Digital marketing consulting · Strategy, acquisition and measurement
I work with businesses whose marketing has grown one channel at a time rather than by design. Ads in one place, the website built by someone else, the CRM holding a third version of the truth, and nobody owning the connection between them.
The engagement replaces that with a single plan: what the business is pursuing, which channels serve it, how performance is measured, and what happens in which order.
Experience includes
Marketing accumulates. A campaign gets added, an agency gets hired, a tool gets bought, a channel gets tried — each defensible on its own, none of it designed to work together.
You are likely in that position if:
None of these are execution problems. Hiring someone to run more campaigns makes them worse.
Every channel, its spend, its structure and its measurement, reviewed against what the business is trying to achieve — including tracking verification.
Why it matters: it separates the presenting problem from the real one.
Which channels earn continued investment, which run on habit, and where the next unit of budget should go — with the reasoning attached.
Why it matters: most marketing budgets are inherited rather than allocated.
A KPI tree connecting business outcomes to marketing metrics to channel metrics, with definitions agreed across marketing and sales.
Why it matters: “qualified lead” means different things to different departments.
Where visitors and leads drop between first contact and revenue.
Why it matters: spending more to acquire visitors who leave is the most expensive mistake available.
Not a list — an order, with dependencies stated.
Why it matters: twenty parallel initiatives produce twenty half-finished ones.
Direction and oversight for your team, or hands-on work on the priority items, with a written record of what changed and why.
Why it matters: an account without a change log becomes undiagnosable within a year.
01
Input: access to ad accounts, analytics, CRM and current reporting; conversations with marketing, sales and leadership.
Action: structured review of channels, tracking, funnel and reporting against stated objectives.
Output: a written diagnosis separating what is working, what is broken, and what is merely unmeasured.
02
Input: the diagnosis plus your commercial constraints.
Action: rank by impact and dependency, not by ease.
Output: a sequenced roadmap with reasoning per item.
03
Input: current tracking setup and CRM structure.
Action: fix conversion tracking, agree definitions, build reporting around real decisions.
Output: numbers the team can act on and defend.
04
Input: the roadmap and your team’s actual capacity.
Action: hands-on work or direction and oversight.
Output: the priority items shipped.
05
Input: performance data over a meaningful window.
Action: weekly review cycle, monthly strategic review, documented changes.
Output: compounding improvement.
There is a version of this service that is a retainer for advice, and a version that is a diagnosis followed by a plan you own. This is the second.
The distinction shows up in the audit. I look at measurement before I look at campaigns, because in most engagements the campaigns are being optimized competently against a signal that is wrong. Fixing the signal reorders everything downstream.
It also shows up in what I will tell you. Pricing problems, product-market fit problems and sales capacity problems all present as marketing underperformance. If that is what the diagnosis finds, you will hear it — a marketing plan cannot fix any of them.
An agency executes within a channel remit and is generally paid to keep executing. A consultant decides what should be executed, including deciding that something should stop. The two work well together — a good agency benefits from clear direction.
Usually that is the arrangement. Most engagements involve an in-house team or an agency already in place, and the work is making that setup effective rather than replacing it.
Yes, and that is the normal starting point. You receive written findings and a ranked list regardless of what happens next.
Both. Much can be done in Google Tag Manager without developer time; ecommerce purchase tracking and CRM integration usually need some developer involvement.
That happens, and you will hear it. Pricing, product-market fit and sales capacity all present as marketing underperformance, and a marketing plan cannot fix any of them.
Against the KPI framework agreed at the start, set before any work begins so the target cannot move afterwards. Some value is not measurable in-period, and where that is the case I say so rather than manufacture a number.
The marketing audit produces a written diagnosis and a prioritized list with no ongoing commitment. Plenty of engagements stop there and the client’s own team executes.