Three commercial turnarounds, with the reasoning included.

Marketing was returning −18% on spend and the standing argument between marketing and sales could not be settled, because nobody had written down what a qualified customer was. The fix was structural: two separate funnels for a two-sided business, one shared pipeline definition, and every channel tied to a revenue target sales had agreed to.

Twenty markets, twenty vocabularies. A qualified lead in Germany was not a qualified lead in Spain, so the group number was arithmetically correct and commercially meaningless. I centralised the definitions, decentralised the execution, and reallocated budget against opportunity rather than precedent.

A million monthly users, plenty of traffic, and no reason for anyone to return. Demographic segmentation described who the users were and predicted nothing about what they would do. Replacing it with behavioural segmentation — and building real depth in specific verticals — turned visits into a habit.