Early on, focusing solely on short-term revenue almost cost us everything. Changing our marketing metrics to focus on long-term profit transformed our growth quality and became a key driver of equity value. Here are the mistakes, lessons, and actions to consider today btw, I

when we started using non-sales campaigns to drive revenue, people thought it was stupid even me from 2 years earlier would have thought it was stupid here’s our journey to seeing the unique value of non-sales campaigns and non purchase conversion optimized goals for

The moment a brand investment gets killed isn’t when it “doesn’t work.” It’s when revenue dips. And suddenly... the new thing becomes the scapegoat. When revenue is up and to the right, nobody questions the brand test. You get budget. You get time. You get space to build.

Before you can convince the CFO or Board about adding brand investments, you need to first convince yourself exactly why and how brand building leads to higher margins, and why performance marketing alone won't do it. So you don't have to learn all the same lessons yourself,

Dude Wipes didn't hit $100M/yr in Walmart by extending product categories. They did it by strengthening their BRAND. In this video, Sean shares what he learned after trying to extend the DUDE brand to all kinds of different categories, and how real growth came from *focusing on

For half a decade, I thought I was tracking the right metrics. I was wrong. Here are 8 metrics I wish I had started tracking sooner to know if our Brand (AKA the equity value of the business) was actually getting stronger. 1. Are your branded organic searches growing faster

My biggest regret from the early days? Cutting the wrong areas of spend when times got tough. Reverting to what felt 'safe' and 'accountable' and 'measurable' seemed right, but it was executed badly. I learned that definitions become extremely important during market

Ok. It’s time. Time to do a deep dive into Marginal CAC ...the marginal cost to acquire a new customer. Or thought of differently, a measure of how effectively the least effective dollars of our marketing budget are operating so we can decide when and where to modify our

17 reasons why you should NOT invest in Brand building. 1. You detest high margins 2. Being at the mercy of Meta's algorithm tops your list of favorite things 3. You get a special kind of joy when you turn off your ads and watch your revenue plummet 4. You never want to be

I used to think brand building was stupid because i had an ass-backward definition of it. Brand Building = 1. doing stuff 2. that increases the number of people who 3. automatically think of you when they go from out of market (95%) to the 5% who are actively shopping in your

CEO: I hate how our ads look. We've become used car salesmen. VP Growth: But they work. CEO: What does “they work” actually mean? VP Growth: They drive revenue. Isn’t that what we want? CEO: Yes, but there might be a cost to our brand we’re not accounting for. VP Growth:

CMO: This brand needs a reset, or we’ll die CEO: WTF does that mean? Like a rebrand? CMO: No. That'd be a rebrand. Not what I'm talking about CEO: Then what? CMO: First, let's define terms: the strength of our brand is measured in two ways: first, the customer acquisition we

Measurement helps us move faster, but if we’re measuring the wrong thing, we’re sprinting in the wrong direction. Seed Health is one of the fastest-growing wellness brands on earth —reportedly doing many hundreds of millions/yr, profitable, and was evaluating billion-dollar

save the 2‑page cheat sheet for your next budget meeting — and if your CFO asks you to justify your brand spend, slide them the 31‑page model guide below drive.google.com/file/d/1EIeLlp… -- for anyone who's ever had to justify a Brand marketing budget to a skeptical CFO, this one's ^

CFO: ROAS is tanking. Why all this top-of-funnel 'brand' stuff? Investors are gonna sh*t a brick. CMO: Because of the 95/5 Rule. CFO: The what rule? CMO: It’s why we’re shifting strategy. Turns out, we’ve been spending nearly all our dollars talking to only a small fraction of

CMO: if you want me to hit a 2 ROAS, or a 20 ROAS, i can do that. CFO: wtf do you mean? CMO: i can toggle 3 big things and get you whatever number you want. if i spend more on retargeting or brand keywords, run discount sales, or reduce spend, I can drive ROAS to the moon.

The next time you’re asked to give specific examples of why Brand matters, just send this video of Warren Buffett — the most successful investor of all time. He explains it better than anyone I’ve ever heard. While in the day-to-day of operating a company, it can seem foolish

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CMO: The reason our site isn't converting has nothing to do with our site Founder: wtf do you mean? Our problem is HOW and WHO we are driving to the site--not website features, page load time, or whether or not we have a post purchase upsell. Founder: hold the phone - say

CMO: Our ecom team's digital brand spend is driving insane wholesale growth, but your channel-level P&Ls punish us for doing the right thing CFO: But the sales team doesn’t want to allocate that spend to their P&L CMO: I don’t give a sh*t nugget. This company needs to stop