Problems I have solved

Nola, a B2B SaaS for restaurant management, had no marketing department. I was the first and only marketing hire, brought in to build one. No attribution, no CRM architecture, no automation, and ten SDRs working by hand, reaching fewer than four in ten leads.

Marketing Analyst, then Marketing Operations & Growth Manager six months later. I led a team of four, social media, paid media, design and development, with daily standups and 1:1s, and owned acquisition end to end: the strategy, the experiments, and the number at the end of them.

• Built the acquisition engine from zero across inbound, SEO, paid media and event marketing: leads up 255%, MQLs up 220%, SQLs up 182%, and CPL down 44% even as media investment rose 135%.
• Ran a weekly experimentation cadence measured on tests shipped, not campaigns launched, reaching ten ad creatives tested per week.
• Designed an in-house AI video pipeline, script to image prompt to video prompt to edit, taking output from roughly six videos a month to forty, with no added headcount and no external production.
• Engineered a lead-connection automation on HubSpot and n8n that raised sales connection from 39% with ten SDRs to 95% with three.
• Architected the HubSpot ecosystem alongside the Head of Sales, with predictive lead scoring, MQL and SQL definitions, routing and data hygiene, and unified paid media and inbound into one attribution model through RD Station and Zapier.
• Became the internal reference for AI across the business functions, the point of consultation for teams adopting it for the first time.

Axenya, a B2B corporate health broker with 81 people, ran forecast by exporting the entire pipeline to Excel and recalculating it cell by cell, by hand. Four to five days of work, repeated every two weeks, for a pipeline in the hundreds of millions in ARR. Nobody on the product team had ever looked at it.

Revenue Operations Lead. I structured the function from zero in an 81-person company, reporting to the CRO and CFO, translating revenue leadership’s strategy into a working system and then building that system myself: the architecture, the dashboards, the rules, the rollout.

• Shipped a dashboard platform from zero: 8 panels covering CRO, Forecast, Board, AE, BDR, Last 48h, Delta, and Coverage views, each chart auditable back to the exact CRM fields behind it.
• Built a semantic catalog as the single source of truth for every business rule, with documentation generated straight from it. Building it surfaced two probability rules running side by side unnoticed, the same stage carrying a different weight on two different screens.
• Turned a meeting into a written four-step forecast ritual: per-rep prework, named data-hygiene follow-up, post-meeting to-dos, and a consolidated report showing the delta against the previous cycle.
• Rebuilt the CRM’s business-rule layer as fields and automations, not verbal agreements: ARR modeling by compensation type, automatic company-size classification, a canonical close-date definition, and automated inactivity handling.
• Shipped a daily Slack pipeline report and automated field-hygiene nudges per rep, each with a direct link to the record.
• Remapped handoffs across Sales, Quoting, and Implementation: correlated fields, shared quote files, and stalled-quote alerts, surfacing roughly 60 stuck deals during rollout, some tied to reps who had already left.

Grupo Arcca is a franchise accelerator and Nola’s sister company under the same holding. It needed a B2B demand engine for franchise expansion, built from zero, at the same time Nola’s was being built, with one team serving both.

Marketing Manager, concurrent with the Nola role. Same team of four, two businesses, and explicit prioritization between them instead of letting the team absorb the conflict.

• Built the franchise demand engine from zero and reached positive ROAS in under 90 days, with leads up 85% and CPL down 48%.
• Rebuilt the middle of the funnel with automated cadences and redesigned process: contact response went from 3% to the 20-26% range, show-up reached 85-95%, and lost leads fell from 98% to the 31-42% range.
• Worked alongside the commercial board to align marketing qualification with how investor candidates were actually evaluated.
• Repositioned the franchisor’s brand identity, strengthening its B2B positioning as a reference in sustainable franchising.

A construction-tech SaaS running active campaigns across Google, Meta and LinkedIn, with no CRM structure, no conversion tracking, and 83 landing pages capturing data in incompatible formats. Leads arrived. The pipeline was invisible.

Engaged through Deal Machine to design and implement the entire CRM foundation under a defined project scope.

• Implemented HubSpot end to end: CRM architecture, object mapping, Sales and CS pipelines.
• Built custom fields for ICP qualification and UTM tracking for end-to-end attribution.
• Standardized lead capture across 83 landing pages via GTM: pixels, events, and form normalization.
• Integrated the full ad stack into HubSpot and designed the lead scoring and nurture framework.

Leaving a role and needing a portfolio that proved the actual thesis I sell: systems built around the people who use them. Without months of runway or a dev team to hand it to.

Product owner, writer, and QA. I directed an AI pair-programmer (Claude Code) for implementation while owning every call on positioning, content, structure, and design myself, in both languages.

• Defined the positioning and wrote the voice in EN and PT-BR before a line of code existed.
• Built a single bilingual system instead of duplicated pages: one dictionary, both languages share the same structure.
• SEO and answer-engine visibility from day one: schema.org on every page, canonical URLs, sitemap, and an llms.txt file most sites skip entirely.
• Audited my own links before launch and fixed a routing gap, the same QA discipline I would run on a client's CRM.
• Applied the same discipline as the Axenya build: documented for handoff, adoption as the metric, not effort.