Turned Turbulence Into
Market Share.

Bitget: a global exchange pushing hard into APAC growth.

I joined Bitget as a Business Development Manager focused on Australia and Oceania at a time when the brand still had limited local mindshare.

The mandate was straightforward: build credible distribution, lock in the right communities, and convert a low-presence region into an active growth market.

Build Australia during the biggest trust shock in crypto.

I stepped in right as Luna and then FTX collapsed confidence across the market. Bitget's local footprint was still early, so every partnership conversation had to overcome skepticism before it could move to commercial terms.

Execution was also cross-cultural and fast-moving. I was one of the few native English speakers in my stream, which made partner communication and internal alignment heavier, but it also forced sharper messaging and disciplined follow-through.

Momentum was fragile, so partner quality and execution speed mattered more than raw deal volume.

Ran an aggressive migration strategy while competitors were on defense.

During the FTX fallout, I targeted displaced high-value traders, trading communities, and KOL-led audiences, then repositioned Bitget as a practical home for active market participants across Oceania.

I personally sourced, negotiated, and onboarded partners, then worked hands-on with each group to design and execute high-ROI campaigns tied to real trading activity, not vanity traffic.

That playbook secured several large groups, including Trader Cobb and his community, previously one of the largest communities active in the FTX ecosystem, representing multi-billion annual notional volume.

Execution model: partner selection, commercial negotiation, campaign deployment, and iterative optimization against trading outcomes.

Signed high-value communities and built a revenue-relevant distribution layer.

By the time I exited, Bitget had stronger Oceania coverage, trusted partner channels, and a campaign engine built around measurable trading outcomes.

As local operating expectations evolved, I chose to step away rather than push expansion under a structure I could not fully stand behind long term.

The toolkit.