Results That Show Up in Pipeline, Not Slide Decks

Marketing claims are cheap. Here is what I have actually built, owned, and delivered — and what it produced.

The Headline Numbers

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Scaling Web and Digital From Conversion Turnaround to Enterprise Pipeline Engine

Scaling global web and digital demand generation through a $50M → $450M ARR growth journey

The situation

Smarsh, a PE-backed compliance technology company selling into financial services, government, and other regulated enterprise buyers, was scaling fast — organically and through repeated acquisition. Web and digital had to grow from a corporate asset into a measurable pipeline channel, without breaking under the complexity of global sites, 2,500+ domains, and long, multi-stakeholder sales cycles.

My role

I owned global web and digital demand generation for nearly nine years: strategy, execution, budget, and the number.

Phase 1: Fix the foundation (first 6–9 months)

The initial focus was fundamentals: rebuilding conversion paths, tightening landing page experiences, aligning campaigns to pages, and using analytics to find where traffic was failing to convert. That optimization phase produced a clear step-change:

• Doubled website conversion rates and tripled average time on site, with significantly reduced bounce rates
• Cut average CPA from ~$1,200 to ~$400 in Google Ads and from ~$2,200 to ~$800 in LinkedIn Ads

Phase 2: Scale the engine

Those early gains became the foundation for a much larger demand engine, built over the following years:

• A web estate run as a revenue channel, not a brochure. Global websites and 2,500+ domains consolidated, governed, and instrumented so every visit could be traced toward pipeline.
• $3.4M+ in annual paid media across Google Ads, LinkedIn, retargeting, and ABM — plus a $1.2M martech portfolio — reallocated continuously based on attribution and pipeline coverage.
• Full-funnel digital programs across paid search, paid social, ABM, and lifecycle — planned and deployed against pipeline coverage targets agreed with sales, not impression goals.
• Attribution leadership trusted. Reporting built in GA4, Looker, Salesforce, and HubSpot connecting spend → conversion → pipeline → revenue, reviewed with executives on a standing cadence.

The results

• ~$700M in digital-influenced pipeline across tenure, including $127M in 2025 alone
• Supported the company’s growth from ~$50M to ~$450M ARR
• Web established as one of the company’s largest and most measurable pipeline channels
• Repeatedly absorbed acquired brands into the architecture without losing pipeline continuity

A note on measurement: because this work spanned years of company growth, acquisitions, and changes in traffic mix, I separate the early optimization metrics from the long-term scale metrics. The conversion, engagement, and CPA improvements reflect the initial turnaround period; the pipeline and ARR figures reflect the later scale of the engine.

What I’d do differently

Push personalization and intent-data activation earlier. The infrastructure could have supported account-level web experiences a year or two before we prioritized them — that’s pipeline we left on the table.

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Building a Multi-ICP Outbound Engine From Zero in 90 Days

The situation

A growth-stage B2B company had no outbound function. No campaigns, no infrastructure, no influenced outbound pipeline, and no way to measure whether outbound could work at all. The mandate wasn’t “send more email” — it was to find out, honestly and quickly, whether outbound could become a pipeline channel.

My role

I designed and built the entire operating system solo: strategy, infrastructure, data, campaigns, reporting, and vendor enablement.

What I built

• Campaign engine: 23+ campaigns across eight ICPs, from zero
• Sending infrastructure: scaled to 64+ inboxes with suppression logic and deliverability controls
• Data foundation: ICP knowledge bases, CRM field architecture, and data-quality checks in HubSpot
• Honest measurement: pipeline reporting that separated influenced from sourced, so leadership saw real numbers, not inflated ones
• Diagnosis over assumption: when early campaigns underperformed, I traced the failure to data quality — not messaging — and fixed the actual problem instead of endlessly rewriting copy
• Enablement: onboarded and equipped outsourced BDRs with infrastructure, targeting, and reporting they could execute against

The results (first 90 days)

• 6,786 prospects contacted across ICPs
• 28 positive replies and 12 meeting requests
• 331 accepted LinkedIn connections — a warm network layer built alongside email
• $204K influenced pipeline from a standing start — roughly $7,300 per positive reply
• A measurable, scalable system with honest unit economics, not a black box

This was an early-stage outbound engine build, so I’m presenting the full funnel rather than only the outcome. Most outbound case studies hide these numbers. The value here was not just the pipeline created — it was the operating system built to make future performance measurable, diagnosable, and scalable. Every subsequent campaign runs on infrastructure that only had to be built once.

What I’d do differently

Run the data-quality audit before the first campaign wave, not after. The diagnosis was right; it should have been the starting point.

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ABM That Sales Actually Used — Pipeline in Regulated Enterprise Accounts

The situation

Regulated enterprise buyers — banks, government agencies, compliance teams — don’t respond to volume marketing. Long cycles, large buying committees, and risk-averse stakeholders demand account-level precision. The challenge: build ABM motions that created pipeline in named accounts and that sales trusted enough to build their own plans around.

My role

Account selection frameworks, sales alignment, and the digital execution layer: paid social, retargeting, web conversion paths, and pipeline measurement.

What I built

• Account selection with sales, not for sales — priority accounts agreed jointly, so the target list was a shared commitment rather than a marketing artifact
• Layered digital coverage on priority accounts: paid social, retargeting, and tailored conversion paths mapped to committee roles
• Progression measurement: account engagement tracked through to opportunity creation and deal progression in Salesforce — the metric sales cared about
• Regulated-buyer messaging: compliance-literate content that survived scrutiny from risk-averse stakeholders

The results

• ABM programs influencing significant enterprise pipeline across regulated accounts
• Sales adoption: account plans built around the program’s engagement data
• Measurable engagement-to-opportunity progression in top enterprise accounts

What I’d do differently

Tighten the influenced-pipeline definition from day one. ABM attribution invites skepticism; the stricter the definition, the more credible the number.

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Case Notes

M&A web and demand integration. Repeatedly integrated acquired companies — sites, domains, redirects, tracking, paid traffic, SEO equity, conversion paths — into a global web and demand architecture without losing pipeline continuity. If you’re PE-backed and acquisitive, you know exactly why this matters.

Outbound data-quality diagnosis. When outbound campaigns underperform, the reflex is to rewrite messaging. Analysis of campaign data showed the real failure was list and data quality. Fixing the data — not the copy — restored performance. Diagnosis before iteration.

CRM lifecycle and reporting hygiene. Rebuilt lifecycle stages, field architecture, and reporting so that pipeline numbers meant the same thing to marketing, sales, and the board.

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What This Means for You

I am not offering a framework I read about. I am offering the systems I built and ran inside one of the fastest-scaling companies in its category — adapted to your stage, budget, and team.

Interested in discussing how I build pipeline engines? Let’s connect.