Fractional CGO
Growth
A fractional CRO owns revenue. A fractional CMO owns marketing. Neither owns the seam between them — and for a CPG brand, the seam is where channel decisions, pricing, and demand generation either compound or fight each other. We own the combined motion.
Scope
What the seat actually covers
Channel & retail strategy
DTC, wholesale, retail, and e-commerce sequenced deliberately — fix conversion before adding a second retailer, not the other way around.
Pricing & positioning
Pricing architecture and brand positioning set together, because a specific, identity-forward brand can defend a price a generic one can't.
Revenue pipeline & sales ops
Retail buyer and distributor relationships, slotting conversations, category review calendars, and pipeline discipline suited to how a CPG brand actually sells.
Demand generation & marketing systems
Campaign and content pipeline, trade marketing, and DTC/paid/organic performance managed as one system, not three separate budgets.
Trade & category management
Trade spend and promotional calendars, distributor relationship management, and category position — CPG-specific ground a generic growth hire won't have walked before.
Growth reporting
A real periodic report to leadership on pipeline health, channel performance, and roadmap progress — a client deliverable, not an internal status update.
How it runs
An engagement, in four moves
Growth diagnostic
A scored baseline of channel mix, pricing, brand positioning, pipeline maturity, and retail relationships — the audit the whole roadmap gets built against.
Strategy & roadmap
Sales and marketing sequenced together — which channel moves first, what pricing decision unlocks the next one, what a retail launch actually requires from trade marketing.
Run the growth motion
Embedded execution across pipeline, channel strategy, and demand gen — one operator holding both halves instead of two functions negotiating a handoff.
Report & compound
A recurring, board-ready read on pipeline health and channel performance — the deliverable that shows the roadmap is actually working.
From the Midyear Letter
“The window for building a real business purely on DTC economics has closed for most categories. Brands that chased DTC as a margin play and are now trying to enter retail are discovering the operational requirements are different in ways they weren't prepared for.”
Growth