Property Dollar

As the Chief Growth Officer at Property Dollar, I lead our efforts to grow and expand. My role involves finding new users, keeping them engaged, and making sure our app continues to grow in popularity.

Driving App Downloads:
I work on getting more people to download our app. This means using different strategies to make sure people know about Property Dollar and want to try it out.

Enhancing Brand Awareness:
I focus on making Property Dollar more well-known. This involves things like advertising, working with people who can help spread the word, and getting media coverage.

Fueling Organizational Growth:
I look for ways to make Property Dollar even better and reach more people. This might mean finding new places to offer our services or teaming up with other companies to make Property Dollar even more useful.

Revenue Strategy:
I help come up with ways for Property Dollar to make money while still offering a great service for our users. This could involve things like offering premium features or finding new ways to make money from our existing services.

Data-Driven Decision-Making:
I use information about how people are using Property Dollar to figure out what we should do next. This helps us make smart decisions that will help our app grow and improve.

Chief Growth Officer

Prospecta Software

Content Strategy and Campaign Alignment - Leading a team of 3 creative specialists and one content strategist, my role here is to create, strategise, and execute digital campaigns to create awareness, generate demand and acquire net new customers from the enterprise GTM tier (revenue > $1B)

Building the brand - Working with brand specialists to create brand values and attributes that will govern organisation values and internal and external communications. I aim to create a consistent and delightful experience for our customers so they prefer associating with the Prospetca brand.

Product Marketing and Demand Generation –
Leading a team of digital and demand gen specialist and five Business Development Representatives to ensure the business achieves its quarterly revenue targets and focus on MOM and QOQ growth.

Building Partner Ecosystem - 
-Ensuring to build a partner ecosystem globally to promote MDO and FUSE
-Leading a team of excellent Regional Channel Managers to work with local and regional partners
-Onboarding, training, certification, goal alignment, and revenue pivot planning with all partners.

Director - Marketing 

Alteryx

• Own and drive high-value pipeline generation and acceleration in the named accounts and enterprise segment, working closely with the sales leadership and enterprise / named accounts teams across APJ.
• Work closely with the global marketing teams to define campaign strategy and rollout plan, modifying according to APJ-specific requirements and nuances, and ready for field marketers to execute.
• Drive ABM program across APJ, targeted at named accounts including managing targeted campaigns, enriching contact databases, executing Alteryx Days events, running C-level or executive roundtables, etc.
• Lead joint campaign planning and regional engagement with key GSIs and technology alliances and handing over to field marketing teams for execution.
• Educate and influence global marketing teams to understand APJ requirements and nuances so that these can be incorporated into globally produced programs and campaigns.
• Effectively manage budgets and track performance of key campaigns and activities to evaluate ROI of programs and use as inputs in improving quality.
• Research and assess relevance and effectiveness of external events and sponsorship opportunities and lead negotiation for all APJ to ensure scalability of execution and derive maximum value for the company.
• Collaboration with global marketing teams for coherent and engaging long-term nurture
campaigns and processes.
• Lead APJ cross-functional Demand Generation Council to float up APJ campaign requests and requirements and provide timely and comprehensive feedback on campaign ideas and concepts

Senior Manager - Enterprise Marketing, Asia Pacific and Japan

•	Drive the ANZ territory strategy, by creating and executing a calendar of online and offline activities to increase awareness, drive engagement, generate leads, and support conversion rates.
•	Build and own the strategy for the localisation of our brand, messaging and communication channels, and the creation of content that resonates with the ANZ audience.
•	Plan and manage the flow of leads from campaigns and events into marketing automation systems and to sales team stakeholders to maximize pipeline generation and conversion.
•	Effectively manage budgets and track the performance of activities to evaluate the ROI of programs.
•	Research local market and competitor trends in order to identify external event and sponsorship opportunities, and internal event and workshop priorities to ensure maximum brand awareness and ROI.
•	Manage the execution of scalable and efficient events that allow effective time rapid response to field sales requests.
•	Provide exceptional customer service to internal and external stakeholders, and act as a trusted advisor for the ANZ Regional Lead.
•	Monitor email marketing metrics (opens, click-throughs, deliverability, registrations, etc.) and analyse/report the results to implement actions that enhance effectiveness (tests, etc.).
•	Effective project management to deliver projects within agreed timeline and in budget.
•	Collaboration with corporate marketing of long-term nurturing campaigns and processes

Regional Head of Marketing - Australia and New Zealand 

Gerard Lighting Pty Ltd

At Gerard, I worked as a data-driven business Insights Marketer in one of the most exciting times of B2B Marketing. While things are changing in the way a customer consumes information, we make sure that we supply helpful and constructive information in the right tone and at the right time. My day to day work includes:
•	Build and manage a rich content/editorial calendar that attracts a qualified audience to our owned properties (including blog posts, whitepapers, ebooks, reports, webinars, infographics, etc.).
•	Build and manage the company’s social media profiles and presence, including Facebook, Twitter, LinkedIn, and additional channels that may be deemed relevant.
•	Collaborate with designers, product marketers, sales professionals, and external influencers and industry experts to produce relevant content that meets the needs of both key stakeholders and our audience.
•	Work on Commercial Strategy for architects and lighting designers.
•	Indulging creativity to inspire Australian homes with the best and most inspirational commercial lighting.
•	New product development initiatives, launches and marketing strategies.

Marketing Manager - Commercial and Retail

ShoreTel

•	Build and manage a rich content/editorial calendar that attracts a qualified audience to our owned properties (including blog posts, whitepapers, ebooks, reports, webinars, infographics, etc.).
•	Grow new leads, including marketing-qualified leads, by converting site traffic through calls-to-action, landing pages, and lead generation content (including offers).
•	Optimise marketing automation and lead nurturing processes through email, content, and social channels.
•	Establish closed-loop analytics with sales to understand how our inbound marketing activity turns into customers, and continually refine our process to convert customers
•	Grow subscriber base by providing them with regular, helpful content that is aligned with their needs and interests.
•	Collaborate with designers, product marketers, sales professionals, and external influencers and industry experts to produce relevant content that meets the needs of both key stakeholders and our audience.
•	Manage both on-page SEO and off-page SEO for the company.
•	Collaborate with content marketing and blog contributors to create high-quality content around important, relevant terms.
•	Manage and improve organic search engine performance and goal-setting based on click through rates, traffic, and conversions.
•	Stay up-to-date with the latest trends and changes with SEO and major search engines.
•	Grow our email list organically, not through bought or rented lists.
•	Manage various email campaigns, including the template designs, calls-to-action, and content used in our email sends.
•	Segment lists based on behaviours like past email engagement and website interactions (content downloads, site page visits, etc.).
•	Measure results and optimise the lead nurturing workflows for these segments to convert leads into customers.

Field Marketing Manager - Contract

James Hardie Australia

1. Support the marketing team in implementing tactical events and programs, and provide project and 
administrative support. Supports the development and distribution of marketing and sales materials
2. Assists in production of advertising, marketing brochures, sales kits or other promotional materials.
3. Primary Demand Generation.
4. Pre launch market analysis for new product development.
5. Assist with the execution of marketing programs & promotions.
6. Manage direct marketing campaigns from planning to delivery and measurement of effectiveness, including newsletter creation and distribution, email campaigns, online and print advertising
7. Assist with coordination of training, and other special projects as assigned.
8. Print marketing and online marketing through blogs and SEO.
9. Assisting in new product launches.

Marketing

As the Chief Growth Officer at Property Dollar, I am working with some of the brightest minds in real estate to create an app that will empower present and future property owners with the power of equity.

My expertise spans across brand development and management, lead generation, digital marketing, product launches, and strategic planning. 

I have a strong background in both B2B and B2C industries, having led successful marketing programs for enterprise software, telecom, and lighting companies across APJ. I am a creative and analytical thinker who can develop and execute marketing strategies that align with business goals and objectives.

I possess a strong ability to lead, mentor, and motivate teams to achieve business objectives and exceed expectations. I am constantly seeking new opportunities to stay current with the latest marketing trends, technologies, and best practices, and I am highly adaptable to changes in the business environment. 

I am passionate about digital marketing and have written a book on SEO that can help anyone learn the basics of this field. I am excited to bring my experience and skills to a new organization to drive growth and success.

Rahul Bakaya

I can tell within 10 seconds which CEO actually values marketing. All I ask is one question:



“If your goal is a billion-dollar enterprise, would you invest a million in brand and marketing to get there?”

The answers always fall into two groups.

Believers:
“Show me the path. Let’s plan it.”

Non-believers:
“What if I don’t? Zuckerberg didn’t spend millions on marketing.”

And that’s the moment the truth comes out.

It’s never about the money.
It’s about the mindset.

Believers see marketing as an investment that accelerates growth.

Non-believers see it as a cost, a nice-to-have, or worse… a servant function.

One group builds brands.
The other builds excuses.

Chief Growth Officer | Marketing, Growth, Positioning | Builds scalable systems for brand, demand and revenue | Known for transforming scattered activity into outcomes

Here are the 5 most cringe things people say in LinkedIn DMs… immediately after sending the request:



👉 “Hi Rahul, I know you’re busy… but can I get 15 minutes?”
 You don’t know I’m busy.
 You just know you want 15 minutes.

👉“Loved your recent post.”
 Which one?
 I haven’t posted in two days.
 You’re lying already.

👉“Let me show you how to scale to 100K a month.”
 Brother, you haven’t even scaled your own profile picture resolution.

👉“I help founders like you with AI.”
 Cool.
 I help myself with AI too. The difference is… I actually use it.

👉“Quick question.”
 Then they send you a paragraph long enough to qualify as a Master’s thesis.

👉Bonus one:
 “Circling back.”
 We have never spoken in our lives. What exactly are you circling back to?

LinkedIn is a networking platform. Not a digital version of knocking on someone’s door with an empty Tupperware.

What’s the most unhinged DM you’ve received?

If you are a founder/CEO and planning your GTM strategy, don't make this common mistake.



Try to be everything to everyone.

In doing so, you end up being nothing to no one.

Clarity is your best friend.

Pick an audience (folks you think will buy your product)

Speak directly to that audience.

Solve one problem, really well.

It’s better to be a big fish in a small pond than a small fish in a big ocean.

Because when you’re clear about who you serve, your messaging becomes sharper.

And your conversion rates? They go up.

So if you specialise in selling a $9.99 meal to tradies, then say NO to serving hippies asking for gluten-free smashed avocado toast. 

Instead, be brutally focused on winning the tradie market.

This is why most B2B CMOs have a shorter duration than an intern.



𝐌𝐨𝐧𝐭𝐡 1-

CMO: “We need to fix our brand identity. There are real gaps in our product story and positioning.”

CEO: “Love it. Also, I’ve got a meeting with the Big 4. Can you make a PowerPoint?”

𝐌𝐨𝐧𝐭𝐡 6 -

CMO: “We still need to fix our brand identity. If we don’t, revenue will dip two quarters from now.”

CEO: “Great point. But Big 4 meeting again… Can you make a PowerPoint?”

𝐌𝐨𝐧𝐭𝐡 12 - 

CMO: “Our GTM isn’t aligned to our niche. Positioning is off. Targeting is weak. If we don’t correct this, long-term revenue and brand equity both decline.”

CEO: “Absolutely. Speaking of which, Big 4 called. One more PowerPoint?”

𝐁𝐞𝐡𝐢𝐧𝐝 𝐜𝐥𝐨𝐬𝐞𝐝 𝐝𝐨𝐨𝐫𝐬:

CEO to CFO: “I’m not sure the CMO adds much.
All he does is make PowerPoints. A junior designer… or AI… could do that.”

CFO: “Completely agree. Let’s plan his exit.”

-----------------------------------------------------------------
If you hire a CMO to be a designer, don’t be shocked when you get design instead of growth.

The quickest way to drain a company is to aim at the wrong market. It pulls cash out of the business, it forces teams into constant rework, and it creates confusion that no amount of advertising can fix.

Now, instead of selling to the whole market, ask this question.

𝐖𝐡𝐨 𝐢𝐬 𝐭𝐡𝐞 𝐜𝐮𝐬𝐭𝐨𝐦𝐞𝐫 𝐲𝐨𝐮 𝐜𝐚𝐧 𝐰𝐢𝐧 𝐞𝐚𝐬𝐢𝐥𝐲, 𝐬𝐮𝐩𝐩𝐨𝐫𝐭 𝐰𝐢𝐭𝐡𝐨𝐮𝐭 𝐬𝐭𝐫𝐚𝐢𝐧, 𝐚𝐧𝐝 𝐠𝐫𝐨𝐰 𝐰𝐢𝐭𝐡 𝐜𝐨𝐧𝐟𝐢𝐝𝐞𝐧𝐜𝐞?

A precise market choice protects the company. It keeps teams focused. It filters out opportunities that only look attractive from a distance. It gives the entire organisation a clearer path to build momentum.

Ha!!!! I don't need marketing; AI will do everything for me now. This is a common mistake when management sees a spreadsheet like this:


Senior marketer: $200K
Mid-level: $120K
Junior: $70K
AI tools: $49/month

Executives wrongly assume:
 
“Why do we need a CMO or Head of Marketing when AI can create content and juniors can post it?”

They fail to realise:
AI accelerates execution.
It does not replace judgment, prioritisation, sequencing, or positioning.

You want to scale bad messaging and positioning at scale, then follow this pattern.

This is how unrealistic expectations around lead generation quietly destroy a brand.


I had a conversation recently that went exactly like this:

Them: “We need at least 1,000 leads a month.”

Me: “Great. How many BDRs do you have to qualify them?”

Them: “Just me and my business partner.”

Me: “Alright… say you somehow qualify 500 a month. Do you have people for onboarding?”

Them: “No, but we’ll manage.”

Me: “And if 50% convert? Do you have a retention team?”

Them: “Of course. It’s me and my business partner. We’re passionate.”

Passion is good.

But passion is not a system.

Passion is not scale.

Passion is not a substitute for infrastructure.

Your brand will collapse if you chase volume without preparing for volume.

Lead generation is a responsibility, one your business must be ready to carry before you ask for more.

If I had to give every department in corporate Australia a tagline… this is how I’d brand them:

HR:
“We’ll get back to you.”
(And by “we,” we mean “never.”)

Marketing:
“This has potential to go viral.”
Translation: we need more budget and a miracle.

Finance:
“We don’t have the budget.”
Even when you ask for a $9 Canva subscription.

Sales:
“No one else in this company works as hard as me.”
They say this while updating their CRM once every financial year.

Engineering:
“If I leave, this company collapses.”
They’ve said this for 8 years and the system still breaks every day.

Product:
“We hear your feedback… but the roadmap is full.”
Forever. Permanently. Till the end of time.

Leadership:
“We need to think strategically.”
Right before asking someone to make another PowerPoint.

IT:
“Have you tried restarting?”
They say this even when the problem is that the whole database is on fire.

Corporate life is basically one long group project where everyone thinks they’re the only one carrying the assignment.

Add your own, what did I miss?

Here are 5 rules I gave to 3 founders when they asked for my marketing advice (and finance loves it)..

-----------------------------------------------------------
𝐅𝐢𝐫𝐬𝐭. Are you earning attention from people who can actually buy, or attracting noise?

𝐒𝐞𝐜𝐨𝐧𝐝. Are buyers reaching decisions faster than they did last quarter?

𝐓𝐡𝐢𝐫𝐝. Is the cost to acquire a customer steady, explainable, and tied to real deals?

𝐅𝐨𝐮𝐫𝐭𝐡. Do customers return, upgrade, or recommend you because they genuinely want to?

𝐅𝐢𝐟𝐭𝐡. Does the brand reduce friction in the sales process by building trust upfront?

---------------------------------------------------------------
If these five signals are healthy, the company grows. 

If even one is weak, the entire engine strains. 

CEOs need a one-page view that sharpens decisions.

Marketing becomes a strategic advantage when leadership starts judging outcomes.

That shift is what separates companies that stall from companies that scale with intention.

Scarcity and urgency are NOT the same thing, yo!


Scarcity is “there’s not much left.”
Urgency is “you don’t have much time.”

Scarcity makes people want it.
Urgency makes people move for it.

If you don’t understand the difference, your marketing will always feel confusing and desperate.

That’s it. If you get it, throw me a like. So I know you get it.

Will you hire a Marketing Manager from outside your industry?

If yes, why?
If not, why not?

taplio