Adela MinceaMarketing Economist.
Paid Media Strategist. AI Systems Builder.
Applying economic discipline to marketing strategy, capital allocation, and performance systems.
€0M+
Marketing budgets managed across global markets
0+
Markets across Europe, the Middle East, Asia, and North America
0+
Years in commercial and performance strategy
I treat marketing as a commercial discipline first, not a promotional function.
Professional experience based in Dubai, London, and Hong Kong, managing multi-market client portfolios across Europe, Asia, and North America.
Exposure to multi-market environments reinforced the importance of positioning discipline, pricing logic, and capital accountability.
“Marketing only works when it aligns with economic structure and measurable business outcomes.”
Professional progression across luxury, agency, and in-house environments
Luxury resort marketing serving high-value international clientele. Positioning discipline and premium audience management.
Luxury and corporate marketing, including European brand launches and global activations. Structured brand and commercial system exposure.
Performance marketing agency environment managing multi-market acquisition strategy across Europe and North America.
Regional performance leadership across Asian markets, adapting acquisition systems to diverse commercial contexts.
In-house performance leadership for global e-commerce operations, overseeing revenue accountability and capital allocation.
In-house performance leadership for global e-commerce operations, overseeing revenue accountability and capital allocation.
Integrating economic discipline, performance strategy, and AI-enabled decision systems to strengthen commercial structure before capital is scaled.
Clear expectations before collaboration.
What I do
- Diagnose before recommending action
- Address structural weaknesses directly
- Maintain a focused client portfolio for depth and accountability
- Deliver structured, implementable analysis
Applied across strategy, performance, and systems.
Performance Strategy
Designing and managing acquisition systems within a defined commercial model. Focused on budget allocation, contribution margin, and measurable revenue impact across e-commerce and B2B environments.
Conversion & Revenue Optimization
Diagnosing structural causes behind performance inefficiencies. Auditing landing pages and funnels to translate behavioural data into prioritized, commercially relevant actions.
AI-Enabled Decision Systems
Designing reporting, diagnostic, and analytical frameworks that accelerate clarity and improve execution discipline. AI is applied to enhance strategic depth, not replace judgment.
Growth amplifies structure. It does not create it.
Performance problems are rarely channel problems. They reflect misalignment between economics, positioning, demand, and execution.
Before increasing investment, the commercial foundation must be validated.
Growth must be financially sustainable. Pricing logic, contribution margin, and acquisition cost tolerance determine whether expansion is responsible.
A weak offer requires continuous tactical compensation. A strong offer improves conversion efficiency and capital productivity.
Marketing amplifies demand. It does not manufacture it. When urgency or market pull is weak, scaling becomes disproportionately expensive.
Strategy, messaging, funnel structure, and measurement must operate as an integrated system. Without structural alignment, growth does not compound.
Standards that guide engagement and decision-making.
Commercial relevance
Performance is evaluated against financial outcomes. Metrics are meaningful only when tied to revenue, margin, or capital efficiency.
Economic discipline
Every marketing decision is an allocation of limited resources. Budget, time, and attention carry trade-offs. Strategy is evaluated through that lens.
Direct communication
Structural weaknesses are addressed clearly and early. Transparency protects capital and accelerates correction.
Focused engagement
A limited client portfolio ensures depth, accountability, and consistent strategic oversight.
Designed for organizations that value commercial discipline.
A strong fit
- Established e-commerce, B2B, service, or multi-location businesses
- Leadership seeking structural diagnosis, not surface-level reporting
- Teams prepared to adjust positioning, funnel structure, or capital allocation
- Decision-makers who value financial metrics over vanity indicators
- Organizations willing to implement strategic recommendations
Not the right fit
- Pre-revenue businesses or experimental budgets below meaningful scale
- Engagements focused solely on tactical bid adjustments
- Organizations seeking validation rather than evaluation
- Low-cost procurement-driven engagements
Clarify the commercial foundation before scaling capital.
If you are evaluating growth, restructuring performance, or questioning acquisition economics, the starting point is a structured conversation.