Investment firms move on decisions fast — post-acquisition, post-funding, post-restructure. Marketing that shows up a year later has already missed the window.
The question is not whether the portfolio company needs a marketing function. It is whether you can stand one up before momentum cools.
Embed first, decorate later
Start by plugging a team into the organisation within days. Audit brand, channels, presence, and gaps — so the plan starts from signal, not assumption.
Then design the function: strategy, structure, team, tools, and roadmap. Build and run brand, content, digital, social, PR, paid, events, and MarTech as one system.
Accountability beats theatre
Day-to-day execution, campaign management, reporting, and optimisation need a single accountable owner — not a RACI that nobody updates.
When leadership asks what marketing delivered, the answer should be measurable and defensible — not a slide of activity.
Scale or hand over cleanly
Some companies keep an embedded partner. Others want an in-house team. The durable path is either: scale the function with you, or hand it to people you have hired, trained, and playbooked.
That is how Strat Global runs post-acquisition builds — speed without organisational drag, and a finish line that is not another black box.