Head of Growth at ICONOMI | AI and Growth Marketing guy | E-commerce & Ad Scaling Specialist | Driving Growth & Building High-Performance Teams

I help fintech + investment products grow without hype by turning trust, onboarding, and distribution into compounding advantages.

With over 10 years of experience in strategic marketing and growth, I possess key skills in growth marketing, SEO, paid social media management, team leadership, and data analysis. My industry experience in Web3, fintech, and e-commerce allowed me to grow a Fintech B2B portfolio by 300% in 1 year by implementing lead generation content, thought leadership, PR, and PPC strategies.

Responsible for designing, approving, and managing advertising/marketing campaigns that are compliant with the financial promotion regime in the UK and Europe (FCA and MICA).

Matic Jug

We're expanding our marketing team at ICONOMI 😎 

We’re looking for two roles:
- Senior Media Buyer 
- Lifecycle Growth Manager

Type of work: Hybrid (work from home & office presence in Ljubljana required)

Apply here:
https://lnkd.in/dqYvv3HU
https://lnkd.in/dMCmuGZk

#job

Growth Strategist for Fintech & E-commerce – I help digital finance platforms scale trust and revenue (Head of Growth @ ICONOMI, +300% B2B growth)

E-commerce can ship 12 landing page variants in a week. Fintech debates button copy for a month.

I watched this pattern repeat a lot.

The e-commerce company would A/B test checkout flows, messaging, offers—sometimes multiple experiments running simultaneously. 

The fintech team would schedule meetings about meetings to discuss whether changing "Start investing" to "Get started" required legal review.

Same hunger for growth. Completely different velocity.

Here's what's actually happening:
The feedback loop is the product and e-commerce optimizes for purchases. You change something, sales go up or down, you know in 48 hours. Fintech optimizes for deposits, which happen after onboarding, after ID verification, after the user reads 47 pages of disclosures they didn't want. By the time you get signal, you've forgotten what you tested.

Fear masquerades as diligence, where e-commerce assumes the customer will complain if something breaks. Fintech assumes the regulator will. So every change gets reviewed by compliance, legal, sometimes product counsel. Not because it needs to be—because nobody wants to be the person who didn't ask.

The infrastructure punishes iteration. E-commerce runs on Shopify, Webflow, whatever. Non-technical people can ship. Fintech runs on legacy banking rails where changing a form field requires a deploy, a staging environment, and three engineers who are already underwater. The tools make speed impossible.

What fintech can steal:
- Build compliance review into templates, not every decision. If the message structure is pre-approved, you can test variants inside that structure without asking permission seventeen times.
- Shorten the loop. Test microcopy, social proof placement, reassurance elements—things that don't touch regulated disclosures but still move conversion.
- Stop conflating risk with perfectionism. Most things you're afraid to test aren't actually dangerous. They're just unfamiliar.

What's one experiment you wanted to run this quarter but didn't—and what stopped you?

Most fintech products confuse friction with fear. That's why their onboarding "works" but users still ghost them.

If you ask your growth team how many users who finish KYC actually deposit, will you get an answer?

Turns out many of "activated" users never fund their accounts. The real drop-off isn't the registration form. It's what comes after.

Here's what we usually miss:
Friction = "This is annoying" 
Too many steps. Confusing copy. Slow load times. Users complain. But they finish anyway if they trust the outcome.
Fear = "This feels unsafe" 
Unclear what happens to my money. No idea who sees my data. Can't tell if this is reversible. Users don't complain. They just leave.

Your KYC flow can have low friction. Upload ID, selfie, done in 90 seconds.
But the deposit screen? If there is no explanation of where funds go. No visible security signals. Generic "Add money" CTA with no context about limits, timing, or protection.

That's not friction. That's fear wearing a clean UI.

What can you change: Add three lines of copy above the deposit button. Bank-level encryption. Insured. Funds available instantly.

Deposit rate will go up in two weeks. I guarantee. Same flow. Same steps. Different trust layer.

You can smooth out every click in your funnel. But if users don't believe their money is safe, they won't move.

Where in your product are you optimizing friction when the real problem is fear?

B2B Product Marketing Consultant | Positioning​ =​> Demand

I help B2B Software leaders turn product positioning into a direct revenue growth lever.

Most companies treat product marketing as a support function — launches, slides, feature messaging.
And most revenue intelligence stops at dashboards and reports.

That’s why growth stalls.

Sustainable B2B growth happens when Positioning is informed by what Revenue is already telling you.
Not opinions. Not workshops in isolation. Not more tactics.

I work with founders, CEOs, CROs, and CMOs to:

→ Use revenue signals to understand what the market actually values
→ Translate those insights into clear positioning and messaging decisions
→ Align product, sales, and marketing around a single revenue-driving narrative

My belief is simple:

Product marketing isn’t branding.
When done right, it’s strategy — and it compounds growth.

B2B Software/SaaS founders and leaders I worked with:

☑️ Grew +60% MRR in 2 months
☑️ Cut their sales cycle in half
☑️ Got +15% cold email reply rate in 48h
☑️ Increase their inbound leads from 5 to 30+ /month
☑️ Got from 0 to 60+ leads /month from content
☑️ Clarified their GTM and got quoted by all competitors
☑️ Closed 3 enterprise deals in 6 weeks with a brand new product
☑️ Succeeded their GTM expansion to the US market
☑️ Nailed their SLG to PLG switch, without killing momentum


So if you’re a B2B Software leader trying to:

→ Increase revenue without endlessly increasing spend
→ Fix misalignment between product, sales, and marketing
→ Make fewer growth bets — but better ones

You’re thinking about the right problems,

And I'm open to have a conversation about it.

Gaspard Pastural

To start 2026, it's time I reveal... I've actually started working with yxir a few weeks ago, as a freelance product marketer!

I was looking to learn more experience selling to enterprise, so this great opportunity arrived right on time, early December:

Yxir is a B2B SaaS - in the QMS platform category.

It enables Quality Management teams at industrial companies centralize and leverage their data related to non-conformities.

(Yes, I had no clue about this sector a month ago)

Their difference is being AI-native, which allows awesome capabilities - lmk if you want to learn more ;)


Thank you Rebecca TOTH TOBLER and Clémence Choury for the opportunity, and the whole team for the warm welcome!

(cc Clarisa Donnet, Claire Mostermans, Jordane Macé, Nicolas LHOSTE)

Excited to join the EDF group and to help grow yxir :D


ps: dw it's a part-time role, I'm still available if you need me ahah

Revenue-Led Product Marketing | Turning positioning into a revenue growth strategy for B2B Software/ SaaS

Been struggling with LinkedIn since December.

The thought of repeating myself again felt exhausting.
Pointless, even.

Then, quite cliché, but it hit me:

My fun with each post doesn't matter.
Having software leaders read my ideas does.

"Learn to say one thing, a thousand different ways."
—is a saying I only now start to grasp.

So 365 posts on "product marketing for revenue growth"?
Fine, I'll do it.

That's how you earn a positioning anyway.

(again the irony of my personal challenge being positioning, jeez)


First epiphany of the year!

Sales might be better storytellers than Marketers.

I've always thought Marketing did:

- the characters (=personae)
- the main plot (=narrative)
- the story (=messaging)

But I've come to realize Sales make the story live:

- repeat it to every new prospect
- reinforce it in each account
- adjust it to make it land

They're real "vision-casters"
(heard that term from Jen Abel on Lenny Rachitsky's podcast)


So maybe Marketing is the storyteller,

But it's Sales who help customer reach the happy ending.

taplio

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