David LaCombe, M.S.
New York, New York
Overview
Most companies do not have a demand problem. They have a clarity problem. The market is sending signals. Customers are reacting. Buyers are hesitating. Competitors are shifting. But inside many companies, leaders are still making growth decisions based on internal assumptions, lagging indicators, and reports that describe activity without proving impact. That is where growth slows. That is where boards start asking harder questions. That is usually when I get called. I’m a fractional CMO who helps B2B companies, especially in healthcare, answer a question that matters in every growth re
About
Most companies do not have a demand problem. They have a clarity problem. The market is sending signals. Customers are reacting. Buyers are hesitating. Competitors are shifting. But inside many companies, leaders are still making growth decisions based on internal assumptions, lagging indicators, and reports that describe activity without proving impact. That is where growth slows. That is where boards start asking harder questions. That is usually when I get called. I’m a fractional CMO who helps B2B companies, especially in healthcare, answer a question that matters in every growth review: Is our go-to-market investment actually working? I help CEOs and leadership teams diagnose what is driving performance, what is creating drag, and where commercial effort is being wasted. My work sits at the intersection of strategy, causality, and accountability. I care less about marketing theater and more about evidence, decision quality, and building a GTM motion leaders can defend with confidence. I’ve worked in complex environments where long sales cycles, layered buying groups, clinical credibility, procurement friction, and financial pressure make weak assumptions expensive. In those settings, correlation is not enough. Teams need sharper thinking, better alignment, and a clearer view of what is actually influencing results. I also teach and speak because I care deeply about the future of the profession. I’m an Adjunct Professor at Yeshiva University’s Katz School, where I help graduate students close the gap between classroom learning and the expectations they will face in the market. I speak to students, faculty, and leadership groups about business acumen, go-to-market effectiveness, trust, career readiness, and what modern employers actually expect from marketers and business professionals. I’m also the author of Marketing2aT, a practical guide for early-career marketers built to help them think beyond tactics, earn trust faster, and become the kind of professionals leaders want to hire, develop, and promote. Whether I’m advising a CEO, teaching a graduate class, or speaking to future business leaders, my focus is the same: help people see more clearly, think more commercially, and act with greater confidence. I do not believe in building dependency. I build stronger thinking, stronger teams, and stronger systems. If you are a CEO looking for sharper GTM clarity, or a college or university leader looking for a speaker who can connect the classroom to commercial reality, let’s connect.