When I joined DAS Technology, marketing was already active across multiple channels, but there was a clear opportunity to make it more measurable, more connected, and more directly tied to revenue.
The goal wasn’t simply to do more marketing.
It was to build a stronger marketing engine.
The Challenge
DAS had a broad mix of lead sources, campaigns, events, website activity, and sales opportunities, but the marketing system needed better alignment across:
- lead generation
- CRM and marketing automation
- reporting
- attribution
- website performance
- sales handoff
- event marketing
- channel performance
The bigger question was:
How do we turn all of that activity into more qualified demand and more recurring revenue?
What I Focused On
Improving the Lead Engine
I worked across the existing lead sources to understand what was performing, where leads were breaking down, and where we could improve quality and volume.
Rather than relying on one big campaign, the focus was on improving the system across many different sources.
Result: 21 of 25 tracked lead sources improved.
Connecting Marketing More Directly to Revenue
One of my priorities was making marketing performance easier to connect to actual business outcomes.
That meant looking beyond surface-level activity metrics and putting more attention on:
- marketing-qualified leads
- pipeline contribution
- recurring revenue
- lead-source performance
- conversion through the funnel
The goal was to make it easier to answer:
Is marketing actually helping grow the business?
Modernizing the Marketing Infrastructure
I also helped improve the systems supporting the marketing team.
That included:
- migrating marketing operations into HubSpot
- improving CRM and reporting workflows
- supporting a company rebrand
- moving the website from WordPress to Webflow
- improving visibility into lead performance
- creating stronger connections between marketing activity and sales outcomes
I’ve always believed the systems behind the campaigns matter just as much as the campaigns themselves.
Working Across the Business
The work required close coordination across marketing, sales, leadership, events, creative, and other parts of the organization.
As Director of Marketing, I led a team that included marketing management, design, and reporting support while also working directly with executive leadership.
A big part of the job was turning information from different teams into a clearer marketing plan everyone could execute against.
The Results
+112%
Marketing-sourced monthly recurring revenue
Marketing-sourced MRR increased from approximately:
$194K → $413K
+80%
Marketing-qualified leads
The marketing engine generated significantly more qualified demand while improvements were being made across the broader system.
21 of 25
Lead sources improved
Performance improved across the vast majority of tracked lead-generation channels.
What I Learned
The biggest lesson wasn’t that one channel or campaign suddenly fixed everything.
It was the opposite.
Meaningful growth came from improving the system:
better data → better decisions → better execution → better results
That’s the kind of marketing work I enjoy most.
Find the biggest constraints, make the system clearer, help the team execute, and keep improving what actually moves the business.
