PROFESSIONAL
EXPERIENCE

A typical single-product startup trapped in chaos. No structure, no clear data flow, just disconnected initiatives. They needed to stop acting like a small vendor and start operating like a scalable enterprise.

I didn't just "fix marketing." I engineered an internal ecosystem. I linked R&D directly with CRM to create a feedback loop, built a B2B API portal from scratch to capture enterprise clients, and automated the entire user journey.

The education market is flooded with abstract "creative" courses but lacks training on how marketing actually generates revenue. Yandex needed a curriculum that moved beyond basics to teach real operational logic: how to count, how to plan, and how to convert.

I focused on the fundamental math and logic of marketing. Instead of abstract theory, I structured the course around hard systems: Customer Journey Maps (CJM), Funnel Architecture, Unit Economics, and Performance Metrics. The goal was to teach students to build strategies based on data, not just intuition.

The New York cruise market is an oligopoly locked by historical reviews and aggregator defaults. A single-vessel operator cannot compete on volume or price against established fleets. The challenge was to manufacture demand in a market where consumers operate on "autopilot."

I engineered a "Dual-Layer" Brand Strategy. Instead of selling one service, I split the user experience into two distinct products: "Standard Sightseeing" and "VIP Celebration." This forced aggregators and media (like Time Out) to list the company twice, capturing both mass traffic and high-margin emotional demand simultaneously.

ALIDI is a logistics giant, but on digital shelves, size became a disadvantage. We faced three distinct crises: "stuck" inventory in Food (Borges), portfolio entropy in Non-Food (P&G), and a 6-month data lag in Global Confectionery. The task was to turn a heavy distributor into a agile digital operator.

I deployed three specific protocols for different asset classes:

• Demand Engineering: Cleared Borges stock via "Live Commerce Waves" with trigger-based discounts.
• Portfolio Repair: Used ABC/XYZ logic to fix P&G's funnel, cutting SKU clutter.
• Data Spine: Built a PIM backbone for Confectionery, reducing catalog latency from months to hours.

In 2022, the market didn't just decline; it polarized. Panic buying emptied shelves, splitting consumers into "survival mode" (cheap) and "escapism" (premium). A massive "mid-price vacuum" opened up between these extremes. While competitors engaged in a race to the bottom, we saw a structural opportunity to own the middle ground.

I deployed a Segment-First Architecture. Instead of traditional brand bidding, I re-engineered the media buying logic to target specific price corridors. We positioned the brand not as "affordable," but as "stability insurance." By algorithmically dominating the vacuum where price met trust, we captured the audience migrating from both expensive and cheap tiers.

A global fragrance giant was dominating in "Awareness" but bleeding in "Preference" and "Loyalty." They were paying millions to be seen, but losing customers at the moment of choice. The digital shelf was treated as a static catalog, failing to transmit the sensory reality of the scent or trigger repeat purchases.

I deployed a Sensory Content Framework to translate olfactory notes into visual data, fixing the "Preference" leakage. Simultaneously, I re-engineered their retailer presence from simple listings into Loyalty Loops. We stopped treating retail ecosystems as backdrops and started using them as active retention engines with automated trigger mechanics.