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HubXpert is within top 100 partners worldwide holding all three HubSpot accreditations

Onboarding · Custom Integration · Data Migration

The short version

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I started in growth marketing, which in practice meant being handed a budget and a target and being made responsible for the distance between them. Over nine years and more than $800,000 in ad spend, I learned that the campaigns were rarely the constraint. What broke was everything underneath: the CRM nobody trusted, the handoff that lost half the leads, the reporting that could not say which channel produced revenue.

That is the problem I ended up building a company around. HubXpert exists because most businesses do not need more traffic. They need the machinery between marketing and revenue to actually work.

Two years later I did something unrelated on purpose. Time Traveler is a physical retail brand: inventory, purchasing, merchandising, walk in customers, cash flow you can feel. There is no attribution model in retail. Someone either walks out with the bag or they do not.

I run both. One serves clients across three continents. The other is a shop where I know the regulars by name. The lessons cross over more than you would expect.

Where I actually add value

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B2B paid media across LinkedIn, Google and Meta, with UTM tracking on every channel so source level lead quality was measured weekly rather than guessed at. Cold email programmes averaging around 70% open rates, plus automated LinkedIn outreach. Owned HubSpot operations and the retention funnel.

B2B paid media, cold email campaigns and automated LinkedIn outreach built to generate qualified meetings rather than raw leads. Set up and ran the client HubSpot instance and weekly reporting.

Owned the customer journey end to end across an automation product: landing page conversion work through heatmap analysis, feature research and approval, acquisition planning, and a full HubSpot follow up journey mapped before implementation.

Led a five person marketing team. Built the brand position through influencer partnerships, ran B2B conversion programmes across LinkedIn outreach, paid search, Meta and email, and owned lead to client conversion.

My first company, and the hardest four years of work I have done. Supervised approximately 948 lakh BDT in sales and executed 150 lakh BDT in Facebook advertising as a certified media buyer. Managed a team of 25, built the operational stack from scratch with roughly 90% of routine tasks automated, and built out a 2,500 sq ft production facility from nothing.

Consulting

Work with me directly

Strategy and advisory for B2B companies that need their growth to become predictable.

Alongside running HubXpert, I work directly with a small number of B2B companies on the problem underneath most growth plateaus. Not the campaigns, but the system the campaigns run on.

Most companies I speak to are not short of activity. They are running ads, publishing content, sending outbound. What they cannot say with confidence is which of it produces revenue, where qualified buyers are lost between marketing and sales, or what the next hire should be spent on. That is the work.

It begins with a structured look at how demand moves through your business: where it comes from, what happens inside the CRM, where it stalls, and what the numbers say once measured properly. What follows depends on what the review turns up. Some want a plan they can run themselves. Others want me involved for longer.

Strategy engagements often turn into build work. When they do, my team at HubXpert usually does it, and I will tell you that up front. When another partner is a better fit, I will tell you that too.

Building AI agents for revenue teams

The question is not whether AI belongs in the marketing stack, but what happens when agents move into the operating layer. At HubXpert we are building agents that work inside the CRM: qualifying and routing, keeping data clean, drafting follow up, surfacing deals that have gone quiet.

Taking a Platinum practice toward Elite

Elite is the tier above Platinum and there are very few of them. Getting there is not a marketing exercise. It is a function of retained clients, delivery quality and depth of technical work, and it shapes most of the operating decisions I make.

Building a company that does not need me

A business dependent on its founder is not a business, it is a job with more risk. I spend an increasing share of my time on the things that make that untrue: hiring, delegating properly, documenting how decisions get made, and resisting the pull to involve myself in every one.

Writing about what I am learning

Mostly on LinkedIn, occasionally at longer length. What actually works in B2B growth, where HubSpot implementations go wrong, and what running a retail business has taught me about running a technology company.

Follow along on LinkedIn →

Say hello

I am always interested in talking to people building something: a partnership worth exploring, an event you are putting together, or an idea you want a second opinion on.

Send me a note

I read everything that comes through here and reply personally, usually within two working days.