Hi, I’m Miguel.

Activation was hovering around 24%, and our lifecycle emails weren’t translating into enough connected accounts.

Email engagement was healthy, which told us people were paying attention. The disconnect appeared after the click: the emails set one expectation, the product and web journey created another, and the lifecycle was responding to days elapsed rather than the actions customers took.

Solving it meant working across more than email. I partnered with Product, Creative, and Analytics to rebuild the web experience and Braze journey together. We moved web ownership from DevOps to Marketing so the team could continue improving the experience, and rebuilt the triggers around actual customer behaviour.

We chose activation and seven-day drop-off as our shared measures of whether the new journey was working.

Around 900,000 people had either gone quiet on investing or had a Mogo lending relationship but never started investing. We wanted to help more of them take—or retake—the first step.

This wasn’t one audience or one campaign. Dormant investors needed an easy way back, while lending customers were being introduced to investing for the first time. Manage and Self-directed also asked for different behaviours and gave people different reasons to care.

I designed the work as a multi-round program with separate paths for each audience and product. Manage centred on building a manageable weekly habit, supported by an investment calculator. Self-directed centred on making informed decisions, with Fiscal.ai as the research tool.

The first round also gave us an honest read on list quality. Instead of removing people based on assumptions, we learned from their actual behaviour, cleaned the list, and used those signals to make the second round more relevant.

As Sportserve grew, the company began creating specialist teams for its most important operational areas. I was asked to take ownership of everything related to payments.

Payments touched eight departments, twelve markets, and a long list of providers and regulatory requirements. Every team naturally saw the part it owned. What was missing was a shared way to carry a launch from an idea all the way to the customer.

I built that operating system with the teams involved: sprint cycles, clear ownership models, launch templates, compliance checkpoints, localisation workflows, and shared project tracking.

As the volume of work grew, I hired and trained a five-person Payments Operations team to keep launches moving and give every stakeholder a clear path from request to release.

The CFO wanted to automatically enrich people who signed up for DTC Newsletter. At the time, signups were reaching HubSpot as raw contact records, leaving Sales to research and qualify each one manually.

I met with the stakeholders involved to understand what Sales actually needed from the workflow. Enriched data would help, but the larger opportunity was speed-to-contact: identifying a promising company and putting useful context in front of Sales while that person’s interest was still fresh.

I designed a system that filtered generic email addresses, researched the company and individual, assessed fit, structured the information into a sales-ready HubSpot record, and alerted Sales and leadership in Slack when a high-value lead appeared.

Getting it into production took several iterations. Early versions produced inconsistent classifications, so I added validation between the AI steps, tightened the output structure, and refined how edge cases were handled before anything reached the CRM.

The result was a workflow that processed around 300 signups a day, pre-populated approximately 70% of lead data before Sales touched the record, and generated 1,000 to 2,000 enriched, sales-ready leads each month. Once it was reliable, we adapted the system for other Pilothouse B2B client accounts.