Org design
Structuring, or untangling, a marketing team so roles are clear, ownership is real, and it can grow without breaking every year. Right for teams scaling up, merging, or simply knotted after one too many quick hires.
Ways to work together
Three ways I help, all built around your team.
Every engagement starts with a conversation, because the right shape depends entirely on where your team is right now.
See how I helpTeam effectiveness
For a team that's already in place but not quite clicking. We work on the operating rhythms, the handoffs, the meetings, and the trust, so a good group of people starts functioning like a good team. It's the work that turns steady churn into a team that stays.
Advisory
Sometimes you don't need a project. You need someone in your corner. I work as a thinking partner for marketing leaders navigating growth, hiring, or a team that's changing shape. Fractional, on retainer, or by the project, whatever fits the moment.
How I work
A clear path from tangled to working.
1
Listen
Honest conversations with you and the team, to find where the work really snags.
2
Map
We surface how the team runs today: who owns what, and where handoffs stall.
3
Redesign
A concrete plan: clear roles, cleaner handoffs, rhythms that cut the friction.
4
Embed
I stay close while it takes hold, adjusting as real life tests the plan.
The cost of leaving it
What turnover costs you
Replacing one person runs 50% to 200% of their salary once you count lost productivity and the load on everyone who stays (SHRM, Gallup). Try it with your own team below.
$85,000–$340,000
estimated cost of turnover, every year
A conservative range. Good team design costs a fraction of the low end.
A case in point
One team went from 45% turnover to zero.
The situation. A marketing team was losing nearly half its people in a year, in the middle of company-wide change. Talented people, burning out and walking out the door.
What I did. The team had been split by function, with each one stretched thin across every brand. I restructured it around the brands instead: a dedicated team for each, owning its work across functions. That gave every brand real focus and a consistent voice, and it let people grow into broader, multi-skilled roles instead of staying boxed into one lane.
The result. Turnover fell to zero, and the team held together through the whole transition.
Not sure which one fits? That's exactly what a first conversation is for.
Start one