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Growth solutions · Fractional growth lead

Fractional growth lead: a hands-on VP of marketing and business development, without hiring a VP

I build the growth engine for companies in Israel and abroad, from zero: go-to-market (GTM) strategy, marketing, partnerships and sales. Not a deck, but execution. At a scope that fits the company, from diagnosis to pipeline.

15 minutes, me to you

No commitment. We'll see if and how I can help.

~300%
ARR growth, up to eight-figure revenue
40%
of deals sourced by marketing
50%
close rate on the pipeline
4 / 5
continents and languages, GTM from zero

The problem: a full-time CMO is expensive, and an agency isn't enough

A growing company reaches the point where the founder can no longer also be the marketing person. Hiring a full-time VP costs a lot, takes months, and the risk of a wrong hire is high.

An agency solves execution, not strategy. It runs campaigns, but it doesn't sit in the management meeting and doesn't take responsibility for the pipeline.

A fractional CMO, or fractional growth lead, is the answer in between: a VP who comes with experience, gets in fast, builds the system personally, and hands it over to the team.

What I bring

At a retail-tech company I was the first marketing hire, and I built the global marketing engine from zero, hands on. ARR grew by almost 300 percent to eight-figure revenue, and marketing became the main source of sales: 40 percent of deals came from it, with a 50 percent close rate on the pipeline.

I built GTM in North America, Latin America, Asia-Pacific and Europe, with messaging adapted to Hebrew, English, Spanish, Portuguese and Japanese. Before that, at a DevOps company that was later acquired, I led marketing and partnerships for health and life-science customers.

And in parallel, as a partner: at a defense company I brought in a partner and built the growth strategy, and the company has since raised funding and sells to more than ten large customers worldwide. At a logistics company I co-founded, we mapped the efficiency bottlenecks in ports and built a product out of them.

I'm not a consultant. I'm the working hands

A consultant hands over a deck and disappears. I join the company, take responsibility for a number, and build the system that produces it: I write the messaging, set up the channels, run the pipeline and sit in the management meetings.

And when more hands are needed, around me is a squad of professionals I know personally: digital marketing, content, sales, business development in specific markets. I bring in only people I know deliver results, and I orchestrate them. But the responsibility stays with me.

How it works

  1. Diagnosis: people, numbers, what worked

    The first thing I check in a company: who the people there are, where the numbers stand, and what has or hasn't worked so far. A plan comes out of that, not out of a template.

  2. Building the infrastructure

    Messaging, channels, pipeline, measurement. What's missing, I build. What exists and works, I keep.

  3. Running it

    I lead and execute, and bring in the exact people for every part that needs scaling. The scope is set by the company's need, not by a template.

  4. Handover to the team

    The goal is for the company to be able to carry on without me. Once the system runs, I hand it over, or stay in the background as an advisor.

Who it's for

  • A startup after a funding round that needs GTM, not just a campaign.
  • A company that wants to enter a new market, in Israel or abroad.
  • A founder-owned company whose marketing rests on one overloaded person.
  • An organization that needs a VP of marketing for a defined period, before a permanent hire or instead of one.

Fields I know from the inside

Retail-tech, health and medtech, deep tech and logistics, DevOps and software infrastructure, defense, and the public sector.

Working model

Scope and format are set by the company: an ongoing fractional CMO engagement, a defined project with a clear deliverable (market entry, pipeline build-out, a partnerships program), or a combination. Pricing is settled after a diagnostic call, by scope and period.

Frequently asked questions

What is the difference between a fractional growth lead and a marketing agency?
An agency executes: campaigns, design, content. I sit in management, own the strategy and the pipeline, and build the system myself. An agency or freelancers come in when scaling is needed, and they work for me, not instead of me.
How long until results show?
It depends on the starting point. Initial infrastructure (messaging, channels, measurement) is built in the first months. A pipeline that produces deals is a matter of quarters, not weeks, and I say so up front.
Does it suit a small company too?
Yes, provided there is a product that works and paying customers. If you're still looking for product-market fit, it's too early for a growth lead, and I'll say so in the first conversation.
How does it work with the existing marketing team?
I lead the existing team, I don't replace it. The goal is for the team to be able to carry on by itself.
What is the scope? How many days a week?
There is no template. Some companies need an ongoing presence, others need a focused project of a few months. The scope is set after the diagnostic call, by what the company really needs.
How much does it cost?
Pricing is settled after a diagnostic call, by scope and period. In the first conversation you'll get a clear picture of what's required, before any commitment.
Do you also work with companies that sell abroad?
Yes, that is my main background. I built GTM on four continents and in five languages.

Need a hands-on VP of growth, but not a full-time hire right now?

15 minutes, me to you, and we'll see if and how I can help.

15 minutes, me to you