Thesis: Almost any campaign can become a rewarded campaign - when the consumer action, advertiser value, and economics align. Built and scaled AdCommunal through its acquisition by Perform[cb] (Feb 2024). By 2025, our rewarded business had grown to 11.4× its 2019 revenue. ~42% gross margin at eight-figure revenue scale, 2025.
Mission: Make Fetch indispensable to agencies. The goal isn't to be another channel agencies buy - it's to be the partner agencies bring into the room when they need to solve a business problem. When Fetch helps agencies strengthen client relationships, differentiate their recommendations, and deliver measurable outcomes, it becomes a competitive advantage for the agency. Rewarded expertise is what I bring. Agency indispensability is what I'd build. Sustainable, measurable growth is the result.
Track record: Managing Partner, AdCommunal (2017–2024) - Built and scaled a rewarded advertising business through our acquisition by Perform[cb], one of the largest PE-backed performance marketing companies in the space. VP, Reward Partnerships, Perform[cb] (2024–2026) - The internal rewarded-advertising expert, on every rewarded sales call. Ran weekly sessions training sellers: reviewing new leads, shaping campaign strategy, critiquing live campaigns. Led the Friday-morning "state of the union" for two years post-acquisition - weekly meetings with the CEO, CFO, CSO, and private equity sponsors, presenting the business from a rewarded lens. I led selling initiatives into agencies including Impact, Publicis, Acceleration Partners, Dentsu, and others. Built two systems at Perform[cb] - a revenue realization framework (revenue generation tied to client KPIs) and a partner capacity matrix (supply-side capacity management). Adopted across the company. Both systems remained in active use when I departed in July 2026. Detailed in How I'd Execute, below.
The problem: Great opportunities get lost between the pitch and the decision. “We're often selling a business outcome through a communication chain designed to process media requests.” Each handoff preserves the mechanics but loses the business case. I work alongside agencies to keep that case intact - so the advertiser sees the opportunity, not just the cost of delivering it.
Three stakeholders. One aligned outcome: For agencies - retain and grow client relationships, bring differentiated solutions to market, and strengthen their position as strategic advisers. For advertisers - valuable consumer actions, measurable business outcomes, and campaigns designed around their actual objectives. For Fetch - deeper agency partnerships, profitable incremental revenue, and repeatable commercial growth. Fetch becomes indispensable when its success is connected to the agency's success - not merely the advertiser's campaign performance.
How I'd grow Fetch: Expand → Monetize → Penetrate → Acquire - building on the agency partnerships Fetch already has across holding companies and independent agencies. Expand: increase share of wallet with current book of business - find their next objective, the next valuable consumer action, and win the budget for it. Monetize: turn underused capabilities into revenue - match additional placements to advertiser objectives they can actually serve. Penetrate: work the agencies that already know us, leading with a structured idea for each brand's objective - not a rate card. Acquire: win new agency relationships and grow advertiser revenue. Build relationships with the right agencies, identify advertisers we can create value for, and win the first campaign with a compelling business case. Prove the results, earn the next budget, and expand across the agency's portfolio.
How I'd execute: Revenue Realization Framework - every priority account has a revenue target, a plan to grow, and someone responsible for delivering it. Partner Capacity Matrix - an offer-by-partner view of what we can deliver: which partners can run an offer, where the delivery constraints sit, and what economics each side needs. Adapted to Fetch, it would map Fetch's actual product capabilities, campaign eligibility, delivery constraints, and unit economics. One system plans the demand. The other verifies the delivery. Together they connect advertiser opportunities to actual capacity - and turn more qualified opportunities into deliverable revenue. What gets priority: advertiser fit · revenue and margin upside · delivery capability · execution complexity · growth potential.
Building the team: Clear ownership, consultative selling, cross-functional alignment, and coaching and operating cadence. Grounded in my Perform[cb] experience: weekly sales training and campaign strategy sessions, participation in rewarded advertising sales calls, Friday executive reviews with the CEO, CFO, CSO, and private equity sponsors, and the two systems above as accountability infrastructure.
First 90 days: Days 1–30 Audit - understand the existing agency team, stakeholder relationships, and cross-functional operating model alongside the revenue audit; deliverable: a revenue opportunity map identifying existing-account expansion, monetization gaps, and agency portfolio opportunities. Days 31–60 Activate - establish clear account ownership and a coaching cadence behind the priority growth plans; deliverable: account-level revenue targets, prioritized expansion opportunities, agency growth plans, and initial commercial pilots. Days 61–90 Systematize - institutionalize the agency relationship playbook and team accountability structure; deliverable: an implemented Revenue Realization Framework, a commercial capacity and opportunity matrix, and a repeatable agency acquisition and expansion playbook. Targets are set after reviewing Fetch's actual business - not invented in advance.
Contact: Shayne Rajadurai · 647-393-1423 · [email protected] · LinkedIn linkedin.com/in/shayne-rajadurai-41367675
A proposed approach from an external candidate - not an internal Fetch plan. Personal site; not affiliated with or endorsed by Fetch.
- when the consumer action, advertiser value, and economics align.
I've spent a decade building and selling rewarded advertising - custom engagement flows, multiple payable actions, right-priced rates. I don't just ask which advertisers fit the placements we have. I ask what the advertiser is trying to achieve, find the consumer action that creates value, and build the rewarded experience around it.
That's the approach I built at AdCommunal and continued applying following our acquisition by Perform[cb]. By 2025, our rewarded business had grown to 11.4× its 2019 revenue.
At Fetch, I'd bring that same thinking: find the advertiser value in consumer actions and turn it into revenue.
Built and scaled AdCommunal through its acquisition by Perform[cb]. Built the revenue operating systems inside the acquirer.
Almost any campaign can become a rewarded campaign when it's structured around the consumer action the advertiser values.
Expand → Monetize → Penetrate → Acquire
The goal isn't to be another channel agencies buy. It's to be the partner agencies bring into the room when they need to solve a business problem.
When Fetch helps agencies strengthen client relationships, differentiate their recommendations, and deliver measurable outcomes, it becomes more than a media line item - it becomes a competitive advantage for the agency.
Make the yes easy - clear strategies and business cases that make budget decisions simple for marketers - and agencies become Fetch's strongest advocates inside their own organizations.
Rewarded expertise is what I bring. Agency indispensability is what I'd build. Sustainable, measurable growth is the result.
Built and scaled a rewarded advertising business through our acquisition by Perform[cb], one of the largest PE-backed performance marketing companies in the space.
The internal rewarded-advertising expert, on every rewarded sales call. Ran weekly sessions training sellers: reviewing new leads, shaping campaign strategy, critiquing live campaigns. Led the Friday-morning "state of the union" for two years post-acquisition - weekly meetings with the CEO, CFO, CSO, and private equity sponsors, presenting the business from a rewarded lens.
I led selling initiatives into agencies including Impact, Publicis, Acceleration Partners, Dentsu, and others.
Built two systems at Perform[cb] - a revenue realization framework (revenue generation tied to client KPIs) and a partner capacity matrix (supply-side capacity management). Adopted across the company. Both systems remained in active use when I departed in July 2026. Detailed in How I'd Execute, below.
The more creative the opportunity, the more it depends on its rationale. A standard placement survives a handoff. A custom rewarded campaign doesn't - strip out the “why,” and all that's left is an unusual request.
“Here's the opportunity: consumers take this action, earn a reward for it, and the advertiser pays for the outcome. The flow, the engagement point, and the economics are all built around their objective.”
“There's a custom flow and a different engagement point.”
The objective disappears.“They want to change how the campaign runs and how it's priced.”
The consumer value disappears.“The vendor wants a custom build and a rate exception.”
Now it sounds like cost and hassle.“We're often selling a business outcome through a communication chain designed to process media requests.”
Each handoff preserves the mechanics but loses the business case. I work alongside agencies to keep that case intact - so the advertiser sees the opportunity, not just the cost of delivering it.
One shared goal: help agencies deliver better outcomes for their clients - while growing Fetch's revenue.
The outcome: more proposals approved, faster launches, and accounts that expand. Every campaign custom-built around the client's main KPI - and built on evidenced winning strategies, so each new campaign starts from proof, not from a blank page.
Agencies, advertisers, and Fetch each need to win - and the wins have to connect.
Help agency teams retain and grow client relationships, bring differentiated solutions to market, and strengthen their position as strategic advisers.
Deliver valuable consumer actions and measurable business outcomes, with campaigns designed around their actual objectives.
Build deeper agency partnerships, profitable incremental revenue, and repeatable commercial growth.
Fetch becomes indispensable when its success is connected to the agency's success - not merely the advertiser's campaign performance.
Four revenue priorities, in order. Each starts from the advertiser's objective, not our placements - and builds on the agency partnerships Fetch already has across holding companies and independent agencies.
Find their next objective, the next valuable consumer action, and win the budget for it.
Start with the existing book - who's spending, what's working, who should be spending more on what placement.
Match additional placements to advertiser objectives they can actually serve.
Diagnose what's missing - demand, fit, pricing, or execution. Start with Fetch's owned capabilities; partner distribution only where it exists.
Work the agencies that already know us, leading with a structured idea for each brand's objective - not a rate card.
Build senior relationships; work with agency teams to identify and win the right accounts.
Build relationships with the right agencies, identify advertisers we can create value for, and win the first campaign with a compelling business case.
Prove the results, earn the next budget, and expand across the agency's portfolio - establishing new holding-company and independent-agency partnerships through differentiated business cases and measurable early wins.
Two systems I built at Perform[cb] turn individual campaigns into managed revenue. Both systems remained in active use when I departed in July 2026.
Every priority account has a revenue target, a plan to grow, and someone responsible for delivering it.
An offer-by-partner view of what we can deliver: which partners can run an offer, where the delivery constraints sit, and what economics each side needs. It shows real capacity before a campaign is promised - and what's stopping an opportunity from launching or scaling. Adapted to Fetch, it would map Fetch's actual product capabilities, campaign eligibility, delivery constraints, and unit economics.
One system plans the demand. The other verifies the delivery. Together they connect advertiser opportunities to actual capacity - and turn more qualified opportunities into deliverable revenue.
Where's the revenue coming from, where are we falling behind, what's stopping deals from moving, and who's fixing it?
Strategy only scales if the team behind it does. This is how I'd lead the agency organization at Fetch.
Every priority agency relationship and commercial opportunity has a defined owner, a strategic objective, and accountability for outcomes.
Develop a team that knows Fetch's capabilities cold, understands agency economics and advertiser objectives, and sells outcome-based solutions with genuine conviction - rather than relying on placements and rate cards.
Connect agency sales with product, operations, measurement, and delivery teams so commercial promises translate into successful campaigns.
Sustain it with weekly training and campaign strategy sessions - the pattern I ran at Perform[cb] - alongside opportunity reviews, practical coaching, transparent performance measurement, and continuous improvement.
Review advertisers, agency relationships, products, performance, and missed opportunities - including where new rewarded structures could be explored against Fetch's actual capabilities.
Understand the existing agency team, stakeholder relationships, and cross-functional operating model alongside the revenue audit.
Pursue account expansion, activate qualified pilots, address monetization gaps, and build relationships with untapped advertisers inside existing agencies.
Establish clear account ownership and a coaching cadence behind the priority growth plans.
Implement the two systems from How I'd Execute, adapted to Fetch, so the growth from the first 60 days repeats instead of depending on one-off effort.
Institutionalize the agency relationship playbook and team accountability structure.
Targets are set after reviewing Fetch's actual business - not invented in advance.
Let's talk about what we could build at Fetch.