How the numbers were made.

The challenge

A highly specialised audience — accredited investors, family offices and high-net-worth individuals — being asked to trust a category that combined traditional oil and gas investing with unfamiliar blockchain infrastructure. Nothing existed: no brand system, no funnel, no investor base.

What I did

I led end-to-end marketing strategy with one organising principle: trust is built through education. That meant a full rebrand and website overhaul, clarified positioning and a redesigned investor journey — then content that translated complex investment structures into clear, commercially compelling narratives: thought leadership, investor education, email campaigns, paid acquisition, webinars and a steady pipeline of video featuring the leadership team and individual offerings.

Alongside the funnel, I built the sales-enablement layer — pitch decks, offering materials, FAQs and presentations that helped leadership address objections and convert qualified leads. The result was a cohesive brand and a trust-led acquisition funnel moving investors from first awareness through due diligence to direct conversations with the sales team.

The challenge

A consumer launch with no room for wasted spend: a shrinking category, a sceptical audience and a CAC target that assumed every channel would earn its place.

What I did

I ran a data-led channel mix where nothing stayed in the plan on momentum alone: paid social and Google, a content strategy and branding built to engage, and a KOL programme that was curated rather than bought — creators hand-picked and individually negotiated, with localised campaigns targeted at Asian markets. We worked directly with the Solana organisation and community, and shipped an app on Solana phone to meet stakers inside the ecosystem.

Every campaign was tracked and analysed, and the next move was decided on that data — which is how the CAC held at $27 while the market contracted around the launch. Ecosystem partnerships with Cherry.Fun, SNS and MonkeDAO extended distribution beyond what the budget alone could reach.

The challenge

CUDOS Intercloud launched into a difficult bear market, so the strategy had to build credibility and product adoption efficiently — no large advertising budget to lean on. The audience: developers and AI builders who needed accessible cloud infrastructure but had no reason yet to believe decentralised compute was a practical alternative.

What I did

The launch ran on an "avalanche" KOL strategy. Instead of paying a long list of creators, I identified smaller, highly relevant accounts already posting about competing cloud and infrastructure products, contacted them individually and offered private early access. A handful of larger KOLs were engaged through paid partnerships for initial visibility — after which smaller creators began testing, discussing and covering the product organically, compounding into a wave of third-party content and social proof without an influencer budget to match.

Community was treated as distribution, not audience. I built a structured ambassador programme with clear incentives, campaign guidance and ready-made materials; the strongest ambassadors effectively became an extension of the marketing and sales team — educating new users, creating content and bringing developers into the ecosystem. Paid campaigns, ongoing educational content and coordinated launch comms across social, community, partnerships and events created repeated exposure through the funnel: discover through creators, gain confidence through education and community validation, then try the product.

In parallel, I led communications for the three-way token merger with the ASI Alliance (Fetch.ai, SingularityNET, Ocean Protocol) — cross-team alignment and full public rollout.