Eight years of running other people’s budgets, and one of my own.

I am Fahad Abbasi. I have run paid media across Google, Meta, Snapchat and LinkedIn for ecommerce, lead generation and B2B businesses in Australia, the UK, Europe and the US. I also own a supplement brand, which means I have been on the other side of the invoice.

Written in the first person, because there is me and the teams I direct, working under Neura Vista.

I started in 2018 running Google and Meta for property developers in Pakistan. Sky Marketing, DHA Emaar, Gulberg Signature Mall. High volume lead generation where the sales team tells you immediately whether the leads were real, which is a good place to learn that a cheap lead and a good lead are different products.

In 2020 I moved to international ecommerce and built a UK fragrance brand from nothing to a working Shopping account. Then three years running full funnel paid media for DTC and B2B clients across Australia, the UK, Europe and the US, owning budget, targeting and tracking without an agency layer above me.

Then I watched well-run accounts stop growing anyway. Bids were right, structure was clean, creative was shipping. The growth had stopped for reasons that had nothing to do with the platform. The offer was priced for a customer who had moved on. The measurement was crediting the wrong thing. The landing page promised something the ad had not.

That is when I stopped taking channel briefs. A channel brief makes you responsible for a metric you can hit while the business goes sideways.

In late 2024 I started Neura Vista and began running the whole chain rather than a slice of it. Around the same time I started Apex Nutrify, my own supplement brand. Product research, manufacturing, pricing, packaging, the store, the ads, the returns. It is the most useful thing I have ever done for my client work, because it stopped growth being an advertising problem and made it a business one. You cannot spend your way out of a thin margin. You find that out fast when the margin is yours.

So now I take the number instead of the channel, which means owning strategy, acquisition, creative, CRO, analytics and scale as one chain, and directing the people executing each link. It also means saying no more often. One client at a time in a category, and no engagement where I only get the channels and not the decisions.

Scope rather than a figure per role. A multiple attached to a role is the first thing a hiring team checks, so only figures with an export behind them appear on this site — and those live in the case studies.

Open to senior in-house roles.

I take a small number of in-house conversations a year, for businesses that would rather own the growth function than rent it. Head of Growth, Head of Performance, or the equivalent, reporting to the founder or the CEO.

Written before spoken. Decisions land in documents, not workshops, so they survive the meeting. You hear problems from me before you hear them from a dashboard, always with a recommendation attached. And I hold one client at a time in a category, which is the only way ownership means anything.

A reporting view as I actually keep it: the figure on the card, the period stated, nothing cropped out.