BIBEK
BHATTA
CHARJEE

I'm a growth and lifecycle marketing leader with 9+ years across performance and retention marketing. The last several years I've focused specifically on turning CRM into something that actually drives revenue, not just a campaign function.

My foundation is in performance marketing. I've managed paid media budgets of nearly half a million dollars a year across Meta, Google, TikTok and LinkedIn, holding ROAS between 3.8× and 12.19×, and I scaled paid spend 20× at one DTC brand. That background is exactly why I build lifecycle systems that account for what a customer actually cost to acquire, not just what they do after they sign up.

Right now I own end-to-end CRM and lifecycle strategy for a consumer marketplace. I built behavioral, trigger-based customer journeys in Klaviyo, replacing calendar campaigns with lifecycle stages driven by real customer behavior. I recovered $12K/month in abandoned cart revenue at 3.2× ROAS through post-purchase and winback flows, and I built a Gen-AI voice agent into the live booking funnel that lifted bookings 30% in a month. Monthly revenue on that business grew from $50K to over $320K in 8 months.

I've led cross-functional teams of up to 7, reporting CRM and growth performance directly to founders and CEOs. Performance marketing discipline — incrementality, attribution, budget efficiency — is what I bring into how I build CRM and lifecycle: behavioral segmentation, automation and treating retention as a revenue channel rather than a support function.

Before touching any budget I audit the full account: campaign structure, audience overlap, creative fatigue, attribution gaps and funnel drop-off points. I identify exactly what is wasting spend and what has potential. No assumption, only data.

I build separate campaign structures for each funnel stage. TOF for cold audiences (broad + interest), MOF for warm traffic (video views, page engagement), BOF for high-intent retargeting (cart abandoners, past purchasers). Each stage has its own creative brief, bid strategy and success metric.

Every week I introduce 3-5 new creative concepts testing different hooks, formats and copy angles. I track thumb-stop rate, hook rate, CTR and ROAS per creative in a shared tracker. I identify patterns before the algorithm does. This is how CTR improved 22% at Bepro and CPA dropped 22% at Getthatboat.

I scale budget only when ROAS holds for 7+ consecutive days and creative fatigue is managed. Budget increases are 20-30% increments not 100% jumps. This is how $2K/month became $40K+/month (a $480K+ annualised run rate, 20× growth) while maintaining 5.5x-12.19x ROAS instead of watching it collapse on scale.

Post-purchase is where margin lives. I build WhatsApp API, email and SMS flows segmented by purchase behavior, cart value and product category. Timed touchpoints, personalized messaging. At Bepro this recovered $12K/month from abandoned carts alone at 3.2x ROAS.

GA4, GTM, Meta Pixel, Amazon Attribution, Microsoft Clarity and Looker Studio dashboards. I set up proper event tracking across every channel, run weekly attribution checks and make budget decisions based on data not gut feel. At Binfosol, attribution data revealed LinkedIn outperformed Meta on lead quality I shifted 30% of budget and ROAS improved immediately.

At Bepro I built the 5-person performance marketing team from scratch defined the roles, wrote the briefs, ran the interviews and structured onboarding around channel ownership from day one. Each hire was mapped to a specific gap in execution capacity, not just a seat to fill. At Getthatboat I built a 7-member cross-functional team across marketing and operations, onboarding people into clearly defined SOPs and outcome metrics from week one.

Ran structured weekly 1:1s with every direct report not status updates, but coaching conversations focused on how they were analysing data and making decisions. Asked: what did you see in the data this week, what did you do about it and what would you do differently? This cadence is how I identified individual skill gaps early, co-created development plans and kept the team improving independently. At Bepro this coaching approach drove a 15% increase in team-managed ROAS over 12 months.

Set individual ROAS targets per channel for each team member, not a shared team number. Built a shared performance dashboard visible to the full team everyone could see their own numbers and how they compared. Performance-managed underperformers with documented expectations, timelines and check-ins. Not every hire works out; I treated underperformance as a system failure first and a people problem second fixed the brief, the process and the support before escalating.

I actively created stretch opportunities gave team members ownership of a full channel or campaign segment before they felt ready, then coached them through it. Ran structured knowledge-share sessions where team members presented their channel learnings to the group. The goal was always the same: build a team that does not need me in the room to make good decisions. That is what leadership looks like at the Director level.

At Getthatboat I partnered directly with the development team to ensure campaign routing infrastructure, tracking and attribution were built correctly before spend went live not patched after. Worked with engineering on marketplace feature prioritisation to align product releases with acquisition campaigns. At Bepro I collaborated with the tech team on pixel setup, checkout tracking and data layer implementation to eliminate attribution gaps that were distorting ROAS reporting.

Worked closely with operations before scaling spend on any SKU or charter listing confirmed inventory availability, fulfillment capacity and customer support readiness before demand went live. Learned early that driving acquisition into a broken post-purchase experience destroys CAC efficiency. At Getthatboat this alignment between marketing and ops is what made the 30% booking lift stick the experience matched the promise in the ad.

At Binfosol I partnered with the sales team and university partners to align campaign messaging with ICP segmentation rebuilt audience targeting based on sales feedback about lead quality, not just marketing metrics. At Getthatboat I worked directly with founders on positioning and pricing strategy for the B2B charter acquisition segment, ensuring paid media messaging matched the sales conversation charter companies were having with the marketplace team.

Did not just approve assets co-wrote creative briefs with hooks defined by audience data, visual direction set by top-performing formats and success metrics agreed upfront. Gave creative teams context: who the ad is for, what objection it is overcoming and what one action it needs to drive. This collaboration process is what produced the bilingual Arabic/English frameworks at Getthatboat that delivered 18% CTR improvement and 22% CPA reduction.

Comfortable presenting to founders and senior leadership with the full picture including risk, downside scenarios and what I do not know yet. At Bepro I built the business case for the Amazon-to-Meta budget reallocation with 8 weeks of attribution data, modelled both upside and downside scenarios and proposed a phased test rather than a hard cut. Leadership aligned because the proposal showed I had thought through failure, not just success.

At Getthatboat built the full GTM strategy for a new charter marketplace segment from scratch ICP definition, channel selection, creative framework, automation stack and performance reporting and had it live within weeks of joining. At Bepro designed and executed segment-specific GTM plans for each product vertical, aligning paid media with product launch calendars, inventory cycles and customer lifecycle stages across Meta, Google and Amazon simultaneously.