Toronto-based, working with established companies coast to coast. Executive ownership of marketing — strategy, team, and honest measurement — structured so geography stops being the constraint.
Canadian companies outside the largest metros face a narrower version of the same hiring market: the pool of marketing executives who have actually run meaningful budgets is small, competitive, and concentrated in a few cities. The usual outcome is either overpaying for a full-time hire who may not exist locally, or promoting a capable marketer into a seat they haven't held before and hoping.
Fractional leadership sidesteps both. The work that genuinely moves a marketing function — deciding where the budget goes, leading the team and the agencies, and reviewing honest numbers on a fixed cadence — is decision work. It runs on a disciplined operating rhythm, not on proximity. That's why my engagements already span provinces and, in several cases, continents.
Home base. In-person for audits, leadership sessions, and quarterly planning.
View details →Committee-driven, long-cycle buying — where marketing has to arm an internal champion.
View details →Engineering-led companies whose product is ahead of their go-to-market.
View details →Bilingual strategy handled as two markets, not a translation pass.
View details →Cyclical revenue, where allocation discipline decides what survives a downturn.
View details →Strong consumer brands that need arithmetic underneath the aesthetics.
View details →Ranges below reflect what the Canadian market generally pays for fractional marketing leadership. Your scope is set on the strategy call — sized to the problem, not to 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 in Canada typically costs $250,000+ in base salary before bonus, equity, benefits, and a search that often runs six months.
The First 30 Days are audits, not changes: where revenue actually comes from, where budget is leaking, and which existing assets are underused. After that, the cadence is fixed — a weekly scorecard reviewed with leadership, two-week execution sprints with the team and agencies, and 90-day plans tied to a two-year vision.
Everything is anchored to your team's working hours and documented as it goes, so the function keeps running whether I'm in the room or not. That documentation is deliberate: the goal is a marketing engine your company owns, not a dependency on me.
The full method →Established Canadian 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.
Yes — and most of my engagements already run this way, including clients outside Canada entirely. The work that actually moves marketing is allocation decisions, team leadership, and weekly review of honest numbers. None of that requires shared square footage. What it requires is a fixed operating cadence, which is exactly what the engagement is built around.
Canadian market rates generally run about $3,000–$4,500 per month for advisory engagements and $7,500–$20,000+ per month for hands-on fractional CMO work, varying by scope and days per week. A full-time CMO costs $250,000+ in base salary before bonus, equity, and benefits. Your scope is defined on the strategy call rather than sold as a fixed package.
The weekly scorecard review and sprint cadence get anchored to your team's working hours, not mine. For Pacific-time clients that usually means afternoons my time; for Atlantic clients, mornings. It's a scheduling detail, not a strategic one.
When it earns its keep — kickoffs, leadership offsites, annual planning. I'd rather spend an engagement's budget on the marketing than on airports, so travel is deliberate and infrequent by design.
Yes. Current and past work spans North America, Europe, India, and the Middle East. The method doesn't change; the market research and channel mix do.
I work with a select number of companies at a time. You'll get a direct answer about whether I can help — wherever you're based.
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