Marketing

Most marketing leaders optimize what already exists. The rarer skill is knowing when to tear it down and rebuild for what comes next. Over 20 years, I have done both.

I know it firsthand, because I built a marketing and publishing firm of my own. For over a decade I ran its P&L, its multi-currency payroll, and a team spread across three continents, before exiting through a successful asset sale. That experience sits behind every budget call and every strategic recommendation I make.

Restructuring the marketing function of a 20-year-old professional services firm took more than reading the market. It took understanding the identity of the organisation, the psychology of its leadership team, and the honest commercial reality of what the business could actually deliver.

I have turned instinct-led marketing functions into disciplined, data-driven revenue engines, and built go-to-market strategy from a blank page for a SaaS company that went on to scale across 77 countries. My account-based programmes aimed at TSX and NYSE-listed boards have delivered high double-digit revenue growth, and I have managed multimillion-dollar budgets with the discipline of someone who has signed both sides of a contract.

The best marketing decisions I have ever made looked like business decisions. That is not a coincidence.

“Somebody you can count on in the worst crisis. Aquin's calm and helpful attitude under pressure is genuinely rare.”