David LaCombe

Imperatives Delivered

Providing strategic marketing leadership to early-stage companies in medical device and healthcare services sectors, including multiple stealth-mode startups and venture-backed growth-stage companies. 

Signature Accomplishments:

Accelerated revenue growth across multiple early-stage healthcare companies, contributing to a combined $7M+ in new revenue within the past 2+ years.

Advised startup leadership teams on product-market fit, GTM strategy, and marketing metrics, influencing $3.3M+ in Seed and pre-Series A fundraising.

Defined ideal customer profiles (ICPs) and segmented target markets for a new SaaS platform, leading to faster adoption in hospital systems and an 18% lift in deal velocity.

Developed a customer experience playbook in collaboration with CS and product teams, reducing onboarding friction and improving NPS from 45 to 72 in nine months.

Led go-to-market workshops with founders, sales, and product teams, ensuring marketing strategies aligned with revenue goals and increasing launch efficiency by 50%.

Chief Marketing Officer

Yeshiva University

Teaching marketing and communications classes at the graduate level within the Digital Marketing and Media program for the Katz School of Science and Health.

Adjunct Faculty

GTM Partners

As a Certified GTM Partner, I license a proprietary GTM Operating System (O.S.), designed to build and guide a Go-to-Market strategy for B2B teams.

The GTM Operating System is an integral component of my fractional GTM Officer services.

I use the O.S. to evaluate:

1. Where can you grow the most?

2. Which product(s) create the highest customer value?

3. How will you engage your customer with a differentiated POV?

4. Which GTM motions get you to your revenue go faster?

5. How do customers experience your ROI?

6. How else can you exceed your customers' expectations?

7. Which GTM metrics drive the health of your business?

8. How do you give your team clarity, alignment, and trust?

Certified GTM Partner

RQI Partners, LLC

Led a cross-functional go-to-market team from Zero to One in an expansion market.

●  Sales/Marketing Leadership: Led the launch, implementation, and scaling of educational services programs to 70+ cities and municipalities, enrolling 40,000+ healthcare providers and generating millions of dollars in ARR within three years of program launch.  Achieved greater than 100% growth year over year.
●  Customer Experience Leadership: Implemented a customer success program that resulted in zero churn during the three-year period.
●  Spearheaded sales process improvement, leveraging Lean Six Sigma methodologies to shorten sales cycle by 20%.
●  P&L Accountability: Analyzed customer acquisition costs and lifetime value.  Worked closely with Finance to forecast and measure the ROI of growth investments.
●  Cross-Functional Leadership: Established and led a startup team of marketers, sellers, and customer success managers.
●  Strategic Partnership: Developed and matured partner-led growth strategy with public and private organizations, including city and county municipalities.

Vice President (Sales, Marketing, and Customer Experience)

Selected to serve on executive leadership team for launch and oversight of account-based marketing arm of partnership between American Heart Association (AHA) and Laerdal Medical. Analyzed local communities across globe and collaborated with thought leaders to aggregate evidence-based best practices for replication and commercialization. Managed and harmonized diverse, matrixed, cross-functional group of subject matter experts (SMEs) in program development, marketing, and sales. 

●	Designed portfolio of services standardizing life-saving intervention, building reproducible service model focused on quality improvement to boost positive healthcare outcomes and generate cost and time savings for municipalities.

●	Served as industry change agent to introduce ability to measure clinical performance and resuscitation effectiveness, providing insights into KPIs to impact diverse clinical entities

Director (Prehospital Sales, Marketing and Customer Experience)

Laerdal Medical

Led strategic direction of prehospital programs to define user requirements, market trends, and KPIs for best practices. Selected to collaborate with executive leadership team to ideate and establish resuscitation partnership organization for Laerdal and AHA.

Director of Prehospital Programs

Managed 28-member team in comprehensive marketing strategies, branding, and operations across US, Canada, and LATAM. Steered product development, events, social media, internal and external marketing communications and public relations, brand positioning, and downstream marketing. Ensured delivery of MQLs to salesforce through predictive analysis of customer behavior and market trends.

●	Developed business case, garnered buy-in from stakeholders, and rolled out organization’s first marketing automation technology stack to create customized buying systems and provide enhanced data insights on qualified sales leads.

●	Enhanced lead generation and nurturing processes to boost growth of MQLs by 8%.

Director of Marketing – The Americas

Selected to define new role, serving as strategic advisor to product development and executive leadership teams in Norway to facilitate evaluation of US market, drive clear communication strategies, and translate consumer needs into service and product requirements for impactful ROI. Identified key industry organizations for acquisition or partnership opportunities and assessed potential business value. 

●	Played instrumental role in developing partnerships and negotiating agreements with software developers and programmers to package bundled solutions for healthcare markets within Laerdal infrastructure.

Regional Portfolio Director – Emergency Care

Responsible for the design, development, implementation and evaluation of blended learning solutions for our customers.

Blended Learning Development Manager

Launched and scaled organization’s first educational services team providing coursework on Laerdal simulators. Designed curricula, created business model, implemented infrastructures, and coached and mentored workforce in training capabilities.

●	Scaled business model across 26 global organizations and grew curricula to broad portfolio of consumer courses, establishing new vertical service offering that generated double-digit, multimillion-dollar revenue.

●	Completed year-long stretch assignment designing customer blended learning strategy for release to market.

Blended Learning Department Manager (2011–2012) | Senior Manager – Educational Services (2006–2012)

Fractional Chief Marketing Officer | Helping CEOs Eliminate GTM Waste & Accelerate B2B Growth | Healthcare & Purpose Driven Brands | Startups to Mid-Market Expertise | Adjunct Marketing Instructor

Your GPS for B2B Growth

I started my first career as a paramedic, where I learned that survival isn’t random—it’s causal. The communities that aligned people, processes, and systems turned near-zero survival rates into world-leading results.

I bring that same discipline to business. For 20+ years, I’ve helped CEOs and leadership teams cut wasted GTM spend, align marketing, sales, and customer success, and drive measurable growth with confidence.

The results speak for themselves:

2x pipeline growth in 9–12 months

13% lower CAC with better-fit leads

22% increase in qualified pipeline valuation

Clearer alignment across founders, product, marketing, sales & customer success.

I work with mission-driven B2B brands—especially those navigating complex ecosystems like healthcare and multi-stakeholder enterprises. Along the way, I’ve partnered with GTM Partners to shape modern go-to-market strategies and with Proof Analytics to apply causal AI that pinpoints what truly drives revenue.

Even if we never work together, I’ll add value—whether it’s a second opinion, a sparring session, or a new lens to help you break through friction.

If you’re a CEO tired of “random marketing” and want a clear path to growth, let’s talk. No pitch. Just perspective.

Founder | Fractional Chief Marketing Officer

Established and built a successful fractional CMO practice, offering strategic marketing guidance and leadership to companies seeking to accelerate growth.

Client Highlights:
- Developed and implemented an Account-Based Marketing program. Increased funnel growth by 116%.
- Completed business process review. Reduced sales cycle by 28%.
- Conducted market feasibility studies for pre-startups in the concept phase.

Partnered with a range of clients, including startups, small businesses, and established organizations across various industries.

Developed customized marketing strategies aligned with each client's unique goals, target audience, and market dynamics.

Led cross-functional teams and collaborated with executives to implement marketing initiatives, resulting in increased brand visibility, customer acquisition, and revenue growth.

Provided expert guidance in voice of the customer, customer experience, digital marketing, content marketing, social media, and account based marketing.

Leveraged data-driven insights and industry best practices to optimize marketing efforts and deliver measurable results.

Three years ago, my stability was rocked.

My position was eliminated. After two decades of corporate GTM leadership, I suddenly found myself treading water in the deep end without a floatie.

No graceful transition. No side hustle already humming. Just a mortgage, a résumé, and the unsettling question: now what?

Here's what I built from that forced restart.

My portfolio today: → CMO for B2B healthcare companies ($10M-$100M) → Adjunct Professor at Yeshiva University, teaching marketing communications → Writing a book for early-career marketers based on 130+ executive interviews → Conference speaking (freshly trained at HEROIC Public Speaking)

Four income streams. Four ways to create impact. One career that finally fits how I actually think.

The former paramedic in me appreciates the redundancy: If one system fails, the other systems maintain my lifeline.

Five tips if you're considering the shift in 2026:

1. Start before the water's cold. I didn't. Learn from my splash landing. Build relationships and test ideas while you still have a paycheck funding the experiment.

2. Stack complementary activities, not random ones. Teaching sharpens my frameworks. Frameworks feed the book. The book builds speaking credibility. Speaking attracts clients. Every piece should make the others stronger.

3. Invest intentionally in future revenue. The book and speaking training aren't hobbies; they're calculated bets on income streams that don't exist yet. Portfolio careers require you to plant seeds others won't see for seasons.

4. Solve for leverage, not hours. Corporate trained us to trade time for money. Portfolio careers reward you for solving problems others can't, regardless of how long it takes.

5. Your network becomes your safety net. No HR department is sourcing your next opportunity. Relationships aren't a nice-to-have; they're essential life-support.

If you're considering a portfolio career—or found yourself unexpectedly treading water—I'm happy to chat. No pitch, just perspective from someone who's been in the deep end. DM me or grab 15 minutes on my calendar.

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LinkedIn

Mastering Social Media Customer Care: Strategies from Million- and Billion-Dollar Brands

Heroic Public Speaking

HEROIC GRAD | Speech Writing & Stage Performance Mastery

Buyer Persona Institute

Buyer Persona Subject Matter Expert

AgileSherpas | Accelerating Marketing Results with Scalable Agility

Agile Marketing Leadership

Google Analytics 4 (GA4) Essential Training

Momentum ITSMA

Fundamentals of Account Based Marketing

The Council for Six Sigma Certification (CSSC)

Lean Six Sigma Yellow Belt (ICYB)

PRINCE2.com

Project Management Practitioner

AMERICAN SOCIETY FOR TRAINING AND DEVELOPMENT

Certified Professional in Learning and Performance (CPLP)

HubSpot Academy

Content Marketing

Semrush

Backlink Management Course

Completed NYU’s Executive Master’s in Marketing and Strategic Communication, a cohort-based program designed for senior professionals ready to lead growth and innovation at the C-Suite level. The degree combines strategic marketing, PR, data fluency, and leadership training to prepare graduates for roles such as CMO, Chief Growth Officer, or Chief Experience Officer.

NYU School of Professional Studies

University of Phoenix

Gap International

Pragmatic Institute

New Windsor Volunteer Ambulance Corps Inc.

The business environment is changing, and marketers need to keep up.

I've interviewed dozens of founders, CXO leaders, and marketers about their views on the marketing function and marketers. Trust and confidence in marketing are declining.

Marketing is viewed as an insular group that lacks business acumen. Finance leaders increasingly reduce marketing spend because of the uncertainty of return on their investment.

My book is meant to be a companion for marketers. It contains stories, wisdom, and tips from growth-minded business leaders.

I want to connect with additional CXO leaders and tenured marketers for my research. Send me a DM if you'd like to learn more.

Writing book for up-and-coming marketers

Fractional Go-to-Market Advisor | 20+ Yrs in GTM, Brand & Customer Experience | GTM Partners | Pavilion | B-Corp movement | Author & Speaker

Growth-minded healthcare and B2B companies work with me to build their competitive advantage through smart go-to-market strategy, brand clarity, and demand generation that delivers real results.

Over the past 20+ years, I’ve led marketing and GTM efforts for companies across med device, B2B SaaS, non-profits, and service-based businesses—helping them align brand with pipeline, validate new markets, and scale without the waste.

What sets me apart:

I specialize in bridging brand and revenue—not just filling the top of the funnel, but making sure buyers convert, stay, and refer.

I bring healthcare industry depth combined with cross-sector marketing leadership.

I’ve built and led marketing teams, developed full-funnel strategies, and coached founders and CMOs alike to accelerate growth.

🔹 Common challenges I help solve:
- Flat pipeline despite marketing activity
- Unclear positioning in crowded markets
- Inefficient go-to-market execution
- Teams that aren’t aligned on strategy

🔹 What it’s like to work with me:
- Strategic but hands-on
- Metrics-minded, with a focus on execution
- Collaborative with sales, product, and leadership
- Focused on creating systems that scale

If you’re a CEO, founder, or investor ready to get serious about growth—and want a trusted marketing leader in your corner without the full-time cost—let’s connect.

📅 Book a call: https://calendly.com/david_lacombe/get-connected-call

Go-to-Market (GTM) is a transformational process for accelerating your path to market with high-performing revenue teams delivering a connected and frictionless customer experience.

Marketing, Sales, and Customer Success make up your GTM team. They work closely with product, finance, and other support functions. Above all , they place the customer at the center of their thinking.

What is GTM?

Slowing Sales Cycles Demands Strategic Adjustment

In H1 2024, 49% of companies missed their revenue goals.

CFOs are cautious about approving new expenditures, especially those perceived as non-essential.

We work with companies to position their relevance, ROI, and time-to-value.

Schedule your free consultation today to explore how we can fix your GTM problems.

Revenue Goals on Target?

New Windsor EMS

Provide strategic leadership to agency that provides emergency medical services to a population of 40,000.  Focus on sustainability, quality improvement and competence development.

SECOND CHANCE FOODS

We elevate the health of people and the planet by recovering nutrient dense food from local sources, provide it to organizations that address hunger, in order to break the cycle of wasted food and food insecurity.

HEROIC Public Speaking

CMO for B2B Healthcare | I find GTM waste and scale what’s working | 20+ Years P&L Leadership | Adjunct Professor | Speaker

Most CMOs I work with aren't neglecting team development because they don't care. 

They're caught in a trap, spending so much energy proving marketing's value to the C-suite that they never build the people who could share that burden.

Here's what I see happening.

The pressure to justify marketing's existence has become relentless. Every board meeting, every budget cycle, someone's asking for proof. 

So the CMO becomes the one who can explain the numbers, defend the investment, translate marketing into language finance understands.

That expertise becomes a bottleneck. The CMO can't delegate the investor presentation because no one else has been trained to think that way. 

They can't hand off the exec meeting because the team hasn't been brought into the strategic narrative. The very skill that makes them valuable to the C-suite makes them indispensable in ways that hurt everyone.

Meanwhile, the team stays in execution mode, but they're not connecting their work to business outcomes. 

The gap between the CMO and the team widens. And the CMO gets more tired, more isolated, more convinced that it's just faster to do it themselves.

The shift I've seen work isn't about carving out time for development. It's about changing what the team gets exposed to. Bringing them into the rooms where value gets defended. Letting them see the questions before they're ready to answer them.

Development isn't a separate activity. It's a byproduct of access.

I have a favor to ask.

Yeshiva University asked me to teach a Marketing Capstone for our graduate digital marketing program. 

I'm excited about it, and I need your help.

Here's the deal: My students will develop a complete marketing plan and integrated campaign for a real company facing a real GTM challenge. Not a case study. Not a hypothetical. Your actual business problem.

Maybe you're trying to grow revenue from existing customers. Maybe you're launching a new product and need a go-to-market strategy. Maybe churn is eating into your numbers and you need fresh thinking on retention. Whatever the challenge, my students will dig in, apply what they've learned, and deliver a strategic plan.

What's in it for you? A team of motivated grad students bringing outside perspective and current thinking to your problem—guided by yours truly. No cost, just your time to meet with them and share context about your business.
What's in it for them? The chance to work on something real, with stakes, for a company that actually needs the help.

If your company (or a company you know) might benefit from this, send me a message. Happy to share more details.

And if this isn't for you, I'd appreciate a share.

I am looking to speak with a marketing manager who has inherited a marketing plan more than once. 

I want to interview you for my upcoming book, #Marketing2aT. 

Curious to learn how you analyzed the plan to determine its validity and what advice you'd give to an early-career marketer who faces the same situation.

30-minute interview in exchange for attribution in the book.

DM me if interested.

#Marketingplan #firstprinciplesthinking

You don't need authority to build a community.

You need an idea worth belonging to.

Many B2B leaders get this backwards. They wait until they're the market leader. Until they have budget. Until someone gives them permission.

Meanwhile, the brands building unshakeable loyalty right now? They're not only selling great products. They're championing ideas and inviting others into the mission.

Here's what I've learned about building community when you don't have authority:

→ Lead with a point of view, not a product. Communities form around shared beliefs, not shared vendors. Your idea must be bigger than what you sell.

→ Be the convener, not the expert. You don't need all the answers. You need the courage to gather people around the right questions.

→ Give before you measure. Reciprocity is real, but it can't be engineered. The moment people sense extraction disguised as generosity, trust collapses.

→ Let the community shape the idea. If your point of view never evolves, you've built an audience, not a community. Real belonging means shared ownership.

→ Separate the movement from the sales motion. Your community members are not leads in disguise. Treat them that way and watch trust evaporate.

This takes years, not quarters. You can't growth-hack belonging.

But the payoff is a defendable moat.

I'm hosting an Executive Roundtable this week to explore exactly this: how B2B leaders can build community around ideas when they lack positional authority.

Eight seats. One remains.

DM me if you are interested.

#brandcommunity #brandexperience #community

Tomorrow I start a new semester teaching marketing grad students.

And I'm not going to pretend I have all the answers on AI.

Here's what I do know:

The students who treat AI like a vending machine will get vending machine results.

The ones who treat it like a sparring partner will build judgment that lasts longer than any tool.

So I put together a before/after list—not better prompts, but better practices.

Research ↳ Before: Asking AI to summarize documents you haven't read. ↳ After: Reading first, forming your own conclusions, then using AI to challenge your interpretation.

Decision Making ↳ Before: Asking AI to make the decision for you. ↳ After: Presenting your options and reasoning, then asking AI to stress-test your assumptions.

Red-Team Thinking ↳ Before: Accepting AI-generated strategies without scrutiny. ↳ After: Assigning AI an adversarial role to find the weaknesses you can't see.

Competitive Analysis ↳ Before: Requesting generic lists of competitor strengths and weaknesses. ↳ After: Having AI simulate a competitor's response to your specific moves.

Content Development ↳ Before: Delegating first drafts to AI. ↳ After: Writing your own draft and using AI as an editor who pushes back.

Learning ↳ Before: Using AI as an encyclopedia that hands you answers. ↳ After: Using AI as a tutor that quizzes you and helps you gain an understanding.

Strategic Co-Creation ↳ Before: Outsourcing strategy development to AI. ↳ After: Bringing your draft strategy to AI for iteration and pressure-testing.

Campaign Planning ↳ Before: Collecting best practices without context. ↳ After: Share your specific situation and ask the AI which conventional wisdom doesn't apply.

Virtual Advisory Board ↳ Before: Getting feedback from a single, generic AI voice. ↳ After: Assembling a panel of perspectives—a skeptical CFO, an impatient customer, a cautious legal advisor—and pressure-testing your idea from multiple angles before it leaves your desk.

Critical Evaluation ↳ Before: Treating AI output as verified and complete. ↳ After: Routinely asking AI to reveal its assumptions and flag where it might be wrong.

The through-line: The "before" builds dependence. The "after" builds judgment.

This list isn't complete. What would you add? 

Drop your own before/after in the comments. I'll bring the best ones to class.

I had a serious case of writer's block.

Two years of research. Hundreds of pages of notes. And I couldn't move forward.

If you've ever stared at a blank page, whether it's a book, a pitch deck, or a campaign brief, you know the feeling. 

The problem isn't that you have nothing to say. It's that you have too much to say, and no clear path through it.

Two writers I admire gave me the reframe I needed. (Thank you!!)

Ann Handley asks: "Who is this book for, and what do you want them to feel?"

Anjanette “AJ” Harper asks: "What's the reader's problem at the start? What transformation do they have at the end? Does this chapter deliver on that promise?"

Notice what's missing from both questions? Me.

The moment I stopped asking "What do I want to say?" and started asking "What does my reader need to experience?", the logjam broke.

Over the holiday break, I wrote every day. Some days for an hour. Some days, all day. First drafts came out rough. But they came out.

This week, I'm sending my manuscript to a line editor.

And something unexpected happened along the way: I stopped dreading the blank page. When you know exactly who you're writing for and what shift you're creating in their thinking, the writing becomes a conversation instead of a performance.

If you're stuck on something right now, try Ann's and AJ's questions. Put your reader at the center. Their needs become your compass.

The path usually reveals itself from there.

Digital marketing & content expert. Wall Street Journal bestselling author. Keynote speaker. Writer.

Experienced Developmental Editor & Publishing Strategist | Book Coach | Podcast Host

I'm building something, and I need your help.

Over the past few months, I've been hosting small roundtable conversations for healthcare B2B founders and executives. Eight people. One hour. One hard question. No recording. Chatham House Rules.

The format works. People show up guarded and leave connected.

Today, we explored how to drive adoption when you have no positional authority. That landed. 

Previous sessions were about succession planning, talent development, and buying champion enablement

But there are dozens of problems executives carry that rarely get airtime — because they're too messy, too political, or too vulnerable to discuss publicly.
I want to know what's on your list.

If you're a founder or executive, DM me with this: What's a problem you'd want to discuss with a small group of peers — one you can't easily raise with your board, your team, or your investors?

No pitch. I'm just listening.

#Healthcare #B2B #Mastermind

Learn to Speak the Language of Business

Marketers are trained to think in campaigns. CFOs are trained to think in capital allocation.

That mismatch erodes trust before the conversation even starts. This article offers a healthcare-inspired framework that helps marketers translate their investment requests into the language finance leaders use to evaluate every dollar.

When marketing budget requests fail, it’s not because the ideas lack merit but because marketers don't consistently provide what finance leaders need 

David LaCombe, M.S.

Build a Better Business Case if You Want Funding

Every high-stakes profession has its unique expressions.

Usually, these expressions originate from a disaster.

Here are a few examples used to remind operators to focus on what really matters.

→ Aviation: "Aviate, navigate, communicate."
→ Medicine: "Treat the patient, not the monitor."
→ Sailing: "You can't control the wind, only adjust your sails."

As a CMO for B2B healthcare companies, I see and experience performance cultures that are obsessed with measurement.

Metrics, KPIs, and dashboards are good for spotting patterns, tracking progress against targets, and creating shared accountability. 

They tell you what is happening. They don't tell you why.

Pipeline increased after you launched that campaign. Correlation noted. But was it the campaign? The new pricing? A competitor's stumble? Seasonality? 

The dashboard can't answer that. It wasn't designed to.

The most effective GTM teams I work with treat KPIs as the starting point of inquiry, not the conclusion. 

They ask: What would have to be true for this metric to move? What else changed? How long is the lag between action and outcome? How would we know if we're wrong?

That's the shift from measurement culture to learning culture.

What's an expression from your profession that reminds you to focus on what really matters?

#GTM #Metrics #Causality

"You are your first client—and probably your toughest one."

That's how I'm opening today's graduate marketing class at Katz School of Science and Health

After interviewing 130+ business leaders about what separates early-career marketers who thrive from those who stall, one pattern keeps surfacing: the best ones found their voice before they tried to find their audience.

So today we're doing vocal warm-ups. We're standing to ask questions. We're treating discomfort as a skill to build, not a feeling to avoid.

Because the goal isn't to eliminate the fear of speaking up, it's to speak up anyway.

Wish me luck. I'm terribly outnumbered.

Katz School of Science and Health

Only one seat remains for the
Executive Roundtable: Movement Without Mandate.

Join Peter MD, FAEMS, MD, FAEMS, and me for a conversation on driving adoption across organizations you don't control.

We've opened the conversation to eight executives who own a version of this challenge.

Format: Zoom. Thought-provoking conversation. Chatham House Rules.

Date: Thursday, January 15th, from 9:00-10:00 AM EST.

DM me if you're interested in the event.

Emergency & EMS Physician | Founder & Chief Medical Officer, Handtevy | Prehospital Research | Speaker & Educator

To PE portfolio GTM teams burning cash on "growth":

Your CAC is bloated, and your LTV is fragile because you're funding funnels before you causally understand why anyone would enter one.

Find the struggle before you fund the funnel.

The struggling moment, when a buyer is fed up enough to actually do something, is where demand lives. Not in your ICP spreadsheet. Not in your lookalike audience. In the context of their frustration.

When you find it: → #CAC drops because you stop paying to convince the unconvinceable → #LTV rises because you deliver on the actual job they hired you for → Sales cycles compress because you're addressing real anxieties, not pitching features

Stop manufacturing noise. Start matching moments.

The math will follow.

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