A permissionless Bitcoin payment gateway, effectively a founder and a product with no marketing function and no recurring revenue. It had positioned itself against BitPay — putting a bootstrapped team into a head-on fight it could not fund, while describing a customer segment that already had plenty of options.
“Reggie helped build the growth team from the ground up. His leadership and hands-on approach inspired juniors and built awesome team culture.”
“Helped kickstart our marketing strategy from concept to new product launch.”
“Deep knowledge in marketing with a deep passion about crypto. Always quick to produce results.”
Revenue is real and the process lives in one person's head. Nobody else can run the sales conversation because nobody has written down how it works.
Prospects understand the demo and cannot explain what you replace. When a buyer cannot categorise you, they compare you to the wrong thing and you lose on the wrong criteria.
Content is shipping, ads are running, and nothing compounds — because no one senior decided what any of it was supposed to do.
Story Mode builds the marketing function a SaaS company needs before it can justify hiring one — positioning, demand, and an operating rhythm that survives the founder stepping back.
SaaS marketing fails at clarity far more often than at volume. The work below is aimed at the decisions that determine whether any of the activity compounds.
What you replace, who you are for, and what you are not. A buyer who cannot categorise you compares you to the wrong alternative and judges you on the wrong criteria.
The objections in the order they arrive, the proof that moves each one, and what the buyer had to believe. Turning instinct into something a second person can run.
Which channels earn investment at your ACV and sales cycle, and which are someone else's playbook borrowed at the wrong stage.
Material that respects the reader's expertise — evaluation criteria, honest limitations, real implementation detail — rather than top-of-funnel filler.
Trial-to-paid, onboarding, activation, and expansion. In SaaS the compounding happens after the signup, which is where most marketing stops looking.
A measurement frame that connects marketing to pipeline and holds up in a board meeting rather than describing activity.
All three are reasonable at different moments. The mistake is picking one before the function has been defined by someone who has run it.
| Embedded consultant | Agency | Full-time hire | |
|---|---|---|---|
| Who writes the brief | They do | You do | They do, eventually |
| Accountable for | Pipeline | Deliverables | Pipeline |
| Time to productive | Days | Weeks | Three to six month search, then ramp |
| Cost shape | Monthly retainer | Retainer or project | Salary, equity, benefits |
| Best when | The function needs defining | The function exists and needs scale | The function is defined and needs an owner |
Founder interviews, sales call review, churn and win reasons. What buyers actually say, rather than what the team assumes they mean.
What you replace and who you are for, settled well enough that the whole team says the same thing without coordinating.
Channel priorities against your ACV and cycle, campaign roadmap, content direction, and the lifecycle work after signup.
Weekly cadence, pipeline review, and a documented operating system your team keeps — including what the first marketing hire should own.
Monthly retainer, scoped to whether the company needs advisory, embedded leadership, or deeper execution support.
Scoped against what the company actually needs rather than a package. Reggie has personally led every one of these engagements across 20 years.
One 30-minute call. A practical conversation about what is actually blocking your go-to-market.
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