Matteo Trovato seated in a professional office

ABOUT

I’ve spent my career close to both marketing decisions and the work those decisions create.

My background spans sales, ecommerce, specialist marketing delivery, team leadership and company-level marketing responsibility.

That mix gives me a wider view of the decisions that shape marketing performance, which rarely sit neatly inside one channel.

I’ve worked close enough to execution to understand what those decisions become in practice, and close enough to leadership to understand the commercial expectations behind them.

THE PATH HERE

From commercial roles to marketing leadership.

My career has given me a view of marketing from multiple angles - commercial, operational and strategic - and a clear sense of how decisions made at the top translate into real work on the ground.

1
Education
I studied economics and management before starting my career in sales in Switzerland.
2
Sales
That gave me an early view of business from the commercial side: customers, accounts, targets and the relationship between decisions made centrally and what actually happens in the market.
3
Ecommerce
I later moved into ecommerce and account management in Thailand, working with international brands before joining Pronto Marketing, a B2B digital marketing agency.
4
Agency leadership
There, my role expanded over several years from leading SEO and paid-media work to managing teams, shaping services and eventually serving as Marketing Director.
5
Broader responsibility
My responsibilities grew beyond marketing delivery into areas such as positioning, content, sales support, pricing, service development, profitability and P&L responsibility.

Two situations that shaped how I work

When the strategy was ahead of the organization
A manufacturer of industrial packaging equioment, about 140 people, decided to move upmarket and sell engineered systems to national accounts, not single machines to local plants. I helped rewrite the positioning, the website and the sales materials, and the logic held. What limited it was everything behind the message: the sales team was paid on order volume, nobody onwned the accounts, and quotes for large projects took three weeks. Over nine months we built a small account-based program and a faster quoting process. The pipeline of large opportunities grew from almost none to eleven, and two closed.

What I took from it: a strategy is only as strong as the organization that has to carry it out, so I now ask what a company can execute before I ask what it should say.
When ranking for the big keyword was not the real qustion
The founder of a scheduling software company for field service businesses was sure that ranking for the broad term "field service management software" would fix their demand problem. It was winnable in about a year, against competitors with ten times the budget. But the sharper question was who the product was really for. Their best customers, the ones who stayed and referred others were plumbing and HVAC firms with five to fifteen technicians. We rebuilt the site and content around those firms and dropped the broad term. Demo requests fell by about a fifth, but the share that became customers roughly doubled and the sales cycles shortened.

What I took from it: before I look at my channel, I ask whether it is being asked to solve a problem it cannot solve.
“
The question became less:
How do we improve this channel?
And more:
What does the business actually need marketing to produce, and which decisions are most likely to improve that result?
”

WHAT I LEARNED

Marketing problems rarely respect channel boundaries.

Working across different roles and environments has taught me that marketing performance is rarely the result of a single channel, tactic or team. It is usually the outcome of a set of connected decisions.

A pipeline problem can look like a demand-generation problem and turn out to be positioning.

An agency can appear to be underperforming when the real issue is what it has been asked to solve.

A team can look understaffed when what it actually lacks is clearer priorities or stronger leadership.

A channel can perform well on its own while contributing less than expected to the overall commercial result.

That is why I became increasingly interested in the decisions that determine whether marketing works, rather than in defending any single marketing discipline. I’ve spent enough time inside execution to know that a strategy is only useful if the organization can actually turn it into work.

TODAY

Independent judgment, grounded in operating experience.

Today I work with established B2B companies that already have meaningful marketing capability in place and want to get more commercial output from it.

My role is usually to help leadership understand where the greatest leverage sits, make better decisions about people, agencies, channels and budget, and determine what should happen next.

That may mean diagnosing an unclear performance issue, helping turn a known strategic decision into action, or staying involved as an independent adviser while the internal team executes.

I do not begin with the assumption that the answer needs to be SEO, paid media, content, another agency, another hire or a larger budget. The form of support follows what the business actually needs.

See how I help→
THREE FORMS OF SUPPORT
Diagnose
Get clarity on what’s really happening and where the biggest opportunities lie.
→
Change
Turn strategic decisions into practical plans and get them moving.
→
Advise
Provide an independent perspective as you and your team move forward.
→

START WITH THE SITUATION

If you’re making a consequential marketing decision, we can start there.

If marketing should be producing more, or you’re approaching an important decision about people, agencies, channels or budget, the first step is simply to understand the situation and whether there is a useful role for me.

Start a conversation→
30 minutes to understand the situation. No predetermined solution.
Matteo Trovato in a sunlit office