Commercial LogicPE-backed cloud infrastructure & hosting
Three million dollars was buying volume, not value.
A large paid-search budget was defended on the leads it produced. The economics said it was buying the wrong customers at a loss. Spend was stopped and moved behind higher-value contracts, lifting average contract value and resetting the acquisition mix ahead of the company's sale.
~$650 → ~$10kavg contract value $3Mspend reallocated Salemargin mix improved into exit
The logic. Spend was judged on cost-per-lead; it should have been judged on the value of the customer it bought.
Commercial LogicGlobal rugged-computing vendor, two-tier channel
Cost per lead halved by spending on fewer things.
Budget was spread thin across a broad market. Concentrate it on the two verticals where the product actually won, and cost-per-lead fell from over $100 to under $70 while inbound volume rose 90 percent.
$100+ → <$70cost per lead +90%inbound volume
The logic. A lower acquisition cost came from sharper targeting, not a bigger budget.
Commercial LogicEuropean IT-security services business
Marketing made a contributor to margin, not a cost line.
A function written off as a cost was refocused on commercial contribution. It added £180k of net-new margin inside the first 90 days, and partner co-funding grew from £23k to £500k across the year.
£180knet-new margin, 90 days £23k → £500kpartner co-funding
The logic. The fastest budget win is often money someone else will spend alongside you.
Commercial LogicUK managed-services start-up, founder to exit
The marketing behind a 2x revenue, 10x profit run to exit.
Built the marketing function of an early-stage UK business through a run of acquisitions and into the owner's sale. Held to revenue and profit, never activity.
2xrevenue growth 10xprofit growth Exitfounder to sale
The logic. Marketing that is accountable to the P&L survives a change of owner.
Commercial LogicSupply-chain & retail software vendor
Pipeline attributed to revenue, before that was fashionable.
Built international marketing across two regions and made the numbers case for the first marketing-automation investment. Contribution was tied to pipeline and revenue, judged on outcome, not effort.
2 regionsbuilt from entry Attributionpipeline to revenue
The logic. You can only defend a budget you can connect to revenue.
Commercial LogicFreelance engagement
A client engagement, to be added.
Likely the sharpest proof of all: the diagnostic's thinking applied straight to a client's own numbers. One of several from the consultancy years.
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