CLIENT RESULTS
Results: the growth decisions founders have made correctly
These are real engagements — the decision in front of the founder, what I recommended, and what happened next. More details available on a call.
ARR doubled · CAC −30% · 97.5% retention · 1,000+ attributable leads · Sales nearly tripled · $1.36M in campaigns
How to read these. Every story follows the same three lines: The Decision the founder was facing, The Recommendation I made, and The Outcome that followed. Some recommendations were "go." Some were "don't."
FINTECH SAAS
| The Decision | The CEO of a scaling fintech SaaS company was preparing to hire a marketing specialist to accelerate growth. |
| The Recommendation | I advised him not to start with a specialist. The company first needed a commercial strategy: clear positioning, an integrated customer journey, and one revenue system connecting marketing, sales, customer success, and performance data. I ultimately built and led that function. |
| The Outcome | ARR doubled while retention remained above 97.5% and CAC declined approximately 30%. |
TWO COMMONLY OWNED FINANCIAL SERVICES FIRMS
| The Decision | The leaders of two commonly owned financial-services firms wanted more leads and more campaigns to support an aggressive growth plan. |
| The Recommendation | I recommended building the growth infrastructure first. The firms lacked consistent CRM discipline, lead scoring, attribution, lifecycle stages, sales handoffs, and a unified market story. More campaigns would have created more activity without giving leadership a reliable way to convert or measure it. |
| The Outcome | Once the foundation was in place, integrated campaigns across email, LinkedIn, digital advertising, webinars, PR, and content syndication generated more than 1,000 fully attributable leads. |
FOUNDER-LED FINANCIAL PLANNING FIRM
| The Decision | A founder-led financial-planning firm wanted to grow but had no formal marketing engine. Growth was coming primarily from serving existing clients, referrals, and occasional local sponsorships such as high-school football games. |
| The Recommendation | I recommended building a durable visibility and acquisition system rather than adding isolated promotions. We overhauled the website, developed educational content and client materials, increased community visibility, improved search and conversion performance, and built a repeatable seminar and webinar program. |
| The Outcome |
The firm doubled assets under management in the first year. Over the four-year engagement, product sales nearly tripled. |
GROWING MARKETING SERVICES FIRM
| The Decision | A growing marketing firm needed to increase revenue capacity without overwhelming an inconsistent client-delivery operation. |
| The Recommendation | As the leader responsible for delivery, I redesigned the operating model—hiring and onboarding five team members, introducing service standards and scorecards, and improving the systems connecting sales, production, and client service. |
| The Outcome | Within six months, monthly website-delivery capacity increased from four to nine—a 125% increase—while strengthening accountability and consistency across the team. |
E-COMMERCE CONSUMER HEALTH & WELLNESS
| The Decision | The founder of a multimillion-dollar consumer health brand needed to determine how to grow campaign revenue without continuing to manage launches as a series of disconnected promotions. |
| The Recommendation | I recommended and led an integrated annual growth plan aligning offer strategy, product launches, lifecycle marketing, paid acquisition, affiliates, creative, CRO, forecasting, and launch governance around shared revenue targets. |
| The Outcome | Ten integrated campaigns generated more than $1.36 million, with six achieving record revenue performance in 2025. One new-product campaign increased revenue 51% year over year and orders 91%. |
What these have in common. In every case the founder wasn't short on effort or ideas. They were short on one reconciled operating plan — the thing that connects the growth goal to pipeline, conversion, budget, and capacity. That's what each of these engagements built.
Have a growth decision on the table this quarter?
Book a 20-minute call. I'll ask five questions to understand the decision, tell you honestly whether a Sprint is the right fit, and either invite you into one or point you to a better resource.
No pitch. No proposal. One conversation, one honest answer.