S&T: The CMO Seat & the Four-Brand Rebrand
THE PROBLEM When I arrived at S&T, there was no CMO. Marketing existed — a capable team, a real budget — but it reported up through another function, which meant…
THE PROBLEM When I arrived at S&T, there was no CMO. Marketing existed — a capable team, a real budget — but it reported up through another function, which meant…
SITUATION Revive is a new physical therapy studio opening in a small Northwest Kansas town. Founded by an experienced PT setting out on her own, Revive exists to give patients…
A case study from Night & Gale Most founders treat pricing like a math problem. Add up your costs, tack on a margin, glance at what the competition charges, and…
When I was a CMO, I used to tell the executive team I was the Lorax. I spoke for the people — not the trees. The line landed as a…
Perfection is expensive. In this article, Matt breaks down the “90% Rule”: once your product is good enough, chasing the final 10% wastes time, money, and momentum. Learn how Apple, Southwest, and others win by balancing marketing, ops, and experience—and avoiding costly perfection traps.
Most teams don’t fail because they lack talent. They fail because they over-invest in one kind of excellence and neglect the rest. In this post, I share a four-pillar framework that keeps brands balanced: product experience, economics, positioning, and organizational alignment. Get all four working together, and growth gets easier.
A Guided Ascent to Brand Identity Every brand I’ve helped build — from scrappy rural startups to mature regional operators — has needed the same thing at the start: a…
Most of the founders I’ve worked with didn’t realize they’d made the choice until it was already made. The choice: are you building a business, or are you building yourself…
Over the course of my career, I’ve sat in hundreds of discovery calls that opened the same way: “We just need someone who can do the logo, the website, some…
Most of the marketing failures I’ve seen weren’t creative failures. They were directional failures. Leadership teams hand down vague, feel-good directives — “we need more engagement,” “let’s get some buzz,”…