SnappCarFix
Driving marketplace growth through campaign ownership and analytics from zero
Senior Business & Marketing Analyst · 2022–2023
Owned monthly promotional campaigns, built the first analytics foundation, and improved sales performance across categories and vendors.
An early-stage marketplace inside Iran's largest ride-hailing app was running campaigns without analytics, dashboards, or vendor-performance visibility.
There was no infrastructure to allocate budget, no view of which categories or vendors performed, and no shared truth across marketing, ops and the holding company.
Take end-to-end ownership of campaign P&L while building the analytics foundation in parallel — outcomes first, instrumentation right behind.
Owned monthly campaign budget and execution across categories, stood up the company's first dashboards and data pipelines, and surfaced vendor-level performance for data-backed supplier conversations.
10–20% above sales target every month, ~10% reduction in marketing cost, and the team's first real-time view of the business.
Move from descriptive to predictive earlier — a forecasting model would have made budget allocation more systematic and less reliant on intuition.
Detailed file
Context
SnappCarFix was an early-stage startup within Snapp Group — Iran's largest ride-hailing platform. The product sold spare parts, tires, oil, and car wash services to Snapp's driver network. Small team, large holding company, startup ambiguity.
Campaign P&L ownership
Took end-to-end ownership of monthly promotional campaigns — budget allocation across categories, coordinating price updates, briefing marketing on SMS/email/push campaigns, managing in-app banners. Operated as de facto campaign GM across a cross-functional team with no formal authority.
Data-driven budget optimization
Used historical campaign data to identify which categories and vendors drove the most efficient returns, then reallocated budget away from underperformers. Contributed to ~10% reduction in marketing costs while improving sales performance.
Analytics foundation from zero
No dashboards existed when I joined. Built the company's first analytics infrastructure — database connections, data pipelines, and dashboards tracking campaign performance, inventory, sales by category, and vendor reliability. Gave the team its first real-time view of the business.
Vendor performance management
Dashboards surfaced a previously invisible problem — certain vendors were underperforming. Making vendor-level data visible enabled data-backed supplier conversations, directly improving campaign delivery quality.
The PM-without-the-title angle
My title was analyst but the work was closer to a growth PM. I owned outcomes, not just analysis. Delivering results across marketing, operations, vendors, and the holding company — with no formal authority over any of them — required the same skills as product management: clear communication, influence through data, and aligning people around a shared goal.