Pathfinder

As a dedicated business growth strategist, my focus on practical solutions and collaboration enables me to locate and help clients eliminate the obstacles that limit potential and drive long-term success in key areas such as mindset, sales, team building, marketing, operations, and beyond.

Operational Consultant

qopodo

My Visual Art project, where I explore the subject of individuality. I strongly believe that individuality is a unique and the most valuable asset one can bring to any endeavour. In my journey as visual artist, I celebrate the power of individuality and convey the idea to the public.

Main character

EMIREX

As Head of Operations in the cryptocurrency industry, I leveraged my knowledge of blockchain technology and cryptocurrency to drive significant improvements in the areas of team management, business processes, product development, and regulatory compliance.

Some of my key achievements include:

•	Successfully managing a remote team of client support, trading, and acquisition specialists
•	Streamlining and improving business processes, resulting in increased efficiency and better communication across teams
•	Playing a key role in product and service development, including creating functional requirements and analyzing competitors
•	Significantly enhancing token listing services through the identification of new selling points and the establishment of clear listing procedures
•	Developing and implementing regulatory measures such as KYC, AML, and data protection to ensure compliance with industry standards
•	Managing exchange service processes related to matching engine, liquidity providers, trading bots, token listing, assets/liabilities, and reporting.

Head Of Operations

Financial broker

As a professional who has served several FOREX brokers and PSP companies, I have a track record of delivering significant results in areas such as organizational design, team management, marketing research, business strategy development, and product management. Some of my notable achievements include:

•	Successfully opening an office in Vietnam for a Forex broker in 2019, and implementing organizational design, hiring and training local team, identifying strengths and weaknesses of the enterprise, finding solutions, providing directions for future growth, and establishing business processes such as sales and marketing.
•	Conducting and supervising global marketing research in Latin America, Africa, Asia and Middle East, leading to deeper understanding of the target market and its needs
•	Developing and implementing a successful business strategy for the Forex and PSP companies, resulting in increased revenue and profitability
•	Representing Chinese Forex and PSP companies on global market, including successful negotiations with foreign vendors, partners, and clients
•	Product management (MT4/MT5 trading environment, payment system, plug-ins for institutional trading) and played a key role in searching for the teams and individual vendors that can accomplish the technical tasks, conducting and supervising business analysis, approving technical requirements, establishing negotiations within stakeholders, and supervising testing.

Private Business Consultant

Libertex Group

As a leading member of the team that built the China operations of Libertex, a brokerage services provider, I have a proven track record of driving significant growth and success. Some of my key achievements include:
•	Increasing revenue 4x, the customer base 4x, and deposits 4x despite a highly competitive market
•	Developing business with a large percentage of high net worth clients, gaining their confidence in the turbulent business climate
•	Analyzing the business risks in China and ensuring the safety of clients and employees
•	Managing the budgeting and forecasting, establishing the business structures, and growing the employee base
•	Developing new services, including trading instruments
•	Leading the development of a new website and localizing the trading platform
•	Cultivating relationships with strategic partners, including websites for foreign exchange and foreign stock markets
•	Building a successful sales team and creating the sales infrastructure
•	Building and managing the marketing department, overseeing successful marketing campaigns.

Head of China Business Unit

Project Manager, Dealing Department Specialist

I built the support team for the China market from scratch, and created the business infrastructure and technology ecosystem that enabled us to manage all China operations from Russia.

•	Established one of China’s few online payment services.
•	Built and managed the IT operations.
•	Taught the IT and technical support teams to work with China from Russia.
•	Managed strategic and tactical marketing.

Head of Chinese clients support team

 Freelance

I provided several companies with strategies for innovation, business development, and change management. 

•	Helped several Russian businesses develop strategic partnerships in China.
•	Built relationships with Chinese partners in several industries, including telecom, manufacturing, travel, and business services. 
•	Helped optimize logistics for several companies. 
•	Promoted Russian businesses by organizing events.

Freelance Business Development Consultant

•	Sold payment cards and credit services to some of the largest businesses and government organizations in Vladivostok when the products were new in the local market.
•	Transferred to the client department, and convinced large businesses to accept credit.

Senior Specialist of Corporate clients Department

•	Developed business for credit cards when they were new in Russia.
•	Managed a team of finance and business development professionals, and taught them to establish trust with customers at all levels of financial literacy.
•	Oversaw the group’s operations, and streamlined workflows.

Specialist of Payment cards Department

Russian Standard Bank

•	Managed group of 10 people, and developed business for credit cards when they were new in Russia. 
•	Taught team members to establish trust with clients (most clients were financially unsophisticated and had never used credit cards before). 
•	Oversaw the group’s operations, and streamlined workflows.

Senior Specialist

VladIce

•	Planned and established new network, and upgraded servers.
•	Provided daily LAN, hardware, and software administration.

System Administrator

Picture a world where founders are free to unleash their strategic and creative brilliance, unburdened by the operational obstacles that hinder their progress. ✨ This is the world I'm dedicated to creating.

I'm Nick, a global adventurer currently based in Argentina, but my journey has taken me to live and manage projects in extraordinary places like China, Vietnam, Montenegro, Georgia, Malaysia, and Russia. 🌍 Along the way, I've discovered my true calling: empowering entrepreneurs who grapple with operational obstacles within their companies.

My passion lies in helping visionary founders like you overcome the hurdles that impede your business growth. 🔥 With over 14 years of experience in various industries, I've developed a keen understanding of the intricate workings of companies facing operational complexities. It's through operational excellence that I unlock your full potential.

As a Business Advisor, I embark on each project as a captivating story, with you as the protagonist. Together, we navigate the twists and turns of your entrepreneurial journey, unraveling the challenges that hinder your success. 🚀 I specialize in delving deep into the heart of your organization, identifying the bottlenecks, and designing innovative solutions that fuel sustainable growth.

I firmly believe that true transformation occurs when mindset and business issues are addressed in unison. That's why I take a holistic approach, combining strategic thinking, creative problem-solving, and operational acumen. By aligning your business objectives with operational excellence, we pave the way for remarkable achievements. 🌟

But it's not all business for me. Outside the realm of entrepreneurship, I find solace in the world of art. Drawing has become my sanctuary, allowing me to see the world from fresh perspectives. 🎨 Through my artwork, I explore the fascinating interplay between individual development and the centralized forces that shape our lives. Additionally, I find balance and inspiration through activities like kundalini yoga, surfing, reading, skating, and cycling. 🌊📚🛹

I'm passionate about forging connections with fellow adventurers like you. Together, we can unravel the operational challenges that hold your company back and set it on a transformative path. If you're ready to unlock your strategic and creative brilliance, I invite you to join me on this remarkable journey. Let's connect and create a story of operational excellence that leaves a lasting impact. 🤝💡

Nick Kovalchuk

Fernando Academia Jr., CDMP, PCM

C&S Cabinets

Full Stack Marketer

Concertina Team

CIIT College of Arts and Technology Inc.

Instructor

Netcore Cloud

Customer Success Manager

TL;DR Digital Marketing

President & CEO

Brand30

Member

BorderBuddy

MoEngage Inc.

Autogrow

Marketing Strategist

Growth Blazers

Full Stack Marketer | Digital Marketing Instructor | Speaker/Trainer

Over the last decade, I’ve worked across FinTech, E-commerce, and SaaS, helping businesses unlock the power of digital marketing and MarTech.

In 2020, I realized that the strategies and successes I’ve helped others achieve could be applied to my own ventures, allowing me to assist even more businesses in my own way.

I took action.

I joined masterminds and business groups, executed campaigns firsthand, and consulted as a marketing strategist and customer success expert. Through these experiences, I’ve built a growing community of professionals eager to learn and apply the strategies I’ve developed.

Now, I’m preparing to launch my newsletter, Future-Forward Marketing, where I’ll be sharing actionable insights that have fueled my success.

My mission: To help you master the complexities of MarTech and digital marketing, turning them into powerful growth engines.

My results:

→ 10+ years of experience driving growth in FinTech, E-commerce, and SaaS
→ Managed multimillion-dollar portfolios, ensuring high retention and growth
→ Educator at CIIT Philippines, empowering the next generation of digital marketers
→ Preparing to launch Future-Forward Marketing, a newsletter packed with actionable insights and strategies

If you’re looking to build a robust, data-driven marketing strategy, I’m here to help.

Fernando Academia Jr., CDMP, PCM, CSSWB

I’m happy to share that I’ve completed my Executive MBA at Asian Institute of Management!

Fernando Academia Jr, EMBA, CDMP, PCM

Marketing Technology and Digital Transformation Leader | Building SukiNomics | 15+ Years helping eCommerce/SaaS/FinTech scale with MarTech & Strategy

Your marketing team has more tools than ever. They're using less than a third of them.

Every modern marketing organization runs on four foundational systems:

→ CDP (Customer Data Platform): Your single source of truth for customer data. Unifies profiles across every touchpoint.
→ DAM (Digital Asset Management): Your single source of truth for brand content. Eliminates hours wasted searching for the right assets.
→ MAP (Marketing Automation Platform): Your engine for scalable engagement. Delivers the right message at the right time.
→ CXM (Customer Experience Management): Your orchestration layer for the entire customer journey. Connects acquisition to advocacy.

Together these four markets exceed $50 billion.

The growth trajectory is strong. 
The utilization rate is not.

McKinsey found not one of 50+ senior marketing leaders could clearly articulate their martech ROI. The problem is not the technology. It is how we buy and deploy it.

Three insights that separate winners from laggards:

→ First-party data readiness is now a competitive moat. Those without unified customer data are scrambling as third-party cookies disappear.

→ AI integration is table stakes, not differentiation. The real advantage comes from AI working across all four pillars, not in isolated point solutions.

→ Fewer tools with deeper integration beats more tools with shallow adoption. Organizations with composable architectures deploy new capabilities 80% faster.

The winners in 2026 are not the ones with the biggest martech budgets. They are the ones who can actually measure what that budget delivers.

Full analysis with 2025 market data and strategic recommendations below:

View newsletter: Future-Forward Marketing

TLDR The Core Four martech stack (CDP, DAM, MAP, CXM) now exceeds $50 billion in combined market value, with CXM and CDP showing the fastest growth th

Open article: The Core Four martech stack in 2025: A $50B+ ecosystem reshaping customer engagement by Fernando Academia Jr, EMBA, CDMP, PCM • 10 min read

The Core Four martech stack in 2025: A $50B+ ecosystem reshaping customer engagement

The expectations of executive leadership are shifting. In #digitaltransformation, the C-suite can no longer lead through decks, dashboards, and delegation alone.

I saw this firsthand during a week-long executive program at UCD Smurfit in Dublin. We analyzed why GE Digital failed while Airbnb succeeded. We visited Pinterest, HubSpot, and Google.

One pattern emerged across every case: the gap between technology capability and organizational capability. That gap closes only when executives get close to the work.

The Magazine Luiza transformation in Brazil shows what this looks like.

When Frederico Trajano became CEO in 2016, he faced a choice. Follow the Silicon Valley playbook of burning cash for growth, or find another way.

He chose neither separation nor delegation. He personally incubated a technology unit of 55 engineers, eventually growing to 850. He housed them in a secluded corner of headquarters with one instruction: build digital tools for both online and offline businesses with total focus on the end user.

The result was a 7,900% stock price increase over four years. The company transformed from a traditional retailer into a tech company.

The Thinkers50 Transformation Playbook captures the key insight. If a technology unit is left to fend for itself inside a larger organization, it will get rejected.

It needs to be separated and incubated by the CSuite, who should give it opportunities to get initial credibility through small wins.

This is why executive sponsorship is the connective tissue in digital transformation.

Harvard Business School research calls this the “use of self.” Leaders model future behaviors early in the process. They visibly tackle new challenges outside their comfort zone. This serves as a template for others to follow.

In #MarTech, the same principle applies. You cannot lead a CDP implementation from a quarterly business review. You cannot transform customer experience through filtered reports.

HubSpot  CEO Yamini Rangan  recently shared what works instead:

Do gemba walks. Sit with your team. Watch how the work happens. See where the friction is.

Triangulate feedback. Listen directly to customers, partners, and employees.

Experiment with #AI yourself. Write prompts. Share what you learn. You cannot #lead transformation if you are not learning the tools shaping it.

Communicate relentlessly. Share what is known, what is unknown, and how decisions are made.

As Rangan puts it, the best C-suite leaders today lead by doing. They provide clear direction and then protect the space for teams to execute.

Sources: 
- Thales Teixeira, Leandro Guissoni, and Frederico Trajano, An Unlikely Case of Successful Digital Transformation, The Transformation Playbook, Brightline Initiative/Thinkers50.
- Ryan L. Raffaelli, Leading Organizational Change, Harvard Business School Core Curriculum, 2017.
- UCD Michael Smurfit Graduate Business School Digital Transformation Executive Program, Dublin, 2025.

A candid, documentary-style photograph from the side of a conductor's podium. A single hand, cufflink visible on a suit sleeve, holds a baton steady in mid-air, commanding attention. The conductor’s body is partially visible but anonymous. The background orchestra is a wash of indistinct shapes and warm stage lights, representing diverse, fragmented elements waiting to be aligned. Shallow depth of field. The mood is authoritative and singular.

I spent years building marketing technology stacks.
→ Dashboards everywhere.
→ Attribution models running in parallel.
→ Customer data flowing into platforms that never talked to each other.

I thought more tools meant more insight. I was wrong.

Just wrapped the Customer-Centric Innovation, Disruption & Metrics program through FGV EAESP in São Paulo as part of the Global Network for Advanced Management SNOC.

Here is what shifted.

Most marketing teams obsess over firm-centric metrics.
• Cost per acquisition
• Campaign ROAS

These answer one question: What is best for us?

Customer-centric thinking asks: What is best for them?

𝐅𝐢𝐫𝐦-𝐜𝐞𝐧𝐭𝐫𝐢𝐜 𝐭𝐡𝐢𝐧𝐤𝐢𝐧𝐠 uses Porter's value chain. It optimizes internal operations.

𝐂𝐮𝐬𝐭𝐨𝐦𝐞𝐫-𝐜𝐞𝐧𝐭𝐫𝐢𝐜 𝐭𝐡𝐢𝐧𝐤𝐢𝐧𝐠 uses the Customer Value Chain.

It maps what customers actually do:
→ realizing a need
→ comparing options
→ purchasing
→ using
→ disposing.

Some activities create value. Some erode it. Some capture it.

When you understand this chain, you see where competitors can decouple your relationship with customers.

Measurement has the same blind spot.

NPS captures a summary judgment at the end. But satisfaction fluctuates across the journey. If you measure only at the end, you miss where you win and where you lose.

Customer Lifetime Value is similar.

Most teams calculate one aggregate number. But Acquisition CLV and Existing Customer LTV require different data, different time horizons, different actions.

The question is not what does your data say. The question is what do your customers want that you are not giving them.

But here is the harder truth.
You cannot answer that question from inside your team.

The customer value chain cuts across every business unit. Product. Sales. Operations. Finance. IT.

Each team holds a piece of the picture.
None holds the whole thing.

This means more conversations have to happen.
Contexts have to be understood across teams that rarely sit in the same room.
Silos have to break.

Silos do not break by accident.
They break when someone decides to break them.
That takes audacity.

It takes audacity to walk into another team's meeting and say: I need your context because my data is incomplete without it.

It takes audacity to propose unified measurement when every team defends their own dashboards.

→ No CDP will force humans to share context.
→ Technology connects systems.
→ People connect meaning.

Three shifts I am taking back:

First, map the customer value chain before adding any new tool.

Second, measure satisfaction at each stage of the journey, not just at the end.

Third, initiate the conversations that are not happening. Break the silos with audacity, not just integration roadmaps.

Tools are means.
Customers are the end.
Courage is the bridge.

The work continues.

#MarTech #CustomerCentricity #DigitalTransformation #ExecutiveEducation #GrowthStrategy

I’ve watched the same pattern destroy implementations across fintech, government, ecommerce, healthtech, and SMEs—and it’s not what you think.

Over the past 15 years working with enterprise clients on martech implementations, member management systems, and #digitaltransformation projects, I’ve reviewed my notes and found one consistent thread:

80% of #martech implementations fail to deliver their promised value—and the failure point is almost never the technology.

𝐈𝐭’𝐬 𝐭𝐡𝐞 𝐚𝐛𝐬𝐞𝐧𝐜𝐞 𝐨𝐟 𝐬𝐮𝐬𝐭𝐚𝐢𝐧𝐞𝐝 𝐞𝐱𝐞𝐜𝐮𝐭𝐢𝐯𝐞 𝐢𝐧𝐯𝐨𝐥𝐯𝐞𝐦𝐞𝐧𝐭 𝐚𝐟𝐭𝐞𝐫 𝐭𝐡𝐞 𝐩𝐮𝐫𝐜𝐡𝐚𝐬𝐞 𝐨𝐫𝐝𝐞𝐫 𝐢𝐬 𝐬𝐢𝐠𝐧𝐞𝐝.

The data backs this up:
• 97% of mid-sized enterprises reported a martech failure that negatively affected customer relationships in the last 12 months .
• 72% fail from lack of post-launch monitoring .

Across every sector I’ve worked in—from government agencies managing constituent data to healthtech companies orchestrating patient journeys—the pattern is identical.

The Core Four stack (CDP, DAM, MAP, CXM) gets approved at the executive level, then delegated to mid-level leaders who lack the authority to make it work.

Here’s what I’ve observed goes missing:
→ No one mandates data sharing between Sales and #Marketing.
→ No one resolves the turf war between Acquisition and Retention teams.
→ No one reallocates headcount from legacy system maintenance.
→ No one absorbs the political cost of standardizing processes across business units.
→ No one owns the compliance risk of unified customer data.
→ No one protects the 18-36 month transformation timeline against quarterly pressure.

𝐓𝐡𝐞𝐬𝐞 𝐚𝐫𝐞𝐧’𝐭 𝐭𝐞𝐜𝐡𝐧𝐨𝐥𝐨𝐠𝐲 𝐝𝐞𝐜𝐢𝐬𝐢𝐨𝐧𝐬—𝐭𝐡𝐞𝐲’𝐫𝐞 𝐨𝐫𝐠𝐚𝐧𝐢𝐳𝐚𝐭𝐢𝐨𝐧𝐚𝐥 𝐝𝐞𝐬𝐢𝐠𝐧 𝐝𝐞𝐜𝐢𝐬𝐢𝐨𝐧𝐬 𝐭𝐡𝐚𝐭 𝐫𝐞𝐪𝐮𝐢𝐫𝐞 𝐞𝐱𝐞𝐜𝐮𝐭𝐢𝐯𝐞-𝐥𝐞𝐯𝐞𝐥 𝐚𝐮𝐭𝐡𝐨𝐫𝐢𝐭𝐲.

When Gartner surveyed marketing leaders, they found that successful implementations have one thing in common: active C-suite involvement in vendor selection, change management, and continuous oversight.

This isn’t about blame.

It’s about recognizing that the Core Four requires a different kind of leadership engagement than traditional software purchases.

Read on below to understand what real executive sponsorship requires—and why the gap between leaders and laggards widens every quarter you wait.

The Core Four martech stack is not a technology decision. It is an organizational design decision. And that is why it keeps failing without executive 

Open article: The Core Four: Why your Martech Stack is an Organizational Problem by Fernando Academia Jr, EMBA, CDMP, PCM • 4 min read

The Core Four: Why your Martech Stack is an Organizational Problem

A vendor presented to a client recently.

• Impressive capabilities.
• Network analysis.
• Topic mapping.
• Video analysis at scale.
• Distribution intelligence most brands never see.

Then came the line that stayed with me:

"𝑊𝑒 𝑑𝑜𝑛'𝑡 𝑝𝑟𝑜𝑣𝑖𝑑𝑒 𝑡𝑜𝑜𝑙𝑠 𝑜𝑟 𝑝𝑙𝑎𝑡𝑓𝑜𝑟𝑚𝑠. 𝑊𝑒 𝑝𝑟𝑜𝑣𝑖𝑑𝑒 𝑐𝑜𝑛𝑠𝑢𝑙𝑡𝑎𝑛𝑐𝑦 𝑎𝑛𝑑 𝑖𝑛𝑣𝑒𝑠𝑡𝑖𝑔𝑎𝑡𝑖𝑜𝑛 𝑟𝑒𝑝𝑜𝑟𝑡𝑠."

No capability transfer.
Every insight is paid work.
Baseline reports take weeks.
Crisis analysis is measured in days.

𝐓𝐡𝐢𝐬 𝐢𝐬 𝐧𝐨𝐭 𝐚 𝐟𝐥𝐚𝐰. 𝐓𝐡𝐢𝐬 𝐢𝐬 𝐭𝐡𝐞 𝐦𝐨𝐝𝐞𝐥.

→ I've seen this pattern across enterprise clients.
→ They bring in specialists for critical capabilities.
→ The work is excellent.

But years later, the organization owns nothing. Every question still requires an external engagement.

The vendor isn't doing anything wrong. They built a business around expertise that's hard to replicate.

The question is whether that serves your long-term position.

There's a framework I keep coming back to:
Build, Borrow, or Buy.

Most organizations default to "borrow" without realizing it. Procurement treats it as a vendor decision. But it's actually a capability decision. And capability decisions compound over time.

I wrote a longer piece on this, including:
→ How the dependency pattern forms over 5 years
→ The Gartner data showing utilization dropped from 58% to 33%
→ A decision framework for when to rent vs. build vs. buy
→ Why the first question should be "do we already have this?"

Link in comments.

The capability question isn't about this vendor or that vendor. It's about whether your organization is accumulating strategic assets or just paying for access.

Worth asking before the next renewal.

#MarTech #MarketingTechnology #DigitalTransformation

Why "Build vs. Buy" is a strategic decision, not a procurement decision The Conversation That Keeps Repeating A vendor presented to a client recently.

Open article: The Capability Question Nobody Wants to Answer by Fernando Academia Jr, EMBA, CDMP, PCM • 5 min read

The Capability Question Nobody Wants to Answer

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