Building a Marketing-to-Sales Growth Engine

Education and career pathways between Vietnam and Germany involve a long decision cycle. Generating an inquiry is only the beginning: people need clear information, useful consultation, and consistent follow-up before they can make a commitment.

The problem

The challenge was to manage the whole journey rather than optimize a single channel in isolation. Acquisition, document screening, office visits, consultation, and follow-up all influenced commercial performance. More leads would not solve a weak handoff or an unanswered objection.

My contribution

My formal title was CEO, with a practical focus on Marketing, Sales, partnerships, and commercial growth. I helped build an organization of around seven people in Marketing, ten in Sales, and three in B2B Sales. I worked on positioning, offers, funnel design, sales materials, partner communication, and the rhythm of execution.

Building the operating system

I connected acquisition with the stages that followed: screening, office visits, consultation, remarketing, nurturing, and reactivation. Sales scripts and materials made customer questions and objections part of the marketing feedback loop.

Over roughly three years, the teams ran 86+ Marketing and Sales tests. Near-monthly internal hackathons focused on a bottleneck: teams proposed solutions, tested them in practice, and shared what worked.

Agile-style coordination helped make priorities and ownership clearer while reducing the need to manage every task personally.

Results in context

The business averaged around 20 contracts per month, with a peak of around 40. Average monthly contract value was approximately VND 4.1B; the peak was around VND 6B.

These are approximate operating figures from my records. Contract value means the value of signed contracts, not collected cash or recognized revenue. The results reflect the work of Marketing, Sales, operations, and partner teams; they should not be attributed to one campaign or one person.

What I carry forward

Growth leadership means building a system that helps a team learn and act. I look at the whole journey, give teams a shared definition of progress, and use sales conversations as evidence. A useful operating rhythm makes experimentation part of the work rather than an occasional project.