Executive ownership of marketing for established Alberta companies — allocation discipline built for businesses whose budgets move with the cycle.
Alberta businesses — energy services, industrial, agriculture-adjacent, and the growing technology and consumer sector diversifying away from them — share a commercial rhythm that most marketing advice ignores entirely. Budgets expand fast in strong years and get cut hard in weak ones, and the cuts rarely follow evidence. What gets eliminated is whatever is easiest to stop: brand, content, the long-horizon work. What survives is whatever showed up in last month's attribution report.
The predictable consequence is a demand engine that only harvests. After a couple of cycles, the pipeline depends entirely on capturing existing intent, nobody upstream is creating any, and the cost of every acquired customer keeps rising because you're bidding against everyone else for the same shrinking pool of ready buyers.
The work here is deciding, in a good year, what the marketing function looks like in a bad one — which positions are permanent, which are cyclical, and what the floor is beneath the compounding assets. Companies that make that call deliberately come out of downturns with market share. Companies that cut by convenience come out having to rebuild demand from zero, at a moment when they can least afford it.
How I work →A marketing plan tied to your revenue targets, with budget assigned by expected return and revisited as evidence comes in.
I build and manage the team — hires, agencies, contractors — on a two-week delivery cadence, with strategic direction staying with me.
A weekly scorecard covering your target KPIs alongside blended return, reviewed with leadership and adjusted openly.
Scope is set on the strategy call — sized to the problem rather than sold as a package.
Senior judgment above an existing team: allocation review, plan pressure-testing, and a standing session with leadership.
Best when: you have people executing, but nobody deciding.
Full ownership of the function: strategy, budget, team and agency management, the weekly scorecard, and accountability for the result.
Best when: marketing needs an owner, not another contractor.
For context: a full-time CMO typically costs $250,000+ in base salary before bonus, equity, benefits, and a search that often runs six months.
The weekly operating rhythm runs remotely and anchors to your team's hours — a scorecard reviewed with leadership, two-week execution sprints, and 90-day plans tied to a two-year vision. I travel to Calgary for the moments that genuinely benefit from being in the room: kickoff, the First 30 Days findings, quarterly planning, and leadership working sessions.
That split is deliberate rather than a limitation. It means the engagement's budget goes into the marketing rather than into airports, and it produces a documented function your company owns instead of a dependency on me.
Established Alberta companies past roughly $10M in revenue where marketing has grown big enough to need an owner. My work spans home improvement, technology services, travel, consumer wellness, media, and healthcare staffing — including brands operating at $100M+ revenue scale.
Not a fit for pre-product-market-fit startups, or teams looking for execution without strategy. More on what you're actually buying when you hire a fractional CMO.
Two hours, which is the easiest gap in the country to work across. The weekly scorecard review and sprint cadence anchor to your team's hours — for Alberta clients that usually means my afternoons.
Yes. Industrial and energy-services marketing is long-cycle, relationship-heavy, and technically detailed — which means the highest-leverage work is usually sales enablement, reputation, and disciplined allocation rather than volume lead generation.
That volatility is an argument for fractional rather than against it. Scope adjusts with the cycle without the cost and disruption of hiring and then losing a full-time executive — and the planning I'd push for is exactly the kind that decides in advance what stays funded when revenue tightens.
Yes, deliberately — kickoff, quarterly planning, and leadership sessions where in-person changes the outcome. Everything else runs on the remote cadence.
I work with a select number of companies at a time. You'll get a direct answer about whether I can help.
Book a Strategy Call →Elsewhere in Canada: Toronto · Ottawa · Kitchener–Waterloo · Montréal · Vancouver · all of Canada