Ali Baker joins bunny.net as VP of Growth and Revenue

Ali didn’t originally join bunny.net as VP of Growth and Revenue. She came in as a consultant.

As she worked with the team, it quickly became clear that her impact was too valuable to keep temporary. The scope expanded, the role evolved, and stepping into VP of Growth and Revenue formalized what she was already building with us.

What stood out wasn’t a framework or a big growth manifesto. It was how practical her thinking was.

She learned growth by doing the uncomfortable work early on in her career: testing, adjusting, and seeing firsthand what happens when something you’re confident about doesn’t land. That experience shaped not just how she thinks about growth, but how she leads.

Here’s Ali, in her own words.

Where her journey started

Q: So, share a little bit about yourself. Where are you from and how did you end up in Europe?

I’m originally from Toronto, Canada, but I’ve been based in Europe since 2014.

I moved to London after being transferred by my company at the time to become Global Head of Sales for a business now called Gemba. What was meant to be a role abroad turned into something much bigger. I quickly got pulled into the startup ecosystem in London.

Working closely with founders, I noticed a recurring problem. A lot of incredible companies were building great products, but many struggled with building a scalable go-to-market engine. That gap fascinated me.

So, about eight years ago I started my own consulting company, RevStudio, originally called Sales for Startups, focused on helping early-stage companies build their revenue foundations properly.

Since then I’ve had the chance to work with some amazing companies, from global platforms like Discord and Roblox to London startups like myTutor, Finimize, and Dexory. It’s been a great way to stay on top of what incredible companies are doing to grow.

Consulting has also given me a lot of flexibility in how and where I live. Over the years I’ve been able to spend time working across a few different cities in Europe, including Vienna, Amsterdam, and now London, which has been a really special part of the journey.

Hopping into the role: VP of Growth and Revenue

Q: What shaped how you think about growth and revenue?

That first company I moved to London with was "growth via cold calling.” This was very hard, and honestly nothing shaped me more. Cold calling teaches you pattern recognition, resilience, and how to read humans very quickly. You learn what resonates, what flops, and how to adjust on the spot.

I once tried emailing my pitch because hearing "no" was tough. I was so sure that if they just read my entire pitch, they would be sold. I missed my target that month. I learned I needed to do the work and get consistent results before I invested in optimizing.

That muscle is still how I think about growth. Just with bigger levers now.

Q: What kind of problems energize you?

I love messy beginnings. Blank pages. Stuck systems. Teams with huge potential but a fuzzy structure. That’s my happy place.

Getting my team motivated and clear on how they can contribute is energizing to me. The power of everyone going in the same direction (ideally the right direction) is what moves growth forward.

I’ve learned that speed without clarity is chaos. Early in my consulting career, I helped a team accelerate pipeline before tightening positioning. We grew fast… but then deals stalled. Turns out, clarity scales better than volume.

Now I focus on building momentum and foundations. Fast, but intentional.

Q: Big decisions: move fast or model everything?

If I know the terrain, I move fast. If it’s new, I zoom out first.

In infrastructure especially, trust is everything. You don’t earn developer trust by being loud or reactive, you earn it by being reliable. So yes, momentum matters, but I would rather slow down and get it right so we can be fast in the future.

Q: What is one belief you hold that guides how you approach growth and execution?

I don’t believe companies lose because they weren’t perfectly structured for three years from now. They lose because they stop executing consistently today. From my cold-calling days, I know that the only way to build a playbook is by proving you can control an outcome consistently and making sure growth doesn't happen by mistake.

But, and this is important, in fast-growing startups, short-term wins can’t compromise long-term trust. Product quality compounds. My role isn’t to override that, it’s to accelerate it. All in all, I believe you should build for the now until you have consistent results, then start building for the future.

Under the hood of the growth engine

Q: What does a good week look like for you?

Revenue moving. Pipeline progressing. Alignment across Growth, Product, and Sales. And someone on the team going, “Ohhh, that makes sense now,” then moving faster because we clarified something. Targets energize me. But clarity is what drives progress.

Q: How do you stay strategic under pressure?

Experience helps. Patterns repeat across companies more than people realize.

But I’ve also learned to pause. Earlier in my career, I pushed through a pricing change quickly under pressure. It technically worked, but it created internal friction that cost us more in energy than we gained in revenue.

Now I make sure to build in time to think before making big moves. While moving quickly is important, reacting too quickly can create bigger problems later.

Q: What keeps you steady day to day as a leader?

Clear metrics. Clear priorities. Clear ownership.

When those are defined, everyone knows what they’re responsible for and what success looks like. That removes a lot of unnecessary noise. Pressure doesn’t rattle me. Ambiguity does. When the direction is clear, pressure actually becomes energizing because the team can focus on execution.

Q: What do you do for perspective when you need to zoom out?

I protect thinking time fiercely. In consulting, my biggest value came from stepping back and seeing patterns others were too close to notice.

That habit stayed with me. Taking a step back helps me see the bigger picture and spot what actually needs attention. And as I mentioned earlier, space creates clarity, and clarity drives growth.

Hopping with bunny.net

Q: What convinced you to join bunny.net?

I started working with the team initially as a consultant to support the sales team in unlocking the next stage of growth.

When you’re working closely with revenue, you see where deals accelerate, where they stall, where product resonates instantly, and where the story undersells the capability. This was very exciting for me because I saw strong numbers, real opportunity, and a lot of drive from the team to grow. When the opportunity came up to become the VP of the Sales & Marketing team under the umbrella of Growth & Revenue, I was immediately interested. But it wasn’t until I worked closely with Dejan, saw his vision for the business, and watched his values show up in his actions that I decided to take the leap. It's rare to see this type of leadership.

The long road ahead

Q: What does success look like for bunny.net’s growth in the long term?

If things go according to plan, we won’t just grow revenue. We’ll build a global ecosystem where developers can launch and scale on infrastructure that removes friction rather than creating it. SaaS platforms and partners will choose to build on bunny.net because they trust the reliability of the platform and the direction we’re heading.

That’s the goal.

Q: Impact beyond numbers: what kind of growth engine are you focused on building?

For me, it's about building a growth engine based on strong product-led growth, strong partnerships, and clear positioning. The goal is to create systems that continue to work as the company scales.

That also means building a brand developers and enterprise buyers genuinely trust, backed by a product that consistently delivers and an ecosystem that keeps growing.

Ali's life outside the burrow

Q: When you’re not working, what kinds of things bring you the most joy?

My family is in Canada, so whenever we go back to visit, watching all the cousins together brings me the most joy. My friends are also spread all over the world, so making the time to travel and see each other is really important to me.

On a day-to-day basis, I love hiking with my dog, Indie Jones, and escaping into nature whenever I can.

Q: What advice would you give to someone considering joining bunny.net?

It may not be the right fit for everyone, but we’re at a very exciting stage right now. People who are self-starters and enjoy having ownership and momentum tend to thrive here.

If that excites you and you enjoy being in an environment where you can take initiative and help shape what comes next, you’ll feel very much at home at bunny.net.

Thinking about joining the fluffle?

Ali’s advice reflects the stage bunny.net is in right now. The company is growing quickly, the platform keeps expanding, and the people who tend to do well here are the ones who enjoy stepping into that kind of momentum rather than waiting for things to be perfectly defined.

For the right person, that kind of environment is part of the appeal. It offers the chance to take ownership early and work on problems that don’t yet have playbooks, helping shape the company's next phase.

If that sounds like the kind of challenge you’re looking for, hop over to our careers page and see where you might fit in the fluffle.