Growth marketingfor Miami companiesthat need revenue.

Growth marketing is often sold as a channel: run more ads, publish more posts, send more email. That is media buying with a modern name. The work Andrew does starts a level above it - with the question of where revenue is actually created in the business, which parts of that path are under-served, and what marketing can move in the next two quarters without breaking the parts already working.

In practice that means treating acquisition, conversion, lifecycle and sales as one system rather than four teams. A Miami company spending well on paid media with a broken lead handoff does not have a media problem. A South Florida manufacturer with strong close rates and no pipeline does not have a sales problem. The diagnosis comes before the spend, and the reporting is built so the next diagnosis is faster.

At Big Top Manufacturing, Andrew led marketing through 34% year-over-year revenue growth, with $17M+ in incremental revenue and a 42% increase in website traffic, while directing a $1.2M annual marketing budget. That combination matters: the traffic number alone would be a vanity result if the revenue line had not moved with it.

On the multichannel side, a luxury appliance program under his leadership reached 664% year-over-year sales growth and 71% unit growth, supported by $500K+ in vendor funding - growth that came from channel, CRM and partnership work together rather than a single campaign.

As a founder, he built Tally Entertainment in Tallahassee and led it across brand, marketing, sales and growth to 288+ projects booked, an 88% conversion rate and $500K+ in total project value. Operator experience is what keeps growth plans honest about cost, capacity and cash.

Most work opens with a short diagnostic: revenue math, channel performance, funnel drop-off, CRM hygiene, positioning clarity and the reporting you currently trust. The output is a ranked list of what to fix, what to fund and what to stop, with the expected effect on pipeline stated plainly.

From there the engagement is either hands-on leadership of the growth program, or a plan handed to an in-house team with the measurement scaffolding already in place. Both end at the same standard: a marketing function someone else can run without guessing.

Miami is where Andrew is based today, and the market shapes the work. Companies here are often founder-led, fast-moving and multilingual, with a heavy mix of services, hospitality, marine, real estate, health and B2B industrial. Buying cycles range from same-week to nine months inside one client roster, so a single playbook does not survive contact with the market.

He works with companies across Miami-Dade and Broward - Miami, Miami Beach, Coral Gables, Doral, Fort Lauderdale - and remotely with companies elsewhere in Florida and the US. His first company was built in Tallahassee, and that North Florida operating experience still informs how he scopes work for smaller markets.