SBLI of Massachusetts, a life insurance company offering term life, whole life, annuities, and final expense products, faced integration complexities after acquiring LegacyShield. With minimal staff during a critical period and no Chief Marketing Officer, the company needed to develop a go-to-market strategy for newly acquired capabilities while stabilizing operations and breaking even financially in year one. TechCXO deployed Lewis Goldman as fractional CMO to lead the integration effort. He developed a comprehensive business and go-to-market strategy, built financial models and planning frameworks, provided marketing mentorship for existing personnel, negotiated distribution partnerships, led a cross-functional integration task team, supported new sales representative hiring, and created enhanced product financial models. The engagement exceeded renewal goals and added numerous new advisors to the distribution channel. A new product was soft-launched in Q4 2022, and the company projected a 50% revenue increase for LegacyShield in 2023 versus 2022. The fractional CMO approach accelerated revenue growth and expanded market offerings without the overhead of a full-time executive hire.

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Binbox Lockers, a metro DC-based IoT-enabled smart locker solutions provider serving stadiums, arenas, offices, and convention centers, experienced explosive 30x quarter-over-quarter revenue growth that strained people, processes, and systems. High internal friction and degrading customer experience compounded the challenges, followed by COVID-19 causing an operational shutdown and revenue stall. TechCXO Partner Steve Subar stepped in as fractional Chief Operating Officer to stabilize the business. He clarified organizational responsibilities, created a structured hardware and software product roadmap, matured software engineering processes, overhauled sales operations, improved customer support infrastructure, and refined the business model with key process improvements. The engagement delivered operational stabilization across teams, processes, and systems. Discipline was restored during extreme market disruption, and a five-year operational plan was developed and aligned with stakeholder objectives. Binbox was positioned for scalable, profitable expansion with a foundation built for sustainable growth.

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Clearleap, a cloud-based video platform serving media and entertainment companies, needed experienced financial leadership to manage rapid growth. The company was scaling from $500K in revenue with increasing complexity across multiple rounds of equity and debt financing, international expansion into Europe and Asia, and the need for institutional-grade financial controls. TechCXO provided Neal Miller as fractional CFO over a four-year engagement. He led multiple capital raises totaling over $40 million, built scalable financial operations and controls, structured capex financing aligned with revenue expansion, supported European and Asian market launches with compliance infrastructure, and eventually recruited and transitioned to a full-time CFO. Clearleap grew from $500K to over $20M in revenue, expanded to serve over 10 million users globally with clients including HBO, Comcast, Roku, and Apple, and grew to 100+ employees across three continents. The company was acquired by IBM in 2015, becoming the foundation of IBM Cloud Video Services and delivering strong investor returns.

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Aptitude Health faced a significant challenge with a vacant CTO position, which resulted in considerable obstacles in delivery. The company struggled to achieve its strategic and operational goals without a leadership figure in technology, leading to dissatisfaction within the organization. TechCXO stepped in to fill the leadership gap, reorganizing the team and implementing best practices in project management and technology. Their full-service support spanned financial, technology, and strategic operations, providing the necessary guidance and structure to improve performance. As a result, Aptitude Health achieved an on-time delivery record for the first time in its history, leading to a complete reversal in the company's perception of its IT capabilities. This transformation was accompanied by improvements in overall satisfaction with their IT operations.

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List Partners, known for its Winmo sales intelligence platform, faced a significant challenge as the company scaled. They required senior finance expertise across multiple functions but lacked the budget and headcount for a full in-house team. The demand included handling financial operations, strategic M&A execution, and the necessity for a comprehensive finance team to support ongoing growth without committing to full-time executive hires. Recognizing the workload was too complex for internal resources alone, they needed a flexible yet experienced outside partner. To address these challenges, List Partners engaged TechCXO to embed three dedicated professionals: a fractional CFO, VP of Finance, and Controller, who directly integrated with the leadership team. This fractional model enabled the company to implement best-practice processes and streamline operations while managing a comprehensive finance and accounting function. The approach also provided strategic financial guidance across M&A activities, combining executive-level insight with cost efficiency without the burden of permanent hires. This collaboration proved successful, resulting in the professionalization of List Partners' finance function and guiding the company through several growth milestones. It directly contributed to the acquisition by Northlane Capital Partners, asserting strong business fundamentals and strategic readiness. The innovative fractional leadership model allowed List Partners to scale efficiently and position for a successful private equity acquisition, providing the necessary structure and oversight for future endeavors.

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TitleSight faced a challenging situation, possessing sound technology but lacking a market-ready product and defined brand. Despite a significant market opportunity in the $50–100 billion global digital distribution revenue, the main challenge was transforming a working prototype into a commercial platform in just 60 days. They needed a defined product vision, category narrative, and a go-to-market strategy robust enough to engage studios and attract investors. To meet these challenges, TitleSight partnered with Virginie Glaenzer, acting as fractional CMO/CRO from TechCXO. Virginie brought strategic clarity, product vision, and a pragmatic approach to execution. She focused on three main areas: refining the product vision and category narrative, developing essential features for a minimum viable product, and engineering a comprehensive go-to-market strategy. This collaborative approach ensured that the features aligned with real buyer pain points and turned visibility into an actionable KPI. As a result, TitleSight successfully defined the Visibility Intelligence category and validated demand with major studios like Warner Bros., Sony, and Paramount. Three studio pilots were approved for Q1 2026, with a launch-ready website and a go-to-market plan in action. The market analysis revealed that even a 1–2% increase in title visibility could unlock millions in additional revenue per title release. Within 60 days, TitleSight transitioned from a prototype to a market-ready product, establishing a clear path toward commercialization and growth.

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Sales-i faced several strategic and operational challenges. Despite having a powerful SaaS tool aimed at high-volume B2B sales teams, growth had plateaued. Revenue was stagnant, customer attrition reached 18%, and there was a consistent struggle to improve the perception of the company as more than just an SMB player. The conversion rates from BDR outreach were low, and the absence of a formal customer success team led to declining customer satisfaction. To address these issues, sales-i needed experienced leadership to reposition and effectively scale. To tackle these challenges, sales-i engaged Bruce Kopkin, a TechCXO Partner, as the Fractional CRO/CSO and interim General Manager for a one-year period. Bruce's strategic focus was on operationalizing growth, aligning the company's strategy with enterprise-level expectations, and creating long-term strategic value. Key initiatives included repositioning the platform as an enterprise-ready sales tool, hiring the company's first Customer Success Manager, and forming an important alliance with SugarCRM. Through a systems-based approach, Bruce realigned sales, customer success, and the go-to-market strategy, thereby rebuilding the company's market positioning. The impact of Bruce's leadership was substantial and occurred swiftly. The company's average MRR increased from $800 to $7,200, and one notable deal reached $100,000 in MRR. Additionally, the formal customer success focus resulted in 100% client renewals and a 112% net revenue retention rate. Overall revenue growth reached 220% year-over-year. The efforts led to a complete market repositioning that garnered the interest of strategic partners like SugarCRM, who ultimately acquired sales-i. This acquisition was a significant milestone, validating the comprehensive transformation and setting the stage for future growth.

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IOU Financial, an online small business lender, faced several challenges as they scaled. The technology foundation showed strain, with a lack of formal product management, limited visibility in roadmap commitments, and inconsistent planning discipline. The engineering organization had evolving leadership and unclear role definitions, which hindered the ability to scale and manage risks consistently. TechCXO, through a fractional CTO engagement, led by Christy Kudlac, addressed these issues by embedding strategic guidance with hands-on execution. Initiatives included strengthening engineering leadership, instilling delivery discipline, introducing scalable structures, and modernizing the platform. The approach covered four core areas: People and Leadership, Product and Process, Technology and Architecture, and Governance and Transparency. As a result, IOU Financial experienced transformed technology management with improved execution and leadership effectiveness. Key outcomes included the formation of two cross-functional delivery teams, a two-week sprint cadence, and increased user story completion rates from 59.7% to 66.6%. There was a 61.1% reduction in sprint handoffs, which improved workflow and efficiency, and overall, the organization achieved greater clarity and alignment to support future growth and modernization efforts.

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GT Software faced significant challenges as its legacy technology began to lose traction in the rapidly evolving marketplace. The company struggled with flatlining in the mainframe market, a disconnect across sales, marketing, and product teams, and a declining revenue stream made worse by a costly, non-performing product. As legacy customers churned, GT Software recognized the urgent need for a strategic reset to stay relevant and competitive. TechCXO stepped in by embedding Bruce Kopkin as a fractional CRO. This intervention brought an integrated view of sales, marketing, and customer success, transforming GT Software's commercial engine. Key initiatives included rebooting customer success, rationalizing the market and portfolio, forming strategic partnerships with industry leaders like IBM, and upgrading technological infrastructure for better data insight. These actions set a foundation for a comprehensive and effective turnaround. Under Bruce's leadership, GT Software reversed its decline and achieved remarkable results within six months. The company returned to profitability and positive cash flow, grew license revenues by 45%, and increased margins by 22%. Customer retention improved significantly from 86% to 97%, while cost rationalization led to a 14% reduction, lifting customer satisfaction by 8 points. GT Software successfully repositioned itself as an essential player in the integration of legacy and modern digital technologies.

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Relevate Health, an omnichannel healthcare marketing agency, needed to redefine its market presence after private equity-backed acquisitions consolidated four companies under one brand. The new CEO and CFO faced unclear brand positioning and a fragmented go-to-market approach. The company lacked inbound demand and had no real marketing strategy or approach. A fractional CMO conducted a thorough but rapid situation assessment using stakeholder interviews, document and desk research, and industry contacts. The work produced a cohesive plan endorsed by the CEO and executive team. The engagement then co-led re-positioning supported by customer research and insights to drive validation and alignment. Implementation began by bringing in subject matter experts and executing a comprehensive GTM and marketing plan across content, social, PR, and a new website. Within three months, the marketing relaunch increased website traffic and brought in a majority of new visitors. Social growth accelerated as the company expanded its LinkedIn follower base. Demand generation improved with new qualified leads created. Industry visibility strengthened as the agency rose in the MM&M Healthcare Agency rankings.

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Secretariat International experienced significant data loss that disrupted financial continuity and weakened internal controls. Financial reporting remained fragmented across global operations, limiting visibility and decision-making. The company also needed to shift from cash-based to accrual-based accounting to meet GAAP expectations. With a sale process approaching, the business risked losing credibility with potential buyers. A fractional CFO embedded with the senior executive team to lead a comprehensive finance transformation. The accounting infrastructure was rebuilt from the ground up, including systems reimplementation, data recovery processes, and internal controls. The business transitioned from cash to accrual accounting to align with GAAP and improve performance measurement. Consolidated reporting was introduced across entities and geographies, alongside standardized monthly close procedures, reporting packages, and board-level dashboards. Within months, Secretariat had a fully professionalized finance function with transparent, accurate, timely, and credible reporting. The company presented clean books, consolidated reporting, and a clear financial story to prospective buyers during the transaction process. Secretariat was successfully acquired by private equity firm JLL Partners. Management retained a significant stake following the acquisition.

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Sales and marketing had operated in silos, which created friction in pipeline development and execution. Brand messaging had been inconsistent, weakening positioning with customers and partners. Industry trade shows had lacked a strategy to maximize visibility and lead generation. HubSpot had been underused, with limited data visibility and performance tracking. Fractional CMO and CRO leadership was deployed across marketing and sales to drive alignment and accountability. An integrated marketing engine was built with a multichannel content calendar, SEO-informed website updates, and trade show activations. HubSpot automation workflows and analytics dashboards were implemented to improve visibility into campaign ROI, alongside new messaging frameworks and sales enablement tools. A vertical-aligned go-to-market framework was established with shared KPIs, structured lead management protocols, forecasting, and territory planning. Revenue jumped 132% year-over-year after the new GTM strategy was implemented. Company-wide revenue trajectory rebounded by more than 30%, with momentum sustained across multiple channels. Email reach grew by 145% and engagement rates surged by 199%, reflecting sharper messaging and higher-quality leads. Pipeline health improved due to stronger cross-functional collaboration and shared accountability.

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Alliance Bus Group (ABG) needed to modernize a national sales operation that had not kept pace with its growth. Its 50-person sales team operated without unified systems or shared KPIs. Performance varied widely across regions, and visibility into pipeline activity was limited. Executive leadership lacked standardized reporting and confidence in forecasts. ABG brought in fractional CRO/CSO leadership to lead a commercial operations transformation from the ground up. The team assessed the existing sales structure and identified areas requiring alignment. They developed a unified sales process with consistent definitions, stages, and metrics. They also introduced dashboards and reporting tools, created the first Field Readiness and Success Guide, and retrained the entire sales team to drive adoption. The new sales structure delivered fast results through improved visibility, alignment, and field tools. ABG improved productivity across the sales team and produced more accurate pipeline forecasting. In the year following the transformation, ABG achieved more than 40% aggregate revenue growth attributed to stronger process execution and performance management. The sales realignment also established clearer accountability through unified onboarding and KPIs.

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GE HealthCare manually managed 2,800 unique sales compensation packages for 3,500 sales employees every year. The annual process consumed HR and Sales for four months, crossed fiscal years, and repeatedly missed key launch dates. Sales reps often received new plans after Q1 had already begun. An upcoming organizational restructure made the already complex system even harder to sustain. A fractional CSO/CRO partnered with internal project leaders, SMEs, and senior leadership over a 10-month engagement to overhaul the incentive ecosystem. Using the Six Sigma DMADV framework, the team analyzed existing compensation variables and stakeholder requirements. They re-engineered the end-to-end workflow from data intake through distribution to reduce friction and improve scalability. The redesigned approach also aligned incentives and recognition more closely with performance and added flexibility for new product launches and competitive responses. GE HealthCare reduced compensation plans from 2,800 to 260 and lowered annual processing costs from $2.5M to under $200K. Sales reps received new plans two weeks before the new fiscal year instead of well into Q1. Overall revenue growth increased by 11%, with specific product groups growing 20–40%. Retention improved by reducing errors, delays, and trust issues that existed in the prior process.

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Winmo entered 2025 with ambitious growth goals tied to ARR, TCV, and retention while preparing for a potential transaction by year-end. Inbound lead flow had been flat heading into Q4 2024, and first-year churn was higher than desired. The marketing function was overextended and underleveraged, with too many priorities and too little impact. Leadership needed meaningful results quickly to maximize company value. Winmo brought in an Interim CMO while the sitting CMO went on maternity leave to deliver performance-based outcomes on a short timeline. The engagement mentored a lean marketing team of three, improved workflows, and streamlined marketing operations to boost throughput and alignment with sales and product. The work included a website relaunch, revamped PPC, targeted campaigns such as “Did You Know, Winmo?”, and a Net Revenue Retention playbook with QBRs, dashboards, and user interviews. It also introduced new pricing modules in the U.S. and U.K., launched a new product line (MarketIQ), and led event activations at Digiday, Mirren, and Adweek Europe. Winmo surpassed its ARR and TCV targets and re-energized inbound lead generation with steady month-over-month growth. Client engagement and retention strengthened, supported by clearer messaging, improved processes, and a repeatable NRR operating rhythm. Marketing became more tightly aligned with revenue goals through cost-effective execution and operational focus. These improvements positioned Winmo for a successful exit transaction in August 2025.

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Dr. Harvey’s Fine Health Food for Companion Animals faced operational and strategic gaps as demand for premium pet nutrition surged. The team needed to select the right agencies to improve performance marketing and site conversion while scaling leadership beyond a small family-run group. They also needed a more structured forecasting and budgeting approach to set clear sales goals. At the same time, they had to protect premium brand integrity amid competitors discounting 50–70% and offering up to 100% off free trials. A fractional CMO was brought in to provide strategic direction and build performance marketing muscle. A new digital agency was selected and managed to lead paid Google and Meta advertising, and cross-channel execution was coordinated with an existing email agency. Revenue targets were defined for Q4 2023 and longer-term goals for 2024 and 2025, and an agency search was led to improve conversion rate optimization. The engagement also supported leadership expansion by helping onboard a creative director and participating in the search for a full-time CMO who joined in February 2025. Dr. Harvey’s exceeded its budgeted targets in Q4 2023 and throughout 2024. The business delivered over 30% growth through performance-based advertising and smarter operations. The company strengthened its internal leadership bench and implemented systems and processes to support continued growth. These gains were achieved while maintaining the brand’s premium positioning in a highly discount-driven competitive environment.

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