Results, in numbers

Selected outcomes

LeoVegas, CMO: 50M euro of incremental revenue in under 12 months

Situation: a scaled iGaming business spending heavily on marketing, with a marketing-to-revenue ratio sitting around 40 percent and growth that no longer matched the spend.

What I did: I took ownership of a 120M euro marketing budget, cut the channels that did not pay back, doubled down on the moves that compounded, and rebuilt measurement so every euro had a line to revenue.

Result: 50M euro of incremental revenue in under twelve months, EBITA lifted by 18 percent and the marketing-to-revenue ratio cut from 40 percent to 30 percent. This work was instrumental to the 607M euro-plus acquisition of LeoVegas by MGM.

Italian market, managing director: from 3M to 18M euro in under a year

Situation: an underperforming market with revenue stuck around 3M euro and spend spread thinly across activities that did not travel.

What I did: I focused the budget on the few moves that work in that market, built the local commercial engine and cut everything that did not earn its place.

Result: revenue grew from 3M to 18M euro in under a year, a 500 percent increase, with a model that could be handed over and kept running.

Turnaround, CEO: cash control first, then a defensible model

Situation: a loss-making business burning cash with no clear path back to profitability.

What I did: I took the top seat, got control of cash in the first weeks, reset the cost base, then rebuilt the commercial engine on a footing the company could defend.

Result: the business was stabilised and returned to growth, with the disciplines left in place for the team to hold the gains.

Go-to-market and expansion: spend that connects to revenue

Situation: companies with product and ambition but a go-to-market that leaked, marketing spend with no clear line to pipeline and expansion plans that risked burning cash.

What I did: I rebuilt the go-to-market around the moves that ship, connected spend to pipeline and sequenced expansion so each step paid for the next.

Result: a repeatable engine where growth is a function of disciplined choices, not bigger budgets.

Founder and exit: Optimized Group from zero to a €1.35M sale

I founded Optimized Group in Milan in 2012 because I saw a paradigm shift in Italy. The market needed a serious agency that would work with clients, not just sell them campaigns. We built an honest, accountable agency that helped Italian companies grow their revenue through good online marketing, effective websites, working e-commerce and solid business fundamentals. We consulted over 300 companies in Italy and abroad.

We never shied away from the hard facts. We always faced the situation and delivered the very best for our customers. That discipline conquered the Italian market and led to a strong exit in 2016, selling the company to Digitouch, one of the biggest agencies in Italy.

Market expansion: MGA territories to €100M in 12 months

Running LeoVegas MGA-licensed markets, I grew the territory to €100 million in revenue in under twelve months, a 100 percent increase year on year, across markets including Canada, Finland, Ireland, New Zealand, Japan and India.

Two underserved priority markets, Ireland and New Zealand, grew by up to seven times in a single year. Earlier, at Expedia, I ran a €5 million paid-search budget across Scandinavia and the Netherlands and tripled regional revenue, the same connect-spend-to-revenue discipline applied at a different scale.

What these results have in common

None of these came from a bigger budget or a clever deck. They came from the same disciplines applied in the seat: get control of the numbers, prioritise the few moves that matter, execute hands-on with the team, and measure honestly.

That is what an Action Is Now engagement brings to your business. The figures here are operator results carried with profit-and-loss responsibility, not advisory estimates. The point is not the logos. The point is the method, and that it travels.

A note on numbers

These are operator results: figures carried as a line leader with profit-and-loss responsibility, not advisory estimates. The point is not the logos. The point is that the same disciplines, measurement, prioritisation and a bias to action, are what an Action Is Now engagement brings to your business.