Devin Alexander 
Ten years of marketing work, in four countries, across thirteen industries. Here's how I got here.
My career in marketing started in July of 2016. I was a junior advertiser at Flood Media. Allen, one of their Google Ads specialists, taught me the fundamentals and sent me on my way. That systematic, "if this, then that" logic became the foundation I'd build everything else on top of. Input, output, measure, repeat. I didn't know it yet, but I was teaching myself how to think in leverage. Small inputs, outsized outputs.
Then Georgia. We'd been together since we were teenagers, and we married in 2017. Twenty years old and certain about exactly one thing. Shortly after the wedding, I got on a plane to England — Georgia's home — and stayed. No safety net. No five-year plan. Just the conviction that the next version of my life was somewhere I hadn't been yet.
In September 2018, I became Creative Director at The Customer Factory, a chiropractic marketing company serving over a hundred practices. We'd moved to Atlanta, and I was learning fast. Marketing isn't just "if this, then that." There are far more variables in strategic customer acquisition than any textbook prepares you for.
Skylar was born that July. Suddenly the stakes weren't abstract anymore. Every decision had weight.
By January 2019, they promoted me to VP. I was responsible for marketing The Customer Factory itself, to chiropractors. I built lead magnets that attracted hundreds of doctors a week to our email lists, cultivated referral relationships with clients who sent new business our way, and activated referral sources like chiropractic consultants. We hit the highest new-business numbers the company had ever seen. I also launched "The Essentials," a podcast where I broke down marketing fundamentals. Not to build an audience. To force myself to articulate what I was learning.
Marketing isn't formulas. It's people. The data tells you what happened. The people tell you why.
In August 2019, I had a phone call with Robert Cornish, CEO and Founder of Richter. A media company that produced videos and sales strategies for some of the largest companies in the world. Over 40 of the Fortune 500 on their client roster. I pitched myself for the VP of Marketing role. He accepted.
It was some of the most challenging, exciting work I'd ever done. We launched thought leadership forums, podcasts, enterprise positioning campaigns. I was touching almost every part of the marketing lifecycle. The jump from scrappy startup to enterprise was disorienting at first. Bigger budgets, longer timelines, thicker politics. But the fundamentals were the same: find the leverage, tell the story, move the number.
Scale doesn't simplify decisions. It amplifies them.
Robert then launched ContentOne, a subsidiary targeting B2B SMBs. I was tapped as VP of Marketing & Operations. Running our own promotion, managing the production team for client projects. This is where automation became a core part of my workflow. Dropbox, DocuSign, Monday.com, everything scattered everywhere. So we streamlined. Automated. Built our own production monitoring systems, added Zapier, and increased efficiency dramatically.
Haven arrived in March 2022. Two daughters under four. And I decided that was the perfect time to take a leap.
Jeremy, the CEO of B2B Business Experts, reached out. He had one employee, a salesperson, and was handling delivery himself. He specialized in B2B marketing and appointment setting for insurance agents. At first I hesitated. Startup life. "What if it crashes and burns?" I'd just had a baby. That was a lot to think about. But I went with my gut and took the job as his head of marketing.
This role taught me more about data analysis, process documentation, and process optimization than anything else I'd done. It was all about streamlining systems to the absolute limit so we could be wildly profitable while still delivering services worth paying for. We went from $30,000 a month in revenue when I started to $300,000 a month by the time I departed.
Comfort makes me restless. Pressure makes me precise.
2023 was depth over breadth. The insurance marketing pivot continued. A training platform built from scratch. The team grew to six. I was deep in data, in optimization, in the mechanics of turning attention into action. But the real growth that year wasn't the metrics. It was the discipline. I stopped chasing novelty and started mastering repetition.
The growth that year wasn't in the metrics. It was in the discipline.
In May 2024, I started freelance consulting and we relocated to South Africa. The plan was to build a portfolio across niches and revenue levels — chiropractic, insurance, B2B, e-commerce — and figure out what actually worked across them. The takeaway: not much. Every business has its own gravity. The funnel-and-ads playbook works in a handful of cases and breaks in the rest. So I stopped pitching a system and started approaching every engagement like a bespoke suit — measured, fitted, then refined.
In November 2025, I was offered the role of CMO at Bitmern Mining, owned by Giannis Andreou. Within a month, Giannis promoted me to COO of Andreou Enterprises. I served as his second-in-command, running marketing across the brand portfolio. That role taught me something vital: work hard, be customer-focused, ask them what they want instead of assuming, and never pretend to know it all. Now I'm Fractional CMO (contract) at Jensen Business Advisory, leading growth for David Lee Jensen, a Fortune Top 50 speaker and bestselling author, and his 728 Network, an exclusive mastermind helping entrepreneurs scale past $1M.
Five years ago I also picked up software development. Mostly front-end. TypeScript, Ruby, Tailwind, Bun, Node. All in service of being able to build bespoke systems to match whatever the strategy demands, or lead a team who can because I understand the systems too.
I'm preparing to return to Clearwater soon. Still actively working in marketing, still building on the side, still being a dad and a husband. That last part is the whole point.
When a client asks me to fix their funnel, I run the funnel — but I also walk the process behind it. Nine times out of ten the constraint isn't the landing page. It's a handoff someone accepted as a constant five years ago. Find that, and the funnel fixes itself.
Marketing, operations, design, and code aren't four jobs to me. They're four angles on the same work. I started learning them out of necessity at a junior salary, and I kept learning them because the seams between them are where most teams lose money.
The $30K→$300K/month run at B2B Business Experts wasn't won by a campaign. It was won by killing the parts of the process that needed me and replacing them with parts that didn't. A team that doesn't need me at 2am is worth more than any sprint I could pull.
Hourly engagements get you a deck. Retainers priced for actual lift get you a partner who's allowed to be wrong, fix it, and keep going. I only take the second kind, and I turn away the first regardless of the rate.
Positioning, GTM, landing pages, content engines, cold outreach, paid acquisition. Whichever discipline the lever requires — usually two or three at once.
Process design, hiring, SOPs, workflow automation across Zapier and Monday, KPI reporting. The work that makes the marketing repeatable without me in the room.
Web rebuilds, design systems, brand identity, editorial templates. I build the systems I design — TypeScript, Astro, Svelte, Tailwind — so the gap between intent and ship is small.
Analytics setup, event tracking, attribution models, CMS architecture, API integrations, custom admin dashboards. Marketing without data is faith-based.
If any of this resonates, let's talk.