Why I focus on alignment in growth
Most marketing problems aren't what they seem. After 20+ years diagnosing growth challenges at companies like Intuit, ADP, and Starwood, I've learned that the issue is rarely "we need better ads" or "we need more content." It's deeper than that.
Strategy That Moves Markets.
Communication That Builds Trust.
The pattern I Keep Seeing
For two decades, I've led integrated marketing and communication strategies for global brands across SaaS, Fintech, telecom, and tourism. I've managed multi-million dollar budgets, coordinated marketing channels, aligned agencies, and built strategies for both B2B and B2C SaaS companies serving millions of customers.
And in every single company from startups to Fortune 500s I've seen the same problems repeat.Over time as growth slowed companies increased activity. More campaigns were launched, new channels were added, and teams worked harder.
For a short time results improved, but the underlying friction remained.
The difficulty was not attracting attention. It was helping customers understand value clearly and consistently. Expectations set before purchase did not always match the experience after purchase. Sales conversations became educational instead of confirmational. Retention depended on support rather than understanding.
Marketing appeared to be the problem because it was the most visible function, but the cause was usually a disconnect across the customer journey.
This observation eventually shaped what I now call growth breakpoints, the moments where positioning, communication, and experience stop supporting each other and growth becomes harder than it should be.
These aren't execution problems. They're strategic breakpoints.
And when left unfixed, they compound. Unclear positioning creates generic messaging. Generic messaging makes channel silos worse. Wrong-fit customers acquired through poor targeting churn faster.
You're working harder, spending more, growing slower.
What I do today
Through EngageMarkets, I work with leadership teams navigating growth friction or transition points in their organization.
My role is not to run campaigns or manage channels. I help companies understand where the customer journey loses clarity and how teams can align around a shared understanding of value.
I also work with organizations that have reached a growth plateau and are preparing to expand. At this stage the challenge is rarely more marketing activity. It is establishing the structure, ownership, and communication needed to scale without creating new inefficiencies.
This typically includes clarifying positioning, aligning acquisition with onboarding expectations, and improving how communication supports retention over time.
The objective is not more marketing activity.
The objective is consistent customer understanding and more predictable growth.
Where I typically help
Positioning
Clarifying who the product is for and what problem it truly solves.
Acquisition
Aligning how customers first encounter and understand the company.
Onboarding / Adoption
Ensuring the experience after purchase reinforces expectations.
Retention & Advocacy
Strengthening ongoing communication so customers stay and recommend.
Marketing can attract attention, but only alignment creates momentum.
Where I’ve Been
My experience includes working within organizations such as Intuit, ADP, PC Financial, and Starwood Hotels across North America and international markets.
Across these environments I observed how product, marketing, and customer teams interact as companies scale. The same challenges appeared regardless of industry. When communication, onboarding, and ownership aligned, growth stabilized. When they did not, organizations worked harder each quarter without fully understanding why results fluctuated.
My broader work has also included exposure to Telecom, healthcare, public sector, and consumer service organizations, reinforcing that the underlying patterns are organizational rather than industry specific.
What I'm Building
EngageMarkets Consultancy exists to help growth-stage B2B and B2C SaaS companies diagnose and fix the five breakpoints that kill growth before they scale broken systems.
If you're a founder, CEO, or CMO and you suspect something fundamental is broken but can't diagnose what, I can help.
I'll identify which breakpoint is bleeding your revenue, prioritize what to fix first, and build an integrated strategy that fixes root causes, not symptoms.
Then I'll teach you the frameworks so you can sustain it without me.
That's the work I'm here to do.
Perspective
I see marketing less as promotion and more as translation.
Every company has value. The challenge is helping customers recognize that value at the right moments and ensuring the organization consistently supports it.
When positioning, onboarding, and ongoing communication align, growth becomes steadier and easier to manage.
When they do not, teams compensate with increased effort, often without solving the root cause.
