Tyler, you work hard to acquire users. Keeping them is just as important.
Having a marketing strategy for both is what makes the work add up. Without one, it is a bit like a campground tracking all of its guests in an Excel spreadsheet.
Acquisition gets the spotlight. Retention gets whatever time is left.
Chasing new parks is urgent and visible, so it wins the calendar. Keeping current parks engaged and adopting more of the platform is just as valuable, and quietly gets less attention than it should.
New features ship faster than the marketing that explains them.
Every release, AI features included, is a reason for a customer to lean in. But a small team can build the feature and still not have a system to turn it into adoption.
A lot of good marketing is happening. It is not all pointed the same way.
Content, webinars, campaigns, an agency, customer feedback. The pieces are there. What is missing is one person making them push the same KPI instead of running in parallel.
Strategy lives in your head, and that has become the bottleneck.
When you have grown the company yourself, the marketing direction is yours by default. A lean team can execute well and still be waiting on you to set the priorities.
You have grown a genuine marketing operation: a content engine, webinars, customer stories, campaigns running on Salesforce and Pardot. The work is happening. What a senior strategy layer adds is not more output, it is focus and connection. Here is specifically what I would do.
Set the priorities the team executes against
Give a lean team a clear answer on what matters most this quarter, so the blog, webinars, and campaigns all push the same KPI instead of staying busy in parallel.
Build a real acquisition and retention split
A deliberate plan for winning new parks and a separate one for keeping current parks adopting more of the platform, so retention gets marketed to on purpose.
Turn every release into a reason to re-engage
New features, AI included, are some of the highest-return marketing a software company has. I make customer education a system, not a one-off announcement.
Connect the pieces that should already be talking
An outside agency, freelancers, and what your customer success team is hearing from parks every day. That feedback belongs in marketing and sales. I make those handoffs deliberate.
Get more ROI from the budget already in motion
No new headcount required. Senior direction on the team, spend, and tools you already have, pointed at growth.
“A B2B company I worked with had a small in-house team plus an outside agency producing tactics, with no one tying it back to a strategy. I came in, set the priorities, used the content they had already created to move their KPIs, and connected the agency and the internal team around one plan. Everyone stayed in place. What changed was that the work finally added up.”
The kind of engagement Tara Lilly & Co. is built for
I'm the marketing leader B2B companies bring in when the work is happening but it isn't adding up. I set the strategy, focus the team, and own the results, without the cost of a full-time CMO. Based in Charlotte, NC.
If this is worth twenty minutes, I would enjoy the conversation.
No pitch and no slides. Just a working session on how CampLife's marketing could pull harder in one direction.
Set up a conversation with TaraNot ready to talk? Take the 2-minute Marketing Gut Check — five questions, an instant read, nothing to schedule.