I grow businessbusinessbeyond registration.marketing.

Design a KOL strategy to grow crypto trading volume 5x.

The real question wasn’t how to grow volume. It was what role KOLs should play at all.

Lapsed users didn’t leave because Ajaib lacked features. They left because switching costs were habitual, not functional.

Split growth into inward (reactivating existing users) and outward (KOL-led migration from competitors), with KOLs paid on volume generated, not registrations.

Define the go-to-market strategy for GoLife: target consumer, channels, launch plan, and core message.

The opportunity wasn’t winning any one service category. It was the 9 million+ user gap between Indonesia’s super-apps and the smaller standalone service apps.

Urban millennials were time-poor by circumstance, not preference. The pain point wasn’t the service category. It was anything that paused their momentum.

Built the brand around “life in motion,” not any single service. Launched under “Hidup Tanpa Jeda,” localized per city. Sequenced the funnel: awareness and registration first via Gojek’s owned channels, then activation and retention.

Launch M-STOCK as part of a coherent corporate story, not just another product announcement competing with the company’s own other offerings.

The real problem wasn’t the launch itself. Every product team ran campaigns from its own point of view, creating redundant spend and a public that couldn’t say clearly what Mirae Asset actually was.

Indonesia’s investment gap wasn’t really an access problem. It was a literacy and confidence gap. The target audience was people who already had access but lacked the confidence to use it.

Built a three-tier message hierarchy (corporate → product → campaign) so launches reinforced one brand story. Sequenced the launch in three phases: internal advocacy first, a small invited cohort next for real feedback, then mass market once both were in place.