Selected work
Systems built. Results delivered.
Three engagements. Three disciplines. Each built around a specific business problem, not a generic service package.
My Work
Case Studies
Digital Growth & Performance
From scattered tactics to a client acquisition system that compounds
B2C SaaS startup · Growth & Performance engagement
75%
CAC reduction against initial target ceiling
2k
New customers acquired per month at peak
CLV
First-ever visibility into Customer Lifetime Value
The problem
I joined as the fifth member of the marketing team. Acquisition was running on intuition and internal opinion, not data. There was no integrated tracking, no defined conversion funnel, and no reliable way to tell which channels were producing results. The team was spending budget without knowing what it was buying.
The approach
The objective wasn’t to run better ads. It was to shift the entire operating model from opinion-driven decisions to experimentation-led ones. Infrastructure first, performance second, optimization third.
01
Infrastructure
GA4 and GTM implemented to track the full user journey from first click to in-app activation. For the first time, the team had a single source of truth for every acquisition decision.
02
Performance
Search and display campaigns launched and A/B tested systematically. Segmented targeting, structured creative testing, and a bid strategy built around cost-per-acquisition rather than volume.
03
Full-funnel optimization
Landing pages, email automation, and in-app onboarding flows mapped and improved end to end. The goal was reducing churn and converting more sign-ups into active users, not just driving more of them.
Alongside these three pillars: a CS feedback loop that fed user support insights directly into content and messaging, and a partnership pipeline built through co-sponsored events and agency referrals to complement paid acquisition.
The outcome
Cost-per-lead came in at 25% of the initial target CAC ceiling. The company could, for the first time, track Customer Lifetime Value and make budget decisions based on long-term ROI rather than immediate spend. The engine produced approximately 2,000 new customers per month.
The company was later acquired. The systems kept running and continued to outperform the parent company’s own acquisition frameworks for years after the handover. That’s the difference between a campaign and an engine.
Fractional Marketing Leadership
How a local product became a global priority — and tripled annual revenue in 3 years
Global enterprise software company · Fractional Product Marketing Director engagement
3x
Annual revenue growth over 3 years
#1
Product priority within the global portfolio
GTM
Framework adopted across other products
The problem
The product was caught in a customisation cycle. Technically capable, but built to individual client requests rather than a coherent global roadmap. Development was driven by whoever had the loudest voice internally, not by market evidence. Product, Sales, Marketing, and business leadership all had different views of what the product was for. There was no marketing function, no consistent positioning, and no shared language for communicating value to anyone outside the immediate technical circle.
The approach
The mandate was to build a product marketing function from scratch. But the real task was harder: shift the entire organisation from feature-delivery thinking to value-delivery strategy. That required three things to happen in sequence.
01
Positioning
A 90-day strategic audit mapped the product’s capabilities against global market needs and established a centralised source of truth for messaging. Complex technical specifications were translated into outcome-based value propositions that internal stakeholders could actually use.
02
Alignment
Structured feedback loops connected Product, Sales, Marketing, and business leadership around market evidence rather than internal preference. Competitive benchmarking and analyst data replaced anecdotal decision-making, giving the Product team objective criteria for roadmap prioritisation.
03
Enablement
A full GTM playbook standardised ICP definitions, buyer personas, messaging, and launch procedures. Sales teams replaced vague technical documentation with battle cards and objection-handling guides. The framework was built to be repeatable, not specific to one product.
The GTM playbook was codified and formally adopted across other product lines in the global portfolio, becoming the standard for new product launches across the organisation.
The outcome
Over three years, the product tripled its annual revenue and moved from a local UK initiative to one of the top 5 high-priority products within a global portfolio of 25. The strategic pivot from custom builds to scalable positioning was the lever. Revenue followed once the organisation understood what it was selling and to whom.
The framework outlasted the engagement. That’s what a system looks like versus a project.
“Marko managed the marketing process end-to-end: positioning, messaging, value proposition, target audience, sales enablement, and go-to-market strategy. His efforts transformed the software into the most sought-after product within Arcadis, making it a preferred choice across various verticals. His strategic growth plans significantly increased profitability and customer wins.”
Violet Diamanti-Race MCIM
Senior Product Marketing Manager, Flowable
AI Marketing Automation
80% less human work. 60% faster output. Better content.
Content-led digital business · Agentic AI content factory build
80%
Reduction in manual human involvement per content cycle
60%
Faster content pipeline delivery time
↑
Improved content quality and search performance
The problem
High-performing content teams hit a ceiling that has nothing to do with talent. Briefing, research, drafting, QA, formatting, and publishing each require direct human involvement — and the coordination between those steps costs as much time as the steps themselves. The team was spending more time managing process than doing editorial work. Output volume and headcount were moving in lockstep, with no way to break that relationship without sacrificing brand voice or quality standards.
The approach
I treated content production as a software engineering problem. The goal was to automate the repeatable, research-heavy phases while keeping human editorial judgment at the strategic layer — not to remove humans from the process, but to put them back in control of the parts that actually require them.
01
Pipeline architecture
An agentic workflow built in n8n handles the full content lifecycle: keyword research, competitive analysis, structured briefing, first-draft generation, and automatic routing to the correct editor. The pipeline replaced a chain of manual handoffs with a single orchestrated process.
02
Software-defined quality
A dedicated critique layer evaluates every draft against brand voice guidelines, readability targets, and SEO requirements before a human editor sees it. Quality is enforced by the system, not by the editor catching what slipped through. The result is content that reads as authored, not generated.
03
Privacy-first deployment
Core generation runs on self-hosted models via Claude Code and VS Code. Proprietary data and IP never leave the company’s environment. The system is modular and maintainable, built to be iterated on rather than locked into a vendor’s infrastructure.
By removing the administrative load, the team regained capacity for high-level editorial strategy: original perspectives, authoritative takes, and content decisions that no pipeline can make for them.
The outcome
Manual involvement per content cycle dropped by 80%. Pipeline delivery time shortened by 60%. But the number that matters more than either: search performance improved, because the structured briefing process forced keyword and intent alignment from the start rather than as a post-production edit.
The team didn’t just get faster. They got their thinking time back.
Ready to build a marketing system that actually works?
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