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Yaroslav Kirichenko Chief Marketing Officer

I help you find where your business can grow next — and turn it into a managed system

Marketing for private clinics, online education and high-ticket service businesses

Yaroslav Kirichenko, Chief Marketing Officer
  • 7 years in digital marketing, 5 of them as a marketing director
  • Since 2021 running marketing for several companies at once
  • 10+ companies where I built end-to-end analytics from scratch
  • 3 days to deliver a free marketing audit

Marketing should answer “how do we keep growing?”, not just “where do we get more leads?”

Most often, the problem is not a lack of advertising.

The problem is that nobody looks at marketing as a whole.

  • You can raise acquisition spend — and hit the limit of your specialists’ capacity.
  • You can bring in more inquiries — and lose money because the offer is weak.
  • You can grow new customers — and miss that the main reserve lies in repeat sales.
  • You can spend the same budget all year — while demand in your niche changes month to month.

That is why I don’t start with an ad channel. First, I find where exactly the business can earn more.

Owners usually come to me in one of three situations

Marketing works, but the whole growth plan still lives in my head

Contractors and staff handle their own tasks, but connecting everything into one picture is left to the owner.

You have to figure out on your own:

  • what to do next month
  • when demand will dip
  • when to increase spending
  • where the business hits its limits
  • what can drive further growth at all

In this situation, I take over the marketing function and build a single plan: demand, product, economics, team, channels and priorities by month.

The result: the owner gets a second person who thinks about business growth, not individual ads.

There is a business line that needs to start growing

A new service. A new product. A new location. A line of business that has stopped growing.

Instead of immediately raising the ad budget, I first work out:

  • who really needs it
  • why they should choose you
  • how much can be earned here
  • where the growth limit is
  • which acquisition model makes economic sense

Then we build an action plan and agree on the numbers we will use to judge the result.

Money goes into marketing, but nobody can explain its contribution to revenue

Contractors show inquiries, reach, ad costs and polished reports.

But what matters to the owner is different:

how much the business invested and how much it earned as a result.

If there is no answer, I rebuild that link.

I check tracking, the customer journey, CRM, costs and revenue.

As a result, you can see what actually brings in money, where it leaks, and which activities are worth continuing.

First we find the growth reserve. Then we decide how to capture it

I see marketing as a system of several interconnected levers.

Demand

How interest in your product changes over the year.

When the strong months begin.

When a slowdown is expected.

When activity should start in advance — and when there is no point in overheating spend.

Product

What exactly the customer is buying.

How they make the decision.

Why they choose one company over another.

Which services or products could become the next growth point.

Economics

How much it costs to acquire a customer.

What is happening with the average order value.

How much revenue repeat customers bring.

What costs the business can afford.

Capacity

Whether you can physically take on extra demand.

Whether marketing will bring in more customers than the business can serve well.

Acquisition

Which channels are really worth scaling.

Which have stopped growing.

Which new customer sources are worth testing.

Retention

How many customers come back.

Where marketing’s work ends after the first purchase.

How to increase the value of the customer base you already have.

This is what a business growth plan is made of. Not a single ad account.

The result is not another report, but a decision-making system

You understand:

Where your growth reserve is

In new customers, average order value, capacity, product, repeat sales or another point in your economics.

What to do in the coming months

Which tasks are priorities now and which can be dropped.

When to increase spending

And when it is wiser to cut costs.

How much marketing brings in

By linking ad spend, CRM and actual revenue.

What to expect from your team and contractors

One shared business goal instead of dozens of scattered metrics.

What your next stage of growth could be

And which changes it really requires.

I take you from “what is actually going on” to a clear growth plan

  1. Diagnostics

    First, I assess the current state.

    • What is happening with revenue.
    • How demand works.
    • Where the money goes.
    • What the CRM shows.
    • How the team and contractors work.
    • What data is missing.
    Outcome

    A map of the current situation and the points where the business loses money or leaves it on the table.

  2. Foundation

    I work out who the business sells to and why customers decide to buy.

    • Segments.
    • Customer jobs.
    • Reasons for choice.
    • Competitors.
    • Product.
    • Offer.
    Outcome

    Clarity on who we sell to, what exactly we promise and why this offer should win.

  3. Control

    I link marketing spend to real revenue.

    • I set up analytics.
    • I model the economics.
    • I build reporting for the owner.
    Outcome

    You see what the business invests, what it gets back and where growth is constrained.

  4. Growth system

    I connect demand, product, pricing, acquisition, retention and capacity.

    I break the work down by priority and by month.

    Outcome

    Not a list of marketing tasks, but a clear plan for what will drive the business forward.

The easiest way to show my results is with numbers

Aesthetic medicine clinic

Revenue more than doubled

Revenue grew more than 2× in 2023–2026.

Over 2 years, total inquiries grew by 151.7% and qualified inquiries by 169.3%.

Growth came from the quality of the flow, not just its volume.

Online education for preschoolers

+96% in monthly revenue

Monthly revenue from first-time payments grew by 96% in 2021–2023.

The website conversion rate rose from 9% to 17%.

A B2B line was launched from scratch and brought in its first revenue within 4 months.

Psychology online project (top 1% on GetCourse / NDA)

+60% and +101% year over year for two products

In 2024–2025, 4 funnels were built with ROMI above 400%.

At peak, ROMI reached 1200%.

The project entered a new market — Kyrgyzstan.

Who I have worked with

ELEVANS

Aesthetic medicine clinic network, Moscow. Chief Marketing Officer.

Russian Business Community

Worked directly with the owner on traffic for the business club’s open events and presentations.

Dr. Bubnovsky Centers

Multichannel traffic work in 3 cities of the network at once. Introduced Open Days and lowered the cost of a new patient.

State Kremlin Palace

Worked together with the marketing team on promoting concerts at the State Kremlin Palace.

“Ya Zdorov” multidisciplinary clinic network

Yaroslavl, Novosibirsk, Kemerovo. Consulting and ongoing marketing support.

EMC multidisciplinary clinic

Developed and launched a medical tourism line for patients from Europe and the UAE, and a pregnancy care programme for international patients.

TRI

Russian manufacturer of adhesive systems, sealants and waterproofing coatings. Worked together on entering the Kazakhstan market.

SkillFactory × ZavtraOnline

Worked with SkillFactory and Russian universities on the ZavtraOnline project to design and grow new master’s programmes.

SPORTUNIVER

Institute of sports professions. Multichannel traffic work across the project.

SM-Clinic multidisciplinary clinic network

Multichannel traffic work.

Podruzhki clinic network

Large international network of laser hair removal and cosmetology clinics. Multichannel traffic work.

I’ll look at your business the same way — for free, in 3 days

Hand over your marketing entirely — or start with one specific task

My main format is a part-time Chief Marketing Officer.

I join a business not as an agency, and not as a consultant who hands over recommendations and leaves.

I take responsibility for the marketing function within an agreed scope: numbers, priorities, team, contractors and progress toward the business goal.

Since 2021, I have been running marketing for several companies at once.

But you don’t have to start with an ongoing engagement.

Marketing leadership

When it fits

Marketing has grown big enough to need someone to run it, but a full-time director is not needed or does not make sense yet.

I join the business, review the current system and take marketing under management.

Timeline
from 3 months

Audience research

When it fits

You sense the business is promoting the wrong thing, to the wrong people or with the wrong arguments.

I run in-depth interviews and identify segments and the real reasons behind customers’ choices.

Based on that, I make recommendations for the product, the offer and marketing.

Timeline
3–5 weeks

Analytics and owner dashboard

When it fits

There is plenty of data, but still no answer to “what actually makes money?”

I review processes.

CRM.

Data sources.

I set up end-to-end analytics and a management dashboard.

I have built end-to-end analytics from scratch in more than 10 companies.

Timeline
1–3 months

New product / vertical launch

When it fits

You need to launch a new product, business line or acquisition model.

I start with the segment, the customer’s job and the offer.

Then we build the funnel and test its economics.

Ongoing ad management is not part of this format.

Timeline
4–6 weeks

Why I don’t start by saying “let’s run ads”

Because advertising amplifies the system you already have.

  • If the business has no clear offer, ads will bring more people to a weak product.
  • If tracking is not set up, it becomes even harder to see where the money is.
  • If there is no spare capacity, extra demand creates a different problem.
  • If the economics don’t add up, scaling will simply multiply the losses.

So first I look for a solid foundation for growth. Only then do I choose how to capture it.

My job is to take marketing off the owner’s mind — not to add one more contractor

You shouldn’t have to piece together the agency report, CRM numbers, team capacity, sales data and product plans yourself.

That is exactly the management work of a Chief Marketing Officer.

I take it on within an agreed scope of responsibility.

  • I work with your current team and contractors.
  • I set priorities.
  • I connect individual tasks to a shared goal.
  • I measure results through business metrics.

And the owner is left with a clear picture: what is happening, what to do next and what will drive the business forward.

Yaroslav Kirichenko

7 years in digital. 5 years at marketing director level

I started as a paid social specialist at an agency.

Then I became head of the traffic department.

After that — head of marketing and marketing director.

This path matters for my work today.

I understand how advertising tools work hands-on, but I look at them as a leader responsible for the overall economics of marketing.

I have worked with private and aesthetic medicine, online education, including for preschoolers, and psychology.

On the agency side — with healthcare, e-commerce, real estate, IT, events and other industries.

Today I am the marketing director of an aesthetic medicine clinic.

Get a free audit of your marketing and growth opportunities

I’ll look at demand in your niche and your current marketing to show where growth reserves may be and what an owner should focus on first.

The audit includes:

  • an annual demand map — how interest in your services changes month by month
  • peak and low seasons — when demand helps you grow and when it starts to squeeze revenue
  • activity recommendations — when it makes sense to push and when to be careful with spending
  • potential growth points — demand, product, capacity, average order value, repeat sales or customer acquisition
  • my recommendations — what I would check and do first in your situation

You won’t just get a search demand chart — you’ll get an independent view of your marketing and several directions worth testing to grow revenue further.

If I see that the problem is not marketing, or that you don’t need my help right now, I’ll tell you so.

I’ll prepare the audit in 3 days. The number of free audits is limited.

Jan
Feb
Mar
Apr
May
Jun
Jul
Aug
Sep
Oct
Nov
Dec
  • Peak demand
  • Low season
An illustrative example of seasonality. Your map will use data for your niche.

Frequently asked questions

Do you work like an agency?

No.

I don’t sell a bundle of ad channels and I don’t charge for running ad accounts as such.

My area is marketing leadership: understanding where the business stands, identifying growth points, linking the work of the team and contractors to revenue, and building a decision-making system.

What does working part-time mean?

I work with several companies at once — I have used this format since 2021.

For each company, we agree on the scope of responsibility and how we work together in advance.

How do you measure results?

Before we start, we agree which business metrics we want to change and how we will measure them.

We focus on money and unit economics.

Reporting is reconciled with actual sales and business data, not just ad accounts.

Do you only work with healthcare?

No.

My main areas are private and aesthetic medicine, online education, psychology and high-ticket service businesses.

I also have experience in online education for preschoolers.

Can we start without an ongoing engagement?

Yes.

You can start with audience research, analytics, a funnel launch or a free marketing audit.

If it becomes clear along the way that the business needs someone to manage marketing on an ongoing basis, we can move to the Chief Marketing Officer format.

How much does it cost?

The cost depends on the task, the size of the business and the scope of responsibility.

Want to see where your business’s next growth will come from?

Let’s start with a free audit of your marketing and growth opportunities.

You’ll see how demand changes in your niche, where growth reserves may be and what is worth checking first.

And if you want to go further, we’ll look at how demand connects to your capacity, economics, product and current marketing.

Yaroslav Kirichenko Chief Marketing Officer

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