Michael Beaton

I’m a commercial operator and growth executive specializing in scaling revenue engines for healthcare, SaaS, and consumer businesses that are ready to move from fragmented marketing to predictable, performance-driven growth.

Over the past decade, I’ve led and advised organizations across multiple industries through periods of rapid scale and operational turnaround. My work sits at the intersection of marketing, revenue operations, and executive strategy—where growth is treated as a system, not a series of campaigns. I’ve helped businesses scale from early traction to eight-figure revenue stages, including driving growth from tens of thousands in ARR into multi-million-dollar recurring revenue models, as well as building and optimizing acquisition systems that have generated millions of leads across automotive, financial services, and SaaS verticals.

A consistent theme in my work is fixing broken growth engines. That includes diagnosing inefficiencies across paid media, lifecycle marketing, conversion systems, and analytics infrastructure, then rebuilding them into integrated commercial systems that align marketing with revenue outcomes. I’ve led initiatives spanning full-funnel acquisition strategy, CRM architecture, paid media optimization, SEO-driven demand systems, and subscription-based growth models—particularly in regulated and high-complexity industries like telehealth and healthcare services.

Most recently, I’ve operated in fractional CMO and commercial leadership roles for healthcare and direct-to-consumer organizations, where the mandate extends beyond marketing into broader business transformation. This includes repositioning offers, restructuring acquisition channels, improving CAC efficiency, and building scalable lifecycle systems that support both direct-to-consumer and partnership-driven growth. My approach is highly hands-on—I work directly inside the data, systems, and execution layers rather than staying at a purely strategic level.

What differentiates my approach is a bias toward commercial accountability. I think in terms of unit economics, payback periods, conversion velocity, and revenue attribution—not just engagement or brand metrics. I tend to operate closest to the levers that actually move P&L outcomes, partnering tightly with founders, operators, and finance teams to ensure marketing is directly tied to growth and margin expansion.

Across engagements, I’m typically brought in when growth has become noisy, inefficient, or plateaued—and the organization needs clarity, structure, and acceleration. My goal is always the same: build a durable, repeatable commercial system that can scale without dependency on heroic effort or disconnected marketing activity.

I’m currently focused on partnering with PE-backed, founder-led, and scaling businesses where marketing is expected to function as a revenue engine—not a support function—and where there is a clear mandate to drive measurable, compounding growth.