Your sales floor is built to farm the base, not hunt new customers — and the markets with the most net-new upside are the ones your acquisition engine can't reach efficiently. I'm choosing one platform to go all-in with, as a strategic partner and consultant. The winner gets a founder who delivers net-new customers in exactly those markets — with a proven conversion method, a real pipeline, and a live case study running on your own stack. Here's what that partner gets.
An ICP-aligned flow of qualified small businesses — companies, not clicks — from communities your acquisition can't touch.
Behavioral-economics conversion — the lever that turns free and curious into paid, proven at scale (Section 03).
Founder-dense stages and networks in the millions, where a peer referral converts the way trust converts.
A live launch on your stack, documented as a repeatable proof your sales floor can hand any prospect.
I go deep with one partner — this isn't a broadcast, it's a choice. Everything below is platform-agnostic on purpose: it's what I bring to the table, and it's built around the only metric that moves the needle for a platform your size — net-new units, and the conversion behind them.
She & HER is a community-based dating app for the sapphic community — women who love women — that launched at NYC Pride on June 28 as the only brand carrying the official NYC Pride logo, with national press. But the reason this partnership works isn't the app; it's who's behind it.
Desirée Mayon is a data scientist and product leader with 15+ years in ML across Google, Microsoft/Xbox, Etsy, and Nordstrom — the platform is engineered in-house.
Active partner in NVIDIA Inception, AWS Activate, and Google for Startups Cloud — the startup programs of three of the largest tech companies in the world.
A ~10-person team with an external brand studio — exactly the profile of the small, high-reach operator your tools were built to serve, running the whole stack from the inside.
“It's not about my reach. It's about the spaces I'm already in — full of small businesses that need exactly what you sell, and don't yet know it.”
Every platform reads the funnel data. None of them layer behavioral economics on top — asking about affordability and fit conversationally, in a way that reads culture and feeling, not just numbers. That's what converts free and curious into paid, in markets a cold funnel can't reach. It's the single biggest lever on net-new that nobody in your category is pulling.
At Xbox, Desirée worked on converting Xbox Cloud Gaming (xCloud) users from free trials into paid Game Pass across emerging markets — the same regions Microsoft pushed cloud gaming into (India, Latin America, and beyond) specifically to remove the $300–500 console barrier. The lever wasn't discounting; it was rewriting the onboarding questions with cultural and behavioral context so people converted willingly. The response from leadership was, essentially — "I didn't think of it like that."
The evidence: how you ask moves the number
This isn't a hunch. Decades of behavioral-economics research show that reframing the ask — not the offer — is one of the largest levers on conversion there is.
Each source below is a set of trusted nodes in a high-trust, culturally-aligned community, not a list of impressions. Tap each to expand.
Every number above is the floor — not the reach
A 40,000-person conference isn't 40,000 impressions — it's 40,000 trusted nodes, each carrying their network, in communities that watch and follow them. This is the behavioral economics of reach.
Your cold acquisition engine spends impressions to reach strangers who don't trust you yet — expensive, low-converting, and blind to the markets with the most upside. Route the same intent through a trusted node and reframe the ask with behavioral economics, and the conversion curve bends. That gap — between a cold impression and a trusted, well-framed ask — is the net-new lift.
Reach that arrives pre-trusted — a peer in the room, not a banner — so the same spend starts far higher up the conversion curve.
Behavioral-economics framing on the offer itself — the difference between a curious visitor closing the tab and becoming a paying unit.
Referred customers refer the next one. The lift isn't a spike — it's a flywheel that lowers acquisition cost every cycle.
This isn't a favor and it isn't a media buy. It's a strategic partner + consultant relationship: I bring the net-new engine; you bring the platform and the team to build it on. The exact shape — access, structure, terms — is ours to work out in a room, once we know we're building the same thing. Here's what each side brings to that table.
What I bring
What it takes from you
You power the stack; I deliver net-new conversions in the markets you can't reach — plus the strategy and the case study to repeat them at scale. The exact terms are ours to scope together, in the room. Not an influencer or affiliate arrangement — no sponsored posts, no payment for reach.
Companies struggle to see a thing before it exists — so we start by showing it. A campaign that proves the net-new conversion play at a dated event before anyone commits at scale. AfroTech in November (mainstage, ~3M+ interactions, dense with minority-owned SMBs) is the natural anchor; NYC Pride is already banked with the CRM data every partner needs; World Pride Amsterdam brings global reach in August. Each is a measurable net-new window with its own conversion target — so your leadership sees the units, where they came from, and exactly how they were produced, before the deal goes deep.
A small business signs up for one platform, not three — which means the moment I'd promise this pipeline to competitors, it stops being worth anything to any of them. That's why this is a choice, not a broadcast. Whoever moves with the most conviction — on the strategy and the terms — gets the founder, the method, and the net-new engine. I'd rather go all-in with one partner and make them the case study everyone else wishes they'd signed.