For CEOs hiring GTM leadership
If you need senior GTM leadership, I fit best where the company needs clarity and execution at the same time.
I work well in B2B SaaS environments where the market story needs tightening, the team needs a clearer operating rhythm, and growth is starting to expose leadership gaps between product, sales, and marketing. My background spans operator work at SendGrid, Twilio, and Semrush, plus founder, advisor, and mentor work.
What CEOs usually need
Not a title-holder. Someone who can make the GTM picture cleaner and lead the work.
Sharper narrative. Cleaner priorities. A team that stops interpreting the company three different ways.
15+
Years across B2B SaaS growth, marketing, and founder-facing work.
550+
Startup accounts supported through SendGrid and Twilio experience.
500+
Founders mentored through portfolios, startup programs, and accelerators.
SendGrid · Twilio · Semrush
Operator environments that keep leadership judgment tied to real commercial constraints.
Where I add leverage
The fit is strongest when the company does not just need activity. It needs a better operating picture.
Market story and positioning
I am useful when the business has product or sales motion, but the company story is not sharp enough to carry across the org.
Cross-functional alignment
The work often sits between product, sales, and marketing. I fit best where those handoffs are slowing the company down.
GTM operating discipline
I care about the decisions, rituals, and accountability that make a GTM motion repeatable instead of personality-driven.
Leadership brief
The concise version of why CEOs hire me.
Best-fit situations
Best-fit situations
B2B SaaS companies with product traction, a noisy market story, a team that needs stronger alignment, or a growth motion that looks active without feeling cohesive.
Role shape
Role shape
Senior GTM or marketing leadership where positioning, product marketing, team alignment, and commercial execution need to reinforce each other instead of living in separate lanes.
Leadership style
Leadership style
Direct, commercially grounded, and low on theater. I am more interested in cleaner decisions and clearer ownership than in building a polished narrative around avoidable confusion.
First-90-day bias
First-90-day bias
Diagnose what is actually broken, tighten the market story, reduce cross-functional drift, and establish a GTM rhythm the team can keep running after the reset.
Signals a CEO usually cares about
- Comfort operating in founder-led environments where the commercial picture is still being sharpened.
- Experience close to the intersection of positioning, messaging, product, sales, and marketing.
- A point of view shaped by both operator work and founder-facing advisory work.
How I think about the job
The leadership gap is often less about headcount than about decision quality.
CEOs usually do not need another executive who can only manage a channel. They need someone who can tighten the story, remove drift between teams, and create the operating clarity that makes the rest of the org faster.
That is the frame I bring into hiring conversations. If the problem is simply that you need more activity, I am probably not the right fit. If the problem is that the company needs stronger GTM judgment and cleaner execution, the fit gets more interesting.
FAQ
Questions CEOs usually ask before a hiring conversation.
What kind of leadership gap do you solve best?
The kind where the company has momentum but the GTM picture is too fuzzy. The issue is usually some mix of positioning drift, weak cross-functional alignment, and inconsistent execution.
Are you best for early-stage or later-stage teams?
The strongest fit is usually post-PMF B2B SaaS, where there is enough traction to expose GTM problems and enough urgency to fix them cleanly.
What would you look at first?
The market story, the points of friction between teams, and the operating habits that keep the company from turning good judgment into repeatable execution.
What makes the fit stronger?
A CEO who wants clarity more than politics. If you want honest diagnosis and sharper priorities, the working style usually matches well.
Start the hiring conversation
Send the role context, the stage, and what you need the leader to own.
If you want to skip directly to the useful part, send the hiring context through the form. If email is easier, you can also reach me at hello@fmillan.com.