Every company wants to write its success story. Some are stuck on the first chapter and can't get to the second. Some are starting a new one: a new market, a new product. Some are rewriting it under pressure, with the clock running. And some have the best possible problem: the story is moving faster than the company, and the team, the brand and the operating model need to catch up – before the money starts going to the wrong things. I've been there – through rapid expansion and downsizes, leadership shakeups, M&A processes, and the quiet moments when nobody knows what to say.
When to work with me
A hire here, a tool there, an agency no one quite knows how to brief. It worked… until it didn't anymore. A round just closed, a first senior hire didn't land, or a new CEO arrived and is asking what has actually been built and how to scale and grow. Before you invest in the next stage, we work out what to build, what to buy, and what to stop paying for.
The funnel is shrinking. Targets get missed, quarter after quarter. Your revenue leaders are working harder than ever, and still, friction between teams slows everything down. It's rarely just a broken funnel. More often, it's a team fighting a system it has outgrown. I look at both.
A new country – Europe to North America, say. A new product, or a new segment. Or it's already out there, and it's harder than the plan said. We work out where it's likely to break – the story, the team, the way you sell – and fix that first.
A raise, an exit, a restructuring. The board wants a serious plan. The team needs someone who has been through it before, knows what it feels like, and can hold everything together. That's the seat I take: alongside the CEO, in front of investors, and with the team.
Investor with a portfolio company in one of these moments? Same conversation.
Stève demonstrated great problem-solving skills as we worked to turn around the Tango GTM approach. He dug in to uncover root causes, laid out well-structured fixes that enabled strong cross-functional collaboration, and implemented measurement mechanisms so we could see what did or did not work.
I've built marketing inside scaling companies and sat on the leadership team above it. I've shaped revenue strategies across the bowtie – acquisition, customer success, expansion. So I start where the spend isn't working, then name what it's really a symptom of: usually the operating model catching up with the growth.
A strategy is easy to write down. Whether it lands depends on the team: alignment, trust, the safety to say what isn't working. I look at the conversations that aren't happening as closely as I look at the funnel.
Twice I've been the constant while the company around me went through existential change – a downsize, an acquisition, a leadership rebuild. I know what it costs to be that close. Now I can stand close to it without being consumed by it.
Operating leader and shareholder through both, on the deal team for the second, and the integration work after. I know what a company has to look like before the process starts.
I led a European company's move into North America – opened the office, hired the first team – and later ran global marketing for an American company. I understand how culture varies between the US and Europe, between a startup and a Fortune 500 company, and how to use what each does well.
AI is changing what marketing teams do and how they're built. My framework maps what to automate, what to protect, and how to grow the team through it.
Explore the framework →Want to understand more about who I am and how I think before reaching out? The About page has the path, the philosophy, and what twenty years of this work has actually taught me.
One to three days a week, in the seat. I usually come in on the function that's most exposed – for a company scaling past its structure, that's typically marketing or GTM. But it rarely stays in one box. I've run People and Operations too, and sat on the executive team – so I hire who needs hiring, decide what needs deciding, free you to focus on what only you can do, and I'm in the room for what fits no single function: vision, product, the calls only the leadership team can make.
Right for you if you need someone who can hold a function and think about the whole company alongside you.
A regular cadence outside the org chart. For founders and execs who already have a team and a plan, and want a senior operator to think with – about the next quarter's bets, the leadership decisions that don't have an obvious right answer, the conversations you'd rather not have alone. I'm not in the day-to-day, but close enough to the work to be useful.
Right for you if the team is in place and what you need is a trusted person to pressure-test the plan.
For leaders who sense the hardest problem they're carrying is the one inside themselves. A room with no audience and no agenda – confidential, off the org chart, off the record. Just the time to think it through with someone who has been in your seat, and seen this kind of problem up close, more than once.
Right for you if what's getting in the way isn't the company – it's you, and you want someone to think it through with.
In their words
Stève doesn't just deliver results – he builds high-performing teams. He energizes people, fosters creativity, and creates a real sense of ownership and alignment, paired with a structured approach that drives focus and performance.
I don't think there is anything that Stève can't do. His creativity and strategic guidance strengthened our brand across new markets, and his understanding of brand storytelling makes him an asset to any organization.
Stève was the ideal manager – leadership came naturally to him. He checked in on how the team was feeling, kept morale high, and gave us the space to own our work. His mentorship made me better, both professionally and personally.
Are we a match?
Forty-five minutes. No deck, no pitch. I'll ask what's actually going on, and we'll see whether this makes sense for both of us.