Questions people actually ask

A full-funnel GTM advisor works across the entire commercial motion, ICP definition, positioning, findability (SEO/AEO), and the sales process that closes the deal, rather than specializing in just one slice. One founder described the gap plainly: he wanted "the god of all things commercial" and couldn't find anyone who'd help him through the entire funnel. Most agencies and consultants only cover marketing or only cover sales, which leaves the connective tissue between them unowned.

For an early-stage company, one person who understands the whole funnel is often more effective than two specialists who each own half of it and don't talk to each other. Marketing without a sales process wastes the traffic it generates. Sales without findability has nothing to work with. The handoff between them is exactly where most early-stage companies lose momentum.

A fractional CMO or CRO typically owns one half of the commercial function and often comes with a larger monthly retainer suited to a company that already has the other half figured out. This is closer to a single operator covering both marketing findability and sales process together, useful specifically when a company doesn't yet have either side solved and needs one person who sees the whole picture before splitting it into two hires.

Usually because the site has no structured data (schema.org markup) for AI systems to read, no direct question-and-answer content for them to cite, or the domain is too new to have built any authority yet. This is fixable, and it's a different fix than traditional SEO, it's specifically about giving AI answer engines clean, extractable, citable content rather than just ranking in a search results page.

Usually because nobody owns the connection between them. The agency optimizes for traffic and content, the sales consultant optimizes for closing deals, and neither is responsible for whether the traffic actually matches who the sales process is built to close. That gap is exactly what a full-funnel view is meant to catch.

Two parts, done together: a GTM side, defining your actual ICP and building a repeatable sales process, and a technical side, auditing and fixing the schema, structured data, and indexing gaps keeping you invisible to search engines and AI answer engines. Most companies have both problems and have only ever had someone fix one.

Most SEO agencies touch keywords and content, not sales process, and most sales consultants never open your site's source code. I've built and scaled GTM teams and done hands-on structured-data and AEO work, this site's own schema and FAQ markup is an example, so the fix addresses both sides instead of handing you off to someone else for the other half.

Both, and usually together. A perfectly optimized site with no clear ICP or sales process just gets more unqualified traffic. A great sales process with an invisible website never gets enough people to sell to. The two problems compound each other, which is exactly why they need to be fixed together.

I've seen this same pattern at newly-funded startups and at a 25-year-old established company alike. Stage matters less than whether the two problems, unclear ICP/no sales process and broken technical SEO/AEO, are both present, which is more common than founders expect.

Depends what you need. Some companies want a focused audit and fix, others want ongoing GTM and technical support as they grow. Both a consulting model (you execute, I set direction) and a done-for-you model (I execute, based on our shared vision) are available. No published pricing on purpose, the right shape depends on where you actually are, let's talk first.

Both, as two separate packages. Most projects begin with one of three starting points: Diagnose, Fix or Build. Advisory/consulting means I do the diagnostic, ICP, funnel audit, PMF read, sales-hire timing, and hand your team a clear plan with regular check-ins. Done-for-you GTM means I run the work directly, building the ICP, sales process, and findability fixes myself, so you stay focused on the product. Which one fits depends on whether you already have someone who can execute.

The honest answer requires looking past polite enthusiasm, people saying they'd love your product isn't the same as people paying for it. It comes down to specific signals: whether customers describe the problem the way you do, whether your happiest customers still match who you're closing today, and whether you're winning on the product itself rather than price or relationship. More on the specific signals →

Not revenue or funding, those are the wrong signals. The real test is whether your last 8-10 closed deals show a repeatable pattern, similar trigger events, similar objections, similar proof points, that someone else could actually run with. Hiring before that pattern exists is the most common way a first sales hire fails. More on the actual test →

Everything runs over video call, so I work with founders and companies across Europe (London, Amsterdam, Berlin, Munich, Paris, Barcelona, Madrid, Lisbon, Dublin, Brussels, Stockholm, Copenhagen, Vienna, Warsaw, Milan), Switzerland (Geneva, Zurich), the Gulf/GCC (Dubai, Doha), North America (New York, San Francisco), and Asia-Pacific (Singapore), alongside Prague where I'm based. See where I work →

A fractional chief revenue officer is a part-time senior leader who owns revenue across sales, marketing and customer success, usually one to three days a week, and is accountable for the number. A full-funnel GTM advisor works on the same system, ICP, positioning, findability and the sales process, but the founder keeps the seat and the accountability. Advisory suits a founder who wants a straight second opinion and will execute. If you need someone to sit in the leadership team and carry the number for a year, that is a different engagement and I will tell you if it is the better fit.

A VP of Sales runs the selling function: hiring reps, coaching, forecasting and closing. A CRO is responsible for the whole revenue chain, including marketing, customer success and the handoffs between them. At the stage where a founder is still the main seller, the real question is usually earlier than either role: is there a repeatable way deals get won, and could someone else run it? That is the part I work on.

When the model is still being worked out. A full-time sales leader is built to run a process that already exists. If the founder is still selling and the pattern behind the wins isn't written down, a hire inherits guesswork and the cost is high if the fit is wrong. Part-time senior input first, to find and document the pattern, makes the later hire cheaper and more likely to work. Once revenue needs daily ownership across several teams, hire full-time.

It depends on scope and time, not on a salary. I price by the number of days and what I take ownership of, either as a monthly arrangement or a scoped piece of work, and it is a fraction of a full-time senior commercial hire. I don't publish a rate because a diagnostic and a hands-on engagement are different things. After a first conversation I'll give you a number and say plainly if it isn't a fit for your budget.

Yes. I'm based in Prague and work over video call with founders across the Netherlands, Belgium, Denmark, Sweden, Norway and Finland, as well as the wider DACH, UK and Gulf markets. The commercial problems are usually the same regardless of market: unclear ICP, no written sales process, and a product that is hard to find. Where a market has a real language or buying-style difference, such as Flanders versus Wallonia, I'll say what I know and what a local partner would handle better.

Founder-led sales is when the founders themselves sell the product, run the demos and close the early customers. It is the right way to start. It should change when the same wins keep coming from the same pattern and you can write that pattern down in a page: who buys, why now, the objections and how a deal moves. Until then, hiring a salesperson mostly adds cost. I wrote a full guide on moving from founder-led sales to a process someone else can run.