Kuperman Advisors
Case Studies
Three engagements. Three different challenges. One consistent approach: build the infrastructure, prove the results, and make the data impossible to ignore.
$2B national media company
Driving 20x ROAS: Building a Demand Generation Engine That Sales Couldn't Ignore
At OUTFRONT Media, a $2B national media company, I led a complete rebuild of the demand generation infrastructure — turning untracked digital marketing spend into a fully attributed, sales-aligned revenue engine.
Blended ROAS
20x
Attributed Web Leads
$50M
Team Outcome
Self-funding framework led to team and budget growth
Problem
Marketing spend was generating leads that nobody was tracking. Online advertising was managed outside the marketing function, keyword strategy was national and undifferentiated, and there was no attribution connecting marketing activity to closed revenue. The real ROI was invisible.
Approach
Built a market-by-market keyword and landing page architecture, layered in conversion tracking, and created a systematic process for comparing incoming leads against closed-won sales data. Then used that data to drive sales accountability — market by market, deal by deal — until attribution was accurate and enforceable.
Result
20x blended ROAS across SEM and display. $50M in demonstrably attributed web leads. A dedicated demand gen team funded by the CFO based on proven results.
The Story
When I arrived, the company was spending hundreds of thousands of dollars on digital marketing and attributing roughly very little revenue to it. Nobody believed the number was accurate — but without proper tracking infrastructure, there was no way to prove otherwise.
The first move wasn't to spend more. It was to prove what already existed.
We rebuilt the keyword strategy from the ground up — tailored to how customers in each market actually searched, not how headquarters assumed they did. We aligned landing pages to each keyword cluster, tightened conversion tracking, and began systematically cross-referencing incoming leads against closed-won sales data. When we found closed deals with no marketing attribution, we tracked them down and claimed them.
The data made the case. Within a defined period we had demonstrably attributed $50M in web leads — enough to bring to the CFO and secure dedicated headcount to scale the operation. The result was a 20x blended ROAS across SEM and display channels, with SEM alone performing significantly higher.
The hardest part wasn't the technology. It was changing behavior. Getting sales teams to consistently attribute leads required moving from encouragement to accountability — using market-level data to show exactly where attribution was missing and making the consequences of inaction clear. That shift, more than any technical improvement, is what made the results sustainable.
The Transferable Lesson
If your marketing spend feels disconnected from your revenue results, the problem is almost never the spend itself. It's the infrastructure around it — the tracking, the attribution, the alignment between what marketing captures and what sales closes.
That infrastructure is buildable at any scale. It doesn't require a large team or a large budget. It requires clear thinking, the right sequence, and someone willing to make the data impossible to ignore.
That's the work I do with fractional clients today.
Venture-backed hardware & software startup
Creating a Category: Transforming the Future of a Media Channel
At Videri, a venture-backed hardware and software startup, I built the go-to-market strategy for a product category that didn't yet exist — a scalable, programmatic digital display network designed to transform how transit authorities monetized their physical space and how advertisers reached commuters.
Estimated MTA Contract Revenue
$3.2B
Screens Deployed
Over 10,000
Partners
MTA · BART · MBTA · Brightline
Problem
Videri had a genuinely innovative product and no commercial playbook. The technology sat between two worlds — infrastructure and advertising — and needed to win both simultaneously. Transit authorities needed to believe in the deployment model. Advertisers needed to believe in the audience. Neither buyer had purchased anything like this before.
Approach
Built two parallel but connected GTM narratives — one for transit operators focused on system-wide scale and equity of revenue distribution, one for advertisers focused on the creative and targeting power of a dynamic digital network that could respond to the real world in real time. Found the common vision that made both stories true at once.
Result
Won landmark contracts with the MTA, BART, the T, and Brightline. Deployed thousands of screens across major transit systems. The commercial success of the technology led directly to a senior role at OUTFRONT Media — the ad sales partner — to continue building the advertiser GTM at scale.
The Story
When I joined Videri, I was hired for one job: translate a hardware and software innovation into a story the advertising community would buy. What I discovered was that there were actually two buyers — and that neither sale could succeed without the other.
Transit authorities weren't buying advertising. They were making a capital infrastructure decision — committing to a deployment model that would put screens across their entire system, not just the high-traffic stops where advertiser revenue traditionally concentrated. The pitch wasn't creative. It was economic and equitable: screens everywhere means revenue everywhere, serving the whole transit estate rather than just its most valuable corners.
Advertisers were buying something closer to a new medium. The pitch centered on what digital could do that static never could — motion, dynamic creative, programmatic buying, and real-time responsiveness. A digital network that could change what it showed based on what was happening in the world. A reason for commuters to look up from their phones.
The two narratives were different in language and audience. But they shared a single end goal: a transit ecosystem where screens were everywhere, inventory was valuable, and both sides of the marketplace were growing together. Keeping that shared vision clear — especially as the organization moved from innovation to execution — was the hardest and most important part of the work.
The results validated the approach. Major transit contracts followed. Thousands of screens were deployed. And when OUTFRONT Media, the ad sales partner on the MTA contract, needed someone to continue building the advertiser story for this technology — they came to me.
The Transferable Lesson
Winning the contract is not the same as winning the market. At Videri, the temptation after landing major transit agreements was to treat the hard work as done. But the real validation — the one that would determine whether the technology was actually worth anything — was whether advertisers would buy the inventory. Infrastructure without demand is just overhead.
The deeper lesson applies to any two-sided or multi-buyer GTM: different buyers are often in completely different mindsets about what they're purchasing. One buyer thinks they're buying a vitamin — something that makes a good thing better. Another is looking for a painkiller — something that solves a problem that's already on fire. If you're pitching a vitamin to someone who needs a painkiller, you will lose that sale every time, no matter how good your product is.
Before you scale your GTM, make sure you know which medicine each buyer thinks they need — and that your story matches their diagnosis, not yours.
Global holding company · Asia-Pacific region
Building Digital Capability Across 16 Markets: An Omnicom Group HoldCo Story
As Vice President of Omnicom Digital across Asia-Pacific, I was brought in to solve a strategic problem: how do you build regional digital capability and grow market share when your competitors are outspending you on acquisitions? The answer wasn't to spend more. It was to connect, benchmark, and build smarter.
Organic Revenue Growth
$125M
Markets Activated
16
Executives Upskilled Annually
100+
Problem
Omnicom had spent years building a solid footprint across APAC — acquiring businesses, establishing client relationships, planting flags in key markets. But the digital advertising ecosystem was evolving faster than the organization's collective capability. Competitors were acquiring digital agencies aggressively. Omnicom needed a different path to the same destination: a region-wide digital capability that could compete and win without overpaying for it.
Approach
Built the connective tissue between 16 independent operating companies — connecting senior digital leaders who had never met, benchmarking every market against revenue and capability targets, creating growth plans with underperforming market CEOs, and developing a regional digital education program in partnership with leading universities across China, India, Singapore, and Indonesia. Used data as the primary lever for influence — making the opportunity in each market so visible and tangible that self-interest drove adoption without mandates.
Result
$125M in organic revenue growth across Fortune 500 clients including P&G, Unilever, McDonald's, and Visa. 100+ executives upskilled annually through the university education program. Targeted acquisitions completed to strengthen the integrated services offering in emerging markets.
The Story
When I arrived, the 16 operating companies across APAC were essentially operating in isolation — competing with each other as much as with outside agencies, sharing nothing, benchmarking against nothing. The digital capability gap between the strongest and weakest markets was stark. And the mandate was clear: close that gap without the acquisition budget our competitors were deploying.
The first move was connection. I brought together the senior digital leaders from across the region — people who, in other contexts, might have seen each other as competitors. In APAC, the real competition was outside the network. Getting these leaders to share practices, compare notes, and build relationships created a multiplier effect that no acquisition could have replicated at the same speed or cost.
The second move was benchmarking — rigorously and relentlessly. If an operating company in Indonesia wasn't generating a minimum threshold of mobile advertising revenue, they needed to know it — and they needed to know exactly which market in the region had already figured it out. Benchmarking wasn't punitive. It was motivating. The moment a CEO could see what was possible in a comparable market, the conversation shifted from "why should we do this" to "how do we get there."
The third move was capability building at scale. Working with major universities across China, India, Singapore, and Indonesia, we built a digital education program that upskilled 100+ executives annually. The program was open to the public — which meant our own digital leaders were teaching audiences that included potential recruits, clients, and partners. Capability building as talent strategy as reputation building, all at once.
The result was $125M in organic revenue growth across the region's most important global client relationships — without overpaying for a single acquisition.
The Transferable Lesson
The most common mistake I see in organizations trying to build capability is that they look outward first — for acquisitions, for new hires, for external solutions — before they've fully activated what they already have. In most cases the knowledge exists somewhere in the organization. The gap is connection, visibility, and accountability.