SERVICES

Marketing Transformation

Do you connect with customers effectively, and have systems that support it?

A buyer lands on your website, reads your message, calls your team. In those few minutes everything counts: whether the brand makes sense, whether the message answers their problem, whether the person who picks up knows what the last person promised.

The outside and the inside of a buyer’s journey. The outside is what the buyer sees: 1, a buyer lands on your website; 2, your message — does it answer their problem; 3, a call — does whoever picks up know what was promised. The inside is what makes it possible, starting at the hand-off: 4, a CRM and process, so every lead is recorded and handled one way; 5, leads turned into opportunities; 6, opportunities turned into revenue.

That’s the outside. The inside is what makes it possible — the technology and processes that turn leads into opportunities and opportunities into revenue.

Marketing transformation changes both. It starts with an honest look at what’s working, what isn’t, and where the business is working harder than it needs to.

Why companies get stuck

  • Ineffective brand messaging. It describes what the company does instead of how it solves the buyer’s problem. What’s in it for them never comes up.
  • A poor customer experience. No CRM, no process. Every salesperson tells prospects something different, and nothing is recorded.
  • No data. Nobody knows which work produces business and which just produces activity.
  • Disconnected processes. The website, the forms and the sales team each run on their own, and leads fall through the gaps.
  • Vendors holding the company hostage. The websites, tracking and accounts sit with outside vendors who charge what they like and control what the company can change.
  • No innovation. Without data every new idea looks like a risk, so this year looks like last year.
The outside and the inside of a buyer’s journey. The outside is what the buyer sees: 1, a buyer lands on your website; 2, your message — does it answer their problem; 3, a call — does whoever picks up know what was promised. The inside is what makes it possible, starting at the hand-off: 4, a CRM and process, so every lead is recorded and handled one way; 5, leads turned into opportunities; 6, opportunities turned into revenue.

How I work

A chart of team adoption over time. It starts with an audit. Underneath runs a grey band for the tools the team already likes, which stays throughout. Above it, a red line climbs in three steps, each levelling off before the next change starts. A dashed grey line for rolling everything out at once shoots up early, then falls back to where it began.

Analysis first. Before recommending a tool, a rebrand or a process, I find out what the company already has, what people actually use, and what each piece produces.

One thing at a time. Adoption has a curve. Hand a team an entirely new tool set and they go back to what they know. Roll out one change, let it settle, then the next.

Keep what’s working. If people like a tool, it stays, even if the integration isn’t perfect. You don’t rip everything out because part of it doesn’t work.

What this looks like

ELB Learning

Six acquisitions had left one company running as seven brands. I co-led the rebrand to ELB Learning: booth visitors up 50%, web traffic up 33%, and $10M → $50M.

The seven brands that became ELB Learning — eLearning Brothers, Trivantis, Edulence, The Game Agency, CoreAxis, Origin Learning and Rehearsal — arranged in a circle, with one arrow pointing to the single ELB Learning logo.

Goldson Construction

No CRM, no analytics, no process — salespeople told prospects different things, with no record of any of it. I brought the websites and CRM in-house, cutting website costs 97%, and kept the tool the team already liked, KonstructIQ, rather than replacing it — its quotes will move into the CRM by email. Next is the brand. A 63% bounce rate from Construction to Glazing shows the two look like unrelated companies; one master brand rolls out soon.

On the left, the old Goldson Glass & Glazing logo, a yellow and blue cube. A red arrow points to a dark panel holding two gold logos side by side: the new Goldson Glass & Glazing logo and the Goldson Construction Corp logo. They share the same GC emblem and GOLDSON wordmark; only the line underneath differs.

Find your lane forward.

Tell me where you’re stuck. I’ll start by finding out what’s already working.