Fractional CMO | Head of Consulting | Minimum Viable Overthinker
What happens when you let a sales rep completely deconstruct how you generate new business? You start a career in marketing.
That's how Ian got his start—selling complex software to heavily regulated environments and realizing that sales techniques that worked in the 1980s weren't going to cut it. One master's degree and 15 years of experience later, Ian helps our clients uncover what makes them different and communicate that to their customers.
Prior to BlueByrd, Ian consulted with some of the largest brands across the industrial spectrum, from technology and software to clean energy and heavy industrial equipment. He's commercialized new products, devised multiyear, multi-touch campaigns, and helped struggling companies reposition themselves for growth.
At his core, Ian is just a massive nerd who wishes learning was a paid profession. Instead, he applies that passion toward understanding how our clients' businesses work and using that knowledge to help our clients realize their full revenue potential.
Properly understood, the job of a marketing department is to drive revenue for the company. Some marketers do so by building and maintaining a brand, others focus on generating new leads, and others still focus on enabling sales to close more quickly and consistently. A good company with a mature marketing department does all of these things, even if they focus on some areas more than others. But there’s one area of revenue generation where the marketing department is often relegated to a passive participant or even outright excluded: pricing.