Turn marketing into a revenue function that leadership can manage

Marketing activity is not becoming a qualified pipeline

Leadership cannot tell what is creating the pipeline

Lead evaluation rewards engagement rather than buying intent

Marketing and sales operate through different models

The infrastructure no longer supports the GTM strategy

Commercial signals arrive without action

164% pipeline attainment
Following a rebuild of commercial lead management, pipeline creation exceeded the target in every completed quarter and reached 164% at peak.

CAC payback reduced from 15 to 8 months
A redesigned GTM model created distinct product-led and enterprise buying paths, allowing the business to grow more efficiently.

40% trial-to-paid conversion
The product-led lifecycle, CRM and buyer journey were rebuilt around how customers actually evaluated and purchased.

£93K revenue from a £15K ABM investment
A focused enterprise motion connected account selection, buyer signals, campaign activity and commercial follow-up.

20% faster speed-to-lead
AI-assisted scoring and clearer ownership helped the team act on high-value signals sooner.

My approach is deliberately different.

I start by understanding the commercial model the business is trying to build: who it serves, how buyers progress, how teams contribute and where value is being lost.

From there, I simplify the complexity that has accumulated around it and design the operating model across Product, Marketing, Sales and Customer Success—clarifying buyer progression, ownership, handoffs, measurement and the decisions each team needs to make.

Structure comes first. Systems, technology and execution follow.

I am CRM-agnostic because technology should reinforce commercial decisions, not compensate for their absence. Where AI earns its place, I use it to remove manual work, improve response and sharpen judgment rather than automate a weak process.

The work leaves the business with clearer ownership, more reliable commercial evidence and a model the teams can continue to operate as the company grows.

I work with founders, CROs and revenue leaders at B2B SaaS companies that are building or reshaping how marketing contributes to growth, whether that means establishing the commercial model at an early stage, scaling beyond founder-led growth, entering new markets, launching a new GTM motion or rebuilding an operating model that no longer fits the business.

Across startups, scale-ups and enterprise organisations, I have defined ICPs and positioning, designed dual-motion GTM models, and led the commercial decisions on how marketing creates, measures and progresses the pipeline.

That work has reduced CAC payback from 15 months to 8, kept pipeline creation above target in every completed quarter and increased trial-to-paid conversion to 40%.

If you’re navigating growth or rethinking your commercial strategy, I’m always open to thoughtful conversations.

weronika@weronikakuzior.com

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