Hovik Torkomyan

The client had strong growth ambitions, but lacked the commercial foundation to scale execution. Their ICP, decision makers, positioning, messaging, competitors, and sales process were not clearly defined, making it difficult for the founding team to align marketing, sales, customer success, and product around shared priorities.

I defined the ICP, positioning, competitive landscape, and clear ways to win, and built a messaging framework around customer pain points, buying triggers, and decision-maker priorities. I translated the GTM strategy into multi-year, quarterly, monthly, and weekly execution plans across marketing, sales, customer success, and product. I linked every plan to growth targets, KPIs, owners, deadlines, and team-level responsibilities. I also refined the sales process so the team could execute with clearer stages, handovers, next steps, and accountability.

The founding team gained a clear GTM roadmap and execution rhythm. Teams knew what to do, who owned it, which KPIs mattered, and by when. Sales became more structured, while marketing, sales, CS, and product were better aligned.

• €10 Million — In Revenue Growth from €5 Million

eLabNext had grown to €5 million ARR, but regional sales leads were still carrying much of the marketing responsibility. To scale globally, the company needed someone to own marketing, build the department, sharpen positioning, unify the brand, and create a central GTM engine across sales, CS, product, regions, campaigns, events, PR, ABM, and web.

I took ownership of the marketing function and built the global and regional marketing team across the central, US, and German markets. I co-developed the GTM strategy with leadership across sales, customer success, and product, resetting positioning around ICPs, regions, and markets. I led the full rebrand and new website launch, aligning messaging, UX, and brand identity globally. I implemented Agile marketing, CRM, automation, ABM, PR, and a global event strategy with consistent booth branding, giving the company a scalable marketing engine and execution rhythm.

ARR grew from €5 million to €10 million, marketing moved from a regional sales-led activity to an owned global function, and eLabNext gained the team, brand, GTM engine, and market presence needed to scale and position the company for an M&A.

• 12,500 — Client Database Segmented

Scholt Energy had a large client database of 12,500 companies, but lacked the segmentation needed to target them effectively. Campaigns were too generic; ICPs and decision-making units were not clearly defined; and messaging was not sufficiently tailored by segment, audience, buying trigger, or value proposition.

I worked alongside the marketing leader, marketing ops, and wider marketing team to segment 12,500 clients into clear ICPs, customer segments, and decision-making units. I refined positioning, value proposition, and messaging per ICP and segment. I translated the strategy into HubSpot Marketing Hub by defining lists, properties, workflows, and nurture campaign logic. I also helped the team move from generic campaigns to targeted campaigns built around the right audience, message, offer, and buying context.

Scholt gained clearer ICPs, segments, and buying committees. Campaigns became more targeted by audience, value proposition, and decision maker. HubSpot became the foundation for segmented nurture, workflows, and campaign execution.