Tanya Agrahari

When marketing has to solve more than one problem at a time.

At HireQED.ai, I work across different kinds of marketing problems, from generating demand and shaping launches to helping users understand products and improving how the team produces content. The work has taught me to think beyond individual channels and start with the problem that needs to be solved.

The starting point

Marketing at HireQED.ai spans both the company’s own work and client engagements. That meant I was often working with different audiences, products, and objectives at the same time. One project might require building demand from scratch. Another might require making a product easier to understand. Another might need clearer positioning before going to market. My role was to move between these problems while keeping the larger marketing function moving across content, social, campaigns, and operations.

Finding the real problem

I learned quickly that the channel was rarely the starting point. Before deciding what to create or where to distribute it, I needed to understand what was actually getting in the way. Was the audience unaware of the product? Did they lack enough information to take the next step? Was the product difficult to understand? Was the value proposition unclear? Or was the process itself slowing the team down? That distinction shaped how I approached the work.

Turning insight into action

For one client engagement, the problem was building a qualified acquisition pipeline from zero. I focused the organic strategy on the information potential customers were actively looking for, using SEO and content to create a path from discovery to enquiry. The objective wasn’t simply to increase traffic, it was to attract people with a genuine reason to start a conversation. That work grew qualified monthly inquiries to 30+ across the UK and US.

The same problem-first approach looked very different when I worked on product enablement. For a customised platform, I created interactive guides and conducted walkthroughs with 20+ users. Watching people use the product gave me information that a conventional content review couldn’t: where they hesitated, what needed explanation, and where the experience itself could be clearer. I took those observations back to the technology team and translated the feedback into recommendations for product improvements.

For product launches, the question shifted again. I worked through positioning and messaging before translating the product’s capabilities into launch content and cross-channel campaigns. The aim was to create a consistent story from what the product could do to why the audience should care.

Making the work easier to scale

The volume of marketing work also created a different kind of problem: production. I led podcast and video projects end to end, covering shoots, creative execution, post-production, and delivery. Rather than treating production as a separate creative task, I looked at where the workflow could become more efficient. I introduced generative AI into parts of the content process to reduce repetitive work and improve production efficiency without simply adding more manual capacity. That experience reinforced something I value in marketing: good execution isn’t just about producing more. It’s about building a better way to produce the right work.

What I took from it

I don’t want to start with a channel. I want to start with the friction. Once you understand what is preventing a customer from discovering, understanding, trusting, or adopting something, the right combination of strategy, messaging, content, product input, and distribution becomes much easier to determine. That is the kind of marketer I want to keep becoming: strategic enough to identify the real problem, and hands-on enough to build the answer.

Rebuilding the organic search foundation for a B2B software business.

Demandlytix had a website, but organic search wasn’t yet working as a reliable source of visibility. My role was to look beyond individual keywords and pages and understand what was limiting the site’s ability to be discovered. That meant working across content, on-page SEO, technical foundations, and search performance rather than treating SEO as a publishing exercise.

The starting point

The website was the most immediate opportunity. Before trying to drive more traffic, I needed to make sure the existing site gave search engines enough clarity about what Demandlytix offered and gave users a clear reason to engage with the pages they found. That shifted the focus from “What should we publish?” to “What needs to be fixed first?”

Finding the gaps

I looked at the website from two connected perspectives: how search engines understood it and how potential users experienced it. On the technical side, I worked through issues affecting crawlability, structure, and overall search readiness. On the content side, I reviewed page relevance, on-page elements, and how clearly the website communicated its offering around the searches that mattered. This helped separate foundational problems from opportunities that could be addressed later through new content.

Fixing the foundation

I reworked website content alongside on-page and technical SEO improvements, with the aim of making the site more coherent as a whole. Rather than optimising pages in isolation, I looked at how the structure, messaging, relevance, and search intent connected. The goal was simple: when someone searched for a relevant problem or solution, the site needed to be both discoverable and useful enough to earn the click.

Measuring what changed

Once the foundational work was in place, search performance became a way to understand whether those changes were actually helping. I tracked changes in organic visibility and click-through behaviour, using the data to identify where the website was gaining traction and where further work was still needed. The result was a 43% improvement in organic CTR, alongside stronger visibility for targeted search queries.

What I took from it

It’s tempting to treat organic search as a list of keywords, rankings, and technical fixes. In practice, those are only parts of the system. The harder question is what happens between being found and being chosen. A technically sound website can still underperform if the content doesn’t match what people are looking for. And strong content has limited value if search engines can’t understand or surface it. This project made me more deliberate about how I approach digital growth. I learned to look at the website, search behaviour, content and performance data together, then use what the data was showing to decide where to focus next.

From building the product to understanding how people would actually use it.

At HealthUnwired, my role sat across product and marketing. I worked closely with the technology team while also thinking about how the platform would be understood by experts and users. That meant moving between very different questions: what should the product communicate, what did users actually need, and what would make someone comfortable enough to use it?

The starting point

HealthUnwired was building a healthcare SaaS platform. My role covered both the product and marketing sides of the business, which meant I was involved in how the platform was communicated, how users interacted with it, and how feedback was brought back into development. The challenge was connecting what the product team was building with what users and stakeholders actually needed to understand and use.

Making the product easier to understand

As new platform capabilities were developed, I worked on turning them into clear product marketing materials and customer-facing communication. I focused on explaining the value and use cases behind key features rather than simply describing functionality. This extended into the website and other digital touchpoints, where I worked on content and messaging around the platform.

Learning from users

I also conducted user testing to understand where people were experiencing friction. Rather than relying only on assumptions about how the platform should work, I gathered feedback directly from users and identified usability gaps in the experience. I then translated those observations into recommendations for feature and product improvements and worked with the development team to align those changes with the product requirements.

Supporting expert adoption

The platform also needed experts to actively participate. I directly onboarded 15+ experts, setting up their profiles and supporting their adoption of the platform and its tools. Working directly with experts gave me a practical view of what was needed beyond the product itself. It also helped connect onboarding and communication back to the wider product experience.

Connecting product and marketing

Because my role covered both sides, I could carry information between product development and marketing. Product capabilities informed the messaging and content. User feedback highlighted areas that needed improvement. And conversations during expert onboarding helped surface questions around the platform and its use. Alongside this product work, I owned SEO, content, social media, and website marketing, helping build awareness and engagement around the platform.

What I took from it

This experience showed me how closely product and marketing can influence each other. Working directly with users and experts gave me a better understanding of the questions and friction that can sit behind adoption. At the same time, working with the development team taught me how to translate those observations into clearer product requirements and customer-facing communication. It made me particularly interested in work where understanding the customer, shaping the product experience, and communicating its value are part of the same problem.