Portfolio Mariia Kyreieva

Problem

The school was still acquiring students the way it had when the category was barely contested: paid ads, run on assumptions that were five years out of date. Social was handled by whoever had time that week — the sales manager, sometimes the CEO — and the output was competent and completely faceless, indistinguishable from every other postgraduate psychology course. Enrolment arrived in four spikes a year, capped at around 40 students per cohort.

My solution

I replaced category-generic messaging with specific claims. "Postgraduate courses for psychologists" became "a 12-month certification for people who don't know how to get back into the profession" — a hook written for a named person with a named problem rather than for a market segment.

I then built the content around proof competitors couldn't copy: the certification itself, free intervision sessions, and a lead trainer who studied under Nossrat Peseschkian, the founder of the method. Visually I moved the brand off flat promo-for-promo posts towards humour and bold design, and shifted the calendar from campaign bursts to always-on content feeding a standing waitlist.

Problem

Twenty years in business had built an inbound engine that used to be enough on its own: clients found the agency through word of mouth or a Google search, and that was that. The market changed underneath it. Everything was organised but dated — Google Ads was effectively the only active channel, social and LinkedIn were dormant, email barely existed, and the website carried so much legacy content that it indexed poorly against far younger competitors.

My solution

Rebuilt the site structure and service pages around search intent, including the worldwide sworn and certified translation offering. Defined buyer personas and designed a funnel running from first-touch content through to enquiry — connecting site, email and Google Ads instead of leaving them as three unrelated channels. Activated LinkedIn, including personal branding for the leadership team.

Introduced a monthly performance review structured as What / So What / Now What, so reporting ends in a recommendation rather than a dashboard.

Problem

The label was caught between two ceilings at once. Its aesthetic read as fetishwear rather than fashion, which kept recognition low outside a narrow subculture — and kept triggering platform moderation, with Instagram accounts repeatedly restricted or blocked. One problem limited the addressable market; the other meant the main sales channel could disappear overnight.

My solution

I was part of the team that moved the brand's positioning from fetishwear towards fashion — keeping the material language that made it distinctive, latex and other statement fabrics, but presenting it as design rather than provocation.

On my side that meant rebuilding the content system around the new positioning: editorial planning, copywriting, art direction with the designer, and photoshoot curation on a repeatable cycle, serving three regions from a single account. I ran the influencer programme end to end — sourcing, negotiation, briefing and performance review across 100+ creators, tracked with UTMs so spend was judged on traffic rather than impressions.

Problem

One brand, five markets, no local teams — and five audiences that visibly wanted different things. A single translated feed would have been cheap and wrong. Five independent brands would have dissolved the brand entirely. The job was to hold one recognisable voice while letting the content itself change market by market.

My solution

I localised the substance, not the captions.

• Ukraine — a patriotic register and constant promotional pressure, matching how the category actually sells through local retail
• USA — bold looks and real diversity in casting: different skin tones, men wearing makeup
• Kazakhstan — the opposite of loud. Nude looks, a more traditional aesthetic, and heavy emphasis on high-coverage foundation, which is what that market buys

Across all five I ran Instagram, TikTok and Threads, built the influencer and UGC pipeline feeding both organic and paid, and managed community on a 100K+ account — the brand's highest-volume customer touchpoint.