Owned marketing across three brands. Rebuilt HubSpot lifecycle and GTM attribution in 90 days. Reported into the CEO.

The role

Novadontics is a dental software / clinical-services group that runs three customer-facing brands: Novadontics (the software), Care Pulse (the operational arm), and California Implant Institute (the training and events arm). I came in as Director of Marketing reporting to the CEO, with all three brand budgets, all three websites, and all three marketing tracking stacks consolidated under one P&L.

What needed to change

• The three brands operated with three different definitions of each HubSpot lifecycle stage. A "Lead" in Novadontics did not mean the same thing as a "Lead" in Care Pulse. Cross-brand reporting required manual reconciliation.
• The three brands maintained three Google Tag Manager containers with inconsistent event definitions. Spend attribution across brands was unreliable.
• There was no recurring leadership review built around marketing performance. The executive team received ad-hoc updates rather than a consistent operating cadence.

The first 90 days

Days 1–14 — discovery. I mapped every channel, every advertising dollar, and every lifecycle stage across the three brands, identifying the single bottleneck that, once addressed, would unblock the broader function. The bottleneck was the lifecycle and attribution layer: without it, budget decisions could not be made reliably.

Days 15–60 — rebuild.

• A unified HubSpot lifecycle model. Each stage now means the same thing across all three brands.
• Standardized GTM container architecture: one container per brand, but with shared, namespaced events that produce a consolidated reporting view across the three.
• Make.com automations replacing three separate manual lead-routing flows. Each brand retains its handoff rules; manual ops time reduced to near zero.
• Operational structure: myself plus one part-time analyst, replacing what had been a fragmented set of agency engagements.

Days 61–90 — operating cadence.

• Weekly leadership review with the CEO. One-page format. Pipeline by brand at the top, followed by spend efficiency, content velocity, and the top three risks.
• Direct ownership of the events motion for California Implant Institute, representing the brand at industry events; pipeline conversations were captured in the CRM within the same week.
• Quarterly target-setting on the new lifecycle stages, providing a consistent vocabulary for performance discussions with the executive team.

Outcome

• A single source of truth for marketing across three brands, with the CEO able to answer the central performance questions without an additional call.
• Three tracking systems consolidated into one; approximately six hours per week of manual reporting recovered.
• Closed-loop attribution from first touch to clinical or software pipeline stages, by brand.
• A consistent reporting cadence the executive team uses in board materials.

Why this engagement matters

The role demonstrates the leadership-level work I focus on: identifying the operational bottleneck, rebuilding the infrastructure required to address it, and installing a recurring cadence that the executive team uses to make decisions. The same approach is applicable in any modern marketing function regardless of industry; the operational shape of the company changes, but the order of operations does not.