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. On the economics, it was acquiring the wrong customers at a loss. The 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 thinly across a broad market. Concentrating it on the two verticals where the product genuinely won took cost-per-lead from over $100 to under $70, while inbound volume rose by 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 seen as not delivering was refocused on commercial contribution. It added £180k of net-new margin inside the first 90 days, and partner co-funding was leveraged 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 period of acquisitions and into the owner's eventual sale. The work was held to revenue and profit, not 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 case, with numbers, for the first marketing-automation investment. Marketing's contribution was tied to pipeline and revenue, so it could be judged on outcome rather than 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 clearest proof of all: the diagnostic's thinking applied directly for a client, on their numbers. One of several from the consultancy years.
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