Solo marketer at FeelTect

FeelTect already had marketing activity when I joined, but the different pieces were not yet operating as one coherent system. My job as the solo marketing lead was to understand what existed, drawing on colleagues who knew the business and the market, identify the gaps and connect positioning, content, digital channels, brand communications and measurement into a more structured approach.

The company operates in a technically complex category, and its communications have to work for clinicians, investors, KOLs and other stakeholders at the same time. Marketing had to do more than describe the technology. It had to communicate the problem, explain the value clearly, establish credibility and make a complex product easier to understand.

So I started by understanding the business, the product, the audiences and the existing activity before deciding what to change. Rather than immediately producing more content, I looked for the strategic gaps that clearer positioning, more structured content and better connected digital activity could close.

Tight Alright is a technically complex product. Its value sits in what the device lets a clinician understand and do, so my role was to translate that complexity into clearer communication for each audience.

The messaging work covered four questions: what FeelTect does, why it matters clinically, who needs to understand it, and why it is different from the established players the benchmark had mapped. The answers became the foundation for content, digital communication, website work, social activity and external marketing materials.

The objective was consistency with flexibility. The core proposition stayed recognisable everywhere, while the emphasis shifted with the audience in front of it.

The strategy showed that parts of the product could not be communicated through written copy alone. Tight Alright makes sense fastest when a clinician can watch it being used and see the pressure reading change in real time. That led to a 15-episode educational video series.

Each episode was designed around a clinical use case, a product demonstration and a clear takeaway, and the series was integrated into the wider content strategy rather than treated as a standalone creative project. I set up the production environment in the FeelTect office, including a green screen, lighting and camera equipment, then took every episode from script through filming, editing, captioning and publication in DaVinci Resolve.

I also created the YouTube channel and established a repeatable production process. The series generated consistent views from partner organisations, evidence the content was reaching relevant external stakeholders rather than disappearing into an algorithm.

FeelTect's brand refresh, covering tone of voice and visual guidelines, was led by an external branding agency. I worked with the agency and the wider team through the process, then led the rollout of the new system with colleagues across the business, applying it everywhere FeelTect communicated externally: digital content, print collateral, social templates, conference materials, website assets, testimonials and event communications.

The challenge went beyond improving individual assets. FeelTect had to feel like the same organisation wherever a stakeholder encountered it. I produced and adapted assets in InDesign, Affinity Designer and Canva, including materials adapted into German for international activity.

Across the nine month placement, FeelTect's digital performance rose significantly against the equivalent period before I joined. Impressions grew 1,900%, followers grew 40%, and digital engagement grew 200%, so the extra visibility came with genuine interaction across LinkedIn, YouTube and Facebook.

On LinkedIn specifically, the quarterly digital performance review showed impressions up 690%, reactions up 1,531% and 500 new followers (up 158%). YouTube delivered steady partner views on the educational video series. Facebook supported broader awareness and event promotion. Every figure was tracked through the measurement infrastructure established during the placement, and I used the data analytics to prove ROI to leadership in quarterly reporting.

As the solo marketing lead I was the only marketer, so good marketing depended on working closely with everyone else. I worked directly with the founders, CEO, clinical team and engineering team, often translating specialist information into customer facing communication. Stakeholder alignment happened through regular check-ins, shared planning documents and the Marketing and Communications Plan that gave everyone a common reference for what marketing was doing and why.

The role required project management discipline alongside marketing skill. I managed competing timelines across content production, social media campaigns, website builds, conference preparation and measurement reporting. Resource allocation meant deciding which activities got attention this week and which waited, because everything on the plan was real work and marketing capacity was one person. Colleagues' time for filming, demonstrations and review was planned into the schedule rather than requested at the last minute. Process improvement happened naturally: by month three I had a repeatable production workflow for video, a social content calendar with a two-week lead time, and a reporting cadence that kept leadership informed without eating half a week.

That cross-functional coordination, moving between technical understanding, clinical knowledge, marketing judgement, creative execution and data analysis, is what solo marketing at a startup looks like in practice. It required independent prioritisation, the ability to take an ambiguous business problem to a practical marketing response, and the habit of bringing colleagues with specialist knowledge into the work rather than working around them.

Analytics: Google Analytics 4, Google Tag Manager, Google Search Console.

Web: WordPress, Elementor Pro.

Content: DaVinci Resolve, Affinity Designer, Adobe InDesign, Canva.

Channels: LinkedIn, YouTube, Google Business Profile.

The tools supported the wider marketing system: creating content, distributing it, measuring performance and keeping FeelTect's external communication consistent.

Research pays for the decisions that follow it. The competitor analysis and stakeholder research gave me evidence for the positioning and content choices I made afterwards. Without that foundation, it would have been easy to produce technically polished content that never answered the questions the audience actually had.

In complex B2B and MedTech environments, clarity is part of the marketing experience. A clinician rarely needs more information. They need the right information in the right order, and that shaped the video series in particular: the strongest briefs started with what the audience needed to understand first, then worked backwards into message and format.

Being the only marketer on a small team sharpened my prioritisation. Marketing maturity is partly the ability to decide what should not be done this week, and partly knowing when to bring colleagues in. The role was as much project management as marketing: working with the founders, CEO, clinical and engineering teams, managing competing timelines and resource constraints, and keeping everyone aligned with little more than a spreadsheet, a content calendar and regular conversations.