01
Commercial Marketing Diagnostic
Establish the current state before prescribing the solution.
- Market position
- Customer segmentation
- Funnel
- Acquisition channels
- Marketing economics
- Team and agencies
- Technology and data
- Sales alignment
Private Equity & Portfolio Companies
The investment thesis eventually has to become an operating plan.
Growth assumptions look clean in a model. Execution rarely does.
CMO + TEAM works with portfolio company leadership to translate commercial objectives into a practical marketing and growth agenda—then helps build the leadership, capabilities and execution model required to deliver it.
What is usually underneath it
The problem often isn't “marketing.”
A portfolio company may have strong revenue but weak positioning, founder-led sales that has not scaled, fragmented agencies, no senior marketing leadership, limited attribution, an unclear ICP, multiple acquired brands or aggressive growth targets without the infrastructure to support them.
Hiring a CMO may eventually be part of the answer. It isn't always the first answer.
The first question is: what actually needs to change?
Where we help
Build around the commercial problem.
02
First 100 Days
Identify immediate fixes, structural problems, quick wins, capability gaps, measurement requirements, organizational changes and strategic bets.
03
Value-Creation Planning
Translate broad goals such as accelerate growth into specific commercial initiatives with ownership, economics and measurable outcomes.
04
Marketing Organization Design
Determine what the portfolio company actually needs rather than automatically recreating a traditional marketing department.
05
M&A / Brand Integration
Address brand architecture, cross-sell, positioning, product portfolio, go-to-market integration and sales enablement after acquisitions.
06
Exit Readiness
Strengthen the commercial story with clearer growth drivers, segmentation, acquisition economics, funnel performance, retention and marketing infrastructure.
Questions we often walk into
Is the marketing function capable of supporting the investment thesis?
What should change in the first 100 days?
Do we actually need a full-time CMO yet?
Where is the fastest credible growth opportunity?
Which capabilities should be internal?
Are agencies producing business outcomes or activity?
How should acquired brands come together?
Can management explain the growth engine with numbers?
Related representative work
Private Equity Portfolio Company — The First 100 Days After Acquisition
A newly acquired B2B services company lacked a scalable marketing engine. By sequencing measurement, positioning, conversion, and acquisition, they drove a 73% increase in qualified opportunities.
Portfolio-company decision briefs
Diagnose first. Build what the business actually needs.
CMO + TEAM can enter before the org chart is obvious, determine where marketing can create the most enterprise value and assemble the capabilities required to move.