Virginie Glaenzer
New York, New York
Overview
I grew up in Paris, spent 17 years building companies in Silicon Valley, and have called New York home for the past 13. Somewhere in those 30 years — through two acquisitions, a dozen product launches, and more GTM pivots than I can count — I developed a specific obsession: why do some companies grow predictably while others, with equally strong products and teams, stall? The answer is almost never the product. It's almost always the go-to-market motion, and underneath that, how the brand connects to human behavior. Today I work as a Fractional CMO/CRO within TechCXO's Revenue & Growth Pract
About
I grew up in Paris, spent 17 years building companies in Silicon Valley, and have called New York home for the past 13. Somewhere in those 30 years — through two acquisitions, a dozen product launches, and more GTM pivots than I can count — I developed a specific obsession: why do some companies grow predictably while others, with equally strong products and teams, stall? The answer is almost never the product. It's almost always the go-to-market motion, and underneath that, how the brand connects to human behavior. Today I work as a Fractional CMO/CRO within TechCXO's Revenue & Growth Practice, partnering with B2B tech CEOs at the moment when their original growth strategy stops scaling. I combine AI-native GTM architecture with applied psychology and neuroscience, because understanding how people make decisions is what separates positioning that converts from positioning that just sounds good. Six years of simultaneous fractional engagements across SaaS, data intelligence, energy, and workforce technology have given me something a single-company operator rarely gets: pattern recognition across industries and growth stages. I've seen the same inflection point play out in very different contexts. That cross-context visibility is what I bring to a leadership team. I'm also the author of The Economy of Abundance and Leadership Singularity, and I share perspectives on GTM, AI, and leadership regularly on podcasts. If you're a CEO navigating a brand that's losing resonance, a product launch under pressure, or a GTM motion that has stopped compounding — that's exactly where I work best. Let's talk.