We help stagnant professionals fast track their careers for more impact, influence and income. DM me for a complementary strategy call.

Seeing 𝐬𝐜𝐢𝐞𝐧𝐜𝐞 𝐛𝐞𝐜𝐨𝐦𝐞 𝐫𝐞𝐚𝐥-𝐰𝐨𝐫𝐥𝐝 𝐬𝐨𝐥𝐮𝐭𝐢𝐨𝐧𝐬 drives me, and I thrive on leading teams to make it happen—for patients who need it most.

𝐏𝐡𝐃-𝐭𝐫𝐚𝐢𝐧𝐞𝐝 𝐰𝐢𝐭𝐡 20+ 𝐲𝐞𝐚𝐫𝐬 𝐢𝐧 𝐜𝐨𝐫𝐩𝐨𝐫𝐚𝐭𝐞 𝐡𝐞𝐚𝐥𝐭𝐡𝐜𝐚𝐫𝐞, I accelerated my career quickly, building and leading international teams within just 2.5 years of starting in the corporate world. I’ve managed complex clinical and commercial projects, 𝐥𝐞𝐝 𝐜𝐫𝐨𝐬𝐬-𝐟𝐮𝐧𝐜𝐭𝐢𝐨𝐧𝐚𝐥 𝐢𝐧𝐭𝐞𝐫𝐧𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐭𝐞𝐚𝐦𝐬, 𝐬𝐡𝐚𝐩𝐞𝐝 𝐬𝐭𝐫𝐚𝐭𝐞𝐠𝐲 𝐚𝐭 𝐭𝐡𝐞 𝐞𝐯𝐞𝐫𝐲 𝐥𝐞𝐯𝐞𝐥, and ultimately served on the Board of Directors of a global organisation.

I thrive at the 𝐢𝐧𝐭𝐞𝐫𝐬𝐞𝐜𝐭𝐢𝐨𝐧 𝐨𝐟 𝐬𝐜𝐢𝐞𝐧𝐜𝐞, 𝐥𝐞𝐚𝐝𝐞𝐫𝐬𝐡𝐢𝐩, 𝐚𝐧𝐝 𝐢𝐧𝐧𝐨𝐯𝐚𝐭𝐢𝐨𝐧—aligning people, simplifying complexity, and driving teams to 𝐝𝐞𝐥𝐢𝐯𝐞𝐫 𝐦𝐞𝐚𝐧𝐢𝐧𝐠𝐟𝐮𝐥 𝐫𝐞𝐬𝐮𝐥𝐭𝐬 that improve patient outcomes.

Ei-Ling Tan, Ph.D.

Archita Fritz

Fractional Product Marketing Leader | I help operationalize product roadmaps for commercial success | Strategic Board Advisor | Workplace Culture

I help private equity–backed CEOs and value creation teams turn fragmented go-to-market efforts into a system that drives top-line growth, margin expansion, and commercial readiness for exit.

Most of the companies I support are post-acquisition, sitting around $15M–$50M in ARR, and moving fast toward their growth targets. But behind the scenes? The GTM motion is often still being driven by legacy sales instincts, founder-era marketing, and a whole lot of duct tape.

The symptoms are familiar:
⟶ Sales blaming marketing.
⟶ Marketing running plays that don’t align to revenue.
⟶ No clear ICP, no pricing discipline, and no real GTM narrative investors can buy into.

That’s where I come in.

With 20+ years across global MedTech, SaaS, and industrial technology—leading product launches in 80+ markets—I now partner with portcos as a short-term operator to unblock growth and build real commercial infrastructure.

Here’s how I support the PE lifecycle:

In the first 100 days
→ Run a GTM audit, identify gaps, and prioritize high-ROI quick wins.
→ Bring visibility to what’s actually driving pipeline, not just vanity metrics.

During the build phase
→ Align sales, marketing, and product around one repeatable commercial motion.
→ Fix positioning, pricing, segmentation, and campaign logic.
→ Install weekly operating cadence, dashboards, and conversion discipline.

As you scale
→ Shift from hero selling to system selling.
→ Equip reps with enablement that sticks, and codify what works.
→ Build segment-level GTM plays that actually reduce CAC over time.

Ahead of exit
→ Translate the growth story into buyer-ready clarity.
→ Highlight pipeline velocity, retention drivers, and future upside.
→ Package GTM IP as repeatable, not founder-dependent.

I’ve done this across portcos of AKKR, EQT, Cinven, and Nordic Capital, and across sectors from life sciences to enterprise SaaS.

Outside of portcos, I sit on four boards, keynote international stages, and host the Embracing Only podcast on leadership, identity, and transformation.

If you want marketing to “look busy,” hire an agency. If you want a GTM system that builds enterprise value, call me.

👉🏽 Learn more here: https://calendly.com/archita-e-fm/1-1-work-with-archita-intro-call

What my clients say:

“Archita turned GTM chaos into clarity! And she did it fast!”
— David Hall Rode, CEO, Blue Mountain (AKKR Portco)

“She built our product marketing function and aligned commercial with product.”
— Patrick Hughes, CRO, CluePoints (EQT Portco)

Chief Marketing Officer

We rise by lifting others! Driven by a commitment to build psychologically safe workplaces where people can unapologetically be themselves Archita is resolutely focused to work with partners who want to look beyond metrics to help shape cultures of belonging and cancel out the silent acceptance of bullying and harassment in the workplace.

Archita is the strategy and marketing lead on campaigns, partnerships, products and promotion. If you want to partner with Speak Out on organisational campaigns or partnerships please connect with her.

I completed my first HYROX last Sunday. #HyroxNice2026

It was the hardest physical thing I have ever done.

I’m a runner. For years my “hard thing” looked like 5Ks, 10Ks, half marathons. Then HYROX started circling in my gym and I felt this pull: 

I want to do something my body can’t already do. 


And phew…HYROX was different. 

Heavy sleds. 
Wall balls. 
Burpees. 
Lunges. 

Movements my body had never really been trained to handle for extended periods of time  and under fatigue. 

I started training in November last year. 

I worked with a coach in the gym. I trained through the holidays, through travel. I started with an ambitious target because it sounded like the kind of goal you’re supposed to say out loud. 

Then training did what it always does: it removed fantasy. Halfway through, I could see what and where I was actually ready for, so I set two numbers, a stretch and a realistic goal, and I trained to those.

Race day was messy and brutal and exactly as advertised. 

I executed the plan I trained. 
I finished. 
I felt proud.

Then I saw my ranking. 
Bottom 2%.

The next day, my husband picked me up at the airport in Düsseldorf. He said, “I’m so proud of you. You came in 1001.”

I tried to laugh it off. 
“So there were like five people after me?”

He said, “Yes. Exactly five.”

And suddenly I wasn’t thinking about sled pushes or wall balls. I was thinking: 

👉🏽 did I aim too low? 

What does it say about me that my “hard thing” landed in the bottom 2% of that room?

What I have been thinking about since is not the time. (Ok I am lying, I do think about it!)

𝑰𝒕 𝒊𝒔 𝒉𝒐𝒘 𝒉𝒂𝒓𝒅 𝒊𝒕 𝒊𝒔, 𝒂𝒔 𝒂𝒏 𝒂𝒅𝒖𝒍𝒕, 𝒕𝒐 𝒃𝒆 𝒏𝒆𝒘 𝒂𝒕 𝒔𝒐𝒎𝒆𝒕𝒉𝒊𝒏𝒈 𝒊𝒏 𝒑𝒖𝒃𝒍𝒊𝒄. 

Most of us build lives that reward competence. We choose rooms where we know the rules. We stay in lanes where our strengths show up quickly. 

When you walk into a room where you are genuinely a beginner, you cannot hide behind polish. You have to be willing to look slow, to look awkward, to be nowhere near the best, and to keep going anyway.

So some questions I am noodling and hope it helps you too: 

👉🏽 Where else do we set goals that feel brave in our head, but quietly keep us safe? 

👉🏽 Where else do we judge our effort based on how it looks, not what it took? 

👉🏽 And why are we so quick to turn a number into a story about our worth?

If you are in the early stages of something right now and it feels uncomfortable because you are not great at it yet, I hope you do not read that as a sign you do not belong. 

𝑰𝒕 𝒎𝒂𝒚 𝒃𝒆 𝒂 𝒔𝒊𝒈𝒏 𝒚𝒐𝒖 𝒇𝒊𝒏𝒂𝒍𝒍𝒚 𝒑𝒊𝒄𝒌𝒆𝒅 𝒔𝒐𝒎𝒆𝒕𝒉𝒊𝒏𝒈 𝒘𝒐𝒓𝒕𝒉 𝒈𝒓𝒐𝒘𝒊𝒏𝒈 𝒊𝒏𝒕𝒐.

PS: All my glamour shots below of doing my insanely “hard thing” last Sunday! Anyone else caught the HYROX bug? On to training for my next one. Only up from here!

Archita Fritz 

Partner to Private Equity CEOs | GTM & Value Creation | Board Member | 2 x Top 100 Product Marketing Leader

My first HYROX in NICE 
Women’s Single Open

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If you’re 30, you think board seats are “later.”
If you’re 50, you wonder if you should have started sooner.

Both thoughts quietly keep good people out of the room.

I started my board journey in my 30s, not because I thought I was ready, but because I didn’t want my first serious governance role to be the moment I was also expected to already understand founder dynamics, power, restraint, and oversight.

Over the past two years, I’ve served on six boards and stepped off two. I’ve moved from advisory seats into non-executive and supervisory roles. I became chair within six months of joining an advisory board. I’ve also been involved in interviewing and appointing board members, including my own replacement as chair.

What changed for me wasn’t ambition. 
It was clarity.

Board work looks polished from the outside. 

Inside, it is about boundaries, fit, and judgment. You will join a company that aligns on paper and later realise the dynamic isn’t right. You will see management teams who genuinely want challenge but revert to familiarity under pressure. 

You will feel the pull to “just help” operationally when the real job is to hold the governance line.

You also see how much influence boards actually have when they choose to use it. In one paid board search I participated in, nearly 90% of the candidates interviewed had intersectional identities. That didn’t happen by accident; it happened because the search was deliberately widened beyond the usual networks.

Starting early gave me room to learn through experience rather than theory. It also forced me to get honest about which seasons of companies I want to support and where I add the most value.

I wrote a longer reflection here.

If you’re in your 30s and think board work is “later,” or in your 50s and wondering whether you missed the window, I hope this gives you a different lens.

And if you are in this season, I would love to know, 

What capability are you intentionally building now that most people postpone?

If you’re building a board career, or already sitting in the seat, what’s the hardest lesson you’ve learned that no one warned you about?

Why did I start pursuing board roles earlier than most people do? Two years ago, I saw the statistic about the average age of a board director being a

Open article: How to Start a Board Career Early: Lessons from Moving from Advisory Roles to Paid Non-Executive and Supervisory Boards by Archita Fritz • 11 min read

How to Start a Board Career Early: Lessons from Moving from Advisory Roles to Paid Non-Executive and Supervisory Boards

“The higher you go, the more people manage your emotions. You don’t get the truth, you get the version that won’t create drama.”

That’s an anonymized response from a mid-market Private Equity field report we’re building (with TheOperators.pe, powered by Remesh).

And even though this research is focused on PE-backed companies, the dynamic isn’t “a PE thing.” 

It’s a human thing.

If you’re reading that quote and thinking, “Yep… I’ve been in that room,” here are a few lines you can actually use the next time things start getting watered down:

“Can I say the messy version?”
“What would we say if we weren’t trying to keep this calm?”
“What’s the part of this we’re hoping nobody asks about?”
“If this were my money, what would I want to know that isn’t on the slide?”
“Before we move on, what’s the real risk here?”

None of that is dramatic. 
It gets the real issue on the table before it blows up.

If you’re operating inside a PE-backed company (or you’ve done it recently), I’d love your perspective for the field report. It’s anonymous, takes a few minutes, and we’ll share the patterns back with the community when it’s published.

Please DM me and I will share the link to participate in the Field Research Report. 

P.S. If you’ve lived this Slack moment, you know why we’re doing this report. It is what "on track" looks like underneath. :)

Leadership and how truth get's redacted the higher up you go

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The Battle

Ei-Ling Tan, Ph.D.

Archita Fritz

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The Battle

Ei-Ling Tan, Ph.D.

Archita Fritz

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