult market. It has far less patience for a growth plan that cannot explain where next quarter's revenue will come from. The levers that matter are a small number of commercial decisions that improve revenue quality, forecast confidence and enterprise value: winnable segments, pricing and deal discipline, a sales system that makes the forecast credible, and expansion of existing customers before chasing every new logo. The leadership seat is often empty at exactly the wrong moment, just after the close. A fractional executive fills it in weeks, runs a 100-day commercial cadence, and hands a working engine to a permanent leader or the next owner. 29% growth on 15% more spend for a consumer portfolio cut from five brands to three. −30% cost per acquisition for a specialty insurer, with growth rates up 32%. 2× book of business from a retail partnership run as a growth channel. From PE-backed engagements. The signs ### Is This You? 01 The value creation plan assumes growth the commercial team cannot yet explain. 02 Board and management report different numbers from the same CRM. 03 The CMO or CRO seat is empty, or about to be, and the hold period has started. 04 Revenue is concentrated in a few accounts or founder relationships. Where to start ### Match the Symptom to the Practice The right first move depends on the constraint you actually have. Use this map to go from what you are seeing to the practice that addresses it. If this is what you are seeing Start with Revenue concentrated in a few accounts or founder relationships Sales Account Planning Pipeline volume looks fine but conversion and the forecast do not hold Revenue Acceleration Segment and positioning choices still unmade, so every deal is bespoke Go-to-Market Planning Leads arrive but few become qualified opportunities Demand Generation Board and management reporting different numbers from the same CRM CRM & Marketing Automation Partner-sourced revenue happening by accident rather than design Channel Partner Revenue The thesis depends on a segment or geography with no proof yet Market Development Growth constrained by the operating model, not the commercial plan Business Transformation How it works ### How The Hold Period Runs REVENUE QUALITY IS VALUATION Buyers pay for growth they can believe: a credible forecast, repeatable pipeline, and revenue that does not rest on a few relationships. The same executive reports progress the way the board and operating partners read it, from day one to exit. The same executive reports progress the way the board and operating partners read it, from day one to exit. The leadership ### Two Seats, One Plan Fractional CMO for PE portfolio companies Brand and demand tied to the value creation plan, with marketing measured on pipeline and cost of acquisition in the board's reporting cycle. Fractional CMO services → Fractional CRO for PE portfolio companies A sales system that makes the forecast credible, pricing and deal discipline, and expansion of existing customers, reported the way the board and operating partners read it. Fractional CRO services → The moment ### When Portfolio Companies Call Us Post-acquisition The thesis assumed commercial upside the acquired team has never had to prove. A fractional executive owns the first plan, the pipeline definition and the reporting the board will read, inside the first hundred days. An empty seat mid-hold The CMO or CRO leaves with quarters left on the clock. An interim CMO or fractional VP of sales keeps the number moving and helps define the permanent hire rather than rushing it. Add-on integration Two go-to-market motions, two pipelines and two definitions of a qualified opportunity. One operator merges them into a single engine and one forecast. Diligence and exit readiness A buyer will test whether growth is repeatable. Segmentation, measurable acquisition channels, retention and a forecast that holds up are what make the story evidence rather than narrative. The plan ### The First 100 Days Plan · Days 1 to 45 Commercial truth in 30 days: revenue quality, segment economics and the forecast gaps the thesis ignores. Activate · Days 30 to 60 The two or three levers with the most value pulled first, with owners and board-ready metrics. Accelerate · Days 60 to 100 A forecast the board trusts, pricing and deal discipline in place, and the first value readout. Sustain · Day 100 and after Recalibrate for the hold period: a lighter retainer, a permanent leader, or the next hundred days. It runs on the 100-Day Accelerator : quick wins inside 30 days and a running revenue engine inside 100. Results ### Proof Consumer & Retail ### Five Competing Brands, One Focused Growth System Year-over-year growth on only 15% more ad spend, from a portfolio cut from five brands to three. Brand Development · PE-Backed Financial Services | Insurance ### From Search-Led Acquisition to AI-Enabled Growth Decisioning CPA down 30% and growth rates up 32%, on a proprietary cross-platform intelligence layer. AI & Growth Analytics · Mid-Market or PE-Backed ### Turning a High-Potential Retail Partnership Into a Disciplined Growth Channel The book of business doubled during the engagement, run as a strategic growth channel. Channel Partner Revenue · Mid-Market or PE-Backed ### Building a DTC Acquisition Engine That Scales Beyond Legacy Channels Several record-setting new-business months, on a broader and better-forecast acquisition engine. Demand Generation · Mid-Market or PE-Backed ### Building the First B2B(2B) Broker Lead Generation Program in North America Conversion up 20% and $5M more policy value than planned, with the model now scaling globally. Demand Generation · Enterprise or PE-Backed Go deeper ### Further Reading Essential PE Portfolio Growth Levers That Work Private Equity Growth Strategy That Performs Revolutionizing Private Equity: The Power of a Fractional CRO FAQ ### Questions We Get What is private equity value creation? Private equity value creation is the set of operational and commercial changes an owner makes during the hold period to raise the company's value at exit. On the commercial side it means revenue quality: winnable segments, pricing discipline, a credible forecast, and expansion of existing customers. What is a value creation plan? A value creation plan turns the investment thesis into dated initiatives with owners and metrics for the hold period. Its commercial part should say plainly where new revenue will come from, what it will cost to win, and how the board will see progress. How fast can a fractional executive show results before an exit? Strategic clarity and pipeline improvements are often visible within the first quarter. The deeper results that move valuation typically build over two to four quarters, depending on scope. Can one fractional executive cover multiple portfolio companies? Yes. It is one of the practical advantages of the model for firms managing several portfolio companies with similar leadership gaps. What's the difference between a private equity marketing agency and a fractional CMO? An agency executes campaigns for a fee. A fractional CMO sits in the executive seat with direct accountability for the value creation plan, not just campaign deliverables. What does a fractional CMO or CRO cost for a portfolio company? Pricing scales with scope and engagement type. The models are on the Fractional CMO and Fractional CRO services pages. Should a portfolio company hire a fractional CMO or a full-time one? A fractional CMO fits when the value creation plan needs commercial leadership now and the business is not yet carrying a full-time executive, or when the right permanent hire is not yet defined. A full-time hire fits once the motion is proven and the team is large enough to need a leader every day. Many portfolio companies use a fractional executive to reach that point and to write the job description for it. What does a fractional CMO do in the first 100 days after an acquisition? Agree one definition of a qualified opportunity across sales and marketing, set the baseline the board will be measured against, put the first programs live against it, and move spend to what the data supports. By day 100 the plan is running and reporting is consistent between management and the board. ### Ready to talk? One conversation with an executive who has operated in your sector, not a generalist reading your website. Schedule a conversation Markets Private Equity ● Mid-Market Growth → Founder-Led → Corporate & Enterprise → B2B → Small & Medium Business → Non-Profit → All industries and markets → Where this starts Fractional CMO services Fractional CRO services 100-Day Accelerator All practices → ------------------------------------------------------------------------ # Mid-market Source: https://www.mahdlo.net/how-we-work/business ------------------------------------------------------------------------ All Industries and Markets 01 Private Equity 02 Mid-Market 03 Founder-Led 04 Enterprise 05 B2B 06 Small Business 07 Non-Profit Industries and Markets / Mid-Market Growth Markets 02 / 07 ### Mid-Market Growth Leadership for the stage between startup and enterprise. You have outgrown founder-led improvisation but you are not an enterprise yet. Mahdlo's fractional CMOs and CROs bring the structure this stage needs, one plan, one set of metrics and one accountable executive, without a full C-suite commitment. The same four questions every engagement asks. The answers are specific to the middle stage. Experience ### Named experience at this stage Where our executives held the seat, and who they have done this work for. Every mark is a real engagement or a real role. Blessings in a Backpack Client CSI Digital Medicine Society Franklin American Mortgage Impact Networking KPBS KRON 4 Pets Plus Us RHR International SDSU Research Foundation Semantix Smithbucklin Sphera Wintrust AKC Pet Insurance Partner brand ASPCA Pet Health Insurance Figo Pet Insurance HubSpot Root Insurance Executive experience Tessco Technologies The Northridge Group Executive experience Show all 21 → Why it is different ### Why Mid-Market Growth Is Different Mid-market companies sit in the hardest stage to lead. The founder-era instincts and relationships that built the business stop scaling, but the budget and structure of an enterprise are not there yet. Growth plateaus, and the tactics that worked at the last stage keep failing to move the number. The symptoms are structural: sales and marketing reporting different numbers, tools bought one problem at a time, capable managers without a senior leader to set direction, and a full-time CMO or CRO search that would take two quarters the business cannot spare. The work is the operating model this stage needs: one plan and one set of metrics across sales, marketing and customer success, the systems to run it, and an executive accountable for the result. +20 pts unit preference for a redesigned product, at a 25% higher price. 2× book of business from a partnership run as a growth channel. 90 days from board funding to a new brand in market. From mid-market engagements. The signs ### Is This You? 01 Growth has plateaued and the tactics that worked at the last stage no longer move it. 02 Sales and marketing report different numbers for the same quarter. 03 You have capable managers and no senior leader setting direction. 04 A full-time CMO or CRO search would cost two quarters you cannot spare. Where to start ### Match the Symptom to the Practice The right first move depends on the constraint you actually have. Use this map to go from what you are seeing to the practice that addresses it. If this is what you are seeing Start with A plateau tactical fixes keep failing to move Business Transformation Sales, marketing and product working to separate plans Go-to-Market Planning Pipeline that looks healthy and does not convert Revenue Acceleration Tools bought one problem at a time CRM & Marketing Automation Growth that still rests on the founder's relationships Sales Account Planning A new market or segment for the next stage Market Development Managers who need to become executives Executive Coaching Roles and skills nobody has defined as the team grows Competency Model Development How it works ### How The Next Stage Is Built STRUCTURE WITHOUT BUREAUCRACY Enough operating model to scale past the plateau, and not so much that the company loses the speed that got it here. One accountable executive carries the plan across sales, marketing and success until your own team can. One accountable executive carries the plan across sales, marketing and success until your own team can. The leadership ### Two Seats, One Plan Fractional CMO for mid-market companies Marketing leadership that turns a busy team into a demand engine: positioning, programs measured on pipeline, and a plan sales agrees with. Fractional CMO services → Fractional CRO for mid-market companies Sales, marketing and customer success under one revenue plan, with the process, forecast and cadence a growing company needs to scale past founder-era habits. Fractional CRO services → The plan ### The First 100 Days Plan · Days 1 to 45 The constraint behind the plateau named, one set of metrics agreed, and plan owners assigned. Activate · Days 30 to 60 Sales and marketing on one cadence, the highest-impact programs live, and the stack gaps fixed. Accelerate · Days 60 to 100 Forecast discipline, managers coached into the rhythm, and the next stage's hires defined. Sustain · Day 100 and after Recalibrate for the next stage: a lighter retainer, your own hire, or the next hundred days. It runs on the 100-Day Accelerator : quick wins inside 30 days and a running revenue engine inside 100. Results ### Proof Manufacturing | Distribution ### Product Development: Unlocking Customer Insights for Differentiated Products A different feature set moved preference 20+ points at a 25% higher price, and cost less to build. Product Development · Mid-Market or Enterprise Financial Services | Insurance ### Turning a High-Potential Retail Partnership Into a Disciplined Growth Channel The book of business doubled during the engagement, run as a strategic growth channel. Channel Partner Revenue · Mid-Market or PE-Backed SaaS | Tech | AI ### Global SaaS Company Expands Into the US Market Through Partnership With Mahdlo More qualified leads, a higher conversion rate than any prior attempt, and a substantial revenue increase from the US. International Expansion · Mid-Market Consumer & Retail ### Launching a Health & Wellness CBD Brand in a Regulated Market in 90 Days Board funding secured, a five-year plan approved, and the brand in market in 90 days. Brand Development · Mid-Market Go deeper ### Further Reading The Advantage of Merging Revenue Teams Fractional CMO Versus Full-Time CMO: Choose Well Business Transformation Roadmap Template FAQ ### Questions We Get What size company counts as mid-market? Generally companies that have outgrown founder-led, informal operations but are not yet enterprise-scale. The exact revenue or headcount threshold matters less than whether your current structure has stopped scaling with you. Why do mid-market companies plateau? Because the instincts, relationships and tactics that built the business stop scaling before the structure to replace them exists: sales and marketing on separate plans, tools bought one problem at a time, and no senior leader to set direction. Should a mid-market company hire a fractional or full-time CMO? Fractional when you need senior direction fast, a specific initiative led, or the model proven before a permanent hire. Full-time when the function needs daily leadership across many teams for years. Many companies do the first, then the second. When does a mid-market company move from fractional to full-time leadership? Typically when the role has grown demanding enough to need someone in the seat full-time. Engagements are built to make that transition smooth, through Executive Recruiting and Onboarding , not to prevent it. Which practices does a mid-market engagement use? The four questions in week one decide it. At this stage they most often point to go-to-market alignment, the systems under it, and the leaders who will run it. How fast will we see results? The first wins usually land inside 30 days, and the 100-Day Accelerator puts the full engine in motion. Deeper movement on the metrics that decide valuation builds over the following two to four quarters. ### Ready to talk? One conversation with an executive who has operated in your sector, not a generalist reading your website. Schedule a conversation Markets Private Equity → Mid-Market Growth ● Founder-Led → Corporate & Enterprise → B2B → Small & Medium Business → Non-Profit → All industries and markets → Where this starts Fractional CMO services Fractional CRO services 100-Day Accelerator All practices → ------------------------------------------------------------------------ # Founder-led and family-owned Source: https://www.mahdlo.net/how-we-work/founder-led ------------------------------------------------------------------------ All Industries and Markets 01 Private Equity 02 Mid-Market 03 Founder-Led 04 Enterprise 05 B2B 06 Small Business 07 Non-Profit Industries and Markets / Founder-Led Markets 03 / 07 ### Founder-Led Leadership that extends your vision. You built the company on your instincts, and for years that was the growth strategy. Mahdlo's fractional CMOs and CROs turn what already works into a system the team can run, so growth stops waiting on the founder, without taking the company out of your hands. The same four questions every engagement asks. The answers are specific to founder-led companies. Experience ### Named experience at this stage Where our executives held the seat, and who they have done this work for. Every mark is a real engagement or a real role. eSSENTIAL Accessibility now Level Access Client Single The St. James UgMO Ventev Executive experience CareClix LOOK Media USA Semantix Woodard Events SERVPRO Executive experience Show all 10 → Why it is different ### Why Founder-Led Growth Is Different Founder-led and family-owned businesses are built on vision, instinct and relationships, and for years those are the growth strategy. Then success becomes a ceiling. Major decisions and large deals route through the founder, the team waits for direction, and growth slows to the pace of one person's calendar. The pressures compound: a plan that lives in the founder's head, processes and customer knowledge never written down, roles that blur between family, ownership and management, and a succession question nobody raises until it is urgent. The work is extending the founder's vision into a system: founder-led sales turned into a process the team can run, clear roles and a written plan, and succession planned early, whether the next leader is family, a rising internal leader or an outside hire. The signs ### Is This You? 01 Every major deal and decision still needs the founder. 02 The playbook lives in the founder's head rather than in a process the team can run. 03 Roles blur between family, ownership and management. 04 Succession is a conversation everyone agrees matters and nobody has started. Where to start ### Match the Symptom to the Practice The right first move depends on the constraint you actually have. Use this map to go from what you are seeing to the practice that addresses it. If this is what you are seeing Start with Founder-led sales that stalls when the founder is busy Revenue Acceleration A strategy that lives in the founder's head Go-to-Market Planning Growth stalled at the founder's ceiling Business Transformation Key customer relationships held by the founder alone Sales Account Planning Processes and customer knowledge never written down CRM & Marketing Automation A founder moving from operator to CEO Executive Coaching Roles and expectations nobody has defined Competency Model Development A successor who has not been chosen or developed Executive Recruiting and Onboarding How it works ### From Founder-Led To Leader-Led SUCCESSION IS NOT LEAVING It is leading differently: the founder's principles kept, and a company that can grow without every decision. The founder stays at the center of the company's vision while the system carries the day-to-day. The founder stays at the center of the company's vision while the system carries the day-to-day. The leadership ### Two Seats, One Plan Fractional CMO for founder-led companies Marketing strategy that translates what is in the founder's head into a repeatable system: brand, messaging and demand built around what already made the business work. Fractional CMO services → Fractional CRO for founder-led companies Revenue strategy that formalizes what has been working informally, turning founder-driven sales into a process the rest of the team can run. Fractional CRO services → The plan ### The First 100 Days Plan · Days 1 to 45 What made the company work, written down, and the decisions that still route through the founder mapped. Activate · Days 30 to 60 The sales process the team can run, roles clarified, and the founder's time moved to what only they can do. Accelerate · Days 60 to 100 Deals closed without the founder in the room, rising leaders coached, and succession on the agenda. Sustain · Day 100 and after Recalibrate on what the team now runs: a lighter retainer, your own hire, or the next hundred days. It runs on the 100-Day Accelerator : quick wins inside 30 days and a running revenue engine inside 100. Go deeper ### Further Reading The Founder-Led Report: Why a New Chapter The Founder-Led Report: The Founder's Dilemma The Founder-Led Report: Succession Planning for Founders FAQ ### Questions We Get How does a fractional executive work alongside a hands-on founder? By formalizing and scaling what already works, not replacing it. The goal is to extend the founder's instincts into a system, and to free the founder's time for the decisions only they can make. Will a fractional CMO or CRO respect the founder's vision and voice? Yes. Engagements start by understanding what is already driving the business's success before changing anything. What is founder-led sales? Founder-led sales is when the founder personally sources and closes most major deals. It works early and becomes a ceiling as the company grows, because pipeline stops whenever the founder is busy. The fix is a sales process, messaging and account plans the team can run. When should a family business start succession planning? Earlier than feels necessary. Succession planned before it is urgent protects what the founder built, reduces disruption, and gives employees, partners and investors confidence, whether the successor is family, an internal leader or an outside hire. Do you work with family-owned businesses? Yes. Family-owned businesses share the founder-led challenges plus one more: roles that blur between family, ownership and management. Clear roles and a written plan are usually the first step. How fast will we see results? The first wins usually land inside 30 days, and the 100-Day Accelerator puts the full engine in motion. Deeper movement on the metrics that decide valuation builds over the following two to four quarters. ### Ready to talk? One conversation with an executive who has operated in your sector, not a generalist reading your website. Schedule a conversation Markets Private Equity → Mid-Market Growth → Founder-Led ● Corporate & Enterprise → B2B → Small & Medium Business → Non-Profit → All industries and markets → Where this starts Fractional CMO services Fractional CRO services 100-Day Accelerator All practices → ------------------------------------------------------------------------ # Corporate and enterprise Source: https://www.mahdlo.net/how-we-work/enterprise ------------------------------------------------------------------------ All Industries and Markets 01 Private Equity 02 Mid-Market 03 Founder-Led 04 Enterprise 05 B2B 06 Small Business 07 Non-Profit Industries and Markets / Corporate & Enterprise Markets 04 / 07 ### Corporate & Enterprise Structure without slowing down. Large organizations rarely need a new department to solve a specific marketing or revenue problem. They need an executive who can step into the existing structure, lead a defined initiative, and hand it back working. Our executives have held those seats at AT&T, IBM, Bank of America and Disney/ABC. The same four questions every engagement asks. The answers are specific to large organizations. Experience ### Named experience at this stage Where our executives held the seat, and who they have done this work for. Every mark is a real engagement or a real role. Aon Client Arcadis AXA Fifth Third Wealth Management Habitat for Humanity Infor ITW Sherwin-Williams SIRVA Staples TechnoServe Travelers USG Allstate Executive experience American Red Cross AT&T Audacy Avaya Bank of America CBS Disney / ABC IBM Sprint USAA Verint Weber Shandwick Zurich Executive experience Show all 27 → Why it is different ### Why Corporate & Enterprise Growth Is Different Enterprise organizations have the structure, budget and teams smaller companies lack, and a different constraint: specific initiatives that fall between the lines of the org chart. A rebrand, a market entry, a product launch or a leadership gap needs an experienced executive for a defined period, and a permanent hire or a new department is the wrong answer. Speed is the other problem. Decisions spread across business units, legacy systems split the data, and an agency or consulting firm can recommend but cannot lead inside the organization. A fractional or interim executive steps into the existing structure, works within your teams and governance, leads the initiative to a result, and hands it back with the operating rhythm in place. $7.50 return per marketing dollar for a wireless distributor, up from negative $2. $5M more policy value than planned from a first broker program. +25% quality assurance score across two million bank customer interactions. From enterprise engagements. The signs ### Is This You? 01 A strategic initiative has budget and approval and no executive to lead it. 02 A senior marketing or revenue leader has left in the middle of a critical program. 03 Business units run separate plans for the same customers. 04 You need senior leadership for a defined period, not a permanent headcount increase. Where to start ### Match the Symptom to the Practice The right first move depends on the constraint you actually have. Use this map to go from what you are seeing to the practice that addresses it. If this is what you are seeing Start with A market entry or launch with no executive owner Go-to-Market Planning Marketing run as a cost center Demand Generation Business units competing for the same customer Business Transformation A care operation that costs more than it keeps Contact Center Optimization Products built without buyer trade-offs Product Development Data split across legacy systems AI Strategy Partner or distribution channels underperforming Channel Partner Revenue A leadership gap during a transition Executive Recruiting and Onboarding How it works ### How An Enterprise Engagement Runs NO NEW DEPARTMENT Senior leadership for the length of the initiative, working inside your structure, and gone when the result is delivered. The mandate, decision rights and success measures are agreed with the sponsor before the work starts. The mandate, decision rights and success measures are agreed with the sponsor before the work starts. The leadership ### Two Seats, One Plan Fractional CMO for enterprise Executive leadership for a specific initiative, a rebrand, a market entry or a leadership gap, working within your existing marketing organization rather than replacing it. Fractional CMO services → Fractional CRO for enterprise Revenue leadership that aligns business units, channels and customer care around one plan for a defined program, with the reporting your governance requires. Fractional CRO services → The plan ### The First 100 Days Plan · Days 1 to 45 The mandate, decision rights and success measures agreed with sponsors, and the constraint named. Activate · Days 30 to 60 The initiative running inside your teams and governance, with owners and a weekly cadence. Accelerate · Days 60 to 100 Results reported the way leadership reads them, and the operating rhythm embedded in the team. Sustain · Day 100 and after Recalibrate at day 100: extend, hand to a permanent leader, or move to the next initiative. It runs on the 100-Day Accelerator : quick wins inside 30 days and a running revenue engine inside 100. Results ### Proof Telecommunications ### Transforming Marketing From a Cost Center Into a Profit Center Up from −$2 per dollar. Revenue up 27% year over year, margin up 9 points. Demand Generation · Enterprise Financial Services | Insurance ### Building the First B2B(2B) Broker Lead Generation Program in North America Conversion up 20% and $5M more policy value than planned, with the model now scaling globally. Demand Generation · Enterprise or PE-Backed ### A Customer Care Transformation That Redefined a Media and Communications Operation Customer satisfaction up more than 30%, and a credible champion-challenger position in the market. Call Center Outsourcing · Enterprise Manufacturing | Distribution ### Product Development: Unlocking Customer Insights for Differentiated Products A different feature set moved preference 20+ points at a 25% higher price, and cost less to build. Product Development · Mid-Market or Enterprise ### A National Retail Bank: A Customer Care Success Story QA scores up 25%, agent capacity up 25% in 90 days, and handling time down 10%. Go deeper ### Further Reading Pricing Strategy That Builds Enterprise Value Embracing Discomfort: A Catalyst for Corporate Growth Fractional CMO vs Agency: Which Fits Growth? FAQ ### Questions We Get How does an interim CMO work inside an enterprise? An interim executive steps into your existing structure and governance, owns a leadership gap or a defined program for a set period, and hands a running function back to a permanent leader or your own team. What the role involves is set out on the interim CMO page. Can a fractional executive work within an existing enterprise organization? Yes. Enterprise engagements are usually scoped around a specific gap or initiative, working alongside your existing team through your reporting lines and decision rights rather than replacing it. How does fractional leadership fit enterprise procurement? We work within your existing vendor and approval processes. Reach out to discuss your procurement requirements before an engagement starts. What enterprise experience do your executives have? Senior roles at AT&T, IBM, Bank of America, Disney/ABC, Allstate and USAA, and client work with Aon, AXA, Travelers, Sherwin-Williams, Staples and Infor. Can you cover a leadership gap while we search? Yes. Interim leadership keeps the function running, and Executive Recruiting and Onboarding finds and onboards the permanent leader while the interim executive is still in place. How fast will we see results? The first wins usually land inside 30 days, and the 100-Day Accelerator puts the full engine in motion. Deeper movement on the metrics that decide valuation builds over the following two to four quarters. ### Ready to talk? One conversation with an executive who has operated in your sector, not a generalist reading your website. Schedule a conversation Markets Private Equity → Mid-Market Growth → Founder-Led → Corporate & Enterprise ● B2B → Small & Medium Business → Non-Profit → All industries and markets → Where this starts Fractional CMO services Fractional CRO services 100-Day Accelerator All practices → ------------------------------------------------------------------------ # B2B Source: https://www.mahdlo.net/how-we-work/b2b ------------------------------------------------------------------------ All Industries and Markets 01 Private Equity 02 Mid-Market 03 Founder-Led 04 Enterprise 05 B2B 06 Small Business 07 Non-Profit Industries and Markets / B2B Marketing & Revenue Leadership Markets 05 / 07 ### B2B Marketing & Revenue Leadership Built for complex sales, not simple funnels. B2B purchases are decided by buying groups, over cycles measured in months, and most of the research happens before a seller is invited. Mahdlo's fractional CMOs and CROs build the account-based marketing and revenue discipline complex sales require. The same four questions every engagement asks. The answers are specific to complex sales. Experience ### Named experience in this sector Where our executives held the seat, and who they have done this work for. Every mark is a real engagement or a real role. Impact Networking Client UgMO CSI eSSENTIAL Accessibility now Level Access Infor ITW Pets Plus Us Semantix Smithbucklin Sphera USG HubSpot Partner brand Avaya Executive experience IBM Tessco Technologies Ventev Verint Zurich Executive experience Show all 18 → Why it is different ### Why B2B Growth Is Different B2B buyers do not decide alone. A single deal can touch procurement, finance, end users and an executive sponsor, each with different priorities and objections, and the group loops back through the same questions more than once before it agrees. Most of that research happens before anyone talks to a seller. Marketing has to earn trust across the whole group, and sales has to manage a cycle that runs for months. Playbooks built for consumer funnels do not transfer, and when marketing and sales chase different definitions of a qualified lead, both can report success while the pipeline stalls. The work is account-based: the right accounts chosen on fit, every member of the buying group reached with content that answers their objection, and one definition of pipeline both teams own. 75% of B2B buyers prefer a rep-free sales experience. 99% of B2B purchases are driven by organizational change. 1.8× more likely to complete a high-quality deal when digital tools are used with a rep. Source: Gartner, The B2B Buying Journey The signs ### Is This You? 01 Your sales cycle is longer than your internal marketing capacity can support. 02 Marketing and sales are chasing different definitions of a qualified lead. 03 You sell to buying committees, and your messaging still speaks to one buyer. 04 You need executive-level go-to-market strategy without a full-time hire. Where to start ### Match the Symptom to the Practice The right first move depends on the constraint you actually have. Use this map to go from what you are seeing to the practice that addresses it. If this is what you are seeing Start with Target accounts chosen by size rather than fit Go-to-Market Planning Content that answers nobody's objection Brand Development Deals that stall when the buying group expands Sales Account Planning Leads marketing counts and sales ignores Demand Generation Forecasts built on stage fields reps update before the call Revenue Acceleration A website buyers and AI assistants cannot read Website Development Account data scattered across tools CRM & Marketing Automation Partner-sourced deals nobody manages Channel Partner Revenue How it works ### How A B2B Deal Is Won MOST BUYERS RESEARCH ALONE Gartner finds 75% of B2B buyers prefer a rep-free sales experience, so marketing has to carry the deal further than it used to. Sales and marketing work the same target accounts, on one definition of qualified pipeline. Sales and marketing work the same target accounts, on one definition of qualified pipeline. The leadership ### Two Seats, One Plan Where a fractional CMO fits in B2B Account-based marketing, demand generation and sales enablement content that moves a multi-stakeholder deal forward, built to answer the objections of whoever is in the room. Fractional CMO services → Where a fractional CRO fits in B2B Sales and marketing aligned on the same target accounts, a revenue operations framework that handles multi-threaded deals, and a long cycle kept from stalling in the middle. Fractional CRO services → The plan ### The First 100 Days Plan · Days 1 to 45 Target accounts ranked on fit, buying groups mapped for the top deals, and one qualified-pipeline definition. Activate · Days 30 to 60 Account-based programs live, content for each buying role, and deal reviews both teams attend. Accelerate · Days 60 to 100 Pipeline and forecast on shared definitions, stalled deals re-threaded, and the first account-based readout. Sustain · Day 100 and after Recalibrate on what moved deals: a lighter retainer, your own hire, or the next hundred days. It runs on the 100-Day Accelerator : quick wins inside 30 days and a running revenue engine inside 100. Results ### Proof Financial Services | Insurance ### Building the First B2B(2B) Broker Lead Generation Program in North America Conversion up 20% and $5M more policy value than planned, with the model now scaling globally. Demand Generation · Enterprise or PE-Backed Telecommunications ### Transforming Marketing From a Cost Center Into a Profit Center Up from −$2 per dollar. Revenue up 27% year over year, margin up 9 points. Demand Generation · Enterprise Manufacturing | Distribution ### Product Development: Unlocking Customer Insights for Differentiated Products A different feature set moved preference 20+ points at a 25% higher price, and cost less to build. Product Development · Mid-Market or Enterprise SaaS | Tech | AI ### Strategic Collaboration for Successful SaaS Market Penetration Hypothesis validated, value proposition sharpened, and a foundational customer base established. Go-to-Market Planning · SMB Go deeper ### Further Reading Exec Tech: Account Based Marketing (ABM) 10 Common Mistakes in B2B Marketing LinkedIn Ad Benchmarks 2026: CTR, CPC and CPM for B2B FAQ ### Questions We Get What is account-based marketing? Account-based marketing is a B2B strategy that treats named target accounts as markets of one. Sales and marketing choose the accounts together, map the buying group in each, and run coordinated programs that reach every decision-maker with the message for their role, measured on engagement, pipeline and revenue rather than lead volume. What is a B2B buying committee? A B2B buying committee, or buying group, is the set of people who decide a purchase together, typically an economic buyer, a champion, technical evaluators, procurement and end users. Gartner describes them looping through six buying jobs, from problem identification to consensus creation, rather than moving in a straight line. What's the difference between a fractional CMO and a B2B marketing agency? An agency executes the campaigns you hand it. A fractional CMO sits in the executive seat, sets the go-to-market strategy and owns the outcome, with the same accountability as an in-house CMO and without the full-time cost. Can a fractional CRO manage a complex, multi-stakeholder sales process? Yes. That is the kind of revenue complexity fractional CRO engagements are built for: sales, marketing and customer success aligned around long, multi-threaded deals rather than simple transactional sales. How quickly can a fractional executive impact B2B pipeline? Most engagements show measurable movement, pipeline clarity, sales and marketing alignment and a revised go-to-market plan, within the first 90 days, with deeper structural results building over 6 to 12 months. What does a fractional CMO cost for a B2B company? Cost scales with scope. An embedded engagement, an interim leadership role and a project-based initiative all price differently. See the Fractional CMO services page. ### Ready to talk? One conversation with an executive who has operated in your sector, not a generalist reading your website. Schedule a conversation Markets Private Equity → Mid-Market Growth → Founder-Led → Corporate & Enterprise → B2B ● Small & Medium Business → Non-Profit → All industries and markets → Where this starts Fractional CMO services Fractional CRO services 100-Day Accelerator All practices → ------------------------------------------------------------------------ # Small and medium business Source: https://www.mahdlo.net/how-we-work/smb ------------------------------------------------------------------------ All Industries and Markets 01 Private Equity 02 Mid-Market 03 Founder-Led 04 Enterprise 05 B2B 06 Small Business 07 Non-Profit Industries and Markets / Small & Medium Business Markets 06 / 07 ### Small & Medium Business Executive leadership, sized for where you are. You do not need a six-figure marketing hire to get executive-level strategy. Mahdlo's fractional CMOs and CROs give small and medium businesses the same caliber of leadership larger companies use, scoped to your budget and your stage. The same four questions every engagement asks. The answers are sized to a smaller team. Experience ### Named experience at this stage Where our executives held the seat, and who they have done this work for. Every mark is a real engagement or a real role. AUSIB Client CareClix Hempsi HotSpring Spas LOOK Media USA Multiplying Good No Cap Hemp Co NRG Washington Master Chorale Woodard Events SERVPRO Executive experience United Community of Alexandria Executive experience Show all 12 → Why it is different ### Why Small & Medium Business Growth Is Different Small and medium businesses need experienced leadership to grow and usually cannot justify a full-time executive to get it. Marketing becomes a series of tactics run by freelancers or a junior hire, the owner remains the sales department, and software gets bought faster than it gets set up. The result is effort without a plan: campaigns that do not connect, a sales process that grew by accident, and a budget spent wherever the last vendor recommended. A fractional CMO or CRO brings the strategy larger companies pay for, scoped to the hours and budget the business can carry, and builds a plan the existing team can run. 150% average annual revenue growth over three years for a wellness brand. +35% revenue in two years for a fresh foods company. 20% of that company's orders now digital. From small business engagements. The signs ### Is This You? 01 Marketing is a series of tactics with no strategy connecting them. 02 The owner is still the whole sales process. 03 You have paid for software nobody has fully set up. 04 A full-time marketing executive is not in the budget, and freelancers are not enough. Where to start ### Match the Symptom to the Practice The right first move depends on the constraint you actually have. Use this map to go from what you are seeing to the practice that addresses it. If this is what you are seeing Start with Campaigns that do not add up to a plan Go-to-Market Planning Leads that arrive in bursts Demand Generation A sales process that grew by accident Revenue Acceleration A website that does not produce inquiries Website Development Software paid for and never set up CRM & Marketing Automation A brand that looks like every local competitor Brand Development A marketing hire who needs a senior mentor Executive Coaching How it works ### How Small Business Growth Is Built SIZED TO THE BUSINESS The same caliber of leadership a larger company uses, scoped to the budget and stage you are actually at. Your freelancers, agencies and software directed against one plan, instead of each pulling its own way. Your freelancers, agencies and software directed against one plan, instead of each pulling its own way. The leadership ### Two Seats, One Plan Fractional CMO for SMBs Marketing strategy built by someone who has led it before, not a freelancer piecing together tactics. The difference shows in how the pieces connect, not just in individual campaigns. Fractional CMO services → Fractional CRO for SMBs Revenue strategy that brings structure to a sales process that grew organically, without the cost of a full executive hire the business is not ready to carry. Fractional CRO services → The plan ### The First 100 Days Plan · Days 1 to 45 Two or three priorities chosen, the budget sized to them, and the quickest wins identified. Activate · Days 30 to 60 The first programs live, the sales process written down, and the tools you already own set up. Accelerate · Days 60 to 100 Results reported monthly, what works doubled, and what does not stopped. Sustain · Day 100 and after Recalibrate on results: more hours, a lighter retainer, or your first full-time hire. It runs on the 100-Day Accelerator : quick wins inside 30 days and a running revenue engine inside 100. Results ### Proof Healthcare & Wellness ### Exponential Growth for a CBD Brand, Against the Industry’s Headwinds Three years of 150% average annual growth, and retail presence past 500 stores. Demand Generation · SMB or Mid-Market Consumer & Retail ### A Fresh Foods Company Expands Into Consistent Revenue Growth Online following up 50%, winter sales up 15%, digital now 20% of orders. Demand Generation · SMB SaaS | Tech | AI ### Strategic Collaboration for Successful SaaS Market Penetration Hypothesis validated, value proposition sharpened, and a foundational customer base established. Go-to-Market Planning · SMB Go deeper ### Further Reading Small Business Growth: How Fractional Executives Fill Skill Gaps Hiring a Fractional Executive: Pros, Cons and Fees Mahdlo Joins the NSBA Leadership Council FAQ ### Questions We Get What does a fractional CMO cost for a small business? Cost scales with scope and is structured to be accessible for SMB budgets. The engagement models are on the Fractional CMO services page. How is this different from hiring a marketing freelancer? A freelancer executes tasks. A fractional CMO owns strategy at the executive level: the difference between someone running your ads and someone deciding what your marketing should be doing in the first place. What does a small business marketing consultant do? A small business marketing consultant advises on strategy and campaigns. A fractional CMO goes further, owning the plan and its results as part of the leadership team for a set number of hours each month. What size company is too small for fractional leadership? There is no strict cutoff. The question is whether you need strategic marketing or revenue leadership and are not ready for a full-time executive salary. That is a fit conversation, not a revenue threshold. Do you work with our existing freelancers or agency? Yes. A fractional executive directs the freelancers and agencies you already use against one plan, and tells you plainly which ones are earning their place. How fast will we see results? The first wins usually land inside 30 days, and the 100-Day Accelerator puts the full engine in motion. Deeper movement on the metrics that decide valuation builds over the following two to four quarters. ### Ready to talk? One conversation with an executive who has operated in your sector, not a generalist reading your website. Schedule a conversation Markets Private Equity → Mid-Market Growth → Founder-Led → Corporate & Enterprise → B2B → Small & Medium Business ● Non-Profit → All industries and markets → Where this starts Fractional CMO services Fractional CRO services 100-Day Accelerator All practices → ------------------------------------------------------------------------ # Non-profit Source: https://www.mahdlo.net/how-we-work/non-profit ------------------------------------------------------------------------ All Industries and Markets 01 Private Equity 02 Mid-Market 03 Founder-Led 04 Enterprise 05 B2B 06 Small Business 07 Non-Profit Industries and Markets / Non-Profit Markets 07 / 07 ### Non-Profit Raise more. Retain longer. Reach further. Contributed revenue is built one relationship at a time: the annual fund, the major gift portfolio, institutional funders and the sustainers who quietly carry the year. Mahdlo puts a fractional Chief Marketing Officer and a fractional Chief Development Officer in the seat to sharpen the case for support, run moves management with discipline, and diversify the funding mix. The same four questions every engagement asks. The answers are specific to contributed revenue. Experience ### Named experience in this sector Where our executives held the seat, and who they have done this work for. Every mark is a real engagement or a real role. Blessings in a Backpack Client Habitat for Humanity Multiplying Good SDSU Research Foundation TechnoServe Washington Master Chorale American Red Cross Executive experience United Community of Alexandria Executive experience Show all 8 → Why it is different ### Why Non-Profit Growth Is Different Retention is the whole game. Replacing a lapsed donor costs multiples of keeping one, and fewer than half of donors give again the following year. Most organizations can name last year's total and very little else: which segments lapsed, what the average gift did, what it cost to raise a dollar. The pressure is rising. Giving grew in 2025, but it came from fewer, larger gifts while the number of donors fell again, which leaves organizations dependent on a narrower base. Chapter-based organizations add another layer, balancing local needs against a shared national brand. The work is unglamorous and it compounds: tighten retention, move mid-level donors up, build an unrestricted base that survives a bad grant year, and run communications and development on one plan. 43.3% overall donor retention, up from 43.1%. −3.6% in the number of donors, extending a decline that began in 2021. +5.0% in dollars raised, driven almost entirely by major and supersize donors. Source: Fundraising Effectiveness Project, Q4 2025 report (AFP, April 2026) The signs ### Is This You? 01 Retention is slipping and nobody can tell you which segments are lapsing, or why. 02 Communications and development run on separate plans, calendars and numbers. 03 A campaign or new program is coming and the case for support is not built yet. 04 You need a seasoned development or marketing executive, and the budget covers a fraction of one. Where to start ### Match the Symptom to the Practice The right first move depends on the constraint you actually have. Use this map to go from what you are seeing to the practice that addresses it. If this is what you are seeing Start with A case for support nobody can repeat Brand Development First-time donors who never give a second gift CRM & Marketing Automation A major gift portfolio without next steps or dates Sales Account Planning Sustainer and mid-level programs that never scale Demand Generation Chapters and national marketing pulling apart Business Transformation A board unsure of its role in cultivation Executive Coaching A development director leaving mid-campaign Executive Recruiting and Onboarding How it works ### How Contributed Revenue Moves THE SECOND GIFT DECIDES IT Most donors who give once never give again, so the first year of stewardship is where contributed revenue is won. Communications and development on one plan, one calendar and one set of numbers. Communications and development on one plan, one calendar and one set of numbers. The leadership ### Two Seats, One Plan Fractional CMO for non-profits The case for support, the brand that carries it, and the campaigns that put it in front of people: appeals, sustainer acquisition and the year-end push, built to bring donors in and keep them. Fractional CMO services → Fractional Chief Development Officer The revenue seat, applied to advancement: moves management that actually moves, a major gift portfolio where every name has a next step and a date, a grant calendar that is not a scramble, and a board that knows its part in cultivation. Fractional CRO services → The plan ### The First 100 Days Plan · Days 1 to 45 Retention by segment, cost to raise a dollar, the major gift portfolio reviewed, and the case for support tested. Activate · Days 30 to 60 First-year stewardship live, moves management with dates, and communications and development on one calendar. Accelerate · Days 60 to 100 Sustainer and mid-level programs scaled, the grant calendar set, and the board briefed on its role. Sustain · Day 100 and after Recalibrate on retention: a lighter retainer, your own development director, or the next hundred days. It runs on the 100-Day Accelerator : quick wins inside 30 days and a running revenue engine inside 100. Go deeper ### Further Reading How a Fractional Development Officer Boosts Non-Profit Growth Chapter vs National: A Playbook for Non-Profit Leaders Key Insights from Our Leap Forward Session FAQ ### Questions We Get What does a fractional Chief Development Officer do? Owns the development plan and carries the goal: the moves management process, the major gift portfolio and its next steps, the grant calendar, and the board's role in cultivation. Two or three days a week, in the seat, not advising from outside it. Can you work alongside our existing development director? Usually that is the point. A development director carrying the annual fund alone rarely has room to build a major gift program at the same time. The fractional seat takes the strategy and the portfolio so your director can keep the base healthy. Why does donor retention matter so much? Because replacing a lapsed donor costs multiples of keeping one, and fewer than half of donors give again the following year. Small gains in retention compound into a larger, steadier base. What does a nonprofit marketing consultant do? A nonprofit marketing consultant sharpens the case for support and the communications that carry it. A fractional CMO goes further, owning the plan and its results alongside development, so communications bring donors in and keep them. Do you work with non-profits of all sizes? From grassroots organizations to established regional and national ones. The smaller the team, the more the fractional seat does directly; the larger the team, the more it leads and builds. What does fractional leadership cost for a non-profit? Scope and organization size set the cost: a fraction of a loaded executive salary, structured to sit cleanly against your program ratio. See the Fractional CMO and Fractional CRO services pages. ### Ready to talk? One conversation with an executive who has operated in your sector, not a generalist reading your website. Schedule a conversation Markets Private Equity → Mid-Market Growth → Founder-Led → Corporate & Enterprise → B2B → Small & Medium Business → Non-Profit ● All industries and markets → Where this starts Fractional CMO services Fractional CRO services 100-Day Accelerator All practices → ======================================================================== ## Case studies ======================================================================== ------------------------------------------------------------------------ # All case studies Source: https://www.mahdlo.net/brands/case-study ------------------------------------------------------------------------ The Work ### Case Studies Real engagements. Real results, up front. Every business is different. Open the full list below and filter by your industry, the service you need, or your company's stage to see the engagements most like yours. - +29% growth, on 15% more ad spend - −30% cost per acquisition - $7.50 return per marketing dollar Client results from three of the fifteen engagements The list ### All fifteen engagements The result first, then the engagement behind it. Filter by industry, service, or company stage. Industry All Financial Services | Insurance SaaS | Tech | AI Manufacturing | Distribution Telecommunications Healthcare & Wellness Consumer & Retail Service All Demand Generation AI & Growth Analytics Channel Partner Revenue Operating Model Design Brand Development Call Center Outsourcing International Expansion Product Development Go-to-Market Planning Company stage All SMB Mid-Market PE-Backed Enterprise Clear 15 engagements Consumer & Retail ### Five Competing Brands, One Focused Growth System Year-over-year growth on only 15% more ad spend, from a portfolio cut from five brands to three. Brand Development · PE-Backed Financial Services | Insurance ### From Search-Led Acquisition to AI-Enabled Growth Decisioning CPA down 30% and growth rates up 32%, on a proprietary cross-platform intelligence layer. AI & Growth Analytics · Mid-Market or PE-Backed ### Building the First B2B(2B) Broker Lead Generation Program in North America Conversion up 20% and $5M more policy value than planned, with the model now scaling globally. Demand Generation · Enterprise or PE-Backed Telecommunications ### Transforming Marketing From a Cost Center Into a Profit Center Up from −$2 per dollar. Revenue up 27% year over year, margin up 9 points. Demand Generation · Enterprise ### Building a DTC Acquisition Engine That Scales Beyond Legacy Channels Several record-setting new-business months, on a broader and better-forecast acquisition engine. Demand Generation · Mid-Market or PE-Backed ### Replacing Siloed Execution With Centers of Excellence and Go-to-Market Pods Clear ownership of capabilities and of markets, and one way to prioritize the work. Operating Model Design · Mid-Market ### Turning a High-Potential Retail Partnership Into a Disciplined Growth Channel The book of business doubled during the engagement, run as a strategic growth channel. Channel Partner Revenue · Mid-Market or PE-Backed Manufacturing | Distribution ### Product Development: Unlocking Customer Insights for Differentiated Products A different feature set moved preference 20+ points at a 25% higher price, and cost less to build. Product Development · Mid-Market or Enterprise ### A Customer Care Transformation That Redefined a Media and Communications Operation Customer satisfaction up more than 30%, and a credible champion-challenger position in the market. Call Center Outsourcing · Enterprise ### A National Retail Bank: A Customer Care Success Story QA scores up 25%, agent capacity up 25% in 90 days, and handling time down 10%. Healthcare & Wellness ### Exponential Growth for a CBD Brand, Against the Industry’s Headwinds Three years of 150% average annual growth, and retail presence past 500 stores. Demand Generation · SMB or Mid-Market ### A Fresh Foods Company Expands Into Consistent Revenue Growth Online following up 50%, winter sales up 15%, digital now 20% of orders. Demand Generation · SMB ### Launching a Health & Wellness CBD Brand in a Regulated Market in 90 Days Board funding secured, a five-year plan approved, and the brand in market in 90 days. Brand Development · Mid-Market SaaS | Tech | AI ### Global SaaS Company Expands Into the US Market Through Partnership With Mahdlo More qualified leads, a higher conversion rate than any prior attempt, and a substantial revenue increase from the US. International Expansion · Mid-Market ### Strategic Collaboration for Successful SaaS Market Penetration Hypothesis validated, value proposition sharpened, and a foundational customer base established. Go-to-Market Planning · SMB No engagements match those filters. Clear filters . Show all fifteen Apply it to your business ### Thirty minutes on your growth problem Schedule a conversation Questions ### Frequently Asked Questions What industries does Mahdlo have case study experience in? Filter by industry above to see results closest to your situation. Can I filter case studies by the specific service I need? Yes. Filter by Service to see engagements involving Fractional CMO , Fractional CRO , Demand Generation , and every other practice area. Are these case studies from verified, direct client engagements? Yes. Every case study and every client logo on this site links to a real, specific engagement. ------------------------------------------------------------------------ # SaaS market penetration Source: https://www.mahdlo.net/brands/case-study/saas-market-penetration ------------------------------------------------------------------------ Case study ### Strategic Collaboration for Successful SaaS Market Penetration Hypothesis validated, value proposition sharpened, and a foundational customer base established. Client SaaS startup Industry SaaS | Tech | AI Service Go-to-Market Planning Stage SMB ### The challenge An unproven hypothesis about an uncharted niche: subscription enablement for small device manufacturers. ### A hypothesis, not a market A SaaS startup wanted to open an uncharted niche in the subscription enablement market: helping small device manufacturers move to subscription-based models. It was a hypothesis, not a market. ### Nothing proven yet There was no proof the segment was underserved, no defined buying personas, no pipeline, and no messaging that had ever been tested on a real buyer. - No proof the segment was underserved - No defined buying personas - No pipeline - No messaging ever tested on a real buyer ### The approach We started by pressure-testing the hypothesis rather than acting on it. ### Test the hypothesis, then build on it Comprehensive market research mapped the gaps in subscription enablement and confirmed an underserved segment of small device manufacturers needing adoption solutions. Everything after it built on what the research confirmed, through to pitch coaching. ### The results Outreach produced qualified leads with genuine interest in becoming design and development partners. ### From a hypothesis to a customer base The refined value proposition matched customer pain points closely enough to raise the rate of successful engagements, and the company established a foundational customer base, the groundwork for sustained growth in a market it had only hypothesized about at the start. ### Would-be design partners The leads that outreach produced had genuine interest in becoming design and development partners. ### More engagements that landed Matched to real pain points, the refined value proposition raised the rate of successful engagements. ### A foothold in the niche The company established a foundational customer base in a market it had only hypothesized about at the start. Related Demand generation SaaS, tech & AI Keep reading ### More engagements like this All fifteen engagements SaaS | Tech | AI ### Global SaaS Company Expands Into the US Market Through Partnership With Mahdlo More qualified leads, a higher conversion rate than any prior attempt, and a substantial revenue increase from the US. International Expansion · Mid-Market Healthcare & Wellness ### Exponential Growth for a CBD Brand, Against the Industry’s Headwinds Three years of 150% average annual growth, and retail presence past 500 stores. Demand Generation · SMB or Mid-Market Consumer & Retail ### A Fresh Foods Company Expands Into Consistent Revenue Growth Online following up 50%, winter sales up 15%, digital now 20% of orders. Demand Generation · SMB Apply it to your business ### Ready for results like this? Bring us the growth problem you cannot staff for. Schedule a conversation ------------------------------------------------------------------------ # SaaS US market expansion Source: https://www.mahdlo.net/brands/case-study/saas-us-market-expansion ------------------------------------------------------------------------ Case study ### Global SaaS Company Expands Into the US Market Through Partnership With Mahdlo More qualified leads, a higher conversion rate than any prior attempt, and a substantial revenue increase from the US market. Client Global SaaS company Industry SaaS | Tech | AI Service International Expansion Stage Mid-Market ### The challenge Repeated failed attempts at US entry, on a go-to-market model that worked at home and nowhere else. ### Success at home, failure in the US The company had real success in its home market and consecutive failures trying to replicate it in the US. ### Five problems, compounding Five problems compounded, from a strategy that did not fit US buyers to outbound with no strategy behind it. ### The approach We rebuilt the US expansion end to end. ### One answer to each problem An in-depth read of US market behavior produced a tailored go-to-market strategy, and each of the other four problems got its own answer. ### Why do anything, why now, why us Collaborative workshops recalibrated the value proposition to answer those three questions directly, and the digital assets were built to carry it. ### The results Qualified lead volume rose sharply and converted at a higher rate than any previous attempt. ### Better than any attempt before Successful US penetration drove a substantial revenue increase, justifying the earlier investment. The case gives no figures, so the drawing says which way each measure moved and nothing more. ### Strategy, and the team that executes it The engagement also proved a second point the company took forward: growth comes from strategy and from the quality of the team executing it. Related International expansion Go-to-market strategy SaaS, tech & AI Keep reading ### More engagements like this All fifteen engagements SaaS | Tech | AI ### Strategic Collaboration for Successful SaaS Market Penetration Hypothesis validated, value proposition sharpened, and a foundational customer base established. Go-to-Market Planning · SMB Financial Services | Insurance ### From Search-Led Acquisition to AI-Enabled Growth Decisioning CPA down 30% and growth rates up 32%, on a proprietary cross-platform intelligence layer. AI & Growth Analytics · Mid-Market or PE-Backed ### Building a DTC Acquisition Engine That Scales Beyond Legacy Channels Several record-setting new-business months, on a broader and better-forecast acquisition engine. Demand Generation · Mid-Market or PE-Backed Apply it to your business ### Ready for results like this? Bring us the growth problem you cannot staff for. Schedule a conversation ------------------------------------------------------------------------ # PE consumer portfolio growth Source: https://www.mahdlo.net/brands/case-study/pe-consumer-portfolio-growth ------------------------------------------------------------------------ Case study ### Five Competing Brands, One Focused Growth System 29% year-over-year growth on only 15% more ad spend, from a portfolio cut from five brands to three. Client PE-backed consumer platform Industry Consumer & Retail Service Brand Development Stage PE-Backed ### The challenge Five acquired brands competing in a commoditized, price-driven category with no post-acquisition go-to-market strategy. ### Five brands, each running on its own A large private equity-backed consumer business ran five acquired brands in an increasingly expensive, commoditized category. The market had gone price-driven, and the brands were competing against each other. Integration had never really happened: each brand still carried its own positioning, messaging, systems, vendors, and marketing priorities. ### Six problems underneath Below the portfolio problem sat six more, from how the brands were positioned to how the marketing team was organized. - Value propositions that lacked differentiation - Paid media messaging not aligned to consumer intent - A marketing model too complex to operate efficiently - Homegrown systems, and data that was unavailable or unreliable - Vendor relationships not tied to performance - A team organized around brands, not consumer targets ### The approach We evaluated the portfolio, clarified what role each brand should play, and rebuilt the performance marketing system around it. ### Two tracks, run together The demand work ran in four steps: an audit of search intent across the category's major keywords, a messaging framework for each brand, paid search copy rewritten for three target brands, and website and landing pages aligned to the ad promise. Alongside it, we reviewed media partners for cost efficiency and performance, and assessed how the marketing team was structured and how it worked. Both tracks fed one system. ### A role for each brand The search-intent audit showed what consumers were actually looking for, and where each brand could credibly compete. That is what clarified the role each brand should play. ### One promise, end to end Brand-specific messaging frameworks separated the brands. Paid search copy was rewritten against real consumer intent, and the site was aligned so the on-site experience matched the ad promise. ### A team built around the consumer We assessed how the marketing team was structured and how it worked, and recommended moving from teams aligned to brands to a structure built around consumer targets. ### The results Growth came in 29% year over year on only 15% more ad spend. ### Growth outpaced spend Revenue grew 29% year over year while ad spend rose 15%, so growth outpaced spend by roughly two to one. Both bars start from zero, so the gap you see is the gap there was. ### Five brands to three Cutting the active portfolio from five brands to three created focus and ended the internal competition. ### Every major KPI improved Every major KPI moved the right way, from conversion rate, which rose, through customer acquisition cost, which fell. ### Partner costs came down Media partner expense came down from 8.5% of gross media, once the partners had been reviewed for cost efficiency and performance. ### A leaner way to operate The marketing organization was restructured around consumer targets rather than legacy brand silos, which produced unified objectives, clearer accountability, and a leaner operating model. Still open The largest remaining opportunity is SEO, still gated on the CMS rollout across the portfolio. ### Why it matters Private equity-backed platforms often acquire multiple brands before integrating their go-to-market strategy. ### What keeps complexity from getting expensive Without clear brand roles, consistent data, aligned vendors, and a performance-oriented operating model, complexity gets expensive fast. Turning portfolio complexity into a focused growth system is what produced stronger year-over-year growth, better media efficiency, lower partner expense, and a structure that can scale. Related Brand development Private equity Consumer & retail Keep reading ### More engagements like this All fifteen engagements Consumer & Retail ### A Fresh Foods Company Expands Into Consistent Revenue Growth Online following up 50%, winter sales up 15%, digital now 20% of orders. Demand Generation · SMB ### Launching a Health & Wellness CBD Brand in a Regulated Market in 90 Days Board funding secured, a five-year plan approved, and the brand in market in 90 days. Brand Development · Mid-Market Financial Services | Insurance ### From Search-Led Acquisition to AI-Enabled Growth Decisioning CPA down 30% and growth rates up 32%, on a proprietary cross-platform intelligence layer. AI & Growth Analytics · Mid-Market or PE-Backed Apply it to your business ### Ready for results like this? Bring us the growth problem you cannot staff for. Schedule a conversation ------------------------------------------------------------------------ # AI-enabled growth decisioning Source: https://www.mahdlo.net/brands/case-study/ai-enabled-growth-decisioning ------------------------------------------------------------------------ Case study ### From Search-Led Acquisition to AI-Enabled Growth Decisioning Cost per acquisition down 30% and growth rates up 32%, on a proprietary cross-platform intelligence layer. Client Specialty insurance, AI growth decisioning Industry Financial Services | Insurance Service AI & Growth Analytics Stage Mid-Market ### The challenge A valuable customer data set the business was not using to guide growth, and acquisition concentrated in lower-funnel search. ### Measurable, efficient, and capped A specialty insurance organization held a large and valuable customer and prospect data set, and was not using it to guide growth decisions. Performance ran on traditional search marketing, broad targeting assumptions, and manual analysis. That worked to a point, but it kept the business concentrated in lower-funnel demand capture: measurable and efficient, and capped. ### Four decisions, not a tool Reaching the next stage of growth meant a broader performance marketing model: better data, sharper segmentation, and predictive insight to reach higher-value audiences earlier in the journey. The challenge was never simply adopting AI. It was using AI and analytics to improve real decisions. - Which audiences to prioritize - Which segments to target - Which channels to expand into - How to measure tactics that are traditionally hard to attribute ### The approach We served as an embedded executive growth partner, connecting strategy, data, analytics, media execution, and executive decision-making rather than treating AI as a standalone innovation project. ### One intelligence layer across the platforms The centerpiece was a proprietary growth intelligence layer that brought performance signals together across search, paid social, and additional programmatic and audience activation platforms, so the team could compare signals instead of reading each platform in isolation. Around it, we gave hands-on guidance to the external media activation partner executing programmatic and paid social targeting. ### Segments that mean something commercially Customer and policyholder data defined commercially meaningful segments rather than broad demographics. ### Who converts, and who is worth most AI and predictive analytics identified which audiences were most likely to convert and which carried the highest value. ### Reporting that looks forward Forecasting and scenario planning moved reporting conversations from backward-looking summaries to forward-looking decisions about where to invest, test, scale, or pull back. ### The results Cost per acquisition fell 30% through AI-enabled segmentation and targeting, while growth rates rose 32% as the business expanded beyond search. ### More growth for less spend Cost per acquisition fell 30% while growth rates rose 32%, without losing accountability for results. Each is drawn from zero against where it started, at one scale. ### An asset the business owns The lasting asset is the intelligence layer itself: consolidated learning across platforms, owned internally rather than dependent on platform-specific reporting or agency-managed optimization. ### What the team can see now The organization can now see which audiences are working, where the next growth pockets are, and how to move higher in the funnel, where attribution is harder and confidence is normally the constraint. ### Growth beyond search The business expanded beyond search, without losing accountability for results. ### Why it matters AI creates value only when it improves decisions. ### Better choices, measurably The opportunity for a growth organization is not adopting AI tools: it is using AI to make better choices about customers, channels, creative, investment, and measurement. Applied that way, it sharpened segmentation and targeting, expanded the business beyond search, cut CPA, and raised growth: strategic judgment, operating discipline, and analytical rigor turning AI from a concept into a measurable growth advantage. Related AI sales acceleration Demand generation Financial services & insurance Keep reading ### More engagements like this All fifteen engagements Financial Services | Insurance ### Building a DTC Acquisition Engine That Scales Beyond Legacy Channels Several record-setting new-business months, on a broader and better-forecast acquisition engine. Demand Generation · Mid-Market or PE-Backed ### Turning a High-Potential Retail Partnership Into a Disciplined Growth Channel The book of business doubled during the engagement, run as a strategic growth channel. Channel Partner Revenue · Mid-Market or PE-Backed ### Replacing Siloed Execution With Centers of Excellence and Go-to-Market Pods Clear ownership of capabilities and of markets, and one way to prioritize the work. Operating Model Design · Mid-Market Apply it to your business ### Ready for results like this? Bring us the growth problem you cannot staff for. Schedule a conversation ------------------------------------------------------------------------ # DTC acquisition engine Source: https://www.mahdlo.net/brands/case-study/dtc-acquisition-engine ------------------------------------------------------------------------ Case study ### Building a DTC Acquisition Engine That Scales Beyond Legacy Channels Several record-setting new-business months, on a broader and better-forecast acquisition engine. Client Specialty insurance, DTC acquisition Industry Financial Services | Insurance Service Demand Generation Stage Mid-Market ### The challenge A direct-to-consumer business with real brand awareness, over-dependent on paid search and aggregator traffic. ### Two channels under a bigger ambition A specialty insurance provider had a direct-to-consumer business with meaningful brand awareness and real market opportunity, and a growth engine that was not performing to its potential. Acquisition leaned heavily on a narrow set of channels, particularly paid search and aggregator traffic. Those channels still mattered, but they could not carry the company’s long-term growth ambition. ### From campaigns to a growth model The business needed to move from reactive campaign execution to a disciplined, performance-based growth model. - Better forecasting - Stronger media execution - Expanded audience targeting - A scalable approach to acquisition beyond the legacy mix ### The approach We stepped in as an embedded growth leadership partner, helping operate the business, not just advise it. ### Six moves, alongside the team We worked alongside the internal marketing, analytics, and technology teams and the agency, and reframed the DTC business around performance, forecasting, and optimization rather than campaign activity. ### Past paid search and aggregators Acquisition expanded beyond paid search and aggregators into more targeted media, with an external performance partner accelerating programmatic, paid social, and market expansion. ### Higher-value customer groups More advanced audience segmentation found and activated higher-value customer groups. ### A faster operating cadence A tighter paid media operating cadence brought clearer performance reviews, more disciplined budget allocation, and faster decisions. ### The results The DTC trajectory strengthened into several record-setting new-business months. ### Record months, and what sits under them More durable than the months themselves is the foundation underneath them: broader channel reach, improved targeting, real forecasting discipline, and a clear-eyed understanding of where growth would come from. ### Off the narrow reliance on bottom-funnel media The business moved off its narrow reliance on bottom-funnel media and started building the capability set a sophisticated, scalable growth model requires. ### Why it matters Many companies have strong brands and underdeveloped growth engines. ### Awareness alone does not create efficient acquisition The work here turned existing brand equity and customer data into a disciplined, performance-driven growth model capable of scaling past the channels that built it. Related Demand generation Fractional CMO Financial services & insurance Keep reading ### More engagements like this All fifteen engagements Financial Services | Insurance ### From Search-Led Acquisition to AI-Enabled Growth Decisioning CPA down 30% and growth rates up 32%, on a proprietary cross-platform intelligence layer. AI & Growth Analytics · Mid-Market or PE-Backed ### Turning a High-Potential Retail Partnership Into a Disciplined Growth Channel The book of business doubled during the engagement, run as a strategic growth channel. Channel Partner Revenue · Mid-Market or PE-Backed ### Replacing Siloed Execution With Centers of Excellence and Go-to-Market Pods Clear ownership of capabilities and of markets, and one way to prioritize the work. Operating Model Design · Mid-Market Apply it to your business ### Ready for results like this? Bring us the growth problem you cannot staff for. Schedule a conversation ------------------------------------------------------------------------ # Wireless distribution demand generation Source: https://www.mahdlo.net/brands/case-study/wireless-distribution-demand-generation ------------------------------------------------------------------------ Case study ### Transforming Marketing From a Cost Center Into a Profit Center Return on marketing spend moved from −$2 to +$7.50 per dollar, revenue up 27%, margin up 9 points. Client Wireless distribution Industry Telecommunications Service Demand Generation Stage Enterprise ### The challenge Marketing was a cost center returning −$2 per dollar spent, with no model for selling value-added services. ### Every dollar in, two dollars lost The client is a leading value-added supplier of wireless communications products: network infrastructure, site support, fixed and mobile broadband, and mobile accessories, with a heritage running back to the earliest US cellular networks. But marketing was running as a cost center, returning negative $2 for every dollar invested. ### What distributors rarely execute The opportunity was to do what distributors can do and rarely execute: sell value-added services and make money in the process. ### The approach We built a marketing agency model inside the business: a full range of marketing services sold to the distributor’s own customers. ### An agency inside the distributor The services were designed to deliver incremental revenue and hit lead generation goals at the same time. That gave customers more options, better service, and a reason to consolidate spend, while turning the marketing function itself into a revenue line. ### The results Return on marketing spend moved from negative $2 to a positive $7.50 for every dollar invested. ### From −$2 to +$7.50 on every dollar Both returns are drawn from one zero line at one scale: the old return below it, the new one above. Marketing is now operating as a profit center rather than an expense to be defended. ### Revenue up 27% Total revenue rose 27% year over year. ### Margin up 9 points Margin improved by 9 points alongside the revenue growth. ### A profit center Marketing now runs as a profit center rather than an expense to be defended. Related Demand generation Telecommunications Keep reading ### More engagements like this All fifteen engagements Financial Services | Insurance ### Building a DTC Acquisition Engine That Scales Beyond Legacy Channels Several record-setting new-business months, on a broader and better-forecast acquisition engine. Demand Generation · Mid-Market or PE-Backed ### Building the First B2B(2B) Broker Lead Generation Program in North America Conversion up 20% and $5M more policy value than planned, with the model now scaling globally. Demand Generation · Enterprise or PE-Backed Telecommunications ### A Customer Care Transformation That Redefined a Media and Communications Operation Customer satisfaction up more than 30%, and a credible champion-challenger position in the market. Call Center Outsourcing · Enterprise Apply it to your business ### Ready for results like this? Bring us the growth problem you cannot staff for. Schedule a conversation ------------------------------------------------------------------------ # Retail partnership growth Source: https://www.mahdlo.net/brands/case-study/retail-partnership-growth ------------------------------------------------------------------------ Case study ### Turning a High-Potential Retail Partnership Into a Disciplined Growth Channel The book of business doubled during the engagement. Client Specialty insurance, retail partnership Industry Financial Services | Insurance Service Channel Partner Revenue Stage Mid-Market ### The challenge A major retail partnership with real reach and trusted brand equity, not yet operating as an optimized business channel. ### What the partner brought, and what was missing A specialty insurance provider held a major retail partnership with significant growth potential that was not yet operating as a fully optimized channel. The partner had customer reach, trusted brand equity, and the ability to put the product in front of a large, relevant audience. What was missing was execution. ### Not an account to manage The task was not to manage an account. It was to treat partner growth strategically, with disciplined focus on extracting value from a relationship that already existed. - Better planning - Stronger activation - Clearer reporting - Improved cross-functional coordination ### The approach We acted as an embedded growth and operating partner, leading the cross-functional effort and keeping the organization focused on business outcomes rather than disconnected workstreams. ### Six functions, one outcome The effort ran across marketing, partner management, analytics, operations, product, and technology. Practically, that meant clarifying the growth opportunity and aligning internal stakeholders around the partner’s commercial potential. ### A planning cadence A planning cadence for activation, campaign execution, and performance review, with marketing execution connected to account ownership. ### Less friction from quote to enrollment We found and removed friction in the quote and enrollment journey. ### Past launch, into optimization Performance data judged what was working and prioritized what came next, pushing the organization to think past launch activity toward ongoing optimization. ### The results The book of business doubled during the period of the engagement. ### Twice the book The partnership became a materially larger contributor to the business. That was a broad team effort: our role was to focus the organization, improve execution, and turn the relationship into a productive growth channel. ### A strategic growth platform The change that outlasts the numbers: the partnership is now managed less like a static account and more like a strategic growth platform. ### Why it matters Strategic partnerships do not grow simply because they exist. ### Growth discipline, applied to a partner They require ownership, activation, measurement, and constant optimization. Applying growth discipline to partner management is what unlocked the value already sitting inside a high-potential relationship. Related Channel partner revenue Fractional CRO Financial services & insurance Keep reading ### More engagements like this All fifteen engagements Financial Services | Insurance ### From Search-Led Acquisition to AI-Enabled Growth Decisioning CPA down 30% and growth rates up 32%, on a proprietary cross-platform intelligence layer. AI & Growth Analytics · Mid-Market or PE-Backed ### Building a DTC Acquisition Engine That Scales Beyond Legacy Channels Several record-setting new-business months, on a broader and better-forecast acquisition engine. Demand Generation · Mid-Market or PE-Backed ### Replacing Siloed Execution With Centers of Excellence and Go-to-Market Pods Clear ownership of capabilities and of markets, and one way to prioritize the work. Operating Model Design · Mid-Market Apply it to your business ### Ready for results like this? Bring us the growth problem you cannot staff for. Schedule a conversation ------------------------------------------------------------------------ # Media customer care Source: https://www.mahdlo.net/brands/case-study/media-customer-care ------------------------------------------------------------------------ Case study ### A Customer Care Transformation That Redefined a Media and Communications Operation Customer satisfaction up more than 30%, and a credible “champion challenger” position in the market. Client Media & communications provider Industry Telecommunications Service Call Center Outsourcing Stage Enterprise ### The challenge Fierce competition and shifting expectations, with a 500 to 600 FTE inbound care operation built for the status quo. ### Two goals at once, at scale Media and communications was moving fast, competition was fierce, and consumer expectations had shifted. The company needed to lift revenue generation and customer satisfaction at the same time, across an inbound customer care operation running 500 to 600 full-time equivalents. ### A champion challenger, not one more player The status quo would not get there. The mandate was to architect an all-encompassing inbound customer care program that resolved technical issues swiftly and built lasting loyalty, and to position the business as a “champion challenger” rather than one more player in a saturated market. - An all-encompassing inbound customer care program - Technical issues resolved swiftly - Lasting loyalty - A “champion challenger” position in a saturated market ### The approach This was executive leadership work as much as operations work. ### Leadership work, run with the operations work Alongside the redesign of the care program itself, the engagement drove intelligent BPO operations across customer service and technical support, and a paradigm shift inside the organization toward genuine customer-centricity, not just reconfigured procedures. ### The results Customer satisfaction surged by more than 30%. ### Satisfaction up more than 30% Service and technical support moved past their previous limits into consistent operational excellence, delivering fast technical resolutions and interactions that actually resonated. Drawn from zero, the after bar is 30% longer than the before, the least of what the case reports. ### Past its previous limits Service and technical support moved past their previous limits into consistent operational excellence. ### Fast answers that resonated Customers got fast technical resolutions, and interactions that actually resonated. ### A contender, setting benchmarks The outcome held beyond the numbers: the company established itself as an industry contender able to challenge established norms and set new benchmarks in customer care. Related Contact center optimization Telecommunications Keep reading ### More engagements like this All fifteen engagements Financial Services | Insurance ### A National Retail Bank: A Customer Care Success Story QA scores up 25%, agent capacity up 25% in 90 days, and handling time down 10%. Call Center Outsourcing · Enterprise Telecommunications ### Transforming Marketing From a Cost Center Into a Profit Center Up from −$2 per dollar. Revenue up 27% year over year, margin up 9 points. Demand Generation · Enterprise ### Building the First B2B(2B) Broker Lead Generation Program in North America Conversion up 20% and $5M more policy value than planned, with the model now scaling globally. Demand Generation · Enterprise or PE-Backed Apply it to your business ### Ready for results like this? Bring us the growth problem you cannot staff for. Schedule a conversation ------------------------------------------------------------------------ # Broker lead generation Source: https://www.mahdlo.net/brands/case-study/broker-lead-generation ------------------------------------------------------------------------ Case study ### Building the First B2B(2B) Broker Lead Generation Program in North America Conversion up 20% and $5M more policy value than planned, with the model now scaling globally. Client Global commercial insurer Industry Financial Services | Insurance Service Demand Generation Stage Enterprise ### The challenge Without the broker relationship, the insurer could not see when commercial policies were renewing. ### The relationship sat with the broker The client is one of the oldest and largest commercial insurers operating in North America, with European roots and a book that runs from small businesses through to major national enterprises. But the customer relationship sat with the broker, and without it the insurer had no visibility into when commercial policies were coming up for renewal. ### Built here, scaled everywhere The company needed a digital lead generation program it could build in North America and scale globally. ### The approach We built the first B2B(2B) lead generation program for brokers. ### Through the broker, not around it Digital demand generation was layered on top of the insurer’s existing commercial insurance policies, designed to reach end customers through the broker relationship rather than around it. That gave the business a more efficient way to connect with both customers and prospects, on a model built to travel to new regions. ### The results Conversion rates rose 20%, generating $5M more in policy value than expected. ### A fifth more conversion The email marketing program grew leads for broker websites exponentially, and conversion rates rose 20%. Drawn from zero, the after bar is a fifth longer than the before. ### Leads that grew exponentially The email marketing program grew leads for broker websites exponentially. ### $5M more than expected Higher conversion generated $5M more in policy value than expected. ### Next: Latin America and the UK With North America proven, the next step is expansion into Latin America and the UK, opening new markets on the same engine. Related Demand generation Fractional CRO Financial services & insurance Keep reading ### More engagements like this All fifteen engagements Financial Services | Insurance ### From Search-Led Acquisition to AI-Enabled Growth Decisioning CPA down 30% and growth rates up 32%, on a proprietary cross-platform intelligence layer. AI & Growth Analytics · Mid-Market or PE-Backed ### Building a DTC Acquisition Engine That Scales Beyond Legacy Channels Several record-setting new-business months, on a broader and better-forecast acquisition engine. Demand Generation · Mid-Market or PE-Backed ### Turning a High-Potential Retail Partnership Into a Disciplined Growth Channel The book of business doubled during the engagement, run as a strategic growth channel. Channel Partner Revenue · Mid-Market or PE-Backed Apply it to your business ### Ready for results like this? Bring us the growth problem you cannot staff for. Schedule a conversation ------------------------------------------------------------------------ # National retail bank customer care Source: https://www.mahdlo.net/bank-contact-center-transformation-case-study-mahdlo ------------------------------------------------------------------------ Case study ### A National Retail Bank: A Customer Care Success Story Quality Assurance scores up 25%, agent capacity up 25% in 90 days, and Average Handling Time down 10%. Client National retail bank Industry Financial Services | Insurance Service Call Center Outsourcing Stage Enterprise ### The challenge Over 2 million calls and chats a year across more than a million customers, on an in-house support model that could not hold quality at that volume. ### More volume than the model could absorb A national retail bank serves more than a million customers across a multi-state branch network, generating over 2 million calls and chats a year. The in-house customer support framework could not absorb that volume, and satisfaction and operational efficiency were both suffering. ### Four things at once The bank needed to hold interaction quality at scale, keep agents well trained and accurate, cut Average Handling Time, and curb agent attrition, all at the same time. - Hold interaction quality at scale - Keep agents well trained and accurate - Cut Average Handling Time - Curb agent attrition ### The approach We built an intelligent BPO customer care operation around the bank’s real volume. ### Three parts, each with its own job A contact center outsourcing model with a rebuilt recruitment and new-agent training program to grow capacity, retention work to hold experienced agents in seat, and streamlined call handling to take time out of every interaction. ### The results Quality Assurance scores rose 25%, agent count grew 25% in 90 days, and Average Handling Time fell 10%. ### Three measures, each from zero Quality Assurance scores rose 25% from Q3 to Q4 2022 and held through Q1 2023. Agent count grew 25% over a 90-day span, cutting wait times. Average Handling Time fell 10% quarter over quarter. Each is drawn from zero against where it started, at one scale. ### Held through Q1 2023 Quality Assurance scores rose 25% from Q3 to Q4 2022, and the gain held through Q1 2023. ### A quarter more agents Better new-agent training and lower attrition grew agent count 25% in 90 days, cutting wait times. ### Faster answers, a stronger reputation Customer questions were resolved faster, which strengthened the bank’s service reputation and drove revenue through higher satisfaction. Related Contact center optimization Fractional CRO Financial services & insurance Keep reading ### More engagements like this All fifteen engagements Financial Services | Insurance ### From Search-Led Acquisition to AI-Enabled Growth Decisioning CPA down 30% and growth rates up 32%, on a proprietary cross-platform intelligence layer. AI & Growth Analytics · Mid-Market or PE-Backed ### Building a DTC Acquisition Engine That Scales Beyond Legacy Channels Several record-setting new-business months, on a broader and better-forecast acquisition engine. Demand Generation · Mid-Market or PE-Backed ### Turning a High-Potential Retail Partnership Into a Disciplined Growth Channel The book of business doubled during the engagement, run as a strategic growth channel. Channel Partner Revenue · Mid-Market or PE-Backed Apply it to your business ### Ready for results like this? Bring us the growth problem you cannot staff for. Schedule a conversation ------------------------------------------------------------------------ # Specialty insurance growth operating model Source: https://www.mahdlo.net/growth-operating-model-case-study-mahdlo ------------------------------------------------------------------------ Case study ### Replacing Siloed Execution With Centers of Excellence and Go-to-Market Pods A scalable growth operating system: clear capability ownership, clear market ownership, and one way to prioritize work. Client Specialty insurance, operating model Industry Financial Services | Insurance Service Operating Model Design Stage Mid-Market ### The challenge Strong ambition on an operating model that created friction: execution depended on individual effort, not a repeatable system. ### Five growth motions, one structure A growing specialty insurance organization had strong business ambition and a marketing and growth structure that had not evolved to match it. The company needed a model that could support several growth motions at once, and the existing structure made it hard to build deep expert capability and stay focused on specific markets at the same time. ### Where the friction was Teams worked hard, but the operating model created friction. - Capabilities that were not always clear - Priorities that were not always clear - Ownership that was not always clear - Execution that depended on individual effort rather than a repeatable system ### The approach We designed and implemented a more scalable marketing and customer growth operating model with senior leadership and the functional teams, clarifying how the organization should operate and where decisions should sit. ### Centers of Excellence across, pods down Centers of Excellence build and manage core capabilities across the business. They are paired with go-to-market pods that own specific markets, channels, or customer segments, set growth strategy for them, prioritize opportunities, coordinate execution, and make sure activity translates into business outcomes. ### Capability owners and market owners We drew the line between capability ownership and market ownership, and defined how the two work together. ### One way to run the work A consistent model for prioritization, planning, execution, and measurement. ### Aligned across six functions Alignment improved across marketing, sales, client success, operations, product, and technology. ### What long-term growth would require We improved alignment across the functions and helped leadership see the capabilities, resources, and dependencies long-term growth would require. ### The results The organization implemented the first phase of the new operating model, giving marketing and customer growth teams a clear structure for working together. ### Who owns what, and how work moves There is now explicit ownership across both capabilities and markets, and a mature growth operating system that says who owns expertise, who owns market outcomes, and how work moves from strategy to execution. ### Phase one, in place Strategy and execution came into better alignment, teams gained a consistent way to prioritize, and the foundation for scalable growth was set. Marketing stopped operating as a collection of disconnected functions. ### Why it matters As companies scale, growth often gets harder because the operating model does not keep pace with the ambition. ### Capability and focus, together A structure that builds stronger marketing capability while staying focused on the specific markets, partners, and customer segments that actually drive growth is what closes that gap. Related Fractional CMO Go-to-market planning Financial services & insurance Keep reading ### More engagements like this All fifteen engagements Financial Services | Insurance ### From Search-Led Acquisition to AI-Enabled Growth Decisioning CPA down 30% and growth rates up 32%, on a proprietary cross-platform intelligence layer. AI & Growth Analytics · Mid-Market or PE-Backed ### Building a DTC Acquisition Engine That Scales Beyond Legacy Channels Several record-setting new-business months, on a broader and better-forecast acquisition engine. Demand Generation · Mid-Market or PE-Backed ### Turning a High-Potential Retail Partnership Into a Disciplined Growth Channel The book of business doubled during the engagement, run as a strategic growth channel. Channel Partner Revenue · Mid-Market or PE-Backed Apply it to your business ### Ready for results like this? Bring us the growth problem you cannot staff for. Schedule a conversation ======================================================================== ## Optional ======================================================================== ------------------------------------------------------------------------ # Join Mahdlo Source: https://www.mahdlo.net/join ------------------------------------------------------------------------ Join Mahdlo ### Your practice, with a firm behind it You bring the judgment and the relationships. We bring the contracts, the tools, the training and the back office — so your practice looks and runs like a firm from day one. Mahdlo is a principal-led firm of fractional CMOs and CROs. You work as an independent contractor, you own your relationships, and you keep the majority of what you deliver. What we will not do is promise you a pipeline — read on for what we do instead. Start the Conversation JOIN Before anything else ### What we don’t do Most firms in this category lead with what they will hand you. We would rather you hear the constraints first, because they are the part people find out later and resent. ### We don’t guarantee leads Nobody hands you a pipeline. You are expected to prospect, and to bring judgment about who is worth pursuing. What we give you is the platform, the tools and the playbook to do it well — not a queue of inbound you had no part in creating. ### You are 1099, not W-2 Independent contractor, not employee. You pay and report your own taxes. No benefits, no insurance, no pension. That is the trade for owning your practice and your relationships rather than being an allocated resource on someone’s bench. ### It isn’t free to join There is a one-time onboarding fee and a monthly platform fee. Both are disclosed on the first call, in writing, before you are asked to decide anything. If a firm won’t tell you its economics up front, that is worth noticing. The economics ### We earn on a disclosed fee, not on your margin This is the difference that matters most and the one candidates ask about last. Most firms earn on the spread — between what the client is billed and what you are paid. You rarely see the real number, and their incentive is to widen the gap. Mahdlo earns on a platform fee we tell you. Every split is calculated on top-line revenue, before Mahdlo takes anything , so the number your split is applied to is the number the client actually pays. ### Delivery is the majority The advisor doing the work takes the largest share of every engagement dollar, by a wide margin. Sourcing a lead and assisting a close are paid separately and on top — so helping a colleague win business is rewarded rather than absorbed. ### You are paid fast Services are billed to the client in advance , and you are paid within ten business days of the client paying. No sixty-day terms, no chasing collections, and no invoicing anyone yourself. ### The client contracts with us Mahdlo, LLC signs the client. You do not chase paper, negotiate MSAs, argue payment terms or carry the contractual risk of the engagement. You do the work you were hired for. Where we sit ### Five ways to do this. They are not the same job. The fractional market splits into five business models, and each one makes money differently — which determines what your life looks like inside it. Judge them on their economics, not their marketing. Model How they earn What that means for you Executive bench Utilization across a large bench You are a resource to be allocated. Income depends on their pipeline and how they assign it. Consistency varies across a hundred-plus operators. Full C-suite firm Breadth — a retainer per role Marketing and revenue are separate practices with separate contracts. You own one function; somebody else owns the other half of the number. Talent marketplace Match volume, on the spread You are a listing. No ownership of the outcome, no training, no back office, and no visibility into what the client was actually charged. Growth agency Junior-hour leverage and media spend Usually employment, not practice ownership. Strategy exists to lead into execution hours, and the senior name is often not the delivering hand. Principal-led boutique Where Mahdlo sits A disclosed platform fee You own the relationship and the outcome. One principal owns both marketing and revenue. The ceiling is your own capacity — which is the honest constraint of this model. Engagement sizes across the category typically run $5–30K per month depending on the model. Every firm describes itself differently — the way it makes money is the reliable tell. The Advisor Academy ### Nobody starts cold Every advisor works through the same onboarding course before taking a client. Four modules, twenty lessons, and a forty-one question exam with a 90% pass mark. It is not a welcome video — it is how we make sure the person in front of a client can answer for the firm. ### 01 · How you get paid The comp model in plain language, worked through real scenarios, plus the terms of your agreement. ### 02 · Who we compete with The five competitor models, their economics, and the objections you will actually hear in a room. ### 03 · The sales playbook Discovery, qualification, proposal and close — the way this firm runs it, not a generic method. ### 04 · Firm policies Confidentiality, data handling, AI use, brand and IP — what you are agreeing to operate inside. Passing certifies you. Certification is what qualifies an advisor to be given a client, and it is recorded by the firm — not self-declared. The toolkit ### Show up looking like a firm, not a freelancer The hardest part of going independent is not the thinking — it is everything around the thinking. The proposal that has to look like it came from a firm. The monthly update a board will actually read. Our toolkit produces finished, brand-correct work in an afternoon, so what lands in front of your client is indistinguishable from a much larger organization. ### Prospecting Everything between a first conversation and a signed engagement: proposals and decks generated from one intake, positioning and buyer work you can run in the room, and company paper — NDAs and MSAs — drawn correctly without a lawyer or a weekend. You pitch; the paperwork keeps up. ### Delivery Everything after the signature: the engagement plan clients start with, the revenue model you build and defend, structured meeting records, health checks that catch a wobbling account before renewal, and the executive update that keeps a board confident in you. Consistent, filed, and easy to hand over. Behind you ### Five practices and a back office You are not inventing methodology alone in a spare room. The firm maintains practice areas you can sell into and lean on, and it runs the administration that otherwise eats a third of an independent’s week. ### The practices Strategy Practices · Revenue Accelerators · Customer Tech · People Practices · Firm Operations — each with its own frameworks, diagnostics and deliverables, maintained by the firm and improved by the advisors using them. ### The back office Company contracts and MSAs, CRM and prospecting email, invoicing, collections and distributions, proposal writing support, and the document filing that keeps client work where the client team can find it. Handled. Who this fits ### The bar This works for operators who have carried a number and want to keep doing the work — not for people looking to be placed. - 15–25 years of executive operational leadership, with 5+ years as a VP of Marketing or Sales or equivalent - CMO, VP of Sales or Head of Sales experience at companies of real scale - Financial and business acumen, and an entrepreneurial instinct — you are building something, not filling a seat - Willing to prospect. This is the one that decides it. - Comfortable being measured on client outcomes rather than hours - You share the firm’s values and want the work to outlast your involvement Tell us what you have run ### Start with the numbers you carried Six fields. It goes to Craig, not a sales queue, and the reply is a conversation, not a pitch. Website Name Email Most recent title Most recent company City LinkedIn Practice Fractional CMO Fractional CRO What you have run Start the conversation Received ### Thanks — this went to Craig, not a queue. Now pick a time. He reads every one of these himself before the call. Thirty minutes on what you have done, what you want to build, and exactly what this costs and pays. Next step ### One conversation, no pitch Whether you are bringing a book with you or starting from scratch, the first call covers the same ground: what you have done, what you want to build, and exactly what this costs and pays. You will have the numbers before you are asked to decide anything. ------------------------------------------------------------------------ # Blog Source: https://www.mahdlo.net/blog ------------------------------------------------------------------------ Mahdlo Executive Insights ### The Long Game Mahdlo's insights on scalable revenue growth, GTM strategy, and AI-accelerated execution for mid-market and PE-backed leaders. Featured · Strategy ### Building a Marketing Operating System That Outlasts You Most growth plateaus are not strategy failures. They are operating system failures: no planning cadence, no decision rights, no single demand model. Here is ... Mahdlo Executive Advisors September 26, 2026 Read the article → Latest articles Strategy ### Key Trends for B2B Growth Companies in 2025 As we look toward 2025, mid-sized growth companies in the B2B sector face a landscape rich with opportunities and ... September 26, 2026 · 3 min read Fractional CRO ### Sales Engagement Platforms That Improve Control Sales engagement platforms only improve execution when the commercial motion is defined first. Here is how to evaluate ... September 24, 2026 · 9 min read ### Annual GTM Planning and Forecasting That Holds Up Most annual plans break by March because the forecast was built once and never revisited. Here is how to tie the plan ... September 23, 2026 · 6 min read Fractional CMO ### More ROI, Less AI: Smart CMO's Are Prioritizing Outcome Over Output Three mid-market teams, all producing content at speed with AI, none with a mechanism for deciding what mattered. Here ... September 22, 2026 · 6 min read ### Direct Sales Versus Channel Sales for Growth The 10-Channel Buyer Benchmark “B2B buyers use an average of 10 channels throughout their buying journey,” according to ... September 21, 2026 · 8 min read ### Why Do Growth Plans Fail Before They Scale? A growth plan often fails long before the board sees a missed forecast. It fails when a revenue target is approved ... ### When to Hire a Revenue Growth Advisory Firm McKinsey reports that faster-growing companies generate 40 percent more revenue from personalization than ... September 21, 2026 · 9 min read ### 10 Best Sales Onboarding Practices for Growth A new seller does not become productive when they finish product training. They become productive when they can create ... September 18, 2026 · 9 min read ### Using AI to Build True Differentiation, Not More MQLs Your CMO presents the quarterly numbers. MQLs are up 34 percent. The deck is clean, the charts move in the right ... September 15, 2026 · 8 min read Get the insights One email a month, several ideas One email a month with a few practical ideas on building a scalable revenue engine — executive-to-executive, no filler. Topics Fractional CMO 237 Fractional CRO 217 Strategy 120 SaaS | Tech | AI 83 Private Equity 69 SMB 37 Manufacturing | Distribution 29 Consumer & Retail 21 Financial Services | Insurance 13 Healthcare | Wellness 13 Media & Advertising 9 Telecommunications 8 Professional Services 7 Channel Partner 6 Press Release 5 Most read How a Fractional Development Officer Boosts Non-Profit Growth March 5, 2025 Chapter vs National: A Strategic Playbook for Non-Profit Leaders April 17, 2025 Unlocking Success: Key Strategies for US Companies Expanding to the UK December 3, 2024 Start the conversation ### Ready to build a scalable revenue engine? Book a time with us and get a senior read on where your revenue engine is leaking—and what to fix first. Book a Time → ------------------------------------------------------------------------ # Privacy Policy Source: https://www.mahdlo.net/privacy ------------------------------------------------------------------------ Legal ### Privacy Policy How Mahdlo, LLC collects, uses, and discloses your information when you use this website, and the rights you have over it. Last updated Aug 27, 2020 No data sold We share only with service providers, affiliates, and partners as described below. You can opt out Refuse cookies in your browser, or tell us to stop sending you information. Questions go to a person info@mahdlo.net This Privacy Policy describes our policies and procedures on the collection, use, and disclosure of your information when you use the Service, and tells you about your privacy rights and how the law protects you. We use your Personal Data to provide and improve the Service. By using the Service, you agree to the collection and use of information in accordance with this Privacy Policy. 01 ### Interpretation & Definitions Words whose initial letter is capitalized have meanings defined below. These definitions have the same meaning whether they appear in singular or plural. You The individual accessing or using the Service, or the company or other legal entity on behalf of which such individual is accessing or using the Service. Company / We / Us / Our Mahdlo, LLC, Alexandria, Virginia 22310. Affiliate An entity that controls, is controlled by, or is under common control with a party, where control means ownership of 50% or more of the shares, equity interest, or other securities entitled to vote for election of directors or other managing authority. Account A unique account created for you to access our Service or parts of our Service. Website Mahdlo, LLC, accessible from www.mahdlo.net. Service The Website. Country Virginia, United States. Service Provider Any natural or legal person who processes the data on behalf of the Company — third-party companies or individuals employed to facilitate or provide the Service, perform Service-related services, or help analyze how the Service is used. Third-party Social Media Service Any website or social network through which a user can log in or create an account to use the Service. Personal Data Any information that relates to an identified or identifiable individual. Cookies Small files placed on your computer, mobile device, or any other device by a website, containing the details of your browsing history on that website among its many uses. Device Any device that can access the Service, such as a computer, a cellphone, or a digital tablet. Usage Data Data collected automatically, either generated by use of the Service or from the Service infrastructure itself — for example, the duration of a page visit. 02 ### What We Collect ### Personal Data While using our Service, we may ask you to provide certain personally identifiable information that can be used to contact or identify you. It may include, but is not limited to: - Email address - First name and last name - Phone number - Address, state, province, ZIP or postal code, city - Usage Data ### Usage Data Usage Data is collected automatically when you use the Service. It may include your device's Internet Protocol address, browser type and version, the pages of our Service that you visit, the time and date of your visit, the time spent on those pages, unique device identifiers, and other diagnostic data. When you access the Service by or through a mobile device, we may automatically collect the type of mobile device you use, its unique ID, its IP address, your mobile operating system, the type of mobile browser you use, unique device identifiers, and other diagnostic data. We may also collect information that your browser sends whenever you visit our Service. ### Tracking technologies and cookies We use cookies and similar tracking technologies — beacons, tags, and scripts — to track activity on our Service, store certain information, and improve and analyze the Service. You can instruct your browser to refuse all cookies or to indicate when a cookie is being sent; if you do not accept cookies, you may not be able to use some parts of our Service. Cookies can be persistent or session cookies. Persistent cookies remain on your device when you go offline; session cookies are deleted as soon as you close your browser. We use both, for the purposes below. Necessary / Essential Session cookies · administered by us Essential to provide services available through the Website and to enable some of its features. They authenticate users and prevent fraudulent use of accounts. Without them, the services you asked for cannot be provided. Notice Acceptance Persistent cookies · administered by us These identify whether users have accepted the use of cookies on the Website. Functionality These remember choices you make, such as login details or language preference, so you have a more personal experience and do not re-enter preferences every visit. 03 ### How We Use It The Company may use Personal Data for the following purposes: To provide the Service To provide and maintain our Service, including monitoring its usage. To manage your account To manage your registration as a user. The Personal Data you provide can give you access to different functionalities available to registered users. To perform a contract The development, compliance, and undertaking of the purchase contract for products, items, or services you have purchased, or of any other contract with us through the Service. To contact you By email, telephone, SMS, or other equivalent electronic communication regarding updates or informative communications related to functionalities, products, or contracted services, including security updates when necessary or reasonable. To inform you To provide news, special offers, and general information about goods, services, and events similar to those you have already purchased or enquired about — unless you have opted not to receive it. To manage requests To attend to and manage your requests to us. ### When we may share your information With service providers To monitor and analyze the use of our Service, and to contact you. For business transfers In connection with, or during negotiations of, any merger, sale of Company assets, financing, or acquisition of all or a portion of our business. With affiliates In which case we require those affiliates to honor this Privacy Policy. Affiliates include our parent company and any subsidiaries, joint venture partners, or other companies we control or that are under common control with us. With business partners To offer you certain products, services, or promotions. With other users When you share personal information or otherwise interact in public areas with other users, that information may be viewed by all users and may be publicly distributed. If you register through a Third-party Social Media Service, your contacts there may see your name, profile, pictures, and description of your activity. 04 ### Retention & Transfer The Company will retain your Personal Data only for as long as is necessary for the purposes set out in this Privacy Policy, and to the extent necessary to comply with our legal obligations, resolve disputes, and enforce our legal agreements and policies. We also retain Usage Data for internal analysis. Usage Data is generally retained for a shorter period, except when it is used to strengthen security or improve the functionality of our Service, or when we are legally obligated to retain it longer. Your information may be transferred to — and maintained on — computers located outside of your state, province, or country, where data protection laws may differ from those in your jurisdiction. Your consent to this Privacy Policy, followed by your submission of such information, represents your agreement to that transfer. The Company will take all steps reasonably necessary to ensure your data is treated securely and in accordance with this Privacy Policy. No transfer of your Personal Data will take place to an organization or a country unless there are adequate controls in place, including the security of your data and other personal information. 05 ### Third-Party Services Some pages embed plugins from the services below. Visiting a page with a plugin establishes a connection to that provider's servers, which informs the provider which of our pages you visited. YouTube Operated by YouTube LLC, 901 Cherry Ave., San Bruno, CA 94066, USA If you are logged in to your YouTube account, YouTube can associate your browsing behavior directly with your personal profile. You can prevent this by logging out of your YouTube account. YouTube is used to help make our website appealing, which constitutes a justified interest pursuant to Art. 6 (1) (f) DSGVO. Further information: Google privacy policy . Vimeo Vimeo Inc., 555 West 18th Street, New York, NY 10011, USA Vimeo will receive your IP address, which also applies if you are not logged in to Vimeo or do not have an account. The information is transmitted to a Vimeo server in the US, where it is stored. If you are logged in, Vimeo can associate your browsing behavior with your profile; you can prevent this by logging out. Further information: Vimeo Privacy Policy . Google Web Fonts Provided by Google For uniform representation of fonts, this site uses web fonts provided by Google. Your browser establishes a direct connection to Google servers, so Google becomes aware that our page was accessed via your IP address. This constitutes a justified interest pursuant to Art. 6 (1) (f) DSGVO. If your browser does not support web fonts, a standard font is used. Further information: Google Fonts FAQ and the Google privacy policy . SoundCloud SoundCloud Limited, Berners House, 47–48 Berners Street, London W1T 3NF, UK SoundCloud plugins can be recognized by the SoundCloud logo on our site. A direct connection between your browser and the SoundCloud server is established, enabling SoundCloud to receive information that you visited our site from your IP address. If you click Like or Share while logged in, SoundCloud can associate visits to our pages with your user account. As the provider of these pages, we have no knowledge of the content of the data transmitted or how it will be used. If you do not want this association, log out of your SoundCloud account. Further information: SoundCloud privacy policy . 06 ### Disclosure Of Your Data ### Business transactions If the Company is involved in a merger, acquisition, or asset sale, your Personal Data may be transferred. We will provide notice before your Personal Data is transferred and becomes subject to a different Privacy Policy. ### Law enforcement Under certain circumstances, the Company may be required to disclose your Personal Data if required to do so by law, or in response to valid requests by public authorities such as a court or a government agency. ### Other legal requirements The Company may disclose your Personal Data in the good faith belief that such action is necessary to: - Comply with a legal obligation - Protect and defend the rights or property of the Company - Prevent or investigate possible wrongdoing in connection with the Service - Protect the personal safety of users of the Service or the public - Protect against legal liability 07 ### Security The security of your Personal Data is important to us, but no method of transmission over the internet or method of electronic storage is 100% secure. While we strive to use commercially acceptable means to protect your Personal Data, we cannot guarantee its absolute security. 08 ### Children's Privacy Our Service does not address anyone under the age of 13, and we do not knowingly collect personally identifiable information from anyone under 13. If you are a parent or guardian and you are aware that your child has provided us with Personal Data, please contact us. If we become aware that we have collected Personal Data from anyone under 13 without verification of parental consent, we take steps to remove that information from our servers. If we need to rely on consent as a legal basis for processing your information and your country requires consent from a parent, we may require your parent's consent before we collect and use that information. 09 ### Links To Other Sites Our Service may contain links to other websites that are not operated by us. If you click a third-party link, you will be directed to that third party's site. We strongly advise you to review the privacy policy of every site you visit. We have no control over, and assume no responsibility for, the content, privacy policies, or practices of any third-party sites or services. 10 ### Changes To This Policy We may update this Privacy Policy from time to time. We will notify you of any changes by posting the new Privacy Policy on this page, and we will let you know via email and/or a prominent notice on our Service before the change becomes effective, updating the "Last updated" date at the top. You are advised to review this Privacy Policy periodically for any changes. Changes to this Privacy Policy are effective when they are posted on this page. 11 ### Contact Us If you have any questions about this Privacy Policy, you can reach us either way: By email On this website mahdlo.net/connect Mahdlo, LLC · Alexandria, Virginia 22310 · accessible from www.mahdlo.net Questions about your data, or anything else? Contact Us ------------------------------------------------------------------------ # Terms Source: https://www.mahdlo.net/terms ------------------------------------------------------------------------ Policy ### Terms & conditions The terms that govern your access to and use of mahdlo.net and the information provided through it. Effective Aug 2026 Information, not advice Content on this site is general information — not tailored professional, legal, or financial advice. Use it fairly You may browse and share our content for lawful purposes; our brand and materials remain ours. Governed by Delaware law These terms are governed by the laws of the State of Delaware, USA. These Terms & Conditions govern your access to and use of the Mahdlo Executive Advisors website at mahdlo.net. By using the site, you agree to these terms and to our Privacy Policy. 01 ### Acceptance of terms By accessing or using mahdlo.net (the “Site”), you agree to be bound by these Terms & Conditions and our Privacy Policy. If you do not agree, please do not use the Site. 02 ### About our content The Site is operated by Mahdlo Executive Advisors (“Mahdlo,” “we,” or “us”). Information on the Site is provided for general informational purposes only. It does not constitute professional, legal, financial, or investment advice, and it should not be relied upon as a substitute for advice tailored to your circumstances. Any engagement for advisory services is governed by a separate written agreement, not by this Site. 03 ### Intellectual property All content on the Site — including text, graphics, logos, the Mahdlo name and brand, downloadable resources, and their selection and arrangement — is owned by or licensed to Mahdlo and is protected by intellectual-property laws. You may view, download, and print content for your own non-commercial, informational use, provided you keep all proprietary notices intact. You may not otherwise reproduce, republish, distribute, or create derivative works from our content without our prior written permission. 04 ### Acceptable use When using the Site, you agree not to: - Use it for any unlawful purpose or in breach of these terms - Attempt to gain unauthorized access to the Site or its systems - Interfere with or disrupt the Site's operation or security - Introduce malicious code, or scrape or harvest data except as permitted by law - Misrepresent your identity or affiliation when submitting information 05 ### Forms and submissions When you submit information through our forms — for example, to download a resource or request a conversation — you confirm that the information is accurate and agree that we may contact you about your request and related services. Your information is handled in accordance with our Privacy Policy. 06 ### Third-party links and tools The Site may link to or embed third-party websites and tools, such as the HubSpot Website Grader. We provide these for convenience and do not control or endorse them; we are not responsible for their content, availability, or practices. 07 ### Disclaimers The Site and its content are provided “as is” and “as available,” without warranties of any kind, whether express or implied, including fitness for a particular purpose and non-infringement. We do not warrant that the Site will be uninterrupted, error-free, or free of harmful components. 08 ### Limitation of liability To the fullest extent permitted by law, Mahdlo will not be liable for any indirect, incidental, special, consequential, or punitive damages, or any loss of profits or data, arising from your use of — or inability to use — the Site or its content. 09 ### Changes to the Site and these terms We may modify, suspend, or discontinue any part of the Site, and may update these Terms & Conditions, at any time. Changes take effect when posted. Your continued use of the Site means you accept the updated terms. 10 ### Governing law These Terms & Conditions are governed by the laws of the State of Delaware, United States, without regard to its conflict-of-laws principles. Any dispute arising from them is subject to the exclusive jurisdiction of the courts located in that state. Questions about this policy, or anything else? Contact Us