Eun Suk Rafael Gi: Founder, Fractional CMO/CRO in Vancouver, BC

Remote TBD Collective is fractional CMO/CRO & advisory services, we work with startups & scale-ups to drive their growth ? Fractional CMO / CRO ? Bell Curve / Demand Curve (VP Growth Marketing) - Growth Agency / Community * Owning product quality, leading and building systems for Bell Curve agency * Partnering with Demand Curve community (100k+ members) to create products to monetize community and drive engagement. ? Fresh Street - Head of Growth * Develop GTM and execute GTM, scaled business from $0 revenue to 5-figure MRR. ? Advisory ? Supporting and mentoring Head of Growth at GrantMe as they scaled form $4m to ~$8m in revenue. ? Lead brand strategy for Freshprep to support user acquisition and product innovation (add-ons) as they scaled from ~$10m to '$30m.

Remote Rebuilt the marketing department within PressReader by establishing marketing as a revenue driver; not a cost center. Expansion of mandate included overseeing product marketing, revenue operations, demand generation, corporate communications, creative services and ? Launched demand generation program (TOFU), increasing MQL's by ~200%. ? Organized revenue operations team (CRM, Sales and Marketing) to improve revenue management and conversions, resulting in 26% in revenue (+40m ARR) and improving profitability by 18%. ? Restructure, recruited and re-integrated marketing team, scaling team from 8-21 staff. This shifted the focus of marketing within the organization from a support function to a growth/brand and corporate communications platform. ? Develop corporate messaging to improve comprehension with customers and investors.

Responsible for managing the brand/positioning, full student lifecycle and accountable for the University's recruitment (revenue) and retention goals. As the marketing and digital experience lead for the university, my cross-functional team (14 staff) oversees brand positioning, customer research, experience design, lead generation, eCommerce and CRM. ? Increased domestic students by 9.98% by expanding into new markets and defining a differentiated brand position. ? Decreased customer acquisition cost by 61.8% by creating a performance growth loop and measurement plan. ? Doubled output and productivity of the team by creating alignment and processes with product, sales and faculty to department ? Increased LTV of current students by 33% by introducing capacity planning to ensure that customer demand was supported by supply.