Today, digital marketing is going through a stage of maturity: brands are no longer fighting for likes but are building long-term ecosystems where trust, analytics, and strategy are key. Kostiantyn Shurupov is an expert with over a decade of experience in digital and affiliate marketing, who has gone from technical support to heading divisions that combine analytics, communications, and the development of partner programs.
In our conversation, he explained how the market is changing, why partnership matters more than sales, and how to maintain a balance between data and the human factor.
Kostiantyn, you’ve been in digital for more than ten years. What has changed the most, in your opinion—the tools or the marketing philosophy itself?
— The philosophy has changed. If earlier marketing was a technological race—who would master a new channel or format faster—today meaning is what matters most. It no longer matters what budget you have or which tools you use. What matters is how well you understand your audience, whether you can speak their language, and whether you build relationships rather than transactions. That’s the evolution of the industry.
Many experts say that the era of rapid digital growth is ending. Do you agree?
— I’d say it’s not ending, but transforming. The period of “explosive” growth is over, and now we’re entering a phase of systemization. Businesses no longer need to simply “be online”—they need to be effective. That’s why analytics, cross-functional approaches, and transparent KPIs are becoming increasingly important. We’re shifting from quantity to quality.
You’ve spent many years working with partner programs. What makes a partnership program truly successful?
— Three things: transparency, feedback, and technology. Transparency is when a partner understands what they are being paid for. Feedback is when they are heard, not just sent reports. And technology means automation, clear statistics, and flexible payouts. When these three elements come together, trust emerges. And without trust, partnership cannot exist.
So the human factor still plays a decisive role?
— Absolutely. I always say: numbers reflect human behavior. And if we lose the human dimension, we lose marketing itself. You can build a perfect funnel, but without understanding who’s going through it and why, the result will be empty.
Recently you also served as a judge for the international Velto Awards. How do you view such initiatives from the industry’s perspective?
— It’s an excellent platform for sharing experience and perspectives on the market. When you evaluate projects from the outside, you start seeing common trends—what truly works and what only looks impressive. Judging is not only about recognition; it’s about learning. Each case is a concentration of experience, mistakes, and solutions. For me, it was an opportunity to see digital through the eyes of other strong market players.
What challenges do companies most often face when building a digital strategy?
— The most common mistake is the desire to do “everything at once.” Often marketing is turned into a showcase, forgetting about the foundation. Without clear analytics, segmentation, and target scenarios, even creativity won’t save you. Successful strategies are built not on chaos, but on consistency. First structure, then experiments.
In one of your talks, you said that digital is “constant adaptation.” What did you mean?
— The digital environment is never static. Algorithms change, audiences mature, channels disappear or new ones appear. If a specialist tries to “cement” a strategy, they lose. Adaptability means being able to react quickly to changes without losing direction. I call it “flexible resilience.”
Do you have a personal principle that guides your work?
— Yes. I always try to “look through the user’s eyes.” I evaluate any decision by what the person on the other side of the screen feels. If it’s inconvenient, boring, or unclear for them, nothing else matters. We can spend millions on advertising, but if the person doesn’t see value, we lose the connection.
You currently work for an American company. How does the marketing approach differ at the international level?
— The main difference is in the structure of processes and the level of planning. Measurability and transparency are highly valued: every action must be justified. But at the same time, there is room for experimentation. In our market, people often want quick results, while in the U.S. more attention is given to long-term strategy and the quality of communication. This creates a different pace and a different view of product development.
How do you feel about the integration of AI and automation in marketing? Will the industry lose creativity?
— On the contrary, technology frees up space for creativity. AI handles routine tasks well—testing, data analysis, hypothesis generation. This allows specialists to focus on strategy and meaning. Yes, some professions will transform, but the human factor will remain key: machines can’t feel. And without emotion, there is no engagement.
If you had to describe the marketing of the future in one word, what would it be?
— “Empathetic.” I’m convinced that behind all technologies, automation, and algorithms stands a human being. Only brands that can convey real emotion and understanding of their audience will stay relevant. In the future, the winner won’t be the loudest brand but the closest one.
And finally: what should everyone who wants to build a career in digital learn?
— Two things: curiosity and responsibility. Curiosity pushes you to look for new approaches, and responsibility helps you deliver results. Digital is not only about trends and numbers—it’s about internal discipline, self-learning, and respect for the audience. If you have these things, everything else will follow.
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