After several years without a dedicated marketing function, marketing wasn’t contributing enough to new customer acquisition or revenue growth. The business needed to rebuild the function and establish marketing as a measurable source of demand, pipeline, and revenue.

I started by evaluating existing programs and performance to understand what was working, what wasn’t, and where marketing could have the greatest impact on customer acquisition.

Rather than following an established playbook, I built the strategy around business outcomes, prioritizing the channels, campaigns, and funnel improvements most likely to generate qualified demand and convert it into pipeline and revenue.

I connected paid media, SEO, content, campaigns, and the website into a more cohesive demand generation strategy rather than treating each as an independent channel. I defined the ICP and developed strategic content pillars around audience needs, using performance data to determine where to invest and optimize.

This included rebuilding paid acquisition, strengthening organic visibility, aligning campaign messaging across channels, and continually optimizing programs based on qualified demand and pipeline performance.

Generating more leads wasn't enough. I worked across the funnel to improve lead qualification, lifecycle management, and conversion, with clearer alignment between Marketing and Sales around how leads were managed and progressed.

Performance was measured against pipeline, customer acquisition, and revenue rather than marketing activity alone, creating greater visibility into which programs were actually contributing to growth.

As the function grew, I hired and led a four-person marketing team across paid media, content and SEO, field marketing, and campaign operations, while continuing to own overall marketing strategy, performance, and budget.

This created a more integrated marketing organization where each function contributed to shared demand generation, pipeline, and revenue goals rather than operating in silos.

Marketing became a primary driver of new customer acquisition, sourcing $1.23M in ARR and 75% of all new bookings, exceeding the 60% marketing-sourced goal. Marketing-sourced new bookings increased 65% year over year, while MQLs grew 47% and SQLs increased 42%.