Digital Strategy

Most strategy decks die in a drawer because they were built backward: channels first, business second. I start from the other end. Before anyone says Meta or programmatic or connected TV, I want your contribution margin, your payback window, your retention curve, and the number your CFO actually watches. The media plan is downstream of that math or it is decoration.

This is the discipline I used to build a paid digital practice from under one million dollars to more than fifty million in annual client spend, running as many as 3,400 campaigns at once across nearly every major vertical and 56 countries. The scale is not the point. The point is what scale teaches: every category has its own physics, but the planning questions never change. What does a customer contribute? How long can you wait to be paid back? What happens to the whole system when one channel is cut? The answer to that last one is almost never what the spreadsheet says, which is why strategy here includes designing the tests that find out.

A strategy engagement with me looks like work, not theater. We interrogate the unit economics until the media budget stops being a percentage someone inherited and becomes a number derived from margin. We map demand honestly, including the demand you cannot buy because a competitor owns it or a season withholds it. We set the measurement plan before the media plan, because deciding how you will know it worked is harder and more valuable than deciding where to run it. And the deliverable is not a deck you file. It is an operating plan with numbers you will be judged on, and so will I.

What you will not get: a channel recommendation dressed as a strategy, a persona document with stock photos, or hedge language engineered so nobody can be wrong later. Senior work means someone puts their name on a forecast. I have been doing that for two decades, in rooms from startup boards to the largest advertisers in the country, and the forecasts that survive are the ones built from the business math up.

If your plan cannot survive the question "what is this worth in margin," it is not a plan yet. That conversation starts at the contact form, and it is a short one to begin.