EYMicrosoft India
Primebook
AIPLEthereal HomesWorld ResidencyBOPSKA GroupPrestige
These are the signs of marketing running as separate parts. The fix is rarely more budget or another agency. It's connecting the parts.
Spend is going up, and so is the cost per customer.
The ads get clicks, but the website doesn't convert them.
Leads come in, but sales calls them junk.
Customers buy once, and never come back.
The team is busy, but nobody owns the full number.
Every agency reports good numbers, and revenue stays flat.
“A channel can only do its own job. Growth comes from how the jobs connect: who you reach, what you say, how fast sales follows up, and whether customers come back.”
Recognise one? Take the 2-minute Leak Check to see which part of your system leaks first.
Your dashboard tracks the ads, and it stops at the lead. The rest of the system, the calls, the follow-ups, the "not interested", the second order, is where most growth gets lost. It looks different in every business, and in most companies nobody owns it.
Swipe for more
Marketing says the leads are good. Sales says they're junk. Nobody can prove either.
On a ₹1 crore+ unit, one unanswered lead can be a lost booking. Most teams can't tell you which campaign it came from.
What's really happening: Marketing hands leads over and never hears back. Presales calls from a sheet, marks them RNR, not interested or budget mismatch, and those remarks never reach the campaigns. So targeting never learns: a ₹4 crore project keeps reaching the same audience as a ₹60 lakh one, and both teams blame each other.
OPD enquiries are up. Procedures aren't.
The patient searches. The family decides. Your ads only ever talk to one of them.
What's really happening: The money is in procedures, which the family decides on weeks after the first call, and most enquiries quietly die at the call centre. Ads get judged on calls, the cheapest part of the journey.
Half the year's budget burns in eight weeks of admission season.
The leads you buy in peak season cost the most, and get called last.
What's really happening: Leads bought at peak prices land with counsellors who cannot call them all in time, and the parent, not the student, decides. Off-season, spend stops just when leads are cheapest to warm up.
Every new customer loses money on the first order.
A 3x ROAS can still leave a 5% margin once returns and discounts land.
What's really happening: Profit only arrives on the second or third order, yet most of the budget goes into the first and almost nothing brings people back. Then cash-on-delivery returns take what is left.
Marketing hit its lead target. Sales says the pipeline is empty.
Deals take three to eighteen months. Clicks don't pay for that wait.
What's really happening: The person who fills the form is rarely the person who signs, and deals run longer than a quarter, so marketing gets judged before its own results exist.
Agencies run the channels. Sales runs the calls. Nobody runs the system. I map yours stage by stage, from the first click to the repeat order, fix the stage that leaks most first, and connect the rest into one system your team can run.
I call it the Leak Map: your growth system broken into five stages, from the ad to the repeat customer. I check each one with your own data, find the weakest, and fix that first. Before anyone asks for more budget.
Illustrative numbers for a typical leaky funnel. Not client data.
Swipe through the five leaks
Are the ads reaching people who can actually buy?
Measured by: how much of the budget reaches real buyers
How many of these leads actually want to buy?
Measured by: qualified-lead rate
How many leads go cold before anyone calls them?
Measured by: time to first call, show-up rate
Where do good leads drop off before they buy?
Measured by: cost per customer
Do customers come back, buy more or refer others?
Measured by: repeat, upsell and referral revenue
After the diagnosis the fix runs in four steps
Fix the stage that leaks most first: who to target, what to say, where the budget goes.
Put the system in place: campaigns, lead tagging, the sales handover and the feedback loop.
Track what happens after the lead, by source: qualified leads, visits, sales, cost per customer.
Back what is proven with more budget, cut what isn't, and repeat every cycle.
Seven questions about your own funnel. You'll see where it leaks and one thing to fix this week, whether or not we ever talk.
In each one, the parts were working on their own. The result came from connecting them. Each case says what was going on, what I changed, and which part was mine.
Swipe through the five cases
Situation: every education brand was buying the same students on the same platforms. What I changed: tightened the funnel from ad to admission, built YouTube into an owned audience channel, and gave management one view of leads, cost per lead and conversions.
Situation: for Max Group, Kauvery Hospital, Sakra and EY, SEO, paid media and social ran as separate efforts. What I changed: built an AI-assisted programmatic SEO system and brought the channels under one plan, reviewed with client leadership.
Situation: each brand ran ads, SEO and social as separate efforts. What I changed: planned each brand's marketing as one funnel, with go-to-market and affiliate plans to reach new customers.
Situation: developers were paying for lead volume. What I changed: moved optimisation from lead count to lead quality, and used AI to test far more audiences, copy and creative variations.
Situation: a small number of buyers, long cycles, and decision makers who rarely fill in forms. What I changed: targeted OEMs, CISOs and CTOs directly, and ran multichannel campaigns around product launches.
None of these results was mine alone, and none is presented that way. References from these teams are available on request.
I advise on what to build and in what order, and my team and I build it. Every part plugs into the same system, so nothing gets optimised on its own. You deal with me directly, from the first audit to the campaigns that go live.
The stages of your funnel, what to measure at each, and a 90-day plan for the stage that leaks most.
Google, Meta and Taboola run for the customers your sales team wants, not cheap clicks.
Technical SEO, content and programmatic pages, plus visibility in AI answers.
Every lead tagged by sales, and that feedback fed straight back into the campaigns.
Welcome, abandoned cart, follow-up and win-back flows that bring customers back.
Lead routing, reporting and content pipelines automated, so the team spends its time on decisions.
Reviews, ratings and what people find when they search your name.
Ideas, hooks, scripts, AI videos and statics, made fast and tested on real customers.
Pages built to convert the traffic you already pay for.
Content and community run to the same plan as the ads.
Pixels, CRM, forms and dashboards connected, so every part reports to one number.
The stages change with the business. A hospital loses patients at the call centre, a D2C brand loses money after the first order, a coaching institute loses its season. Pick yours.
Worked on: Max Group, Kauvery Hospital and Sakra at WeAddo (agency-side, team lead), where SEO, paid and social were brought under one plan: +55% organic traffic and 30% more leads across those accounts.
The full healthcare playbook →Worked on: Arch Innovations' D2C brands (agency), where ads, SEO and social were planned as one funnel: +120% D2C revenue and +60% organic traffic.
The full D2C playbook →Worked on: VisionIAS (Infinity Vision), in-house, with a 15-person team I built and led: +30% conversions on 20,000+ quality leads, and YouTube grown from 5,000 to 50,000 subscribers.
The full education playbook →Worked on: 20+ developer ad accounts on Google, Meta and Taboola. At Aurum Analytica (agency), optimisation moved from lead count to lead quality: +25% qualified leads.
The full real estate playbook →Worked on: Unistal Systems, in-house: decision makers targeted directly, +40% leads from decision makers and +20% conversion rate.
Read: low cost per lead, no sales →Two companies can spend the same on the same platform and get completely different leads. Usually it's the ad. When everyone in a category runs the same ad with a different logo, everyone gets the same people who aren't serious. My team and I use AI to make and test more ideas, faster, and we keep the call on which ones are worth scaling.
The scariest part of surgery is the night before. Here's what ours looks like.🎬 AI explainer video
Every step of your surgery day, explained before you arrive.🎥 Patient-journey explainer
Your father won't ask. So here's everything he'd want to know.🖼️ Carousel for the family
Sample angles to show the thinking, not client campaigns. Healthcare angles are written to stay within ASCI and medical-council advertising rules.
One idea with a point of view, built from a real customer insight, instead of 40 versions of the same ad. Better ideas bring people who are actually interested.
Product films, UGC-style video, statics and carousels produced with AI, so testing is limited by ideas, not by production budget.
Angle, hook and format tested in a clear matrix, and judged on qualified leads and customers, not click-through rate.
Research, briefs, reporting and programmatic pages for high-intent searches, built with AI and edited by people. Execution gets cheaper; deciding what to build stays human.
For years I ran the channels myself: Google, Meta, SEO, content. Every week I sat with the reports. And honestly, they almost always looked good. Clicks up, cost per lead down, leads coming in.
That's what started to feel off. If every report looks this good, why isn't the business growing at the same speed?
The answer was rarely in the ads. It was in what happened after them. Marketing hands the leads over and never hears back. Sales calls some, marks the rest "not interested" or "junk", and none of that ever reaches marketing. So the same campaigns keep running at the same wrong people. And the founder sits in the middle of the same argument every month: sales says the leads are junk, marketing says sales can't close.
I've seen this again and again since 2019, in real estate, healthcare, education, D2C and B2B tech. Mostly in mid-sized companies that grew fast and never built the link between the two teams.
That gap is where I work now. I stopped looking at channels one by one and started building the system around them, with my team: who each campaign should reach, what sales does with every lead, how that feedback goes straight back into the marketing, and what brings customers back.
My team and I use AI every day: research, creative, content, SEO, reporting, and a lot more. But here's the thing. Every company in your market, big or small, now has the same tools. So the tool isn't the edge any more. The edge is using it first, and putting the time it saves into the part AI can't do: digging deeper into your customers, your funnel and your numbers, and getting the strategy right.
If your reports look fine and your growth doesn't, that's usually the gap. Let's talk.
It starts with a 20-minute fit call. If there is a real question to answer, we begin with the diagnostic. Fractional leadership follows only if the diagnosis says it is needed.
At this size the problem is usually lead quality or follow-up speed, not the ads themselves. The diagnostic shows exactly which stage.
Best start: the Lead-to-Revenue Diagnostic
For founders who can see the spend and the leads, but not what happens to them after.
For companies that need one senior owner for the growth number before they make the permanent hire.
What I won't do: promise revenue on your ad account, lock you into a long retainer, or take on more clients than I can run properly. The diagnostic promises clarity, priorities and owners.
What founders usually ask me before we start.
Is this for us?
Founders, CEOs and CMOs of growth-stage companies, usually spending ₹5 lakh or more a month on marketing. The pattern is familiar: leads are coming in, the reports look fine, but not enough of it turns into customers, and nobody owns the full number across channels, agencies and sales. If you only need someone to run ads cheaper, an agency is the better fit.
Everything between your first ad and your repeat customer, run as one thing: who you target, what the ads say, how leads are tagged and followed up, what sales sends back, how it's measured, and what brings customers back. Most companies have every one of these parts, run by different people and agencies, each judged on its own number. I connect them, measure them against one number that matters, such as cost per customer, and automate the parts that don't need a person.
Maybe not, but it's worth checking. In Forrester's 2024 research, 82% of CXOs said their sales and marketing were aligned, and 65% of the people in those teams disagreed. From the top it looks fine, because each team's report looks fine. The 2-minute Leak Check shows where your own funnel stands.
20 minutes. You bring the growth target, what you spend each month and where it feels stuck. I'll ask how a lead actually becomes a customer in your business, and tell you on the call whether a diagnostic makes sense. If I don't think I can help, I'll say that.
You may need one. Hire once you know what the role has to fix. A senior growth hire is one of the most expensive hires you will make. The diagnostic and a fractional period define exactly what that person should own, and the role can become permanent if it fits.
Yes. I'm based in Delhi NCR and work on-site, hybrid or remote, whichever suits the engagement.
Working with your team
Alongside them, not instead of them. Most teams are good at execution. What's usually missing is one senior person who owns the full number across channels, agencies and sales, and has the time to diagnose instead of deliver. Part of the diagnostic is deciding what each team and agency should own, and holding them to a number the business cares about, such as cost per customer, not just cost per lead.
Both, depending on your team. I've run Google, Meta, Taboola, SEO and creative hands-on, so I can step in where it's needed. With larger teams I work through your specialists and agencies and own the strategy, budget calls and measurement. In the diagnostic, the analysis, the Leak Map and the 90-day plan are mine.
Access to the ad accounts and analytics, your lead data or CRM export, and an hour each with marketing and with whoever calls the leads. Sales feedback matters as much as the campaign data, because that's usually where the trail breaks.
Results and risk
At Infinity Vision, part of VisionIAS, I built and led a 15-person marketing team. We brought in 20,000+ quality leads, improved conversions by 30%, and grew the YouTube channel from 5,000 to 50,000 subscribers as an audience we owned. I'm proudest of the 30%, not the 20,000. In education, more leads is the easy part. Getting more admissions out of the same leads is the hard part, and that's what the funnel work moved.
2,500 leads in one month. But the volume isn't the number I'd show you first. Of those leads, 42% were marketing-qualified and 28% became sales-qualified, meaning sales accepted them as real buyers worth working. Plenty of campaigns can produce 2,500 form fills. Very few produce that many that sales actually wants to call.
No. Outcomes depend on the product, market, sales process, economics and execution, not on one consultant or one channel. Anyone who guarantees revenue on your ad account is selling. What I commit to is the quality of the diagnosis, the clarity of the plan and the pace of the work.
The diagnostic ends in a 90-day plan with an owner and a number against every line, built on your own lead and sales data, not on industry benchmarks. If you want, I stay on to run it with your team in the fractional role. And if the real problem is pricing, product or sales capacity, I'll say so, because more marketing won't fix it.
You keep the Leak Map and the 90-day plan, and can run it with your own team and agencies. If you want senior ownership while you do it, that's the fractional role. There's no obligation either way.
Both in-house and agency work are shown, and each case says whether it was in-house or agency work and what I changed. I don't claim a whole team's result as mine. References are available on request.
AI
Fair question, and you should use AI. My team and I do, every day. But AI optimises whatever you point it at, very fast. Someone still has to decide what it's aiming at, and own whether it worked. Pick the version of this question you've heard in your own boardroom:
Advantage+ and Performance Max already find our buyers.
Source: Haus incrementality analysis, 2025.
ChatGPT writes our ads now.
Source: Harris Poll for 4As and Infillion, June 2026.
AI can read our dashboards for us.
Prove AI can't do it before we hire anyone.
Sources: MIT NANDA, “The GenAI Divide”, Aug 2025; BCG, Sep 2025.
So: use AI for the doing. Bring me in to decide what it's aiming at, and to own whether it worked.
Let's find which part of the system is holding it back, before anyone spends more.
Start a conversation → For hiring leadersLet's talk about what you're building and where I can add value.
See my resume →Tell me where growth feels stuck: the numbers you trust, the ones you don't, and what changed. I'll tell you honestly whether a diagnostic is worth doing, and I'll reply myself.