Some teams know exactly what they need built and want someone to build it. Some have a marketing lead and a gap underneath. Some have no marketing function at all. The work is the same stack in each case. What changes is who owns it.
These are alternatives, not a ladder. A defined scope is not a smaller version of leading the function, it is a different job with a different basis for compensation.
You already know what you need. A narrative rebuild, a launch campaign, a content engine, a GTM plan. I scope it, build it and hand it over with the system documented so your team can run it.
You have the strategy seat filled and need the layer underneath it to actually work. I run content, narrative and execution inside your existing structure and report into your lead.
No marketing function yet, or one that needs rebuilding from the narrative up. I own strategy, hire and manage the team, and carry the number. This is what I did at Circular Protocol for two years.
Content, strategy, community, outreach and analytics run together. For a lean team that is a full growth engine at a fraction of an agency retainer.
What the product is, who it is for, and why it should be believed. Everything else is downstream of this.
Long form, social, docs, case studies. Built around buyer pain, not category commentary.
Launch sequencing, channel choice, messaging per audience, and the plan for the sixty days after launch.
Discord and Telegram, quest campaigns on Galxe, QuestN and Zealy, AMAs and Spaces. Organic first.
Turning the founder's LinkedIn into the company's lowest cost sales channel. It worked at Antematter.
Partnership outreach, co marketing, and the collateral a BD conversation actually needs.
Layered on top of an established content strategy, never underneath it. Paid on a weak narrative burns budget.
Explainers and series for users who are new to the category, written to be understood rather than to impress.
Material for treasury teams, compliance officers and CFOs who are not crypto native and will not pretend to be.
Content first, then credibility, then the ask. Reverse it and you are cold emailing strangers on behalf of a brand they have no reason to trust.
Posts and long form built around the thing your buyer is actually worried about, which in crypto is usually risk, custody or whether the thing works at all. Not thought leadership.
The founder's feed becomes a real sales channel. Technical posts and audit case studies pulled decision makers to Antematter organically, with no sales headcount.
Email and LinkedIn sequences follow content touchpoints. People who have already seen the work convert 3 to 5x better than a cold list.
Conferences move deals already in motion. Pre planned meetings across the Middle East and Singapore circuit instead of passive booth time.
I would rather quote you accurately than publish a figure that turns out to be wrong for your situation in either direction.
Defined scope work is priced on hours and deliverables. Embedded and lead engagements are priced on designation and scope of ownership, the same way a role would be. Either way you see the arithmetic, not a bundled number.
Bring the problem to the call rather than a budget. Thirty minutes is usually enough to know whether this is worth either of our time.
A call is the fastest way to find out whether this is a fit. If it is not, I will say so on the call rather than send a proposal.