Rich Fitzmaurice is a B2B marketing professional who writes about marketing leadership, workplace challenges and commercial growth. Fitzmaurice's posts include advice for people taking senior marketing roles, interviews on industry issues and examples of referral partnerships.
Rich Fitzmaurice is most useful for thought leadership on senior B2B marketing dilemmas, hiring, budgets and referral partnerships.
Best for
A B2B marketing agency sponsoring an ongoing thought leadership series for senior in-house marketers.
Not for
A performance campaign needing paid creator content and guaranteed qualified demo requests.
Key takeaways
A new CMO faced a surprise rebrand in five weeks without the brand team.
Fitzmaurice supported a leader who quit after the job changed, then invited disagreement.
Paartner referral rewards are £900 for Durhamlane or Webeo and £2,400 for Sodali and Co.
Check first: Confirm recent LinkedIn follower demographics and results for comparable posts over comparable time windows.
Main ideas
Senior marketing problems need context, not automatic yes-or-no advice · Marketing should support the work that moves revenue, even across team budgets · Recommendations are strongest when backed by specific experience
Rich Fitzmaurice writes about the decisions and pressures facing B2B marketing leaders.
Their posts feature a recurring advice column built around readers’ workplace dilemmas, interviews about the marketing industry and first-person accounts of campaign and budget choices.
Follow their work for candid, practical takes on senior marketing roles, organisational politics and commercial growth—and invitations to weigh in when a situation has no easy answer.
Fitzmaurice makes B2B marketing problems concrete by starting with a person, decision or business situation, then explaining the stakes.
In one column, a new CMO is asked to deliver a surprise rebrand in five weeks without involving the brand team.
Fitzmaurice rejects both automatic compliance and outright refusal, leaving room for readers’ approaches.
In another, they show support for a leader who quit after the job changed, then invite readers to disagree.
The work also moves beyond opinion: an interview post highlights competing explanations for weak marketing hiring, while a first-person account describes marketing funding a sales-development team after seeing its pipeline contribution.
The mix of reader dilemmas, reported perspectives and operational examples offers practical insight for people navigating real B2B marketing decisions.
Rich Fitzmaurice’s posts return to practical judgement in messy marketing situations: understand the problem before acting, support recommendations with specific experience, and invite others to challenge the answer.
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They also show an unresolved interest in making B2B influencer campaigns more substantial.
Senior marketing problems need context, not automatic yes-or-no advice
Fitzmaurice uses reader-submitted situations to examine the pressures behind a decision.
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They take a clear position when the circumstances allow, but resist a simple verdict when they don’t.
A new CMO is told the CEO wants a surprise rebrand at an AGM in five weeks, without involving the brand team.
Fitzmaurice says the answer is neither simply to make it happen nor to kill it.
In another column, they recommend checking the real mandate for a senior marketing role, including by speaking with the predecessor.
Marketing should support the work that moves revenue, even across team budgets
Fitzmaurice draws on firsthand experience to argue that marketing and sales shouldn’t put budget ownership ahead of commercial results.
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Their account values embedded expertise and skills that strengthen the team, not just extra sales capacity.
At a global professional services firm, marketing took on the cost of Durhamlane’s sales development reps after the sales budget was cut, Fitzmaurice says.
The team turned off other activity to keep the work going.
The post says the reps generated pipeline, shared prospecting techniques and helped sharpen pitches.
Recommendations are strongest when backed by specific experience
In posts promoting Paartner referral offers, Fitzmaurice backs recommendations with concrete examples of what a company did and in what circumstances, rather than broad praise alone.
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The referral rewards are for Paartner members, not evidence of a payment to Fitzmaurice.
In a post about Sodali & Co, Fitzmaurice recounts relying on the communications team during bond issues, M&A, malware attacks and IPOs.
The post also describes the team’s work on the TMF Group Complexity Index.
Paartner members can receive a £2,400 reward for a successful referral.
B2B influencer marketing is an opportunity Fitzmaurice says remains unfinished
Fitzmaurice distinguishes celebrity-fronted campaigns from a fuller creator programme.
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They describe getting high-profile talent campaigns funded, but say they haven’t found a way to run a B2B influencer campaign with volume and actual creators. Ask what they would need to build one.
Fitzmaurice names Sir Ranulph Fiennes, Pierluigi Collina, Sir John Hurt, John Lithgow and Sir Patrick Stewart as talent used in professional services campaigns. They also say they’ll attend Stef Lait’s session on building B2B influencer programmes to learn from her experience.
This shows what Fitzmaurice's recurring format is: an advice column built on reader letters, not a topic-of-the-day feed.
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They take a position quickly rather than hedging.
Fitzmaurice opens with a reader's message: Mark, based in the USA, accepted a CMO role and resigned within two weeks after the company significantly moved the goal posts.
The quoted line — "My wife thinks I should have bent over and taken it.
Back me up a little?" — carries the dilemma.
They give a short verdict of their own (that quitting was the honourable thing), then invite contrarian views in the comments.
The format is consistent: a real reader problem, a clear position and an open invitation for other takes.
For brands planning a campaign
A sponsored version of the column gives a brand a recurring slot without having to originate themes: reader dilemmas in, a named commentator's verdict out, with the sponsor attached to the series rather than a single post.
The post shows the column's range and the style of its answers: a pragmatic middle path through a messy senior-role situation.
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That's the clearest signal of what a collaboration would inherit.
A new marketing leader, days into a CMO role at a listed company with 40+ countries and 5,000+ employees, is told the CEO wants a surprise rebrand at the AGM in five weeks, excluding the brand team and Head of Brand.
Nothing about it came up in eight rounds of interviews.
Fitzmaurice says the advice deliberately avoided both "make it happen" and "kill it", and asks readers to add their own approach.
The post shows the column tackling organisational-politics problems, not just career moves.
For brands planning a campaign
Useful for a partnership aimed at senior marketing leaders: the scenario is recognisable to that audience and gives a sponsor a natural anchor for a webinar, roundtable or follow-up discussion where readers supply their own answers.
This is the strongest evidence that the column is a running conversation with its audience, not a set of one-off posts.
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It also shows how a reader question becomes reusable advice.
A reader identified only as "NL" from London wrote and then phoned after a previous column, describing a move into a family business: they thought they were hired to lead marketing, but were actually hired to fit around a founder who had no intention of letting go.
The question is how to diligence the real mandate behind a senior marketing role before accepting it.
The answer draws on an old Japanese fable and the practice of calling your predecessor to agree scope before signing.
The post shows that the weekly column generates follow-up correspondence by letter and phone.
For brands planning a campaign
A partnership could build on the inbound correspondence itself: an always-on "ask the column" mechanic where a sponsor's audience submits situations and the best are answered in a named series.
This answers whether Fitzmaurice produces primary industry interviews with named sources, not only opinion, and gives readers a concrete, checkable example of the reporting.
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Fitzmaurice interviews Andrew Harvey, Group CEO of recruiter VMA Group, about hiring, AI, the "fractional CMO" title and entry-level competition, then highlights the lines that stuck: 3,500 applications for a single marketing assistant role; clients rarely ask directly for a fractional CMO; and hiring held back by cost and budget rather than AI replacing jobs "not yet".
The post points to the full interview at b2bmarketing.com.
It shows a second format alongside the advice column: short-form interviews with named industry operators and quotable specifics.
For brands planning a campaign
For a thought leadership partnership, the interview format is easiest to co-produce: a sponsor's subject-matter expert or customer can be the named interviewee, with the resulting piece carrying both parties' authority.
This is the clearest published statement of Fitzmaurice's interest in creator and influencer work, alongside a track record of getting celebrity campaigns funded inside a professional services firm.
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Fitzmaurice says they are one of the rare B2B marketers who sold A-list talent internally and secured the budget, naming Sir Ranulph Fiennes, Pierluigi Collina, Sir John Hurt, John Lithgow and Sir Patrick Stewart as figures who fronted professional services campaigns.
They say they have never found a way to run a proper B2B influencer campaign: journalist alignment, yes; work with actual creators, no.
Plenty of B2B marketers feel the same, they add.
The post promotes a 7 October session at B2B Marketing United where Stef Lait shares what she learned building B2B influencer programmes.
For brands planning a campaign
The most direct fit for a creator-marketplace or influencer-platform sponsor: the stated gap between B2B aspiration and B2B practice is exactly the problem a partnership could address, with Fitzmaurice asking the questions on stage or in writing.
The post shows how Fitzmaurice writes about other businesses: with concrete situations and named outputs rather than adjectives.
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That's the test of whether a partner write-up would hold up with a sceptical B2B reader.
Announcing a £2,400 fixed referral reward for Sodali & Co, Fitzmaurice lists the situations where the PR team was relied on: bond issues, M&A, malware attacks, IPOs, Panorama investigations, managing directors in prison, CEO changes on a Saturday night, TV crews unsettling receptionists and hostage situations. The claim centres on responsiveness at any hour and cites the TMF Group Complexity Index, which the post says has run for more than a decade and delivered coverage beyond the budget's scope.
For brands planning a campaign
A sponsor evaluating a co-marketing arrangement can judge the house style here: a partner gets a described track record and a clear commercial reason for the recommendation, not just logo placement.
It shows what Fitzmaurice treats as evidence of a good supplier — embedded delivery, measured pipeline and transfer of skills — and presents the marketing-versus-sales budget argument from the inside.
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Welcoming durhamlane to Paartner, Fitzmaurice tells a first-person story: at a global professional services firm, the Chief Sales Officer needed pipeline fast and brought in Durhamlane's embedded sales development reps.
Within a month, they were trained and generating pipeline that converted a few months later.
When the sales budget was cut, marketing turned off other activity and took on the cost.
The post names what the partner taught the in-house team — prospecting tools, sharper pitches and unrecognised opportunities — and describes its "Selling at a Higher Level" approach as relationship-building rather than scripts.
A £900 fixed referral reward is stated.
For brands planning a campaign
A sales-tech or sales-services sponsor gets a template where the writer's own budget decision is the narrative hook, more persuasive with a CMO audience than a feature list.
It shows the persuasive structure Fitzmaurice uses when recommending a company: open with a widely accepted number the audience has stopped questioning, then position the partner as the fix.
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Introducing a £900 fixed referral reward for Webeo, Fitzmaurice challenges an industry norm: that B2B marketers accept only 2% of website traffic converting, meaning 98% of the traffic they pay to attract never enters the funnel.
The post presents Webeo as serving each visitor the most relevant content on landing, then repeats the reward amount and calls readers to join Paartner.
It is the most argument-led of the referral posts — a category belief first, a named partner second.
For brands planning a campaign
A sponsor whose product depends on reframing a familiar metric could use this pattern directly: Fitzmaurice supplies the contrarian framing, and the partner supplies the proof.
Senior marketing leadership dilemmas, answered in public3
Paartner referral rewards for marketing-services partners3
Firsthand CMO and campaign experience used as evidence3
Industry interviews and B2B Marketing United programming2
B2B influencer marketing as a stated, on-the-record gap1
Senior marketing leadership dilemmas, answered in public
A recurring advice format built on messages from marketing leaders.
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In one post, a US-based CMO accepted a role and quit within two weeks after the company moved the goal posts.
In another, a new marketing leader was told days into the job that the CEO wanted a surprise rebrand at the AGM in five weeks, at a listed firm with more than 40 countries and 5,000 employees, without the head of brand involved.
A third answers a reader who wanted to know how to diligence the real mandate behind a senior marketing role before accepting it, recommending a call with the predecessor to agree the scope before signing.
Each post opens with the reader's own words, offers a short, practical recommendation and closes by inviting contrary views in the comments.
The advice is not always a clean verdict: on the surprise rebrand, the recommendation is explicitly neither to make it happen nor to kill it.
For brands planning a campaign
A partner can supply the scenario, counter-argument or follow-up response, while the invitation to comment gives the audience a reason to take part. Useful when a collaboration needs a decision-shaped discussion, not a broadcast.
Paartner referral rewards for marketing-services partners
Three posts introduce named companies to Paartner and state the fixed reward members receive for a successful referral: £900 for sales-outsourcing firm durhamlane and website-personalisation tool Webeo, and £2,400 for communications consultancy Sodali & Co.
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Each pairs the offer with a personal account of working with the company, from embedding sales development reps within a month to relying on the same PR team through bond issues, M&A, malware attacks and IPOs.
Leads with a personal or client story, names the partner and its people, states the reward twice, then points to the sign-up.
The posts describe rewards paid to Paartner members; they do not describe an arrangement between Fitzmaurice and the promoted companies.
For brands planning a campaign
This is the clearest commercial format in the visible material: a recommendation promoted to a professional network, with the fee stated openly.
A brand partnership could use a similar recommend-and-reward structure.
The named, priced offers show an audience expected to act, not simply notice.
Firsthand CMO and campaign experience used as evidence
The referral posts also document senior marketing work.
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Fitzmaurice describes volunteering marketing budget to pay for a sales cost at a global professional services firm, and turning other spend off to keep durhamlane's sales development reps running when the sales budget was cut. Elsewhere, the claim to have sold A-list talent internally and secured budget for professional services campaigns is backed by names: Sir Ranulph Fiennes, Pierluigi Collina, Sir John Hurt, John Lithgow and Sir Patrick Stewart.
For brands planning a campaign
This is the credibility asset behind a thought leadership pitch. A collaboration can let firsthand experience carry the argument instead of leading with statistics or follower numbers, and ask for specific details—such as the names and the decision behind a budget trade-off—that make a case study readable.
Industry interviews and B2B Marketing United programming
An interview feature with Andrew Harvey, Group CEO of recruiter VMA Group, covers the state of the marketing jobs market, AI, the fractional CMO title and entry-level competition.
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The post quotes the interview directly: 3,500 applications for one marketing assistant role, clients rarely asking for a fractional CMO, and hiring held back by cost rather than AI replacing jobs. A separate post promotes a B2B Marketing United session with Stef Lait on building B2B influencer programmes.
Pulls the sharpest quotes into the post and links to the full interview at b2bmarketing.com.
For brands planning a campaign
A partner can be the interviewed voice, the source of data or the subject of an event session, while the post handles distribution. The format suits an agency that wants its position aired in a structured conversation and clipped into quotable lines.
B2B influencer marketing as a stated, on-the-record gap
Fitzmaurice writes that after running talent-fronted professional services campaigns, the one thing still unbuilt is a proper influencer campaign in B2B: journalist alignment here and there, but nothing with volume and nothing with actual creators.
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They add that many B2B marketers look at B2C with envy and do not know where to start. The post says they will be taking notes at the Stef Lait session.
For brands planning a campaign
A rare direct opening: the creator states their interest rather than leaving a planner to infer it. A pitch can address the stated gap, offer the missing volume or creator roster, and propose documenting the programme publicly as it runs.
Rich Fitzmaurice's posts document a small set of commercial relationships.
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Most are referral promotions through Paartner, a referral platform they promote in the first person and treat as a shared venture, with fixed cash rewards disclosed for each successful referral.
They also write an advice column and appear in interview content for B2B Marketing United.
Ask what formal roles, if any, they hold at these businesses.
Paartner
Disclosed partnership
Paartner is a referral platform featured in Fitzmaurice's posts.
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They welcome partner companies, name the fixed referral rewards members can earn, and link to paartner.com. Ask whether they own or work for Paartner, or hold another formal role.
Original disclosure
Members of Paartner now get a £900 Fixed Referral Reward for every successful referral to Durhamlane that becomes a signed client.
Fitzmaurice describes bringing Durhamlane's sales development reps into a global professional services firm, including redirecting marketing budget to cover the sales cost.
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The post promotes Durhamlane as a Paartner partner and repeats the fixed reward members earn for a referral that becomes a signed client.
Original disclosure
Members can now earn a £900 Fixed Referral Reward for every successful referral to Durhamlane that becomes a signed client.
Fitzmaurice recommends strategic communications and PR firm Sodali & Co, describing how they relied on its team in earlier client-side marketing roles for bond issues, M&A, IPOs and media crises.
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The post promotes the firm as a Paartner partner with a fixed referral reward.
Original disclosure
Members of Paartner now get a £2400 Fixed Referral Reward for every successful referral to Sodali & Co.
B2B Marketing United carries Fitzmaurice's advice column on taking and keeping senior marketing roles, and features their interviews, including a conversation with VMA Group group CEO Andrew Harvey on the marketing jobs market.
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They also flagged a 7 October B2B Marketing United session on building B2B influencer programmes. Ask whether their relationship with B2B Marketing United is employment or a contributor arrangement.
Rich Fitzmaurice writes for B2B marketing leaders and professional services firms.
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Their advice columns start with a reader describing a senior marketing problem, followed by a short recommendation and comments inviting other views.
Paartner referral posts pair a fixed reward for members with firsthand stories about sales outsourcing, PR support and website personalization.
In a separate post, Fitzmaurice says they have run high-profile professional services campaigns but have not yet built a full B2B influencer program with creators and volume.
Ask about their experience building and running that kind of program.
Use the tags below to follow the leadership dilemmas, referral format or influencer-marketing question.
Both write about B2B professional services strategy and how buyers build trust.
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Kerrie Luginbill examines positioning, ideal customer profiles, and whether a firm sells risk avoidance or value creation. Fitzmaurice covers the same territory through senior marketing dilemmas and stories about selling professional services.
Luginbill focuses on positioning and service design for professional services firms, often testing a hypothesis and naming the strategic choice. Fitzmaurice focuses more on leadership pressure in marketing roles, reader-submitted scenarios and referral-style recommendations.
Both look at how marketing and sales work together in professional services firms.
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Nate Saperia writes about pipeline, booked work and the operating discipline firms need. Fitzmaurice describes marketing taking on a sales cost and promoting referral partners with concrete results.
Saperia usually writes from an operating and finance angle, including metrics, PE-style accountability and demand records. Fitzmaurice writes from a marketing leadership and content angle, using reader questions, interviews and partner referral posts.
Both discuss professional services growth through relationships and referrals.
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Jamie Herman describes building an accounting practice by presenting to bookkeepers and earning referrals. Fitzmaurice describes recommending named firms to a professional network and rewarding successful referrals.
Herman writes from an accounting and tax practice-development perspective, with stories about advisor meetings and referral work. Fitzmaurice writes for B2B marketing leaders, with reader-submitted leadership problems and referral offers through Paartner.
Rich Fitzmaurice publishes on LinkedIn to roughly 10,795 followers, with posts aimed at senior B2B marketing and professional-services leaders.
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Themes include CMO mandate diligence, marketing hiring, referral partnerships, and B2B influencer marketing.
The account could suit a thought-leadership collaboration about marketing leadership or agency and partner ecosystems.
Before committing, especially if a campaign needs verified CMO or agency-buyer reach, ask for recent LinkedIn follower demographics and results for comparable posts over comparable time windows.
LinkedIn followers
10,795
LinkedIn profile count in attached account metadata · 2026-10-09
Fitzmaurice's documented commercial activity runs through Paartner, a referral network where members earn fixed cash rewards for introductions that convert into signed clients.
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Three posts name vendors and rewards: Sodali & Co at £2,400, Durhamlane and Webeo at £900 each.
In each, Fitzmaurice writes a personal endorsement describing their own experience of the vendor, gives the reward amount and prompts readers to join Paartner.
The posts show a referral-reward model, not a published sponsorship package; Fitzmaurice also says they have never run a B2B influencer campaign themselves.
Scope any thought-leadership collaboration directly, and budget separately for the referral reward and any content fee if using the Paartner route.
Paartner referral-reward listing
Buyer requirement
The vendor becomes a listed partner on Paartner and funds a fixed cash reward for members who refer a client that signs.
Disclosed rewards are £900 per successful referral (Durhamlane, Webeo) and £2,400 (Sodali & Co).
Fitzmaurice then posts a first-person LinkedIn endorsement explaining what the vendor did for them, repeats the reward amount and links to the Paartner sign-up.
Budget for the reward funding as the core cost.
The posts do not say whether promotion is charged separately or how long a listing runs, so confirm both before committing.
The endorsement draws on their own dealings with the vendor; a partner without an existing relationship should agree how that experience will be established.
Collaborative feature interview
Buyer requirement
One documented example is a B2B Marketing United feature interview with the group CEO of recruiter VMA Group, focused on the marketing jobs market and published with a link to the full interview at b2bmarketing.com.
A brand pursuing this route should expect Fitzmaurice to conduct an interview-led piece, distributed through their LinkedIn audience and the B2B Marketing United channel.
Pricing, lead time, review rights and editorial-control terms are not stated; agree them explicitly before proceeding.
Directly negotiated thought leadership
Buyer requirement
The posts show no packaged sponsorship product: no rate card, defined deliverables or booking process.
Treat a thought-leadership collaboration as bespoke: bring a concrete campaign goal, confirm whether the output will be a written post, interview, column contribution or something else, and agree disclosure wording and approval steps up front.
No sponsored-post examples appear here, so ask for samples of paid or disclosed work and a current audience snapshot before committing budget.
A B2B marketing agency wants to sponsor an ongoing thought-leadership series for senior in-house marketers, fronted by a named marketing leader with real editorial judgement—not someone reading copy written by someone else.
Evidence use
Column format and reader correspondence: the leadership-dilemma posts. Interview format: the VMA Group feature. Argument standard for a partner: the Sodali & Co, durhamlane and Webeo referral posts. Stated interest in the subject area: the post on never having run a proper B2B influencer campaign.
Why
Fitzmaurice’s posts build a recurring format around real correspondence from marketing leaders. They open with a reader’s own words—a US-based CMO who resigned two weeks in after the company moved the goal posts; a marketing leader told days into the job that the CEO wanted a surprise rebrand at the AGM in five weeks; a reader asking how to diligence the real mandate behind a senior role before signing—then offer a short, definite recommendation and invite contrary views in the comments. That gives an agency a ready-made series, with themes drawn from the audience rather than invented each month. Fitzmaurice also conducts primary interviews with named operators, such as the Group CEO of recruiter VMA Group, and draws out quotable specifics (3,500 applications for one marketing assistant role; clients rarely asking directly for a fractional CMO; hiring held back by cost rather than AI). The partner write-ups show the standard a sponsored piece would need to meet: Sodali & Co is described through bond issues, M&A, malware attacks and IPOs rather than adjectives, while a partner’s teaching role is spelled out as prospecting tools, sharper pitches and overlooked opportunities. For a B2B agency, the appeal is a proven recurring format, a writer willing to take positions and the ability to argue another business’s case with checkable detail. Before budgeting, agree the deliverable (written post, column slot or interview) and disclosure wording; ask for a recent audience snapshot to verify seniority of reach. The audience section records about 10,795 LinkedIn followers, with topics aimed at senior B2B marketing and professional-services leaders.
When to choose a specialist
Poor fit as written—the problem is the brief, not the person.
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Brief
A sales-enablement or website-personalisation vendor wants a performance campaign: paid creator content with a guaranteed number of qualified demo requests, sourced from a campaign they can switch on quickly and run at volume.
Evidence use
Referral-reward mechanics and amounts: the Sodali & Co, durhamlane and Webeo posts. Stated gap in B2B influencer experience: the A-list campaign post. Audience scale: the follower count recorded for the LinkedIn account.
Why
Fitzmaurice’s posts do not say they accept a fee for sponsored posts, carry a rate card or tie payment to lead volume. The only documented commercial mechanism is Paartner’s referral rewards: members earn £900 for a successful referral to durhamlane or Webeo and £2,400 for Sodali & Co, paid when an introduction becomes a signed client. Those amounts go to Paartner members; the posts do not describe an arrangement between Fitzmaurice and the named companies, so a vendor cannot assume the endorsements were bought or that the same output is available for purchase. Fitzmaurice also says plainly that a proper B2B influencer campaign is the one thing they have never built—journalist alignment here and there, but nothing with volume and nothing with the actual creators. Alongside a follower base of roughly 10,795, that makes this a poor channel for a hard lead-volume target. The editorial approach adds to the mismatch: the posts offer advice and reporting, not product demonstrations, so writing to a demo-request quota would fight the format. A revised brief could work. If the vendor’s leader or customer is a genuine subject-matter expert, an interview-led collaboration could follow the VMA Group format and draw on both parties’ authority. If the vendor wants the Paartner route, budget for a referral-reward listing and start with a prior relationship the endorsement can describe; a partner without that history should plan how to build it before approaching. Either way, treat lead targets as supporting measures, not the reason for the partnership.
A worked campaign example
Angle
Run the reader-dilemma column as a named monthly series in partnership with the agency. Each edition opens with a real situation sent in by a senior marketer—the kind already featured in Fitzmaurice’s posts: a mandate narrower than the interview suggested, a rebrand sprung on a brand team, a budget fight between marketing and sales. The agency’s specialist supplies a short answer alongside Fitzmaurice’s, giving the sponsor a named voice in a format the audience already reads for verdicts rather than broadcasts. The agency gets a seat in the argument, not a banner beside it.
Brief
A mid-market B2B marketing agency, strong on positioning and sales-and-marketing alignment but weak on visibility with in-house marketing leaders, wants a twelve-month thought-leadership collaboration and an approvable content partnership plan.
Deliverables
Ten to twelve monthly series editions over twelve months, each built around a submitted dilemma, with both answers published and comment discussion open.
Two interview-led features a year with the agency’s own leaders or a client, produced in the style of the VMA Group interview: a named interviewee, quotable specifics and a link through to the full piece.
A recurring call for submissions aimed at the agency’s audience, keeping the series supplied with material while showing the agency what senior marketers are wrestling with.
A short end-of-quarter summary the agency can share with its prospects, drawing on the dilemmas answered and recurring questions.
Next step
Approach with a one-page brief naming the series, monthly cadence, dual-answer format and two interview slots. Ask which documented route fits: a bespoke thought-leadership series, an interview-led feature or a referral-reward listing. Confirm the output type, disclosure and approval terms before commissioning content.
Planning notes
Budget two separate lines: the content fee for the series and, only if the agency also wants the referral route, fixed reward funding. Fitzmaurice’s posts put that reward at £900 or £2,400 per successful referral, depending on the partner.
Agree the deliverable in writing before the first edition: a written post, a column contribution and a recorded interview are different products. Ask for a contract template.
Agree disclosure wording and approval steps up front, and ask to see sample paid or disclosed work.
Ask for a recent follower-demographic snapshot covering seniority, sector and company size.
Track comment volume and quality, submission rate and the number of reader questions the agency can follow up as year-one success measures. Track demo requests or pipeline attributed to the series, but don’t promise them.
Choose Kerrie Luginbill when the agency's series needs to help professional-services firms decide where to compete and how to package what they sell, rather than answer senior marketers' leadership dilemmas.
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The two posts here show positioning work on two types of professional-services firm — those that help clients avoid risk and those that help clients build value — and a service-design argument that buyers now diagnose problems with AI and peer referrals before they ever contact a firm. That is directly useful if the agency wants a named expert to challenge prospects on ideal client profile and service packaging.
The posts here do not show a recurring reader-correspondence column, a named-operator interview series or work aimed at senior in-house marketing leaders.
The agency would be buying subject-matter analysis for professional-services leaders, not an established publishing engine.
Ask whether Rich Fitzmaurice can develop the series format separately.
Choose Nate Saperia when the campaign is aimed at leaders of professional-services firms — especially those considering PE-style operating discipline — and needs a finance and operations lens.
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The posts here compare SaaS and services metrics, argue that demand is human work that does not record itself, and lay out what running like a PE-backed firm requires: a trusted close, a weekly view of cash and work, margin by client and service line, and a history clean enough for a quality-of-earnings review. That is a sharper fit for a series about firm performance and pipeline discipline than about marketing leadership.
The tradeoff is that Saperia's posts address professional-services operators, CFOs and sponsors, not senior in-house marketers.
They also do not show a reader-dilemma column or an interview-led feature.
An agency buying visibility with marketing leaders would be borrowing authority from an adjacent finance and operations conversation.
Ask how Saperia would bridge that conversation back to marketing.
Choose Jamie Herman when the campaign needs a first-person practice-building story or speaks to accountants, bookkeepers and referral partners.
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The posts here show a documented route to building a tax and accounting practice — presenting to local bookkeeping chapters, later at an annual conference, and generating recurring year-end and tax work — and a sharp account of what goes wrong when a wealth advisor pitches an accountant with brochures instead of a fit-based referral. That is useful if the agency's series is about referral relationships and professional-services business development.
The tradeoff is that Jamie Herman's audience and commercial context are tax and accounting professionals, not senior B2B marketing leaders.
The posts show advice and personal experience, but not a recurring thought-leadership column with reader submissions or a named-operator interview format.
Ask how Herman's expertise would translate to an agency seeking a marketer's editorial judgement.
Eight LinkedIn posts by Rich Fitzmaurice cover reader-advice columns on senior marketing leadership, an interview with VMA Group's group CEO, and Paartner referral posts naming fixed rewards of £900 and £2,400.
The rest of this profile draws on the same eight posts.
The account was observed in October 2026; the posts carry no publication dates.
For a name search, gaps include no follower-demographic data, no per-post engagement data, no rate card, no disclosed sponsored post, and no publication dates.
The full VMA Group interview and the B2B Marketing United session on B2B influencer programmes, linked from the posts, are not assessed here.
This is a profile of the posts, not a complete career history.