Most growth problems I meet aren't channel problems. They're system problems: positioning nobody agreed on, data nobody trusts, channels nobody sequenced, and a team structured around activity instead of a number. I learned that the slow way, by building the systems myself.
I started as the first marketing employee at MyPoolin, a fintech payments app. No playbook, no team, no attribution. We built acquisition, lifecycle, CRM, and referral systems from scratch, scaled to millions of users, cut churn by roughly 35%, and improved signup-to-first-transaction by about 25%. The company was acquired. That job taught me what marketing looks like when it has to work with no budget for pretending.
At Paxful, a global Bitcoin marketplace, I led regional growth and lifecycle across roughly 15 markets. Education-led acquisition, localized journeys, referral and reactivation programs, compliance-aware messaging. The ecosystem grew to approximately 2.3 million verified traders, trading frequency rose about 63%, and weekly engagement doubled in key programs. Marketplaces teach you that trust is the real funnel.
At The Printing House, a Canadian enterprise with around 50 branches, I rebuilt marketing automation: Marketo, CRM integration, 28+ automated workflows, governance, and training. Modernizing an established organization is a different sport from startup growth, and knowing both changes how you diagnose.
Then I founded Blockwiz and ran it as CEO: a global Web3 marketing company that grew to roughly $5M ARR with about 35% profit margins, a distributed team of 45+ specialists, and more than 120 clients including Bybit, OKX, KuCoin, Coinsquare, and Huobi. Building it meant owning strategy and consequences at the same time: sales, delivery, quality, margins, hiring, retention, and every hard conversation in between.
Today I advise selectively, and I'm specific about where I do my best work: startups. Seed to roughly 200 people, across fintech, SaaS, crypto and Web3, ecommerce, edtech, marketplaces, travel, and real estate. I'm not the CMO for a 2,000-person enterprise, and I don't pretend to be. The zero-to-scale stage is the one I've lived from every seat.
Along the way: hired as a growth consultant by Amit Agarwal, former CEO of YouTube India, to grow a children's learning product, which we took from zero to roughly 100,000 active users with almost no paid spend, on community, content, and trust. Interviewed by Logan Crawford. Named a Web3 Innovation Leader by Cointelegraph in 2022, and featured in 35+ international publications.
How I decide what to take on
- A few engagements at a time. Senior counsel needs presence, not availability.
- Diagnose before prescribing. I don't sell a discipline, so I have no reason to prescribe one. The diagnosis decides.
- Fixed terms with planned handoffs. The engagement is designed to end. The advisory seat that follows it isn't. Dependency is a bug, not a retention strategy.
- The team keeps the credit. I coach in private, praise in public, and leave the wins with the people who stay.
The Compound Method
Everything I do runs on one framework: Clarify, Build, Compound. Find the single constraint, build the system that removes it, then hand off momentum instead of a dependency. It's written up in full because clients shouldn't need me in the room to remember how their own system works.
Recognition
Named a Web3 Innovation Leader by Cointelegraph in 2022 (a recognition given to a small fraction of global CXOs), featured in 35+ international publications including CNBC-TV18, Cointelegraph, Bitcoinist, and TechBullion, and interviewed by Logan Crawford. I've mentored 45+ marketers and growth leaders across five continents, and I'd trade most of the press for the fact that the systems still run after I leave.