Campaigns & Projects

The challenge

Creator platforms often make broad promises about what creators can achieve. The challenge was to make the opportunity feel real, specific and attainable.

Instead of relying on generic messaging, the campaign was built around Selar's real creator earnings data from 2025. The proposition was simple:

People like you are already earning from this. You could be one of them.

Every campaign interaction was designed to move directly towards account creation rather than relying on a soft lead-generation journey. The conversion path was:

Ad → Landing page → Free Selar account

The campaign covered multiple markets and required understanding how different audiences responded to different creator stories. The campaign report describes this as a direct creator acquisition campaign built around real income, niches and locations.

What I worked on

I approached the campaign as both a marketing and growth problem. The work involved:

Creative strategy

Rather than creating generic ads about Selar, we built creatives around specific creator stories, categories and income narratives. Examples included:

• A creator from Jigawa earning ₦19 million
• Spiritual content generating recurring income
• Cookbooks turning an existing skill into a product
• Ebooks and templates as part of the digital product economy

Market segmentation

Different audiences behaved differently, so campaign performance was analysed across:

• Nigeria
• African countries
• Francophone Africa
• Diaspora markets

Performance analysis

The campaign was reviewed weekly to understand:

• Sign-ups
• Merchant activation
• Cost per sign-up
• Creative performance
• Segment performance
• Spend efficiency

Creative optimisation

When the data showed that some creatives were consuming budget without producing sustained results, they were stopped and budget was consolidated around stronger performers. Five creatives were turned off after three consecutive weeks of data.

Results

At the end of the first 28 days:

The campaign had already surpassed its full 60-day mid-range projection of 1,369 sign-ups, achieving 2,267 at the halfway point — 65% above target.

One of the most interesting findings was that volume and quality were not necessarily coming from the same creative. The Jigawa creative generated 1,546 sign-ups and became the campaign's dominant acquisition asset, while the Ebooks & Templates creative generated fewer sign-ups but had the highest activation rate at 15.9%.

What I learnt

The challenge

DialX was not an established conference brand with an existing large audience. The task was therefore bigger than simply selling tickets. We needed to:

• Introduce the brand
• Establish its proposition
• Build an audience
• Generate awareness
• Drive traffic and registrations
• Create credibility around the event
• Create enough content and evidence to support future growth

The central idea became Ideas That Work, positioning DialX around conversations about execution, growth, impact, career, leadership and building meaningful things. The campaign objectives included awareness, event traffic, registrations, audience development, content generation and building digital proof for future speakers, partners and sponsors.

Strategy

A key decision was to avoid making every piece of content an advertisement for the conference. Instead, we built content around ideas people would care about even if they had never heard of DialX. The strongest themes were:

• Execution
• Growth
• Impact
• Career
• Leadership
• Action
• Community
• Personal excellence

The result was that DialX started functioning as an idea-led brand, rather than simply an event page.

Distribution

The campaign was distributed across:

• Instagram
• Facebook
• LinkedIn
• X
• X Spaces
• TikTok
• Website
• Paid social

Instagram became the main community and engagement platform, while Facebook became a particularly strong traffic and distribution channel.

Results

Across Instagram and Facebook:

The audience was also highly relevant to the intended market. 99.2% of the Instagram audience was in Nigeria, with the largest concentrations in Lagos, Asese, Benin, Port Harcourt, Ibadan and Abuja. The audience was predominantly 18 to 34.

Website contribution

Paid social accounted for 44.2% of website users, making it the largest identifiable acquisition source.

What I learnt

The challenge

Selar operates in a market where creator acquisition is not simply about generating traffic. A new user has to discover Selar, sign up, understand the product, create/list a product, and transact. That means growth has to be considered across the funnel rather than stopping at registration.

My work across Selar's growth function involved thinking about acquisition, activation, conversion, product adoption and measurement.

What I worked on

Paid acquisition

Managing and analysing performance across platforms including:

• Google Ads
• Meta Ads
• TikTok
• Other paid channels

Funnel optimisation

Looking beyond clicks and impressions to understand:

• Sign-ups
• Merchants
• Activation
• Pro Plan conversions
• Affiliate subscriptions
• Cost per acquisition

Attribution and tracking

A recurring part of the work was improving measurement through:

• UTM structures
• Campaign tracking
• Channel-level reporting
• Funnel analysis
• Performance dashboards

Product marketing

Growth was also connected to Selar's products and features, requiring messaging and go-to-market thinking around products such as Tickets, Page Builder, Show Love and multi-currency capabilities.

Performance

During H1 2025, the growth work covered:

These figures reflect the performance of the broader growth programme; the metrics I directly owned are distinguished from overall company results in the full case study.

The growth philosophy

My approach to growth has increasingly moved from:

"Which campaign should we run?" towards "What system will consistently move people from discovery to activation and revenue?"

That shift is central to how I now think about product marketing and growth.

The challenge

Selar needed scalable creator acquisition. Google offered something particularly valuable because users were already searching for things connected to Selar's product categories and creator-commerce use cases. The challenge was to turn that existing intent into efficient user acquisition while understanding which users ultimately became valuable merchants.

What I worked on

The programme covered:

• Search campaigns
• Display
• YouTube
• Campaign segmentation
• Landing pages
• Keyword strategy
• UTM tracking
• CPA analysis
• Conversion analysis
• Merchant performance
• Campaign optimisation

The work also required distinguishing cheap sign-ups from valuable acquisition, because a user registration was not necessarily the end goal.

Performance

Across the H1 2025 Google Ads programme:

These are programme-level results; the full case study explains exactly which campaigns, decisions and optimisation work I personally owned.

A particularly useful story

One of the things worth showing here is the difference between user acquisition CPA and merchant acquisition CPA, because the latter is much closer to business value. That distinction demonstrates that I think beyond the top of the funnel.

What I learnt

The problem

LoadConnect had launched a platform but had zero users. The immediate challenge was to get truck owners onto the platform. The obvious problem was access: the target users were difficult to reach, initial outreach to truck parks wasn't working, and even the language barrier became an obstacle.

What I did

I started with direct, offline acquisition. I went to truck parks and attempted to reach truck owners. When the first approach ran into a language barrier, I returned with a Hausa translator. That still wasn't producing enough results, so I reconsidered the problem.

I realised the prospects I wanted were already using Jiji to solve a related problem. Instead of continuing to search for them offline, I went where they already were. I identified relevant contacts and began reaching out individually through WhatsApp.

Result

What this says about how I work

The problem

Keble had attempted to grow a Telegram community but growth had stalled and engagement was poor. The opportunity was to build a more active community around financial knowledge while eventually turning that audience into users of the product.

Strategy

I worked across several acquisition and engagement mechanisms:

• WhatsApp community
• Personal network distribution
• Social media
• Referral mechanics
• Prize-based campaigns
• Lead magnets
• Newsletters
• Community partnerships
• Sponsorships

We also used surveys and ongoing observation of community behaviour to understand what members actually wanted.

Results

The interesting part

The objective wasn't just community growth. The next question was:

Can this audience become users of the product?

We began deliberately connecting community activity to product awareness and activation, using reminders, calls and surveys to understand whether members were becoming Keble users.

What I learnt

The challenge

When I joined, website traffic had stagnated and digital brand recognition was limited. Marketing activity was fragmented and lacked a cohesive strategy.

What I did

I worked on:

• Marketing strategy
• Content
• Social media
• Newsletter marketing
• Meta Ads
• Brand positioning
• Rebranding

I also launched two separate newsletter campaigns and worked on a silent rebrand designed to improve how the company was perceived.

Result

The newsletters continued to exist and grow after my departure.

What I learnt

Engineering for Marketers was built around an idea I find increasingly important: modern marketers need to understand the systems underneath the channels they operate. The project explored the intersection of:

• Marketing
• Technology
• Analytics
• Automation
• Product
• Growth

Rather than treating technology as something marketers hand over to technical teams, the project aimed to make technical concepts more understandable and useful to marketers.

Why I built it

My interest in product marketing comes partly from being comfortable operating between functions. I want to understand:

How does the product work? How is the user behaving? How is the system measured? How can the marketing system influence that behaviour?

Engineering for Marketers became an expression of that intersection.

What it demonstrates

• Technical curiosity
• Content development
• Marketing education
• Product thinking
• Ability to simplify technical concepts
• Interest in the relationship between systems and growth

The problem

Redemption City has a large number of businesses, services and independent vendors, but discovering them can be difficult. People often rely on:

• Word of mouth
• WhatsApp
• Personal knowledge
• Random social posts

There was an opportunity to create a structured discovery layer for businesses inside the community.

The product

Neighbourly is a business directory built specifically around businesses and services in Redemption City. The product allows businesses to be listed and discovered across categories, with different listing tiers designed to create both accessibility and monetisation opportunities.

My work

Product strategy

Defining the problem, audience and product proposition.

Go-to-market

Developing the initial approach to getting businesses onto the platform.

Business acquisition

Creating the field-agent model and process for registering businesses.

Monetisation

Thinking through:

• Basic listings
• Featured listings
• Premium positioning
• Pricing
• Promotional offers

Distribution

Developing community-based channels and offline acquisition mechanisms to complement the website.

Early traction

The larger opportunity was the size of the addressable business ecosystem within Redemption City.

Why this project matters