Jason Shin
I've spent more than a decade building paid acquisition strategy and campaigns, scaling user and revenue growth for several category-leading apps: TikTok, Microsoft Copilot, Coinbase, and Mobile Strike. I've tackled problems across every growth stage, from soft launch and GTM planning to managing 8-to-9-figure monthly budgets for late-stage and post-IPO global brands. My expertise spans paid acquisition, ASO/CRO, growth partnerships, and building the underlying creative, measurement, optimization, and experimentation systems that drive sustainable growth.
Brands I've Helped Grow
How I Can Help
Senior growth leadership without immediately adding another full-time executive. I work directly with founders, executives, and growth teams as an embedded operator — diagnosing, building, and scaling the growth engine alongside your team.
Let's Partner — Get Started →A focused 60-minute working session for founders, operators, and investors who want an experienced outside perspective on a specific growth question. Send context beforehand — I'll review it so we spend the session solving the problem, not exchanging background.
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Operator Across Every Growth Stage
Areas of Expertise
Common Issues I've Advised On
We're set on Meta, Google, and Apple Search. Which channels do we tackle next?
Core channels are running well, but you know there's more room to grow. I help evaluate the channel landscape — CTV, DSPs, Snap, TikTok, Reddit, partnerships — based on your vertical, audience, and LTV profile, and build the testing plan to expand without cannibalizing what's already working.
How do we scale paid acquisition when we can't see most of our iOS spend clearly?
iOS 14.5+ broke the visibility most teams were used to. I help build the measurement stack — SKAdNetwork, MMPs, incrementality testing, and modeled attribution — that lets you make confident budget decisions even without deterministic data on every install.
Growth is slowing. We've tried contractors, agencies, and in-house — same results every time.
When the obvious moves stop working, the constraint usually isn't the vendor — it's the strategy, the measurement, or the creative. I dig into what's actually happening: where spend is going, what the data says vs. what it appears to say, and what assumptions have gone unchallenged for too long.
How do we tackle measurement and attribution as we scale across more channels?
More channels means more conflicting data. Platform reporting overcounts. MMPs undercount. Finance sees something different entirely. I help teams build a measurement framework that reconciles these sources, clarifies what's actually driving growth, and gives you a reliable foundation for budget allocation decisions.
We have no problem getting new users — but we're losing them fast after install.
Acquisition is only half the equation. If onboarding is leaky, install-to-paid conversion is flat, or churn is erasing what paid acquisition builds, that's where I focus. I help identify the drop-off points, prioritize fixes, and connect the acquisition and product teams around the same funnel metrics.
We need to improve our operational efficiency, optimization frameworks and creative production and testing system to reduce our paid CAC.
High CAC is usually a systems problem — not just a bidding problem. I help tighten the feedback loops between creative, data, and media buying, build structured testing frameworks that compound over time, and streamline how your team produces, evaluates, and iterates on creative. The result is a lower cost to acquire, not just a busier team.
How do we build an integrated strategy where acquisition, retention, and lifecycle work together?
When acquisition, lifecycle, and product teams optimize in silos, they often undermine each other. I help design the connective tissue — shared metrics, audience segmentation, messaging alignment, and feedback loops — that turn separate functions into a single growth system.
How do I get more from my agency — or should I bring it in-house? How do I build the team?
The agency vs. in-house question depends on your stage, budget, and goals — and the honest answer is usually somewhere in between. I help audit current agency performance, identify where in-house ownership creates the most leverage, and build out the hiring plan, role definitions, and internal structure to make the transition work.
Cases
TikTok × T-Mobile
Traditional paid media isn't the only way to acquire users.
At TikTok, I worked on Android distribution and helped lead the development of a strategic preload partnership with T-Mobile. The initiative required coordination across growth, product, engineering, legal, compliance, brand, analytics, and external partner teams.
Microsoft Copilot
Intensely competitive period in consumer generative AI.
I supported mobile growth for Microsoft Copilot during an intensely competitive period in the development of consumer generative AI. My work spanned Google App Campaigns, Apple Search Ads, and mobile DSPs, with responsibility for scaling acquisition while managing performance across a rapidly changing category.
TikTok
Leveraging the platform's breadth of trending organic content for paid.
When I joined TikTok's U.S. Growth team, acquisition relied almost entirely on viral entertainment content (dance, comedy, sports) because those creatives consistently hit aggressive daily new user targets at ROAS above 100%. That consistency created a hidden problem: little organizational incentive to test new creative, even as TikTok's broader content ecosystem went largely untapped.
I built a structured creative experimentation framework over two quarters. Working with a data analytics partner, I created reporting that surfaced emerging trends across DIY, parenting, recipes, and fashion. Tests ran in isolated ad accounts to prevent established creative from dominating delivery. Initial results showed higher CPIs for diversified content, but extending analysis to D7-D14 retention curves reversed the picture. Higher-retention cohorts delivered ROAS above 100% despite higher CPIs, unlocking meaningful incremental scale.
MobilityWare
Scaling Meta and Google UAC pre and post SKAN rollout.
Led ASO testing and UA for Spider Solitaire and Hearts ($2M+/mo combined in US/CA) across Meta, Google UAC, Apple Search Ads, DSPs, and networks. Drove +3× YoY installs while consistently exceeding ROAS targets. Combined spend scaled from under $500K/mo (Q2–Q3 2020) to over $2M/mo by Q1 2021 as efficiency and targeting improved.
Led cross-functional iOS 14.5 preparation — one of the most disruptive platform shifts in mobile advertising history — including UA strategy and budget reallocation, new vendor testing, iOS campaign restructuring across networks and SANs, and SDK update roadmapping across the full portfolio to maintain measurement continuity post-ATT.
Machine Zone
Building strong foundations at the largest acquisition-driven mobile game developer.
Co-managed Mobile Strike global UA on Meta/Instagram (~$20M/mo) at Machine Zone, one of the largest acquisition-driven mobile game developers at the time. We were consistently a top 3 mobile advertiser on Meta and Instagram throughout 2015/2016, reaching #1 Meta and #2 Instagram in Q2 2016, #6 Meta in Q3 2016, and #2 Meta in Q4 2016 by impression share, while exceeding projected ROAS targets throughout.
Led creative testing efforts, campaign optimizations, and worked alongside growth engineers on proprietary media buying tools and features that enabled us to run all paid media fully in-house. Collaborated with analytics and creative teams to build A/B testing processes and systematic creative iteration, resulting in ~30% YoY improvement in average Meta CTRs.
Coinbase
Fintech growth at the height of the crypto bull run.
Built and managed UA campaigns ($1M+/mo across US, UK, DE) on Google UAC, Snapchat, and Apple Search Ads — driving a +52% four-month-over-four-month increase in paid users at 20% lower CPA. Scaled Snapchat from $0 to $500K/mo in three months, establishing it as the second largest acquisition channel.
Also advised Coinbase's in-house growth team on mobile ecosystem strategy, measurement frameworks, ASO, and creative — building internal capabilities alongside the paid programs.
Warner Bros. / DramaFever
Where the goal wasn't an install. It was a paid subscriber.
At DramaFever (Warner Bros. Digital Labs), I led paid subscriber acquisition for a streaming product competing in the Korean drama and Asian entertainment category. Beyond running paid media, I managed 12 channels and partnerships — and led the transition of Facebook and YouTube acquisition in-house from the agency, which directly drove step-change improvements in both subscriber growth and spend efficiency.
Courtyard
Early-stage growth is fundamentally different.
I joined during a transitional period where Courtyard.io needed a seasoned growth marketing expert to build their mar-tech infrastructure, including Mobile Measurement Partner (MMP), Braze and Segment integrations, and prove that paid acquisition could scale while building a creative system capable of supporting that scale with very limited production resources. I scaled new customer acquisition growth in consecutive months while also doubling paid ARPU, 3-4x greater than organic and influencer channels.
Zynga
First-to-market on a channel with no established playbook for games.
Scaled Zynga's Words with Friends on Instagram to $200K/mo at $2 CPI — recognized as the 8th largest advertiser on Instagram following the platform's advertising launch. Instagram was designed for ecommerce, not games. Making it work for mobile UA required building the campaign structure, targeting strategy, and creative approach from scratch, without a category playbook.
Being first to test a new channel before the market establishes norms creates a significant and durable efficiency advantage. The advertisers that show up early and figure out what works first benefit from lower CPMs and higher engagement before saturation sets in.
About Me & My Work
I've spent the better part of my career as an operator, building, scaling, and at times rebuilding growth programs across gaming, entertainment, social media, fintech, and consumer AI, at companies ranging from seed-stage startups to post-IPO global brands.
Before growth, I worked in finance as a product manager in private wealth, where I spent a lot of time trying to understand what actually drives businesses: the macro trends shaping markets, the capital chasing them, and the underlying unit economics separating companies that scale from ones that stall. That analytical lens followed me when I eventually made the leap into mobile. I was drawn in by the convergence of mobile-first consumer behavior, social media as instant global distribution, and the rapidly intensifying competition for people's attention that consumer apps were winning.
That decision led me to several in-house and agency-side growth roles at top-grossing, category-leading startups and even a few that ultimately failed. Every experience taught me new lessons on the controllable factors that drive whether a startup makes it to IPO. This breadth of experience gave me direct exposure to growth at every stage: soft-launch and GTM planning for seed-stage products, 0-to-1 acquisition for early-stage startups, scaling through the messy middle, to managing 8-figure monthly budgets for late-stage and post-IPO brands.
Along the way I built hands-on expertise across the adjacent functions that help drive revenue growth: ASO, CRO, growth partnerships, lifecycle marketing, and the foundational frameworks for attribution, measurement, creative testing, and analytics. Over time, the problems that held my attention became broader than optimizing and scaling paid channels.
Paid acquisition is scaling but revenue and margins are still stagnant. Why?
We've raised another round. Where should we invest, in acquisition or somewhere else in the funnel?
We have no problem getting installs, but we're pouring water into a leaky bucket. How do we fix what's upstream?
We have gaps in our analytics and no clear view of how our marketing actually performs. Where do we start?
Our creative and messaging strategy needs a full rethink, but I can't pinpoint exactly what's broken.
How do we get acquisition, lifecycle, and content working together instead of operating in silos?
I've watched promising companies stall at the same inflection points, make the same avoidable mistakes, and invest in the wrong channels and parts of funnel at the wrong time. Not because they lacked ambition, but because they lacked the perspective that only comes from experience. It's why I now work with founders and growth teams to build the strategies, systems, and operational foundations that give them a real shot at the next stage.
Insights
Perspectives on growth, startups, and building better teams
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