Available · São Paulo · Brazil and international Get to know my professional profile ↓

Vitor Paulin

Executive Leadership in Marketing & Branding · Growth · Revenue · Products for 360 Scale and Growth

VersionFull 15 min Executive 2 minLanguage

A brand people want.A strategy that is data-driven.An ecosystem built to scale.Results that are connected.

I lead marketing end to end, from branding and product marketing to performance and BI, and connect it to the fronts that make a business scale: growth to win and retain customers efficiently, revenue to turn demand into predictable revenue, and products so the experience delivers what the brand promises. A 360, AI-first view, from physical to digital, integrated with sales, data and the P&L. More than 15 years across global agencies, consulting and C-level seats in the new digital and AI-first economy, with results delivered in B2C, B2B, SaaS, EdTech and iGaming.

Book a conversation See the numbers

−72%

in CPL and −68% in cost per enrollment

Grupo Ser

13.19

ROI in 5 months, with only 8% of the annual budget

Aposta Ganha

+54%

in turnover and +49% in GGR in 6 months

Luck.bet

+203%

in MRR and +54% in average ticket

Conquer

+21%

YoY growth (FY23) with a structured Business Performance & Analytics area

Serasa Experian

01 · Executive summary · In 1 minute

The whole material in one minute.

For those short on time: the outcome of each chapter in one line, and a shortcut straight to what matters most to you.

Nine chapters · One line each

From diagnosis to next step

02Questions

Ten quick questions that build a diagnosis of your operation and lead you to the chapter with the answer.

Go to chapter ↓03Vision

Growth demands an integrated view: market, customer and business moving together.

Go to chapter ↓04In practice

Six real pains of the Brazilian market, how I solved each one and the result delivered.

Go to chapter ↓05In theory

The thesis behind the results: a brand people want, a data-driven strategy, a scalable ecosystem and connected results.

Go to chapter ↓06In operation

Seven fronts, five journey stages and the indicators from daily to monthly, in a single 360 view.

Go to chapter ↓07In management

A method in five moves, applied to the company in a 90-day sprint.

Go to chapter ↓08Career

15+ years across global agencies, consulting and the C-level, with results such as +203% MRR and an ROI of 13.19.

Go to chapter ↓09How I help

Six ways to add to your team, plus your diagnosis, linking each challenge to how I can help.

Go to chapter ↓10Next step

A first conversation about where you are now, via my calendar or WhatsApp.

Book a call ↓

→ In one sentence

Marketing connected to the whole business, from brand to P&L, with method, data and results already delivered.

02 · Before we start · Ten questions for you and your business

Ten questions every business should be able to answer.

Answer honestly, just for yourself. Mark Yes only if it is a full yes; if it is partly, it is No. If you are not sure, Unsure. Each answer builds your diagnosis in block 09, and each "no" or "unsure" leads to the chapter with the answer.

Takes one minute

Yes, no or unsure?

01 · Question

Do marketing, sales, product and data share one revenue and margin target, reviewed together every week?

AffectsRevenue + 2 fronts

See the answer03 · Vision↓

02 · Question

Does more than half of your demand come through the brand, without relying on paid media?

AffectsBranding · Acquisition + 2 fronts

See the answer04 · In practice↓

03 · Question

Is every unit of media spend measured all the way to the sale, not just to the click or the lead?

AffectsAcquisition · Conversion + 2 fronts

See the answer06 · In operation↓

04 · Question

Do you know at which funnel stage you lose the most customers, and do you have an active plan to fix it?

AffectsConversion + 2 fronts

See the answer05 · In theory↓

05 · Question

Is your customer recognized the same way in physical and digital channels, with a single history?

AffectsConversion · Retention + 3 fronts

See the answer05 · In theory↓

06 · Question

Do you know how much revenue comes from your existing base, and do you have repeat-purchase targets by segment?

AffectsRetention · Revenue + 2 fronts

See the answer05 · In theory↓

07 · Question

Do you know CAC, LTV and margin by channel, and reallocate budget based on them every month?

AffectsAcquisition · Revenue + 3 fronts

See the answer06 · In operation↓

08 · Question

Does leadership decide from a single dashboard, with daily, weekly and monthly indicators?

AffectsRevenue + 2 fronts

See the answer06 · In operation↓

09 · Question

Does your 2027 plan already have the priorities for the first 90 days, with owners and targets defined?

AffectsRevenue + 2 fronts

See the answer07 · In management↓

10 · Question

Is there a leader today who is accountable for marketing, data and the P&L end to end?

AffectsBranding · Revenue + 4 fronts

See the answer09 · How I help↓

→ Your answer

Every "no" and every "unsure" has an answer in this material. Answer and see your diagnosis in block 09, linked to how I can help.

See my diagnosis ↓

03 · Context and vision · The challenge companies face

Growth demands an integrated view of the business.

Consumers move across channels, compare options and expect the same experience in all of them. To grow in this setting, three fronts need to move together.

The three fronts

This strategy is organized into three fronts that need to move together

Market

More competition

Differentiation, trust and preference fought over in a space full of options and touchpoints.

RequiresA brand that stands out

Customer

More complex journeys

Physical and digital integrated, fewer barriers and a consistent experience before and after the purchase.

RequiresA frictionless journey

Business

More focus on results

Growing while balancing acquisition cost, conversion, recurrence, revenue and margin.

RequiresProfitable growth

→ What it takes

Growth takes more than good isolated initiatives: it takes an integrated strategy and an operation driven by priorities and results.

On the leadership table

Six challenges at the same time

In day-to-day operations, this demand turns into six challenges that land on the leadership table together.

More ambitious growth targetsGrowing faster, with the same base and the same team.

More efficiency and profitabilityEvery unit invested needs to come back as revenue and margin.

More complex buying journeysCustomers move across channels, physical and digital, before deciding.

At the centerIntegrated leadershipthat connects strategy, teams and execution

Fragmented data and channelsInformation scattered around, with no single view of the customer and the funnel.

Disconnected teamsDifferent goals and indicators pulling in opposite directions.

Strategy that never becomes executionHard to turn the plan into consistent delivery.

→ My work

Connecting strategy, teams and execution to drive consistent, profitable growth.

04 · In practice · How I deliver that connection

When that connection is missing or weak, that's where I help.

A missing or weak connection between strategy, teams and execution becomes a concrete problem in companies of every size. On each card: the size of the pain in the Brazilian market, how I solved it and the result I delivered.

01Marketing×Revenue

Marketing spends, but the number never shows up in the P&L.

Market

72%

of companies in Brazil cannot reliably measure marketing and sales ROI.

HubSpot · Marketing & Sales in Brazil · 2026 ↗

How I solved it

I tie every unit of media spend to unit economics and recurring revenue: CAC, LTV, ROI, CPL, ARPU, MRR and ARR, reviewed in management rituals that turn into budget decisions.

DeliveredROI 13.19 in 5 months at Aposta Ganha

02Investment×Result

The budget was cut, but the target stayed the same.

Market

71%

of Brazilian companies missed their marketing targets in 2024.

RD Station · Marketing and Sales Overview 2025 ↗

How I solved it

I restructured a regulated operation with 8% of the annual budget left, prioritizing the channels that convert into revenue.

Delivered48% → 84.24% of the GGR target achieved

03Performance×Profitability

Acquisition costs keep rising.

Market

82%

of Brazilian companies rely on third-party platforms and channels to generate demand.

RD Station · Overviews 2026 ↗

How I solved it

I redesign the funnel, reallocate investment by efficiency and add evergreen channels to paid media.

Delivered−72% CPL at Grupo Ser−27% CAC at Vhsys

04Brand×Conversion

The brand doesn't convert, and performance doesn't build the brand.

Market

74%

of marketing investment in Brazil goes to short-term performance; only 26% goes to brand.

Conversion · Marketing Trends 2025 ↗

How I solved it

I run 360 campaigns with ambassadors (TV, OOH, digital, social and PR) tied to the conversion funnel from the brief onward.

DeliveredCaio Castro × Luck.bet (2025)Luva de Pedreiro × Aposta Ganha (2024)

▶ Watch the campaign's 9 films

▶01 ▶02 ▶03 ▶04 ▶05 ▶06 ▶07 ▶08 ▶09

05Data×Management routine

We have plenty of data and few decisions.

Market

78%

of Brazilian companies are still at early stages of data maturity.

Beanalytic · 2025 ↗

How I solved it

I set up BI and Business Performance with KPIs that have an owner, a target and a cadence, to correct course early.

Delivered+21% YoY at Serasa Experian with the new Analytics area

06Teams×Shared priority

Marketing, sales and product don't talk to each other.

Market

16%

of companies in Brazil consider the integration between marketing and sales satisfactory.

RD Station · Overviews 2026 ↗

How I solved it

I build matrix teams that bring Brand, Performance, Affiliates, CRM, Product, BI, Data and Compliance under one target.

Delivered60+ professionals in a single growth engine

→ Next

In practice, every result came from the same method. In theory, it is the impact I aim to create in any company.

05 · In theory · The impact I aim to create in companies

From a growth opportunity to an operation that delivers results.

The results in the previous block were not isolated cases. Behind each of them are the same thesis, which gives this presentation its title, the same view of growth and the same impact I aim to create in any company.

The title of this presentation

A thesis in four lines

A brand people want.

Clear positioning and a promise proven at every touchpoint, so the brand is remembered, chosen and recommended.

A strategy that is data‑driven.

Priorities, investments and channels defined by data and indicators, from brand to revenue.

An ecosystem built to scale.

Brand, acquisition, conversion, retention and revenue working as one system, ready to grow.

Results that are connected.

Every team contributing to the same target, with growth proven in the business.

Growth vision

How I connect the business: everything revolves around revenue and margin

The journey · from first contact to revenue, inspired by the AARRR funnel

Branding

Building preference: a brand that is known, wanted and chosen.

Acquisition

Attracting qualified demand, balancing volume, quality and cost.

Conversion

Turning interest into a sale with CRO and a frictionless journey, physical and digital.

Retention

Turning the first purchase into a relationship, repeat purchases, LTV and referrals.

Revenue

Growing profitably: ticket, frequency, pricing and margin.

The foundation · supports the whole journey

Data, technology and AIBusiness Performance & Analytics built from scratch at Serasa Experian.

Product and experienceGo-to-market with time-to-money in month 1, when the market average is 6 months.

People and operationsA matrix team of 60+ professionals across marketing, growth, product and data.

Management and indicatorsMarketing budget and P&L with a return rationale, alongside the CEO and partners.

→ Vision

My vision integrates the entire customer journey to strengthen the brand, increase commercial efficiency and drive sustainable growth.

The first line of the thesis · Branding and product marketing

How a brand becomes a preference

Branding goes beyond visual identity. It is about consistently building the perception that makes customers believe, choose and come back.

01 · Brand

Positioning

Who the brand exists for, where it competes and the space it wants to own in the customer's mind.

In perceptionA clear promise

02 · Brand

Value proposition

The benefit only the brand delivers, translated into offer, message and identity.

In perceptionA reason to remember

03 · Brand

Reasons to believe

The proof behind the promise: product, data, cases, reviews and experts.

In perceptionCredibility

04 · Brand

Reasons to buy

What turns preference into choice: offer, price, convenience, guarantee and the right moment.

In perceptionThe choice

05 · Brand

Experience

Product and journey delivering what the brand promises, at every touchpoint, physical and digital.

In perceptionPreference that comes back

→ Perception

A strong brand is a clear promise, proven and delivered. It is what makes every unit of media spend more efficient, sustains price and brings customers back.

Executive differentiators

What makes my experience relevant to a company

Business mindset

I connect marketing and growth to the company's goals and P&L.

Full-funnel view

I move across brand, acquisition, product, channels and revenue.

Ability to build structure

I organize teams, squads, processes and a single KPI framework.

Strategy that becomes execution

I turn strategy into a roadmap, OKRs and deliverables.

Diverse contexts

I bring experience from scale-ups, large corporations, consultancies and agencies.

Integrated leadership

I connect marketing, growth, revenue and product around the same result.

→ Differentiator

Connecting the parts that need to work together so strategy turns into growth, with results already proven.

In the business

Four clear contributions to the company

01 · Contribution

Strategy

Translating business goals into priorities, OKRs and a growth roadmap.

In the businessClear priorities

02 · Contribution

Integration

Connecting marketing, sales, product, channels and data, with a RevOps view.

In the businessTeams on the same target

03 · Contribution

Execution

Structuring squads, processes, playbooks and governance.

In the businessA plan that turns into delivery

04 · Contribution

Result

Tracking the North Star and KPIs and steering decisions toward growth and efficiency.

In the businessEfficient growth

→ The impact

I work to turn growth opportunities into an operation that delivers results consistently.

06 · In operation · Where and how I work

From the customer journey to a 360 view of the operation.

Turning opportunity into operation requires knowing where to act and what to watch. Here is the funnel stage where each front comes in, the indicators I track at each stage, from daily to monthly, and how I see the whole operation on a single screen.

Areas of work · Where I can contribute

Seven fronts, each at its own point in the funnel

FrontThe same journey from block 05 →

01BrandingBe remembered

02AcquisitionAttract

03ConversionConvert

04RetentionBring back

05RevenueMonetize

Business Growth & Revenue

Growth strategy, revenue, RevOps, profitability and expansion.

Teams · Finance · Sales & channelsProof+49% GGR at Luck.bet · ROI 13.19 at Aposta Ganha

The whole funnelGrowth that makes a profit

Acquisition, conversion, retention and expansion adding up to profitability, with revenue and margin as the compass for every decision.

LTV · Margin

Marketing & Branding

Positioning, brand, communication and demand generation.

Teams · Marketing & brandingProofCaio Castro × Luck.bet · Luva de Pedreiro × Aposta Ganha

Branding → AcquisitionDemand that turns into sales

Building differentiation and demand, with the brand tied to commercial results.

Preference · Demand

Performance & Acquisition

Media, SEO and ASO, channels, funnel, conversion and investment efficiency.

Teams · Growth & performanceProof+251% FTD at Aposta Ganha · −72% CPL at Grupo Ser

Acquisition → RetentionAcquisition that pays for itself

Turning budget into profitable customers, with efficiency, a quality customer base and tests that scale what works.

CAC · ROAS

Digital, Product & Experience

Digital channels, e-commerce and app, a mobile-first journey, conversion and product-led growth (PLG).

Teams · Product & experienceProof+267% e-commerce at Conquer · +36% trial→subscription at Vhsys

Acquisition → RetentionA journey that converts

Simple journeys, high conversion and a product that delivers value at every touchpoint.

Conversion · Adoption

CRM & Retention

Omnichannel relationship (email, push, SMS and WhatsApp), recurrence, loyalty and customer value.

Teams · CRM & relationshipProofVIP program with tiering and +26% UAP at Luck.bet

Conversion → RevenueA first purchase that becomes a relationship

Activation, repeat purchase and loyalty so the base grows in value, not just in volume.

Repeat purchase · LTV

Data, Analytics & AI

Indicators, BI, predictive models and AI applied to decision-making.

Teams · Data & analyticsProofBusiness Performance & Analytics from scratch at Serasa

The whole funnelInformation that decides

Reliable data that arrives on time and becomes decisions at every stage of the funnel.

Trust · Usage

Operations & Leadership

Team structure, processes, governance and execution.

Teams · Technology & operations · People & processesProofMatrix team of 60+ at Luck.bet · from 6 to 30 at Conquer

The whole funnelExecution that keeps pace with strategy

Teams, processes, integrations and governance to execute with speed and scale.

Time-to-market · Pace

→ At every stage

Seven fronts, five stages, one P&L. The complexity is not in each front, it is in the connections between them.

Executive KPIs · The ones that move the needle

Among dozens of indicators, the ones that move the business at each stage

Each stage tracks many other tactical and operational indicators. These are the executive ones: those that change the result and make it onto the decision agenda, read on a daily, weekly and monthly cadence.

01 · Branding

Daily

Reach and impressions
Engagement and mentions

Weekly

Branded search and direct traffic
Share of search

Monthly

Awareness and preference
Reputation and sentiment

QuestionAre we being remembered and chosen?

02 · Acquisition

Daily

Media investment, CPM, CPC and budget pacing
Visitors, acquired users and installs (CPI)
Leads (MQL → SQL), CPL, CPA and lead velocity (LVR)

Weekly

CAC
New customers

Monthly

Media ROAS and ROI
CAC payback

QuestionHow much does it cost to bring in a customer who stays?

03 · Conversion

Daily

Conversion by funnel stage
Cart and checkout abandonment

Weekly

Lead → customer
Average ticket

Monthly

Conversion by channel
Time to 1st purchase

QuestionWhere does the journey get stuck?

04 · Retention

Daily

New customer activation
CRM engagement

Weekly

Repeat purchase
Purchase frequency

Monthly

Active base, retention, churn and NRR
NPS and satisfaction

QuestionDo customers come back and buy again?

05 · Revenue

Daily

Gross revenue for the day vs. target
Sales and orders

Weekly

Revenue by channel
Net revenue and contribution margin
Average revenue per user (ARPU)

Monthly

LTV and LTV : CAC
Target achievement and forecast
Revenue growth

QuestionAre we growing efficiently?

Analytics maturity · From KPIs to decisions

Each leadership level with the right analysis

The executive KPIs in the table above come in here, at the level and cadence at which each one is read. They show what happened; the analyses explain why and what to do. From real time to half-yearly meta-analysis, the more strategic the decision, the more mature the reading needs to be: from solid foundation to advanced.

Solid foundationIntermediateAdvancedExecutive KPI

Level ↑ strategic

AutomateReal time · daily

ReportWeekly

AnalyzeMonthly

Meta-analysisQuarterly · half-yearly

VP / CMOBusiness decision

AutomateRevenue for the day vs. target

ReportNet revenue and margin

AnalyzeLTV : CACNRRForecastCustom attribution model

Meta-analysisS&OPLTVCACRetention

DirectorsDepartment decision

AutomateSales and orders

ReportCACRevenue by channelShare of searchMonthly report

AnalyzeMedia ROAS and ROICAC paybackAwareness and preferenceExecutive dashboardMarket analysisConversion rateClassification analysis

Meta-analysisConversion funnelPurchase behaviorCustomer service and after-sales

ManagementTactical decision

AutomateConversion by stageCart abandonment

ReportLead → customerAverage ticketRepeat purchaseTactical dashboardTarget audienceContent

AnalyzeConversion by channelRetention and churnData integrationPrice elasticityDesktop & mobile diagnosticsStockouts

Meta-analysisAttributionConversion propensityCross-sell

OperationsExecution

AutomateMedia, CPM and CPCCPL and CPAReach and engagementGA & Tag Manager setupKPI definitionCampaign taxonomy

ReportNew customersBranded searchImplementation planBrowsing behavior

Analyze

Meta-analysisPersona

Real time6+ months

Intelligence hub · Growth cockpit

How I visualize the operation in 360°

Intelligence hub360 growth · from daily to consolidated

Click the views or the arrows · switches every 10sIllustrative example · fictitious data

Consolidated viewQuarter · all fronts

The operation is growing efficiently: LTV : CAC above target. The attention points are in conversion and the affiliate channel.

01 · Branding
34%share of search
Share of search✓+2.1 p.p. this quarterReach1.2M✓
2.0%reach → lead
02 · Acquisition
R$ 182CAC
2
CAC✓−6% vs. targetLeads or sign-ups24.5K✓
29%lead → customer
03 · Conversion
3.8%conversion
1
Conversion!−0.3 p.p. at checkoutNew customers7.1K✓
41%buy again
04 · Retention
128Kactive base
3
Active base✓+9% this quarterRepeat purchase2.9K✓
3.4xLTV : CAC
05 · Revenue
R$ 124Mthis quarter
Revenue × target✓102% of targetContrib. margin31%✓

journey flow: narrows at conversion, grows again at retentionring = % of target!attention point1priority below

The indicator that ties it all togetherLTV : CAC

3.4x▲target 3.0x · On target

Every R$ 1 invested to bring in a customer comes back as R$ 3.40 in value over the relationship.

Revenue × targetR$ M per week · dashed = target

CAC and ROAS by channelbar = CAC · line = target R$ 190 · ROAS target 3.0x

CACROAS

Paid search

Paid search: CAC R$ 158

R$ 1585.2x

Social

Social: CAC R$ 176

R$ 1763.6x

Affiliates

Affiliates: CAC R$ 204

R$ 2042.4x

CRM / base

CRM / base: CAC R$ 61

R$ 619.8x

Organic

Organic: CAC R$ 38

R$ 38—

Total media ROAS 4.1x · affiliates below target on both indicators

Priorities for the cyclesignal → decision → owner and deadline

1Conversion fell 0.3 p.p. at mobile checkout→ Prioritize fixing the payment stepProduct · 7 days
2Affiliate CAC above target→ Reallocate 15% of the budget to paid searchPerformance · immediate
3September cohort retains better→ Scale the welcome journey to the whole baseCRM · 30 days

Health by frontstatus this week

✓Business GrowthOn target
✓Marketing & BrandingOn target
!PerformanceAttention
!Digital & ProductAttention
✓CRM & RetentionOn target
✓Data, Analytics & AIOn target
✓OperationsOn target

Retention by cohort% of active customers by month of entry

M0M1M2M3M4M5

MayMay cohort, month 0: 100% active100May cohort, month 1: 58% active58May cohort, month 2: 47% active47May cohort, month 3: 41% active41May cohort, month 4: 37% active37May cohort, month 5: 35% active35

JunJun cohort, month 0: 100% active100Jun cohort, month 1: 61% active61Jun cohort, month 2: 50% active50Jun cohort, month 3: 44% active44Jun cohort, month 4: 40% active40

JulJul cohort, month 0: 100% active100Jul cohort, month 1: 63% active63Jul cohort, month 2: 52% active52Jul cohort, month 3: 46% active46

AugAug cohort, month 0: 100% active100Aug cohort, month 1: 64% active64Aug cohort, month 2: 54% active54

SepSep cohort, month 0: 100% active100Sep cohort, month 1: 66% active66

OctOct cohort, month 0: 100% active100

→ 360 view

A single screen to read the entire operation, from brand to margin: what is on target, what needs attention and which decision to make this week.

07 · In management · How I turn strategy into results

From diagnosis to results discipline.

The previous block showed where I work and what I track. This one shows how I work: a method in five moves, how each one happens in practice and how it applies to the company in a 90-day sprint.

Operating model

Five moves, one cycle that repeats

Diagnose

Understand the business, market, customer, operation and indicators.

OutputExecutive diagnosis

In practice ↓

Direct

Set priorities, OKRs and the roadmap.

OutputPriorities and targets

In practice ↓

Structure

Organize people, processes, technology and responsibilities.

OutputIntegrated plan with owners

In practice ↓

Execute

Turn the roadmap into sprints and deliverables.

OutputInitiatives live

In practice ↓

Measure and evolve

Measure, learn and iterate, in test & learn cycles.

OutputNext cycle prioritized

In practice ↓

01 + 02 · Diagnose and directClarityon where to act

Direction becomes measurable objectives: everyone knows where the company wants to go and what is left out.

OKRs
Priorities and roadmap
Business case

03 + 04 · Structure and executeCapacityto execute

Targets become projects with an owner, a deadline and an agile delivery cadence across teams.

Targets and objectives by team
Agile: squads, sprints and backlog
Project management and owners

05 · Measure and evolveDisciplineto track results

KPIs and executive dashboard
Governance and decision rituals (WBR, MBR, QBR)
Retro and cycle review

Move by move

How each stage happens in practice

01Diagnose

Diagnose · How I think

Understand before proposing: the questions I start any diagnosis with

If the diagnosis is wrong, targets, budget and team inherit the mistake. That is why the first move is to listen, read the numbers and live the journey before recommending anything.

Business, context and priorities

Foundation

What is the revenue goal for the next 12 to 24 months, and how much comes from new customers, the current base and new business?
Does this moment call for expansion, margin gains or consolidation? Each one calls for different marketing decisions.
Which constraints are non-negotiable: cash, regulation, investor commitments, deadlines?
If you could solve a single revenue problem in 90 days, which would it be?
How will the CEO and partners define success for this seat at the end of the first year?

Brand and positioning

Marketing

What place does the brand want to hold in the customer's mind, and does it hold that place today?
What do customers say about the brand, and where is that measured: branded search, share of search, NPS, reviews?
How much demand already comes through the brand, and how much depends on paid media?
Does the brand sustain price, or do sales depend on discounts?
What is done with agencies and what is done in-house in brand, content and creative?

Acquisition, media and channels

Growth

What is the current budget by channel, who decides the allocation and based on what criteria?
How do CAC, ROAS and payback vary by channel, audience and product?
Where is the dangerous dependency: a channel, a partner, an algorithm?
Are media, SEO, CRM and partnerships attributed all the way to revenue, or only to the click?
Which channels and audiences have never been tested, and why?

Funnel, conversion and experience

Growth

Where does the funnel leak most: visit, sign-up, proposal, checkout or first purchase?
How long does a customer take from first visit to first purchase?
Is there a testing and CRO routine, with a hypothesis, an owner and documented learnings?
Do marketing and sales use the same definition of a qualified lead (MQL and SQL)?
Do physical and digital work as one journey, or as two businesses?

CRM, retention and base

Growth

How much of the base buys again within 12 months, and what is churn by segment?
Is the second purchase driven by its own journey, or does it happen by chance?
What is LTV by cohort, entry channel and product?
Is the base segmented by value, behavior and life stage?
What loyalty, referral or VIP programs exist, and how much do they return?

Revenue, pricing and margin

Revenue

How does revenue split by line, channel and segment, and which has the best margin?
Does growth come with margin, or is it being bought with discounts and incentives?
Which pricing, promotion and mix decisions go through marketing today, and which should?
What LTV : CAC and what payback does the business accept in order to accelerate?
How is the forecast built, and how early does leadership see the month's close?

Product and offer

Product

Does each product already have product-market fit (PMF), and do customers perceive the value proposition the same way?
Which products attract, which convert and which retain?
How does marketing take part in the roadmap and go-to-market of launches?
What is the time-to-money of a launch today?
What do customers ask for that the product does not yet deliver?

Customers and journey

Customers

Who is the customer that generates the most value, and what do they have in common with the others?
What led to the first purchase, and what makes a customer come back or not?
How do customers compare the company with competitors when choosing?
What are the most frequent complaints, and who answers them?
What makes a customer buy more, and what makes them cancel?

Data, technology and decisions

Foundation

What stack supports decisions today: CRM, CDP, BI, data warehouse?
Is there a single KPI framework, or does each team use its own definition?
At what point in the month can leadership see results with confidence?
Which decision is stuck for lack of data, alignment or an owner?
Which data is fragile today, and is that openly acknowledged?

People, teams and the future

Foundation

How is marketing organized: who does brand, media, CRM, content and data?
Who are the people the operation cannot lose, and what do they need to grow?
Where are the gaps: seniority, headcount, tools or role clarity?
What is done by the in-house team and what by partners, and is that a choice or a legacy?
Which capabilities do we need to build for the next growth cycle?

01–04 of 10 themes

50 questions · switches every 10s

Heard from six sources at the same time

In-house peopleLeaders, teams and partner departments.

CustomersUser discovery: interviews, reviews, NPS and those who did not come back.

DataMedia, CRM, sales, cohorts and funnel.

FieldLiving the journey as a customer, physical and digital.

MarketCompetition, pricing, promise and references from outside the industry.

PartnersAgencies, channels and suppliers.

OutputExecutive diagnosis and ecosystem map

02Direct

Direct · From reading to choosing

Few priorities, clear targets and budget where there is a return

With the diagnosis in hand, leadership chooses where to focus its energy, and what is left out.

OKRs

Company objectives broken down into key results by team and by pillar.

Prioritization

Opportunities ranked by impact on revenue and margin, effort and risk.

Business case

Every initiative with a rationale for return, cost and timeline before it receives budget.

Roadmap

A 12- to 24-month roadmap, with short-term quick wins and long-term bets.

OutputPriorities and targets

03Structure

Structure · People and capability

Six leadership practices, one focus: results

Strategy gains strength when people know what needs to be done, why it matters and how results will be tracked.

Multidisciplinary teams

I build and develop teams that bring together brand, media, CRM, product and data, with clear roles and room to grow.

Value for the companyA growth mindset across the team

Cross-team integration

I start from the company's goal and align the leaders of marketing, sales, product, data and technology at every stage of the journey.

Value for the companyTeams on the same target

Clear objectives

Objectives become targets, initiatives, owners and deadlines. Everyone knows what to do and why it matters.

Value for the companyFocus and delivery pace

Management by indicators

I define indicators, track targets and projections, and use the numbers to decide where to invest, correct and grow.

Value for the companyData-based decisions

Strategy close to execution

I set the direction with leadership and follow delivery closely, adjusting priorities and resources as we learn.

Value for the companyStrategy that leaves the page

A culture of accountability

I create rituals of collaboration and ownership: every result has an owner, and every learning becomes team practice.

Value for the companyTeams that own the result

OutputIntegrated plan, with teams and owners

04Execute

Execute · From plan to delivery

Agile cadence, clear owners and learning in every sprint

The plan becomes a portfolio of initiatives, run by multidisciplinary teams in short cycles.

Squads

Multidisciplinary teams by objective: brand, media, CRM, product and data together.

Sprints and backlog

Short cycles, a prioritized feature backlog, MVPs to validate hypotheses and visible deliveries every two weeks.

Project management

Clear owner, deadline, dependencies and risks, with weekly follow-up.

Test & learn

Test & learn: hypothesis, experiment, reading and scale, with automation and AI to gain speed. What works gets budget, the rest gets adjusted.

OutputInitiatives live

05Measure and evolve

Measure and evolve · Management model

A fixed cadence, and every ritual ends in a decision

The indicators in each ritual are the executive ones from block 06, read in the same Intelligence hub.

Daily

Operational pulse

30 min · marketing team

Daily view in the hub
Deviations and anomalies
Today's blockers

OutputSame-day budget adjustment

Weekly

Funnel review

60 min · marketing and sales

Funnel and channels by stage
Tests, creatives and offers
Cross-team deliverables

OutputWeek's backlog prioritized

Monthly

Results and budget

90 min · leadership and finance

Results, projection and P&L
Customers and offers
Invest, maintain or reduce

OutputBudget reallocated and monthly targets

Quarterly

Strategic review

4 hours · leadership and partners

Objectives and budget
Structure and capabilities
Opportunities and risks

OutputNext cycle plan

Every meeting ends with decisionownerdeadlineindicator

OutputNext cycle prioritized

In the company · 90-day sprint

The method applied on arrival: three phases, one clear deliverable in each

The agenda starts from the mandate agreed with leadership. Deliverables and targets are calibrated after the diagnosis, considering maturity, data, resources and execution capacity.

Day 1306090

DAYS 01–30 · Diagnose and direct

Diagnose

Understand objectives, leaders, audiences, brand, channels, journey, base, revenue, margin, data, technology and team.

Deliverables

Executive diagnosisEcosystem mapOpportunitiesAvailable indicatorsPriority actions

DAYS 31–60 · Structure and execute

Structure and launch

Align targets, owners and priorities. Organize channels, campaigns, offers, rituals and the first improvements.

Deliverables

Integrated planExecutive dashboardAction calendarCross-team governance

DAYS 61–90 · Measure and evolve

Measure and evolve

Assess results, adjust investments and offers, evolve CRM and prioritize product and experience improvements.

Deliverables

Performance reportRecommendationsNext cycle planResources needed

→ Day 90

Clarity, alignment and traction. Diagnosis done, integrated plan running and the next cycle already prioritized. From there, the method repeats, cycle after cycle.

08 · Career · Where the method has already been proven

15+ years of practice, results delivered and much still to build.

The method in the previous block was built in practice: in global agencies, in consulting and in the C-level seat, across very different contexts. Here are the roles, the challenges I led and the numbers that remained.

Professional career · Relevant experience

From global agencies to the C-level seat of the new digital and AI-first economy

2020 – 2026C‑level seat

The P&L of someone accountable for numbers, budget and team.

2025 – 2026

Luck.bet

Chief Marketing & Growth Officer (CMGO)

ContextiGaming · Casino · Sportsbook

Reporting directly to the CEO and partners. Leading a matrix team of 60+ professionals across marketing, growth, monetization, product and data.

+54% Turnover+49% GGR+26% UAP

Case ↓

2024 – 2025

Grupo Aposta Ganha

Chief Marketing, Growth & Revenue Officer

ContextiGaming · Casino · Sportsbook

Turnaround and full restructuring in the new regulated landscape, working end to end across acquisition, retention and monetization.

ROI 13.19+8.48% average ticket+251% FTD Q1/25

Case ↓

2023 – 2024

Serasa Experian

Executive Superintendent of Growth · Revenue, Products and Digital Business

ContextB2B · Credit Services

Built the Business Performance & Analytics area and led the GTM of an insurance product for financial institutions.

+21% YoY FY23+17% FY24 Q1–Q2

Case ↓

2022 – 2023

UM Agency · Grupo Ser Educacional

Chief Digital & Growth Officer (CDGO)

ContextEducation · Growth & Digital

Marketing, growth, performance and digital transformation focused on commercial expansion and investment efficiency.

−72% CPL−68% cost/enrollment+21% graduate enrollments

Case ↓

2021 – 2022

Vhsys · Grupo Stone

CMO · Head of Digital, E-commerce, Marketing & Growth

ContextSaaS · Fintech

Brand, Growth, Data & Performance strategy for subscription SaaS, integrating marketing, CRM and data intelligence.

+36% trial→subscription+21% MRR−27% CAC

Case ↓

2020 – 2021

Conquer Business School

Chief Marketing Officer (CMO) · Head of Marketing & Digital

ContextEducation · EdTech

Marketing, growth and e-commerce with P&L ownership. Team grown from 6 to about 30 professionals.

+203% MRR+54% average ticket+267% e-commerce

Case ↓

2019 – 2020Consulting

Accenture Interactive: the method of diagnosing before prescribing.

2019 – 2020

Accenture Interactive

Senior Executive Manager · Business Development & Design

ContextConsulting · Business Design

Business design and sales-funnel acceleration for Google LatAm, Vale, Bayer, Votorantim, SKY, Novartis, DPSP and Shell.

Case ↓

Mindset shift

In consulting, the view moves up from the channel to the business: delivering value that translates into revenue.

That is the mindset I have brought to every C-level seat since then, and it is where the results come from.

In 1 minute · A career step by step

2010 – 2019Agency

The brand and media craft of someone who served P&G, IBM, Toyota, Hyundai and Starbucks.

2018 – 2019

Cadastra · Grupo DBG

Digital Director of Operations & Account Group

ContextAgency · Google Agency of the Year 2018

Leading marketing, operations, strategy and performance. Won the Grupo Renner e-commerce account.

+150% Smiles contract

Case ↓

2014 – 2018

Z+ · Grupo Havas

Manager → Digital Accounts Director

ContextAgency

Co-marketing and brand building for CAOA, Hyundai, Subaru, Starbucks, JHSF and DIA Supermarkets.

+69% Hyundai/CAOA revenue

Case ↓

2010 – 2014

Dentsu Aegis · Digitas LBi/Razorfish · Ogilvy

Account Executive → Senior Executive → Account Supervisor

ContextGlobal agencies

Toyota (Dentsu), Renault, Michelin, P&G, BlackBerry and Terra (Publicis), Claro and IBM (WPP).

Applied methodology · Challenges I have led

Opposite contexts, the same method

Each case follows the same reading: the context, the business challenge, my role and the impact generated.

Scale · iGaming · 2025–2026

+49%GGR · gross gaming revenue

Luck.bet

Context: Online betting operator (casino + sportsbook) in regulated Brazil, with revenue via GGR.
Challenge: Build a 360 Marketing & Growth engine from scratch in a regulated environment, scale revenue with unit-economics discipline and reduce dependence on affiliates.
Role: Leading 60+ people: performance, CRM & retention, new acquisition channels, casino↔sportsbook cross-sell, a national campaign with Caio Castro and P&L management.
Result: +54% Turnover+49% GGR+26% UAP+22% FTD+22% average ticket+16% Registration→FTD

Turnaround · iGaming · 2024–2025

13.19Media ROI with 8% of the budget

Aposta Ganha

Context: Online betting operator (casino + sportsbook) transitioning to the regulated market.
Challenge: Revenue turnaround with only 8% of the annual budget and, right after, rebuilding the operation under the new regulatory framework.
Role: Media efficiency under constraints, bonuses by customer profile, affiliate governance, compliance & KYC, base reactivation via CRM and a campaign with Luva de Pedreiro.
Result: ROI 13.19 in 5 monthsGGR target 48% → 84.24%+36.12% FTD conv.+8.48% average ticketQ1/25: ROI 5.2+251% FTDNGR +60%

Structuring · B2B · 2023–2024

+21%revenue in FY23

Serasa Experian

Context: The largest credit bureau in Latin America, with a B2B model of data, analytics and credit solutions.
Challenge: Set up the Business Performance & Analytics area and sustain revenue growth in a large, mature operation.
Role: I built the Business Performance & Analytics area from scratch (monetization, products and sales funnel), with a data-driven culture, BI and GTM for B2B digital products.
Result: +21% revenue FY23+17% revenue FY24 Q1–Q2BP&A area from scratch

Efficiency · Education · 2022–2023

−72%CPL in student acquisition

Grupo Ser Educacional

Context: UM Agency's growth operation for one of the largest private higher-education groups in Brazil (on-campus, online and graduate).
Challenge: Create an integrated, data-driven operating model to accelerate student acquisition and reduce acquisition cost, with high volume and strong seasonality.
Role: Performance marketing, CPL optimization, enrollment growth, data & analytics, enrollment funnel management and digital transformation of the operation.
Result: −72% CPL+18% to +21% enrollments FY23

Conversion · SaaS · 2021–2022

+36%trial → subscription

Vhsys · Grupo Stone

Context: SaaS management platform (ERP) for SMBs, in Stone's fintech ecosystem, with recurring revenue.
Challenge: Transform marketing, digital and sales with a focus on acquisition and retention, with P&L ownership and M&A integration for the group's Growth and Digital areas.
Role: SaaS growth, trial-to-subscription funnel, CRM and lifecycle, performance, e-commerce, BI and CAC reduction, with an end-to-end view.
Result: +36% trial→subscription+21% MRR−27% CAC

Scale · EdTech · 2020–2021

+203%MRR

Conquer Business School

Context: Business school and professional education, with revenue from courses, recurrence and e-commerce.
Challenge: Transform Marketing & Digital into a data-driven, multidisciplinary model, scaling recurring revenue and e-commerce.
Role: I restructured the team from 6 to about 30 people and led growth, performance, e-commerce, pricing, CRM and journey and LTV analytics, with P&L ownership.
Result: +203% MRR+54% average ticket+267% e-commerce

New business · Consulting · 2019–2020

10large accounts in pitches and projects

Accenture Interactive

Context: Global business and technology consultancy, with revenue from new contracts across multiple verticals.
Challenge: Architect new business, lead pitches and design strategy, digital transformation and go-to-market for major brands.
Role: Business development and business design, data-driven, CRM, e-commerce, media and performance, leading squads.
Result: ValeVotorantimGoogle LatAmSKYNovartisBayerShell

Account expansion · Agency · 2018–2019

+150%investment in the new Smiles contract

Cadastra · Grupo DBG

Context: Digital marketing and performance agency, with accounts such as Smiles and Grupo Renner.
Challenge: Expand strategic accounts, win new contracts and bring large digital operations in-house.
Role: Account group management, performance and media, CRM and DMP (Salesforce), BI, e-commerce and new business.
Result: +150% Smiles contractGrupo Renner accountGoogle Agency of the Year 2018

Account growth · Agency · 2014–2018

+69%Hyundai/CAOA digital revenue

Z+ · Grupo Havas

Context: Global communications group, with accounts such as CAOA Hyundai, Subaru, Starbucks, DIA and Shopping Cidade Jardim.
Challenge: Lead strategy, planning and digital operations for an account group, delivering KPIs and revenue growth.
Role: Digital operations, media and performance, CRM, programmatic, social, BI and fee contract negotiation.
Result: +69% Hyundai/CAOA+9.5% above KPI (DIA)New online fees

01–03 of 9 cases

switches every 10s

Results in data · The consolidated view

Growth on one side, efficiency on the other

Results achieved in the operations I led, as stated in my CV. Each indicator is the change over the period of the role.

Turnaround under constraints

Aposta Ganha · 5 months

A regulated operation restructured with what was left of the year's budget.

13.19

Media ROI

Annual budget available8%

GGR target achievement48% → 84.24%

0%50%100%

starting point (48%)result (84.24%)

360 Marketing engine in 6 months

Luck.bet · 2025–2026

Growth across the whole funnel, from registration to revenue, in a regulated environment.

Turnoveramount wagered

+54%

GGRgross gaming revenue

+49%

UAPunique active payers

+26%

FTDfirst-time deposits

+22%

Average ticket

+22%

Registration → FTDconversion

+16%

Bars proportional to the largest value in the series (+54%).

Revenue and business growth

% change by operation

Top-line indicators in EdTech, loyalty, automotive, iGaming, B2B and SaaS.

Conquere-commerce sales

+267%

ConquerMRR

+203%

CadastraSmiles contract

+150%

Z+ HavasHyundai/CAOA revenue

+69%

Luck.betGGR

+49%

Grupo Sergraduate enrollments

+21%

Serasa ExperianFY23 result

+21%

Vhsys · StoneMRR

+21%

Bars proportional to the largest value in the series (+267%).

Acquisition efficiency

Growing by spending better

Cost reduction and conversion gains in the same cycle.

Grupo SerCPL

−72%

Grupo Sercost per enrollment

−68%

Vhsys · StoneCAC

−27%

Vhsys · Stonetrial → subscription

+36%

Aposta GanhaFTD conversion

+36%

cost reductionconversion gain

Regulated restart · Q1/2025

Aposta Ganha · vs. 2024 annual average

Relaunch of the operation under the new regulatory framework, with redesigned KYC, compliance and customer journey.

5.2

ROI for the quarter

+293%

registrations

+251%

FTD (first-time deposit)

+198%

FTB (first-time bet)

+60%

NGR (net gaming revenue)

+48%

deposits

→ Next chapter

15+ years, opposite contexts and the same method, with results measured in every role. And the same drive to build what comes next.

09 · In your company · How I can help with the next challenges

What I can add to your next challenges.

Every company has its own moment, its own team and its own challenges. In the previous blocks, I showed how I think, how I work and what I have lived. Here, simply put, is where I believe I can contribute.

Your company's stage · From zero to scale

Each stage calls for a different focus

A start-up, a scale-up and a large company grow in different ways. I have been through all of these stages, and the conversation makes sense starting from yours.

01 · Start-up

Build from scratch

Positioning, channels, team and the first KPIs, so the brand is born already tied to revenue.

Lived it atLuck.bet · Conquer↑

02 · Scale-up

Scale what works

More conversion and recurrence with CAC under control, to grow without losing efficiency.

Lived it atVhsys · Conquer↑

03 · Grown-up

Protect margin and expand the base

Retention, NRR and new revenue streams, including turnarounds and restructurings.

Lived it atAposta Ganha · Grupo Ser↑

04 · Enterprise

Integrate teams and data

Marketing, sales, product and finance reading the same numbers, with governance and scale.

Lived it atSerasa · Hyundai↑

Where I can contribute

Six ways to add to your team

None of this is done alone. What I bring is the experience of connecting marketing, data and business, always alongside the people who already know the company from the inside.

Connect marketing to business results

Bring brand, performance, CRM and data closer to sales, product, technology and finance, with revenue and margin as a shared reference.

See it inSeven fronts, one P&L↑

Bring method and cadence

Start from a good diagnosis, choose a few priorities and agree on owners and rituals so decisions actually happen.

See it inFive moves↑

Adapt experience to your context

iGaming, B2B credit, SaaS, education and major agency brands: each context taught me something I carry into the next.

See it in9 cases↑

Grow efficiently

Look at CAC, CPL and ROI together with growth, so every unit invested works harder, even on a tight budget.

See it inROI 13.19 with 8% of the budget↑

Develop teams and leaders

Help people understand what needs to be done and why, as in the teams I have had the opportunity to build and lead.

See it inSix leadership practices↑

Integrate physical and digital

Design a single journey, from social media to the store, from QR code to app and from WhatsApp to CRM, with brand, offer and data coordinated.

See it inHyundai, DIA and Renner↑

→ At the end of the day

What drives me is seeing a business grow in a healthy way. Each front has its specialists; my role is to help them all row in the same direction.

To start the conversation

Which of your company's challenges could we solve together?

Your diagnosis · Based on the ten questions

Your challenges, linked to how I can help

A quick snapshot based on your answers: each "no" and each "unsure" becomes a focus point, with the path forward and where to see it in this material. It does not replace a full diagnosis, but it shows where to start. Adjust answers ↑

Operational maturity

?%maturity

AttentionEvolvingSolid foundation

Waiting for answers

Mark "Yes", "No" or "Unsure" on the ten questions at the start and your diagnosis builds itself here.

Map of your operation · Funnel × Fronts

Journey →

BrandingAcquisitionConversionRetentionRevenue

Marketing & Branding

Performance & Acquisition

Digital, Product & Experience

CRM & Retention

Business Growth & Revenue

Data, Analytics & AI

Operations & Leadership

Answer the questions to see where the operation gets stuck.

0 yes0 no10 no answer0 unsure

0 red points0 in yellow

Where to focus first · Challenge × How I can help

Each "no" becomes a focus point, with the challenge, the path forward and where to see it in this material.

How we move forward

01An initial conversation about these points
02An in-depth diagnosis with your numbers
03An integrated 90-day plan, with priorities and targets

See the full method in 07 · In management ↓

Get your diagnosis

To receive this full diagnosis, with the focus points and next steps, fill in your details.

Prefer to book right away? Book a call ↗

10 · Next step

Shall we have a chat?

Available · São Paulo · Brazil and international

With your diagnosis in hand, the next step is a conversation. If you have a target ahead, a challenge that has not found an answer yet, or you want to exchange ideas about your business's next step, I would love to hear about it. Whether for an executive role, CMO as a Service, a project, advisory or mentoring, the conversation starts the same way: understanding your context.

First conversation · Suggested agenda

A good conversation is usually the best start

01 · Where you are

The focus points from your diagnosis, your growth targets and where the business wants to go.

02 · Exchange of perspectives

What has already been tried in marketing, growth and sales, what worked and where there is room to scale.

03 · Next steps

Concrete ideas for brand, acquisition, revenue and product, in whatever format makes the most sense for you.

How we can connect

Choose the most convenient channel for you

Book directly in my calendar or send a message. I reply personally.

Online calendar · CalendlyPick a time in my calendarA chat with Vitor Paulin · you get the invite right away

Book a call ↗

WhatsApp · +55 11 97504-9950Prefer to send a message?Message me on WhatsApp and we will find the best time

Send a message ↗

or, if you prefer

vitorpaulin.pp@gmail.com

Write

Phone · WhatsApp

+55 11 97504-9950

WhatsApp ↗

linkedin.com/in/vitorpaulin

Open profile ↗

São Paulo · SP · Available for travel and for national and international relocation.

→ 2027 starts now

How do you generate more results in 2027? A brand people want, a data-driven strategy, a scalable ecosystem and connected results. It takes time, and the sooner you start, the better.

Vitor Paulin

The whole material in one minute.

From diagnosis to next step

Ten questions every business should be able to answer.

Yes, no or unsure?

Do marketing, sales, product and data share one revenue and margin target, reviewed together every week?

Does more than half of your demand come through the brand, without relying on paid media?

Is every unit of media spend measured all the way to the sale, not just to the click or the lead?

Do you know at which funnel stage you lose the most customers, and do you have an active plan to fix it?

Is your customer recognized the same way in physical and digital channels, with a single history?

Do you know how much revenue comes from your existing base, and do you have repeat-purchase targets by segment?

Do you know CAC, LTV and margin by channel, and reallocate budget based on them every month?

Does leadership decide from a single dashboard, with daily, weekly and monthly indicators?

Does your 2027 plan already have the priorities for the first 90 days, with owners and targets defined?

Is there a leader today who is accountable for marketing, data and the P&L end to end?

Growth demands an integrated view of the business.

This strategy is organized into three fronts that need to move together

More competition

More complex journeys

More focus on results

Six challenges at the same time

When that connection is missing or weak, that's where I help.

From a growth opportunity to an operation that delivers results.

A thesis in four lines

How I connect the business: everything revolves around revenue and margin

Branding

Acquisition

Conversion

Retention

Revenue

How a brand becomes a preference

Positioning

Value proposition

Reasons to believe

Reasons to buy

Experience

What makes my experience relevant to a company

Business mindset

Full-funnel view

Ability to build structure

Strategy that becomes execution

Diverse contexts

Integrated leadership

Four clear contributions to the company

Strategy

Integration

Execution

Result

From the customer journey to a 360 view of the operation.

Seven fronts, each at its own point in the funnel

Among dozens of indicators, the ones that move the business at each stage

Each leadership level with the right analysis

How I visualize the operation in 360°

Cumulative revenue for the day × targetR$ M · dashed = daily target

Insights and prioritiessignal → decision → owner and deadline

Revenue by channel this weekR$ M · change vs. previous week

Insights and prioritiessignal → decision → owner and deadline

Target achievement, 12 months% of target · line = 100% · dashed = October forecast

Insights and prioritiessignal → decision → owner and deadline

Revenue × targetR$ M per week · dashed = target

CAC and ROAS by channelbar = CAC · line = target R$ 190 · ROAS target 3.0x

Priorities for the cyclesignal → decision → owner and deadline

Health by frontstatus this week

Retention by cohort% of active customers by month of entry

From diagnosis to results discipline.

Five moves, one cycle that repeats

Diagnose

Direct

Structure

Execute

Measure and evolve

How each stage happens in practice

Understand before proposing: the questions I start any diagnosis with

Few priorities, clear targets and budget where there is a return

OKRs

Prioritization

Business case

Roadmap

Six leadership practices, one focus: results

Multidisciplinary teams