Marketing leadership is not a stack of tactics. It’s the discipline of deciding what a company should do, in what order, and then making sure it actually happens. Everything I run is built on one cadence, and the cadence is boring on purpose — dependable growth comes from a rhythm your whole company can trust.
Annual — the goals
We start with the year: revenue, membership count, locations, whatever the honest ambition is. Goals get numbers, numbers get owners. If a goal can’t survive being written down next to a number, it wasn’t a goal — it was a wish.
Quarterly — the strategies
Each quarter gets a strategy in service of the annual goals: the campaigns, the offers, the channels, the budget. Quarters are long enough to move a real number and short enough that a wrong bet gets caught before it compounds. Every quarter closes with a review against the number it was chartered to move.
Weekly — the accountability
This is where most marketing actually dies — not in strategy, in follow-through. I work directly with your marketing team every week: what shipped, what slipped, what the numbers say, what changes. Your team keeps its momentum because someone senior is watching, and your people grow because someone senior is teaching.
What I measure
Vanity metrics don’t pay therapists — or techs. The numbers I hold marketing to are the ones that show up in your P&L:
- Appointments and jobs booked — month over month, year over year
- Membership and service-agreement growth and retention
- Rebooking and renewal rate — the quiet engine of every great service business
- Revenue per available hour, by service and location
- Cost per new client, by channel — measured honestly
How I treat claims
One more discipline, and it applies to my own marketing too: numbers you see on this site are either validated by the client they belong to, or clearly tagged as examples. If I’ll hold your marketing to its numbers, you should get to hold me to mine.