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Complete overview of every page on letsrocc.com, grouped by section.
Core Pages
Services & Pillar Pages
Contact
Website Audit
Insights
- All Insights
- What a Marketing MRI Actually Finds: The specific things that are slowing your commercial performance
- The Post-Purchase Gap: The most expensive unowned moment in your commercial system
- What the Agency Is Not Telling You: And why the structure of the relationship makes honesty difficult
- The Incentive Structure Is Pulling the Teams Apart: Why everyone is winning and the business is losing
- The Reporting System Is Optimised for Confidence: When that becomes the problem
- What Your Rising CAC Is Actually Telling You: The signal inside the number most businesses are misreading
- Your Conversion Rate Is the Wrong Number: What you should be measuring instead
- Why the Platform Migration Did Not Fix the Problem: And what the problem actually is
- The Handoff Nobody Owns: Where your commercial performance is actually being lost
- The Attribution Model Is Lying to Your Leadership Team: And everyone in the room already knows it
- What a Real Marketing MRI Should Examine
- Fractional CMO vs Marketing Consultant: The Real Difference
- Why Internal Teams Miss the Root Cause
- Seven Signs You Need a Marketing Consultant, Not Another Agency
- How to Choose a Digital Marketing Consultant: Better Questions
- Why Decisions Survive Approval but Fail in Reality
- Why AI and Dashboards Accelerate Failure Without Governance
- Why Marketing Fails at Scale Is Structural, Not Tactical
- Why Growth Stalls After Early Success
- When Dashboards and the P and L Disagree
- Conversion Problems Start Before the Click
- Why Attribution Often Creates False Confidence
- The Hidden Cost of Fragmented Marketing Teams
- When Channel Optimisation Hides System Failure
- Why More Data Rarely Fixes a Marketing Problem
- The Cost of Good Marketing That Does Not Convert
Perspectives
- All Perspectives
- The CMO role was designed for a world where marketing was a department
- The average CMO tenure in a digital business is twenty-two months
- Your CMO is managing a function
- You hired a CMO to fix a commercial system problem and they reorganised the team
- The board wants a CMO who understands data
- Your CMO cannot tell the product team what to build because they do not have the authority
- The intersection of product, sales and marketing is where your revenue is made or lost in a digital business
- A SaaS business at forty million ARR has a churn problem
- Your CMO has been in post for fourteen months
- The job specification for your next CMO is a document that describes the leader of a function that
- Boards are beginning to ask a question about CMO appointments that they were not asking five years ago
- Your CMO is the most senior marketing person in the business
- The most expensive hiring decision in a digital business is not the CMO who fails visibly
- AI is not making the CMO role more relevant
- The digital businesses that are pulling away commercially from their peer group right now are not
- Your CMO is presenting to the board using data produced by a measurement system they built or
- The CMO role was created when the marketing discipline was coherent enough to be led by a single
- The conversation about replacing the CMO is happening in your organisation right now
- I want to tell you directly what the Chief Systems Operator model is because the term deserves a
- The board meeting where someone first asks whether the CMO model is the right structure for the
- You were hired to fix something that was broken before you arrived
- The most professionally isolated position in a digital business is not the one with the least authority
- The CMO tenure statistics are not a mystery
- There is a conversation that happens between a CMO and a CEO that both parties have learned
- If you came up through brand or communications before digital became the engine of everything
- Your customer acquisition cost went up again last quarter
- The agency you are managing was chosen before you arrived
- A SaaS business at £40m ARR with a churn rate of eight percent is losing the equivalent of its
- The reporting framework you are working from was not built for the questions you are trying to answer now
- I want to describe the feeling of watching a well-resourced AI implementation make your commercial
- Your eCommerce conversion rate is sitting somewhere between one and three percent
- The first ninety days of a new CMO role follow a pattern so consistent that I have started to think
- There is a specific kind of professional loneliness that a CMO carries that I want to name because
- Your board does not understand marketing
- You have a strategy
- The LTV figure in your SaaS board deck is a projection
- There is a version of your eCommerce business that your reporting is not showing you
- I want to say something about political air cover that usually goes unsaid because saying it
- The measurement framework your team built was optimised for confidence
- The Marketing MRI exists because a CMO should not have to choose between seeing the commercial
- You can see exactly where the revenue is going
- The conversion rate optimisation programme your business is running is treating the symptom of a
- Your attribution model is the most consequential piece of fiction in your business and everyone who
- The platform migration was approved on the basis that the platform was the constraint
- Your customer acquisition cost is rising and the explanation changes every quarter but the trend does not
- The paid media agency is reporting a ROAS that looks strong
- There is a moment in the career of every senior ecommerce operator that I want to name because I
- Your email programme is generating open rates that look healthy and revenue attribution that looks
- The product your ecommerce business sells is not the thing that determines whether customers return
- I want to describe the experience of sitting in a trading meeting where everyone in the room is
- Personalisation was supposed to close the gap between what the customer wanted and what your site showed them
- The brief you were given when you took this role was more optimistic than the commercial system you inherited warranted
- Your mobile conversion rate is half your desktop conversion rate and the gap has been there for
- You inherited an agency relationship with a contract
- The AI tools your business has deployed in the last eighteen months are making the existing problems faster
- There is a number your business is not calculating that is almost certainly the most important
- The search function on your ecommerce site is producing results that would embarrass the product
- Your returns rate is a commercial problem your reporting is treating as a logistics problem
- The trading calendar is running your commercial strategy when it should be the other way around
- The Marketing MRI exists because the diagnosis you have been carrying in your head for the last
- Your checkout is the best salesperson in the building and you have never once trained it
- Your basket abandonment rate is being treated as a retargeting brief
- Your product page is a brochure
- Average order value is a comfortable metric
- Your site search is the most neglected sales floor in your entire ecommerce operation and the
- The agency that built your attribution model also benefits from the conclusions it produces
- Your best customer segment is hiding inside your worst-performing report and nobody has looked for
- Your mobile experience is the fitting room nobody maintains
- Your trading calendar is writing your commercial strategy and it should be the other way around
- Your returns rate is your product content team's report card and nobody is reading it as such
- You are running a B2B ecommerce operation with a B2C measurement framework and wondering why the
- Your personalisation engine is making very sophisticated decisions on very incomplete data and the
- You changed the platform
- Your peak trading performance is a cosmetic treatment for a problem that lives in the baseline and
- Your CRM programme is having a very productive conversation with itself
- Nobody in your last budget meeting asked whether the paid spend was actually causing the revenue or
- Your marketing team is planning campaigns around stock they do not know is low and your buying team
- The thirty minutes after a customer purchases from you for the first time are the most commercially
- The matrix killed your product launch and nobody filed a report about it
- Examination is not a consultancy exercise
- You are running a financial services business in a market where trust is the only product that
- Your fintech has acquisition numbers that would satisfy most investor reviews and retention numbers
- The regulatory environment you operate in is being described by your competitors as the constraint on commercial growth
- I want to say something about digital transformation in banking that some of your board members will find uncomfortable
- Your customer acquisition cost in financial services is among the highest of any digital sector
- There is a kind of pressure that a CEO of a growth-stage fintech carries that I think deserves to
- Your bank has a digital channel
- Customer lifetime value is the number that leads your investor deck and the number your commercial
- The pattern I see in fintech businesses that are struggling commercially is not lazy leadership or
- I want to describe a moment that I recognise in fintech CEO conversations before the person I am
- Fraud prevention in your financial services business is doing its job and quietly costing you
- The commercial vocabulary of banking and financial services was borrowed from consumer ecommerce
- Your digital bank is investing in brand
- Nobody who works for you can tell you what I am about to say without calculating the professional
- The fintech businesses that will achieve their highest possible valuation in the next three years
- I ask every CEO of a bank or fintech I meet early in our conversation a question that is not about their numbers
- The compliance function in your financial services business is doing its job
- Partnership distribution in banking and fintech is the channel that carries the highest
- Your bank or fintech is operating in a market where every serious competitor has access to the same
- I started letsrocc with Claudia Misselwitz because we both arrived
- The cost of customer acquisition in financial services is the highest of any digital sector and the
- The commercial technology layer in a financial services business at £20m to £250m revenue is the
- There is a specific financial risk that sits in the gap between what a fintech's commercial metrics
- Churn in a fintech business is a financial metric being treated as a product metric and that
- I want to sit with you for a moment in the board presentation about commercial performance in your bank or fintech
- The partnership distribution agreements in your financial services business are carrying projected
- I want to make the financial argument for commercial system assessment clearly and without the
- The FCA's Consumer Duty regime is being managed in your organisation as a compliance requirement
- There is a version of your bank's P&L that your current reporting cannot show you
- The CFO of a fintech at growth stage is in a structurally unusual relationship with the commercial
- Your marketing budget goes through more governance discipline in a single approval cycle than the
- Regulatory capital in banking goes through more governance scrutiny in a single quarter than the
- The fintech that cannot clearly explain the unit economics of a customer cohort acquired eighteen
- I want to name the thing that makes commercial assessment in financial services harder than in any
- There is a number that does not appear in any standard bank or fintech reporting that I would argue
- The commercial metrics presented to your board were built to communicate confidence
- Consumer Duty is being treated in financial services as a compliance question
- The acquisition efficiency gains your performance marketing team is reporting are real
- The financial services businesses I have found with the weakest commercial measurement discipline
- I want to be direct about why a fixed-fee
- The business case for the next agency relationship is being built on the reporting produced by the last one
- Your ecommerce conversion rate is a fraction
- There is a specific moment in the commercial lifecycle of an ecommerce business where more activity
- We were asked recently what the difference is between a Marketing MRI and a good internal marketing review
- The most dangerous dashboard in an ecommerce business is the one everyone trusts
- The handoff between your marketing function and your product function is costing your ecommerce
- We charge a fixed fee for the Marketing MRI. Not a day rate
- Incrementality is the measurement concept that changes every ecommerce marketing conversation it enters
- The question we are asked most often by CEOs considering a Marketing MRI is what happens if you
- If you are reading this and something in it is describing a situation you recognise
- I have spent thirty years watching businesses spend money on marketing and then spend more money
- The question I get asked about the Marketing MRI more than any other is who it is for
- I want to be precise about what the Marketing MRI is not, because precision matters here more than promotion
- There is a conversation that happens in almost every ecommerce business at serious scale that I
- The fixed fee for a Marketing MRI is £22,500
- Every business that comes to us for a Marketing MRI has tried something before it
- I want to describe what the output of a Marketing MRI actually looks like
- The thing I find consistently in businesses that have been running a structural commercial problem
- I have been asked why the Marketing MRI takes six weeks rather than two
- I started letsrocc with Claudia Misselwitz because we both arrived at the same conclusion from different directions
- Your next board presentation could be your last and you already know why.
- You have replaced your head of digital marketing three times in two years. The fourth will fail for the same reason the first three did.
- Digital investment increased forty percent. Revenue from digital declined twelve percent. Your CFO wants answers you do not have.
- You acquired the business six months ago. Digital was meant to be the growth engine. It is burning cash without producing growth.
- Marketing is complex. You do not have visibility into whether fifteen million pounds is being optimised or just spent.
- Your competitors fixed this three years ago. They are executing at twice your velocity whilst you are still discussing the same transformation roadmap.
- Board meeting in three weeks. Marketing spend up forty percent. Performance flat. You need answers now.
- Nobody will tell you the truth about why digital underperforms because telling the truth ends careers.
- You are eighteen months from exit. Digital is meant to drive valuation. Currently it is destroying it.
- Your most expensive problem is not what is broken. It is that nobody has authority to fix it.
- The gap between what your business is doing and what your reporting says it is doing is where your biggest commercial risk sits.
- Your dashboards show channel performance improving. Finance sees those channels losing money. Nobody trusts your numbers anymore.
- Your team is large. Your velocity is slow. Board questions whether team can execute strategy you committed to delivering.
- Sales blames lead quality. Product blames positioning. Operations blames campaign timing. You are refereeing departments whilst competitors execute.
- You are the only marketing person in room full of operators who do not understand what marketing actually does.
- Your budget is first to cut when revenue misses forecast. Every quarter you defend investment board sees as discretionary.
- You have twelve channels running. Nobody can tell you which three actually drive profitable revenue growth.
- You spend three weeks each quarter assembling reports explaining performance to board. Those three weeks could be spent fixing what the reports reveal is broken.
- The question your successor will ask in their first month is the one you should be asking now.
- Channel performance improves. Revenue from channels declines. You are optimising metrics that do not predict outcomes you are accountable for delivering.
- The CMO job spec has not changed in fifteen years
- Here is the thing about a ten person marketing team that nobody who runs one will say out loud in a group like this
- MMM. DDA. Personalisation at scale
- I want to say something that most Digital Directors in a scaling business already know and are not
- The first thing a new CMO does in almost every business I have seen is audit the existing structure
- The title CMO implies that marketing is a function that needs a chief
- I was sent a job specification recently for a VP of Marketing role paying €168,000
- There is a role that exists in practice inside every digital business that is performing
- The reason the marketing function in a scaling digital business becomes politically difficult is not personality
- Thirty years in this industry and the question I get asked more than any other right now is some