The problem. Most B2B companies either don’t have a CAB, or they have one in name only — a quarterly dinner with no charter, no member rotation, no product roadmap influence, and no measurable link to retention or expansion. The result: an under-used asset and a missed signal on what your most strategic customers actually want.
What’s included.
The outcome. A sitting CAB that feeds Product roadmap decisions, closes competitive deals through sponsor-executive reference calls, and directly influences retention and expansion in your top accounts. Sara built a 500+ member Product Pioneer advisory board ($8M in incremental revenue) and the 40-member executive advocacy group ($21M+ in accelerated closed business).
Ideal client. B2B companies with 20+ enterprise accounts, an executive customer base, and a Sales or Product leader who wants a governed channel into the most strategic ones.
Engagement model. 90-day CAB Launch Sprint (fixed scope) or embedded within a Fractional Customer Programs Leader engagement.
Customer Advisory Board (CAB) Design & Management
The problem. Sales can’t find references. Analyst relations can’t find case studies. Product marketing can’t find speakers. Customer marketing can’t find G2 and Gartner Peer Insights reviewers. Everyone is approaching the same ten customers, uncoordinated, and burning the relationships. Meanwhile, the other 200 advocates in your base are sitting untapped.
What’s included.
The outcome. A coordinated, sales-ready bench of references and advocates that Sales can actually pull from, with air traffic control so no customer is over-approached. Sara modernized reference management to a Salesforce-native platform (+100 references in a single quarter) and built an ambassador program (452 new references, $1.7M in referral opportunities).
Ideal client. Companies where Sales is asking for references daily, or where analyst and peer-review scores are under-indexed relative to the customer base.
Engagement model. 60–90 day Reference Program Build (fixed scope), or embedded within Fractional Customer Programs Leader / Fractional CMO engagement.
Reference, Advocacy & Speaker Bench Programs
The problem. Your top 30 accounts are worth more than the bottom 3,000 combined, and nobody owns how the company shows up to them. Sales owns the deal. Customer Success owns the renewal. Marketing runs generic programs. No one governs the executive-to-executive relationships, the cross-functional asks, the briefings, or the co-marketing investment. Executives get over-approached, and every touch feels uncoordinated.
What’s included.
The outcome. A governed, coordinated relationship-orchestration layer across your most strategic accounts — with a named owner, a named executive counterpart, and reporting on coverage depth and program-influenced expansion. Sara did exactly this (top-30 TA engagement program, $8M pipeline) and (Why Evolve, $35M ARR).
Ideal client. B2B companies with a concentrated set of high-value accounts and an Executive Team that wants air traffic control over executive engagement.
Engagement model. Flagship Fractional Customer Programs Leader engagement (6–12 months), or as a 60-day design-only project.
Executive Customer Engagement & Strategic-Account Marketing
The problem. You’re losing revenue to churn, or expansion is flat, and the team can’t tell you why — which stage of the lifecycle is bleeding, which segment is at risk, which communication flow is misfiring, which success moment is being skipped.
What’s included.
The outcome. A governed lifecycle engine where every stage has an owner, a communication plan, and a measurable target — with the retention and expansion plays running inside it. Sara’s lifecycle and retention work drove $43M in renewals in year one, +15% renewal length, and +46% ACV.
Ideal client. Companies with a mature base and a visible retention or expansion gap.
Engagement model. 60–90 day lifecycle audit + plan, or embedded inside a Fractional Customer Programs Leader / Fractional CMO engagement.
Customer Lifecycle & Retention Strategy
The problem. Events are expensive and easy to measure badly. The user conference feels like a party, the trade-show booth doesn’t drive pipeline, the Executive Briefing Center (EBC) is a room with slides. What’s missing is the program logic — what each event is supposed to do for the customer-program portfolio and the pipeline.
What’s included.
The outcome. Events that are understandable to the business — each one a clear piece of the customer-program portfolio, each one with a measurable outcome. Sara built a user conference into a 1,800+ attendee flagship and led the two-week virtual pivot of that conference during the pandemic (3,400+ registrations, 71% daily attendance).
Ideal client. Companies running a user conference, looking for more executive engagement, or a heavy trade-show calendar that isn’t producing the pipeline or advocacy outcomes it should.
Engagement model. Per-event project engagement, embedded inside a Fractional CMO, or as a capability inside a Fractional Customer Programs Leader engagement.
Event Strategy & Management
The problem. You’ve got a new product, a new module, or a major release, and the launch plan is either too tactical (a press release and a webinar) or too abstract (a narrative deck that doesn’t convert). And the existing customer base — the fastest path to adoption — often gets under-served because the team is oriented to new logos.
What’s included.
The outcome. Launches that land with existing customers first, build advocacy out of early adopters, and compound into pipeline. Sara’s product launches produced $40M in year-one pipeline and $100M in year two; her mobile app adoption program drove 6,000% first-year growth.
Ideal client. Product-led B2B companies with a meaningful installed base and a launch or release calendar that needs GTM rigor.
Engagement model. Per-launch project engagement, or as a capability inside a Fractional CMO engagement.