Your Pipeline Isn't Slowing Down by Accident. Fix It Now.

Rebuilding a demand-gen engine from scratch, from 20 leads a month to a 116/mo peak

As Senior Director of Marketing at a commercial fitness equipment company (sales, installation, repair, and maintenance), I took over marketing leadership in March 2025 across eight business verticals generating roughly 20 qualified leads a month with no consistent tracking. Over the next year I built a demand-capture program spanning email, 301 redirects, AI-assisted intake, and a web funnel — growing program-attributed qualified leads 480%, from 20 to a 116/mo peak, and sustaining 80–100 qualified leads a month since.

The momentum is still building: August 2026 is on pace to close out at 100+ leads, running ahead of July's pace at the same point in the month.

Healthcare B2B — Trade Show Attribution

A healthcare B2B company was investing heavily in trade shows without a reliable way to prove return. Deals were often discussed verbally, by phone, or in hallway meetings, but prospective opportunities rarely made it into the sales pipeline unless they closed immediately — leaving no attribution path, no nurture process, and no credible way to connect event spend to revenue.

Designed and ran an invite-only client reception at the conference — badge-scanned for entry — specifically to capture and attribute every lead back into the CRM, with sales required to log resulting opportunities to qualify for next year's invite list.

Opened the door to three medical practice group RCM opportunities that later converted into outsourcing contracts. Those contracts were tracked against the event attribution tag and represented an estimated $750K–$4M+ in potential annual recurring revenue tied to multi-year outsourcing agreements.

Fixing Collections Communication — Fewer Accounts, Less Risk

A commercial fitness equipment company had a growing book of past-due customer accounts, with no consistent communication path between an invoice going out and it escalating to credit hold or collections — reminders were inconsistent in tone and timing, which meant good customers sometimes felt dunned while genuinely overdue accounts fell through the cracks.

Designed a due-date-plus-7-touch reminder series triggered off invoice due date — at due date, then 7, 15, 30, 60, 70, 80, and 90 days past due — timed to the points where an account moves to credit hold (60 days) and collections (90 days). Every email, including the escalation-stage ones, is written in a kind, understanding, no-stigma tone: firm about the balance, but clear on the steps to get back on track rather than just a warning.

Severely past-due accounts (91+ days) dropped from 176 accounts company-wide to 104 — a 41% reduction — with the dollar value tied up in that bucket falling 67%, from roughly $957K to $312K.