Where skincare becomes
a timeless promise
a timeless promise
For Ani · for your eyes
Paudelmar × Yaksok
Engagement record · June 2026
A complete record of the work delivered on Yaksok so far — the strategy foundation, the team rebuilt from the ground up, the financial model, and every artifact, in one place. What was done, what broke, what was fixed.
Month one built the brand foundation. Month two turned to execution — diagnosing a team that couldn't deliver, then sourcing and building one that can.
A complete record of the first two months: the strategy that was set, the team that was built, the plan that was modeled, and every document behind them. The timeline, the work track by track, the problems solved along the way, and a full index follow.
The real chronology, week by week — exact dates, the pivot, and the rounds of revision that each conversation triggered.
A full strategy sprint, on its own. Brand audit, competitive reframe, positioning, core messaging, the psychometric customer profile, the go-to-market plan, and the strategic proposal — the thinking everything else runs on.
Began building the processes to run the strategy through the team already in place — an initial team structure was created and presented, with a responsible owner assigned to each marketing area. Within days it was clear the team couldn't execute it. The reports requested since the start weren't coming; the processes had nothing reliable to run on. Decision: stop patching, rebuild the execution layer.
An urgent request from Ani landed over the holiday. Two near all-nighters to produce a complete brand acquisition strategy and presentation on the deadline.
Wrote job descriptions for every role; began recruiting and interviewing while still running the existing team. Built the repeatable, scalable engine structure and framework — the processes for performance marketing, social, conversion, and content production — plus every role brief and scope and the additional vendors needed. Issued RFPs. Deep-dived Google & Meta Ads and pushed new ads live, and chased the CAC/ROAS report owed since the beginning.
Presented the people found and the priority functions needed to start seeing results. Ani was unsure on spend for both the team and content production. Activated the Scenario B already prepared for exactly this: renegotiated rates with the team, re-briefed the production companies, ran a fresh RFP. In parallel — with no performance hire imminent and no results — ran the full performance deep-dive: analyzed every Google Ads campaign, built the performance summary report and its conclusions, built a new Google Ads tracking dashboard, and wrote a corrective action plan. The decision to bring on Luke (CRM) was made this week — though he wouldn't start until the initiation payment was made, 11 days later. Also prepped Luke's onboarding, negotiated the Paudelmar contract and payment terms, and began the 6-month marketing plan on the newly negotiated rates.
Ran a presentation-level deep-dive on Google Analytics — into the CAC, LTV, and ROAS outlook. Re-presented the proposal at lowered rates, this time with the exact output numbers the production and content cycles would generate. Ani still wasn't sure — so built a full marketing financial plan: forecasting demand, projections, budget, ROI, break-even points, and win-back estimates under the current setup, over the next two years.
Began presenting the scenarios — but a key input had been missing from the earlier demand planning: the store's own sales numbers needed to be built into the projections and counted as part of the marketing results, not just ecommerce. Ani also made clear the store launch had to be included, without question, and that we should think big first and reduce scope if necessary, rather than the other way around. Through the week, after more conversations, understood what going big really meant in terms of execution and involvement. Anabel now folded into the production picture. The scenarios were re-modeled on every new input, until landing on the single plan with everything Ani wants, and what it would cost.
New team sourced and negotiated, and the launch-inclusive plan modeled and costed. Luke (CRM) started June 15 — delayed by the lag in his initiation payment — after the prior week spent getting him ramped up on the brand. He's set to deliver the project by June 30, with a full week of Q&A beginning after review. The open question is scope — this has become a larger engagement than typical fractional-CMO work, and sizing it correctly is the next conversation.
Every plan above was rebuilt after each conversation with Ani. The team proposal, the production approach, and the 6-month model were each revised repeatedly as spend appetite and scope shifted — most of the work between June 1 and June 20 was re-modeling the same plan against new constraints, then presenting it again.
A checklist of every deliverable, grouped by track. ● delivered · ● built & ready · ○ in motion. Each linked item opens the document.
The point of a record is that it includes the hard parts. Each of these is a problem that was diagnosed and acted on, not absorbed.
What this engagement is showing is a business with many moving pieces and a larger structure that still needs to be built underneath it. The role sits at two levels at once — a creative-direction layer, with a CMO layer on top of it.
In practice that spans more than a typical fractional brief. It includes ongoing recruiting — likely continuous, given the hire-fast, let-go-fast nature of an early-stage company. It includes a wide body of brand work that's essential to execution: non-AI, human-written copy across ecommerce and the brand's online presence; vendor selection and management, including cleanup of redundancy and overlap between production companies and freelance roles. And it includes actually leading and managing the team, reporting on results, data analysis, monitoring performance, and always planning ahead to stay in front of it.
On top of that is the creative strategy itself — ongoing and evolving — and the brand vision and story, reiterated with every new campaign. And a large part of Paudelmar's value is me as a representative and a network: opening doors for the brand and building community, so Yaksok is inserted organically on a value-based perception rather than paid impressions.
Put together, the role is a combination of strategy, execution, creative direction, and data-driven marketing — heavy on data analysis and financial modeling — plus community building backed by a strong PR network. This is what Yaksok needs right now: someone who can see the whole picture and understand the business inside and out, and at the same time execute the marketing strategy, manage the team, and represent Yaksok's vision everywhere it shows up.
Given that focus and scope, delivering the results I was brought on to create means proposing the next step — and the projections of what it will produce. Part of that is raising the retainer, so I can execute at full capacity, with the focus this needs to be on Yaksok.
Two months in: the strategy is done, the spend is governable, and — for the first time — there's a team that can actually execute it. From here the work shifts from building the engine to running it.