Q2 2026 Marketing Plan
Status: Draft
Created: 2026-03-24
Updated: 2026-05-06
Author: Cursor Agent
CSO: Kaela Gallagher
Related: Executive Q2 Planning Operating Model
Quick Links:
- Linear Marketing Team
- Q2 Budget + Planning Transcript
- GTM Linear Cleanup Plan
- Marketing ops CE plan — fractional CMO + AI sub-agents (artifact map, Hannah / Jadyn / Mickey human QC)
- Lisa onboarding — handoff (start here) (read-first list, checklist, boundaries)
Operating model (May 2026)
Fractional CMO (Lisa): top-down themes and priorities; 2–3×/week syncs with marketing; approvals on sensitive outbound; when Robert is OOO, Lisa is the approver for posts that would normally need Robert (see knowledge/sales/content/linkedin-pre-publish-checklist.md). Jadyn: writer + coordinator (Notion Content Calendar, vault content-calendar.md, Linear marketing sprints; every calendar row links a Linear issue URL). Hannah (design), Mickey (multimedia). CC bundle for Lisa-led posts: cmo-gpt (knowledge/sales/content/cc-content-system/cmo-gpt/). Vault docs: Content Lead = calendar slot when not Robert/Uttam. See CE plan links above.
1. Context & Problem Statement
Current State
- Marketing initiatives exist in Linear but pre-date Q2 planning (Campaigns, Sales Assets, Partnerships, Promotions from 2025)
- Transition happening in sales and marketing departments per Q2 budget planning discussion
- No consolidated Q2 marketing strategy connecting to company-wide goals
- GTM team has parallel planning (see GTM Linear Cleanup Plan)
Problem Statement
- Marketing work is fragmented across outdated initiatives without Q2 focus
- No clear connection between marketing activities and Q2 revenue/sales targets
- Partnerships and campaigns lack coordination with GTM engineering work
- Missing marketing metrics tied to Brylle’s quantifiable metrics bet
Goal
Create a focused, measurable Q2 marketing program that generates pipeline and supports sales targets while building repeatable systems for H2.
2. Connection to Broader Goals
Company Q2 Goals
- Support Brylle’s quantifiable metrics bet with measurable marketing outcomes
- Align with mentorship program visibility (case studies, employee LinkedIn posts)
- Enable GTM engineering demos through marketing channels
Delivery Standards
- Use project plan template for all marketing initiatives
- Weekly review cadence with quantifiable outcomes
- Mirror approved initiatives in Linear with clear milestones
3. Work Phases
Phase 1: Q2 Foundation (Weeks 1-2: Late March)
- Audit existing marketing initiatives and retire/archive outdated work
- Define Q2 marketing metrics (pipeline generated, content pieces, event attendance)
- Align with Sales Engineering Q2 initiative on demo/event support
- Create marketing calendar through end of Q2
Phase 2: Campaign Execution (Weeks 3-8: April–May)
- Launch Q2 campaign (TBD based on sales priorities)
- Execute partnership co-marketing with key partners (Omni, Snowflake, etc.)
- Produce case studies from LMNT, Eden, CTA successes
- Support sales with enablement content for demos
Phase 3: Measurement & Optimization (Weeks 9-10: Late May)
- Review metrics against targets
- Document learnings for H2 planning
- Plan Q3 marketing priorities based on Q2 performance
Phase 4: Ongoing (Week 11-13: June)
- Weekly marketing standup with GTM
- Bi-weekly content calendar reviews
- Monthly metrics reporting to leadership
4. Success Metrics
| Metric | Before | Target (End of Q2) | Owner |
|---|---|---|---|
| Marketing-qualified pipeline | TBD | $X | Kaela |
| Case studies published | 0 | 3 | Kaela |
| Partner co-marketing activities | 0 | 4 | Kaela |
| Sales enablement assets delivered | TBD | 10 | Kaela |
| Employee LinkedIn engagement | Baseline | +50% | Kaela |
5. Risks & Mitigations
| Risk | Mitigation | Owner |
|---|---|---|
| Sales/marketing transition disrupts execution | Focus on systems over campaigns; build repeatable playbooks | Kaela |
| Limited marketing headcount | Prioritize 2-3 high-impact campaigns vs. breadth | Kaela |
| GTM/Sales priorities shift mid-quarter | Weekly sync to adjust marketing support | Kaela |
6. Open Questions
- What is the Q2 revenue target marketing should support? — Need alignment with sales leadership
- Which 2-3 partners should we prioritize for co-marketing? — Depends on GTM engineering partner mapping
- Are there specific events or conferences in Q2? — Need calendar from sales
7. Next Steps
- Review and approve plan (owner: Kaela Gallagher) — Due: 2026-03-28
- Align with Sales Engineering Q2 initiative (owner: Kaela + Uttam) — Due: 2026-03-28
- Define specific Q2 campaign theme (owner: Kaela) — Due: 2026-04-04
- Create Linear initiatives for approved work (owner: Kaela) — Due: 2026-04-04
8. Sign-offs
- Team Lead — Scope, outcomes, resourcing — [ ] Signed off? (Owner: ________________)
- Executive Sponsor — Alignment with company goals — [ ] Signed off? (Owner: ________________)
9. Related Resources
| Resource | Location | Description |
|---|---|---|
| GTM Linear Cleanup Plan | q2-gtm-linear-cleanup-plan.md | GTM team parallel planning |
| Sales Engineering Q2 | Linear initiative | Demo and enablement support |
| Q2 Budget Planning | Transcript | Leadership context on transitions |
Last updated: 2026-03-24