Devin Bramhall

Co-host: Don't Say Content. Marketing Advisor. Agency Growth Strategist. Former CEO of Animalz.

Your CEO doesn't hate marketing. They hate that you can't prove that it works.

I know because I've been the marketer pitching brilliant strategies that get shelved and the CEO wondering why marketing feels like an expensive black box.

After 15+ years building content strategies as a marketer and tripling Animalz to nearly $12M ARR as CEO, I realized the real problem:

We're optimizing for activities instead of outcomes. Checking boxes instead of driving growth.

The dirty secret? Most "content marketing strategies" are just glorified to-do lists.

My book "B2B Content Marketing Strategy" shows why "do more marketing" is killing growth and what to do instead.

Now I help companies stop doing marketing and start growing businesses as a fractional Chief Growth Officer.

If you're tired of: 
→ Defending your work instead of leading with it 
→ Following frameworks that feel like busy work 
→ Watching brilliant ideas die in committee

You're in the right place.

I help marketers ask better questions. Not “what content do we need?” but “what does the business need to grow?'"

Get weekly no-BS takes on growth: devinbramhall.com/newsletter

Chief Executive Officer

I used to think being a good marketing leader meant I had to be the smartest person in the room.

Spoiler: I wasn't. And trying to be made me worse at my job.

Here's what no one tells you about the shift from doing to leading, it's not about working harder or knowing more. It's about letting go of being right.

When I first moved into leadership, I apologized constantly. "Sorry, I don't have that data yet." "Sorry, let me circle back on that." I thought humility meant admitting what I didn't know.

Turns out, that just made everyone nervous.

The shift happened when I stopped apologizing and started owning my stance—even when I couldn't prove it yet. "Here's what I'm seeing. Here's the direction. Let's course-correct if we're wrong."

(Confidence isn't about being right. It's about having a POV and moving forward.)

But here's the part that actually broke me: letting go of execution.

I was still writing the copy. Still building the decks. Still the one "who could just do it faster." Classic Cinderella syndrome, if you're scrubbing the floors, you're not running the house.

And leadership? That's selling the strategy internally. Pitching to the CEO. Shaping the narrative before anyone else does. Your team can execute. You need to build the conditions for them to win.

The hardest lesson: You're not an IC anymore. Stop asking permission.

Don't say "I'd like to try this approach." Say "Here's what we're doing and why it's going to work."

Your CEO doesn't ask permission to make calls on incomplete data. Neither should you.

Marketing leadership isn't about having answers. It's about having conviction when no one else does.

Chief Growth Officer [Fractional]. Author: “B2B Content Marketing Strategy” out now on Amazon

Your CEO is asking you to "do more content" because they don't know what else to tell you.

They don't understand demand generation. Or brand positioning. And they definitely don't understand why the leads aren't converting.

So they default to: "We need more content."

And you? You're drowning in a backlog of blog posts no one will read, social posts that get 12 likes, and webinars with 3 attendees.

This is a leadership problem.

When leadership can't articulate strategy, they ask for activity. When they can't measure what matters, they count outputs. When they can't defend marketing to the board, they ask you to "do more" and hope something sticks.

I've watched this destroy marketing teams. The CEO who demanded 50 blog posts a quarter but couldn't tell me what outcome we were driving. The VP who obsessed over social followers while pipeline sat at zero. The board that wanted "more brand awareness" with zero patience for how long that actually takes.

When executives don't know how to evaluate marketing, they measure what's easy to count.

Stop asking for permission to do less. Defend focus instead.

The next time someone asks for "more content," I ask them:

More content to achieve what outcome? What are we trying to change about the business?

If they can't answer that, you have a strategy problem. No amount of content will fix it.

Ask me to be on your podcast, and I'll say yes.

Here’s why I’m saying that out loud.

I’ve been thinking a lot about the conversations I actually want to have this year and the rooms I want to be in. And when I look at most marketing podcasts, there’s a gap.

A lot of them talk about the work without ever having had to own it. Same advice, different guest. And most of it has never had to survive a CEO, a board, or a real budget.

I’ve been a marketer, then a CEO, and now I work as a fractional CGO. I helped grow a content business from $1.8M to $12M. I’ve had to explain why things failed, not just why they should work. I’ve had to decide what to stop doing when the math didn’t work.

And that changes how you talk about growth.

I know why leadership doesn’t trust marketing. I know why good strategies get shut down. And I know what actually changes those conversations. It’s not more activity, and it’s not better decks.

I’m not interested in checklist episodes or framework tours. I care about how growth actually works inside companies. Where it breaks. Where marketing loses credibility. What it’s like when you’re responsible for the outcome.

So yeah. That’s the ask.

If you run a podcast for B2B marketers or founders who want a real conversation and not another playbook recap, I’d love to join.

DM me if it makes sense.

For B2B marketers feeling overwhelmed...

Don't do more.  
Do less.  
That's strategy.

I was on IN CLEAR FOCUS with Adrian Tennant talking about my book, and this keeps coming up. Marketers asking what to do with shrinking budgets, impossible timelines, and pressure from all sides.

My answer pisses people off: Stop.

Don't add one more thing. Don't optimize one more channel. Don't layer on one more tactic because some newsletter said you should.

Think for yourself.

Look at what's actually in front of you. The resources you already have, the people inside your company, the relationships you've already built.

Work with that.

When I was CEO, I turned "outcomes over activities" into our operating mantra. When clients said "I want thought leadership," I'd ask: "Why? What outcome are you trying to achieve?"

Sounds obvious. But most marketers skip this because they're too busy executing someone else's playbook.

Here's what I know after growing a company from $1.8M to $12M:

The smartest strategy is the fewest actions that deliver the greatest results.

Not the longest content calendar.  
Or the most channels.  
And not the busiest team.

The question isn't "What should I be doing?"

It's "What outcome am I trying to drive? And what's the simplest path there?"

Keyword-based content plans? Those worked when you had growth-at-all-costs funding and could throw money at ranking.

That model died in 2023.

But most marketing teams are still operating like it's 2019. Writing more articles. Posting more content. Cranking the wheel harder.

And wondering why nothing's moving.

Because activity doesn't equal impact.

Your CEO doesn't care how many blog posts you published. They care whether those posts influenced pipeline, shortened sales cycles, or reduced CAC.

So if you're drowning right now, here's your permission slip:

Do less. Think more. Start with what works.

Don't go to playbooks. Don't look at what anyone else has done.

Look at what's physically in front of you and build a strategy to do less and accomplish more.

That's the shift I cover in 𝘉𝟚𝘉 𝘊𝘰𝘯𝘵𝘦𝘯𝘵 𝘔𝘢𝘳𝘬𝘦𝘵𝘪𝘯𝘨 𝘚𝘵𝘳𝘢𝘵𝘦𝘨𝘺 (you can find it on Amazon). Moving from predictable, exhausting activity loops to strategies that actually create leverage.

If you're tired of running in circles, maybe it's time to stop running.

Full episode is linked below if you're curious.

(Thanks to the Bigeye team for having me on.)

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Here's everything I'm using to build my business.

People keep asking how I'm managing the consulting, the newsletter, the courses, the membership I'm launching.

The answer: eight tools and a clear hypothesis about what you need.

What I'm testing:

Courses on Maven using the frameworks I use with clients (how to get C-suite buy-in, how to build a growth strategy, that kind of thing). A newsletter. And advisory sprints for people who need focused help right now. A membership for marketing leaders who want strategic coaching without agency pricing. 

I'm not guessing. I'm testing with real people and iterating based on what I learn.

The 8 tools:

-Zoom – client calls, meetings
-Granola – meeting notes (I know Zoom does this, but the UI is better)
-Squarespace - for my core website 
-beehiiv – newsletter, courses, membership platform
-Stripe – cuz payments
-Ordinal – where I collaborate and schedule my LinkedIn content
-PhantomBuster – LinkedIn growth
-Alertmouse – tracks when people mention my name or key phrases

That's it. No complex funnels. Just what I need to get products in front of people and learn what resonates.

Most people spend months planning in private, then launch to crickets because they built what they 𝘵𝘩𝘰𝘶𝘨𝘩𝘵 people wanted.

I'd rather build fast, test real demand, and adjust based on what works.
That's what building in public gets you: immediate feedback instead of assumptions.

I'll share what I learn as I go.

Anything you're curious about?

Here I am reading Glassdoor reviews about me out loud.

Yes, really.

From 2020-2022, when I was CEO of a content marketing agency, my former employees had *opinions* about me.

So I pulled out the meanest ones and decided to read them on camera.

At the time? I was devastated. Rookie CEO. Didn't know this was normal.

Now? I can giggle about them.

Some of these were harsh but fair. Others... well, you can decide for yourself.

If you've ever been the villain in someone else's work story, you'll get it.

Stay tuned for part 2.

Sara Revsin

Chief Marketing Officer

If you're interested in what I'm up to, check out my tl;dr on Substack! https://sararevsin.substack.com/p/meet-myrtle

I’m a former marketing leader who spent the last decade and a half building brands, teams, and growth in complex, mission-driven spaces–especially where work, money, and wellbeing intersect.

From founding-team scrappiness to executive leadership, my career has spanned nearly every stage of company growth. I’ve helped startups scale, navigated acquisitions, led rebrands, and helped define entirely new categories—all with a focus on making work work better for people.

At FinFit, I joined through the merger with Salary Finance to unify two companies, relaunch the brand, and build a marketing org that helped drive 45% YoY revenue growth and a path to profitability. We landed and successfully launched Fortune 500 clients like Quest Diagnostics, built a pipeline of 2M+ eligible employees, and turned marketing into a true growth engine.

Before that, I built the U.S. marketing function at Salary Finance, establishing the brand as a leader in financial wellness benefits and supporting 150% revenue growth. We launched national thought leadership campaigns (featured in CNBC, Fortune, and Good Morning America), enabled enterprise sales wins, and helped define a new category in employee benefits.

I got my start at Maxwell Health, where I was part of the founding team and wore just about every marketing hat you can imagine—from brand to demand gen to sales enablement (and even became a licensed insurance broker at one point pre-product-market fit.) After Maxwell’s acquisition by Sun Life, I stayed on to help lead the integration go-to-market strategy, working cross-functionally to craft the combined value proposition and empower the field to sell it.

What ties it all together: I build marketing that connects—with employers, with employees, with outcomes. I lead with clarity, empathy, and a bias toward action. And I’ve been lucky to work with (and build) teams that genuinely love what they do—and do it well.

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Devin Bramhall

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The Battle

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Sara Revsin

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