The same material I use with clients and on stage. No frameworks for their own sake, no theory that hasn't survived contact with a real budget.
Each of these runs about six or seven minutes and covers one decision an owner or an operating partner actually has to make. Watch them in any order, though they build if you take them in sequence: find what can't be defended, fix the measurement underneath it, decide in advance what failure looks like, understand what all of it does to what the business is worth, and then work out who should be running it.
If you'd rather read, every one has a written counterpart linked underneath it.
Somewhere between 15 and 30 percent of a marketing budget can't be defended with evidence by anyone in the building. The three-column test that finds it, and what to do with what you find.
Run a version of this audit yourself →Every platform counts a conversion it touched as one it caused, so one customer gets claimed by three dashboards. Why the numbers never reconcile, and the one figure nobody can inflate.
The written version, with the arithmetic →Every argument about whether a campaign worked is an argument about a standard nobody set. Three tiers agreed in writing before launch, and the three things that make it fail.
How allocation decisions actually get made →A buyer isn't purchasing your revenue, they're purchasing the probability it continues without you. The four dependencies buyers price, and the eighteen months it takes to remove them.
Why founder dependency costs you at exit →The most common question I get, and the wrong one. Whether you need senior marketing leadership at all and what shape it arrives in are two separate questions.
The full comparison, written out →These five are a reasonable sample of how I present: specific, evidence-first, and willing to say when the answer is that you don't need what I sell. Sessions run as a keynote, a workshop, or a board-level briefing, and the material adapts to the room rather than the room adapting to a deck.
The topics that travel best are marketing as capital allocation, why attribution never reconciles to the accounts, and what founder dependency costs at exit.
If something in these applies uncomfortably well to your own numbers, that's usually the moment worth a conversation. You'll get a direct answer about whether I can help, and if I'm not the right fit, I'll say so.