Strategy that moves
the numbers
Eleven years building brands in Bangladesh. I work on the three things that actually shift revenue — who you are for, what you charge, and how people find you — and I leave you with a plan your own team can run.
Tahsin Aziz
Brand & Growth Strategist · Dhaka, Bangladesh
I started in a Dhaka agency writing radio scripts and left nine years later running strategy for its largest accounts. Since 2021 I have worked on my own, with a small bench of specialists I bring in when a job needs them.
Most of my work is not campaigns. It is the decision underneath a campaign — who the product is for, what it should cost, and which channel earns its keep. Companies usually arrive with a media plan and leave with a different business model.
Four ways in
- 3 — 4 weeks
Positioning
Who you are for, who you are not for, and the one sentence that makes the difference obvious. Interviews with your customers, not a workshop with your team.
- 2 — 3 weeks
Pricing and packaging
What to charge and how to shape the offer. This is the fastest lever most companies have and the one they touch last.
- 4 — 6 weeks
Growth plan
Which channels to run, what each one has to return, and the numbers that say whether it worked. Written so your own team can run it after I leave.
- Monthly
Retained advice
A standing half-day a month with the founder or the marketing lead. For companies that have the plan and want a second head on the calls.
Three that are fair to show
- Retail3.4xOnline revenue in 14 months
- Fintech−38%Cost of acquiring a customer
- Education12,000Enrolments from one campaign
- Manufacturing+22%Average order value
- Healthcare6 weeksFrom brief to launch
A Dhaka homeware retailer
2024 — 2025- The problem
- Eleven stores, a website nobody bought from, and discounting every month to hit target.
- What I did
- Cut the range by a third, moved the brand up the market, rebuilt the site around the forty products that actually sold.
- What changed
- 3.4x online revenue in 14 months. Discounting stopped.
A savings app
2023 — 2024- The problem
- Paying more to acquire a user than the user was worth in the first year.
- What I did
- Repositioned from students to first-job earners, rewrote onboarding, moved spend out of two channels entirely.
- What changed
- Acquisition cost down 38%. Paid back inside four months.
A private coaching group
2022- The problem
- Strong results, no name outside two districts, and no way to prove either.
- What I did
- Built the proof — results published quarterly — and a single campaign around it.
- What changed
- 12,000 enrolments in one intake. Waiting list since.
He told us to stop doing the thing we had built the whole company around. He was right, and he showed us the numbers before he said it.
Founder, homeware retailThe plan was eleven pages and my team could run it without him. That is the part nobody else delivered.
Marketing lead, fintech
Start with the call.
Thirty minutes, no charge. Tell me what is not working and I will tell you whether I am the right person for it.