Imperial Tea is a premium tea company started almost 30 years ago, and family run. As a family run business, Imperial Tea has acquired a very loyal community of fans and customers. True tea connoisseurs shop at Imperial Tea, in part for the premium quality they offer, but also to continue connecting with the founders that lead tea tasting sessions and education. The entire Imperial Tea experience is unique. While the majority of their sales have been generated by their tea house in San Francisco, they have been trying to expand their online stores sales.

When Imperial Tea reached out to us, they were looking for a team of marketers that truly understand the boutique nature of their business. Unlike mainstream tea companies, Imperial Tea’s social media content had to lead with education in order to continue offering the same quality of service to their existing audience, while growing their community of premium tea lovers.

Atlassian, a B2B workplace collaboration software company, was heading towards a cloud-first future where it needed to move its marketing processes from being focused on high-touch single product journeys to now self-serve (user onboards on their own), low-touch (light chat support based on bronze/silver status) and high-touch (gold status, enterprise customers) across many products and apps.

The technology, marketing and sales teams were misaligned, and looked for a partner who could speak marketing + sales + technology, which was the role I played. My responsibility was in leading product managers and program managers to enable strategies in lifecycle marketing (prospects growth, lead acquisition, nurture programming, conversion and retention) and move freemium users through the upgrade path, with the goal of activating low-CAC flywheel marketing.

As an educational partner with the Toronto District School Board, our challenge was to encourage parents, teachers and principals to bring us into their school to provide extracurricular programming.

The challenge, EFTI’s reputation is mostly known within the industry as a top level education center in Madrid, highly valued but mostly off-line. Over the years several small schools appeared in the digital context and captured the digital market quota leaving EFTI with low digital impact. The challenge was to position LIBREE’s digital platform as a new player in the online course sector and as a top player in the online visual art education.