What I Wish More CEO's Knew Before Hiring Me as a Fractional Leader

A consultant isn't a savior, and your marketing team might not be the problem.

A few years ago, I joined a high-growth startup as an outside advisor. The CEO brought me in to help clarify their go-to-market strategy—ICP, messaging, funnel mechanics, all of it.

I loved the project. But from the first call, something felt off.

Their internal marketing team already had good ideas. Smart segmentation thoughts. Honest opinions about what was working and what wasn’t. But when they spoke up in meetings, their ideas landed with a thud. The CEO would nod politely and say, “Let’s wait and see what Sarah thinks.”

I was flattered. But also, a little sick to my stomach.

Because… I was about to recommend the exact same thing.

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The Outside Bias Is Real

Here’s the truth: I get listened to, not because I’m necessarily smarter or better, but because I’m not you. I’m not on payroll. I wasn’t there for the last six failed campaigns. I don’t trigger your internal politics. I come in clean.

And yes, that can be incredibly helpful. Sometimes a fresh set of eyes does make all the difference.

But sometimes? I’m just saying what your CMO said three weeks ago. Only now it sounds strategic instead of whiny.

I’ve felt this from both sides.

Once, I started as a consultant and quickly built trust with the CEO. They loved my ideas. Brought me into every meeting. Quoted me in board decks. Then they hired me full-time—and suddenly I was just another “internal voice.” Same insights. Less influence. It was disorienting and, frankly, a little heartbreaking.

Another time, I left a full-time role where I’d been trying to get leadership’s attention on some urgent GTM issues. Nothing. Radio silence. Two months later, they brought me back as a paid advisor—and suddenly those same ideas were “visionary.”

It’s wild how fast perceived value can change—just because your email address does.

Why It Happens in GTM and Marketing

Your head of sales might get more trust because revenue is “hard.” Your customer success lead might be seen as reactive. And your marketing leader—well, if the leads are down or the pipeline’s slow, it’s easy to assume they’re just not cutting it.

So instead of a conversation, they get sidelined. You hire someone like me. And I walk into a room full of brilliant, slightly demoralized people who already had the right instincts.

And then I say them. And you listen.

I’m Still Glad You Hired Me

Let me be clear: I love being an outside consultant. I love helping GTM teams sort through the noise, get unstuck, and move forward with clarity. There’s power in bringing in someone who isn’t mired in the day-to-day drama.

But I don’t want to be a stand-in for your trust.

If you hired a head of marketing, or sales, or customer success because they’re exceptional—then treat them like they’re exceptional. Listen. Create space. Let them finish a sentence without rerouting to the outside playbook.

Because the truth is, GTM isn’t an external strategy. It’s an internal alignment exercise. And the people closest to your customers, your systems, your brand—they have the map.

I might help interpret it. But they drew it.

A Better Way to Work Together

Here’s what works best: when I get hired and your internal team feels seen and valued. When I can say, “Your CMO already nailed this—let’s build on it.” When you treat your people like thought partners, not project managers waiting for orders from above (or outside).

As a Work Doula, I hold space for the hard stuff—conflict, uncertainty, ego, power, fear of getting it wrong. I know how vulnerable it can feel to lead something this visible and messy.

But I also know: if you really want a high-performing GTM function, you can’t outsource your listening.

You have to trust the people you’ve already chosen.

And if you can’t?

Then your next hire isn’t a consultant.

It’s a coach.

Work with Me

If you’re navigating the messy, magical, sometimes overwhelming transitions of your company, GTM strategy, and/or professional life, I’d love to support you. Most leaders have plenty of hustle, what they need is support.

I work with visionary founders and GTM leaders on go-to-market strategy, leadership, clarity, and growth. I’d love to chat about what you need.

I also lead “How’s Work” workshops every month, open to all. We use writing prompts to explore decision-making, conflict, career, ambition, leadership, change, and work stress.

I’d love for you to join me.