Sales, marketing and growth in PakistanHire a Growth Consultant Who Shares Responsibility for Your Sales and Marketing

A growth consultant looks after the whole revenue engine, not just the ads. As your digital marketer I'd run the channels. As your growth consultant I also manage team performance, align sales with marketing, set targets, sit in management meetings and share responsibility for revenue. It suits businesses where the problem is how the teams work together, not just which campaigns are running.

They overlap, but my role goes further into sales. A fractional CMO usually leads marketing part-time. I lead marketing and also step into the sales process: lead handover, follow-up, scripts, CRM and pipeline reporting. If you want someone senior to own the full path from first click to closed deal without a full-time executive salary, this is that role.

There's no fixed price because no two businesses need the same thing. The cost drivers are team size, the number of brands or markets, how many days a month you need me, whether I manage people directly, and how much hands-on execution is included. After a first meeting I send a custom proposal in your currency, whether PKR, USD, AED, SAR or GBP.

Yes, if that's what you need. I can lead your team directly, coach your existing heads of department, or oversee agencies and freelancers. I've led teams of 15 to 20+ people across paid media, SEO, content, development and customer service. Before I change anything, I audit how the team works, so decisions are based on evidence, not first impressions.

We share it, and we write down exactly how. I own the strategy, the marketing plan, the reporting and the process. Your team owns daily delivery and sales conversations. You own decisions on budget, pricing and hiring. Each target has a named owner, and we review them together every week, so nobody can hide behind someone else's numbers, including me.

Both. Many growth problems sit in sales, not marketing: slow responses, weak follow-up, no CRM discipline or an offer that doesn't match the buyer. I review call and WhatsApp handling, set response-time rules, write follow-up sequences, structure the pipeline and coach the team. Marketing and sales are judged on the same revenue numbers, so they stop blaming each other.

You get a management dashboard and a written summary, not a pile of screenshots. It covers spend, leads, cost per acquisition, pipeline value, conversion rates at each stage and revenue by source, plus team performance against targets. I explain what changed, why, and what we're doing next. The numbers come straight from your platforms and CRM, so you can check every line.

Yes. I currently lead a UAE-based multi-brand team, and I've worked with clients across the GCC, the UK, the USA, Australia and Europe. I use shared dashboards, project tools like ClickUp, Slack or Bitrix24, and fixed meeting slots that suit your time zone. Where it helps, management meetings can also be held on site.

Long enough to see the changes stick. The first phase is about quick fixes and alignment, so you get some breathing space early. The bigger shifts in team performance, pipeline and revenue need a few months of steady work and review. Many clients keep me on longer as their ongoing growth lead. We agree the term and review points in the proposal.

Some resistance is normal, and I plan for it. I involve your team leads early, explain the reasons with data, and make targets fair and visible. Most people respond well once they see clear goals and fair measurement. If someone still blocks progress after support and training, I'll give you an honest view, but staffing decisions stay with you.