For most of my career, growth meant bigger budgets, bigger brands, or bigger responsibilities. Somewhere along the way, I started noticing something else: there are a lot of businesses with real potential, that just needed the right marketing strategy to get there. That’s the work I actually wanted to be doing, so I started this consultancy to do it directly.

In practice, that work starts with diagnosis: understanding the funnel, the KPIs being tracked, and how the budget is actually split, before deciding what’s worth changing. And this makes a lot of difference. A client once came to me convinced that more leads meant more sales and more success. After the first analysis, I saw that the real story was different: the volume of leads was high, but the lead quality had quietly collapsed, and the sales team was spending way more time chasing worse conversations. Once we defined what a qualified lead really looked like for their business, the volume of leads decreased, but the quality more than made up for the drop, and the sales team started closing more, with a lot less wasted effort.

During my career, I’ve led cross-functional teams and worked closely with media, content, and analytics teams, because I believe that the strongest strategies come from understanding how all those pieces fit together. I’ve done this kind of work across multiple industries and in very different markets, including Brazil, Europe (especially Germany, Spain, and Portugal), Australia, and Chile. The specifics change, but that’s what I always come back to: turning a scattered mix of channels, data, and opinions into one clear, evidence-based plan.