Jenn Deering Davis

Kicking off a week of Metronome launches today! Starting with three updates that make it easier to build and evolve pricing for AI products: seat-based credits, account hierarchy, and packages. I've watched pricing logic change at every company I've worked with. Most billing systems treat every iteration like a rebuild. We've been obsessed with building infrastructure that adapts without migrations or rewrites. Seat-based credits let you combine your existing seats/subs with usage or AI credit consumption in the same plan. Account hierarchy handles the complexity of enterprise billing, shared credits across teams, nested structures, consolidated invoicing. Packages give you a way to scale product-led growth without creating dozens of one-off plans every time you need a variant. The real value isn't just supporting more pricing models. It's making changes fast and safe. Every company eventually outgrows their first billing setup. These releases help you avoid starting over. More coming over the next few days! Read more on this week's launches 👇

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A senior marketing lead at an early stage startup costs a fortune, needs three to six months to ramp, and brings a playbook built for a company ten times your size. Here in Silicon Valley I am seeing a trend that is working 100% of the time. One senior fractional marketing person (like me) sets the strategy, suggests the best tools, decides what to focus on, which tests to run etc, owns the outcomes, and knows exactly what needs to happen at your stage and in what order. One fresh grad with hustle, a marketing background, and a genuine love of AI tools handles the daily execution fulltime under that senior person's fractional direction. The junior starts as an intern. Gets trained directly by the fractional. Grows into a full time hire. The result is a lean, fast, dangerous marketing team at a fraction of the cost of two senior hires. I have built this model inside companies across fifteen countries. It works because the junior brings energy and executes fast. The senior brings experience and makes sure that energy goes in the right direction. Without the senior, the junior is just busy. Without the junior, the senior is just expensive. Together, they are the most efficient marketing unit an early stage startup can have. That is exactly the team I build when I come in as a fractional CMO. Learn more: https://lnkd.in/daBuRZEk

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CMOs last 1.8 years on average. That's not a tenure. It's a countdown. Data from Pave's analysis of 14,000 executives found that CMOs and CROs average just 1.8 years in their roles, the shortest tenure of any executive function. CEOs, by comparison, average 4.3 years. Think about what that means for marketing strategy. Most brand-building initiatives take 12-18 months just to show early results. Complex go-to-market shifts take longer. By the time you've built something meaningful, you're already fielding recruiter calls or being quietly managed out. We've all seen this cycle play out: new CMO comes in with a new strategy, the team pivots, and campaigns get scrapped. Six months in, early results are mixed because of course they are. Pressure mounts, and by month 18 leadership is already wondering if they made the right hire. By month 22, there's a new CMO with a new strategy, and the cycle resets. We're not building marketing functions. We're running a relay race where the baton drops every 22 months. The problem isn't just bad for CMOs. It's bad for companies. Every leadership change resets the clock on strategy, team trust, and institutional knowledge. Marketing becomes a revolving door of "new directions" that never get enough runway to prove themselves. The real issue is expecting brand-building patience while measuring with performance-marketing timelines. Until that changes, the countdown continues. https://lnkd.in/gK9VgsrT

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