Demand generation, performance marketing, lifecycle and retention, and the revenue strategy underneath all of it, built for mid-market companies in the US that need to grow now, not someday.
DON'T JUST MARKET. COMPOUND. THE LOGOS ABOVE REFLECT BRANDS I'VE HELPED BUILD.
BRIAN JENSEN - LINKEDIN
Most mid-market companies don't have a demand problem or a product problem — they have a system problem. Spend that can't prove its return. Pipeline that stalls. Customers who churn quietly. I connect the pieces so growth stops being a series of one-off campaigns and starts behaving like a machine that pays you back.
The right buyers, finding you on purpose. I build full-funnel demand programs that include content, paid, owned, and the modern AI/search surfaces where buyers now start, so your pipeline is predictable instead of feast-or-famine.
Every dollar accountable to a number. I run paid and conversion programs against pipeline and CAC, not vanity clicks and kill what doesn't earn its place fast.
Growth you don't have to re-buy every quarter. Onboarding, expansion, and win-back built so the customers you fight to win actually stay and grow.
Marketing and sales pointed at the same number. I align the go-to-market motion to how you actually make money, so growth shows up on the P&L, not just the dashboard.
Borrow other people's audiences. I stand up channel, co-marketing, and alliance programs that open pipeline you can't buy with ad spend.
Grow into the next segment without breaking the last one. New verticals, new geos, new buyers, sequenced so expansion compounds instead of distracts.
I'd rather tell you "no" early than waste your quarter. Before we go deep, I want to understand your goals, your numbers, and where growth is actually breaking, because I only take on work where I'm confident I can move the metric. Take a few minutes with the questions in the Book a Growth Review form, and I'll tell you honestly whether we're a fit. My scope of work is in the $9,000-$15,000 range per month so I'm NOT the person to help with early start-ups.
Be the obvious choice in your category.
Growth gets dramatically easier when buyers already know who you are before sales ever calls. I build the demand, the proof, and the presence across search, AI answers, paid, and partnerships, so that when a mid-market buyer goes looking for what you sell, you're the name they were going to pick anyway.
The questions mid-market leaders actually ask me.
You don't out-spend the big players, you out-focus them. I find the two or three channels where your buyers genuinely pay attention, build a content and paid engine around those, and cut everything that's just noise. Smaller budget, sharper aim, better return.
The honest answer: pricing and packaging fixes and conversion wins can show up in weeks; demand and pipeline build over a quarter or two; lifecycle and expansion compound after that. I'll give you a sequenced plan with what to expect and when, no "trust me, it'll work eventually."
I make the team you have hit harder. Sometimes that's strategy and a clear operating system; sometimes it's a fractional CMO seat while you hire; sometimes it's untangling attribution so you finally know what's working. I scope to the gap, not to a retainer.
With your data, not a template. I look at where revenue is actually leaking and start with the lever that returns the most, fastest. Often it's not the thing teams assume — frequently it's pricing, packaging, or retention before it's ever "more leads."
One dashboard, the metrics that tie to revenue, and a standing rhythm where we look at the truth together. If a program isn't earning its place, we'll both see it and we'll change it.
Why most mid-market growth stalls
It's rarely one broken thing. It's a demand engine that sputters, spend nobody can defend, customers leaving through a side door, and pricing that quietly leaves money on the table. Each looks survivable alone. Together they cap your growth. The fix is connecting them into one system which is most of what I do.
Why a CMO-led approach is different
I've sat in your seat. I've owned the number, defended the budget, and been the one explaining a flat quarter to a board. That means I don't hand you a deck and disappear. I build the operating system a growth team can actually run, and I care about the P&L line, not just the marketing-qualified one.
How I work
"I build partnerships rooted in curiosity and straight talk — and I use every tool I can, AI included, to grow the businesses I take seriously."
— Brian Jensen
I spent two decades as a CMO. Now I build the growth engine for mid-market teams who need to move.
