Lloyd Van Vliet

Portrait Photo of Lloyd Vliet on Seafoam Background

I build and scale revenue engines for B2B companies

Without the usual breakdown between sales, marketing, and ultimately the buyer.

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Growth challenges are inherently systemic

When you're ready to grow or growth has stalled, the instinct is to do more: More content! More campaigns! More AI! More tools!

In my experience the solution is almost never to start with more. The underlying breakdown is generally a missing or broken marketing system, and doing more is, as Bon Jovi says, "living on a prayer."

I've developed a growth marketing maturity framework that makes growth sustainable instead of hopeful.

See the Approach in Action

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Perspective is what keeps the customer from feeling the gaps

Your customer doesn't know or care who owns the part of the journey they're in. They can't see the seams in your organization, they just feel them. Nobody follows up. The demo contradicts the website. The thing they were promised doesn't arrive. I've owned each function across the revenue cycle, so I know where those gaps open up and how to close them.

This is where the assumptions get made. Who the buyer is, what they care about, what everyone else is going to say. The stakeholders downstream don't always get to question those calls, and the customer is usually who finds out they were wrong. So I don't write the messaging alone and call it done. I build it with the people who have to use it, and change it when they tell me it stopped working.

It's a juggle between quantity and quality, and a lot of what drives it isn't marketing's call. Territory, quota, and comp all sit with sales. What marketing owns is the list and the language, and both matter more than working harder does. The problem is that what's landing on calls this week almost never gets back to marketing, so a pitch that stopped working keeps going out for months. So I build that loop on purpose.

Deals stall on objections and on people going quiet. Your champion has to make the case when you're not there, using whatever you gave them, and if it doesn't hold up they just stop replying. So I build for the conversation that happens without me. And before anyone hands a lead over, I make sure sales and marketing have actually agreed on what a good one looks like, because most of the friction between those two teams traces back to nobody ever settling that.

Trust takes a long time to build and no time to lose. The gap between what was sold and what showed up becomes a renewal conversation a year later, and the customer doesn't call that a handoff problem. They call it being misled. So I watch what happens after the sale, not just at renewal but in onboarding and time to value, because that's where you find out early whether the pipeline you built was worth building.

See what I've done

Bringing people together lifts everyone involved,
including you

Your buyers trust each other more than they trust you. That's not a knock on your marketing, it's just how people work.

So bring them together. Put an industry in one room and you get candid conversation about where things are headed, relationships that outlast any campaign, and a company everyone sees as worth gathering around.

I've done this inside industries and outside of work, and the rule is the same either way. Everyone involved has to get something out of it, or they don't come back.

Communities & Events

Growth engines need the right parts that fit together

I've implemented and managed stacks across analytics, CRM, marketing automation, ABM, and intent data. Most of these I've implemented myself, not just bought.

To play, press and hold the enter key. To stop, release the enter key.

Get in Touch

Maybe you know exactly what's broken. Maybe you just know the numbers aren't moving and you're tired of guessing which part to fix. Either one is a good conversation.

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