Vũ Kỳ Anh

My fourteen years split into two halves. In the first I was the one executing: performance marketing at Topica, sales and distribution in retail. In the second I was the one approving — the budget, the agency plan, and the consequences when a core channel stopped working.

Six of those years were inside Vingroup, across four very different businesses.

At Vinhomes I ran marketing for large township developments — Ocean Park, Smart City, Grand Park — directing digital budgets in the millions of dollars across SEO, Facebook, Google, TikTok and creators, and helping build the developer's own digital sales platforms.

At Green SM I built the growth team for a newly launched service and took users up tenfold in its first phase. A monthly budget of 10–15 billion VND was allocated against cost versus customer lifetime value, not against ROAS.

At VinFast I moved fully to the commercial side: the online sales channel for electric cars reaching several hundred billion VND a month, the national dealer network for electric two-wheelers, and more than forty people across Sales, Operations and Customer Service.

At VinSmart Future I ran go-to-market for a super app from nothing, past 300,000 users in two months.

All four taught me the same thing. Most marketing money is not lost by picking the wrong channel — it is lost because nobody can measure what is actually happening. The agency report, the platform numbers and the company's own books produce three different figures, and nobody can explain the gap.

That gap is why MWY exists. I do not run ads and I take no commission from anyone — because I sat on the other side of that table long enough to know why it matters.