This is the more human version of the story — the plateaus, the jumps, the bigger responsibilities, and the reason I now look at acquisition as one connected system.
Studied Advertising and Psychology, then kept going deeper into Clinical Psychology
That gave me a lens I value dearly, one that broadened by marketing perspective: behind every click, every hesitation, and every conversion, there's a person making a decision.
Joined a startup and grew into Head Media Buyer
Those years taught me the fundamentals properly — not just how to launch ads, but how to think under pressure and stay close to what actually moves performance.
Stable from the outside. Flat on the inside.
I was still doing good work, but I wasn't being stretched the way I wanted. That feeling usually tells me something important: it's time to move.
Joined at a period of fast growth, working under a sharp CMO
My thinking became less about channel execution in isolation and much more about how media connects to the actual business.
Another plateau. Different level, same feeling.
So instead of waiting for someone to notice, I asked for more responsibility. I've always preferred asking for a harder problem over staying comfortable in a familiar one.
The role got wider, and honestly, more interesting
I wasn't just running campaigns anymore. I was helping drive expansion across brands — some acquired, some built from scratch — and thinking much more seriously about offers, funnels, economics, and customer behavior.
Managed three brands, scaled two e-commerce brands from zero to six figures
Supported international expansion for a subscription-based fitness app. This is also where the results got more meaningful: stronger profitability, sharper acquisition decisions, and less tolerance for vanity metrics.
Went deeper into profitability, funnels, email, creative strategy, UX/UI, and branding
That changed the way I look at acquisition. Now when something underperforms, I don't just ask what the ads are doing. I ask where the entire system is breaking — and what needs to change for growth to become durable.
I still love the work. Maybe more than ever.
I want bigger problems, stronger brands, and more room to build something meaningful. I do my best work with teams that care about both sides of the equation: what makes customers buy, and what makes growth worth pursuing in the first place.
If your brand needs someone who can think across customer psychology, profitability, funnel friction, and acquisition systems without losing the human side of it, let's talk.
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