Spacewell was approaching Q4 with a serious execution problem.

A new CEO had recently joined the business and wanted to rebuild Marketing, but the function itself was unstable. The existing CMO was struggling, one team member had already offered his resignation, another was about to leave on maternity leave, and the permanent replacement leadership was not yet in place.

The timing could hardly have been worse.

Q4 mattered commercially, and waiting several months for a new CMO to arrive, diagnose the organisation, design the team and restart execution would have meant losing momentum in the most important part of the year.

There was also more complexity underneath the surface than a simple leadership gap.

The business needed a clear marketing plan, campaigns had to continue, events had already been committed, the future team still had to be designed, reporting was fragmented, and Sales and SDR activity needed stronger support. HubSpot and Salesforce were both part of the commercial environment, but visibility across the funnel was limited.

In other words, the challenge was not simply to keep Marketing busy until somebody permanent arrived.

The business needed enough structure, direction and execution to keep moving while the function itself was being rebuilt.

That required two things to happen at the same time.

The first was immediate continuity: preserve Q4, launch campaigns, support events, create visibility and make sure the commercial organisation did not stall.

The second was to leave behind something the incoming CMO could actually inherit: a documented plan, clear priorities, a team design, role profiles, reporting, budgets and an operating rhythm that did not need to be rediscovered from scratch.

A full marketing and business plan was created within ten days and aligned with the key stakeholders. Two campaigns were launched, event commitments were turned into execution anchors, and reporting was strengthened across HubSpot, Salesforce and BI.

At the same time, the future organisation was designed before the permanent team existed.

That meant defining the people required, the roles they needed to play, the priorities they would inherit and the work that had to continue during the transition. When the new CMO arrived, the objective was not for her to spend her first months reconstructing what had happened.

It was for her to start with momentum.

The company subsequently hired the team structure that had been designed, while the campaign, event and PR plans continued into the next phase.