One of the clearest memories I have of learning a mathematical concept was in High School when I learned about step functions. The teacher told us:<p>> Postage prices are determined via a step function.<p>And then proceeded to show us how there are different prices for different weights of packages, but they don't charge a straight wait per ounce, it jumps at different weight barriers, etc.<p>I was thinking about this the other day when I was trying to explain why having Fractional CMO help at B2B SaaS startups is a very useful thing, particularly in the first 3-5 years of a startup's life.<p>While it's true that you should "Always Be Marketing," it's also the case that, especially early on, there is A LOT to focus on product and people wise, and unless Marketing is a core competency of one of the founders, it can be difficult to harness your time or to justify spending time to become more proficient in a practice that you may not really enjoy doing to begin with.<p>The places where a Fractional CMO (or CFO, or even CTO under the right circumstances) can contribute can be thought of as a function that "smooths out" the step function. You can get immediate help before you have someone on board, and as you work your way up to more senior functions, you can leverage external help to coordinate, align, and reorganize as necessary.<p>What has your experience been of either getting to Product Market Fit, growing a startup post PFM, etc, and what role has a dedicated or Fractional Marketing role played in that?