Five engagements. Five starting points. One methodology.
Marqueteer’s work changes with the situation. What stays constant is the diagnostic, operational depth, and the goal that capability remains inside the company.
No two engagements are alike. What stays constant: the methodology, the operational depth, and the goal that the organisation runs independently when the engagement ends.
The following mandates are representative of the range of work — across industry, company size, entry format, and starting situation.
Selected engagements
Each engagement starts differently. These examples show what structure remains inside the organisation afterwards.
Leadership — 2 years, working as part of Executive Board
B2C-Build for PE-backed premium manufacturer, healthcare/mobility, international
Strong B2B distribution through specialist retail. No direct route to the end consumer. New product category in the portfolio with no existing market infrastructure.
The diagnostic revealed quickly: the problem wasn't marketing. It was the go-to-market model itself — a pure B2B system fundamentally unsuited for a new, consumer-facing product category. Not optimize. Rebuild.
- International marketing coordinated across six countries.
- ROI-positive digital lead generation within twelve months for a category that didn't previously exist.
- Dedicated marketing manager for digital conversion hired; sales team expanded.
Interim Leadership — 15 months
Product Management Restructure at a 200-Year-Old Premium Brand
Product management without strategic framework. No data-driven portfolio decision logic. Innovation pipeline nonexistent.
The first portfolio analysis by contribution margin painted an entirely different picture from internal perception. Products considered "core business" barely contributed to margin. And a segment nobody had on their radar turned out to be the actual growth driver.
- Data-based portfolio analytics — replacing subjective decisions with contribution-margin-based transparency.
- Active innovation pipeline: two initiatives launched within two months of establishing the process.
- Senior Product Lead hired and onboarded as direct successor.
Interim Leadership / Strategic mandate
Business Development Potential at a Specialty Produce Importer
Strong core range, but sales structure failing to capture available market opportunity. Brand positioning brief as entry point.
The entry point was a revenue-per-customer analysis. What it revealed: the sales teams operated in structures that were structurally unable to recognize available market opportunity. USD 20M in potential — invisible, because nobody had asked the right question.
- Positioning architecture developed, connecting sales, product portfolio, and target segments.
- Structured GTM foundation laid for continued growth.
Interim / Project-based — Marketing Director mandate
GTM Architecture for a Regional Grocery Retailer, USA, ~300M revenue
Marketing activities running in silos. Weekly ads, POS, social media, and loyalty app without a shared strategic architecture. Junior marketing team without senior leadership.
Five marketing channels, none talking to each other. The team was young and motivated — but lacked a shared language for marketing decisions. Every channel optimized in isolation. Nobody saw the full picture.
- Team trained, creative brief process introduced, integrated channel planning established.
- Six-figure revenue growth in the first month following introduction of the integrated strategy.
Fractional Leadership — 3 months
GTM System for Premium nutritional supplement brand, double-digit growth
Double-digit growth without a strategic framework behind it. Junior marketing team without leadership. Product development without a structured roadmap.
Double-digit growth — but nobody could say exactly why. No roadmap, no KPIs, no decision structure. The success came despite the organization, not because of it. The question wasn't whether growth would continue — but how long it could last.
- Three-year product roadmap created.
- NPD tracking dashboard built — deliverables, timelines, accountabilities.
- Team roles restructured, KPIs defined, compensation and bonus structure revised.
- AI used as a sparring partner in product development — category research significantly accelerated.
Bottom Line
The pattern across all engagements:
No engagement begins with a finished plan. Each begins with an honest diagnostic along the Go-To-Market Value Chain. What stays constant:
- The person who diagnoses is the person who implements — no handoff risk.
- The engagement is exit-designed from day one — structures, processes, and teams that stand independently afterwards.
- Fees are project-based — defined scope, defined outcome, no open retainer.
Your situation is unique. The methodology is proven.
30 minutes — Thorsten Rhode listens to your starting situation and gives an initial assessment of whether and how marqueteer can help.