In my first board meeting as CMO, I presented my marketing plan and asked for introductions to marketing leaders, but my board member suggested that they should learn from me instead, recognizing the unique insights I brought from my product background.

In the early days, we launched multiple times to gain press attention, even if it meant rebranding and changing our approach frequently.

We prioritize a scrappy approach to marketing, often shifting our budget based on where advertising costs are most effective, allowing us to operate efficiently across various markets.

I transitioned from product management to marketing because I felt that marketing was an area we hadn't fully figured out yet, despite having a functioning sales team and clear product-market fit.

After a year, we revisited our Facebook and Instagram advertising campaigns, and one campaign that previously failed ended up performing well when we relaunched it.

We initially acquired customers through out-of-home advertising in New York City before shifting to digital channels like Facebook and Instagram.

Our marketing strategy initially relied on PR and organic growth, especially leveraging our unique owl mascot, which became a viral sensation.

We framed our marketing approach around the shift in consumer behavior, focusing on how people shop and buy in the digital age.

We conducted surveys with our customers to understand why they bought our product, which helped us tailor our marketing messaging.