Nenad Lazarevic
Nenad Lazarevic
About
Detail
VP of Marketing
València, Valencian Community, Spain
Two companies. Two different jobs. Same result: marketing that owns revenue.
At Insightful, I was the first marketing hire. Blank page. I built the brand, the content engine, the demand gen system, and the team - and took the company past $15M ARR with marketing as the primary growth driver.
At Wing ($40M ARR), the job was different: step into an existing machine as VP of Marketing, rebrand the company, rebuild the demand engine, and scale the team from 10 to 16 across four time zones. Marketing-sourced revenue now drives 85% of bookings.
Building from zero and scaling what exists are different skills. Most marketing leaders have done one. I've done both.
How I work:
→ Marketing owns a revenue number, not an activity report. Every budget line ties to pipeline. I report to the CEO and board in their language - forecast, CAC payback, marketing-sourced ARR.
→ AI sits in the operating model, not the experiments column. My teams run AI-native across content, SEO/AEO, research, and workflow automation. We built AI search visibility before it had a name.
→ Systems over heroics. OKRs, launch calendars, attribution, cross-functional rhythms - so growth holds when the budget gets cut and the hype fades.
I've also sat in the founder's seat. I know the month the numbers stall and the board deck you're not proud of. It changes how seriously you take the number.
Forbes Business Council member. Based in Spain, working US hours, leading distributed teams for 10+ years.
At Insightful, I was the first marketing hire. Blank page. I built the brand, the content engine, the demand gen system, and the team - and took the company past $15M ARR with marketing as the primary growth driver.
At Wing ($40M ARR), the job was different: step into an existing machine as VP of Marketing, rebrand the company, rebuild the demand engine, and scale the team from 10 to 16 across four time zones. Marketing-sourced revenue now drives 85% of bookings.
Building from zero and scaling what exists are different skills. Most marketing leaders have done one. I've done both.
How I work:
→ Marketing owns a revenue number, not an activity report. Every budget line ties to pipeline. I report to the CEO and board in their language - forecast, CAC payback, marketing-sourced ARR.
→ AI sits in the operating model, not the experiments column. My teams run AI-native across content, SEO/AEO, research, and workflow automation. We built AI search visibility before it had a name.
→ Systems over heroics. OKRs, launch calendars, attribution, cross-functional rhythms - so growth holds when the budget gets cut and the hype fades.
I've also sat in the founder's seat. I know the month the numbers stall and the board deck you're not proud of. It changes how seriously you take the number.
Forbes Business Council member. Based in Spain, working US hours, leading distributed teams for 10+ years.
