A global payments organization operating across LATAM and international markets, where growth programs run alongside brand, regulatory, and partner constraints, and where marketing work is reviewed by stakeholders who did not commission it.
Selected prior work · Not an Aurora client
Mastercard
Enterprise growth and demand-generation work delivered through IKIGAI, the growth marketing consultancy Aurora's founder led from 2016 to 2026. Mastercard was a client of that consultancy — not of Aurora Corporation.
Enterprise demand generation at this scale is rarely a channel problem. The work is to reach specific decision-makers inside large organizations, hold a coherent message across markets and languages, and produce reporting that a commercial function will actually act on.
Account-based programs built around named stakeholders rather than audience volume: the buying group mapped first, the message built for it, and the channel chosen last. Positioning and message were treated as the constraint, not the media plan.
Multi-channel demand generation across paid acquisition, content distribution, lifecycle and email programs, and webinars — wired into marketing automation with lead scoring, segmentation, and attribution tracking, so that campaign activity resolved into pipeline states rather than impressions.
Enterprise ABM programs delivered and sustained across LATAM and global markets, with a reporting framework that measured pipeline contribution, funnel efficiency, and acquisition cost instead of activity volume. Account-specific results remain confidential to the client.
A conservative example of how we would measure a program like this.
Not Mastercard results. Not historical evidence. These are modelling ranges that show which numbers a program of this kind is held to — the actual figures for any engagement are set with the client from their own baseline.
Stage-to-stage conversion from qualified lead to opportunity, measured against the account's own baseline over two quarters.
Blended CAC after reallocating spend away from channels that report well and toward those that convert, at constant demand.
Share of newly created pipeline traceable to the program through first-touch and multi-touch attribution, reported as influence, not credit.
What this proves
- The founder has run growth and demand-generation programs inside enterprise constraints, not only SMB ones
- ABM against named enterprise stakeholders is executed work, not a capability claim
- Marketing automation, lead scoring, and attribution have been built and operated end to end
- Reporting has been built to measure pipeline contribution rather than activity
What this does not prove
It does not prove an Aurora client outcome. Aurora is early, and its own customer evidence will be published here only when it is verifiable and the client permits it. Until then this page is what it says it is: prior work.
Other engagements through IKIGAI
Tether · Bitfinex · Binance · Mercado Libre · Nubank · Turkish Airlines · Abbott · WeWork · Adidas · Globant
MISSION / DEFINED OUTCOME
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