8+ years across US, India & Europe | $18M+ media managed | 127% YoY growth delivered | Ivey MBA '26
A point of view, and the process that follows from it
Marketing is not the act of promotion. It is the act of reducing uncertainty in business growth.
I approach marketing as a decision system that sits at the intersection of four things: human behavior, product experience, data integrity, and business constraints. I was drawn to marketing because I naturally observe patterns - why certain narratives work, how small changes influence decisions, what causes people to act. Digital marketing gave that instinct structure. It allowed me to test hypotheses at scale, validate intuition with data, and understand causation instead of correlation.
My work has evolved from executing campaigns to designing structures that allow growth to happen repeatedly, safely, and at scale - even when data is missing, teams are unstable, or leadership lacks domain expertise. The question I ask at the start of every engagement is always the same: what is the real constraint preventing sustainable growth here?
Every diagnosis starts by questioning whether what looks like a performance problem is actually structural.
Scale magnifies every flaw. Build the infrastructure before optimizing for volume.
Opportunistic testing creates noise. Every experiment must have a hypothesis and transferable learning.
If the measurement system is broken, every optimization decision downstream is built on fiction.
400% surge capacity · zero learning resets
Isolated ML signals · stress-tested deployment
93% reach increase · 11.7× revenue growth
Multi-touch attribution · predictive budget allocation
44x revenue growth · $1.9K to $85.8K
Full-stack integration · ROAS 0.12 to 1.62
From Execution Operator to Growth Architect
2018-2019 | Merkle Sokrati
Learned performance mechanics. Built experimentation frameworks and measurement systems at India's largest performance agency.
2019-2022 | GOMO Group → Purplle
Connected media to business model. Built growth architecture under constraints. Transitioned from execution to systems thinking.
2021-Present | ABaCUS Imperials (Founder) → Ivey MBA
Built scalable systems. Cross-market expansion (India → US). Full-stack integration. P&L ownership. Team scaling to ~30 employees.
From optimising campaigns — to building systems — to designing growth engines that scale across markets.
ABaCUS Imperials grew entirely through word-of-mouth referrals from founders, colleagues, and leaders. Founders didn't want campaign management — they wanted someone who could design and operate their entire digital growth system. That gap is what ABaCUS was built to fill.
Early clients spanned B2B, D2C, luxury, healthcare, and international markets. To handle the scope, I partnered with a former GOMO colleague for European market depth, and onboarded a senior full-stack developer (ex-Deloitte) to eliminate the web and product dependencies that consistently bottlenecked execution — making ABaCUS a full digital growth ecosystem, not just an agency.
Founders didn't want campaigns. They wanted systems. That gap is what ABaCUS was built to fill.
Deep dives into strategic decision-making, system architecture, and measurable business impact
"Joined during COVID hyper-growth with aggressive quarterly targets from foreign investors. The fundamental challenge wasn't performance—it was building scalable infrastructure where none existed."
Digital marketing only 4 months old when I joined
Average tenure <8 months (I became longest-retained)
Multiple major + frequent minor sales created volatility
Mixing easy retention with hard acquisition corrupted ML
The core question wasn't 'how do we optimize?' but 'how do we build a system that can scale aggressively across unpredictable sales cycles without destroying learning?'
Analysis revealed that ~70% of repeat buyers converted again within 30 days, largely driven by heavy sales cadence. Beyond this window, most RB came through organic/direct channels.
Meta's ML internalizes account-level history, not just campaign-level signals. Mixing objectives within one account made the algorithm 'lazy' — it optimized for easy wins (retention) instead of hard acquisition.
Standard e-commerce practice would optimize for blended LTV—mixing first-time buyers and repeat buyers into a single funnel, targeting users most likely to generate high lifetime value.
Why This WonCohort analysis revealed that ~70% of repeat buyers converted again within 30 days, largely driven by Purplle's heavy sales cadence and offer density—not incremental paid exposure. Beyond 30 days, most repeat purchases came through organic and direct channels anyway.
This meant paid marketing was not the driver of repeat purchase—the product and sales calendar were. Optimizing for LTV with paid media would inflate CAC without improving outcomes.
FT-First strategy:
Keeping everything inside one Meta account, separated at the campaign level—a faster, simpler setup that most accounts use by default.
Why This WonMeta's machine learning internalizes account-level behavioral history, not just campaign-level signals. Mixing objectives (app installs, first transactions, retention) inside one account causes the algorithm to learn a blended, conflicted objective—optimizing for the easiest wins (retention) rather than the hardest ones (cold acquisition).
Account-level separation meant:
This was a hard-to-reverse structural decision—which is exactly why it had to be made correctly at the start.
Launch campaigns immediately, optimize week-to-week, and build structure reactively as the account grew. Faster short-term results, but no architectural foundation.
Why This WonA reactive account—optimized week-to-week without clean signals—would not survive Purplle's scale ambitions. Any structural flaw would be amplified at $500K/month, not corrected.
By investing 2 weeks in information gathering, stakeholder alignment, and system design before launching, the account gained:
The short-term cost was slower ramp-up. The long-term gain was an architecture that handled 400% budget surges without breaking.
Challenge: Mega sale requiring $100K spend in 5–6 days (400% budget surge)
"Scale isn't about spending more. It's about breaking less while spending more. This structure didn't just handle growth — it enabled strategic expansion into new verticals."
Enabled launch of 7 in-house brands (higher margin) with isolated systems
Built compliance-first system for international brands entering India
Longest-retained marketer during high-churn period
Organization-wide recognition for exceptional impact (April 2021)
When Purplle launched its Elite segment—featuring international beauty and cosmetics brands entering the Indian market—the challenge was fundamentally different from everything else on the platform.
These brands came with:
This was not a performance marketing problem. It was a brand architecture problem with a performance layer.
This balanced strict compliance requirements with the business need for performance—and established Purplle as a credible platform for premium international brands to enter India through.
Growth is a system, not a set of campaigns. Structure creates optionality under pressure. Protecting learning matters more than chasing volume.
"Enter an established B2B industrial market dominated by long-standing offline relationships, with no existing digital presence, no benchmark data, and no internal marketing team. Build credibility, generate qualified leads, and do it without vanity metrics."
Starting from scratch in an offline-first market
Incumbents relied on relationships built over decades
Long sales cycles, high-value leads, no impulse purchasing
Full strategy and execution owned by ABaCUS
Rather than defaulting to standard performance marketing, I started by consulting directly with the CEO to define quantifiable growth KPIs that reflected the actual business model - not digital vanity metrics.
The digital ecosystem I designed covered three layers:
"B2B marketing requires a completely different mental model than D2C. The funnel is longer, the stakes per lead are higher, and credibility signals matter more than conversion rate optimization. This case reinforced that strategy must always precede execution - especially in markets where trust takes time to build."
Strategy must always precede execution. Especially in markets where trust takes longer to build than a campaign takes to launch.
"Design a digital market entry and lead generation strategy for a healthcare brand operating under strict advertising regulations - where standard performance marketing approaches are either restricted or prohibited."
Healthcare advertising rules restrict standard performance marketing approaches
No existing digital presence or brand recognition
Balance short-term traffic with long-term qualified bookings
Client needed a strategy they could implement internally
ABaCUS conducted a full digital readiness audit covering:
Compliant growth strategy across SEO, content, and targeted paid — within healthcare advertising rules
Phased roadmap delivered — client executed independently without requiring ongoing support
Full digital readiness gap identified and addressed before any media spend was committed
Strategic advisory engagement — not campaign management. Proved ABaCUS could deliver value beyond execution
The measure of a good strategy is not whether the consultant stays involved — it is whether the client can act without them. Aiconic implemented this plan independently. That is the real outcome.
Consulting value is proven when a client can execute your strategy without you.
"Enter the US lab-grown diamond market as a newcomer competing against well-funded incumbents with strong brand recognition, in a category where trust and credibility are paramount."
Brilliant Earth, Brilliance, Blue Nile control awareness
Luxury purchase requires significant credibility
150% QoQ growth expected with high spend pressure
No structured paid strategy, tracking gaps, UX issues
"Instead of letting Meta/Google auto-optimize across wildly different audience sizes (which creates instability), I grouped similar-sized audiences together to force controlled scaling."
Controlled scaling through audience size grouping
"This wasn't a media buying project - it was building a growth engine from scratch in a competitive, monopolized market. By month 5, the system was generating approximately $500K in revenue and had demonstrated that a well-architected paid media system could compete directly with well-funded incumbents. The CVR improvement from 3% to 8% was not a media win - it was the result of UX fixes, tracking architecture, and audience signal quality working together."
Market entry is a system design problem. Paid media is one component - not the solution. The whole stack must be aligned before any part of it can scale.
Paid media alone isn't enough—need UX, tracking, strategy alignment
Grouping similar-sized audiences prevents ML chaos
13.5× ROAS improvement came from credibility, not just traffic
Achieved profitability while scaling 3.3× in spend
"Revenue surged 300% month-over-month—then collapsed. Spend was high, orders were low, and every optimization attempt made things worse."
Initial revenue surge followed by sustained decline despite consistent budget
~INR 80,000/month in ad spend with deteriorating ROAS and transaction volume
Average order value trending downward, reducing profitability per acquisition
Over-reliance on retargeting with no fresh demand creation mechanism
The audit revealed five structural problems:
"A spike followed by collapse is not a media problem—it's a demand exhaustion problem. The system was burning through existing demand without creating new interest."
Built a dedicated upper-funnel layer using short-form video ads on YouTube Shorts and Instagram Reels:
Rebuilt the lower-funnel conversion system:
Created five custom product catalogs segmented by performance and value:
"Growth spikes are often misinterpreted as success. Real growth requires a system that creates demand, not just converts existing interest. This case demonstrates the importance of separating demand creation from demand conversion—and diagnosing structural exhaustion before increasing spend."
The system was consuming demand, not creating it. Diagnosis revealed the real constraint. Strategy addressed the root cause, not the symptom.
Sudden growth often indicates demand exhaustion, not sustainable traction
Over-dependence on retargeting depletes demand pools without replenishment
Segmented product feeds allow strategic AOV optimization by audience type
More spend on a broken system accelerates failure, not growth
"Inherit a declining budget client with strict CAC constraints (700 SEK / approx. USD $63 target) and scale 5× while maintaining efficiency—under new platform (Google Ads) learned in 10 days."
Client reducing budget due to rising CAC
700 SEK (approx. USD $63) hard ceiling, no flexibility
Transitioned to Google Ads in 10 days
Management expected 5× budget increase
"Focus on new user acquisition with surgical precision—behavioral signals, not demographic guessing. Every optimization decision passed through the CAC constraint filter."
After reviewing the full conversion funnel and researching behavioral patterns for logistics booking, I identified a critical insight that changed the entire direction of the strategy:
Users arriving from paid search exhibit fundamentally shorter attention windows than users arriving organically.
In Sendify's case, the booking process required users to input substantial shipment information—package dimensions, weights, pickup locations, delivery details. For organic users who had researched the product and arrived with intent to complete a booking, this friction was acceptable. For paid users who had clicked an ad in a moment of high intent, the same friction caused abandonment at the final stage—even after the user had already invested significant time in the process.
The obvious solution—simplifying the booking form—was not available. The core website served organic, direct, and referral traffic that depended on the existing flow. Simplifying it for paid users would harm conversion for all other channels.
This ruled out every standard CRO fix.
The solution was to create an entirely separate, no-index landing page built exclusively for Google Ads traffic.
This page featured:
Because the page was no-indexed, it was invisible to search engines and only reachable through paid ads—meaning it had zero impact on organic performance or other channel conversion rates.
The core website remained untouched. But paid users now experienced a journey designed for their specific behavioral pattern.
"This case proved that constraints drive creativity. The 700 SEK (approx. USD $63) ceiling forced surgical precision in every decision—and became the foundation for building GOMO's first Meta service line."
Constraints are not blockers. They are design parameters. The 700 SEK ceiling did not limit the solution - it defined it.
The 700 SEK (approx. USD $63) CAC ceiling forced systematic, disciplined growth
In-market and custom intent outperformed age/gender targeting
+20K SEK (approx. USD $1,800) every 2 weeks, pause if CAC > 680 SEK (approx. USD $61) within 7 days
Learned Google Ads in 10 days—urgency accelerates capability building
GOMO Group had never invested in paid digital acquisition for itself — all clients came through offline relationships and referrals. The CEO selected me to change this: build Google Ads as a scalable pull marketing channel for GOMO's headquarters in Sweden and Denmark, operating independently with direct CEO visibility.
Company had never run ads for itself
Sweden and Denmark HQ, not India market
No manager layer, full ownership
First time this had been attempted at the company
During the Sweden CEO's visit to the India office, he reviewed ongoing client work and selected me to lead an independent initiative: establish Google Ads as a scalable pull marketing channel for GOMO's own business development.
This was not a client engagement. It was a company-level strategic decision — and the mandate came with direct CEO visibility and accountability.
Built the strategic foundation for GOMO's first paid marketing effort
Set up all technical infrastructure and campaign architecture
Operated with full autonomy and ownership of decisions
Direct strategic partnership with HQ leadership
Being handed a company-level initiative with direct CEO visibility — in a new geography, on a new platform, with no supervision — was not a reward for performance. It was a test of judgment. Passing it mattered more than any client metric.
Being selected for company-level strategic work signals something more important than performance: trust. And trust is the only credential that cannot be faked.
Operating with CEO visibility and no supervision requires judgment, not just execution
The same systems thinking used for clients can and should be applied internally
Being selected for this initiative was a direct result of how client work was conducted, not just the results it produced
Agencies can and should invest in their own acquisition — referrals alone create dependency risk
GOMO had no Meta offering. Clients were treating Google and Meta as completely separate channels with no attempt to leverage combined signals. I identified this as a structural gap — and pushed to fix it internally, despite skepticism about resource allocation and no formal mandate to do so.
GOMO had zero Meta expertise or service line
Skepticism about whether the investment was justified
Only person pushing the idea internally
No existing playbook for cross-channel integration at GOMO
While managing Google Ads accounts at GOMO, I identified a structural gap: clients were treating Google and Meta as completely separate channels, with no attempt to leverage their combined signals or cross-channel learning effects.
This insight came directly from my prior attribution work at Merkle Sokrati, where I had seen how channels interact and how isolating them leads to misallocation of budget.
Rather than proposing a theoretical service line, I ran a proof of concept on Dina Möbler — an e-commerce furniture client already on Google Ads:
Built integrated cross-channel approach from the ground up
Showed concrete data on how channels amplify each other
Proved that integrated signals beat siloed optimization
While reducing marketing cost to under 15% of revenue
Following successful results:
Channels are not isolated levers. They are interacting gears. Optimizing them separately produces a fraction of the value of optimizing them together.
A working proof of concept beats a theoretical pitch every time. Results remove the need for persuasion
Google and Meta share audience intelligence when run together. Separating them discards this advantage entirely
Building a new capability inside an organisation means absorbing skepticism until the numbers speak
The Dina Möbler pilot became GOMO's Meta service line. Scope of impact is rarely visible at the start
Funnels showed ~90% drop-off at key stages - far above the industry benchmark of ~40%. At face value, this suggested weak demand and poor media performance. The real problem was somewhere else entirely.
Far above the 40% industry benchmark
Data suggested weak demand - but was it real?
Premature optimization could waste significant spend
Standard media tweaks were not the answer
Instead of immediately optimizing ads, I audited the entire tracking pipeline from end to end: Facebook pixel → Google Tag Manager → Google Analytics → custom UTM parameters.
The audit revealed two critical failures:
The 90% drop-off was not a demand problem. It was a data integrity problem. Real users were converting - the system simply wasn't recording them.
If data integrity is broken, marketing optimization becomes dangerous. Every decision downstream - budget allocation, creative testing, audience strategy - was being made on corrupted inputs.
This case changed how I approach every new engagement. Before recommending any media or strategy change, I now audit whether the measurement system can actually tell us the truth. You cannot optimize what you cannot accurately measure.
If data integrity is broken, marketing optimization becomes dangerous. Always verify that the system can tell the truth before acting on what it reports.
A drop in reported performance is not always a marketing problem. Always verify the integrity of the data before acting on it.
Broken tracking doesn't just hide results - it actively drives wrong decisions at scale.
Structural repairs always take priority over optimization. A leaking pipe cannot be fixed by turning up the water pressure.
Clients remember the person who found the real problem, not just the one who ran the campaigns.
The account was close to offboarding. Performance was volatile, scaling attempts repeatedly destabilized results, and there was no repeatable system for learning. The fix wasn't better campaigns - it was building a decision-making infrastructure that didn't exist.
Account at risk of being lost entirely
Decisions were reactive, not data-driven
Every scaling attempt broke performance
Multiple categories, cities, and formats
Rather than trying to find one big fix, I introduced a structured experimentation framework running approximately 3 experiments per week, each designed around an isolated variable:
Every experiment was documented not just for immediate ROI, but for transferable learning - patterns that could be applied across the account, and eventually across other accounts.
Tier 1 cities justified 30-40% higher CPMs due to significantly stronger downstream conversion rates
Android traffic consistently outperformed iOS on efficiency metrics across all categories
Certain placements underperformed regardless of budget or creative quality - and should be excluded by default
Creative structure had a disproportionate impact on CTR and CVR compared to targeting changes
Scale without experimentation discipline creates noise. Scale with experimentation discipline creates predictability. This account taught me that a good learning system is worth more than any single insight it produces.
Scale without experimentation discipline creates noise. Scale with experimentation discipline creates predictability.
A good experimentation framework turns every campaign into an asset, not just a spend event.
Testing multiple things at once produces noise, not signal. Discipline in isolation is what makes results transferable.
Insights from one client, documented well, become advantages for every client that follows.
Volatile accounts are not fixed by working harder. They are fixed by removing the structural reasons for volatility.
"Film marketing is binary—you get one shot at opening weekend. Build a measurement system that could predict box office performance, attribute across multiple touchpoints, and optimize at $86K/4-hour velocity."
$86K spent in 4 hours during peak periods
Trailer views, ticket bookings, word-of-mouth tracking
Opening weekend determines success—no second chances
Film marketing measurement was largely intuition-based
"Built a custom attribution system before mainstream solutions existed—pulling data from multiple platforms, normalizing disparate sources, and assigning custom attribution weights to understand the true performance of each channel and campaign in real-time."
Pre-standard attribution platforms, custom-built for film marketing velocity
Built in 2018-2019: This system predates modern attribution platforms and unified marketing measurement tools. All logic, weighting, and data pipelines were custom-built for film marketing's high-velocity, binary-outcome environment.
ThruPlay Optimization
Among first accounts in India whitelisted
DPA & DBA Beta
Early access for product testing
Exchange4Media | Featured case study on MDP implementation and attribution innovation
Read Article"Film marketing taught me that when outcomes are binary, measurement systems become survival tools. The MDP wasn't just analytics—it was a decision-support system that could operate at $86K/4-hour velocity."
Measurement systems do not just track outcomes. They shape the decisions that create them. Build the measurement system with the same rigor you build the campaign.
MDP didn't just track—it enabled real-time decision-making
Attribution window testing across 1/7/28-day windows
ThruPlay whitelisting and DPA/DBA beta access enabled innovation
At $86K/4-hour spend, you can't afford manual analysis
Multi-channel architecture that protects learning and survives scale
Structured frameworks for high-velocity testing without signal pollution
Custom platforms for multi-touch attribution and predictive modeling
Full-stack integration for new market penetration (strategy + media + UX + dev)
Data infrastructure for real-time decision-making and budget allocation
CXO reporting, P&L ownership, team scaling, cross-functional leadership
Validation through results, partnerships, and industry acknowledgment
Industry publication feature on Marketing Data Platform implementation
Read Full ArticleFeatured as most overperforming video from India Media Partners across all sectors
Best Performance-driven Digital Campaign — Purplle IHB campaigns
Organisation-wide recognition for exceptional impact within first 6 months
MBA Class of 2026
Recognition for academic excellence
Continuous Learning & Strategic Business Education
Western University, London, Ontario
Class of 2026 (March 2025 - Present)
Synthesizing technical marketing expertise with strategic business acumen. Focus on data-driven decision-making, growth systems, and leadership development. Currently recruiting for senior marketing leadership roles in Canada.
Kalinga Institute of Industrial Technology (KIIT), India
2014-2018
Technical foundation in systems design and data analysis - directly applied to building scalable marketing infrastructure throughout my career.
Recruiting for senior marketing leadership roles in Canada
I'm seeking opportunities where I can apply my systems-thinking approach to drive scalable, sustainable business growth. If you're looking for someone who designs growth engines—not just runs campaigns—let's talk.
Every engagement starts with a structured audit - identifying the real constraint before recommending a solution.
From attribution modelling to cohort analysis, decisions are grounded in evidence - not assumptions or industry defaults.
Systems are designed to handle 4x their current load - so growth does not break what was built to enable it.
Built and mentored teams across agencies, clients, and in-house functions - from junior analysts to senior stakeholders.
Proven in India, Europe, and North America across D2C, B2B, luxury, and entertainment - different models, same discipline.
Every engagement is measured against revenue, CAC, and profitability - not vanity metrics or activity reports.
London, Ontario
Open to relocation across Canada
Whether you're scaling a startup, optimizing a mature business, or entering new markets—I bring the systems thinking, technical depth, and strategic leadership to design growth that lasts.