O-CMO - B2B Marketing Consultancy

I help tech service and product companies get noticed via marketing.

As a Fractional Head of Marketing, I craft marketing and go-to-market strategies, create clear positioning and value proposition, work out the perfect messaging that both reflects your company values and resonates with your ideal clients. 

The result? 
→ higher brand visibility
→ more engaged prospects
→ shorter sales cycles

I'm here to help you:
→ build a marketing function from scratch (if you've never invested in it or not sure where to start)
→ make sense of your existing marketing campaigns (optimize what works and eliminate what doesn't)
→ define the strategic layer for your marketing (positioning, value prop, ICP)
→ make your company stand out from the crowd
→ make your content marketing resonate with the right audience via the right channels

Sounds good? 

Message me today and pave the way for better marketing at your company.

Co-Founder & CMO 

Elogic Commerce

→ formulated and executed a content strategy, plans for content optimization, and calendar, aligning content efforts with company objectives.
→ established the company's editorial guide, ensuring a consistent brand voice across channels (website, socials, PR).
→ partnered with sales to create compelling marketing collaterals that resonated with the target audience.
→ led the content team by briefing writers on their tasks.
→ took an active role in the mentoring and coaching of writers, facilitating their professional development.
→ participated in interviews and onboarded new writers, ensuring a seamless integration into the content team.
→ maintained a high standard of written communication, overseeing content quality control.

Head of Content

→ authored 50+ unique blog articles and case studies on ecommerce that x2 the organic traffic to the website.
→ updated & edited 40+ old blog posts with keywords and quality info to improve their SEO rankings.
→ managed a team of 20+ freelancers, assigning them topics, briefing them on writing tasks, and editing their work for errors and plagiarism.
→ produced scripts for a company’s YouTube channel - LoveCommerce - to increase user engagement.

Copywriter & Editor

University of Valencia

→ as a part of the UV Web & Marketing Unit, translated 60+ articles ESP > EN for the website news blog.
→ enhanced a ESP/EN glossary with 10+ translations of institutional terms.
→ collaborated with cross-functional teams to balance linguistic precision with broader marketing goals, ensuring a cohesive global brand image.

Localization Specialist

UvoCorp

→ wrote 100+ original essays, theses, and longreads on the topics requested by the client
→ listed among top-10 content writers in the company

Content Writer

→ coached and mentored 50+ freelance writers on writing principles.
→ managed the workflow of a team of copywriters, edited their work. 
→ conducted performance reviews to achieve 100% error- and plagiarism-free results.
→ collaborated with fellow mentors and supervisors to improve writing services and boost the skills of copywriters.

Writing Mentor

Uvoteam

→ led Editors Quality Control, overseeing checks and evaluating progress during the probation period.
→ streamlined recruitment by reviewing samples, assessing candidates, and making decisions on editor positions.
→ managed communication and developed educational materials/policies in line with the company's tone of voice and style guides.

Editors Quality Control Specialist

Lviv Regional Library for Youth named after Roman Ivanychuk

→ organized educational events, workshops, and professional training sessions in cooperation with the U.S. Embassy in Ukraine
→ provided translation and interpretation services for staff and visitors during public events, meetings, and more.
→ coordinated speaking clubs and led the workshops on Fake News for Teens
→ initiated the "Face of Freedom" project, interviewing public activists from Ukraine and the US.

Project Manager / Window on America Space

Victory Translation Agency

English Translator

Fractional CMOs for Tech Companies | Head of Marketing at @ O-CMO | Digital Marketing & Communication Strategy

Fractional Head of Marketing with 7+ years of expertise in content production.

I've spend years writing business stories in all shapes and sizes -- from blog articles to PR campaigns. These stories have raised brand awareness, nurtured meaningful relationships, and ultimately made a positive impact on the bottom line.

Now, I'm on a mission to help businesses as a Fractional Marketing Specialist. I partner with businesses to craft visionary marketing strategies, delve deep into their Ideal Customer Profile (ICP), and uncover the unique positioning and value proposition. Even if it's hidden beneath layers of industry jargon or nondescript product offerings.

Every business has something special, and I'm here to find it and make it work for you. 

🙌 Want to chat? Send me a direct message on LinkedIn. I'm excited to connect with you!

Yuliia Shvetsova

6 practical lessons on scaling revenue from Aidan Corbett, CEO Wayflyer

1. Vitamins vs painkillers.
Find a problem that hurts. 
Pain defines urgency; urgency defines product-market fit.

2. Understand your company equation.
Every business runs on variables.
Understand how they interact 
— your pricing, data collection, churn tolerance — 
all tradeoffs you choose, consciously or not.

3. Tough decisions compound.
Your effectiveness equals the number of hard calls you’re willing to make early.
Avoiding them doesn’t buy you time.

4. High-agency people scale faster.
They combine disagreeability (challenge the system), agility (move without permission), and clarity (know what matters).

5. Take the money.
The bootstrapping myth glorifies control,
but without capital, you can’t hire the people who change the trajectory.

Sort of the indie film vs Avengers dilemma. 
Decide which one you’re shooting.

6. Generalists first.
At the early stage, curiosity beats expertise.
Generalists adapt, experiment, and now, with AI, move even faster.
Specialists make sense later when systems run the company.


📍Today's last day of Web Summit 2025, Lisbon.
 Let's catch up if we haven't had the chance yet.

Fractional Marketing for B2B Tech | Co-Founder & CMO @ O-CMO | GTM + Hypothesis testing

Should a CMO think like an economist?

A CMO is the most versatile seat in the C-suite.
And yes, advising on unit economics is part of the job description.

Why so?
Essentially, every leadership function approached monetization from their angle.

A CFO sees how pricing sustains profit and cash flow.
A CRO optimizes tiers to support revenue.
A CMO ensures the price aligns with value perception, target segment, and positioning.

When pricing drifts, it’s usually marketing that spots the cracks first.

A good CMO flags:

→ Unscalable unit economics 
e.g. promos eat margin

→ Misaligned pricing and positioning.
e.g you sell premium product at low price.

→ Marketing spend turns into debt
e.g you’re spending more on paid channels that you're earning.

→ Features promoted before revenue proves their value
e.g you capitalize on unvalidated hypotheses or go all in on experiments

→ Pricing built on gut feel
this one's self-explanatory


Pricing tells the market what kind of company you are.
And a CMO who can read those signals through both story and numbers is worth their seat.


📍Heading to Web Summit in Lisbon (Nov 10–13), staying after.
If you’re around, let’s talk how marketing logic meets market economics.

Web Summit 2025 was a blast.

A bit chaotic.
A bit short on coffee.
Still packed with insights.

Here are a few that stood out:

1) AI (obviously) dominated conversations.
But not the “wow, look at this tech” kind of hype.
Rather about monetization, revenue, and product logic.

→ If you’re not AI-native yet, you need to become one.

2) Go-to-market was the second big wave.
More data in the world than ever before.
And yet only a handful of companies actually use it to guide their GTM.
(I’ll be sharing more on this in the coming days.)

3) Marketing… got scattered.
Authenticity and branding went to the Marketing Summit.
The real GTM mechanics were moved to Growth, New Media, and Startup stages.

→ I don’t buy this separation.
Marketing was always the most versatile discipline.
Splitting it across tracks doesn’t change the reality.

4) Being weird, freaky, or cringe is now a competitive edge.
Even in B2B.

→ AI is pulling everyone toward the same tone, the same templates, the same thinking.
Originality is an asset again.


The most practical insight:
→ If you want crowds at your booth, bring coffee.
You’ll become a landmark instantly.


For me, investor talks and AI monetization hit harder this year.
So brace yourselves, more videos and breakdowns are coming next week.


Thank you to everyone I met 
-- old friends, current colleagues, new partners -- 
for the conversations, the debates, and the unexpected perspectives.

Inna Shevchenko Alina Golubieva Colin Miles Ivan Kolosinskyi🔛 Web Summit Victoria Kirillova Iurii Znak Valdis Sprogis Alice Taran 🇺🇦 Lena Kuzmenko Oleksii Andrusenko Yaroslav Lehenchuk - Fractional Marketing Services for B2B Julia Ventskovska Evgeniy Yanchenko  


📍I’m still in Lisbon.
 If we didn’t get a chance to catch up, let’s fix that.

Is the role of a CMO over?

That question came up last year at Web Summit during a panel with Gabie Boko, CMO at NetApp.

Marketers have historically been the last to hire, first to fire.
CMOs hold the shortest tenure in the whole C-suite.

And while I do agree CMOs deserve a seat at the table.
The rise of the Chief Revenue Officer (CRO) feels like the next chapter.

The CRO connects what used to be divided: marketing, sales, customer success.

That’s the real reason this shift matters. 
Not because the CMO loses relevance,
but because the customer journey can’t live in silos anymore.

Ask marketing what it means, they’ll describe TOFU–MOFU–BOFU.
Ask sales, it’s first touch to signed deal.
Ask account managers, it’s retention and renewals.
Each is right, but none see the full picture.

A strong CRO does.
They trace every leak in the funnel and realign resources to where revenue actually moves.

So no, the role of a CMO isn’t over.
But the role of marketing without full commercial context might be.


📍Looking forward to more insightful discussions this year.
If you’re in Lisbon, let's talk about how marketing and revenue shifts.

When did “marketing” become a synonym to "branding"?

It's only been the first day of Web Summit,
but this year, every marketing panel sounds like therapy:
authenticity, storytelling, human touch.

SEO, CRO, outreach (sorry, now it's called GTM engineering), 
-- all moved to the Growth track.


I'm always the first to raise my hand when someone talks about emotion in marketing,
But I don't quite understand why the technical side got divorced from marketing.

Brand is one expression of marketing.
And there should be space for strategy, research, experimentation, and growth logic.

Marketing doesn’t end where the logo starts.
It’s the layer that connects product, market, and revenue.

The feeling matters.
But the math matters, too.


📍Web Summit, Lisbon (Nov 10–13).
 If you’re here, let’s talk about the gap between story and scale.

Twenty cents can save $72k.

I advise an early-stage real estate startup.
A product built out of the founder’s own pain,
so the product-market fit is already there.

The founder has no marketing background.
Still built the strategic foundations by instinct.

Positioning.
Value propositions.
Ideal customer profiles.

Even pricing.
All intuitive.

Then an enterprise shows interest in a yearly license.
 A big one.

"Yay, that's a bulk order, I can give a discount,"
thinks the founder.

The numbers disagreed.

→ servicing one property unit cost him 80 cents
→ the value for the client was several times higher

To reach break-even he only needed a 20-cent lift.

We ran unit economics.
Analyzed competitors.
Aligned price with value.

Result: the annual enterprise deal could grow by $72k.

$72k! 
Saved thanks to 5-hour research!

Two takeaways:
 → Small gaps become expensive when multiplied across volume.
 → I'm all for gut feeling in business. But GTM decisions still need a sanity check.


Have you ever had a demon's in the detail moment, 
and if so, how did it play out for you?

“I have no idea what to write about.”

This phrase cannot exist in your company's vocabulary.

Because the work you already do feeds you more content than you can ever publish.

Here's a list of the most obvious sources:

1) Your sales calls.
Every hesitation, objection, and side comment → content.

2) Your customers.
Their current problems, past triggers, internal politics → content.

3) Industry patterns.
Gaps in the systems, shifts, exceptions, future outlooks → content. 

4) Conferences you attend.
I bet you walk out with at least some insights from panel discussions → content. 

5) Colleagues and peers.
You agree or disagree with something every day → content.


Of course, a content plan helps.
Knowing the problem you solve helps even more.

But you're sitting on so much knowledge,
it's a shame to call it the blank page.


Marketers, share your best and even unexpected sources that give you your best performing content ideas?

GTM is the hottest topic now.

Three reasons.

one → investors and finance want evidence of efficiency.
A GTM roadmap gives them exactly that because it anchors revenue in specific actions.

two → buyers are drowning in sameness.
Strong GTM becomes the edge: positioning, pricing, packaging sharpened until value meets willingness to pay.

three → you.
GTM is a living thing.
You get to experiment while staying loyal to one North Star.

That’s how ElevenLabs gained their competitive edge: 
multiple products, multiple use cases, quick iterations 
across ICPs and segments.
Too fast to replicate.
Competitors didn’t stand a chance.


Funny enough, just a few months ago I was saying strategies don't sell.

And look at the world now, pushing back those who count on growth hacks.


Is go to market becoming a priority for you in 2026 or are you putting your energy somewhere else?

You need runway to run marketing experiments.

I had a client once.
They wanted to build a hypothesis testing machine.

A month later, I discovered they only had one shot at it and were hoping to get SQLs from early tests in the market they knew nothing about.

Too many founders resort to tests in the state of agony.

While in reality it should be quite the contrary.


Here are the basics:

→ Experiments create new revenue.
This layer gives you early signals, not predictable outcomes. It belongs to the high-volatility zone of your marketing function.

→ Metrics here are about progress.
You don't measure SQLs or deals closed.
Number of tests shipped, learnings captured, speed of iteration, quality of conversations, friction points, time-to-insight.

→ Core channels should be in place before any of this begins.
Organic search, partners, branded demand, existing relationships, communities that already respond to your presence.

These channels carry the weight of the business while experiments explore future potential.

When a team has runway and a stable core, 
experiments turn a structured way to validate your product-market fit.

When a team has no runway, 
experiments turn into emotional survival moves.


---
👋Hi, I'm Yuliia.

I help B2B companies build a structured hypothesis testing framework for complex sales cycles.

Reach out if you need support with that.

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