Marketing leadership · Demand generation & operations · B2B and B2C
I'm Renee Mallonee. I've grown a marketing team from one person to fifteen across B2B and B2C, and led it through two full company rebrands at enterprise scale — and I've built a demand generation function from nothing, alone, through a merger. Same discipline, opposite ends of the resourcing spectrum. Most marketing leaders have done one. The combination is the point — and what makes both work is the same thing underneath: documented programs and an operating cadence other people can plug into.
1 → 15+
B2B and B2C marketing team, built from one
$20M
annual budget owned
71%
aided brand awareness after a full rebrand
3×
martech stacks built from zero
01 / Point of view
Strategy isn't a deck. It's the set of decisions you're willing to be held to when the quarter is tight. These are mine.
On foundations
Operations isn't overhead. It's the precondition for growth.
A business scales when the foundation, the programs, and the operating cadence are right — not when it adds people to a system nobody has documented. Get that order wrong and every new hire makes the problem bigger instead of smaller.
On the buyer
Buyers don't shop for features. They shop for a way out of a specific problem.
Feature-led campaigns underperform because they make the buyer do the translation. I build around use cases and the operational pain behind them, so the solution shows up as the answer to a problem they already feel. That's solution selling, built into the campaign from the first touch.
On sales alignment
The MQL threshold is a trust contract, not a scoring exercise.
The moment reps stop believing the leads, no campaign fixes it. I build the definition with sales in the room, document it, and audit it in production — including finding the wrong threshold running live and fixing it before it cost a quarter.
On brand
A rebrand is an operations project wearing a creative costume.
The identity work is the visible part and the easy part. What determines whether it lands is sequencing, internal adoption, and whether every system downstream is ready on the same day. I've run two.
02 / Range
These are usually two different careers. Having done both means I know what the function is supposed to look like fully built — and how to get there when it's just me.
At scale
From zero
A company that needs one person to be the whole marketing function needs that person to know what the full function looks like — so the work done alone is built right the first time. I've stood at both ends.
03 / From zero, three times
Not migrations. Not optimizations. Three separate times, at three companies, the systems didn't exist and I built them — which is why platform isn't the thing I'd want to be evaluated on. The architecture is what transfers.
Before: no CRM, no automation, no nurture.
Launched Salesforce as the company's CRM to give sales real reporting and conversion visibility, then implemented Pardot to run automated content and nurture programs against a long lead cycle. Also stood up the company's first email marketing program.
Before: activity reporting, no qualification model.
Designed the MQL-to-SQL lifecycle from scratch in Pardot and Salesforce — scoring model, qualification thresholds, sales handoff criteria — plus multi-touch attribution and the executive dashboard that made marketing's contribution auditable rather than anecdotal.
Before: two companies, two systems, scoring that wasn't running.
When marketing consolidated onto HubSpot, I activated prospect lead scoring built on what I knew about the ICP — scoring criteria, qualification thresholds, and sales handoff criteria. Wrote the training materials that got sales using it, and built the interim pipeline tracker the team forecasts on while reporting caught up.
04 / Shipped with AI
Claude, ChatGPT, and NotebookLM as production tools — prospect-facing assets, cross-system campaign analysis, and research synthesis — and an AI SDR launching inside the pipeline itself. The prospect-facing tools are live, public, and in active use by a sales team.
Prospect-facing tools
A prospect enters their own operating numbers and gets a personalized revenue-at-risk figure in real time. Reps open them live in meetings — no spreadsheet, no prep. Built to change the shape of the conversation, not just to generate a lead.
Pipeline infrastructure
I built the business case, wrote the requirements, integrated it with HubSpot and Salesforce, and customized how it qualifies buyers. It's built to engage and qualify website visitors in real time, growing top-of-funnel capacity without adding headcount.
Launching · Q4 2026
Mid-funnel diagnostic
An eight-question assessment with an auto-generated results page, doing two jobs at once: giving the prospect something genuinely useful, and producing a segmentation signal that routes them into the right track automatically.
See it live
Campaign architecture
Segmented pages built around what the buyer is trying to fix rather than what the product does — each wired to its own form logic, scoring behavior, and follow-up sequence. The same use-case framing that runs through every campaign I build.
See them live
Selected results from goals owned directly: 211% of annual SQL goal and 123% of annual MQL goal (2024) · +68% email click-through year over year · +35% website traffic year over year. Audience building, in both directions: 4,000 → 15,000+ B2B followers in under four years, and under 8,000 → 50,000+ consumer followers in under two years. Earlier: Google rating 2.7 → 4.5 in under six months · workflow automation that cut content execution time in half. Pipeline and revenue detail available in conversation.
05 / How the work ships
I build a reusable program schedule for every recurring activity type — a webinar, a 1:1 ABM campaign, a sales sheet, a launch. Each step carries a cycle time in days and its dependencies, so the schedule works in both directions. Give it a due date and it tells me when work has to start. Give it a start date and it tells me exactly when everything delivers. Durations start as estimates and get refined against actuals, so the schedule gets more honest every time it runs.
Why it matters — 01
Deliverability becomes a promise instead of a hope.
"That ships May 14" instead of "we're working on it." Trust with sales and executives is built on hitting dates you stated in advance, not on volume of output. It's the fastest way I know to stop being the department everyone chases.
Why it matters — 02
Capacity stops being a guess.
Because the durations are real, I can see what genuinely fits in a quarter before I commit to it. My quarterly planning runs on this — including the call on which themes to build around and which products carry them.
Why it matters — 03
It's how one person covers the work of a department.
A documented program means sales, product, agencies, and freelancers plug into the same schedule I do, instead of into my head. A live dashboard shows executives and every partner team what marketing is working on, which campaign it serves, and what delivers when, so nothing waits on a status meeting. That's what lets a lean function carry a full program load without adding headcount.
Built with a project manager and carried across three companies and three systems — Workfront, then Smartsheet, then Asana. The tool changed three times. The method didn't.
06 / Selected work
Not a list of deliverables. The call I made, why I made it, and what it cost.
Brand
We had just spent nine months and significant budget rebuilding the brand from Monitronics to MONI. Then came the opportunity to move again — to Brinks, a name the category already trusted. I partnered confidentially with the board and ran the cost/benefit case with the C-suite to make that second move.
The tradeoffWalking away from equity we'd just built, and asking a team to rebrand twice. What it bought was borrowed trust in a low-consideration category where the name on the yard sign is the product. The transition reached 71% aided awareness.
Two rebrands, one org, in under three years
Strategy
For four years I ran Medalogix marketing largely solo, on a quarter of the budget our eventual merger partner had, against a team of seven. I built one plan and held it: quarterly campaigns tied to Product's roadmap, and solution-selling plays tuned to what the industry cared about that quarter. At the merger, an independent brand audit put Medalogix ahead on media equity, with more than double the social following.
The tradeoffHolding one plan means saying no to ideas that look urgent. What it bought was consistency the market recognized. The agency concluded that if either name survived, it should be Medalogix, and that the new name had to beat it. We started fresh as Mosai. The name to beat was ours.
Higher brand equity on 25% of the budget. One marketer vs. seven.
Operating model
My first ABM build engaged seven of ten named accounts, several at the C-suite level, and none of them had ever responded to us before. One opened an opportunity. But the program underperformed for a reason that had nothing to do with the campaign: two reps never invested in it. So when I rebuilt the program, I designed for that failure mode first. Sales now defines each target account and the reason behind it in a shared source-of-truth brief before marketing builds anything.
The tradeoffRequiring sales to do work upfront slows the start, and a program can stall there. That's the point. An account nobody will invest in was never going to convert — and now I find that out in week one instead of quarter three.
Rebuilt with sales bought in first
07 / Working with me
How I operate, what I'm like to work with, and what I do when nobody's handed me a playbook.
How I work
Ship it, learn from it, fix it.
I'm a get-it-done person. I'd rather ship something, learn from it, and fix it than spend three weeks perfecting a plan. The templated programs are what keep fast from turning into sloppy.
What to expect
Tell me what you need and when. I've got you.
Headline first, context after. Direct, specific feedback in both directions — I don't need it softened, I need it actionable. Show me the problem and the numbers, and I might debate you. That's a good sign.
What I'm like
Easy to work with. Serious about the work.
Open book, dry sense of humor, and a Seinfeld or Curb reference for most situations. I genuinely like the people I work with, and it shows.
Off the clock
Work hard, play hard. In that order.
I hit it hard at work so I can be all in as a mom. My husband and I run road trips like a time trial — gas stops chosen for exit efficiency, previous records to beat — and our kids can make a twelve-hour drive with one stop. Otherwise, we're at the lake. And pro bono, I run social and PR for Green River Community Food Warehouse, a food nonprofit in Owensboro, Kentucky.
Filling the gap
When there's no playbook, I write one — even off the clock.
I was the first person in the US to have a robotic mastectomy with a single-port robot. There was almost nothing written about it by an actual patient, so I built a website and blog to tell it myself. I wasn't afraid of the surgery, and I wasn't going to wait for someone else to write the story. Today I'm a peer navigator and active volunteer with FORCE (Facing Our Risk of Cancer Empowered).
08 / Get in touch
My best work happens when a team is stuck on the same problem and we solve it together.
Education
University of Kentucky — BBA, dual majors in Marketing and Integrated Strategic Communications / Advertising. Graduated Magna Cum Laude.
Recognition
Key Women in Security, Security Systems News · Gold Stevie Award, Inbound Marketing Program of the Year · Bronze Stevie Award, B2B Marketing Campaign of the Year · Judging Committee Chair, American Business Awards · Top 20 Under 40, Security Systems News · Woman of the Year, Women's Security Council · President's Award, presented by the CEO
Also
Owner, Little Engine Strategic Branding — an independent brand and marketing consultancy serving consumer and B2B clients.