Miami, FL · English & Spanish
Liz Abella
Head of Marketing · Head of Growth · Head of Brand · Marketing Director
I build marketing functions end to end: the brand people remember, the funnel that turns strangers into customers, and the systems that hold both together.
The perfect mix of creative and strategy
I'm Liz. I understand what makes people buy and what makes them care, then build the work backwards from there. Brand, campaigns, web, and the systems underneath, moving together.
Brand, pipeline, and the systems underneath
Most marketing leaders come from one of these areas. I've spent ten years doing all three.
Brand & Creative Direction
I set the concept and the standard, then direct the people who bring it to life.
Demand Gen & Paid Media
I build the path from first touch to closed deal and hold the spend to revenue.
Marketing Ops, CRM & AI
I turn the funnel into a system that runs without me in the room.
Take a peek into my work
Four projects and a creative archive. Pick a folder to read what the problem was, what I built, and what it produced.
Converge IoT · Demand generation and funnel build
The Acquisition Engine
One camera, followed from the first ad to checkout. The same system ran twelve verticals.
Converge IoT sells connectivity to a dozen industries with nothing in common. Leads came in by referral, the website described the company instead of selling to anyone in particular, and nothing connected a first touch to a closed deal. The Katalyst Hawk, a camera for sites with no power or Wi-Fi, became the campaign where we ran the whole system end to end.
My role · Marketing lead. Hands-on across positioning, paid media and landing pages; directed the internal team and outside design and production partners.
The results
CRM and automation, internal applications and knowledge systems
Systems & AI
Buying more hours than the headcount has.
My role · Led the builds and wrote the training alongside them, so the team could extend what we made.
The approach
I build for a named bottleneck, never for the idea of automation. Something specific has to be eating hours before it earns a tool, and the only test that matters is whether the week got shorter.
How we work
I build the knowledge layer first. A tool is only as good as what it can read, so the systems, standards and source material go in before any automation does. That's what lets a person and an agent give the same answer to the same question.
And I write the training alongside the tool. The point was never that I could automate my own work. It's that the team can extend what we build, which is the only version of this that survives any one person being busy.
Screening for fit takes more than a resume. We wanted video answers and structured questions in one place, and no applicant tracking tool on the market did both.
→So we built a custom hiring system
A hiring platform taking video submissions, structured form responses, screening, tracking and onboarding in a single system. The tool we needed didn't exist yet, so it became something to build rather than something to shop for.
Leads came in by email and orders were typed into the CRM by hand, so nobody could say which ad had paid for which sale or whether a quote had been followed up.
→We rebuilt the CRM to run the follow-up itself
Zoho CRM rebuilt around automation: every quote and order landing with its ad attached, routing, follow-up sequences and renewal detection running without a human step, and one dashboard reading spend against real orders. Led by me, built by the team.
Every site build ended with a manual QA and SEO pass, and whatever got missed shipped.
→An agent review loop
A QA agent and an SEO agent check each build against the standards and report what's wrong; a developer agent fixes it and the reviewers re-check, capped at two rounds before it ever reaches a person.
Every AI session started from zero. Re-explaining the brand, the standards, the client and the decisions already made cost more time than the task itself.
→A governed context architecture
Structured, permissioned folders holding the standards, brand systems and project history each workstream is scoped to read. Tools arrive already knowing their context, and nothing sits outside a defined boundary.
Custom imagery meant commissioning an illustrator: cost, plus a week of turnaround on every campaign that needed something which didn't exist yet.
→AI image and design generation inside the brand system
Campaign visuals and illustration produced in-house, at the pace the campaign actually moves.
Building a month of social content was a week of work competing with everything else on the calendar.
→AI-assisted social calendars
Production is assisted; direction is not. Concept, voice and the final call stay with us.
The same campaign email got rebuilt from scratch every time, and the voice drifted a little further each round.
→A campaign email production workflow
Brief to built sequence, holding structure and voice without a rewrite cycle to pull it back.
Every campaign started with hours of manual cleanup on a raw lead export before a single send.
→A lead-list preparation workflow
Raw exports normalized, deduplicated, tagged by campaign type and made send-ready with no manual pass.
Files lived across drives, inboxes and chat threads. Nobody could reliably find the current version of anything.
→A document and asset management system
One findable source for every document and asset, replacing scattered storage.
CRM upkeep (classification, routing, lifecycle steps) quietly consumed hours a week of manual work.
→CRM operations run with AI
Classification, routing and lifecycle handled by workflows instead of by hand, so the data stays clean without anybody maintaining it.
The results
LAU Savage Group · Company build · 2019 – 2026
Building the Agency
From a solo consultancy to a fifteen-person team that served sixteen clients across the Americas.
My role · Founder and principal. Owned positioning, pricing, hiring, delivery standards and P&L.
The issue
I started LAU Savage Group in 2019 as a one-person consultancy. Growing past myself meant building the parts of a company that have nothing to do with marketing: pricing, hiring, delivery standards, and managing people in two languages across time zones.
The process
I moved the business onto recurring retainers before hiring anyone, because predictable revenue is what made a payroll possible. Then I built the operating system ahead of the team: SOPs, brand and design systems, project management, onboarding paths and quality standards, so that new hires joined something that already worked.
I opened a real operation in Colombia rather than assembling freelancers, with local team structure, onboarding and daily management holding delivery standards across borders. I hired and led five employees and more than ten contractors across design, web, video, CRM and content, and ran recruiting, training and performance management myself. Culture was part of the build too: in December 2025 the team made 100 Christmas gifts for children in Medellín, where most of our employees lived, as a way to give back to the city and to my country.
What transfers
Hiring for fit, not just credentials
A resume tells you what someone has done and very little about how they'll work inside your company. We rebuilt our process around video screening, structured questions, and a paid trial task for every finalist, so the decision rested on how someone actually worked rather than how they interviewed. Better hires, and far fewer of the expensive kind of mistake.
Leading the people you hire
Onboarding, training and performance management across five employees and more than ten contractors, in two languages and across borders. Setting a standard, teaching it, and holding people to it.
P&L ownership
Pricing, margin, and the call on what work is worth taking. I know what a project costs to deliver, not just what it bills.
Running lean
Every dollar I spent was mine. That habit doesn't switch off, and it's why I reach for a system before a headcount.
Multiplying time
The only way a small team serves sixteen clients is if the operating system does the repeating work. Building that is the job I'd bring to a bigger one.
New business and sales
Sourcing, pitching, negotiating and closing retainers, then holding the flagship account four years running. A marketing leader who has carried a number sells differently.
Partnerships and networking
The relationships that produce referrals, co-marketing and channel revenue get built the same way whether the company is mine or somebody else's.
The results
Converge IoT · Site rebuild, SEO program and partner portal
Website & Partner Portal
A rebuild that lifted inbound 85%, and a portal T-Mobile leadership held up as a model.
My role · Project lead. Set the structure, positioning and SEO strategy; led the design and development team through the build.
The issue
The website described the company instead of selling to anyone in particular, and it ranked for almost nothing. Partners and the sales team traded information by email, with no shared place to find anything.
The process
We rebuilt the site around the twelve verticals rather than the product catalog, so that a buyer in property management landed on a page written for property management. SEO ran as part of the same project instead of after it, since rebuilding structure and content separately means doing the work twice.
The partner portal came out of the same project. Partners and the sales team needed one secure place to work from, not a longer email chain.
Website · before and after · tap to open the pages
Partner portal · tap to open the screens
The results
Brand, web, email and social
Creative
Concept and direction are mine; execution ran through the team and design partners I directed.
