Fractional CMO / Growth executive
20+ years leading growth and marketing at companies I’ve helped scale from early stage to $100M+ in revenue. I work with a small number of companies as a fractional CMO, growth executive or advisor.
GTM · Acquisition · Retention · Monetization · AI
20+
Years operating
$100M+
Revenue scaled
300M+
Users
4
Major exits
Operator, not adviser
I’ve been the person accountable for the growth number. I’ve built teams, launched products, fixed funnels, worked through pricing and retention problems, and figured out where to put the next dollar and the next person.
I’ve done it from early-stage startups through hyper-growth companies, across consumer, subscription, marketplace and B2B2C businesses.
So when I work with a company, I’m not starting with a framework. I’m starting with the business, the numbers and the people already doing the work.
Companies and operating roles
TYB
Chief Growth & Marketing Officer
Executive leadership team · Built B2B2C business · 300+ brands & 2 million users
Tynker
Chief Growth & Marketing Officer
Executive leadership team · Built B2B2C business · Scaled to 100M+ users worldwide · Acquired by BYJU’S
IMVU
SVP Growth & Monetization
Executive leadership team · Scaled to 200M+ users · #2 top grossing app worldwide
Texture
Executive Director, Customer Acquisition
Executive leadership team · Built the DTC business · Acquired by Apple for $485M
Roku
Senior Director, Direct Marketing
Leadership team · Founding marketer · Built DTC business · $1.3B IPO 2017
TrustedID
Senior Director, Direct Marketing
Executive leadership team · Built B2B2C business · Acquired by Equifax
What I help solve
01
You have traction, but the next stage of growth isn’t obvious. I find the real constraint, whether it sits in acquisition, activation, retention or price, and help create the next path to growth.
02
Positioning, ICP, message, channel and price are pulling in different directions. We settle what the product is for, who buys it, and the shortest credible path to revenue.
03
Acquisition, lifecycle, brand, product and revenue each have an owner, but no shared system. I connect them around the business and the number that matters.
04
AI is changing how customers discover, evaluate and buy. I help find where it creates real leverage across research, content, acquisition and operations, and where it does not.
05
You need a CMO’s judgment now and a full-time CMO later. I step in, lead the function, work with the team and leave behind something that keeps working without me.
Selected growth stories
I’ve built growth and marketing engines for new consumer and business categories, then scaled them as the businesses grew.
Senior Director, Direct Marketing · Founding Marketer
The problem
Created a new consumer category in streaming hardware.
What I did
Built the growth and marketing engine across acquisition, engagement, retention and monetization, spanning DTC, e-commerce and retail.
What changed
Revenue scaled from low six figures to nine figures in run rate.
SVP Growth & Monetization · Executive Team
The problem
Created a new category in social gaming.
What I did
Built and scaled the growth and marketing engine across acquisition, engagement, retention and monetization, using AI and automation.
What changed
Revenue scaled from low seven figures to nine figures in run rate.
Executive Director, Customer Acquisition
The problem
Created a new subscription category in digital media for premium publishers.
What I did
Built the DTC growth and marketing engine across acquisition, engagement, retention and monetization.
What changed
Revenue scaled from low seven figures to eight figures in run rate.
Chief Growth & Marketing Officer
The problem
Created a new consumer edtech brand in coding for kids.
What I did
Built the new growth and marketing engine across acquisition, engagement, retention and monetization for the DTC business, while updating the B2B GTM motion.
What changed
Revenue scaled from low six figures to eight figures in run rate.
Chief Growth & Marketing Officer
The problem
Created a new community commerce category for Gen Z DTC brands.
What I did
Built the growth and marketing engine across acquisition, engagement, retention and monetization, while developing the B2B GTM motion and AI search visibility.
What changed
Revenue scaled from low seven figures to eight figures in run rate.
Senior Director, Direct Marketing · Executive Team
The problem
Building a new B2B2C category in proactive identity protection.
What I did
Built the growth and marketing engine across acquisition, engagement, retention and monetization, while developing the B2B GTM motion.
What changed
Revenue scaled from low five figures to seven figures in run rate.
How I work
I am not there to present a plan and leave. I work inside the company at a senior level, with the founder and the team already doing the work, for as long as the problem needs.
Customers, economics, funnel, product and team. Find the constraint rather than the symptom.
Pick the few bets worth funding this quarter and say plainly what we are not doing.
Positioning, channels, lifecycle, measurement, tooling and the weekly cadence that holds it together.
Hands on the work, in the reviews, in the hiring, coaching the people who will own it next.
Leave a function that runs without me, and a team that knows why it works.
Author of Lean AI
Lean AI was published by O’Reilly as part of Eric Ries’s Lean Startup series. It is about a simple question: where does technology actually create leverage for a growth team, and where does it just create more work? That question is even more relevant now, and it is the same lens I bring to AI decisions inside a company.
Writing
I write about the things I’m thinking about, testing and learning across growth, marketing, AI, leadership and startups.
Lomit Patel breaks down why operating and founding are not the same job, and what the transition from startup operator to founder…
Lomit Patel breaks down why the skills that create startup wealth through an exit are almost entirely different from the skills required…
Lomit Patel breaks down why co-founder conflict is the startup default, not the exception, and what founding teams must build before conflict…
Tell me what the company is trying to do next and where the work is stuck. If I am the right fit, we’ll figure out what that could look like. If I am not, I’ll tell you what would help instead.