One GTM. One owner. One number.

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Expertise where revenue growth actually stalls

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What is fractional GTM, sales and marketing leadership?

A senior go-to-market leader who works with you on a retainer or part-time basis, not a full-time salary. You get the strategy, judgement and accountability of a CMO or CRO — across sales, marketing, channels and revenue — without the overhead of one sitting in your office five days a week.

Why GTM leadership, and not just a marketing leader?

Because revenue rarely stalls in one department. It stalls in the gaps — between marketing and sales, between sales and partners, between what you promise and how customers actually buy. One person owning the whole go-to-market closes those gaps instead of refereeing them.

What can fractional GTM leadership actually do for you?

It depends on where you're stuck. Usually that means fixing pipeline, building the GTM plan, aligning sales and marketing, opening channel and partner routes to market, setting up reporting that doesn't lie, and making sure your budget is doing real work. I also coach internal teams and step in when the board wants a credible voice.

For what type of companies does this work best?

Growth-stage B2B tech, SaaS and IT firms, companies entering APAC, and businesses that have sales and marketing people but no one owning go-to-market end to end. If you're at an inflection point — new product, new market, new funding, or a function that needs rescuing — this model tends to fit.

What fractional GTM leadership costs in India vs. hiring a full-time CMO

A full-time CMO in India, at a company with real seniority requirements (10+ years, category experience, a track record you can check), typically costs ₹50–75 lakh/year in fixed compensation alone, before you add ESOP, benefits, and the 2–4 months of recruiting time it usually takes to find and close someone good. A fractional engagement is typically structured as a monthly retainer, commonly in the range of ₹3–5 lakh/month, for a defined scope or number of days or hours per week — no ESOP, no benefits, no notice period, and you can usually start within days rather than months.

Do you only take on retainers, or shorter projects too?

Retainers are one option, not the only one. Many engagements start as a fixed-scope project — a GTM plan or a brand repositioning — delivered in 6–12 weeks, with the option to move to an ongoing retainer.

Can you help on the sales side, not just marketing?

Yes. That's the point of a GTM brief. Sales process and pipeline reviews, SDR/BDR build and management, sales enablement, account expansion plays and forecasting discipline are all in scope — so marketing and sales are working off one plan and one number.

We already have an SDR/BDR team — can you help without taking over entirely?

Yes. GTM and demand-gen engagements are often scoped narrowly — sales enablement, pipeline acceleration, or account-based marketing strategy — working alongside an existing team rather than replacing it.

Do you work on channel, partner and distribution strategy?

Yes — for many B2B and consumer businesses, partners and distributors are the cheapest route to scale. That covers choosing the right routes to market, designing partner and reseller programs, channel incentives, and co-marketing that actually gets used by partners.

How do we know whether it's working?

We agree the scoreboard up front — typically pipeline created, win rate, sales cycle, CAC and revenue or ARR contribution — and report against it every month. If the numbers aren't moving, you'll hear it from me before you have to ask.

How soon should we expect to see results?

The first few weeks go into diagnosis and quick fixes — usually there's leakage in the funnel or the handoffs worth plugging straight away. Structural changes like a new GTM motion, channel program or team design take a quarter or two to show up in revenue. Anyone promising faster is selling you a campaign, not a go-to-market.

We need brand and positioning help but aren't in a crisis — is that still in scope?

Most brand and messaging work isn't crisis-driven. It's usually a company outgrowing its original positioning — a new product line, a new market, or messaging that no longer matches what the business actually does.

Can you help with a specific go-to-market launch without a long-term commitment?

Yes — new-market or new-product launches are commonly run as an advisory or project-sprint engagement: strategy and playbook delivered, with execution handed to an internal team or agency.

Do you only work with companies in Bengaluru or India?

No. I'm based in Bengaluru and work across APAC, mostly remotely with in-person sessions when they matter. If you're in Bengaluru, the first conversation can happen over filter coffee.