REN SUZUKI
01 / 05

COO / CMO

I take ownership of executing business development, marketing and sales, and connect the leadership team with the front line.

When business development, marketing and sales are run separately, each initiative can be right and the business numbers still fail to connect. As a fractional COO/CMO I hold all three as one execution plan, make decisions in leadership meetings based on the numbers, and get the front line moving. My job ends with handing the system over to your team.

When this helps

  • The founder is still carrying sales and marketing work and has no time left for running the company
  • There is a business plan, but it has not been broken down into execution plans and KPIs
  • Sales and marketing each chase their own KPIs, which do not add up to the business numbers
  • You want an experienced operator to build the shape before hiring a full-time executive

What I do

  1. 01

    Assessment and execution plan

    Break the business plan into execution plans and KPIs for business development, marketing and sales — deciding what to stop as well as what to do.

  2. 02

    Data-driven decisions

    Join leadership meetings and set priorities based on a forecast and KPIs built only on observed facts.

  3. 03

    Organization and systems

    Organization design, hiring criteria, evaluation and how data is kept — so it keeps running when people change.

  4. 04

    Handover

    Hand the meeting rhythm, KPIs and hiring criteria over to the team, and pass day-to-day operations to your people.

Related track record

  • 50名Largest sales organization managed

    Uber Eats Japan. Inside sales, field sales and vendors, working with supervisors

  • $700KLargest opportunity created (ARR)

    Uber Japan. From the first proposal to executives through to rollout

  • 10名未満Rebuilt the sales process and data foundation of the Japan entity

    Flywheel Digital Japan. BDR management and an overhaul of sales data

What stays with your company

  • The business numbers connect in one line

    The plan, each team's KPIs and daily activity tie to the same numbers, so you can see where things stall.

  • The founder gets back to running the company

    With execution handed over, leadership can spend time on funding, hiring and strategy.

  • The system stays with your team

    Meeting rhythm, KPIs, hiring criteria and data practices remain as documents and habits after the handover.

Ways to work together

  • Contract

    I take on execution as a fractional COO/CMO or head of business development. Scope and commitment are designed around the work and the fee.

  • Advisory

    Regular sessions to review where things stand and decide the next moves and priorities together. Your team does the execution.

  • One-off (speaking, media, writing, spot consultation)

    A single engagement. If the topic and date are set, I can usually take it on right away.

  • Angel investment

    For seed to pre-Series A startups: a small investment combined with hands-on business development and go-to-market support. See INVESTING below.

How it works

  1. Share your situation through the form: the challenge, the timing, and the kind of engagement you have in mind
  2. An online call, where I tell you frankly what I can and cannot help with
  3. I send a proposal covering scope, duration and fee
  4. Once we agree, we start

FAQ

How is this different from hiring a full-time executive?
I join for a defined period and scope, with the goal of building the system and handing it to your team. Long-term day-to-day operation is better owned in-house.
Can you take this on alongside your full-time role?
Because I work alongside my full-time role, the number of engagements I can run at once is limited. Scope is agreed based on the work and the fee.

Tell me about your situation.
I take on this work alongside my full-time role, so the number of engagements I can run at once is limited. Start by telling me about your situation.

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