I've owned the outcomes. Now I help others own theirs.
Marco Angelone, Founder
Client relationships don’t drive revenue on their own. The operating structure behind them does. I work with executive teams to build that structure and turn it into predictable revenue growth, stronger retention and scalable expansion.
At a glance
Twenty years at the leadership table.
$80M+Enterprise revenue and P&L accountability
95%+Sustained gross retention
10xVariable revenue scaled through a pricing and governance framework
Industry agnosticFinancial services, SaaS, fintech, loyalty and travel, among others
B.Comm, Toronto Metropolitan UniversityExecutive programs at Ivey and MIT Sloan. Certified Loyalty Marketing Professional (CLMP).
Previously at
The core insight
Clients stay for value. They grow for trust.
Leading loyalty partnerships taught me that customer behaviour comes down to two forces: the transactional and the emotional. Get the transactional right and clients stay out of convenience. Get the emotional right and they stay and grow with you, because they trust you.
The same rules apply in B2B. That thinking sits behind everything EGA does.
The path to this work
I build the systems that turn client relationships into predictable revenue, across global enterprises and early-stage companies. Financial services, SaaS, fintech, loyalty and travel run on different commercial logic, but the same approach works everywhere: understand how the business makes money, then build the structure that protects and grows it.
01
Product and Loyalty Roots
Loyalty and partnerships
I started in product marketing at Canada Trust and Davis + Henderson, then took on portfolio P&L ownership at Citibank. From there I led enterprise partnerships across loyalty, travel and fintech at AIR MILES, Carlson Wagonlit Travel and Engage People, and grew the AIR MILES portfolio to over $80M.
02
Building and Rebuilding Operating Models
Operating model design
Some functions I built from nothing. As Chief Relationship Officer, Vice President and General Manager, I stood up client success, partnership and commercial teams. Others needed rebuilding. At AIR MILES, I reassessed an established portfolio and restructured it to sharpen focus and drive efficiency. I also led the American Express partnership and rebuilt the operating model between the two organizations around one principle: One Team, One Customer, One View.
03
VP of Client Success, Engage People
95%+ retention
I spent eight years at a fintech and SaaS loyalty start-up, six of them designing, building and leading Client Success. The biggest change was cultural: moving the organization from a client service mindset, focused on responding to requests, to a client success discipline focused on client outcomes. That shift built the relationship trust that held gross retention above 95% and drove incremental revenue through client growth, across Tier 1 financial institutions in Canada, the US and Australia, all while the business scaled rapidly. I also built a pricing and governance framework that scaled variable revenue tenfold.
04
Founding Engineered Growth Advisory
2023 to present
I founded Engineered Growth Advisory to help leadership teams turn client relationships into structured, repeatable growth. My first engagement started as fractional advisory work for a fintech loyalty start-up and became a full-time Chief Relationship Officer role on its founding leadership team. In 2026, I relaunched EGA as my full-time practice.
In 2026, I also completed MIT Sloan’s Implementing Agentic AI program, building a governance playbook for deploying AI agents in client-facing workflows.
“Growth scales when leaders build the organizational system underneath it.”
Marco Angelone, Founder
Selected outcomes
I've been accountable for these results myself.
My first EGA engagement, and the work I led in senior roles before founding EGA.
EGA engagement
SectorFintech loyalty start-up
ScalePre-revenue, three stakeholder groups: rewards programs, schools and members
EngagementFractional, became full-time Chief Relationship Officer
Weak layer foundAll three, built from zero
Took a pre-revenue platform to launch, with Aeroplan as anchor partner.
ObservedThree groups to serve and no consistent way to serve any of them.
Root causeNo client operating model, no onboarding process and no marketing presence.
RebuiltRewards program integration, school business development, and onboarding, segmentation and governance across all three groups.
schools onboarded at launch
schools onboarded at launch
Before 0 schools [0]
At launch ~30 schools [100]
Senior role
SectorFintech and SaaS loyalty platform
Scale$30M portfolio across North America and Australia
EngagementSenior role, designed and led Client Success
Weak layer found01 Footings
Held 95%+ retention across a $30M portfolio while the business scaled.
ObservedRapid growth putting Tier 1 client relationships at risk.
Root causeNo client success function and no governance built around client outcomes.
RebuiltA Client Success function, governance reshaped around client outcomes, and a new pricing framework.
gross retention
gross retention, with variable revenue up tenfold
Variable revenue 1x [10]
After 10x [100]
Senior role
SectorNational coalition loyalty program
Scale40+ coalition partners
EngagementSenior role, General Manager
Weak layer found01 Footings
Grew a flat partner portfolio from $68M to over $80M in under two years.
ObservedPartners in the same vertical competing for attention, with no focus and no priority.
Root causeEvery partner managed the same way, regardless of value to the program.
RebuiltGreen, yellow and red segmentation on revenue, margin, effort and potential. A rebalanced team and governance model, and a voice of the program strategy.
portfolio revenue
portfolio revenue, with higher partner satisfaction
Before $68M [85]
After $80M+ [100]
Senior role
SectorGlobal card issuer partnership
ScaleJoint program across two organizations
EngagementSenior role, partnership lead
Weak layer found02 Foundation
Moved a flat partnership 10%+ past forecast in year one.
ObservedA partnership in good standing, with flat performance and untapped growth.
Root causeTwo organizations working from separate segmentation schemes, with broad marketing instead of targeted offers.
RebuiltOne Team, One Customer, One View: joint segmentation, shared data and targeted offers aligned to both sides.
vs. forecast, year one
points issuance and card spend vs. forecast. Acquisition cost down 12%, acquisitions up 15%.
Forecast [91]
Actual +10% [100]
Who I've worked with
Relationships built over two decades.
Before founding EGA, I led client and partner relationships at loyalty, fintech and travel companies, working with some of the most recognized names in banking, payments, loyalty and travel.
A selection of the organizations behind those numbers. All relationships managed in prior roles, not EGA clients.
- American Express
- Bank of America
- BMO
- Fiserv
- HSBC
- Mastercard
- RBC
- TD
- Aeroplan
- Bilt
- Air Transat
- Budget
- Hilton
- IHG
- Telus
- Disney
- Lionsgate
- Sony Music
- Universal
- Boston Pizza
- CARSTAR
- Goodyear
- LCBO
- Whirlpool
- Johnson Insurance
- RSA
- Medibank
Most organizations don’t lack intent. They lack the organizational alignment that makes client revenue consistent.