Five distinct engagements rooted in 35 years of operating experience. Each one starts from the same conviction: the company and the product are the same design problem. Most companies solve one and neglect the other. The results are predictable.
Most founders design their product with extraordinary precision — architecture diagrams, user flows, edge cases, failure modes. Then they build the company on whatever assembles itself. The audit is a structured diagnosis of that gap: what was designed deliberately, and what was left to chance.
This is not a consulting framework applied to your situation. It is pattern recognition built from 35 years of being in the room when companies got this right and wrong. The Cisco story, the 450 open cases, the 10,000 pens bought at bulk pricing because there was a price break — these are not anecdotes. They are the diagnostic library.
The audit covers go-to-market architecture, revenue model and pricing, customer success infrastructure, operational systems, and organizational design. It produces a written diagnosis — specific, prioritized, and actionable — of what is working, what is not, and what needs to change, in the order it needs to change.
There are dozens of CS playbook implementations available. This is not one of them. This is the design and build of a Customer Success program from first principles — built around your specific product, your specific customer type, and your specific growth model — by the person who built the original.
The program Marie designs is not derived from Gainsight's playbook or a CS certification curriculum. It is the thing the industry was attempting to copy for 30 years, built from the source. The Vantive program — expectation-setting framework, kickoff process, corrective action model, six-month review cycle — produced a 300% revenue differential between CSM-assigned accounts and unassigned ones. The architecture that produced that result is reproducible. It has been reproduced.
Marie stays through implementation — typically 60 to 90 days — until the program is operational and the team understands the standard they are being held to. A document is not a deliverable. A running program is.
This is not advisory. Marie joins the company as a fractional executive — present, accountable, and responsible for specific outcomes. She is not the person you call when you need a recommendation. She is the person who is in the room when the decision gets made.
The proof of concept is Drishti: prototype deployment time reduced from 12 months to one week. That is not a consulting result. That is what happens when an experienced operator is accountable for the outcome, not the advice.
Engagements are structured around a defined operational challenge: building a services organization, redesigning a go-to-market, taking a company through the transition from technology product to solutions business. Marie stays until the challenge is addressed — not until the calendar says the engagement is over.
This is not coaching in the motivational sense. It is the kind of development that comes from being challenged by someone who has sat in the chair — who has made the hire that did not work, navigated the board meeting that went sideways, delivered the news that a third of the company would not have a job on Monday — and can tell the difference between a leader who is performing confidence and one who has earned it.
The music therapy background is relevant here. Customer success is ultimately about behavior modification, and behavior modification requires understanding people before it requires understanding systems. The same is true of leadership development. Marie's approach addresses the behavioral patterns that produce leadership results — not just the strategic frameworks.
Sessions are direct. The feedback is honest. The goal is not to make a leader feel better about the situation they are in — it is to make them more capable of changing it.
Most go-to-market work treats channel, pricing, messaging, and customer success as separate departmental plans. They are not. They are the same decision, made at the same time, by people who understand that how a company goes to market determines whether its customers succeed — and whether it survives.
The Vision Intelligence go-to-market is the live proof of concept. The channel was designed around industrial engineering consultants who benefit economically from the platform's success — which means they sell it without being asked. The pricing was designed without implementation fees because the fee was an adoption barrier. The CS model was designed so that a customer sees a return within 48 hours before committing to the next step. None of these were separate decisions. They were the same decision.
This engagement produces a complete go-to-market design — channel, pricing, messaging, and CS model as one integrated system — that can be executed by the company's own team immediately.
Most engagements begin with a conversation. Tell Marie what you are trying to solve and she will be direct about whether and how she can help.
Start the conversation