Fifteen years of growth, mostly the messy parts.

I've spent fifteen years building growth at companies that were already moving fast and needed someone to make sure the velocity didn't break the math.

That started at GOJEK in 2017, joining post-Series-D when the regional expansion bet across Singapore, Thailand, and Vietnam was just landing. I scaled the digital marketing org from 10 to 25+ FTEs in six months, managed a $10M+ annual budget, and grew new user acquisition 27% YoY while cutting marketing spend by 32%. The lesson there wasn't a clever channel hack — it was learning that channel discipline at scale is mostly about saying no to things that look like wins.

After GOJEK I moved to Hamburg to lead digital marketing at FREE NOW, the Daimler-Benz-owned ride-hailing app, where I ran the market entry for France, Greece, Romania, and the UK. European unit economics are not Southeast Asian unit economics. That sounds obvious until you watch a playbook that worked in Jakarta quietly fail in Lyon.

Back in Jakarta, I led growth at Akseleran, a P2P lending startup, where I generated $2.7M USD in incremental GTV through cashback cohort experiments and lifted retention by 50 percentage points by redesigning onboarding and rebuilding the activation loop. Fintech taught me what 'unit economics' actually means when capital is your inventory.

Today I'm VP of Growth at Transfez, a remittance and payments company expanding across Southeast Asia. I launched the Pay by Card product to >1,000% annualized CAGR in year one, built the regional GTM for Singapore and Malaysia, and got automated lifecycle voucher campaigns to lift first-transaction conversions by 400%. I oversee growth, performance marketing, CRM, SEO, data, product marketing, partnerships, and creative.

Education-wise, I have an MSc in Management of Technology from TU Delft in the Netherlands (3.8/4.0). The thing that matters more than the degree is what I learned by watching what consistently works across three very different categories — fintech, ride-hailing, P2P lending — in three very different markets.

Now I write publicly about what I've learned, partly to think it through more rigorously, partly because the operator-to-advisor transition demands that the work be visible before someone pays for an hour of it. If you read enough of the writing, you'll know whether we should talk.