Lekom · since February 2025
Marketing at Lekomall my experience, in one company
Since 10 February 2025 I have headed marketing and digital development at Lekom, an IT company providing B2B services. Twenty years in agencies, corporations and startups now work toward one goal: assembling marketing, sales, service and accounting into a system that can be seen as a whole. Below: what was built, what changed in numbers, how the team works and what role the AI assistant Klavdiya plays in it.
Start
A marketing department from scratch
The department was built from scratch: strategy, team, goals, analytics. The team includes an analyst, an art director and a marketer, working alongside AI agents for content, code and research. Goals came first: marketing OKRs for 2026 and a department plan of nine metrics that the department reports on every quarter.
Six faces
What was built
Each face is not a separate project but part of one system: what analytics does, strategy sees, and the product relies on what clients say.
Strategy
- Marketing OKRs for 2026: 14 sections
- A department plan of nine weighted metrics, reported every quarter
- The company goals map as a web page instead of a spreadsheet: 43 objectives and 323 key results; owners mark what they have taken on
Communications
- Content plan: video, articles, webinars, email campaigns and landing pages, with stage-by-stage approval
- “Voice of the customer”: 65,000 messenger messages and 146 scored calls as the basis for topics
Analytics
- Marketing dashboard: annual goals, channel metrics, weekly digest and management report
- Commercial director’s dashboard: acquisition cost, contribution margin, plan vs. actual by segment
- Search monitoring: 887 queries across seven websites every week
Product marketing
- Printomer, print fleet monitoring: counters, consumption, device status
- Consumption forecast and service cost calculator for clients
- 16 websites rebuilt from scratch; the corporate lekom.ru moved from WordPress to an in-house build
Leadership
- Weekly department status: a digest for management and a meeting summary with decisions, deadlines and owners
- A weekly plan with a “deliberately not taking on” section, with a reason for every item
- An “Idea” button in internal services: suggestions by voice, screenshot or file
Digital & martech
- 39 digital products and systems through AI engineering, built in-house: no development department and no off-the-shelf suites like Bitrix24
- Contact center: calls, email, messengers and website chat in one window
- Meetings with transcripts: decisions and tasks go to owners straight from the recording
Results
What changed in numbers
Measurements from the marketing department’s systems as of 11 September 2026. Each figure shows its period.
saved on Bitrix24 alone: the company runs on its own systems instead of an off-the-shelf suite
estimate as of September 2026rebuilt from scratch: 10 are already live — 5 on domains with a long history (since 2002) and 5 new ones built from zero; 6 more are being prepared for release
as of 11 September 2026new client organizations. This is a result of the whole company; marketing is one part of it
January–August 2026 vs. the same period of 2025Company revenue and profit are not published.
Team
How the department works
Goals
A department plan of nine metrics and annual OKRs. The company goals map is open: any employee can suggest an edit.
Week
Weekly status. Before the meeting, a digest for management; after it, a summary: decisions with deadlines and owners, open questions.
Plan
The weekly plan has a “deliberately not taking on” section: every postponed task has a recorded reason.
Content
An idea from a meeting goes into the content plan with one button, followed by stage-by-stage approval.
Feedback
An “Idea” button in internal services: 727 submissions since March 2026, about three quarters of them closed.
The department’s AI assistant
Klavdiya Antropikova
The core team works with Klavdiya every day. She has a high degree of autonomy: she reviews meetings, compiles briefs, drafts emails and tasks. But everything significant stays under the manager’s control: this is AI that amplifies the team rather than working on its own.
Her name comes from Claude and Anthropic, whose models she runs on.
What she does
- Reviews meetings: summaries, decisions, tasks for owners
- Builds the knowledge base: how sales, service, procurement and logistics work, in plain words with a link to the source
- Drafts emails, briefs and reviews for colleagues
- Handles “Idea” submissions: clarifies what needs to be done, where, and how to tell it’s done
- Compiles the weekly digest for the department status meeting
- Reviews task videos: transcript with timecodes and key frames
Where a human decides
- An email goes out only after a person has approved the specific text
- The manager sees every email the assistant sends
- Klavdiya doesn’t create tasks from a conversation on her own: first the manager gets a “Do it / Skip” card
- Numbers come only from the same dashboards people use. When she doesn’t know, she says so
- Salaries, personal data and owners’ finances are off-limits
- Everything she compiles is signed “Made with artful intelligence”
I can show it in action at a meeting
Internal addresses, amounts and employee names are not published here: almost everything lives behind the company’s single sign-on.