The Front Lines
SubscribeContent Studio
Kuba Poraj-Kuczewski.
VP of Marketing · Pest Share
Experienced marketing executive with a demonstrated history of scaling early to mid stage marketplace companies into market leaders. Has proven track record of building and scaling products, marketing programs and brands from launch to nine figures to exit - EducationDynamics, Redfin, and QuoteWizard. Expertise in customer acquisition & engagement and marketing communication strategy. Currently focused on how automation and AI are empowering marketing to create scale and efficiency.
Guest
Kuba Poraj-Kuczewski
VP of Marketing
Company:
Pest Share
Location:
Boise Metropolitan Area
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In this episode of The Marketing Front Lines, we speak with Kuba Poraj-Kuczewski, VP of Marketing at Pest Share. Pest Share is building an on-demand pest control platform for large-scale property managers — a category it is essentially creating from scratch. With a total addressable audience of roughly 5,000 to 7,000 companies and 10,000 to 20,000 decision-makers nationally, Kuba is executing a fundamentally different kind of B2B marketing: no broad top-of-funnel, no playbook to steal from competitors, and no meaningful search demand to capture. What he does have is a blank canvas, a sharp ICP problem to solve, and the discipline to say no to easier, smaller business in order to scale the right way.

Topics Discussed:

Six takeaways from this conversation.

Actionable for Real Estate Tech Builders marketers

  1. Turn a low-interest category into a brand moment.
    When your ICP doesn't want to think about your category — Kuba's property managers actively avoid thinking about pest control — content marketing built around subject matter expertise falls flat. Pest Share's answer was to build a brand movement that has almost nothing to do with pests. What started as founders wearing bright orange shoes to stand out at trade shows evolved into custom Jordan Ones and a nomination program that celebrates property managers who exemplify the company's values. The result: conversations started without ever leading with the product. The tactical insight is straightforward — if your category is a pain point your ICP wants to outsource mentally, find a cultural hook adjacent to the work they're proud of and celebrate that instead.
  2. Use ICP sharpening as a forcing function for team structure, not just messaging.
    Kuba's first major move at Pest Share was identifying that roughly 90% of property managers in America manage only a few dozen doors — completely outside the platform's ideal fit. Tightening to the top 5% of the market meant restructuring SQL targets, realigning the sales team, and absorbing short-term pipeline pressure. The lesson here is that ICP decisions aren't just positioning decisions. They cascade into hiring, channel mix, and what counts as a win. If your ICP work isn't causing friction internally, it probably isn't sharp enough.
  3. Build for your ICP's problems, not just your own.
    With only 60 people per month nationally searching for anything close to Pest Share's core offering, winning organic search was never going to drive meaningful pipeline. Kuba's response is to build AI-powered tools that solve adjacent problems for property managers — specifically around surfacing and analyzing resident reviews — with the goal of drawing them in through utility rather than category awareness. This is demand creation at its most literal: build something your ICP actually uses, earn the relationship, and let the pest control conversation follow naturally.
  4. Mine your sales calls before you build your next campaign.
    Pest Share records all sales calls and runs them through Ask Elephant to extract patterns, objections, and positioning signals. For a team marketing to a niche of 10,000 to 20,000 people, this kind of signal is more valuable than any survey or focus group. Before spending on new channels or content, the transcript of what your best prospects actually say in conversation is probably your most underused asset.
  5. Treat survey quality as a data integrity problem, not a sample size problem.
    When Pest Share ran a recent prospect survey, they used Claude to summarize and analyze the responses — and it flagged 37 submissions that appeared to be bot-generated. The data quality problem was invisible until the analysis surface it. If you're making positioning or messaging decisions off survey data, it's worth running an integrity pass before you draw conclusions. The cost of acting on bad signal in a narrow market is higher than in a broad one.
  6. Set a deliberate AI adoption philosophy before tool sprawl takes over.
    Kuba's framing on AI is practical: the pressure to "add more AI" from leadership is real, but the productive question is always what specific problem you're trying to solve. Pest Share has added Ask Elephant for sales call analysis, 11x for automated BDR outreach on email and LinkedIn, and Claude for internal workflows including survey analysis and content production. What they haven't done yet is build custom internal tooling — that's still on the roadmap. The distinction matters: tool adoption in service of a defined workflow beats "we need more AI" as a mandate every time.

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