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I started in marketing in 2008, drawn to the question of what makes people pay attention, trust, and act.
For the first decade of my career, I worked on the demand side, running growth and lead-generation campaigns for many clients across many channels and market segments. Over time, that experience changed one of my earliest assumptions: strong marketing cannot carry a weak product very far.
That realization pushed me away from pure demand generation and toward companies building products with real value. Since 2018, I have focused on crypto and blockchain businesses where growth depends less on paid acquisition and far more on product quality, market timing, positioning, ecosystem fit, and execution.
Crypto has been slowly finding its way into real-world use, but the number of companies that actually build something durable is still small. A lot of what the market rewards for a moment is noise: short-term spikes, recycled narratives, borrowed credibility, TVL that disappears as fast as it arrived. My own experience has been very different.
No one talks about real-life examples of success, not only surviving the 3-year mark but really dominating the industry, not just flickering for 3 months with TVL spiking up to drop like a stone later, but really driving growth, with each iteration, with each move expanding its reach.
These are companies not driven by corporate standards, where each person has a lane they are not allowed to deviate from. But companies where the whole company works as a team and moves in unison. Where product, marketing, BD, and founders sit at one table and move forward as one.
When I joined bloXroute, they had just raised $70mn (which never even got used during my tenure, just because of how insane the growth was as is). But when I joined them, already profitable, the company itself was facing existential risk, with Merge coming up as the whole business model was built on the relationships with hundreds of POW miners on ETH.
Six months later, bloXroute media density increased significantly, and the products started driving insane growth just because of how good they were and how well they were understood by the industry. It is this simple, but hard to execute.
With Hashnote, I’ve used the exact same marketing/positioning playbook while partnering with product and BD on a daily basis.
Across the last several years in Web3, I have seen how rare that is. Many teams still treat growth as a collection of disconnected tactics. The companies that break through usually do the opposite. They build a strong product first, define their category clearly, create the right ecosystem around it, and make sure every market touchpoint reinforces the same story.
That is the kind of work I care about most: helping strong products become legible to the market, building the growth system around them, and making sure brand, messaging, distribution, and partnerships all move in the same direction.
Otherwise, no matter what you do, it’s just statistical noise.
¯\_(ツ)_/¯