Growth that relies on relationships needs a commercial system behind it.
Many Hong Kong businesses grew through personal and trading relationships, and nobody senior owns the commercial system as a whole. Our executive search finds a fractional CMO or CRO in our collective of 800+ to build one.
Signs that revenue needs a senior owner
These patterns are common in Hong Kong businesses that have grown on relationships:
Marketing that cannot show its return
Money goes into events, content and digital, but nobody can tie it to new business with finance-literate buyers.
A brand that blends in
The product is strong, but in a compact market crowded with established names, buyers struggle to say what sets you apart.
Leads that sales does not trust
Each side blames the other for lead quality, and nobody senior owns the funnel from first contact to contract.
Too many markets, not enough focus
Campaigns run across Hong Kong, Shenzhen, Guangzhou and other cities, with no plan connecting each channel to the buyers who matter there.
Mainland growth without a playbook
Going into the Greater Bay Area or new mainland sectors without a senior commercial leader is slow and expensive.
Relationships that do not scale
The founder's and family's network built the business. It does not scale on its own, and newer buyers expect a consistent commercial approach.
A fractional CMO takes charge of revenue growth across your markets, measured on outcomes, not hours, with our governance around the engagement.
Who this is for, and who it is not
Best for
- Revenue that has plateaued after the early channels ran their course
- Marketing spend going out with little pipeline you can trust coming back
- Sales and marketing pulling apart, with no one owning the number
- A founder still carrying the commercial engine personally
- A new segment or market that needs a proper go-to-market motion
Not for
- A single campaign or asset an agency could deliver and hand back
- A business with no product-market fit or revenue to build on yet
- A tactical execution gap a specialist hire would fill
- Teams unwilling to give one operator ownership of the number
What our search brings to the commercial side
A commercial leader matched to your markets and buyers, with the collective behind them.
Demand and delivery, matched together
Pair a CMO with a COO so that what the business sells across the boundary, it can also deliver.
Peers across functions
Your CMO can turn to CFOs on unit economics, COOs on delivery and CTOs on marketing technology across our collective.
Experience selling into the mainland
Where the brief needs experience of selling into the Greater Bay Area or the mainland, we search for it specifically.
If the CMO moves on
If your CMO leaves, we look after the transition and the new search, starting with the brief and notes we hold on your markets.
From diagnosis to revenue momentum
A structured engagement that moves from diagnosis to a working pipeline within months.
Commercial diagnostic (weeks 1–2)
Audit your current position, spend, attribution, pipeline, ICP definition, competitive positioning, team capability, and which commercial gap is the real constraint.
Strategy and sign-off (weeks 3–4)
A clear, actionable go-to-market strategy with prioritised channels, 90-day milestones, and commercial KPIs.
Execution begins (month 2–3)
Channel activation, team direction, agency management, content and campaign deployment.
Ongoing commercial review
Monthly pipeline tracking. Continuous optimisation. Your commercial leader stays accountable for revenue outcomes.
Do you need a fractional CMO, a CRO, or something else?
Revenue plateaus for different reasons. The right operator depends on where the commercial system is breaking.
Which leader should own your revenue?
A CMO usually leads, though growth often depends on operations and finance too.
Revenue leaders from
