Logan Mallory

Force for Good | VP of Marketing | Keynote Speaker | 40 Under 40 | Adjunct Professor | MBA | CMO Next

This is where I tell you all the things I've done that make me a great marketing leader. All the reasons you should want me to be your CMO, the Chief Marketing Officer on your executive team. 

It's where I'm supposed to tell you about why I'm a Go-To-Market expert within B2B SaaS and how I've improved LTV/CAC by 127% (1.5 to 3.4) while driving 15% YoY subscriber growth. You're reading my "about" section, so you'll expect me to mention that I scaled marketing-sourced pipeline by 78% YoY and managed a $14M+ digital marketing budget. Or how I led a comprehensive rebrand strategy. Or created and captured enough demand to grow a team of sales reps from 10 over 100 reps in less than 30 months. 

Aren't those some pretty impressive stats? I'm proud to say they're also real and accurate - which is even more important than impressive.

Sheesh...I haven't even talked about the extra responsibilities my employers have asked me to take on: I've been a thought leader, speaking to audiences of 20-3,000+, a site leader for a 400-person facility, an executive culture interviewer for director+ candidates, key participant in M&A due diligence during a $340M acquisition. 

Maybe I should mention that I've been an adjunct professor at BYU's Marriott School of Business with a 4.9/5 rating and taught hundreds of students about marketing and business strategy. That I was a Board Member for the Silicon Slopes Marketing chapter. A 40 Under 40 honoree and cited as a "Top Marketer in the State of Utah."

Those are great additions to my resume I suppose. Sure - all of that's probably pretty compelling. It's almost certainly enough for a first round interview for the CMO role you're trying to fill.

But what can I bring to your company that you'll be hard pressed to find in someone else? Why Logan Mallory?

I create tangible and positive energy. Want engaged and happy team members? I find them, attract them, and know how to get them to work together in wonderful ways. We create internal partnerships and drive massive growth.

Can I share one final insight I think is really important? It's a bit weird.

When I leave an organization, I hope they feel the impact of my absence. Here's what I mean: While I'm part of the company, I'm engaging, empowering, and results-driven. If that impact isn't missed when I'm gone, then I haven't been successful as a leader.

I haven't failed in making that impact yet and I won't miss it going forward.

Vice President Marketing

Please excuse a little arrogance...but as long as you're on my LinkedIn profile, mind if I brag about what's going well in my role at Motivosity? I run marketing and we are winning left and right. And if it were a thing we'd be winning front and back too. I think we're winning for three reasons. 

First, we've found a really wonderful intersection between our product and what the market is looking for. Our GTM strategy is sound and the "job to be done" is very clear. That's led us to powerful messaging. Second, the marketing team at Motivosity is exceptional. They are kind, capable, and willing. We've found talent that wants to contribute and collaborate, which makes all the difference. And third, we don't focus on normal marketing metrics. Sure, we care about SEO, email marketing, and content, but we try to align deep in the funnel...the closer we align with sales, the better. And the best place to align with sales is on revenue so that's where we focus. 

What has that led to? It's led marketing to having a powerful organizational impact. The marketing portion of our strategy has led to 319% growth. We've experienced the 1st, 2nd, and 3rd best revenue quarters in company history. We've reduced the sales cycle significantly with new messaging based on market research. We've created powerful case studies that feel so much better than normal case studies. We've improved the SDR set rate by optimizing sequences and processes. We've driven our onsite conversion rate through the roof with a more impactful CTA and by doing everything we can to reduce friction in the user experience. We're successfully launching products, executing GTMs on product releases and our new UX/UI. 

We, as a team, keep winning and it feels really good.

Vice President of Marketing and Revenue | Force for Good on LinkedIn

I got fired. 

I asked a question at lunch with the two owners that implied I thought they were making sketchy decisions. 

I was young. Super ignorant and sincerely trying to understand. But it didn’t come off that way. 

It was very much a miscommunication on both sides. Emotions were high. At the end of the day they handed me a box for my belongings. 

I was devestated and hurt. (They probably were too). These were my friends and mentors…I had spent years with them helping build. 

But I didn’t get angry. I didn’t blame. I didn’t flare up. 

In fact, I sent a sorry and thank you note the next day. 

A week later one of them called and invited me to lunch. We went. Had a nice conversation. At the end he asked “If there’s a path to come back, would you be interested in that?”

No question - I was 100% back in. 

We worked things out. Came back together and were successful. Two decades later and I still consider them friends and mentors that helped build my career. 

That kind of result is impossible if you burn bridges.

Get angry and make it personal? Say things you don’t mean? Let the moment get the best of you?

You’ll burn a bridge and limit your options. Limit your relationships. 

Now a days we’re all about being right, cutting people out of our lives, having boundaries so we don’t ever have to feel bad. 

But maybe there’s a softer way.

Here’s my vote: do everything you can to leave your bridges intact.

This is my nephew Owen. We miss him. 

He was diagnosed with cancer when he was three years old. He and his family faught for another four years. 

During that time so many people, companies and organizations did amazing things to support. I even stayed with them at the Ronald McDonald House  during some of Owens treatment.  

One organization that served Owen and his family was Aurora Day Camp . 

Aurora Day Camp gives kids with cancer (and their siblings) a chance to just be kids again through free camps, programs, and activities all year long.

They brought my family (Adrian K. Klemme, Ph.D. And Kate Mallory Klemme)  some joy and happiness in, quite literally, the darkest times.

My niece is helping fundraise so Aurora can continue to love and support kids like Owen. 

If you’re feeling generous, have a little to spare or have been impacted by cancer - this is a powerful place to donate. 

❤️

https://lnkd.in/eyYvZrgy

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Be proud of your story. 

You’ve probably screwed up a few times. Been let go or impacted by a reorg. Had some conflicts you’re not proud of. 

You’ve probably also slayed it. Delivered some amazing results. Launched something impactful. Made a coworkers life better. 

If you’ve learned from the lows in your career then they are part of what has led to your successes. 

Embrace it instead of beating yourself up. “Better” is a great goal and outcome.

International Women's Day yesterday! Lucky to have worked with AMAZING women throughout my life and career. Let me tell you about a few of them! 

Have you met my wife Emily Mallory? She can do all the things. Mom, wife, leader, CPA, teammate. The absolute gold standard of what International Women's Day should be all about. ❤️ 

Kate Mallory Klemme my sister. Has always been 5 years ahead of me and spoiled me with all the tips and tricks she learned along the way. She has taken care of me countless times personally and professionally. 

Dena Kennedy in my very first sales role. Gave me a shot. Taught me how to partner across teams. One of my earliest mentors. 

Gail Halladay makes everyone around her better. Taught me about integrated campaigns. Kind and warm. 

Alison Durant brought me under her wing after an acquisition. Taught me how to lead more assertively. Helped me finally understand that I deserved to be in the room...probably doesn't know it, but convinced me that I wasn't an imposter. So grateful. 

Lauren McCollem taught me big org marketing. Gave me room to run while still helping me navigate something that was a bit beyond me. Confident in all the right ways. 

Erica Newell helped me learn to turn opportunities into bigger opportunities. A great exec team partner. Plus, her cats can do tricks. 

Kim Albers made everyone around her shine. Worked all the magic behind the scenes to make the person in the spot light look better than they were. I benefited from that selfless generosity and approach countless times. Added value from day 1 and never stopped. 

Kate McGaughey, Audrey Johnson Narmeen Fazwani, MSc Yukari Torasaki - awesome marketers that make working at Plooto more fun! (Don't steal them from our team or I will fight you!)

Manvi Sharma Manpreet K. Monika Pattanaik🌻 Montana Foley Sam Higgins working hard and leading the way at Plooto's sales org! 

My current exec team counterparts who are working and partnering like crazy to build something awesome: Tara Janke, Ivy Luu, CTP Karen Wong Chelsea Bailey Esther Krabbe Silveira, MBA

Aren't I lucky? Awesome humans that have taught me, partnered with me and helped me be better...on the job and off the job. Filled with gratitude for these, and countless other awesome women (many of which just don't happen to be on LinkedIn.) 

Worth taking a moment to shout out the women that have made your life better!

Tire blew on the freeway. Middle of the workday. 

Busy Atlanta freeway. 

Missed some meetings. Had to take part of my day to run the truck to Costco. 

No one was mad. I didn’t have to punch in or punch out. Just solved my personal problem and then got back to work when I could. 

That’s a gift lots of people don’t have. That blown tire would’ve caused a ton of downstream problems for some…missed shifts, an angry boss, late rent, etc. 

So, blown tire and all - I’m nothing but grateful. 

Something tells me you have something to be grateful for today too. 

Find it and let me know in the comments. Id love to hear!

The most important day of my career?

The day I said yes to a project I didn’t know how to do.

I was in sales. Someone asked me to take on a digital marketing project that I was super unfamiliar with. 

I researched. Figured things out.

Suddenly I knew the concepts and the language. I realized how interested I was in marketing. I found a job opening based on work I had just done. 

Applied and got the gig. 

My entire career changed because of that project. My salary. My titles. My experiences. 

All better because I said yes to something. 

Say yes and go figure it out.

There’s value in being steady. Consistent. Reliable. 

Sure, a spark of brilliance is fun and can have an impact. 

But the person you know you can rely on is more valuable than the person that shows up every so often with a new shiny object. 

Quota around 90% month in and month out? Better than peaks and valleys. 

Customer support that responds quickly and solves problems every day? More valuable than the occasional “above and beyond” save.


Data reliable, clear and consumable? More important than a flashy new dashboard every so often. 

Countless examples regardless of your role or department. 

Show up every day and be reliable in the job you’re supposed to do. Of course bring new ideas, find ways to shine. But don’t get tricked:

Reliable is better than flashy.

New life strategy: just stalk Mitch Whiting and do whatever he does.

It's Monday. 

Solid chance that this week will look a lot like last week. 

You'll have similar meetings. 
Same responsibilities. 
Same reports. 

Most weeks follow a familiar pattern. And when the routine stays the same, the results usually do too. 

If you want something different in your career (your health or your life!) something in your routine has to change. 

A new habit, a new conversation or taking a new risk. 

No need to blow up your entire life and change everything at once. But make a small change and it's likely you'll find some new results. 

What's one thing you could do differently this week?

Jonathon Blair

DTC Brand Fractional CFO | Follower of Jesus | Husband | Father of 3 | Fractional CFO | Leadership, Strategy & Productivity Nerd

www.FreeToGrowCFO.com

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🧔‍♂️ WHO IS FREE TO GROW CFO 
Outsourced CFO and Bookkeeping services for profit-focused DTC brands.   

Scaling a DTC brand is stressful. 

With messy books and no CFO on your team you run the risk of…  
-Hiring too quickly  
-Buying too much inventory 
-Scaling ad spend unprofitably 
-Running out of cash  

And that leads to stressful, sleepless nights. We don’t want that for you.  

Free to Grow CFO has given hundreds of DTC brands a plan for scaling alongside healthy profit and cash flow. Our plan will work for you too.

Fast, Insightful Reporting.  Proactive Strategic Advice.  From DTC Finance Experts.  
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All delivered through our proven, ready-to-implement “Free to Grow CFO Process”.

📈 WANT TO INCREASE PROFIT AND CASH FLOW AS YOU SCALE?
Book a Call Now → https://freetogrowcfo.com/book-a-call

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Founder | Fractional CFO

www.freetogrowcfo.com

Fractional CFOs for High Growth Direct-to-Consumer Brands

Outsourced, part-time CFO services for high growth D2C brands, designed to help you scale your business with confidence.

You don't have to suffer through another sleepless night worrying about making difficult business decisions alone.  Hire a Free to Grow CFO and get the financial insights you need to make fast, effective business decisions with confidence.

Get access to the CFO you need to scale your business without the full-time salary:
-Strategic Planning
-Forecasting & Projections
-Cash Strategy & Fundraising
-Financial Statement Analysis

Jon Blair

I'm hearing lots of people say that DTC brands "must go omni-channel." I gotta be honest, I think this is BS and I don't agree.

Now to be clear, if you have goals to get to $50m+ in annual sales, then yes you probably need to go omni-channel because physical retail will be required to hit those numbers.

But there are plenty of 8-figure <$50m niche DTC brands that crush it.

And there's nothing wrong with staying DTC-only and limiting your TAM.

You can still build a great business that way.

But just be honest with yourself about the fact that if you want to grow to $50m+ you're likely going to need additional channels beyond DTC.

Most Fractional CFOs say a DTC brand should have a 13-week cash forecast. I think this is BS, here's why...

Ok - so every time I post about this, people freak out and don't hear the point I'm making.

So please read carefully.

Do some brands need a 13-week cash forecast?

Sure.

Does every brand need a 13-week cash forecast? 

Not at all. 

Start by asking two key questions:

1️⃣ Do I actually need weekly visibility into cash flows, or is monthly enough?

You'd be surprised how often monthly visibility is enough for the decisions you currently need to make.

2️⃣ What time horizon is appropriate for the decisions at hand?

If your business decisions don’t require weekly insights over a 13-week period, building that kind of forecast is just a waste of time. 

For example - if you just need the weekly visibility to approved weekly AP payments, I often find that 2-6 weeks of visibility is plenty.

What's the point I'm making with all this?

𝗕𝘂𝗶𝗹𝗱 𝗳𝗼𝗿𝗲𝗰𝗮𝘀𝘁𝘀 𝘀𝗽𝗲𝗰𝗶𝗳𝗶𝗰𝗮𝗹𝗹𝘆 𝘁𝗼 𝘀𝘂𝗽𝗽𝗼𝗿𝘁 𝗺𝗮𝗸𝗶𝗻𝗴 𝘁𝗵𝗲 𝗱𝗲𝗰𝗶𝘀𝗶𝗼𝗻𝘀 𝗮𝘁 𝗵𝗮𝗻𝗱 - 𝗻𝗼 𝗺𝗼𝗿𝗲, 𝗻𝗼 𝗹𝗲𝘀𝘀.

𝗔𝗻𝘆𝘁𝗵𝗶𝗻𝗴 𝗺𝗼𝗿𝗲 𝗶𝘀 𝘄𝗮𝘀𝘁𝗲𝗱 𝘁𝗶𝗺𝗲.

And let's be real - time is not something you can afford to waste right now.

--

Hi, I'm Jon Blair founder of the DTC Finance and Accounting firm Free to Grow CFO.

Want more tips on growing a profit-focused DTC brand? 

Give me a follow.

Want to learn more about how Free to Grow's Accountants and CFO's can help you increase profit and cash flow as you scale?

Shoot me a DM.

Until next time, scale on!

In the past year I've audited 100+ DTC brands' financials and Shopify data and I'm shocked by my findings...

Brand founders by and large don't understand that there is much more to ad spend profitability than simply tracking the impact on company-level contribution margin.

What are they missing?

You MUST bifurcate contribution margin into new customer and returning customer segments.

Why?

To understand how profitable your new customer orders need to be.

Why does this matter?

Because the answer to - "what CAC can I afford?" is determined by answering "how high does my first-order profitability need to be?"

And this can only be answered by understanding whether or not returning customers drive enough margin dollars to SUBSIDIZE a lower first-order profit.

Without this "returning customer subsidy," you must rely solely on first-order profitability as the driver of company-level profit.

Do you wish you had a better understanding of these dynamics for your brand?

Consider hiring an expert DTC Fractional CFO to help.

--

Hi, I'm Jon Blair founder of the DTC Finance and Accounting firm Free to Grow CFO .

Want more tips on scaling a profit-focused DTC brand? 

Give me a follow.

Want to learn more about how Free to Grow's Accountants and CFO's can help you increase profit and cash flow as you scale?

Shoot me a DM.

Until next time, scale on!

If your DTC brand doesn’t have meaningful 3–6 month LTV (in 𝘮𝘢𝘳𝘨𝘪𝘯 𝘥𝘰𝘭𝘭𝘢𝘳𝘴) you need to be first-order profitable.  Guaranteed.

Losing money on acquiring a new customer basically means you’re “loaning” your business cash—hoping to get it back through repeat purchases (ie, LTV).

But there are financial dangers you need to watch out for if your CAC payback is too slow:

• If customers don’t buy again fast enough, you run out of money before the payback ever happens.
• The slower the payback, the slower you can reinvest into new customer acquisition.
• Scale stalls because you can’t afford to keep spending on ads.

Think of it like this: 

You can loan a friend $100 for 2–3 years.

But if you’re also loaning $100 to more friends every week, you’ll eventually run out of cash because you are loaning out money faster than you are collecting it back.

Now flip this: 

If your friends pays you back in 7 days, you can immediately redeploy that same $100 into the next week's loan. 

Cash keeps circulating—and if your are charging interest, growth can compound.

Ad spend works the same way. 

If your payback cycle is slower than your rate of new customer acquisition, you become unprofitable and cash runs out. 

If it’s faster, you can reinvest and scale with positive profits and cash flow.

The morale of the story?

The faster your repeat purchase pays back new customer losses, the faster you can grow. 

If that payback isn’t happening in 3–6 months, first-order profitability isn’t optional—it's required.

The fastest way to manage CAC payback cycles is by working with an expert DTC CFO who speaks ad spend. 

That’s exactly what we do at Free to Grow CFO 

In DTC, growth lives and dies by paid media. 

That’s why our CFOs are experts in ad spend profitability—channel by channel, cohort by cohort. 

We go beyond surface metrics to help you scale what works, cut what doesn’t, and hold your agency accountable. 

Got anything to add?

Jacob P. Liam Veregin Bernardo Caixeta Dylan Byers Thomas Gleeson 🦸 Karl O'Brien 🦸 Jeff Lowenstein

"Real estate isn’t dead. You’re just underwriting it wrong."

That’s one of the biggest takeaways from my upcoming Free to Grow CFO Podcast episode.
 
I sat down with Ryan Kelly  — investor, broker, and mortgage lender — to talk about what’s actually happening in today’s market and how brand founders should be thinking about deploying profits outside their business.
 
We get into the operator mechanics of real estate investing:
 
• Why “nothing pencils” usually means you’re looking in the wrong market  
• The underwriting mistakes new investors make  
• Why you need an investor-focused agent, not your personal home agent  
• How to structure deals so they work on today’s numbers, not future hope  
• The difference between active income strategies and true passive plays
 
Scaling your brand is step one.
 
Turning profit into distributable cash is step two.
 
Deploying that cash into appreciating assets is step three.
 
If you’re a founder generating real cash flow and wondering how to turn it into long-term wealth, this episode will give you a clear starting point.
 
🎙 Drops next week.  

🔔 Like and subscribe to the Free to Grow CFO Podcast to be the first to know when the episode drops: 
📺 YouTube: https://lnkd.in/eFz-S425 
🎙️ Apple Podcasts: https://lnkd.in/eKsJzCfK 
🎙️ Spotify: https://lnkd.in/e85eV5p3

Debt capital has never been more accessible to DTC brands.
 
In today’s ecom world, it’s everywhere.
 
Shopify Capital.  
Revenue-based financing.  
Credit cards with big limits.
 
It takes minutes to apply.  

The cash hits fast.
 
It’s at your fingertips.  

It’s alluring.
 
But here’s the uncomfortable truth:
 
Just because you can use debt doesn’t mean you should.
 
Not all growth should be financed.  

Not all risk should be levered.
 
Access to someone else’s cash changes how you think.
 
It subtly nudges you to go bigger.
 
“Let’s push spend harder.”  
“Let’s double the PO.”  
“Let’s hire ahead of revenue.”
 
Not because the data supports it.
 
But because the money is there.
 
Here’s a simple discipline I recommend to founders:
 
1️⃣ Remove debt from the equation entirely.  
2️⃣ Ask: What decision would I make based only on the data and my real risk tolerance?  
3️⃣ Then bring debt back in and ask: Do I want leverage to support that same decision?
 
Where brands get into trouble isn’t just using debt.
 
It’s using debt to justify a decision they wouldn’t have made without it.
 
Debt is an amplifier.
 
If your unit economics are strong and your cash flow is disciplined, it can accelerate growth.
 
If your economics are fragile or emotional, it will expose that fast.
 
Leverage doesn’t fix business models.
 
It magnifies them.

🎙️ We dive into this topic and more on the latest episode of The Ecom Scaling Show.

Give it a listen if you’re considering taking on debt this year ---> https://lnkd.in/dRFTShjs

Most DTC brands don’t run into trouble because their forecast was “too aggressive.”

They run into trouble because they built their entire business around the assumption that the forecast had to come true.

Here’s what that usually looks like:
→ You predict $10M in Q4
 → You place POs to support it
 → You take on debt to finance it
 → You hire to operate at that scale

Now you’re boxed into one outcome.

Hit the number? You are a success. 

Miss it? You’re managing a cash crisis.

That’s not strategy. That’s a binary bet.

Smart operators don’t plan around prediction.

They plan around cause and effect.

They ask:
-If CAC rises 20%, what happens to cash?
-If revenue lands 30% below forecast, are we still solvent?
-What revenue actually supports this inventory decision?

That shift changes everything.

In my latest newsletter article, I break down why scenario-based planning is the difference between scaling profitably and getting crushed by growth — and how to build financial optionality instead of financial fragility.

If you’re heading into your next growth stage, this is worth the read.

👇 Full article below.

View newsletter: The Free to Grow Newsletter

The biggest failure I see in DTC business planning isn’t a lack of ambition. It’s the assumption that your plan will go exactly as expected. In realit

Open article: Stop Treating Your Plan Like a Prediction  by Jon Blair • 4 min read

Stop Treating Your Plan Like a Prediction

Profit from your brand doesn’t make you wealthy. What you invest it into does.
 
That’s a core theme from the latest Free to Grow CFO Podcast episode.
 
I sat down with real estate investor and broker Ryan Kelly to talk about how founders should think about deploying the cash flow their brand generates.
 
Not from a hype perspective.
 
From an operator perspective.
 
We get into:
 
• Why running a rental property is a business  
• The biggest traps new real estate investors fall into  
• Why deals need to work on today’s numbers  
• Why the agent you work with matters more than most investors realize
 
If you’re building a profitable brand, the question eventually becomes:
 
What are you doing with the cash your brand produces?

If you're a founder thinking about getting into real estate investing, this episode is a great starting point.
 
🎧 Episode is live.  

Listen here → https://lnkd.in/eNKf_EvR

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