CJ Lengua
New York City, New York
Overview
Most B2B tech companies don’t (just) have a marketing problem. They have a clarity problem. I'm brought in when leadership teams need to figure out what a company actually is, how to talk about it, and how to translate that into go-to-market execution that drives revenue. Over 15+ years, I've worked alongside CEOs, founders, and executive teams to translate strategy into something real: building go-to-market engines, untangling positioning for complex platforms, or stepping into ambiguous, high-priority initiatives to get them moving. Formally, I've led marketing. In practice, I've often fun
About
Most B2B tech companies don’t (just) have a marketing problem. They have a clarity problem. I'm brought in when leadership teams need to figure out what a company actually is, how to talk about it, and how to translate that into go-to-market execution that drives revenue. Over 15+ years, I've worked alongside CEOs, founders, and executive teams to translate strategy into something real: building go-to-market engines, untangling positioning for complex platforms, or stepping into ambiguous, high-priority initiatives to get them moving. Formally, I've led marketing. In practice, I've often functioned as a force multiplier for leadership, connecting product, sales, and operations so priorities don't just exist on slides, but show up in the market. My path runs from strategy consulting at Deloitte to product marketing at FactSet, through building GTM motions at high-growth firms like Giant Machines and Clear Street, to advising founders as a fractional partner across fintech, data platforms, and emerging technology. The common thread: I gravitate toward complexity—multi-stakeholder businesses, technical products, and situations where alignment isn’t automatic. I do my best work when the product is hard to explain, the organization is out of sync, or the business isn’t converting the way it should—and something needs to be fixed.