Investigate
Start with the business question, understand the context and examine the available information.
SAMPLE ASSESSMENTS
TWO INDEPENDENT EXAMPLES
Before you invest in a strategy, see how I approach the problem.
Anyone can promise research, insights and recommendations. But what does that actually look like?
I've developed two illustrative assessments to demonstrate how I investigate business challenges, evaluate evidence and turn findings into commercial priorities.
Explore the research, reasoning and recommendations behind each example.
Two assessments.
Two business problems.
A closer look at how I think.
Two business problems.
A closer look at how I think.
See the analytical work behind the recommendations before deciding whether to work together.
ABOUT THESE EXAMPLES: These assessments were independently developed to illustrate my consulting approach. The industrial assessment uses a hypothetical business and public industry research. The marketing diagnostic uses synthetic records. Neither is presented as a completed client engagement.
CUSTOMER ACQUISITION STRATEGY
01 / 02
Industrial Buyer Opportunity Assessment
Which customers should your business
pursue when it can't pursue
every opportunity?
Imagine an independent industrial compressed-air supplier looking to grow in Southern Ontario.
Several industries could potentially need its services. But which buyer segments represent the strongest commercial opportunity? How competitive are those markets? And where should the business concentrate its sales efforts?
This illustrative assessment examines those questions through buyer-segment research, competitive positioning and commercial prioritization.
WHAT THE ASSESSMENT DEMONSTRATES
01
Comparing potential buyer segments for commercial attractiveness and fit.
02
Using public industry and competitor research to inform positioning decisions.
03
Translating the findings into acquisition priorities and a practical 90-day plan.
The objective isn't to identify
every possible customer. It's
to determine which opportunities
deserve attention first, and why.
MARKETING MEASUREMENT & REVENUE VISIBILITY
02 / 02
Marketing-to-Revenue Diagnostic
Your marketing dashboard reports
leads. But is it telling you the
full story of which customers
they became?
Imagine reviewing a company's marketing performance and finding that its CRM reports fewer customers from a particular channel than its historical records suggest.
Is marketing being undervalued? Were records updated? Is the reporting incomplete? And what can the available evidence actually establish?
This illustrative diagnostic examines those questions using synthetic marketing and CRM records.
ONE EXAMPLE FROM THE SAMPLE
4
Wins with earlier
Meta lead records
1
Win currently labelled
Meta in the CRM
Out of ten recorded wins in a fully synthetic dataset containing 24 unique leads and 32 historical CRM events.
The difference illustrates how relying only on a customer's latest recorded source can obscure earlier marketing interactions.
It doesn't prove Meta advertising caused those sales. It demonstrates why understanding how records change over time matters when interpreting performance.
WHAT THE DIAGNOSTIC DEMONSTRATES
01
Examining individual records to investigate reporting discrepancies.
02
Distinguishing verified findings from assumptions and evidence limitations.
03
Turning measurement gaps into prioritized tracking, reporting and workflow recommendations.
The objective isn't to make the
numbers look better. It's to
understand what they actually
tell you before deciding
where to invest next.
THE APPROACH
Not just findings. Decisions supported by evidence.
Evaluate
Compare opportunities, investigate discrepancies, challenge assumptions and acknowledge what the evidence cannot establish.
Prioritize
Identify which findings matter most to the business decision and where resources should be focused.
Recommend
Turn the analysis into practical actions, responsibilities and a sequenced roadmap.
Your business will have its own challenges, customers, systems and constraints. The assessment should reflect those realities rather than follow a predetermined answer.
LET'S TALK
Have a business problem you'd like investigated?
The examples show how I approach two different commercial challenges. Your business has its own customers, systems, constraints and decisions to make.
Perhaps you're unsure which customers represent your next growth opportunity. Or perhaps you're investing in marketing but can't confidently connect that activity to paying customers.
Either way, the starting point is understanding the decision you're trying to make and the evidence needed to make it.
INDEPENDENT GROWTH &
MARKETING CONSULTING
