Fractional CMO playbook in action
Storyhunter needed enterprise-grade marketing on a startup budget. The result: 200% MQL growth quarter-over-quarter, 57% revenue growth, and meetings with Bloomberg, Chick-Fil-A, and T-Mobile.
How David was engaged: This was an in-house engagement — David led marketing as VP Marketing at Storyhunter. Results reflect a team effort he led, not solo work.
David's work & commentary featured in
Storyhunter is the video production marketplace connecting brands and broadcasters with vetted filmmakers worldwide. When David joined as VP Marketing, the company had a strong supply side but no repeatable enterprise demand engine — and the team was being asked to deliver agency-tier marketing on a fraction of an agency-tier budget.
Marketing was generating activity, not pipeline. There was no shared definition of what a real lead was, content didn't match how enterprise buyers searched, and the brand felt more 'startup directory' than 'enterprise-ready partner.' Sales had no air cover and no inbound to work.
Rather than chase a single shiny tactic, the playbook was full-funnel: define the lead, fix the brand, capture the buyer's actual search intent, and personally open the doors that would prove the model.
Wrote the joint definitions, instrumented them in HubSpot, and made the funnel legible end-to-end. Suddenly the team could optimize for pipeline instead of vanity metrics.
Pivoted the blog from thought-piece content to high-intent SEO answers. 'Video production costs' hit page one of Google — the exact query enterprise buyers Google before requesting a quote.
Wrote the brief, sourced a lean design partner, and shipped a refreshed identity and customer experience that made Bloomberg-tier procurement teams comfortable signing.
Hands-on outbound into priority enterprise targets. Booked meetings with Bloomberg, Chick-Fil-A, T-Mobile, and others — turning marketing into a real revenue function instead of a service desk.
"We stopped paying for activity and started building pipeline. The funnel finally made sense."
Within two quarters the marketing org went from cost center to growth engine — and did it on a leaner budget than peer companies were spending to get worse outcomes.
VP of Marketing — an in-house operating role, not a fractional engagement. He owned the marketing org end-to-end: brand, content, demand gen, and direct enterprise BD.
MQLs grew 200% from Q1 to Q2 once joint marketing/sales definitions were in place and the content engine was retargeted at high-intent buyer queries.
Direct meetings with Bloomberg, Chick-Fil-A, T-Mobile and other Fortune 500 video buyers.
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