Skip to main content

By vertical

Industry playbooks

What fractional CMO engagements look like by industry: typical bottlenecks, the shape of the first-month diagnostic, and the signals it's time to bring in senior leadership.

Fractional CMO playbook for AI infrastructure, abstract on-brand illustration

Fractional CMO playbook for AI infrastructure

AI infrastructure companies rarely lose because the market is too small; they lose because the proof a buyer needs is too hard to find.

Fractional CMO playbook for AI-first SaaS, abstract on-brand illustration

Fractional CMO playbook for AI-first SaaS

AI-first SaaS rarely fails on the demo; it fails when go-to-market cannot turn attention into trusted adoption. Here is how a fractional CMO fixes that.

Fractional CMO playbook for B2B SaaS, abstract on-brand illustration

Fractional CMO playbook for B2B SaaS

B2B SaaS growth usually breaks at the seam between product-led signals and the sales-led handoff: product activity says one thing, CRM stages say another.

Fractional CMO playbook for consumer subscription, abstract on-brand illustration

Fractional CMO playbook for consumer subscription

Consumer subscription companies do not break because the team forgot how to buy media; they break because acquisition gets asked to carry a retention problem.

Fractional CMO playbook for cybersecurity, abstract on-brand illustration

Fractional CMO playbook for cybersecurity

Cybersecurity growth usually breaks when a company keeps scaling claim-based marketing after buyers have shifted into proof-based evaluation.

Fractional CMO playbook for data & analytics, abstract on-brand illustration

Fractional CMO playbook for data & analytics

For Series B and beyond data companies, growth stalls when the product is technically strong but the buying motion is too hard to understand.

Fractional CMO playbook for developer tools, abstract on-brand illustration

Fractional CMO playbook for developer tools

Developer tools growth usually breaks when the company tries to market like a SaaS company instead of earning trust like an infrastructure layer.

Fractional CMO playbook for DTC e-commerce, abstract on-brand illustration

Fractional CMO playbook for DTC e-commerce

DTC e-commerce growth usually breaks when a brand keeps running marketing as acquisition arbitrage after the market has moved to margin and retention.

Fractional CMO playbook for enterprise software, abstract on-brand illustration

Fractional CMO playbook for enterprise software

Enterprise software growth breaks when marketing keeps chasing lead volume after the business has become an account-led, committee-driven sale.

Fractional CMO playbook for fintech, abstract on-brand illustration

Fractional CMO playbook for fintech

Fintech growth usually breaks when a company scales demand faster than trust, compliance, and sales readiness can support it.

Fractional CMO playbook for healthtech, abstract on-brand illustration

Fractional CMO playbook for healthtech

Healthtech growth usually breaks when a company treats a multi-buyer market like a single-message problem. Here is how to sequence the fix.

Fractional CMO playbook for marketplaces, abstract on-brand illustration

Fractional CMO playbook for marketplaces

Marketplace growth usually breaks when the company runs marketplace marketing as one funnel instead of two connected acquisition motions.

Fractional CMO playbook for PE-backed tech, abstract on-brand illustration

Fractional CMO playbook for PE-backed tech

PE-backed tech companies rarely need louder marketing; they need a cleaner commercial system the board and a future buyer can both trust.

Fractional CMO playbook for post-acquisition tech, abstract on-brand illustration

Fractional CMO playbook for post-acquisition tech

Post-acquisition tech companies rarely need more marketing first; they need marketing rebuilt around the new business the deal created.

Fractional CMO playbook for vertical SaaS, abstract on-brand illustration

Fractional CMO playbook for vertical SaaS

A fractional CMO for vertical SaaS is most useful when the company has product-market proof but the market still cannot tell what category to put it in.