Spendr growth case study
Building the marketing function into a measurable growth engine at an early-stage fintech.
I owned the full marketing function across B2B and B2C, then made growth more measurable, efficient, and repeatable.
At Spendr, the mandate spanned brand, GTM, partner growth, user acquisition, lifecycle, content, website, analytics, and channel performance. The work connected marketing decisions directly to activation and revenue.
Context
Early-stage fintech serving both consumers and retail partners. Marketing had to support two audiences, a developing product, constrained resources, and a need for clearer growth accountability.
Mandate
Lead marketing end to end: brand voice, website, GTM, B2B partner strategy, acquisition, lifecycle, content, agencies/contributors, analytics, and performance measurement.
What changed
Built the B2B side while continuing B2C growth, tightened acquisition economics, improved activation speed, and used attribution and performance data to focus investment on channels that converted.
The work
- B2B partner growth: Developed the B2B strategy and content that helped scale Spendr from a handful of dispensary partners to 100+ retail partners.
- Acquisition efficiency: Built and refined acquisition systems that reduced user CPA by 43.8%.
- Activation and lifecycle: Used lifecycle optimization and attribution work to reduce time-to-first-purchase by 44.9%.
- Revenue accountability: Drove 101% growth in new-user-attributed revenue from Q2 to Q3 2024 while overall revenue grew 75% on average month over month in 2024.
- Full-funnel ownership: Managed the marketing system from awareness through retention rather than treating content, paid media, lifecycle, web, and analytics as isolated channels.
Result
Why this work matters
Spendr is proof that my work is not limited to strategy or content production. I can own a complicated growth system, move between B2B and B2C, use data to identify leverage, and connect marketing execution to business outcomes.