Here is what I can get done.
A/B testing run as a programme with a hypothesis, a decision rule and a kill date on every test — not as one-off tweaks.
Acquisition systems
Drive acquisition. Explore new channels, create growth loops, product-led growth, GTM strategy.
Instrumentation
Attribution logic, conversion tracking, funnel instrumentation, event taxonomy.
Unit economics
CAC, LTV and cohort analysis, benchmarked against payback rather than vanity metrics.
Experimentation
Structured testing across paid and organic. The landing-page programme alone delivered up to a 50% conversion lift.
Ownership under pressure
The decisions that matter arrive with incomplete information and a closing window. I make them rather than wait for a certainty that never comes: diagnose the real problem instead of the reported one, commit early, and carry whatever follows.
Cross-functional leadership
Ran a team of 10 across marketing, sales and account management as one engine, rather than three functions passing work between them.
Channel selection and scaling
Structured testing across paid and organic, benchmarked against CAC, LTV and payback rather than vanity metrics. The landing-page programme alone delivered up to a 50% conversion lift. Once a channel proves itself, I scale it with the same discipline I used to find it.
Partnerships and sales
Owned enterprise pitch through close in board and C-suite rooms, and the partnerships that opened them. 200+ businesses onboarded in year one, CAD 10M transacted, monthly churn held under 20% - closed and kept, not closed and handed on.
Builder
I vibe-code. Automation on n8n, landing pages and product builds through AI-assisted tools, not a hand-written codebase — I'm not an engineer by trade, and that distinction matters. What it means in practice: I don't wait on an engineering queue to test an idea or ship a fix. The gap between "we should build this" and a working thing closes in days, not sprints.