Your marketing isn't broken.
It was never built.
Spending on marketing but can't tell if it's driving deals or just activity?
I'm Keren. After fifteen years building marketing inside Israeli deep tech, I now help growth-stage leaders build what's structurally missing in their marketing, so spend stops disappearing into activity and starts supporting actual growth.
If your marketing feels active but its impact on the business stays invisible, you're missing structure, not effort.
Let's talk about how to solve it.
A free 30-minute conversation about where your marketing stands today and what should be built first, so you leave with a clearer view on what to prioritize next.
When marketing is busy but nothing moves
You are not the first founder who has felt this. It's one of the most common patterns in Israeli deep-tech, and it almost never gets named correctly.
Here's how it usually shows up:
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Activity everywhere, but no clear line to pipeline
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Agencies and vendors are running, but the plan isn't
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Reports come in, but they don't support decisions
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Budget is spread thin across too many bets
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No sharp answer to who you're targeting and why
The real problem
It's not about how hard the team is working. It's the missing strategic layer: clear priorities, budget discipline, and a decision rhythm that turns reports into action, and keeps marketing connected to pipeline reality, not just activity.
That’s what I fix.
The Title-Execution Gap
I have watched this happen for fifteen years, first from inside Israeli deep-tech companies, now from the other side of the table.
You hire a marketer with a real title, a Director, Head of Marketing, or a VP, and they arrive with a plan. Within ninety days, that plan has dissolved into a daily flow of sales requests, exhibition prep, and last-minute deck fixes.
Six months in, the company asks why marketing isn't producing what was expected, and nobody can really answer.
That is the Title-Execution Gap.
It is not a people problem - it is structural.
The person you hired has the strategic title, but their day is entirely execution, because there is no strategic layer in between, and nobody built one assuming the hire would do it themselves.
And that is what I help you build before you hire anyone else.
What we build together
A working framework ready to use from day one, that your future VP Marketing can inherit without starting from scratch.
What changes
A positioning snapshot in plain language so the whole team says the same thing about who you sell to and what makes you different
Channel roles with clear logic for what to keep, cut, and scale so budget stops spreading thin across too many bets.
A KPI board for decisions, not reporting with five to seven metrics your team can act on.
Sales-marketing alignment that holds up under pipeline pressure with marketing connected to deal progression, not just lead counts.
Who I am
I'm Keren Peleg. For more than fifteen years, I led B2B marketing inside Israeli industrial and deep tech companies, including OFIL Systems and Dip-Tech, working through long sales cycles, technical buyers, and exhibition-heavy markets. I built marketing functions under real commercial pressure.
Today I sit on the other side of the table. I help Israeli deep tech founders put the strategic marketing layer in place before they hire another senior marketer.
I keep my client roster small, and I stay until marketing is actually working or you are ready to bring on your own senior marketing leader.
If your marketing feels active but unbuilt,
we should talk.
How we work together
We start by building the strategic layer your marketing has been missing. Then we keep that structure sharp through ongoing decision discipline, as the business changes.
STRATEGY SPRINT · 3-4 weeks · where every engagement begins
FOLLOW WITH
STRATEGIC OVERSIGHT · retainer · picks up where the Sprint ends
Ongoing advisory that protects the structure the Sprint built. Two intensities, depending on what is happening inside the company.
Core · monthly
Monthly review of the KPI board, priority resets, and decision support for the work in motion. About 1.5 to 2 days of my time per month. For teams running a steady marketing function that needs ongoing discipline.
Plus · biweekly + planning
Higher frequency, plus participation in quarterly planning, deeper work on proof and credibility, and closer support around launches or strategic shifts. About 3 to 4 days of my time per month. For periods of growth, change, or high-stakes execution.
Before you invest more, make sure
you’re investing in the right things.