Rashel Hariri is a fractional go-to-market leader who works with technology companies and professional services businesses on marketing, sales, and revenue growth. They also write about taking action, building a public presence, and candid communication at work.
Rashel Hariri is most useful for fractional go-to-market leadership, sales effectiveness, and candid team communication.
Best for
B2B tech or professional services brands seeking paid advisory or fractional GTM leadership.
Not for
Consumer health-tech campaigns needing sponsored video, guaranteed reach, or standard influencer deliverables.
Key takeaways
Public visibility can grow from podcast appearances, social posts, speaking, and published articles.
Constructive candour helps teams surface concerns and reach decisions sooner.
They say they have helped clients double revenue using GTM and sales techniques.
Check first: Confirm evidence for claimed client revenue outcomes and independent confirmation of the podcast ranking.
Main ideas
Public visibility is the strategy when it grows out of work you enjoy · Candour is a team performance practice, not a licence to be harsh · Fractional GTM leadership is a bet on self rather than waiting for permission
Rashel Hariri is a fractional go-to-market leader who writes about revenue growth, public visibility, and how teams work together.
In a self-introduction, they describe a career spanning corporate marketing and fractional work, and mention co-founding Juggle, a platform for solo operators, and hosting the podcast She’s Interesting, which featured women investors and founders.
Their posts offer practical points of view: show up publicly through work you enjoy, take action instead of over-planning, and address disagreements candidly before they slow a team down.
Hariri connects go-to-market work with the habits behind it.
In one post, a client’s discovery through AEO leads to a broader argument: podcast appearances, social posts, speaking, and published articles can build visibility through consistent public activity, even without a formal AEO plan.
In another, they explain how constructive candour can help teams surface concerns and reach decisions sooner.
These are concise, experience-based arguments rather than detailed case studies.
Buyers evaluating results should ask for evidence of the claimed client revenue outcomes and independent confirmation of the podcast’s ranking.
Readers interested in fractional GTM leadership, practical visibility, or candid team communication will find clear themes to follow.
Rashel Hariri's public writing returns to a few connected arguments: consistent public work creates inbound opportunities without a formal strategy; candid teams move faster because concerns surface early; and the future of work favours solo operators.
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Their career is the main example throughout: 17+ years in marketing and go-to-market, 12 years inside companies including McDonald's and Shopify, then more than five years as a fractional GTM leader. The posts are short, first-person, and direct, mixing business advice with personal priorities such as women's health technology and building a startup.
Public visibility is the strategy when it grows out of work you enjoy
Rashel Hariri says a client found them through AEO, or answer-engine optimization, despite having no AEO strategy.
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Their view is that showing up consistently online became the strategy: guesting on podcasts, sharing their point of view on social media, speaking at events, and appearing in published articles.
Their advice to anyone stuck overanalyzing is to start doing things.
Very smart people, they add, can get very good at talking themselves out of action.
Hariri quotes, "an idiot in motion goes farther than a genius at rest," and says the client referral came from enjoying the work and sharing it publicly, not from following a formal channel plan.
Candour is a team performance practice, not a licence to be harsh
Hariri argues that the most productive teams are usually the most candid.
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They put the project ahead of ego, debate ideas, disagree openly, say when something is not working, and stay direct without making it personal.
The logic is simple: the shorter the distance between having a concern and raising it constructively, the faster a team reaches a solution.
When people hold things in, small concerns become frustration, disagreements become resentment, and decisions get delayed as everyone tries to read between the lines.
Candour, Hariri stresses, does not mean being an a-hole; it means caring enough about the work and the people to say what needs to be said.
Hariri describes strong teams as able to debate hard, challenge each other, make a decision, and move on without weirdness, politics, or three days of Slack messages spent guessing what someone really meant. They cite Kim Scott's book Radical Candor as a favourite reference on the topic.
Fractional GTM leadership is a bet on self rather than waiting for permission
Hariri presents their career as a deliberate move from corporate roles into independent leadership.
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After 12 years in corporate marketing at companies including McDonald's and Shopify, they went fractional more than five years ago and call it the best decision they have made.
They now describe themselves as a fractional GTM leader working with technology companies and professional services businesses, and say they have helped clients double revenue using GTM and sales techniques, with work spanning Canada, the US, and the Middle East.
Their career makes the case for the operator model.
The 9,000-follower introduction lays out the arc: corporate marketing experience, a deliberate exit, and five-plus years of fractional GTM work.
Hariri moved from employed corporate marketing leadership to independent fractional GTM leadership, a shift they frame as betting on themselves.
Solo operators are the future of work, but the posts here suggest this is still early-stage
Hariri is bullish on a future of work in the hands of solo operators.
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That view reflects their own move into the operator model and co-founding joinjuggle.com, which the post describes as being in alpha. A buyer weighing this perspective should ask for evidence of the platform's traction.
Hariri points to joinjuggle.com, described as in alpha, and mentions a skincare business they once ran that was shut down.
Women's health technology is a stated personal priority
Hariri names women's health products as an area they are a huge proponent of, with a particular interest in health technology built for women's health needs.
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It is a personal priority they choose to highlight and support.
The follower-milestone introduction includes women's health technology alongside career history, podcast work, and views on the future of work.
This post answers the newcomer’s basic questions: who is Rashel Hariri, what is their operating history, and what are they doing now?
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It traces their career from corporate marketing roles to fractional GTM leadership, with concrete details about client work, geography, and side projects.
Rashel Hariri marks 9,000 followers with a short self-introduction.
They say they have worked in marketing and go-to-market for 17+ years, spent 12 years in corporate roles at companies including McDonald's and Shopify, and went fractional 5+ years ago.
They describe themselves as a fractional GTM leader working with technology companies and professional services businesses, say they have helped clients double revenue using GTM and sales techniques, and mention co-founding joinjuggle.com, which they describe as being in alpha.
They also mention working with companies in Canada, the US, and the Middle East; being awarded Marketing Top 30 Under 30 in their 20s; a top-charting podcast, She's Interesting, that reached #14 in the Apple business category; and an interest in health tech, especially women's health products.
For brands planning a campaign
For a B2B technology company assessing Rashel Hariri for GTM and sales-effectiveness help, this item outlines the scope of their claimed fractional work and the outcomes they associate with it. It helps buyers judge whether their positioning fits a brief that needs senior revenue leadership rather than campaign execution alone.
This post lays out Rashel Hariri's views on team performance and workplace communication.
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Newcomers can get a clear sense of their management and collaboration values through a common B2B workplace problem, rather than a client case study.
Rashel Hariri argues that the most productive teams are usually the most candid.
They put the project ahead of ego, debate ideas, disagree openly, and say when something is not working without making it personal.
The shorter the distance between having a thought, disagreement, or concern and raising it constructively, they say, the faster a team reaches a solution.
When people sit on things, small concerns become frustration, disagreements become resentment, and decisions get delayed as everyone tries to read between the lines.
Candour is not about being an a-hole; it means caring enough about the work and the people to say what needs to be said.
They cite Radical Candor by Kim Scott as a favourite book on the topic.
For brands planning a campaign
A campaign about sales effectiveness or GTM team performance could use this point of view for enablement content, leadership workshops, or founder-led discussions about team candour. The piece offers a usable angle and a named influence, but it is an opinion piece, not evidence of a specific client engagement.
This post lays out Rashel Hariri's thinking on discovery, action, and public visibility.
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It gives newcomers a quick read on their marketing thesis: consistent public work and sharing a point of view can create inbound opportunities without a formal AEO programme.
Rashel Hariri says a new client found them through AEO, even though they do not have an AEO strategy.
They explain that continuously showing up online has become their AEO strategy without their realising it.
They enjoy guesting on podcasts, sharing their point of view on social media, speaking at events, and appearing in published articles.
Their advice to people stuck in overanalysing or strategising mode is to just start doing things.
They quote, 'an idiot in motion goes farther than a genius at rest,' and add that very smart people can get very good at talking themselves out of taking action.
For brands planning a campaign
For a B2B technology company exploring organic discovery, founder-led marketing, or expert visibility, this item shows the public acquisition approach Rashel Hariri advocates and practises. It offers a campaign angle around acting publicly and consistently, but buyers should ask for evidence of how AEO performed for the client.
Fractional go-to-market leadership for technology and professional services2
Public visibility as a growth channel, including AI-search discovery1
Candid communication on teams1
Solo operators and the future of work1
Interviewing founders and investors on a podcast1
Women's health technology1
Fractional go-to-market leadership for technology and professional services
Hariri says they have spent 17+ years in marketing and go-to-market, including 12 years in corporate roles at companies such as McDonald's and Shopify, before going fractional more than five years ago.
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They now describe themselves as a fractional GTM leader working with technology companies and professional services businesses, and say they have helped clients double revenue using GTM and sales techniques. Their stated client work spans Canada, the US, and the Middle East.
For brands planning a campaign
A strong fit for a B2B tech company looking to improve go-to-market and sales effectiveness: an operator who ran GTM inside large companies and now sells that expertise as an outside leader. A campaign could ask Hariri to explain how they diagnose a GTM problem and where a fractional leader fits versus an in-house hire, rather than seek generic marketing commentary.
Public visibility as a growth channel, including AI-search discovery
Hariri describes a new client finding them through answer-engine optimization, despite having no AEO strategy.
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They say regularly showing up — guesting on podcasts, posting points of view on social media, speaking at events, and appearing in published articles — has acted as that strategy. Their advice to people stuck in planning mode is to start doing things, with the line "an idiot in motion goes farther than a genius at rest."
The method is deliberately unstructured: do work you enjoy, share it publicly, and let discovery follow, rather than tying each activity to a strategy or measurement plan.
For brands planning a campaign
Relevant for brands weighing AI-answer visibility or organic discovery: this is a practitioner's account of referrals arriving from those surfaces, not a vendor pitch. The anecdote includes no reported numbers, so use it to open a diagnosis conversation, not as evidence of a measured channel result.
Hariri argues that the most productive teams are the most candid: they put the project ahead of ego, debate ideas, disagree openly, and say when something is not working.
Read more
They say the shorter the distance between having a concern and raising it constructively, the faster a team reaches a solution; sitting on small concerns turns them into frustration and delayed decisions. They distinguish candour from harshness and point to Kim Scott's book Radical Candor as a reference.
For brands planning a campaign
A useful hook for leadership, team-effectiveness, and workplace-collaboration campaigns. The angle is process-level — how and when disagreement gets aired inside a team — so a brand could ask for a concrete feedback or decision routine rather than a motivational piece.
Hariri says they are bullish on the future of work being in the hands of solo operators, which is why they co-founded joinjuggle.com, described in the post as being in alpha.
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They also mention a skincare business they once ran and later shut down.
The product is early-stage, and the skincare business is mentioned only in passing; neither supports claims of scaled success or ongoing operations.
For brands planning a campaign
Treat this as a viewpoint and building-in-public storyline, not a proven platform. It fits future-of-work, freelancing, and tools-for-independent-operators themes where an opinionated practitioner voice is useful.
Hariri says they hosted a podcast called She's Interesting, which reached #14 in the Apple business category, and interviewed women investors and 7-figure-plus founders.
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Hariri says the podcast reached #14 in the Apple business category and describes its guests; ask for episode links to verify the ranking and format.
For brands planning a campaign
Evidence of a long-form host format — relevant if a campaign needs someone comfortable carrying a conversation with senior guests, not just posting short commentary. Ask for links to recent episodes before planning a podcast-adjacent deliverable.
Hariri names women's health products as an area they strongly support, describing a specific interest in health technology built for women's health needs.
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For brands planning a campaign
A narrower vertical fit for health-tech brands. This is a stated personal priority, not a documented body of work, so it supports an angle or endorsement conversation, not a portfolio claim.
All three reviewed pieces are first-person LinkedIn text posts: a follower-milestone post introducing themselves, an argument-driven post about candour, and a reflection on how visibility brought a client.
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The writing is direct, with short lines and lists, and mixes business advice with personal details such as travel, food, reading, and living in the US as a Canadian.
Only LinkedIn posts were reviewed. Ask for samples from any other format before planning a video, podcast-audio, or Instagram deliverable.
For brands planning a campaign
The natural deliverable is a text-led post or short series in Hariri's own voice, rather than a produced video asset. The informal, list-driven style suits practitioner advice, so brand messaging will need to fit that voice rather than arrive as a formal campaign script.
Rashel Hariri names two former corporate employers, a startup they co-founded, and a podcast they ran.
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They also describe working with unnamed technology and professional services clients and owning a skincare business that closed. Ask for client and brand names, and details of any sponsorships, affiliate arrangements, or paid partnerships.
McDonald's
Employment
Hariri says they spent 12 years in corporate roles at companies including McDonald's before leaving to work independently as a fractional go-to-market leader.
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Original disclosure
After 12 years in corporate at companies like McDonald's and Shopify, I made my exit!
Hariri says they ran the podcast She's Interesting, which reached number 14 in the Apple business category, and interviewed women investors and seven-figure founders.
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Ask whether the show is still active.
Original disclosure
I had (still have?) a top-charting podcast.
It hit #14 in the Apple business category: She's Interesting.
I interviewed women investors and 7-figure+ founders
Rashel Hariri writes short first-person LinkedIn posts about go-to-market and sales effectiveness, candid team communication, and building visibility through public work.
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Start with the 9,000-follower introduction for their career arc and current focus, then the candour post for team performance and the AEO post for how public visibility produces inbound.
The posts are direct and practical, often mixing business advice with personal priorities.
They mention a podcast, She's Interesting, and co-founding joinjuggle.com; ask for episode links and product details.
The closest comparators are Yiftah Shiri, Ronna Belinky, and Chantel Elliott, with different emphases on AI-agent GTM, small-business workflows and joy, and sales training and market data.
Writes first-person LinkedIn posts about go-to-market and sales effectiveness, including how AI agents should be simple enough for any team to build and use daily.
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Hariri and Shiri both connect GTM practice to technology adoption and team execution.
Shiri's posts center on AI agents, CRM deployment, and product-building inside a GTM organization; Hariri's focus on fractional GTM leadership, candour, and public visibility, with less emphasis on specific software deployment.
Publishes first-person reflections on running a small business, workflows, community, and podcast conversations.
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Hariri and Belinky both use LinkedIn to share personal experience and practical lessons from independent work.
Belinky's posts focus on workflows, joy, and a small-business community; Hariri's focus on go-to-market, sales, and team communication. Belinky's posts lean more toward personal practice and community than sales strategy.
Writes about B2B sales and marketing challenges, revenue growth, team alignment, and training/advisory.
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Hariri and Elliott both address how teams can sell and grow more effectively.
Elliott's posts emphasize training programs, compensation data, and growth-marketing education in Canada's tech sector; Hariri's emphasize fractional GTM leadership, candour, and visibility. Elliott's posts are more program- and data-oriented.
Rashel Hariri’s LinkedIn posts speak to technology and professional-services teams working on go-to-market, revenue growth, and team communication.
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That makes the content relevant to a B2B tech campaign, but their posts do not identify followers by industry, job role, seniority, or location. For a campaign targeting a specific buyer group, ask for recent audience data or documented survey results covering those attributes.
LinkedIn followers
About 9,000
Rashel Hariri, in a LinkedIn post thanking followers · 2026-09-24
Rashel Hariri's posts describe fractional go-to-market leadership for technology companies and professional services businesses, alongside co-founding joinjuggle.com and hosting the She's Interesting podcast, where they interviewed women investors and founders.
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The posts do not describe a sponsorship program, media kit, rate card, partnership page, or paid creator formats such as sponsored posts, podcast advertising, event appearances, or affiliate arrangements.
Brands considering a paid partnership should ask directly about scope, pricing, exclusivity, and deliverables.
The posts clearly describe a services relationship: they position themselves as a fractional GTM and revenue operator who works with client companies.
A B2B tech company looking to improve go-to-market and sales effectiveness is a good fit.
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Rashel Hariri's posts say they have 17+ years in marketing and GTM, 12 years in corporate roles including McDonald's and Shopify, and 5+ years as a fractional GTM leader for technology and professional services companies.
They also say they have helped clients double revenue using GTM and sales techniques.
The strongest fit is a services or advisory engagement, not a standard sponsored post: they can diagnose where a GTM motion is stalling, run a working session with sales and marketing leaders, and produce executive content in their own voice.
Their candour post offers a specific, usable angle: shortening the gap between noticing a problem and raising it constructively.
That is directly relevant to sales effectiveness, pipeline reviews, and cross-functional GTM teams.
Treat this as a paid advisory or fractional leadership relationship with an agreed scope; don’t assume they offer influencer packages.
Ask whether they offer sponsorship formats, pricing, or a media kit.
When to choose a specialist
A consumer health-tech brand seeking a paid creator campaign with sponsored video, Reels, or a fixed set of social deliverables and audience-demographic guarantees is a poor fit based on the information in Rashel Hariri's posts.
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They state an interest in women's health products, but their posts show no portfolio of health-tech content or sponsorship program, media kit, rate card, or partnership inquiry page.
They also provide no measured follower breakdown by industry, role, seniority, or location.
The posts are first-person LinkedIn text; they include no video, podcast audio, or Instagram content.
A campaign requiring platform-native video, guaranteed reach, or standard influencer deliverables would depend on offer terms that are not documented.
For consumer awareness with measurable reach, start with a creator who has a documented sponsorship offering and audience data.
A worked campaign example
Need: a B2B SaaS company has a pipeline problem.
Marketing and sales agree on targets but not on what qualifies a lead, and deals are slipping after the first demo.
Campaign angle: hire Rashel Hariri for a six-week GTM candour audit.
Weeks 1-2: they interview the head of sales, head of marketing, and two account executives, then map where concerns are being sat on and where decisions stall.
Week 3: they run a 60-minute working session with both teams, using the candour argument in their own post: put the project ahead of ego, debate the qualification definition openly, and set a routine for raising disagreements inside 24 hours.
Weeks 4-6: they write three LinkedIn posts in their own voice: one on what the audit found, one on the cost of delayed disagreement in pipeline reviews, and one on the difference between a fractional GTM leader and an in-house hire.
The company can license or repost those posts after agreeing on rights.
Success measures: a single agreed lead-qualification definition, a documented weekly review routine, and at least one sales-marketing decision made without escalation.
This draws on their stated fractional GTM work, revenue outcomes, and candour viewpoint.
It does not assume a sponsored-post package.
Before launch, confirm their availability, fees, content rights, and whether the company wants an advisory contract or a content-only engagement.
A B2B tech company whose go-to-market problem is AI adoption inside the sales team should consider Yiftah Shiri.
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The posts set a specific test for sales AI: any seller can set it up, customize it, and use it daily, with build-to-daily-use rate—not a pilot—as the only number that matters.
Shiri describes building an internal agent called Closer on monday, feeding it product material, sales content, best practices, and customer knowledge, then giving every seller a version that knows their deals, selling narrative, and communication style.
Choose Shiri when the goal is to get reps using AI tools and the deliverable is a framework for personal agents inside a CRM.
Shiri's material is tied to monday CRM and reads as vendor-side commentary, with product links in both posts.
It argues for a deployment standard for sales agents but does not show independent diagnosis of a stalled pipeline or cross-functional collaboration.
A company that needs someone to work with its sales and marketing leaders to change how they qualify leads and run reviews is looking for something these posts do not demonstrate.
Hariri's material covers the team-behaviour side; Shiri's does not.
Ronna Belinky is the better starting point when the need is operations rather than revenue: designing and documenting how work moves through a small business, and building a business inside a supportive owner community.
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The posts describe joining the Dear FoundHer Forum and attending its live networking events as among the most valuable actions taken for Workflows by Ronna, appearing in the From the Forum series on Lindsay Pinchuk's podcast, and discussing workflows, joy, and the struggles of being a parent and small business owner on The Real and the Woo. Choose Belinky for a small-business audience, a workflow or process design engagement, or content aimed at owners who want to hear from a peer who has built something deliberately.
Belinky's posts focus on their own business and community rather than B2B tech go-to-market or sales effectiveness.
They show no pipeline, qualification, or revenue-growth work.
A B2B tech company seeking a fractional GTM leader would be choosing Belinky's workflow and small-business operations focus instead.
Chantel Elliott is the alternative when a company wants training-first help for a whole team rather than an embedded leader.
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Elliott's posts name the problems companies bring: revenue plateauing and deals stalling, sales, marketing, and customer success not aligned and focused, teams struggling to tell what is working, teams waiting for the perfectly polished pitch before going to market, founders wanting out of day-to-day selling, and overwhelm or unclear priorities.
Elliott's response is private training programs supported by hands-on advisory and strategy sessions, described as training meets consulting meets tough love, plus work through 321 Growth Academy with InceptionU to train future growth marketers, backed by compensation data showing demand-generation and marketing communications roles among Canada's hot tech jobs.
Choose Elliott when the deliverable is a cohort or team program and the budget and timeline support teaching several people at once.
The posts date from late 2024 and are largely program and event promotion, so they describe problems in more general terms and offer fewer close readings of specific engagements.
Hariri's recent posts offer a concrete, reusable mechanism—shortening the distance between noticing a problem and raising it constructively—that can anchor a short advisory engagement, along with stated fractional GTM work and revenue outcomes.
Choose Elliott for a training program across a team; choose Hariri for an embedded leader who changes how a smaller group makes decisions.
As of October 8, 2026, Rashel Hariri's three complete LinkedIn posts cover a follower-milestone career introduction, candid team communication, and being found through answer-engine optimization.
The posts do not state their publication dates.
The profile also includes overview, ideas, relationships, discovery, and fit sections.
Podcast episodes, long-form articles, video, audio, and Instagram content are not covered here, and independent corroboration of client outcomes, podcast ranking, or JoinJuggle status is not present; those claims appear in Hariri's own posts.
