No hourly billing
Hourly billing puts a deadline on success. I work until the project is done, not until the clock runs out. Every tier is a flat monthly fee, agreed before kickoff.
About
One strategist. $2.5 billion in exits. No committees.
A one-person fractional CMO practice in Carlsbad, California. Twenty-five years across startups, Google, and AT&T. Four exits. When you hire Misnomer, you get me.
Who you are hiring
Misnomer is me.
Not a junior account manager. Not a rotating team. Not a strategist who shows up for the kickoff and hands you to someone else in week three. The person who has seen what works, knows what breaks, and has the track record to prove both is the person in your standup on Monday.
Some of this work I did as a full-time CMO or VP. At Cricket Wireless I ran eCommerce and digital marketing through the AT&T acquisition. At Flock Freight I was VP of Marketing, reported to the CEO, owned marketing, PR, and the SDR team, and scaled that team from two people to fifteen. Some of it I have done fractionally, for founders at WARP, Blue Sky, AiFleet, and MGO Global. The problem was the same, the method was the same, and so were the numbers.
Track record
$425M+
Raised for companies I led marketing for
$2.5B+
Across four exits
$800M+
In new revenue generated
25
Yrs, startups, Google, AT&T
Background
Twenty-five years of receipts
I did not set out to become a fractional CMO. I set out to build companies that matter, and I got obsessed early with a question that turned out to be structural rather than a marketing one: why do some companies with strong products scale hard while others with the same potential stall?
I went looking for the answer inside the kind of marketing organizations most founders only read about. At Google, where the work was making category-defining products legible to mainstream buyers. At AT&T, where the work was building demand at the scale of a Fortune 50 and where Cricket Wireless went from regional prepaid carrier to an acquisition. And in a series of startups along the way, where the work was pretty much everything: positioning, hiring the team, finding the channels, running the launches, writing the deck that closed the next round.
I started Misnomer in 2017. Two years in, I took a full-time seat as VP of Marketing at Flock Freight and stayed for two years, because the problem there was worth solving from the inside. We named the pooled-freight category, built the language to claim it, grew the marketing team from two to fifteen, took MQLs up 619%, and Flock raised $375 million and crossed a billion in valuation. After Flock, I went back to the fractional model and have run it since.
That is the foundation of how I work now. More than $425 million raised for the companies I have led marketing for. More than $800 million in new revenue generated. Four exits totaling over $2.5 billion. One strategist running every engagement, end to end, built on twenty-five years of doing the work rather than describing it.
The brands that won were not always the brands with the best products. They were the ones whose stories arrived before their competitors did.
The stops, in order
Category-defining products made legible to mainstream buyers.
AT&T
Demand at Fortune 50 scale. Cricket Wireless from regional prepaid carrier to acquisition.
Flock Freight
VP of Marketing. Named pooled freight, team from two to fifteen, $375 million raised.
Misnomer
Founded 2017. The fractional practice, one strategist per engagement, ever since.
How I work
Five rules that do not move.
No rotating team
The same person sits in the discovery call, the strategy session, and the board prep. At Flock Freight I scaled a marketing team from two to fifteen. I know exactly what a rotating bench costs you, because I have hired against it.
No outsourcing without approval
For specialized work I bring in partners I would hire myself. Every introduction is made with you in the room. At WARP that meant design, tech, and social partners, all managed under one accountable owner.
No frameworks without tools
Deliverables are systems you keep running after I leave. WARP kept the customer journey tracking. Flock Freight still runs the category brief. AiFleet kept the four-persona map and the sales funnel built on it.
I tell you when I am full
I run two to three engagements at a time. When those seats are taken I say so and give you a date, or I refer you to someone I would hire myself. You will never be quietly under-served so that I can keep a fourth logo on the page.
What I am working on
Nobody knows
what you do.
The book on narrative debt, and the framework behind every engagement on this site. Twenty-seven chapters, five layers, twenty-five years of pattern recognition. The Power of Relationships was the prior work, on how careers and brands compound through earned trust.
September 22, 2026
Outside the work
Where the rest of it comes from
I live in Carlsbad, California with my family. I have coached youth baseball at the La Costa Youth Organization for more than seven years and serve on its board of directors. I am on the PTA board at my kids’ elementary school, and I volunteer every week at the Rancho Coastal Humane Society. I studied marketing and sports management at The George Washington University.
Baseball, school boards, and dogs have taught me more about organizational communication than most boardrooms have.