Work
Built two demand engines at once — a SaaS product launch and a $127K enterprise paid portfolio — for the same team.
When the India pilot stalled at 93 leads and no product-market fit, I called it: killed the campaign, rebuilt the ICP around US enterprise accounts, and ran Kaamfu's PLG launch and ECM enterprise ABM in parallel. Same team. Two completely different playbooks. Both shipped.
Rebuilt broken demand gen infrastructure — then ran GTM strategy for international B2B accounts across two industries.
At MetroGuild, I rebuilt the CRM and lead qualification layer before touching campaign spend. The attribution was wrong, which meant every budget decision was wrong. Fixing the foundation — not the ads — is what moved the number. Then I took that systems thinking into a team-lead role, running strategy for a UAE tax advisory firm targeting GCC CFOs and a pre-launch AML SaaS platform simultaneously.
Grew Monjin's user base 1.5× — then invented a thought leadership program when the paid channel ceiling hit.
When CAC on paid plateaued, I proposed founding the L.E.A.P Interviewers Network instead of increasing budgets. The world's first interviewers community — a content and audience program no competitor had built. It put Monjin on the map in video hiring in a way that ads couldn't, and I built HubSpot Enterprise from scratch alongside it to capture everything the program generated.