You need experienced leadership in the business now.
Your marketing leader has left, a transition is under way, or the commercial work needs senior ownership before a permanent appointment is made.
Remote or hybrid · Europe + selected US mandates
Commercial clarity. When it matters.
Senior leadership for technical B2B teams facing a change, a blocker or an important decision.
Where should we start?
What is happening now?
Choose the situation your team recognises.
Your team needs a senior commercial partner.
Capable people are doing the work, but important calls, priorities and the operating rhythm still land with the CEO.
Something important is holding commercial progress back.
Interest is not turning into pipeline—or a major hiring, agency, market or launch choice needs to be clear before you commit.
Named recommendations
What peers say when the work matters.
Public recommendations from founders and executives who have worked with Phil.
“Within three weeks, he designed and drove a full 13-week programme covering ICP positioning, sales enablement, campaign execution and CRM intelligence.”
“Phil operates at the intersection of creativity and data; an experienced marketer, accomplished operations expert and senior leader.”
“He didn't just advise; he rolled up his sleeves… connecting high-level strategy with practical execution.”
“His experience and creativity allow for clear proposals and path to execution.”
“A thoughtful and visionary B2B marketing leader with deep cross functional experience in strategy, demand generation and revenue marketing.”
“Philippe was instrumental in transforming the marketing function at Iron Mountain into a data-driven and revenue focused function.”
How I work
Senior judgement, close to the work.
The purpose is to turn an urgent commercial situation into clear decisions and a working rhythm the team can carry forward.
- 01
See the evidence
Get close to the buyer, the team, the pipeline and the decisions already in motion.
- 02
Make the call
Clarify what matters now, who owns it and what should not be done yet.
- 03
Lead the work
Turn the decision into practical action, with the people who have to make it happen.
- 04
Leave capability
Make the operating rhythm and ownership clear enough for the business to keep moving.
Proof, before the promise
The work should stand up to scrutiny.
See the commercial context, Phil’s scope and the work that changed. Case cards use simple visual markers rather than internal approval labels.
A useful first conversation
Bring the situation.
We will work out the next step. If Phil can help, he will say how. If he cannot, he will say that too.