Know what your
marketing is
actually doing.

Three global regions. Four disconnected marketing platforms. Zero shared definition of what a conversion even meant. The CMO was walking into board meetings with numbers that marketing, finance, and sales all disputed — because each team was pulling from a different system with a different methodology. The fix required more than technology. It required building a single measurement architecture that every region agreed to operate within — standardized UTM taxonomy, unified event tracking, and an integrated data pipeline connecting GA4, Marketo, Google Marketing Platform, and Cvent for the first time. When it was done, the CMO had one number. Everyone trusted it.

A Fortune 50 technology company was spending over $1 billion annually on marketing across 40+ global markets with no consistent way to measure whether any of it was working. Different markets used different metrics. Different agencies reported different numbers. Leadership had no reliable view of global performance — and no framework to connect spend to outcomes. Starting with a small embedded team, built a full-service global analytics practice from the ground up — establishing standardized KPIs, a global data taxonomy, a unified performance reporting system, and an audience strategy integrated into planning and buying platforms. The organization went from arguing about data to making decisions with it.

Sales wasn't following up on marketing leads — not because they were lazy, but because the leads weren't trustworthy. Marketing was passing anything that filled out a form. Sales had learned to ignore the queue. The underlying problem was structural: there was no shared definition of what a qualified lead actually meant, no behavioral scoring logic, and no integration between what people did on the website and how they were being prioritized in the CRM. Designed a lead scoring algorithm from scratch — combining GA4 behavioral signals with Marketo engagement data — and defined, for the first time, exactly what constituted an MQL versus an SQL. Implemented in production. Sales started working the leads.

The ABM program existed on paper. Budget was allocated. Campaigns were running. But when leadership asked whether it was working, nobody could answer. There was no account-level reporting, no territory performance view, no way to connect marketing activity to pipeline movement. The measurement infrastructure simply didn't exist. Built it from scratch — account and territory-level performance reporting, pipeline influence attribution, and intent signal integration. Also led the formal evaluation of DemandBase and 6Sense, assessing platform fit, integration requirements, and projected ROI to inform what would become a major technology investment decision.

Consumer brands don't have the luxury of long sales cycles or clean CRM data. They have millions of touchpoints, fragmented media, and boards demanding proof that the marketing budget is working. Across engagements with several of America's most recognized consumer brands, the work spanned the full spectrum of B2C measurement challenges — building multi-touch attribution models using VisualIQ to connect media investment to sales, developing Marketing Mix Models that gave leadership a statistically defensible view of channel contribution to revenue, driving media optimization across complex multi-brand portfolios, and building competitive intelligence dashboard systems that turned reactive monitoring into a strategic advantage.