Deepija Telecom
Deepija Telecom: Scaling Digital Revenue & Lead Quality at Deepija Telecom
A Strategic Transformation Journey (2023–2025)
Role: Digital Marketing Manager
Tenure: Feb 2023 – Dec 2025
Team: 6 Members (Cross-functional operations in Hyderabad & Raipur)
Core Focus: Paid Media, SEO, Social Media, AI-Driven Strategy
Overview
From February 2023 to December 2025, I led digital marketing at Deepija Telecom Private Limited with a clear mandate: turn an underperforming online presence into a reliable, measurable growth engine.
Over three years, I managed a 6-member distributed marketing team (3 based in Hyderabad, 3 in Raipur), an annual ₹25 lakh marketing budget, and a multi-channel mix across Google Ads, LinkedIn Ads, Meta Ads, SEO, and social media. The work resulted in a stable ₹80 lakh ROAS per year, over 1,000 paid enquiries, 400+ MQLs, and 50+ SQLs each year, and a significant shift in weekly lead flow from 10–20 valid leads to a consistent 30–40 high-quality leads through more intelligent, data-led and AI-informed strategies.
The Starting Point: Low Visibility, Unpredictable Inbound
When I joined in early 2023, Deepija’s digital marketing was present but not effective.
- The website and campaigns generated only 10–20 valid leads per week, and many of those were either poorly matched, non-decision makers, or outside our target industries.
- Most activity was channel-centric rather than pipeline-centric—Google Ads, occasional LinkedIn campaigns, and some social media posts existed, but they weren’t connected to a clear funnel or revenue narrative.
- The split between Hyderabad and Raipur teams meant execution was fragmented. Each side was doing its best, but processes, messaging, and reporting weren’t aligned, which led to duplicated work and missed opportunities.
The business expectation was blunt: make digital channels a serious contributor to pipeline, not a line item that was “nice to have.” That meant I had to rework not only campaigns, but also how the team operated day-to-day.
My Role: Owning the Funnel, the Team, and the Numbers
As Digital Marketing Manager, I was accountable for three things:
- Orchestrating a cross-location marketing team so it functioned as one unit, not two disconnected groups.
- Turning paid and organic channels into a predictable opportunity engine.
- Making sure every rupee in the ₹25 lakh annual budget could be defended with data and outcomes.
The team structure looked like this:
- Hyderabad (3 members): performance and analytics-heavy—PPC execution, SEO implementation, and reporting.
- Raipur (3 members): content and design-focused—social media creatives, landing page content, and marketing collateral.
I set up a simple but strict operating rhythm:
- Daily stand-ups: Short check-ins to align on priorities, blockers, and campaign status across both locations.
- Weekly reviews: Deeper, data-focused sessions where we looked at channel performance, cost per enquiry, MQL/SQl conversion, and what to change next.
- Monthly management presentations: Boardroom-level reviews where I connected the dots between budget, campaign performance, lead quality, and revenue impact.
This rhythm kept everyone focused on outcomes, not just activities.
Strategy: From Channel Silos to a Full-Funnel System
The core problem wasn’t the lack of tools; it was the lack of a coherent system. My strategy was to build a full-funnel model that combined paid media, SEO, and social into one unified engine that sales could trust.
- Paid Media with a Revenue Lens
The ₹25 lakh annual budget was spread across:
- Google Ads for high-intent search (core telecom and contact center solution terms).
- LinkedIn Ads for B2B decision-makers and targeted ABM-style campaigns.
- Meta Ads for retargeting and nurturing visitors who had shown interest but hadn’t converted.
Instead of chasing clicks, we prioritized:
- Search terms that historically converted to MQLs and SQLs, not just visits.
- Campaign structures that allowed us to separate cold, warm, and hot audiences.
- Continuous testing of ad copy, landing pages, and audience segments guided by performance patterns and AI-informed suggestions (e.g., predictive audience refinement, bid strategy tweaks).
The goal was simple: every major campaign needed a clear line-of-sight to pipeline and revenue, not just impressions.
- SEO and Organic Presence as the Bedrock
In parallel, I treated SEO as the silent engine behind the scenes:
- Cleaned up on-page fundamentals: meta tags, URL structure, internal linking, and basic technical issues.
- Prioritized pages that sales teams frequently used in conversations—product pages, solution breakdowns, industry-specific use cases.
- Created and optimized content aimed at mid- and bottom-funnel searches, so prospects could discover Deepija even without touching ads.
Over time, this reduced our dependency on paid campaigns for some segments and strengthened brand recall when prospects later saw our ads.
- Social Media as a Trust Layer
On social channels, we moved away from sporadic product posts to a structured calendar:
- Product explainers and feature highlights.
- Customer stories and use cases where appropriate.
- Industry-specific insights that made us part of the conversation, not just another vendor.
The point wasn’t “vanity metrics”; it was to warm up audiences so that when they encountered a Google or LinkedIn ad, Deepija already felt somewhat familiar.
Execution: How We Made It Work Day-to-Day
Strategy only matters if it survives daily operations. A lot of the real work was about discipline, iteration, and communication.
Daily Stand-ups: Keeping Two Cities in Sync
Every morning, the Hyderabad and Raipur teams joined a single stand-up. The agenda stayed tight:
- What is going live today?
- What’s under review?
- Any blockers in approvals, creatives, or tracking?
This avoided the classic “Hyderabad launched it, Raipur didn’t know” scenario and reduced misalignment in campaigns and messaging.
Weekly Performance Reviews: Turning Data Into Decisions
Once a week, we stepped back and treated the data seriously:
- Paid campaigns: CTR, CPC, cost per enquiry, and how many of those enquiries moved to MQL and SQL.
- SEO: ranking movement for key terms, organic traffic behavior, and form-fill contributions.
- Social: engagement patterns, referral traffic, and how well posts were supporting campaign narratives.
If a keyword was burning budget but not generating qualified leads, we cut or reshaped it. If a landing page was generating clicks but failing to convert, we reworked the offer, form flow, or clarity of the messaging. Nothing stayed in “set and forget” mode.
Monthly Management Presentations: Talking the Language of Business
Every month, I presented to management with a straightforward storyline:
- Budget spent vs ₹25 lakh annual plan.
- Enquiries generated: over 1,000+ paid enquiries per year.
- Pipeline progression: more than 400 MQLs and 50+ SQLs annually.
- Impact on ROAS, holding the line at approximately ₹80 lakhs per year in returns, which meant a 3.2x ROAS.
These sessions were not vanity slides they were accountability reviews that helped maintain trust in digital marketing as a serious revenue lever.
Results: From Partial Digital Presence to a Reliable Growth Channel
- Quantifiable Performance Outcomes
Across each year of this period, we consistently delivered:
- Annual marketing budget: ₹25 lakhs.
- Annual ROAS: approximately ₹80 lakhs attributed revenue, maintaining a 3.2x Return on Ad Spend.
- Paid funnel per year:
- 1,000+ paid enquiries entering the top of the funnel.
- Over 400 Marketing Qualified Leads (MQLs) after applying qualification criteria.
- More than 50 Sales Qualified Leads (SQLs) handed to the sales team for serious opportunities.
This didn’t happen overnight; it was the product of continuous tuning, clear lead definitions, and close collaboration with sales to understand what actually closed.
- Before vs After: The Lead Pipeline Shift
One of the most visible changes was in weekly lead quality and volume:
| Metric | Before (Early 2023) | After (By Late 2025) |
| Valid weekly leads | 10–20 | 30–40 |
| Lead intent | Mixed, often low-intent | Targeted, high-intent enquiries |
| Funnel structure | Ad-hoc | Defined and measurable |
| Reporting | Basic volume metrics | Volumes plus MQL/SQL breakdown |
The improvement from 10–20 to 30–40 valid leads per week was not “more traffic” alone; it came from better audience targeting, smarter bidding, tighter landing page alignment, and ongoing refinement of what we classified as a “valid” lead.
Leadership Lessons: What Actually Moved the Needle
Looking back at these three years, a few decisions had outsized impact:
- Treating the team as one unit, not two locations
Once we moved to unified daily stand-ups and shared goals, the Hyderabad–Raipur split stopped being a coordination issue. People took ownership across geography, not just department. - Shifting the conversation from “leads” to “qualified pipeline”
Internally, we stopped celebrating raw enquiry counts. The real conversations happened around MQLs, SQLs, and what sales could realistically close. That alignment reduced frustration on both sides. - Holding every channel accountable to revenue
Whether it was Google, LinkedIn, Meta, or SEO, the benchmark was simple: does this help us maintain or improve ₹80 lakhs/year in returns on a ₹25 lakh/year budget? If not, something had to change. - Building processes that survive busy weeks
Daily, weekly, and monthly routines may sound basic, but they prevented drift. Even during product launches or heavy campaign periods, the structure held and allowed us to adapt without losing control.
Conclusion
Between February 2023 and December 2025, my role at Deepija Telecom was more than just “running campaigns.” It was about building a digital marketing function that leadership could trust:
- A 6-member cross-location team working as one.
- A ₹25 lakh yearly investment returning around ₹80 lakhs consistently.
- A pipeline that grew from 10–20 valid weekly leads to 30–40, while also improving the quality and progression from enquiry → MQL → SQL.
The transformation came from combining structured operations, clear metrics, and channel expertise with a simple expectation: digital marketing must show up as a reliable driver of business, not a hopeful experiment.
