Org Structure & RACI
Two things live here: (1) the actual Arkanza marketing org as it stands today, and (2) the ideal reference model to grow into when you get the green light to expand.
#owner/anton #status/active
1. Actual topology (today)
GENERAL MANAGER — HANIVAN (senior)
▼
MARKETING MANAGER — ABIB
│ set strategy, campaigns, targets
▼
Marketing Lead — ANTON (aka Josedaniello) ──► briefs / syncs ◄── CREATIVE TEAM (separate unit)
│ owns strategy, budget, evaluation, ├── Content Director
│ hiring, KOL approval, analysis sign-off ├── Brand Strategist / Creative Leader
▼ └── 5 × Content Creator
Deputy — KIKI (Superoperator) (Anton reports to both Hanivan and Abib)
│ player-coach: accountable for daily ops delivery,
│ AND runs ads for own PIC marketplaces
├── DIKY — Digital Advertiser (ads + marketplace ops + data reporting)
├── FIRYAL — Marketplace & Affiliate Specialist + KOL
├── IRFAN — Marketplace & Affiliate Specialist + KOL
└── SURYA — AI Content Creator (in-team, independent of Creative team; Kiki directs jointly with Anton)
Two-tier execution team under a management line. Hanivan (general manager, senior) → Abib (marketing manager) set direction. Anton reports to both and owns strategy, budget, evaluation, hiring, external (KOL) approvals, and analysis sign-off. Kiki is operational deputy — accountable for day-to-day delivery across Diky, Firyal, Irfan and Surya, and an individual contributor who runs ads for their own PIC marketplaces (player-coach). Escalations run Diky/MS → Kiki → Anton, with big-budget or new-platform calls surfacing to Anton. The Creative team is a separate unit that interfaces only with Anton (brand/hero assets). Surya works fully inside Anton’s team and independently of the Creative team — no shared workflow; Kiki directs Surya’s content jointly with Anton.
2. RACI — current team
Legend: R = does the work · A = accountable, final sign-off (one per row) · C = consulted (two-way) · I = informed (one-way) · – = not involved. A·R = same person is accountable and does the work.
Accountability split (the pattern): Hanivan (GM) holds A only on the marketing budget envelope; Abib (marketing manager) holds A on marketing strategy & targets; both are otherwise C on high-level planning and I on reporting, not involved in operations. Anton is A for the marketing plan, budget allocation within marketing, evaluation, KOL approval, and analysis sign-off. Kiki is A for operational delivery (ads ops, marketplace ops, data, in-team content). Where Diky and Firyal/Irfan are both R, work divides by the marketplace PIC map.
Strategy, planning, budget & people
| Activity | Hanivan | Abib | Anton | Kiki | Diky | Firyal/Irfan | Surya |
|---|---|---|---|---|---|---|---|
| Marketing strategy & targets | C | A | R | C | I | I | I |
| Monthly marketing plan & calendar | I | C | A·R | C | I | I | I |
| Marketing budget envelope (approval) | A | R | C | I | I | I | I |
| Budget allocation within marketing | I | C | A·R | C | I | I | I |
| Campaign brief creation | I | C | A·R | C | I | I | C |
| Team evaluation, hiring & upskilling | I | C | A·R | C | I | I | I |
Paid ads — execution & spend
| Activity | Hanivan | Abib | Anton | Kiki | Diky | Firyal/Irfan | Surya |
|---|---|---|---|---|---|---|---|
| Marketplace ads strategy (own PIC) ² | – | – | C | A | R | I | – |
| Daily ads management & optimization | – | – | I | A | R | support | – |
| Ad-balance top-up & spend pacing ² | – | – | A | R | R | I | – |
| Ads pause / kill on underperformance ³ | – | – | C | A | R | I | – |
| Big-budget / new-platform ads decision | I | C | A | R | C | I | – |
| Internal / cross-platform ads | – | – | C | A·R | I | I | – |
| Ad-account health (rejections, appeals, penalties) | – | – | I | A | R | I | – |
Experimentation
| Activity | Hanivan | Abib | Anton | Kiki | Diky | Firyal/Irfan | Surya |
|---|---|---|---|---|---|---|---|
| Ad-level A/B testing (creative / audience / bid) ⁴ | – | – | I | A | R | – | C |
| Listing A/B analysis (diagnostic) | – | – | I | A | R | C | – |
Data, analysis & reporting
| Activity | Hanivan | Abib | Anton | Kiki | Diky | Firyal/Irfan | Surya |
|---|---|---|---|---|---|---|---|
| Daily data extraction (team backbone) ² | – | – | I | A | R | R | – |
| Ads performance analysis & insight | – | – | A | C | R | I | – |
| Data integrity / QA | – | – | I | A | R | I | – |
| Weekly reporting | I | I | I | A | R | R | – |
| Monthly data extraction for report | I | I | A | C | R | I | – |
Marketplace operations
| Activity | Hanivan | Abib | Anton | Kiki | Diky | Firyal/Irfan | Surya |
|---|---|---|---|---|---|---|---|
| Store health & rating monitoring ² | – | – | I | A | R | R | – |
| Listing creation & optimization | – | – | I | A | C | R | C |
| Stock management & log | – | – | I | A | R | C | – |
| Pricing & promo monitoring | – | – | I | A | R | C | – |
| Marketplace campaign registration (weekly) | – | – | I | A | R | R | – |
| Voucher / promo setup | – | – | I | A | C | R | – |
Partnerships — affiliate & KOL
| Activity | Hanivan | Abib | Anton | Kiki | Diky | Firyal/Irfan | Surya |
|---|---|---|---|---|---|---|---|
| Affiliate outreach & network | – | – | I | A | – | R | – |
| KOL outreach & onboarding | – | I | A | I | – | R | C |
| Affiliate / KOL reporting | – | – | I | A | – | R | – |
Content
| Activity | Hanivan | Abib | Anton | Kiki | Diky | Firyal/Irfan | Surya |
|---|---|---|---|---|---|---|---|
| Creative brief → production (in-team) | – | – | C | A | I | I | R |
| Content QC | – | – | I | A | I | – | R |
| Creative refresh request (from ads perf) ⁵ | – | – | I | A | R | – | R |
| Asset organization (Drive) | – | – | I | A | I | I | R |
Surya’s content is independent of the Creative team — no shared workflow. The Creative team produces brand-level / hero assets via Anton only; Surya owns all in-team per-account and per-marketplace assets.
Open items — cells that can’t be finalized until resolved: ² R split depends on the marketplace→person PIC map (still undocumented). ³ Numeric ads-pause threshold undefined (ACOS/ROAS/impressions/days). ⁴ Ad-A/B testing method & cadence not yet defined. ⁵ Route: Diky raises → Kiki → Surya produces.
3. The critical seams (where things break)
- Management → Anton: strategy/campaign intent must arrive as a clear brief, not hallway conversation. Fix with a standing weekly sync + the Campaign_Calendar as shared artifact.
- Anton ⇄ Creative team: this is the highest-friction handoff — two units, one deliverable. A creative request with no structured brief is the #1 cause of rework. Fix with a mandatory brief template and one named contact on each side (Anton ⇄ Creative Leader).
- Surya (in-team content) vs Creative team: confirmed separate — no shared workflow today. Surya = fast, high-volume, per-marketplace/account assets; Creative team = brand-level, campaign hero assets, briefed via Anton. Keep the boundary documented so it doesn’t blur as content volume grows.
4. Ideal reference model (for expansion)
When headcount opens up, grow toward functional centers of excellence + a brand owner per (sub-)brand as internal client — do NOT clone a mini-team per brand or per marketplace (that duplicates cost and fragments skill).
Head of Marketing
├── BRAND & CREATIVE Brand Managers (per brand) · Content/Production · Organic-Social
├── PERFORMANCE/GROWTH Paid Media (Meta/Google/TikTok) · Marketplace Ads (in-platform)
├── MARKETPLACE OPS Channel Specialist (per marketplace/cluster) · Listing/Merchandising · Promo ops
├── PARTNERSHIPS KOL / Affiliate
└── DATA / ANALYTICS KPI, dashboards, attribution
Two axes, resolved: Brand Managers own positioning vertically (across all marketplaces); Channel Specialists own execution horizontally (across all brands). Where they cross (“Brand X on Shopee”) the Brand Manager owns what/why, the Channel Specialist owns how/when. Naming that boundary is what prevents matrix turf wars.
The spine: the campaign calendar synchronizes everyone. Every role has exactly one upstream input and one downstream customer — if a role can’t name both, the design is wrong.
5. Honest gaps in the current structure
- No dedicated Brand Manager per brand. Across Arkanza + 3 active sub-brands, “who owns brand X’s positioning?” has no clean answer — it’s split between Abib (strategy), Creative’s Brand Strategist (production-leaning), and Anton (execution). This is the biggest structural risk, bigger than any ad-performance gap. First hire when expanding.
- No dedicated Data/Analytics owner. Diky reports numbers as part of a heavy ops load; nobody owns definitions, dashboards, and attribution as a craft. Second hire.
- Kiki is a single point of operational failure. As deputy-plus-IC, Kiki is Accountable for nearly all daily delivery and carries their own PIC ads. Backup decision (Anton, 2026-07-11): Marketing Lead (Anton) ⇄ Superoperator (Kiki) back each other up. If Kiki is out, Anton absorbs the operational A-rows; if Anton is out, Kiki holds the marketing-Lead A-rows (strategy sign-off / approvals escalate to Abib where above Kiki’s authority). This is a stopgap, not a structural fix — a dedicated deputy backup is still the right hire when headcount opens.
- Surya/Creative boundary (see seam #3) — confirmed separate today; keep it documented so it doesn’t blur as content volume grows.
Condensed role JDs (mission · owns · KPI)
| Role | Mission | Owns | Primary KPI |
|---|---|---|---|
| Head of Marketing | Strategy + budget across brands/channels | Calendar, P&L | Blended ROAS, revenue vs target |
| Brand Manager | Guardian of one brand’s positioning | Briefs, brand health | Brand revenue + margin |
| Content & Creative | Briefs → assets at volume | Asset library, production | Output velocity, creative win-rate |
| Paid Media | Off-platform acquisition | Meta/Google/TikTok ads | ROAS, CAC |
| Marketplace Ads | In-platform ads | Shopee/TikTok Shop ads | ACOS, keyword rank |
| Channel Specialist | One marketplace end-to-end | Listings, promos, store health | Channel GMV, CVR, store score |
| Partnerships (KOL/Affiliate) | Source & manage creators | Affiliate/KOL network | Affiliate GMV, CPA, retention |
| Data/Analytics | Trusted numbers | Definitions, dashboards | Reporting reliability, insight-to-action |
Related: Brand_Architecture · Roster · KPI_Definitions