Consciously raising “four kids”: my two sons and two startups | Follow me for valuable insights on how to lead your marketing strategy and team effectively

We're a senior paid media team. We help B2B companies generate qualified leads and DTC stores drive profitable sales through Google & Meta Ads.

How we work:

- One clear plan: keep, stop, test next.
- Creative pods: 3–4 angles, weekly trims. Winners get budget.
- Audience targeting that converts: remarketing, lookalikes, and cold prospecting.
- Spend guardrails: start small, scale only when performance holds.
- Simple reporting: 2-minute weekly notes tied to results.

Proof:

- B2B SaaS: Cost per SQL dropped 62% in 6 weeks. Lead volume up 3x.
- Fashion brand: ROAS 3.09→7.33 in 8 weeks. Purchases 111→216. Similar spend.

18 years in paid media. Expert-vetted. Case studies + client videos https://marketingo.com/testimonials

Offer:
Free Paid Ads Strategy Plan in 48h: short audit → 3 quick wins → optional 20-min call.

DM "LEADS" for B2B or "SALES" for eCommerce.

Andrei Haret

If you're comparing Google ROAS to Meta ROAS, you might be misleading your client. Here's how to align metrics.

Most agencies treat all ROAS the same.

That's a mistake.

Google and Meta serve different roles in the funnel. Comparing their ROAS 1:1 is like comparing a closer to a lead generator.

Here's why direct comparison breaks down:

1. Intent vs. interruption

Google captures demand. Meta creates it.
You can't expect the same conversion rate from someone searching "buy CRM software" vs. scrolling Instagram.

2. Attribution windows differ

Google defaults to 30-day click. Meta uses 7-day click, 1-day view.

Same conversion, different credit. Your "winner" might just have a longer window.

3. Conversion types aren't equal

Google drives bottom-funnel actions: demos, purchases, sign-ups.

Meta often captures top-funnel: content downloads, webinar regs, email opt-ins.

A $50 CPL on Google isn't the same as a $50 CPL on Meta if one converts at 30% and the other at 8%.

4. Incrementality is invisible

Meta might assist Google conversions without getting credit.
Someone sees your Meta ad, searches your brand on Google, and converts.

Google gets the ROAS. Meta gets blamed for "not working."

5. Blended metrics tell the real story

Track MER (marketing efficiency ratio): total revenue divided by total ad spend.

If Google ROAS drops but Meta scales and MER holds, you're winning.

What's your go-to metric when comparing channels?

We turn Google & Meta Ads into B2B meetings and eCommerce revenue | CEO, MarketinGO

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I saw this post about office life:

"Top 3 things you hear:
1. Did the money come in?
2. Anyone want something from the cafe?
3. Can you turn the music down?"

Made me smile.

Because my entire team works remotely.

From home. From coworking spaces. From cafes.

Sometimes I don't even know what country they're in.

So here's my version for remote teams:

1. You're on mute.
2. Can you see my screen?
3. The Wi-Fi just died.

I've heard all three in the same call before.

What's the most common phrase you hear on your team calls?

Google rolled out Analytics Advisor AI in GA4.

It's supposed to answer data questions in plain English.

Ask "What's my bounce rate trend?" and it pulls charts.
Ask "Why did traffic drop?" and it runs diagnostics.
Ask "Which channels convert best?" and it visualizes the answer.

Sounds useful on paper.

The real question: does it save time or just add another layer between you and the data?

Does it catch what manual analysis would miss?

Or does it give surface-level answers that still need validation?

I'm curious about the practitioner view here.

If you've used Analytics Advisor AI in GA4, what's your take?

Did it actually help you spot something faster?

Or did you end up going back to custom reports anyway?

Last week, we audited a B2B Google Ad account. Prospect asked: "Why do my remarketing campaigns have zero conversions?"

We pulled the Content Suitability report.

Their Display remarketing was running on YouTube kids channels. Cocomelon. Baby Shark. Toddler nursery rhymes.

The audience: 2-year-olds watching cartoons on their parents' devices.

I hear this a lot: "Don't exclude placements in remarketing. The user already visited your site. They know you."

True. But intent matters.

A site visitor watching Peppa Pig isn't in buying mode. They're not even the decision maker. They're a toddler.

Remarketing works when you layer intent with context.

Check your placements. Run the Content Suitability report. Exclude the noise.

Your remarketing budget should chase pipeline, not pacify toddlers.

What's the weirdest placement you've found eating your remarketing budget?

90% of GTM setups I audit have at least one of these issues. Quick checklist inside.

After 8 years managing paid media budgets up to $1M/month, I've seen the same GTM [Google Tag Manager] mistakes kill attribution over and over.

Here are the 3 that cost you the most:

𝗠𝗶𝘀𝘁𝗮𝗸𝗲 𝟭: 𝗙𝗶𝗿𝗶𝗻𝗴 𝘁𝗮𝗴𝘀 𝗼𝗻 𝘁𝗵𝗲 𝘄𝗿𝗼𝗻𝗴 𝘁𝗿𝗶𝗴𝗴𝗲𝗿

Your conversion tag fires on page load instead of form submit. You count visits as conversions. Your CPA looks great until you check the CRM.

𝗠𝗶𝘀𝘁𝗮𝗸𝗲 𝟮: 𝗠𝗶𝘀𝘀𝗶𝗻𝗴 𝗘𝗻𝗵𝗮𝗻𝗰𝗲𝗱 𝗖𝗼𝗻𝘃𝗲𝗿𝘀𝗶𝗼𝗻𝘀 𝘀𝗲𝘁𝘂𝗽

You installed the tag but skipped the user data variables. Your reporting becomes unreliable. Your optimization runs on incomplete data.

𝗠𝗶𝘀𝘁𝗮𝗸𝗲 𝟯: 𝗡𝗼 𝗤𝗔 𝗽𝗿𝗼𝗰𝗲𝘀𝘀 𝗯𝗲𝗳𝗼𝗿𝗲 𝗽𝘂𝗯𝗹𝗶𝘀𝗵𝗶𝗻𝗴

You push changes live without preview mode testing. Tags break. Data gaps appear. You don't notice until the client asks why leads dropped.

𝗤𝘂𝗶𝗰𝗸 𝟭𝟬-𝗽𝗼𝗶𝗻𝘁 𝗚𝗧𝗠 𝗮𝘂𝗱𝗶𝘁 𝗰𝗵𝗲𝗰𝗸𝗹𝗶𝘀𝘁:

1. All tags fire on correct triggers
2. Enhanced Conversions variables mapped
3. Consent mode tag fires first
4. Conversion linker tag active
5. No duplicate tags firing
6. UTM parameters captured
7. Form submissions tracked properly
8. Phone clicks tagged
9. Preview mode tested before publish
10. Version notes documented

Clean tracking beats creative genius every time.

What's the worst GTM mistake you've inherited from a previous agency?

Everyone wants to exit Meta's learning phase fast.
I used to think the same.

Until I realized the learning phase isn't always the enemy.

Here's what changed my mind:

The learning phase forces Meta to test delivery patterns before locking in.

For stable accounts with proven creative, yes, exit fast.

But for new accounts or fresh angles? Let it run.

I've seen campaigns hit their stride on day 6 of learning because Meta needed time to find the right audience pockets.

Here's my rule:

If you have conversion history and proven creative, optimize to exit learning fast. Stable budgets, clear signals, tight targeting.

If you're testing new offers or entering cold markets, give learning phase 7-10 days with steady budget. Let Meta map the terrain.

The mistake is treating every campaign the same.

Some need speed. Some need patience.

I've cut learning time to 3 days with proper setup.

I've also let it run 10 days and watched CPAs drop 40% after exit.

Context matters more than the phase itself.

What's your take on Meta's learning phase? Waste of budget or necessary evil?

graphical user interface, text, application

15 types of agency chaos that would be hilarious to imagine (if they weren't so real).

It's Friday, another week survived 😎

Here's a lighthearted break to laugh at scenarios we can all picture happening somewhere:

1. Pixel Panic: that heart-stopping moment when you realize the tracking pixel hasn't fired since 2022.

2. ROAS Delusion: when you keep refreshing the dashboard hoping the return magically doubles.

3. Campaign Amnesia: when you forget why you launched that ad set, but you're too deep in optimization to delete it now.

4. Attribution Anxiety: the existential crisis of trying to explain to a client why Google says 50 conversions and Meta says 4.

5. Creative Fatigue: when every new ad looks like the last one, just with a different emoji and slightly more authentic stock photo.

6. Audit Therapy: the strangely calming process of tearing apart someone else's ad account to remind yourself you're not that messy.

7. CPC Depression: that quiet sadness when your click cost triples overnight and no one knows why.

8. Landing Page Limbo: where conversions go to die slowly while everyone blames UX, copy, or the weather.

9. Learning Phase Denial: pretending everything's fine while Meta still hasn't exited learning for 3 weeks.

10. Budget Roulette: the art of moving $200 from one campaign to another like it's going to change your life.

11. Tracking Existentialism: realizing that in the cookieless future, maybe we never truly knew our users.

12. UTM Chaos: the spiritual pain of seeing one link tagged utm_source=fb and another utm_source=Facebook_ads_v3_finalFINAL.

13. Retargeting Déjà Vu: when you see your own ad for the 100th time and start to believe you should buy the product.

14. Conversion Therapy (Agency Edition): that moment when the only thing you can still optimize is your expectations.

15. Client Dashboard Zen: accepting that no matter how perfect your results are, the client will still say, so can we scale this?

Which one hit closest to home for you? 😅

Most B2B teams fight over the same Google and LinkedIn inventory.

Meanwhile, there's a channel sitting in plain sight with 10-15% of the same intent traffic, lower CPCs, and remarketing capabilities most platforms don't offer.

Microsoft Ads.

Here's why it's worth testing and how to do it without risking your core performance:

The opportunity:
- Same search intent as Google, less competition
- CPCs often 20-30% lower
- Impression-based remarketing lists (not just click-based)
- Enterprise users skew higher on Edge and Bing

The test structure we use:
- Allocate 10-30% of your Google Search budget
- Mirror your top-performing Google campaigns
- Start with exact match on your highest-intent keywords
- Layer impression-based audiences for retargeting
- Then optimize based on Bing Ads best practices and data

The guardrails:
- Set a 30-day test window with clear kill rules
- Track cost per qualified demo, not just CPL
- Compare CAC and close rates against Google
- If it doesn't hit breakeven ROAS in 45 days, pause and revisit in Q2

I've seen this work for B2B SaaS, tech services, and high-ticket home improvement.

The traffic is there. The intent is real. Most teams just aren't looking.

Are you testing Microsoft Ads, or leaving that 10-15% on the table?

Gilat Satellite Networks

As Country General Manager, I lead the overall operations and strategic direction of Gilat Satellite Networks in Moldova. I oversee day-to-day business activities, drive operational excellence, and ensure financial health through robust planning, execution, and reporting.

Key responsibilities include:
- Full ownership of financial operations: budgeting, forecasting, monthly/quarterly reporting (local & HQ), US GAAP Group reporting, and local tax compliance
- Managing and analyzing financial performance and productivity metrics
- Leading a high-performing team of 120 professionals
- Aligning local execution with global strategy while ensuring regulatory and fiscal compliance

My role blends strategic leadership with hands-on financial and operational management to support sustainable growth and innovation.

Country General Manager

Tirex Petrol

As CEO, I was fully accountable for the company’s performance in alignment with Board strategy. I developed and executed comprehensive business plans to drive sustainable growth, operational efficiency, and profitability. I closely monitored performance against strategic goals, budgets, and financial results to ensure continuous improvement.

Key achievements include:
- Led a head office team of 50 and indirectly managed 700 staff across petrol stations, building a high-performing executive team.
- Successfully led the full M&A process for the disposal of Mabanaft’s Moldovan subsidiary — from identifying buyers and securing permits to closing the transaction.
- Quadrupled EBITDA in 2019 compared to 2017 through disciplined financial and operational execution.
- Rebuilt 3 petrol stations, cutting construction costs and implementing controls that reduced fraud and boosted station-level profitability by 15%.
- Introduced fuel control measures that reduced losses by 30%, streamlined logistics to cut costs by 10%, and reduced administrative expenses by 30%.
- Identified and expanded new revenue streams: petroleum product sales (+20%), retail and gastro channels (+18%), and storage facilities (+80%), resulting in an overall revenue increase of 11.5%.
- Implemented competitive tendering for the food/gastro supply chain, reducing acquisition costs by 15% via improved pricing (-8%) and performance-based rebates (-7%).

Managing Director

Nicoil Group SRL

I led the consolidation of existing operations into a newly established group structure, streamlining activities and laying the foundation for scalable growth. Alongside this, I identified and launched new business initiatives and development opportunities to diversify revenue streams.
I fostered a high-performance culture by mentoring teams to build strong, lasting customer relationships. Additionally, I led the creation, negotiation, and successful closure of key commercial agreements, driving both top-line growth and strategic partnerships.

Business Development Manager

Rompetrol (KMG International)

In this strategic role, I led the Retail and Operations Department, overseeing the management of a network of 80 petrol stations and 40 shops. I played a central role in aligning long-term company strategy with mid- and short-term operational goals.

Key achievements:
- Delivered a consistent 10% year-over-year growth in sales volumes across the network
- Launched innovation initiatives that boosted Non-Fuel Revenues by 30% YoY
- Optimized operational processes to achieve significant OPEX savings
- Successfully planned and executed the first network-wide rebranding project for 30 petrol stations, coordinating across departments and external partners with advanced project management

Director Of Retail Operations

This was a strategic leadership role focused on driving growth and enhancing profitability through the development and execution of commercial strategies.

I was responsible for developing and implementing the company’s commercial policy, streamlining processes to ensure transparent and efficient commercial operations. I introduced targeted sales techniques and promotional campaigns, leading to a 15% year-over-year increase in sales volumes. Additionally, I managed large-scale sales contracts and successfully led the transformation of the operating model from a mix of owned and rented assets to a fully rented network—improving agility and reducing overhead.

Commercial Director

ICS "Bemol Retail" SRL

As Commercial Director, I was responsible for defining and executing commercial strategies to drive sustainable growth and profitability. I led a team of 12 and oversaw logistics operations, managing a fleet of 15 fuel delivery trucks.

Key achievements:
- Developed and implemented pricing strategies, sales promotions, and bundled service packages that improved market competitiveness.
- Introduced structured commercial policies and streamlined operations to enhance transparency, efficiency, and customer satisfaction.
- Strengthened coordination between sales and logistics to ensure timely, cost-effective fuel distribution and improved service levels.

Held a senior financial leadership role overseeing all financial operations, including budgeting, forecasting, financial reporting, cash flow management, and fiscal compliance.

Responsibilities included:
- Managing FX exposure and treasury operations
- Leading financial planning and analysis processes
- Ensuring compliance with local tax regulations and reporting standards
- Supervising the accounting team and strengthening internal financial controls

Deputy Finance Director (Acting Finance Director 2009 – 2010)

ICS "Bemol Trading" SRL

I oversaw the company’s day-to-day operations with full responsibility for the end-to-end import of petroleum products — from identifying reliable supply sources and negotiating contracts to planning logistics and coordinating sea shipments. Additionally, I managed wholesale distribution agreements, driving annual revenues of over $50 million.

PricewaterhouseCoopers

Audit Consultant

I am a results-driven Commercial and Operations Executive with a strong financial background including ACCA qualification and 15 years’ experience in commercial management and sales, professional sales and supply chain management. 

My expertise encompasses leading diverse teams of professionals to new levels of success in highly-competitive sectors. I am an experienced strategist, skilled in transforming strategic plans into workable solutions and benchmarking performance against key operational targets and goals.

My background is in building and optimizing organizational processes, measurement systems and infrastructure to maximize business results. I have an in-depth knowledge of IFRS, IAS and NAS and experience in auditing banking and non-banking financial institutions including due diligence assignments. 

I have prior M&A experience, from analysis, due diligence, strategy and planning to process realization and project management.

Specialities: General Management, Commercial & Sales Management, Financial Management & Reporting, Project Management, Management & Development Consultancy, Strategy Development. Mergers & Acquisitions


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Andrei Haret

Alexandru Andronic, MBA, FCCA

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Alexandru Andronic, MBA, FCCA

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