Your Fractional Marketing Director

BACKGROUND

My career in marketing started over 30 years ago, with 20 of those years spent helping law firms succeed.

I spent fourteen years as Marketing Director at Mayo Wynne Baxter, one of Sussex's most recognised regional law firms and part of Ampa, the UK's largest professional services group. During that time, the firm grew from a five-office £8m business to a ten-office £17m business, and I sat on the board throughout, shaping strategy and contributing to several successful mergers.

That experience matters because it was real. Not advisory, not consultancy from the outside. I ran the marketing function, managed a budget of around £500k, led a team, and was accountable to the partners for results. I know what it looks like when marketing is working and when it isn't, because I lived it for over a decade in a firm not unlike the ones I work with now.

Before Mayo Wynne Baxter, I worked across a range of sectors, both agency-side and in-house, building the commercial and strategic grounding that sits behind the law firm specialism. Altogether, it adds up to the better part of three decades in marketing, with two of those decades focused almost entirely on the legal sector.

WHY BETTERMENT AGENCY

After leaving Mayo Wynne Baxter, I set up Betterment Agency to offer smaller and mid-size law firms something I rarely saw available to them: genuinely senior marketing leadership, without the cost or commitment of a full-time hire. A specialist Fractional Marketing Director.

Most of the firms I work with are well-run and ambitious. They have people doing marketing. What they're missing is someone at director level who can look at the whole picture, align the marketing function with the firm's actual objectives, and take responsibility for the direction.

That's the gap Betterment Agency fills.

A SMALL CLIENT LIST, BY DESIGN

I work with a small number of clients at any one time. That's a deliberate choice. The retainer model only works if there's genuine bandwidth to think carefully about each firm's situation, and that requires keeping the client list manageable.

It also means that when I take on a new client, I'm making a real commitment to that firm's growth, not just delivering a set of days each month.