Fractional product & marketing
Fractional product and marketing. I find the revenue your business has already earned but isn't collecting.
Tell me what you sell, who buys it, and what isn't working. I'll name the most likely place you're losing money — usually your pricing, your positioning, or the gap between interest and purchase.
A first pass, not a diagnosis. The useful version happens once I can ask you questions back.
There's a whole argument below. Keep going.
Pick the one that stings. It goes straight into the box above.
Act 01
Shipping used to be the hard part. It isn't any more, and everybody noticed at roughly the same time. What's left is the stuff no model will do for you: deciding what's worth building, who you're building it for, how you explain it, and what to charge.
Those are creative calls. Frameworks don't produce them. They come from having sat in the product review and then on the sales call two hours later, and noticing the two rooms believe completely different things about the same customer. That gap is where most of my useful ideas come from, and it's what I'm actually selling.
Act 02
Cheapest thing to change, usually the biggest lift. Read your homepage and ask whether it could describe three other businesses. If it could, more paid spend just buys you confusion at a higher velocity. This is a writing problem, not a workshop problem.
The fastest revenue lever there is, and the one teams touch least because changing it feels dangerous. It usually isn't. Most pricing got set once, early, by two or three people who were guessing. Then nobody touched it again.
Signups are vanity until someone reaches the moment the product actually works. I find that moment, measure how many people get there, and cut everything standing between the two.
Retention gets all the attention; expansion pays the bills. If your customers can't spend more with you as they grow, you've built a business that has to win new logos forever just to stand still.
What to build, and the harder one, what to kill. Most roadmaps are just a record of things nobody was willing to cancel. I'm comfortable being the person who says that out loud.
Act 03
A deliberately mixed list. These are projects I have actually worked on, not sectors I claim to specialise in. The point is the opposite of specialism: the same handful of levers kept working across businesses that had almost nothing else in common.
Act 04
Every company I work with has one. It seemed only fair.
Remote by default. Everything happens over video and inside your tools, which is how most of this work gets done anyway.
Espresso
€500/ one-off
Ninety minutes on your business, and a written teardown afterwards. Most people leave with two things to change this week.
Ninety minutes is not worth a plane. Remote only.
Sprint
€6,000/ 2 weeks
Embedded with your team. We pick one lever, usually pricing or activation, and actually move it rather than writing a document about moving it.
Operator
€8,000/ month
Fractional product and growth. I'm in your standups, your pricing debates, and your board deck. Minimum three months, because anything shorter is theatre.
Nothing above is a paywall on the thinking: the research, the sample deliverables and five questions to AI-me cost nothing and want no email. Unlimited questions are $10 a month.
Custom
Let's talk
Something that does not fit the three above. A workshop, a board session, a second opinion on a decision you have already made. Priced on the problem.
| What's included | Espresso | Sprint | Operator |
|---|---|---|---|
| Live teardown of your business | Yes | Yes | Yes |
| Written follow-up you can circulate | Yes | Yes | Yes |
| Working inside your tools | No | Yes | Yes |
| One lever actually shipped | No | Yes | Yes |
| Pricing or packaging rebuild | No | One | Ongoing |
| In your standups and planning | No | No | Yes |
| Board and investor material | No | No | Yes |
| Async access between sessions | No | Yes | Yes |
| Your team owns everything after | Yes | Yes | Yes |
| Commitment | 90 minutes | 2 weeks | 3 months min. |
Act 05
My research, my frameworks, and the things I steal from. Open a folder. The documents are real and you can take them with you.
Double-click a folder. Everything in Research downloads as a PDF.
Everything I notice in product and marketing — the pricing models that work, the funnels that don't, and the things I change my mind about. No schedule, no filler, no "5 growth hacks".
First one lands when I have something worth saying. Meanwhile, the research is all here.
Act 06
One of us answers instantly at three in the morning. The other one is actually going to fix your funnel.
The real one
Thirty minutes, no deck, no discovery script. You describe the problem and I tell you whether I'm the right person for it. Including when I'm not.
Book 30 minutesThe instant one
Trained on my notes and opinions. Faster, cheaper, available now, and it will tell you when it doesn't know. Which is more than most consultants manage.
Act 07
My mailbox, open. Read what people say about the work, take the attachments, and write me one yourself. It lands in my actual inbox, and you keep a copy in Sent.
Select a message to read it.
The recommendations here are placeholders until I swap in real ones. The compose button is not a placeholder: write something and it arrives in my actual inbox, and you get a copy in Sent.
Act 08
Part-time senior product and marketing work for businesses that need the judgement but not a full-time hire. In practice that means pricing and packaging decisions, positioning and messaging, improving conversion and activation, and deciding what to build versus what to kill. Where the answer is something that does not exist yet, I build it: whole products, ecommerce, newsletters, operations automation, and the marketing strategy around them. Most common in B2B SaaS, but the same levers apply to any business with a funnel and a price.
Both, and the building is not a side line. I have shipped whole products end to end: ecommerce, newsletters and content engines, internal tooling, operations automation. If the answer to your revenue problem is a thing that does not exist yet, I would rather build it than write you a specification and hand it to someone else. The same applies to marketing: I will take the whole strategy, not just the part that fits in a slide.
Usually the constraint is not lead volume but conversion and clarity. Before spending more on acquisition, check three things: whether your positioning is specific enough to exclude the wrong buyers, whether the people who do sign up reach first value in week one, and whether your best segment is identifiable from your closed-won data. Most businesses asking for more leads already have enough traffic and are losing it between the landing page and the first successful use of the product.
Identify the single action that delivers first value, measure what share of signups reach it within a week, then remove everything between signup and that moment. Pre-populating new accounts with realistic sample data is the most reliable single change I know. The long version is here.
If pricing has never been revisited since launch, it is almost certainly wrong. Start with the billing metric rather than the number: if a customer succeeds wildly with what you sell and their invoice does not grow, the model caps your revenue. A 10–15% increase applied only to new customers is the lowest-risk experiment available. The long version is here.
Three formats: a 90-minute teardown from €500, a two-week embedded sprint from €6,000, and ongoing fractional work from €8,000 per month with a three-month minimum. Hybrid and on-site delivery cost more than remote. Full pricing is above.
You are the funnel. Convert 5 signups without hitting a wall or doubling back into yourself. You get 3 lives.
Funnel collapsed. Happens to the best of them.
Five converted. Here is 50% off your first month.
QD50
Paste it at checkout under “Add promotion code”.