01The situation

Gilpin needed demand it could measure: a pipeline built on qualified interest, not vanity metrics. The mandate spanned two fronts: a paid engine to generate business inquiries, and a LinkedIn presence to build authority in the market.

02The approach

I ran the performance side with the same discipline I bring to every account: tight targeting, strict control over what the budget was actually chasing, and a bias toward qualified pipeline over raw lead count. On LinkedIn, I owned the strategy end to end, positioning the brand as a credible voice rather than a broadcaster.

• Built and governed the paid engine around business-intent signals
• Owned LinkedIn strategy across content, positioning, and audience growth
• Tied activity back to pipeline value, not surface engagement

03Closing the loop with sales

Generating the lead was only half the job. I worked directly with the sales team to follow every enquiry through: what the prospect actually wanted, what the service or contract was worth, which leads converted and which stalled.

That turns a lead count into a revenue figure. It also means the people signing off the budget can see exactly what the ad spend returned, instead of taking it on faith.

• Quantified the value of the services each lead enquired about
• Tracked lead quality and conversion alongside the sales team
• Reported ROI in revenue terms, not platform metrics

04The result

Over six months, the work built a business pipeline worth ₹5 crore in total spend value: a concrete, defensible number the business could plan around.

The point was never impressions. It was a pipeline the business could bank on.