Orbex Group: when product, CRM, and growth had to agree
At Orbex, product work did not stop at the hardware. The roadmap, CRM, reporting, campaigns, trade shows, and budget choices all changed what the team could sell and learn. I worked across that whole knot.
The challenge
The inputs disagreed. Multiple product lines, several campaign channels, a growing CRM, and a 4x growth plan were all asking for attention at once. The job was to decide what mattered, make the handoffs visible, and stop treating every lead like a good lead.
What I owned
- Owned product strategy for industrial hardware and the CRM, reporting, and marketing workflows around it.
- Moved spend from low-quality Google Ads toward ABM and trade shows after the numbers made the mismatch hard to ignore.
- Defined ABM audiences by industry, job title, and geography, then directed vendors to source contacts and run campaigns.
- Served as final approver for campaign copy, landing pages, ads, trade show collateral, product claims, specs, and brand messaging.
- Designed CRM requirements, follow-up rules, dashboards, lead-source workflows, and the process people used after a lead arrived.
What changed
- Built one clearer roadmap across product investments, launch work, and the systems supporting them.
- Moved from roughly 20 low-quality Google Ads leads per month to roughly 20 higher-quality ABM leads in the first month.
- Helped prioritize $1M in product development, marketing, and launch investments aligned to a 4x growth plan.
- Made lead quality and follow-up easier to see through clearer targeting, CRM rules, and campaign review.
Why it mattered
This is the kind of work that disappears in a tidy resume. Product, data, marketing, and operations were not separate lanes. They were one problem. My job was to make it easier to see what needed to happen next.
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