Work & Approach

The problems I solve, and how I think about solving them.

Client work in my world is confidential by nature, so the engagements below are shared without names. The problems, the approach, and the outcomes are real.

Selected engagements

Case studies

Full-service marketing agency · Analytics Infrastructure

Automating away 90% of manual reporting

The problem

Reporting consumed dozens of team hours each month. Every client update meant exporting platform data by hand, reconciling numbers in spreadsheets, and rebuilding slides. The work was slow, error-prone, and left no time for actual analysis.

The outcome

Over 90% of manual reporting effort eliminated. Teams moved from assembling data to interpreting it, clients gained real-time access to performance, and reporting became a strength in new business conversations instead of an operational drag.

I designed and built an automated reporting infrastructure that connected ad platforms, GA4, and client data through APIs and ETL tools into Sheets / BigQuery, then surfaced everything in standardized Looker Studio dashboards.

The harder work was not the pipeline. It was the standardization behind it: defining consistent KPI logic across clients, establishing naming conventions and UTM governance so data arrived clean, and designing dashboard templates that answered executive questions without a walkthrough.

The result was a reporting system that scaled with the agency instead of scaling against it. New clients onboarded onto proven infrastructure in days rather than weeks.

Agency serving B2B and B2C clients · Measurement Strategy

A measurement framework everyone could agree on

The problem

Media, creative, web, and analytics teams each defined success differently. Clients received numbers without narrative, leadership lacked a consistent view of performance, and optimization decisions were argued from different perspectives.

The outcome

Teams, clients, and leadership aligned around shared objectives and a common language for performance. Reporting conversations shifted from defending metrics to making decisions, and accountability became structural rather than personal.

I designed and implemented a unified measurement framework built on a simple chain: business goals define KPIs, KPIs shape strategy, strategy drives tactics, and measurement closes the loop.

For each client engagement, that meant partnering with stakeholders to define what success actually looks like in business terms, translating it into a small set of primary KPIs with supporting diagnostics, and establishing reporting standards so every team reported against the same definitions.

The framework became the operating system for how the agency plans, reports, and optimizes, and a differentiator in how it positions itself.

Established creative agency · Growth & Operations

Building a digital practice from zero

The problem

The agency had strong creative, brand and traditional media capabilities, but no digital function. Clients were moving budget toward digital channels, and the agency had no credible way to plan, execute, or measure that work in-house.

The outcome

A multi-million-dollar business line spanning paid media, analytics, web development, and digital transformation, directing $5M+ in annual media spend, with the pricing models, workflows, and partnerships needed to deliver it profitably.

I founded the practice and built it deliberately: service offerings designed around client outcomes rather than channel silos, pricing models that protected margin as volume grew, and delivery frameworks that let cross-functional teams execute consistently.

Growth came from proof. Early engagements prioritized measurable wins that earned expanded scope, and new business pitches leaned on a measurement-first story most competing agencies could not tell. Multi-year wins across B2B and B2C categories followed.

Just as important was what the practice did for the rest of the agency: digital thinking, analytics discipline, and performance accountability spread into how every department works.

Performance-based lead generation firm · Performance Marketing

Enabling a team to run performance media in-house

The problem

The firm ran on strict cost-per-lead economics but lacked the internal expertise to manage paid search and native campaigns itself. Agency dependency was expensive and slow, and every inefficiency came directly out of margin.

The outcome

Sustainable in-house execution under strict CPL targets. The internal team took ownership of campaigns built on structures designed to be operated, not just launched, with reporting that made performance and next steps obvious.

I launched and optimized paid search and native campaigns against tight CPL targets, then engineered the handoff from day one.

Campaign structures were designed for maintainability: clear segmentation logic, documented bidding strategy, and reporting frameworks that surfaced the signals that mattered. I trained the internal team on optimization methodology and performance analysis so decisions could be made confidently without outside help.

The engagement ended the way a good consulting engagement should: with the client no longer needing it.

How I work

Operating principles

The measurement chain

Every engagement starts with the same chain, business goals to KPIs to strategy to tactics to measurement. If any link is missing, performance conversations turn into opinion conversations.

Most marketing measurement fails before a single dashboard is built, because nobody agreed on what success means in business terms. I start there. What outcome does the business need: revenue, retention, efficiency, pipeline? From that, a small set of primary KPIs, each with a clear owner and a clear definition. Strategy and tactics follow from the KPIs, not the other way around. Measurement closes the loop and forces honesty about what worked.

The discipline is in keeping it small. Three KPIs that leadership actually uses beat thirty metrics nobody trusts.

Attribution is directional, not absolute

No attribution model tells the truth. The goal is not perfect credit assignment, it is confident decision-making with imperfect data.

Privacy changes, walled gardens, and cross-device behavior mean last-click is wrong, multi-touch is incomplete, and platform-reported conversions overstate their own contribution. Pretending otherwise leads to false precision and bad budget decisions.

I treat attribution as a directional input, triangulated against other evidence: platform data, analytics, CRM outcomes, incrementality signals where feasible, and plain business results. The question is never “which channel gets the credit” but “if we shift this budget, what do we expect to happen, and did it?” That framing turns measurement from a scorekeeping exercise into a decision-making tool.

Infrastructure before insight

Reporting problems are usually plumbing problems. Clean, automated, trustworthy data has to exist before analysis is worth anything.

When teams spend their time assembling numbers, nobody is interpreting them. My default architecture is simple and durable: platform APIs feed a central warehouse, transformations standardize KPI logic in one place, and dashboards present a single version of truth. Naming conventions and UTM governance are enforced upstream so data arrives clean rather than getting cleaned downstream.

Simplicity is a design requirement, not a compromise. Every component should be explainable to a non-technical stakeholder, and the system should survive team turnover. Over-engineered stacks fail quietly; simple ones get maintained.

Strategy that survives contact with execution

A strategy that cannot be executed by the actual team, within the actual budget, on the actual timeline is not a strategy. It is a document.

I build plans constraint-first: what can this team realistically deliver, and what is the highest-leverage use of that capacity? That means ranked priorities instead of exhaustive roadmaps, clear owners for every workstream, and a definition of done that ties back to the KPI it serves.

It also means designing for iteration. Ship the measurable version, read the results, and adjust, rather than perfecting a plan the market will edit anyway. The best marketing organizations I have worked with are not the ones with the most sophisticated strategy decks. They are the ones with the shortest distance between deciding and doing.

Sound like the kind of thinking your team needs?

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