Anuncier
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Jim Butz, Fractional CMO & Digital Marketing Strategist
I help technology companies that sell to health, human services, nonprofit, and public sector organizations build a go-to-market engine that grows revenue.
For businesses and nonprofits, I work as a digital marketing strategist, helping them efficiently find the right buyers online.
I'm James (Jim) Butz. For 20 years I've sold and marketed software to the organizations your company sells to: behavioral health and IDD providers, human services agencies, nonprofits, and state and local government.
I've carried a quota, led the sales team, and built and led the marketing team.
That combination is what I bring as a fractional CMO. I know how your buyers decide, how funding and regulation shape their budgets, and how to tie marketing to the revenue number your CEO and board are watching.
What I've Led
Turning outbound into an inbound growth engine
Foothold Technology sold Electronic Health Records (EHR) and case management software to human service providers, including behavioral health. The company grew mostly through outbound selling, with sales cycles that ran a year and a half. As Director of Marketing, I led a five-person team and a $1M+ budget to rebuild how the company generated demand.
We moved to persona-based inbound marketing across content, SEO, paid search, and paid social. I built funnel measurement that connected every campaign to pipeline. When the data showed deals stalling late, I worked with sales leadership to fix those stages too.
Inbound leads grew from 5 to 10 a month to 60 to 70. MQLs rose more than 200%, SQL conversion improved 41%, and revenue grew 15% year over year. The sales cycle dropped from about 18 months to 9 to 12, and our funnel model became a template for other companies in our investor's portfolio.
Opening new markets with new products
While doing a deep dive with our Homeless Management Information Systems (HMIS) customers, we noticed requests for standalone systems and traced them to a federal requirement for HMIS-compliant software serving domestic violence agencies. Existing regulations made our usual product and marketing approach unworkable.
I led a cross-functional team through the legal requirements, sized the market, and built the go-to-market plan with implementation and sales, including a new way to position and sell the product. Customer service was skeptical and leadership was lukewarm on the deal size, so I kept both involved and folded their concerns into the design.
We sold a dozen in the first year, and the launch became the model for how the company released products afterward. A separate launch, an HCBS-compliant product for an underserved provider segment, generated more than $200K in ARR in its first year. After Foothold moved under its parent company, Radicle Health, I turned that approach into a formal launch process that cut time to market by 15%.
Taking a regional company national
Before leading marketing, I led Foothold's sales team of 10 account executives and SDRs through the company's two largest revenue years. We grew from 12 states, concentrated in New York and New Jersey, to 28, with more than half of revenue eventually coming from outside our original markets.
I personally closed roughly 70 to 80 customers, including the company's largest contract at more than $130K ARR and its first state-level contract.
Bringing focus to a founder-led startup
At Open City Labs, an early-stage AI-enabled healthcare technology company, I joined as SVP of Sales and Marketing and built the go-to-market foundation from scratch: ICPs, positioning, messaging, sales process, lead scoring, and HubSpot automation.
The founder had several products he believed in, and prospects found the lineup confusing. I made the case for focusing the offer, we did, and traction followed. Pipeline grew 50%, and we started the closing process with the company's first recurring-revenue customers.
How I Work as a Fractional CMO
Revenue is the scoreboard
Early in my marketing leadership, I measured success by the quality of leads we handed to sales. I learned that isn't enough. If deals stall after the handoff, that's my problem too, so I stay involved in sales enablement, collateral, and process until pipeline turns into customers.
I test assumptions instead of arguing them
I own the function
The first 90 days
When leaders disagree on how growth should work, I'd rather agree on what to measure and let the results decide. Results tell us where to invest more and where to stop.
I work directly with the CEO and leadership, set the strategy, manage the budget, team, and vendors, and stay accountable for results. I also do the work myself or bring in the right people when it makes sense.
I start by talking to internal stakeholders and key customers and reviewing the data. We agree on what’s working and where to improve. Then we set the strategy and the metrics we’ll be held accountable to.
Career Snapshot
MBA with a marketing concentration, Saint Leo University. Bachelor's degree in business, Loyola University Maryland.
Credentials and Certifications
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MBA in Marketing, Saint Leo University (2020)
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BBA, Loyola University Maryland (2001)
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Certified and trained in sales methodologies like Sandler and SPIN - 2015-2018
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ABM Training 2017
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Persona Development 2022
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Google Certifications
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Google Ads
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Google UX Design
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Google Analytics
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Hubspot
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Social Media Certified 2025
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Inbound
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Email Marketing
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LinkedIn Marketing Strategy 2025
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AWS 2024
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Amazon Connect
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Certified Solutions Architect – Fundamentals
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Saint Leo University Logo
Loyola University in Maryland Logo
Google Analytics logo
Saint Leo University Logo
How I Got Here
My career started with nursing school, then took a detour when I stepped in to help run my father's retail store in Abingdon, Maryland. I became the manager and eventually owned the store. That's where I learned that leadership ripples through everyone, and that a good product or service fails if nobody knows it exists.
After selling the store, I moved into software sales at Social Solutions (now Bonterra), where I grew my client portfolio revenue 25% in my first year and secured the company's largest contract at the time. The healthcare roots pulled me to Foothold, and I've worked in health and human services technology ever since. Both companies grew from founder-led businesses into private equity exits.
I founded Anuncier in 2024 to help founders, small businesses, and nonprofits close the gap between who they are and how they show up online.
That work keeps me hands-on with SEO, AI search visibility, paid search, websites, and analytics.
One client saw a 138% revenue increase after we rebuilt their website and messaging. Another reached page one on Google and grew bookings 25%.
What I'm Doing Now
