Marta KravsLaunching an AdTech platform is only the first milestone. Once the platform goes live, teams face a new set of challenges: scaling partners, validating integrations, monitoring performance, and deciding where to optimize next. This is where Client Growth Managers step in. Their role combines account ownership, AdOps understanding, and technical awareness to help the client’s platform keep improving after launch.
We’re continuing our interview series with TeqBlaze experts, and this time we're looking more closely at what happens after platform launch. For this conversation, we spoke with Mariia Nechypurenko, Client Growth Manager at TeqBlaze. Since joining TeqBlaze more than two years ago, Mariia’s role has centered on proactive analysis, client strategy, and platform development.
Marta: Mariia, what makes Client Growth different from traditional post-launch support?
Mariia: Client Growth starts when the platform is already live, but the real work is only beginning. The client has the technology, but now we need to make sure it actually helps their business grow. This is where I come in.
My job is to understand how the client’s platform performs after launch and what can help it grow. I look at performance data, integration health, partner activity, open tasks, and anything that can affect revenue: request drops, bidding issues, underperforming connections, server capacity, or missed optimization opportunities.
If something looks weak, I do not wait for the client to say, “Something is wrong.” I investigate, involve Technical Support, the tech team, or other specialists when needed, and help move the next step forward. Sometimes this means fixing an issue early. Sometimes it means recommending a better setup, testing a new optimization, or helping the client develop partner connections.
How did your path at TeqBlaze lead you into the Client Growth Manager role?
When I joined TeqBlaze over two years ago, I was expected to work on AdOps tasks. But quite quickly, I realized I wanted to go beyond operational support, so I moved toward Client Growth, and honestly, I have never regretted it.
At the same time, the role itself was also evolving inside TeqBlaze. Back then, we did not have a Client Growth Manager position in its current form. We had account management, technical support, and AdOps, but as client needs became more complex, it became clear that one important layer was missing.
Which part of your expertise became most important in client growth work?
For me, the most important thing is the ability to see the platform through the client’s eyes.
Every client is different. One wants to maximize revenue from a specific traffic type or ad format. Another wants to solve infrastructure issues by consolidating fragmented supply, demand, and operational workflows into a more manageable platform. To help each client, I need to understand their business, as generic recommendations rarely drive growth.
The most important thing for me is a product-ownership mindset. As a Growth Manager, I connect the client’s business needs with the product decisions behind them. If a client asks for a feature, logic change, or different setup, I need to understand what problem they are trying to solve and whether it requires product development or can be addressed through existing functionality.
My role is to balance both sides: the client’s goals, monetization logic, and performance expectations with what our technology can effectively support at scale.
What are the main tasks of a Client Growth Manager at the launch stage?
The first months after launch are very active. At this stage, everyone needs to define what should happen first: partner connections, traffic flow, demand activity, or platform settings that must be validated before we can discuss stable performance.
From the client’s side, the main task is to bring their business context into the process. They need to tell us which SSPs, DSPs, publishers, formats, traffic types, and commercial priorities matter most to them. From our side, we turn that information into a launch plan: we check integrations, review partner setup, monitor early performance, and help decide what to test or optimize first.
My role is to keep this process moving and make sure it does not turn into “we launched, now let’s see what happens.” I check whether:
supply and demand connections work correctly,
requests are coming through without issues,
partners are buying as expected,
the setup supports the client’s business goals.
If something looks weak, we investigate and adjust the next steps.
Another important part is setting priorities for platform development. During launch, we need to understand what will have the biggest impact on the client’s monetization. It may be partner integrations, traffic flow, demand activity, or tools such as Traffic Shaping or Adaptive Margin.
So, for me, launch is not a handover. It is the stage at which the platform begins to become part of the client’s real business process.
How do you decide what to recommend to a client next?
In most cases, we start with the client’s priorities. If something important to them declines or fails to grow as expected, we need to understand what is driving the decline. Is it demand activity? Traffic quality? Partner setup? Integration logic? Something in the configuration? You name it.
But growth points do not come only from problems. Sometimes they come from client ideas, partner behavior, or patterns we see across other accounts. I listen to what happens in other client cases my colleagues work on. Not to copy the same approach, but to pick up useful signals. If a certain demand type, setup, or feature works in one context, it may become a strong hypothesis for another client with similar goals or traffic.
How do you and the TeqBlaze team approach difficult situations when expectations, results, or communication become challenging?
I’ve been working here for more than two years, so of course I’ve had my ups and downs. No drama, but yes, difficult moments happen.
We work with real businesses, revenue, and expectations. So when something does not go as planned, the pressure is real. Clients are different: some are open and positive from the start, while others need more context, more time, or a different communication approach.
For me, the most important thing is accountability. If something goes wrong, I do not want to hide behind processes or pretend that nothing happened. I want to understand the situation, be honest with the client, and focus on what we do next.
This is also where TeqBlaze’s team approach matters. In difficult situations, I usually work most closely with Technical Support Managers and Business Analysts. TSMs help investigate platform behavior, bugs, partner issues, bidding problems, or other operational details. Business Analysts step in when the case involves product logic, custom development, or a change that needs to be defined as a clear technical task. My responsibility is to keep the bigger picture together: what happened, how it affects the client’s business, who should be involved, and what the next step will be to move the situation forward.
And yes, humor helps. Not always, not everywhere, and definitely not instead of solving the problem. But sometimes a single human moment can ease tension and remind everyone that we are on the same side.
Was there a memorable case where the client did not initially see clear growth opportunities, but your work helped uncover them?
One case stayed with me because it shows how Growth work helps turn a general goal into a clear action plan.
The client wanted to move their activity almost entirely to in-app video. They already had several DSP endpoints connected, but the performance was average. So we did not start with the obvious answer: “Let’s just add more demand.” First, we needed to understand what was actually limiting performance.
We looked at the setup from several angles:
which DSP endpoints were worth prioritizing,
how traffic was being routed,
whether the supply path settings worked well for this case, and
how different integration types could affect the results.
The goal was to understand where the client already had potential but was not getting the full value from it.
That is why we started with Traffic Shaping. It gave us a controlled way to test whether smarter traffic allocation could improve performance, rather than relying on assumptions. Then we went deeper into the DSP setup and recommended connecting the same DSP through several integration types, including OpenRTB. This helped us compare routes and see which setup worked best for the client’s traffic.
The result was strong: one DSP started performing especially well, and overall performance improved significantly. But what made the case important for me was not only the performance lift. The client saw a new direction for their setup and understood that growth was not about randomly adding more connections. It was about choosing the right changes, testing them properly, and building on what the data showed.
But what made this case really memorable was the client’s reaction. They reached out and said, “Let’s meet in person and celebrate these results.” Honestly, how could I not love that?
I was so happy because the client did not just see better numbers. They saw the value of making decisions based on data rather than assumptions.
From your experience, what mistakes do clients most often make when scaling their own platforms?
One common mistake is failing to use the platform’s full potential. Usually, it is not because the client lacks ambition. They may simply not know how many integration and optimization options are available for their traffic, formats, and partner mix.
Another mistake is being too cautious with testing new features. I understand it completely. Not every test brings immediate results. But careful testing is often what reveals the next growth path. Sometimes one well-chosen test opens a new route, improves partner performance, or shows the client that the platform can support much more than they initially expected.
One more thing: client feedback and concerns are always welcome — even the ones that feel too small to mention or that clients would normally work through on their own. When we know what's on a client's mind, we can respond quickly: adjust the approach, explain the reasoning, or shift priorities. Growth Managers value open dialogue, so sharing is always the right call.
How do you see your own growth within the TeqBlaze team? Do you feel you are where you wanted to be when you first joined?
The first six months were hard for me. There was so much new information, so many processes and challenges that I constantly questioned whether I was doing well enough. But I guess this is normal when you’re entering a dynamic field like adtech.
Now I can say I am exactly where I am supposed to be.
I stay close to the technical side of the product because it's essential to my role. But what truly inspires me is communication with clients. I like knowing that my input matters and can help their business move forward. And that is exactly what makes this role meaningful to me.
Let’s end on a personal note: what inspires you beyond work?
Sometimes my clients follow me even after work — in my thoughts, of course. I can go to sleep thinking, “Did we check this? Did we answer that? Is everything okay there?” I’m joking, but only partly. When you care about the client’s business, you don’t just switch it off at 6 p.m.
But for me, that is a good thing. It means I am emotionally involved in what I do, and I like that. I want my clients to succeed, so I still find myself thinking about how to help them move forward, even after work.
What helps me recharge the most is spending time with my daughter. She is five now, and sometimes I can even share small things from work with her. When she listens and supports me in her own way, it gives me a very special kind of motivation.
Wrapping up
For Mariia, that work is both a daily challenge and a personal source of pride. It also reflects how TeqBlaze approaches client growth: it’s continuous work shared by people who care about the client’s business outcomes.
At TeqBlaze, technology is our business, but people are what make it work for the client. A white-label platform can provide the infrastructure. But it still takes product knowledge, performance analysis, strategic thinking, and personal ownership to turn that infrastructure into growth. Because while technology lays the foundation, people turn it into progress.
