Who I am
Operator first.
Agency second.
I started running paid ads on Facebook in 2018 — first for my own vegan clothing startup, then for a handful of ecom clients who’d heard I was getting decent results.
I got good at it. And then I realized that’s not what wins.
Paid ads are one pillar. Retention is another. Creative is the third. And the brands that compound are the ones running all three as a single system — not paying three separate vendors and wondering why nothing connects. So I started showing up differently. Not as the ads guy, but as the growth partner. The one who treats the brand’s P&L like my own.
Kingkong launched in 2019 and was registered as KINGKONG AB in Sweden in 2020 — building through Covid, working with founders who needed someone who’d take the work as seriously as they did.
What shaped how I work
A year inside a CPG brand.
The case that changed how I think about growth was a year-plus partnership with Mode Cold Brew — a Swedish CPG brand selling organic cold brew on subscription, co-founded by the late Tim ‘Avicii’ Bergling. He joined in 2018 to offer a clean alternative to the sugary energy drinks he’d relied on in the studio. The brand still donates 10% of profits to the Tim Bergling Foundation for mental health awareness.
CPG taught me what most ecom operators figure out the hard way: margins are thin, shipping eats what’s left, and there’s almost no room for sloppy CAC. You can’t out-spend your way out of bad unit economics. Every customer has to be acquired at the right price, and then meticulously brought back — repeat purchases, subscription depth, lifetime value compounding month over month.
Acquisition is the entry point. Retention is the actual math.
That experience reset how I look at every brand I work with. The brands that win aren’t the ones spending the most on ads — they’re the ones whose three pillars are actually compounding together.
The POV
A few things I’m sure of.
Profitable scale beats fast scale. Always.
The only number that matters at year-end is what's left after every expense — including ad spend. Revenue is vanity. Profit is the measure.
Retention is the math. Acquisition is just the entry point.
Most agencies optimize the wrong end of the funnel. The spreadsheet that tells the truth is the one with LTV-to-CAC, not the one with ROAS by campaign.
Paid ads alone are never the answer.
If your agency only sells you ads, they only solve one-third of the problem. The other two-thirds are bleeding silently.
Three pillars run as one system compound. Three pillars run as three vendors don't.
Every brand I've worked with that broke through their ceiling did it by integrating, not adding.
Treat the brand's P&L like your own.
This is the only standard worth holding. Everything else is how agencies justify being mediocre.
Location
Based in Bali.
Working globally.
I’m based in Canggu, Bali — building out Nomads Padel Village as an operator alongside the growth work, which keeps me honest about what brands actually need vs. what agencies sell. Timezone-wise I overlap with EU, Asia-Pacific, and the US morning shift, which makes working across markets straightforward.