I've spent 30 years at the intersection of product, marketing, and sales. Not by choice. Because that's where the real problems live.

Marketing is a commercial function. Its job is to generate pipeline, build a position the market remembers, and create systems that let a business grow without depending on the founder or the next sales hire. When it does that job, everything else gets easier, sales, hiring, pricing, fundraising.

When it doesn't, everything is harder than it should be.

What I found, across every company and every market, is the same pattern. Marketing built to communicate, not to sell. Teams measuring activity instead of outcomes. Founders carrying the brand because nothing else is working. A positioning problem dressed up as a lead problem.

I work with growth-stage companies ready to fix that. Not with more campaigns or a bigger budget. With clarity, structure, and a GTM that connects product, marketing, and sales into one motion.

I come in, build it, and make sure the team can run it without me.

I started in product management at Sony in the mid-1990s, launching products, learning what makes something sellable, and understanding the gap between what engineers build and what markets want. Nine years across Portugal and Western Europe.

TomTom came next. I ran country operations in Portugal, then regional retail marketing across EMEA, then VP roles combining marketing and sales across Belgium, the Netherlands, Germany, and the UK. For the first time I owned both functions simultaneously. I saw the misalignment from the inside, what sales needs from marketing and why marketing rarely delivers it.

At Huawei I moved fully into sales. Sales Director for Western Europe, managing open-market device expansion and European retail contracts. Coming from a marketing background, I understood exactly what marketing gets wrong when it tries to support a sales organisation.

Then Ultimaker, as CMO. I repositioned the brand from B2C to B2B, built the demand generation engine from scratch, and led the marketing function through the company's transition from start-up to scale-up. At NMQ Digital I became CGO and built the growth function from zero.

In early 2025 I launched Revenue Marketing. The fractional model is a direct consequence of what thirty years taught me: most growth-stage companies have the same problem, and solving it does not require a permanent hire. It requires someone who has solved it before, embedded directly in the business, with no ramp-up time.