HUMAN INTELLIGENCE, AI POWERED
Most marketing plays it safe. Mine is fast, fearless, and lean.
I bring bold, AI-run marketing and 15+ years of judgement to businesses ready to grow, so the function grows the business faster and costs less than the cautious version they're running today.
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Fifteen+ years working with brands including:
You will recognise some of this
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All of these are common, and all are solvable.
They add up fast, and dealing with them is what I do.
How I work
The problem defines how we work together.
In practice it's one of three:
Advisory
A day or two a week alongside a marketing leader who's capable but under-supported, or a CEO carrying the function personally. Best where the direction is roughly right and the execution isn't.
Embedded
Three to four days a week for six to twelve months, owning the function outright, reporting to the CEO. This is the one that suits a brand that needs the change made rather than recommended, and it ends with recruiting a successor or restructuring.
Permanent
Some problems are a decade long rather than a year.
Where that's the case, and the business is the right one, I'd rather build it properly than hand it over.
The first 90 days look the same either way.
Weeks 1 to 4 · Diagnose
I sit inside the function, not above it. Where the money goes, what the team is genuinely capable of, which agency relationships earn their retainer, and what the numbers say versus what the reporting says. You get a written assessment and a costed plan.
Weeks 5 to 12 · Redesign
The operating model the business actually needs, the roles that model requires, and the AI implementation running alongside rather than after. The team learns the new way of working as it's built, which is the only version that survives.
From there · Grow
The function runs on the new model with the growth plan live, and the argument shifts from cost to compounding.
This is the phase most engagements are really for, and the one that tells you whether the rest worked.
Where AI actually helps, and where it doesn't
Most people selling AI marketing have read about it. I've governed it. I chaired the AI steering committee at a regulated surveying business, setting adoption and governance across the company, and I hold the AI-Driven Business Transformation credential from Oxford's Saïd Business School. Most recently I completed the CIM's AI Answer Engine Marketing course, covering AEO and GEO, how brands get discovered inside AI answers, and high-consideration lead generation in that new landscape.
What that means in practice: I know where AI genuinely takes work off a marketing team, production, campaign operations, research, reporting, and, just as important, where it doesn't. Positioning, judgement, relationships, and anyone genuinely good at their job are safe from it. The "hi" in Moretonhi is human intelligence, and it's the part that decides whether the AI is worth having.
I bring that to functions I've already built and grown: £6m of new direct-to-consumer revenue in a year, 40% new-logo growth across a private-equity-backed software group, revenue up 43% a year for four years running in online retail.
AI does the hours. People do the work that matters.
Modernising a marketing function is, more than anything, a people opportunity. The structure and the technology matter, but it's the team that turns them into results, so that's where the real value gets made.
So I build capability as I go. The team learns the new way of working while it's being built, not handed a finished system they didn't contribute to, and they come out of it more skilled and more valuable than they went in. A modern marketing function is only as good as the people running it, and the point is always a stronger team.
Who this is for
Right Fit
Established brands, or those looking to scale.
An existing marketing team - or not.
A board mandate for growth and efficiency together, and a senior team prepared to back structural change rather than commission a report about it.
When it doesn't work
When the senior team wants change but won't resource it or stand behind it. When there's no clear direction from the top for the function to align to. And when what's really wanted is a second opinion on a decision that's already been taken, rather than someone to own the outcome.
About me
I'm Clare Moreton.
More than fifteen years in marketing leadership, most of it spent building functions from scratch and turning them into growth engines, across three consecutive director-level roles and five sectors, from B2B SaaS and regulated financial services to proptech and B2C ecommerce.
That range taught me to love the variety. I've walked into businesses with no marketing function and built one from scratch, and into a group of 35 acquired brands and brought them together as one. I enjoy defining the strategy and I enjoy rolling my sleeves up to deliver it, and I'm at my best when a plan meets reality and needs rethinking on the spot.
Most recently I was Director of Marketing at esurv, part of LSL Property Services. I've run the growth side and the governance side, usually at the same time, and I care as much about the team doing the work as the results they produce.
Based in the West Midlands, but happily cover London, North-West and South-West on a hybrid basis · linkedin.com/in/claremoreton/
Worth a conversation?
Thirty minutes, no deck, no pitch. Tell me what's on your mind and I'll give you my honest opinion, and a sense of what it would take to put right.
Book a conversation
Moreton Human Intelligence Ltd · Company No. 17228789 · Registered in England · Professional Indemnity & Public Liability insurance held