Amplio was an early-stage education technology company operating at the intersection of special education, healthcare, and schools. During the pandemic, demand for its telehealth services supporting students with dyslexia accelerated rapidly, exposing both the opportunity and the limitations of the existing platform. The company’s ambition expanded beyond a single learning difference toward serving a broader spectrum of special needs in an already crowded and highly regulated market.

I joined during this inflection point to lead demand generation and growth as part of a newly assembled executive team under a new CMO. The mandate was not incremental improvement. It was to help reimagine the brand, establish a credible go-to-market motion, and generate demand for a platform that had not yet been fully built.

The work required building systems in parallel with strategy. I stood up the growth marketing function from the ground up, establishing the initial MarTech foundation, demand programs, and SDR operation while partnering closely with Product, Creative, Content, Analytics, Customer Success and subject matter experts. Much of the work involved translating complex educational and clinical concepts into language that school administrators, districts, and buyers could trust.

Although my title reflected growth marketing, the scope extended well beyond it. I worked as a close partner to the CMO, collaborating across leadership, directing execution where needed, and serving as the primary bridge between growth, sales development, and the board. I led SDR execution, supported digital and event-driven demand, and was personally hands-on in conferences and industry settings where credibility and presence mattered.

Within six months, inbound demand scaled from near zero to over 150 sales-qualified leads per month, while SDR execution more than tripled qualified meetings held. The growth motion supported approximately $12M in ARR outcomes and positioned the company as a credible, acquisition-ready platform despite the product still being in development.

The company was ultimately acquired, validating the go-to-market narrative and demand foundation built during this period. While the product vision continued to evolve post-acquisition, the work succeeded in creating strategic interest, momentum, and optionality in an environment where none previously existed.

My role concluded intentionally following the acquisition, after the growth mandate had been delivered and the company transitioned into its next phase.

This case study reflects executive-level growth marketing strategy for early-stage SaaS companies preparing for scale and acquisition.