Own where you win, get your team behind it, and build growth that repeats — and value that shows at your next raise or exit.
For CEOs of $10–50M ARR B2B tech companies
CEOs usually bring me in when the questions start sounding like these:
These problems rarely sit in just one department. The real issue is often that the pieces of GTM aren’t working together.
A clear market position gives customers a reason to choose you. But it only creates growth when the rest of the GTM organization knows how to act on it.
Your goal is to become the benchmark for your buyer. When customers understand why your difference matters to them, everyone else is a comparison to you.
Here’s how to start:
Positioning is often where I create the most leverage, but it needs GTM aligned behind it. I look across the GTM system to see where the pieces are working together and where they are not.
The GTM Operating System is one of the tools I use, alongside decades of experience leading B2B technology companies through growth, investment and acquisition.
I’ve served as CMO four times, helping B2B technology companies define their markets, build demand and navigate major moments of growth, investment and acquisition.
I founded Fuel Growth to bring that experience directly to CEOs. My work is practical and grounded in what it takes to align a company — not simply to produce a strategy deck.
Market share grew from 19% to 40%
Acquired by Cisco for $3.3B
Repositioned the company and strengthened the GTM engine
Strategic growth investment from Apax Digital
“Jean’s marketing and messaging expertise were essential as we turned Tandberg into the industry leader.”
“Jean was brought in to get Acano launched. It was the momentum we needed as we transformed an industry.”
“Jean helped us reposition our security product into a risk intelligence platform. It worked — we were acquired within six months.”
Best when: Your story is not landing, competitors sound too similar, you are entering a new market, or preparing for a raise or transaction.
Outcome: A clear position that explains where you compete, why you win and why customers and investors should care.
Includes: Priority ICPs, competitive position, value proposition, messaging architecture, sales narrative and activation plan.
Typical duration: 6–8 weeks
Best when: Growth has slowed, pipeline quality is down, or Sales, Marketing, Product and Customer Success are working from different priorities.
Outcome: A more connected GTM organization, aligned around the customers, choices and actions most likely to drive growth.
Includes: GTM priorities, joint funnel design, sales enablement, retention and expansion priorities, metrics and operating cadence.
Typical duration: 3–5 months
Best when: You need senior leadership inside the business during a CMO transition, growth reset, repositioning, investment period or preparation for exit.
Outcome: Experienced GTM leadership that turns strategy into action, builds momentum and leaves the team stronger.
Includes: Executive assessment, GTM plan, leadership-team support, execution oversight, team development, board reporting and transition planning.
Typical duration: 3–9 months
30 minutes. Complimentary. We’ll discuss your goals, what’s holding back growth, and whether working together makes sense.