Leadership portfolio01 / Executive growth review

Vanesha Jaiswal

B2B Growth, Demand Generation & ABM Leader

Pipeline up. Spend down.

I lead B2B growth, demand generation and ABM, with deep experience in fintech and financial services companies selling into complex, regulated markets.

Explore the work Download resume
Experience15+ yearsmarketing and growth
InvestmentUp to ~$30Mmarketing & media spend managed
MarketsGlobalAmericas · EMEA · APAC · LATAM, down to state, county & city
LeadershipUp to 15managed teams · coordinated up to 20 across departments
Employers

EssenceMediacom · Stein IAS · Instnt · GroundLink · NeuGroup

Selected client work

Dell · VMware · Walgreens · Citizens Bank · U.S. Bank · Kraft Heinz

02 / Results & decisionsSelected work · reported account outcomes

Growing revenue, building demand, and improving the return on investment.

4 of 4 case studies shown.

01

Instnt

Fintech · new category

Built demand for a new fraud-loss insurance category while reducing spend.

The challenge

A new AI fraud-loss insurance product that buyers had no frame for.

My decision & leadership

Defined priority buyers and clarified the category across campaigns and sales materials. Live testing shifted investment from cold reach toward mid-funnel content and remarketing. Built account-based programs with Sales, flagging engaged accounts and what to lead with in the first conversation, and co-hosted thought-leadership events with Swiss Re and Munich Re.

Marketing spend fell while pipeline grew
~45 / monthqualified prospects entering pipeline

~20% progressed to opportunity on $250K–$5M deals. Pipeline measures, not booked revenue.

Supporting evidence & measurement

Buyers needed a clearer explanation of the category and its value.

Email engagement rose 108%, referral engagement 115%, and paid social engagement 52%. The first six months generated roughly 5.9M impressions.

Engaged sessions rose 17% while CPC fell about 50%; the measures do not share a baseline. About 45 downloads per month is a separate case-study measure.

Engagement by channel vs. cost per click
02

EssenceMediacom

Global agency · integrated strategy

Cut through message and segment fragmentation to align global spend around what moved buyers.

The challenge

Global accounts planned separately by region and business line, and each had its own performance issue.

My decision & leadership

Consolidated overlapping segments and messages into clear buyer priorities, then aligned story, media, budgets, and measures across regions.

~25%increase in campaign efficiency

Efficiency = same or better results with less time and spend.

Supporting evidence & measurement

Example: on one account, the data showed performance was dragged down by constant changes and dozens of micro-messages for niche segments that weren't saying much different.

Led strategy across the Americas, EMEA, APAC, and LATAM. Selected work included VMware, Dell, Walgreens, Citizens Bank, and U.S. Bank.

Reflects program-level results, not a claim about any individual client.

03

NeuGroup

Member organization · digital transformation

Connected member journeys so campaigns launched earlier and ran like clockwork.

The challenge

Member data, events, and the website were in separate systems, leaving little time to promote and plan.

My decision & leadership

Mapped member and sponsor journeys and connected the data, events, website, and owners into one picture.

+85%web traffic
+18%conversions
~30% fasterbuilds → earlier promotion, more touchpoints, higher attendance
Supporting evidence & measurement

Faster builds would mean earlier promotion, more touchpoints with members, and more planning time.

Campaign build time fell by about 30%. That let us market events earlier, reach members with more touchpoints, lift attendance, and give teams more planning time—contributing to the traffic and conversion gains.

In projects of this type, teams typically gained up to about 50% in productivity on new initiatives, based on time and resources used. This is a cross-project pattern, not a measured result for this account.

04

GroundLink

Ground transportation · portfolio growth

Consolidated four fragmented brand budgets into high-converting corporate and airport demand.

The challenge

Four transportation brands with fragmented campaigns, sponsorships, and ownership.

My decision & leadership

Shifted spend to the highest-returning audiences and channels, with shared funnel definitions, lifecycle tracking, and regular testing.

Reported growth across the transportation portfolio

Revenue is year over year; inbound leads are a separate reported growth measure. My work supported these portfolio outcomes.

Supporting evidence & measurement

An audit across brands, channels, and sponsorships showed where investment could work harder.

Customer acquisition also grew 3% year over year, and the loyalty program supported stronger customer lifetime value.

03 / Working system exampleLearning put into practice

Building tools that turn customer insight into coordinated marketing.

Strategy needs a practical way to reach execution. I build tools and workflows around a team’s customer knowledge, data, and priorities—Pain to Pipeline is one working example.

Inputs

Customer problems & business context

Analysis

Connect audience, offer & performance

Outputs

Campaign plans, content & next decisions

A product I conceived & built

Pain to Pipeline

Connects customer problems, the offer, and performance inputs to campaign planning and content. The analytical engine keeps those decisions connected as customer response informs the next plan.

View live product