A plan a CFO can question and still approve
Strategy converts discovery findings into a channel plan, a budget model, and success metrics stated in numbers you already report internally.
Strategy documents fail when they're written for the marketing team's approval rather than the board's. We write to the second audience: what channels get budget, why, what return each is expected to produce, and by when.
That includes the uncomfortable parts — channels we recommend cutting, markets that aren't ready for paid spend yet, and the minimum budget threshold below which a channel can't be tested fairly.
The output is a document both teams sign off on before execution starts, so 'that's not what we agreed' never becomes a mid-quarter conversation.
What this includes
- A channel mix and budget allocation model tied to payback period, not impressions
- Success metrics and threshold values agreed before launch, so optimization has something to measure against
- A phased rollout plan sequencing which channels launch first and why
- Risk notes on anything the data doesn't yet support
Not sure this is the right fit yet?
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