Advintro operates as a two-sided marketplace: fintechs pay retainer + commission to gain access to Advintro's RIA relationships, while RIAs receive curated introductions to vetted fintech tools. This dual-audience structure creates a specific website optimization challenge — the site must appeal to and convert both sides without undermining Advintro's core value (the managed introduction), and without overwhelming a small sales team with unqualified inbound volume.
This article documents the conversion strategy proposed during a [1] and generalizes the approach for similar two-sided or marketplace clients.
Advintro's website had extremely weak digital presence metrics at the time of the engagement:
This was not accidental neglect — it was a deliberate strategy. Leadership had reasoned that increased visibility would:
"Both Wim and Paul most purposely wanted to be under the radar so that they aren't — people aren't going here and being super attracted to it yet then disappear and not ever... we miss the middle opportunity." — Matt Rossiter
The insight: Low visibility is a rational response to a capacity constraint, not a permanent strategy. The right answer is not "stay invisible" but "build infrastructure to handle volume intelligently before turning on the traffic."
Before driving traffic, establish credibility signals that enterprise clients expect:
Advintro's single homepage conflates two distinct audiences with different needs and different conversion actions. The recommended structure separates them:
| Audience | Goal | Conversion Action |
|---|---|---|
| Fintechs | Find an outsourced sales team to penetrate the RIA market | Apply to join the portfolio |
| RIAs | Discover vetted fintech tools relevant to their firm | Request an introduction / assessment |
Each audience gets a dedicated section or landing path with tailored messaging, social proof, and CTAs. Critically, neither path should expose the full portfolio or allow direct contact with fintechs — the introduction must remain gated.
A progressive qualification form replaces the generic "get in touch" CTA. The form asks structured questions to score inbound leads before any human time is spent:
For fintech applicants:
- Stage of company / AUM of target clients
- Current sales team size
- Revenue model and commission structure
- Geographic focus
For RIA inquiries:
- AUM range
- Current tech stack / pain points
- Timeline and decision authority
Routing logic:
Tier 1 → High-fit, high-urgency → Route directly to sales rep for same-day outreach
Tier 2 → Qualified but not urgent → Enter email nurture sequence; sales follows up in 5–10 days
Tier 3 → Low fit or early stage → Added to database; low-touch drip only
This directly addresses the capacity concern: the sales team only touches Tier 1 leads. Tier 2 and 3 are handled by automation until they self-qualify upward.
With ~28 fintechs in the portfolio (and growing), not all relationships generate equal return. Applying an 80/20 analysis to the fintech client base surfaces which clients:
The output is a tiered portfolio view that lets the sales team prioritize outreach and website real estate. Low-performing fintechs that consume time without producing revenue should be sunset or deprioritized — the same principle as SKU rationalization in product businesses.
"80% of the sales were coming from 20% of the products, almost always." — Mark Hope, referencing turnaround experience
Beyond the lead-scoring form, the following conversion assets were identified as high-value additions:
Matt proposed a reciprocal arrangement: AAG provides digital presence services to Advintro, and Advintro acts as a sales channel for AAG into its RIA network. This is worth tracking separately — see [2] for status.
The underlying logic is sound: Advintro's RIA relationships include firms that need marketing services, and Advintro's model (retainer + commission, outsourced sales) maps cleanly onto how AAG could be positioned to that audience.
This case illustrates a common pattern for two-sided marketplace clients: