After a consultation
A concise summary of conclusions and next steps within the agreed scope. Further project work is agreed separately.
PROCESS /Approach
How I work on a business task
I clarify the question, examine the baseline and agree my role. Then I build a plan, deliver the work and assess the outcome with the team.
From the first message to agreed work
Before starting, we clarify the task, resources and my role. After the meeting, the team has a recorded next step.
A short enquiry
The project or role, the change you need and how to reach you. Budget and timing can be shared now or discussed at the meeting.
Preparation and meeting
I clarify the product, audience and current results. We agree a time, review relevant data and discuss constraints.
Conclusions and plan
I summarise what is known, what is missing and what we can influence. I propose actions, measures, responsibilities and a sequence.
Delivery and review
I carry out the agreed work, showing changes, costs and results. We decide what to continue, revise or stop.
Starting from scratch
I research demand and segments, build the offer and acquisition plan, then turn it into tasks with budget, timing and decision criteria.
Joining an existing team
I review the product, processes, reports and live campaigns. Together we define my responsibility, baseline measures and dependencies.
The whole customer journey
-
Product & market
I research the customer problem, alternatives and demand for a solution.
What I measure
Market size, demand, willingness to pay
-
Audience & offer
I group customers by needs and choose messages and formats for each segment.
What I measure
Segment response, enquiry quality
-
Awareness
I choose platforms, creators and placements that introduce the product to its audience.
What I measure
Audience reach, frequency, cost per contact
-
Acquisition
I launch campaigns and compare sources by leads, sales and customer acquisition cost.
What I measure
CPL, CAC, purchase conversion
-
First useful experience
I examine whether users reach product value through sign-up, a first order or payment.
What I measure
Activation, time to value, conversion
-
Retention & return
I compare user cohorts, investigate churn and find opportunities for repeat use.
What I measure
Retention, repeat purchases, reactivation
Analytics and economics at every stage
Acquisition cost, revenue and margin help decide what to change and where to invest.
Work can start at any stage. Results from the launch feed back into the audience, product and offer.
Three working scenarios
When to bring me in
These are examples of my approach. The actual work depends on the product, available data and team.
A product is preparing to launchYou need to know who will buy and how to reach them
What I do
- I research competitors, search demand and available market data. Where needed, I plan interviews with potential customers.
- I estimate the reachable market, select early segments and define the problem the product solves.
- I prepare an offer and launch plan: audience, channels, budget, landing page and actions to measure.
What the team receives
Audience segments, an offer and a launch plan with a budget and criteria for continuing.
What supports the conclusion
I examine enquiry quality, purchases and reasons for rejection. Market estimates include their assumptions.
Acquisition needs to be built or expandedThere is a product, but channels and measurement are disconnected
What I do
- I check events, UTM tracking and leads against CRM or sales records. I resolve duplicates and discrepancies that prevent channel comparisons.
- I bring together media planning, ads and creator placements. I connect the message to the page and the next customer action.
- I execute the agreed work or organise a team with defined roles, tasks, budgets and regular performance reviews.
What the team receives
Live campaigns, results tracked by source and clear team responsibilities.
What supports the conclusion
I compare lead quality, sales conversion and acquisition cost. Payback calculations include margin and the time needed to recover costs.
Users arrive but do not come backYou need to understand where value is lost after acquisition
What I do
- I compare user cohorts by source, acquisition date and the first meaningful product action.
- I look for stages followed by drop-off or churn. With the product team, I choose changes to the experience, offer or communication.
- I plan an activation, repeat-purchase or reactivation test. I define the metric and comparison method before launch.
What the team receives
A view of losses after acquisition and a plan for product or communication changes.
What supports the conclusion
I look at activation, cohort retention, repeat purchases and revenue. Where a control group is available, I assess the incremental effect.
DATA /From question to decision
Analytics as navigation
Data helps choose an action. I connect the source to customer value and business revenue, then look for the stage where the result is lost.
Business question
For example, enough enquiries but too few payments. I clarify what counts as a lead, a sale and an acceptable acquisition cost.
Customer path
I map sources and important actions: visit, enquiry, first useful experience, payment and repeat use.
Reliable data
I test the path, duplicates and discrepancies. I reconcile events with CRM and payments and record data limitations.
Where the loss occurs
I compare channels, segments and cohorts. Clarity helps explain behaviour on a page; CRM records help explain rejected enquiries.
Change and comparison
I choose a hypothesis and a way to test it, then compare the agreed measure while accounting for other changes.
When ads bring enquiries but few sales
I check lead quality and counting first, then follow enquiries through response, proposal and payment. If people wait days for a reply, more advertising amplifies the loss. If the offer is a poor fit, we revise the audience or message. After a change, we compare the path and outcome again.
Sources and events: GA or Matomo. Behaviour: Clarity. Activation and cohorts: product analytics. Sales and revenue: CRM and payment records. One service rarely answers every question.
Data & conclusions
How I assess whether our actions changed the result
First we agree on the business result that matters. Then I check whether the available data can measure it.
Record the baseline
I define the metric, period, segment and results before the change. I check that events and sales are counted consistently.
Connect sources to outcomes
I trace the path from a channel to an enquiry and payment, accounting for attribution, purchase delays and repeat touchpoints.
Compare with a control
Where possible, I use an A/B test or an unchanged group. Comparison rules and the evidence needed are defined before launch.
Check other explanations
I account for seasonality, discounts, pricing, product changes and sales activity. Small samples or incomplete data limit the conclusions.
Sales attribution and additional growth
Attribution assigns a sale to a channel. Incrementality asks how many additional purchases happened because of the action. Growth after a launch alone does not prove a causal effect.
Metrics for the business question
| Goal | Metric | How I read the data |
|---|---|---|
| Acquisition | CPL & CAC | CPL: lead-generation spend / number of leads. CAC: agreed acquisition costs / new paying customers. We define included costs and the period in advance. |
| First experience | Activation & conversion | We define a useful action in advance: a first order, a published vacancy or another moment when the user receives value. |
| Retention | Cohorts & repeat purchases | We compare users at the same point in their product lifetime, accounting for acquisition source and segment. |
| Economics | Margin, LTV & payback | Cost recovery includes margin. LTV forecasts are labelled as forecasts and include their assumptions. |
Clear delivery and honest decisions
I own the agreed scope and work towards an outcome we can assess. Some hypotheses will not hold. We define success, the review point and when to change the plan before starting. My delivery stays clear: decisions, timing, costs, conclusions and the next step.