Scope
I oversee a $1.5M B2C marketing budget spanning multiple above- and below-the-line channels, split across two businesses with almost nothing in common: a UCaaS and SaaS start-up selling a considered technical purchase, and US bankruptcy law firms reaching consumers in acute financial distress.
Running both from one budget forces a discipline I would recommend anywhere — every channel has to justify its allocation against the others, quarterly, on evidence.
Audience work
The two audiences demand entirely different approaches, so the foundation is segmentation. I build the buyer personas and custom audiences that drive targeting, then hold campaigns accountable to them rather than to channel-level vanity metrics.
For consumer legal, the emotional register matters more than the feature set. For UCaaS and SaaS, the reverse. The same media plan template would fail both.
Testing and production
- A/BStructured testing across creative, landing pages and offers
- SessionsSession recordings to find where intent breaks down in practice, not in theory
- BrandAwareness campaigns alongside direct response so demand exists to capture
- AssetsVideos, copy, emails and newsletters directed end to end
I direct the production of the marketing materials themselves rather than briefing them out and hoping. Owning both the plan and the assets is what keeps the message consistent from ad to landing page to inbox.
Management
I manage annual and quarterly budgets across the channel mix and lead the marketing team delivering against them. The reporting cadence is built so that reallocation decisions are routine and evidence-led rather than reactive.