Inside the system
A B2B growth engine.
I connect the customer journey, commercial priorities and AI-supported processes. Explore a fictional case to see what I would investigate, change and keep under human control.
My approach draws on more than ten years in digital marketing, including B2B lead generation, marketing leadership and CRM automation.
How I start an engagement
I review the historical and intended customer journey, existing touchpoints and available data. I want to understand why the offer matters to this audience, then agree a measurable objective and budget. I close critical gaps, document the remaining assumptions and test them early.
I prioritise messaging, content and processes alongside the most urgent economic bottleneck. More media spend cannot reliably compensate for a weak conversion journey.
Customer experience + operating system
Every touchpoint has a job.
Choose a stage to see my reasoning, the next handoff and what would change my decision.
↺ Buyers revisit stages. Sales objections, product use and customer feedback feed back into targeting, messaging and experiments.
Measurement funnel
Follow the value downstream.
Follow source visits, leads, Sales acceptance, opportunity creation and expected wins. This view describes measurement, not a mandatory buyer path.
Bars share the visit denominator; visitors and contacts are different units. Expected wins are probability-weighted planning values. This is a measurement view, not a mandatory buyer path.
Performance marketing + lead quality
Cheap leads can be expensive growth.
Compare the opportunity gap, quality of demand and cost of progression across channels.
SQL = a lead accepted by Sales. Pipeline = opportunities × €20k assumed annual contract value, before probability weighting. Media costs exclude staff, tools and content; this is not total CAC. Each lead has one assigned source; this view does not establish causal attribution.
Assumptions and limits of this example
All company data, scenarios and agent outputs on this page are authored examples. The baseline and quality comparison represent mature outcomes from a 90-day acquisition cohort; the budget scenario is a planning assumption. Deals may close after the acquisition period. No connected systems or live agents are used. Each lead has one assigned source. Visits, contacts and opportunities are different measurement units; the example does not track real identities between them.
I check definitions, cohort maturity and data quality before acting. The same figures can have different causes, and a lower cost per form submission does not establish better commercial performance.
At a constant cost per impression, a lower CTR means a higher cost per click. Cost per qualified lead also depends on conversion and qualification. I test creative iterations while an existing ad remains economically useful.
People, agents & automation
Evidence becomes a decision.
Four proposed roles connect research, diagnosis, Sales preparation and feedback through clear human handoffs.
Interactive process
Follow the decision.
Before increasing acquisition spend
Depending on the evidence
↺ Findings return to the next diagnosis
Explore the individual agent roles
My responsibility
I define the objective and priorities, examine the evidence and approve changes. Agents research, prepare and flag issues within their assigned scope. The customer conversation stays with a person.
Production prompts, scoring weights and internal workflow configuration are not included. Model answers in this preview are marked as prepared examples.
From opportunities to customers
What could this mean commercially?
A 25% opportunity-to-win assumption connects the selected scenario to expected customers. The target remains 24 opportunities.
Fractional customer counts are expected values, not actual customers. Annual contract value assumes €20,000 per won deal; it is neither recognised revenue within 90 days nor profit. A common win rate is used to compare scenarios; actual rates may differ by source and lead quality.
What is still missing for CAC and payback?
Total acquisition cost needs Sales and Marketing salaries, commissions, content, tools and other attributable costs alongside media. Payback also needs recurring revenue timing and gross margin. Those inputs are unavailable here, so no total CAC or payback is asserted. Compare fully loaded acquisition cost per won customer with monthly gross profit per customer once those inputs are verified.
Read my reasoning across the journey
Compare the scenario assumptions
Each scenario uses a 25% win assumption and €20,000 annual contract value per won deal. Deal closure can occur after the 90-day acquisition period.
Read the agent responsibilities
Market & messaging — Competition · positioning · relevance. Competitors have shifted their message. Should we respond?
Performance & funnel — Signals · bottlenecks · next action. Lead volume is up, but accepted demand is down.
Lead & Sales preparation — Account context · readiness · handoff. Which next step fits this request?
Sales learning & experiments — Feedback · hypotheses · tests. What should change after a new round of Sales feedback?
Agents organise evidence and propose the next action. I examine the assumptions, set priorities and approve changes. Sales owns qualification and the customer conversation.
Your growth system
Where is growth getting stuck in your business?
I help B2B teams connect GTM, the customer journey and operational processes. Tell me where progress is stalling and what you want to change.