Better decisions for every team that reaches your customers

Before

We know our topics and we know our craft. But we planned from a keyword export, so every page was written for a search term, not a person. Our content read like everyone else's, and it reached plenty of people who were never going to buy.

The turn

So we started from the customer we want: what they're trying to get done, the questions they ask and the words they use. The keyword list became one view of our audience instead of the only one.

Now

We choose topics by how well they match the audience we want, brief writers with the questions people really ask, and show leadership which audiences our content reached.

Before

Every click costs more each quarter, and every test is real money. Our audience came from whichever tool was nearest, our keywords from the same places as every competitor's, and our headlines from us. We learned what worked a month of spend later.

The turn

So we started from the customer leadership described, ranked our keywords by how well they match that audience, and looked at what similar campaigns lead with until we found the angle nobody was using.

Now

We test the ad with Synthetic Audience Segments before we bid. When the CMO asks why paid went the way it did, we answer with the reason, not just the result.

Before

Every announcement needed an angle, and we chose the one that felt right. Too many pitches went to reporters who didn't cover the beat, and the quarterly report listed placements while leadership asked what had changed.

The turn

So we started from how each audience sees us, including the press, and tested the angle with them before the pitch went out.

Now

Our pitches land with the people who cover the story, and we report how our footprint moved with each audience, and why.

Before

We know who we're built for. We did the work on the Ideal Customer Profile and the Personas. But by the time that customer reached the ad, the page or the pitch, it had passed through a deck, a brief and a few handoffs, and the reports that came back told us what the teams did, not how our customers see us.

The turn

So we described the customer once, in our own words, and every team now plans and tests from that same profile, enriched with real behavioral data and kept current.

Now

The executive summary tells us how each audience sees us, what changed and why. We decide from that, and budget follows product-market fit instead of the loudest channel.