Revenue. Systems. Process. People.

I've managed $30M+ in ad spend at 350 to 400% ROAS, and I start every engagement with the money math, not the media plan. Deal value, close rate, cost per acquisition. Then I work backward to the leads and budget that hit the number.

That math also sets honest expectations. At the agency, setting cost-per-lead expectations with clients up front took average client retention from 4 to 5 months to about 9.

Sometimes the revenue leak isn't in the ads at all. One client blamed marketing for slow sales. The calls showed the real problem: their phone team was hanging up on leads the campaigns had already paid for. Fixing the handoff mattered more than any bid change.

An audit shows what's actually working. A scorecard keeps everyone honest. Everything else is noise.

• Attribution before scale

  UTM tracking tied to the CRM, so every lead and sale traces to the work that produced it. Once clients could see the real numbers, renewal calls stopped being about whether to continue and started being about how much more to grow.

• CRM as an asset

  Segmentation, lead scoring and routing that turn the same traffic into more pipeline. At Vaco that meant scaling the CRM from about 13,000 to 400,000+ contacts.

• Operator thinking

  Auditing the agency's own operations, I found about $1.9M in services being given away for free.

Good results that live in one person's head don't scale. I turn what works into SOPs the whole team can run.

• Copy what wins

  When a campaign structure works for one account, it becomes the template for every similar account.

• Test before you roll out

  I split our writers into two teams across similar HVAC and plumbing clients, one using AI tools like Jasper and Surfer and one without. The AI team won on leads, SEO scores and rankings, so we rolled it out agency-wide.

• Protect scope with data

  When a client wants to change direction, I test it on a small slice of budget for 30 days. The data makes the decision, and the relationship stays intact.

I came up without a clear path, so I set the standard I wish I'd had. My job is to give people clear priorities, the right tools and the room to own their results.

• Built teams with intent

  At Lumida I inherited two people and hired three, building a five-person team. Paid media came first because it paid for the next hires.

• Develop judgment, not just output

  Every change starts with a hypothesis and gets documented. Weekly reviews have each person walk through what they changed and why.

• Lead with structure, hire for speed

  I bring clarity and systems, and I hire people who bring energy and speed.