I ran the demand side as one revenue line grew to $250M+
At PingPong I ran the demand side of the cross-border payments line, from acquisition and lifecycle through the handoff to sales: $76M in year one, past $250M+ in year two, on funnels I built and ran.
Senior Marketing Manager at ThinkingAI since 2026. Four years at PingPong before that, a 1,500-person company: Marketing Manager, Ads & Lifecycle, 2021–2023, then Senior Digital Marketing Manager, Growth & Operations, 2023–2025. And six years at ToLocal, a company of twenty-odd, the last of them as VP of Marketing: seven people in the US and five in China, on a $10M annual media budget.
A revenue line and an 8-tool stack at PingPong, a team of 7 at ToLocal
When PingPong handed me the cross-border payments line, the number was revenue, and I treated every channel, workflow and tool as an input to it. Ten years in growth, five of them in B2B fintech, and I can still defend that number in a finance review line by line.
I chose an 8-tool GTM stack, Salesforce, HubSpot, Webflow, 6sense, Zapier, ZoomInfo, Salesloft and GA4 with Tag Manager, and governed it myself so no report depended on a vendor's version of the truth. I ran the funnels across North America, Europe, and Southeast Asia as one system with regional variants. And when the marketing org needed cover, I took over all of Marketing for 6+ months with no interruption to the business.
As VP of Marketing at ToLocal I ran a $10M annual media budget at 80%+ ROI while leading a team of 7 in the US, with 5 more in China. ToLocal was twenty-odd people in B2C affiliate performance. PingPong was 1,500 people, and I took one revenue line. Since late 2025 I have shipped nine AI GTM tools solo, design through deploy, including CreativeOS for policy-aware ad copy and a fintech marketing compliance checker.
Everything the number rests on, and where to check it
I sorted these by the doubt each one answers. The case studies show the number and the conditions it happened under.
Shipped work
Revenue engineThe number itself: $2M to $76M in year one, past $250M in year two. Acquisition efficiencyCPL nearly halved on two channels with volume held. Global web and trackingOne funnel across three regions, with attribution that survived a finance review. Content enginesTwo of us held the cadence, and organic demand followed.Systems I built after, on the same problem
CreativeOSI built a later demo of it: ad copy written inside platform and legal policy, so the creative queue stops holding launches. Built independently, no customers. Competitor RadarIt reads a competitor's whole ad library as one strategy, and that is where my counter-position comes from. TechSpyIt reads a company's live stack, so my target list runs on evidence.How I think, written down
Landing page testing without overthinking itThe testing cadence I run on every funnel, including the tests I decided were not worth running. Building an ABM list from technology signalsHow I build the enterprise target list, and where I threw out 2,671 companies. Fintech keyword research: intent, trust, riskIn fintech, compliance decides which keywords I can target. A referral-led growth systemI designed a growth loop from scratch for a new feature, trust limits included. Running social campaigns with limited resourcesHow I run the same method with no budget.Four moves I repeat
on every funnel I own
01 · Instrument the number
Before I scale anything I make the number trustworthy. At PingPong that meant freezing spend increases for a quarter and rebuilding tracking myself until cost per qualified lead was a figure finance could audit line by line. It is an unpopular first move, because it looks like nothing is happening. The alternative is scaling on a number nobody will defend in the review that follows, and then losing the budget anyway.
The number that counts is the one finance will defend02 · Find the constraint
Every quarter the number is capped by one thing. Once it was acquisition cost, with LinkedIn leads at $300+ each. Later it was a twelve-hour lead handoff bleeding intent while reps slept. I pick the one constraint, size what removing it is worth, and put the rest of the roadmap down. The discipline is in what gets ignored: a quarter spent improving three things at once usually moves none of them far enough to notice.
One constraint a quarter; the rest of the roadmap waits03 · Buy efficiency with tests
I test campaign structure, audience, keyword and landing path on a fixed cadence, with the success metric written down before launch so the result cannot be reinterpreted afterwards. That run cut LinkedIn CPL to ~$160 and Google registration cost from $90+ to ~$35, with volume held on both. I was after the same leads at half the price.
Efficiency with volume lost is just spending less04 · Automate the winners
Whatever works, I wire into infrastructure so it keeps working without me. The 200+ workflows I built took over the routing, enrichment and alerting people used to do by hand. Lead handoff went from ~12 hours to 1–2 minutes. I automate only what has already proven itself, because automating an unproven play makes a bad decision repeat faster. If the machine needs me daily, I have not finished building it.
Automate only what has already earned itThe inputs behind $2M → $76M → $250M+
The same pipeline at roughly half the price, and the leads stopped waiting
I rebuilt the acquisition layer from the tracking up and tested my way down the cost curve: LinkedIn cost per lead fell from $300+ to ~$160 and Google registration cost fell from $90+ to ~$35, with volume held on both channels. That efficiency is what let the line I owned scale from $2M to $76M in year one without the budget scaling with it.
Then I removed the human bottleneck. The 200+ workflows I built collapsed lead handoff from ~12 hours to 1–2 minutes, so the demand I paid for stopped going cold in an inbox. Sales owned the close; my part was getting a warm lead into their hands in minutes instead of the next morning. I found the slowest part of the machine and replaced it.
CPL nearly halved · handoff ~12h → 1–2 min · line at $250M+ by year twoHe took over all of Marketing for PingPong for over 6 months and has ensured there was no interruption to the business with minimal support. … His work is thorough and impactful. He has created amazing opportunities for sales with his marketing campaigns and is a huge asset to the whole company.
Tijana SijanicDirector of Human Resources, PingPong
Hiring for growth?
Give me the number. I will build the machine that hits it and show you the math.