Impact

The company had a short window to hit a critical subscriber target. The president needed an answer to a simple and high-stakes question: where does the money go? Digital advertising budget, in the millions, was on the table, and the clock was running.

Rather than optimizing within the current allocation, I reframed the question: which platforms had the greatest remaining penetration into the qualified prospect market? The most visible platforms aren't always the ones with the most room to run. I analyzed where potential subscribers still existed to be converted, and where the addressable pool was already saturated.

The analysis shifted several million dollars in digital advertising from lower-penetration channels to the platform with the greatest remaining qualified audience. The president of the company reviewed the work personally and signed off on the reallocation. When the person at the top of the organization is making budget decisions based on your analysis, on a compressed timeline, you've bridged the gap from analytics to strategy.

Decisions about marketing and product were made on gut, anecdote, and seniority. There was no systematic testing infrastructure: no shared framework for running experiments, no methodology for interpreting results, no institutional memory of what had been tried and what had worked. The organization was flying without instruments.

I built the A/B testing infrastructure from scratch: the technical architecture, the experimental methodology, the standards for what constitutes a valid test, and the documentation that lets results accumulate into institutional knowledge. The harder work was cultural. Getting teams to run tests is straightforward. Getting them to actually change behavior based on results, to let the data override the HiPPO, requires sustained organizational effort.

The organization shifted from anecdote-driven to evidence-driven decision-making across marketing and product. What had been recurring debates became settled by data. What had been intuition became falsifiable. The infrastructure didn't just answer individual questions; it changed the nature of how questions were asked. A testing culture, once established, compounds.

When a major studio offers a catalog of 200 films to license, how do you decide what they're worth? The traditional approach, relying on brand recognition, critical reception, or intuition, leaves money on the table in both directions. You overpay for content that won't drive subscriptions. You pass on underrated titles that would. In an industry where content budgets run in the hundreds of millions, this imprecision is expensive.

I designed a model for assigning quantified subscription value to individual titles, estimating not just how much content gets watched, but how much of that viewing drives subscriber acquisition, reduces churn, or both. The model accounts for the difference between a film that audiences watch because they're already subscribers and one that actually caused them to subscribe in the first place.

The model now directly informs licensing decisions at Starz, including whether to acquire specific titles, at what price, and which offers to decline. When studios bring content packages to the negotiating table, we have a rigorous framework for what those assets are actually worth to our business. That changes the conversation from intuition to evidence, and it changes the negotiating position accordingly.

A pediatric pharmaceutical brand was generating far less revenue than the addressable patient population would suggest. The drug worked. The market existed. Something was breaking down between patient need and prescription, but no one could identify where.

I conducted a customer journey analysis that mapped the complete path from symptom onset to treatment. The finding was not what anyone expected: the bottleneck wasn't patient demand, or formulary access, or competitive pressure. General pediatricians, the first point of care for the affected children, were largely unfamiliar with the condition. Rather than recognizing and referring appropriately, they were delaying, misdiagnosing, or simply not identifying candidates for treatment.

The analysis identified a path to tens of millions in incremental annual revenue, not through a new drug formulation, not through a new advertising campaign, but through a targeted educational initiative aimed at general pediatricians. The simplest interventions are often the ones nobody thought to look for. Sometimes the highest-ROI move in your business is a problem you haven't framed correctly yet.

A major toy manufacturer was preparing to enter a new product category, drawing materials for children. Before committing to the launch, they needed rigorous evidence that the product would succeed at retail, not just look good in a slide deck. Internal enthusiasm is not market validation.

I designed, executed, and analyzed the full market research program, from concept testing to competitive landscape analysis to retail channel dynamics, that would either validate or kill the launch. The goal wasn't to confirm what the client hoped; it was to give them the clearest possible picture of what was actually true about the market.

The product launched and became the top seller in its category at Walmart during the back-to-school season. Market research gets quoted in presentations and forgotten. Market research that produces the number-one product at the country's largest retailer is a different thing. That's when you know the work was right.