Helping young marketers thrive in their position | Growth Marketer with a passion for technology and living the life 🫶

If you want the hard & honest conversation nobody else will have with you, message me.

Learned the hard way...

I co-founded teamazing. During COVID, we pivoted from brick-and-mortar to online team building and... it blew up.

We were in mainstream media. We scaled from 2 to 30 people. We sold to clients like Amazon, Google, and TikTok.

And then we rode that success straight off a cliff.

The moment you grow past 8 people, you stop running a company.
You start running a political system. Nobody warns you about this. But I will.

We ignored the hard facts. We made bad investments. We lost the spirit that made us special. I had to fire people.

THIS was when I learned the hardest lesson in business: No marketing hack, GTM "trick," or AI-generated "strategy" can save you if you don't have a solid base. A real product, a clear goal, and a deep purpose.

That crash set the foundation for what I do today.

I work with Founders who are exactly where I was: scaling fast and trying not to lose the "magic" that got them there.

The problem? When you grow from 10 to 50+ people, politics creep in. Culture becomes a poster on the wall, not a lived reality. Your team gets bigger, but "excellence" feels further away.

My job is to fix that.

At my company Teamo, our core focus is building a culture that lasts.

A practical system that helps you:

Build a culture that actually holds (especially when things get tough)

Turn your team into a Circle of Excellence (not just a buzzword)

Implement a real, software-driven system for constant improvement

Get honest data and solve the frustrations your team shares

We do this by implementing practical systems (like a 'Daily Vibe Check') to actually collect ideas, feelings, and frustrations... and then help your leaders solve them.

...turning your company's raw potential into a real, scalable engine.

When I'm not doing this, I'm training. (Ironman in Progress 🏊🚴🏃)

Why? Because it teaches you to define yourself by who you are becoming, not your current state. You commit to the goal, even when you know you'd fail if you tried tomorrow.

Sound familiar, Founder?

Want to have a "deep talk" about your company?

I'm here for the conversation you’re afraid to have. The one about whether your team, your ethos, and your company will actually hold.

Just drop me a LinkedIn message. No fluff, no sales pitch.

Lukas Komar

15 years creating digital ecosystems (products, presence, and platforms) for the likes of Mastercard, Schroders, London Stock Exchange, Lloyds Bank, Biogen, eBay, and Jaguar Land Rover (to name a few) as well as numerous disruptive tech scale-ups.

Spending that much time at the intersection of digital strategy, experience design and behaviour psychology  fundamentally changes how people see markets, specifically how perception shapes value.

As an investor myself, and an author for a TradingView community with over 10,000 retail investor followers, you start to see the same patterns play out in capital markets.

Investors (institutional and retail) increasingly behave like consumers.

They research with AI.
They track social media.
They explore across multiple touchpoints.
They experience the company before they evaluate the fundamentals.

Web experiences. Investor communications. Brand identity. Data transparency. Community signals.

All of it shapes narrative and perceived value.

Now combine that with an $80+ trillion generational wealth shift toward digital-native retail investors, alongside a new wave of analysts and fund managers, a new era has dawned.

Companies designed for this reality attract capital.
Companies that aren’t built for it stay undervalued.

I help leadership close that gap.

Varun P.

If customer experience drives a 5.4x return, 
Ignoring your investor experience is a valuation decision.

I've spent over a decade building customer experiences for the likes of Mastercard, LSEG, Lloyds Banking Group, and Biogen (to name a few).

What still surprises me is how little we talk about investor experience and why it isn't a commercial priority?

We already know what customer experience does to performance:

🔹 CX leaders outperformed the S&P 500 by 260+ points over 16 years, delivering 5.4x higher returns than laggards. 

🔹 86% of B2B buyers will pay more for a better experience

🔹 80% of purchase decisions are driven by experience, not price.


Now apply that thinking to investors. 
They are customers. 
They acquire a piece of your company. 

If 2 projects have comparable fundamentals, but 1 consciously designed their  investor experience while the other treats it as lip service, I'm certain one attracts materially more capital.


The experience gap:

Only 6% of investors report being very satisfied with the quality of engagement they receive from companies. (PwC 2024). 

Just 6%?! 

And that's not because investors have impossibly high standards, it's because the benchmark for investor experience is remarkably low. 

What if your law firm or accountants offered you just a satisfactory experience...

In contrast, 87% of board members believe their shareholder engagements are very productive. (PwC 2023). 

The disconnect is staggering. 

This isn't about the traditional IR model (which is a small yet failing cog within the entire ecosystem). 


I was speaking recently with Sean Tufford. His business is built around directly speaking to customers and investors, keeping them informed, understanding their situation, and capturing real insight into what they feel and what they actually think about their relationship with a company.

Those insights feed decision-making, surface friction, and reveal opportunities most companies never see.

Things to consider:

When was the last time you genuinely spoke to your investors?
When was the last time you mapped the end-to-end flow of your capital?

↳ How do investors discover you?
↳ What do they really think about you?
↳ Why should they choose you over alternatives?
↳ How easy is diligence and decision-making?
↳ How do you build advocacy?

For companies that don’t sell a traditional product or service, this mindset becomes even more critical. You have to think as if you were.

If you approached investor experience with the same intentionality that companies like British Airways or IBM apply to customer experience (mapping journeys, measuring satisfaction, iterating based on feedback) you create a structural advantage that compounds over time.

And if customer experience can drive a 5.4x return advantage, the real question remains:

What could an exceptional investor experience do for your valuation?

Varun Phull

The Digital Economy | Investor Experience Architect

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Lukas Komar

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