Aidan Leather

I’m Aidan Leather, a marketer and designer based in London.

I work with go-to-market folks at tech companies to make wonderful things.

That might be the whole go-to-market, or just a brand, a website, a campaign—or something weird & fun. You get the idea.

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Go-to-market for Datasparq

Go-to-market for Datasparq

Helping Datasparq go to market in aviation

Datasparq is a data and AI consultancy. The work spanned two connected jobs: repositioning the company as a premium consulting partner—and proving the new positioning could generate real demand by launching a brand-new aviation product into a market of the world's biggest airlines.

It's one story told through one system: get the brand and the platform right, then build a demand-generation motion that turns it into qualified pipeline.

The result

The aviation campaign ran for nine months as a multichannel motion and delivered:

  • 220 marketing-qualified leads
  • 13 qualified opportunities
  • Leads from 44 airlines
  • 2 net-new deals closed

Alongside it, the repositioning work—website, brand and messaging—turned the company's digital presence into a genuine business-development asset and generated a steady stream of qualified inbound from partners and referrals.

The thesis

Datasparq was moving from chasing work cold to winning it through partners, networks and referrals as a premium consultancy. That shift only holds if two things are true: the brand has to look and sound like a premium partner, and there has to be a demand engine that proves the positioning by bringing in the right conversations.

The aviation product was the test case. Rather than market the consultancy in the abstract, we launched a focused, modular dynamic-pricing service—designed as an entry point into broader AI engagements—and built a campaign to take it to market. A specific product to a specific industry gives you something concrete to say to a buyer, which beats generic "we do AI" every time.

Building the ICP

The target was the world's airlines—but treated as a tiered, named-account programme rather than a spray-and-pray list.

  • Tier 1: the largest carriers with legacy systems and active buying signals—the accounts worth bespoke plays and the bulk of the budget.
  • Tier 2: mid-size carriers with modern stacks and growth potential—templated campaigns.
  • Tier 3: the broader ICP—lighter, programmatic nurture.

Account selection was built with sales, with quarterly account plans and mapped buying committees, so marketing and sales were chasing the same names with the same priorities.

Choosing the assets

The aviation buyer is technical, sceptical and allergic to hype. So the assets had to do two jobs: prove the product was real, and give a revenue or operations leader a reason to engage without feeling sold to.

That shaped the mix:

  • A focused product story—dynamic pricing, framed around outcomes airlines care about, as the entry point to bigger work.
  • An interactive demo for the industry's flagship event—"Beat the Algorithm," a gamified challenge where airline revenue teams competed to price routes better than the AI. It turned an abstract capability into something people queued up to try.
  • A sales-enablement layer—the decks, case studies and battlecards the commercial team needed to carry the story consistently into every conversation.

Making the assets

Underpinning all of it was a brand and platform rebuild, so everything the buyer touched reflected the premium positioning.

That meant leading an end-to-end redesign of the company website—from strategy sessions with the CEO, MD and CCO, through wireframes and full designs in Figma, to building the site in Webflow with custom interactions and a proper CMS. The brand itself was evolved too: refined typography, a more premium take on the core palette, and a tighter tone of voice rolled out across the site and the wider brand.

The "Beat the Algorithm" demo was the showpiece—built to be genuinely fun to play, because the engagement was the point. It got revenue teams from 20+ airlines actually competing, which is a very different conversation-starter from a brochure.

Choosing the distribution

The distribution matched the account-based approach: reach the named ICP precisely, then surround in-flight deals with the right messages.

  • LinkedIn ABM ads and Google Search to reach net-new ICP and named accounts—paid media owned and run against the target list.
  • Multi-layer retargeting to stay in front of buying committees while deals were live, influencing them across multiple touches rather than relying on a single hit.
  • The flagship aviation event as the in-person anchor—where the demo did the work and drove qualified follow-up conversations straight into the pipeline.
  • An always-on testing programme across landing pages, ad messaging and content formats, killing what didn't work and putting budget behind what did.

Pulling it together

What started as a repositioning ended up as a working demand engine. A new premium brand, a real product to prove it, and a campaign precise enough to reach the world's biggest airlines—all built to do one job together.

The numbers tell the short version: 220 qualified leads, 13 opportunities, two new deals and conversations opened with 44 airlines. The longer version is that Datasparq came away with a brand that finally matched its ambitions, a sales team with assets they were glad to send, and a way of going to market that didn't rely on cold outreach.

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