Overview

These cases reflect my work at Belo as it evolved from a crypto wallet into a broader financial platform for everyday spending and cross-border payments. Belo, as a B2C financial app, offered the clearest link between my product marketing initiatives, customer behavior, and measurable business outcomes, from acquisition and adoption to retention and revenue.

Launch & activation

Belo Mastercard

Building demand for the launch, driving card activation, and improving cashback economics.

≈30,000Physical cards delivered and activatedFirst six months

Audience & positioning

Payments from abroad

Reaching people working internationally and building a recurring income relationship.

≈3.5×Average weekly Payoneer volumeJul–Sep 2023 compared with Jan–Mar 2024

Distribution & lifecycle

Pix in Brazil

Reaching Argentine travelers through creators and finding reasons to stay after the trip.

≈30%Growth in monthly active usersQ1 2024, mostly attributable to Pix payments

MY ROLE

Growing with
the product.

These three cases also trace the development of my own role. I joined as Content Lead before the app launched, in a marketing team of two. As the product and customer base grew, I took on more responsibility for positioning, activation, experimentation, and commercial decisions, becoming Head of Marketing in May 2023.

As Head of Marketing, I owned messaging, channel choices, and marketing spending within our agreed scope. We set quarterly objectives around MAUs, ARPU, churn, and experimentation, and I reviewed performance with the team and management.

My subsequent work at Web3 Growth and Centrifuge adds experience communicating complex crypto products, coordinating with partners and creative teams, and producing research for sales and industry conversations. Two examples are included after the Belo cases.

Recent work

Centrifuge

Tokenization
Outlook 2026

Research, writing, and distribution

Web3 Growth

Spark
Liquidity Layer

Launch campaign for a technical product

CASE 01

Launching the Belo Mastercard and improving the economics of everyday use

My role: Content Lead at launch, working with the CMO and taking on increasing responsibility for activation and lifecycle.

≈30,000Physical cards delivered and activatedFirst six months

50–60%Lower monthly cashback expenditureAfter iterating on the incentive program

A Belo Mastercard held beside a payment terminal

Context

Belo’s app had launched only a few months earlier. Customers could buy, hold, and exchange crypto, but the original proposition also depended on making those balances useful in everyday life. The card was central to delivering that promise and attracting a larger customer base.

In Argentina, the appeal combined an interest in crypto with a practical need to manage money in an inflationary environment with restrictions on access to foreign currency. Stablecoins were particularly relevant to people who wanted to hold dollar-denominated balances and spend locally when needed. The challenge was to make that journey understandable and convenient.

Resources were tight. Marketing consisted of the CMO and me, and the launch preceded the May 2022 seed round. This shaped our decision to build demand through our existing community, referrals, social media, email, and press.

My decisions and execution

Focus distribution where the use case was already understood. With a small team and limited budget, I concentrated social and email communication on Argentina’s crypto community, particularly Twitter. The proposition centered on the everyday utility of holding crypto and spending through a familiar card experience. I carried that message across launch content, press coordination, and an on-site launch event at Buenos Aires’ Planetario.
Build acquisition into the rollout. I worked with Product on a referral-enabled waitlist, where bringing in another user improved someone’s position in the queue. Since physical cards were initially released in limited batches, earlier access was a meaningful incentive. This gave interested users a reason to recommend Belo and connected our launch communications directly to a mechanism for acquisition.
Make cashback distinctive and understandable. I translated the variable cashback program into messaging around rewards of “up to 21%,” working with the CMO and legal review to keep expectations clear. Unexpected rewards encouraged users to share their experiences, extending the launch’s reach. Leadership and Finance shaped the reward economics, while my contribution focused on differentiation, communication, and how users responded.
Optimize for activation beyond sign-ups. Card activation was associated with stronger six-month retention, so I focused on helping users reach that step. I tested App Store messaging and worked with Product on onboarding screens, while segmenting email, push, and in-app journeys by verification, funding, and card status. We paid particular attention to the first 24 hours and first week, testing different benefits and prompts to understand what helped users progress.
Reassess cashback against cohort economics. As acquisition grew, we identified users who deposited pesos immediately before purchases to collect cashback, with little adoption of other features. Their interchange revenue did not cover the reward, while crypto-funded purchases generated additional conversion revenue that could help fund the incentive. We initially tried to develop those relationships through cross-selling, but by late 2022 the subsidy had become substantial. I raised the pattern with the CMO and contributed to the shared decision to restrict cashback to crypto-funded purchases in early 2023, accepting the loss of some active users to reduce spending on relationships that were not becoming economically sustainable.

Outcomes

Approximately 30,000 physical cards delivered and activated in the first six months, substantial adoption relative to the size and maturity of the business at launch. Six-month retention was stronger among customers who activated a card, which made the card more relevant in the broader relationship, even when other features offered better transaction economics.
An estimated 50–60% reduction in monthly cashback expenditure after restricting the incentive to crypto-funded payments, while ARPU also rose as the active base shifted toward customers using more economically valuable parts of the product.

Personal learnings

The launch itself was the start of the learning process. I learned much more once people started using the product because we could see how they actually funded their accounts, spent, and responded to our messages. That gave me a better basis for deciding what to test next, and users’ questions and experiences also fed back into our communication.
I had to rethink what growth meant. This was my first experience in a financial app, and I initially tended to see more users as a better outcome. Working through the cashback economics challenged that assumption because some active customers were costing us money without developing a broader relationship with Belo. I became more willing to accept losing some users when the alternative was continuing to subsidize activity that wasn’t becoming sustainable.

CASE 02

Repositioning Belo around payments from abroad

My role: Head of Marketing, reporting to the CEO and leading the marketing team’s launch work.

≈3.5×Average weekly Payoneer volumeJul–Sep 2023 compared with Jan–Mar 2024

≈3×Average weekly Payoneer transactionsJul–Sep 2023 compared with Jan–Mar 2024

Belo and Payoneer campaign graphic about receiving international payments

Context

Card usage helped reveal a different customer need. Some users received recurring crypto deposits near the beginning of the month and then spent or converted that balance locally. Interviews with Product connected this pattern to income from work abroad.

Many freelancers, contractors, and people working for overseas employers had the same need but were paid through platforms or bank transfers rather than crypto. Our challenge was to reach this audience beyond existing crypto users and make Belo relevant to how they received and used their income. My contribution was the audience understanding, positioning, distribution, and lifecycle communication around this shift, alongside the product, technical, and commercial work that made the integrations possible.

My decisions and execution

Use customer behavior to identify and understand the audience. I worked with Product on interviews and surveys to understand how people were being paid, what they did with their earnings, and where their existing routines were difficult. Alongside the behavioral data, this helped us understand a broader audience of people working internationally who needed a practical way to receive their income and use it in Argentina.
Expand the proposition beyond customers already paid in crypto. I led marketing around Payoneer withdrawals and subsequently ACH accounts, both allowing users to bring international earnings into Belo. Payoneer let customers improve an existing payment routine, while ACH introduced USD account details they could give a client or employer. We connected both capabilities to the full journey of receiving money and using it locally.
Build trust through professional communities. Interviews showed that people often identified more strongly with their profession than with the “freelancer” label, even when working independently for several clients, which made us adapt our language and distribution around communities such as designers and developers. We worked with relevant creators, organized activities in coworking spaces, and developed educational material about independent work and getting paid. Because people were considering changing how they accessed their earnings, I also used clear explanations and joint communication with Payoneer to help build confidence.
Adapt communication without losing the existing audience. I led changes across the website, social content, and automated journeys as the proposition evolved. Public channels needed to accommodate several use cases, while email, push, and in-app communication could be more specific. We segmented customers by behavior so someone receiving international income would see different guidance from someone depositing pesos to buy crypto.
Connect the first receipt to recurring use. We distinguished trying the feature once from establishing a regular income relationship. I adjusted communication around the beginning of the month and introduced the card as a practical way to use incoming balances. Creator briefs and acquisition content explained that complete journey.

Outcomes

Approximately 3.5× average weekly Payoneer volume and 3× average weekly transactions, comparing July–September 2023 with January–March 2024.
Close to 100% growth in monthly active users during the second half of 2023, as international earnings became a more prominent part of the product. We defined an active user as someone who performed a revenue-generating action.
Higher ARPU and recurring use among customers receiving payments from abroad, while the business reached net profitability by October 2023, with international earnings contributing alongside decisions and execution across the company.

Personal learnings

Managing several audiences made me think differently about communication. As payments from abroad became a significant share of Belo’s revenue by the end of 2023, I could no longer approach communication as though everyone had come to us for the same reason. Segmentation became essential because someone receiving their income needed different guidance from someone buying crypto with their savings, even though both were using the same app.
I became more willing to change priorities as the evidence changed. Some features that had seemed central to an everyday wallet weren’t gaining much traction, while international earnings became a meaningful part of the business even though it hadn’t been in our plans a year earlier. That made me less attached to our original assumptions because I could see that putting more attention behind an emerging customer need was more useful than continuing to push features we had expected people to want.

CASE 03

Launching Pix payments for Argentine travelers in Brazil

My role: Head of Marketing, reporting to the CEO and leading the marketing team’s launch work.

≈30%Growth in monthly active usersQ1 2024, mostly attributable to Pix payments

≈10%Of users acquired through Pix received at least one payment from abroadWithin six months of registration

Belo campaign graphic explaining Pix payments in Brazil

Context

Belo could now let customers pay through Pix in Brazil using their app balance, including funds deposited in Argentine pesos. We launched in late January, with Argentina’s summer travel season already underway.

Our existing channels mainly reached crypto users and people receiving international earnings. We needed to reach travelers quickly through sources they already consulted, then adapt the product communication to a temporary travel need.

I owned marketing strategy and execution, while provider selection and pricing were owned by Product and Finance teams.

My decisions and execution

Make travel creators the main distribution channel. Since we were already into the summer travel season, we needed to reach people outside Belo’s existing audience quickly. I prioritized travel blogs and creators whom Argentines already consulted when planning trips or spending time in Brazil. Audience relevance, credibility, and search visibility guided the initial selection, while Belo’s own social channels and PR supported the launch.
Lead with a familiar payment experience. We focused the message on depositing pesos and paying by QR in Brazil at a competitive exchange rate. QR payments were already familiar to Argentine customers, which helped make the proposition straightforward. Crypto operated underneath the transaction, so it did not need to lead the explanation. Creators demonstrated the experience in the context of practical travel advice, making the benefit easier to understand and trust.
Tie referral rewards to product use. I worked with Product and Finance to tailor our existing referral program for creators. Referral payouts depended on referred users’ transaction volume. Some creators received an initial content fee, while others joined through referrals alone. This gave creators an ongoing incentive to recommend the product because their rewards grew as referred customers used it.
Use cohort value to guide creator investment. Personalized links let us follow attributed customers into funding, Pix payments, and other product activity. I followed revenue-based LTV by acquisition cohort, focusing on the first six months, to assess what we could afford to pay and which relationships warranted further investment. Some creators earned enough through referrals to continue publishing without another fixed fee, giving them an ongoing reason to recommend Belo while we remained selective about additional paid collaborations.
Build a journey that continues after the trip. New customers arriving for Pix needed different communication from existing Belo users. During active travel, we reinforced the payment experience. Afterward, we introduced other uses, especially the card, given its association with stronger retention. We moved from elapsed-time messages toward behavioral triggers, using three consecutive days without Pix payments as a signal to introduce relevant features. The aim was to turn a temporary travel need into another useful reason to keep using Belo.

Outcomes

Approximately 30% growth in monthly active users during Q1 2024, mostly attributable to Pix payments.
Rapid growth in daily payment volume after launch, rising through March and continuing through June at a lower level.
Approximately 10% of users acquired through Pix received at least one payment from abroad within six months of registration, evidence of adoption beyond the travel use case.
A new source of customers beyond the existing crypto and international-earnings audience, with attribution that let us inspect their subsequent product behavior and assess revenue by source.

Personal learnings

Pix made me rethink how I looked at retention because we couldn’t expect every traveler to keep making payments in Brazil each month. I had to look beyond whether they were still using Pix and think about whether Belo could solve another financial need after the trip. That was why introducing the card or international receipts at the right moment mattered more than trying to maintain the same payment behavior throughout the year.

RECENT WORKCentrifuge / Web3 Growth

Research and
product communication.

CENTRIFUGE

Tokenization Outlook 2026

Open report

I led the Tokenization Outlook 2026 report to create useful research for the ecosystem, reusable social content, and material supporting sales. I designed the questions, built the participant list, analyzed the responses, and wrote the report, working with a designer on its production.

The published report draws on 150 operators. We also produced a physical edition distributed at the Real World Asset Summit in Cannes in 2026. The research was used across events, partner conversations, sales, positioning, and content.

Tokenization Outlook 2026 chart: regulation and compliance was the most selected bottleneck to scaling tokenized assets — centrifuge.io/tokenization-outlook-2026

WEB3 GROWTH · SPARK

Spark Liquidity Layer

Open launch post

At Web3 Growth, I created social campaigns for DeFi clients, including Spark’s Liquidity Layer launch. I drafted storyboards to explain the technical product visually and worked with a motion designer to turn them into animated assets. As deployments expanded across Base, Aave, and Ethena, I worked on follow-up communications for each milestone. Spark reviewed and approved the final materials as our client.

View the Spark Liquidity Layer launch post and animation on X

Belo Mastercard

Payments from abroad

Pix in Brazil

Growing with the product.

Recent work

TokenizationOutlook 2026

SparkLiquidity Layer

Context

My decisions and execution

Outcomes

Personal learnings

Context

My decisions and execution

Outcomes

Personal learnings

Context

My decisions and execution

Outcomes

Personal learnings

Tokenization Outlook 2026

Spark Liquidity Layer

Growing with
the product.

Tokenization
Outlook 2026

Spark
Liquidity Layer