Eswatini-based financial services provider Oracle was struggling to manage its expansion from a B2B focus to include B2C products. The shift exposed gaps in marketing strategy, team structure, CRM, data, reporting and the website.
Oracle asked us to help manage the transition internally, to improve efficiency and provide the backbone on which it could grow.
We held discussions across digital marketing strategy, team structure, CRM, data, reporting and website redesign — and produced a lead generation, organisational structure and strategy proposal focused on moving the needle with quick wins while filling the larger operational gaps.
The recurring contract includes the role of fractional CMO — driving business growth, removing silos, improving workflows and dashboards, and embedding a data-driven culture. Three pillars carry the work:
Senior leadership embedded in the business, setting strategy, removing silos, and improving cross-team workflows.
Landing pages and forms wired to CRM, Meta campaigns supported with banners and creative, a complete pipeline from impression to qualified lead.
Dashboards, lead performance trackers and a weekly meeting cadence, building a data-driven culture instead of just a data layer.
Six workstreams ran in parallel across the engagement.
Oracle now operates with a defined strategy, a structured team, and a live lead generation pipeline, the operational backbone needed to grow into the B2C market with confidence.
One- and three-year marketing strategy implemented; team structure aligned to grow the B2C product lines.
Meta campaigns generating leads and sales. P-factor tracking using Zoho CRM.
Website UX partner selected; weekly meetings and lead performance trackers introduced, decisions made on evidence.
15 min call. We'll review your current campaign and tell you if there's a growth opportunity.
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