Insights, intelligence and marketing effectiveness
Most recently I was VP, Media Intelligence at Innocean USA, Hyundai Motor Group's in-house agency, where my team's reads fed the brands' weekly leadership reviews. Before that, agencies, and before them seven years in-house.
This page is the overview. The full cases include client names and results, so I share them privately with recruiters and hiring teams. Once approved, you browse on your own with a one-time email code. Request case-study access →
Innocean USA 2023–26 · Mindshare 2019–23 · Hearts & Science 2017–19 · POSSIBLE 2015–17 · Sq1 and Adaptive Audience 2011–15 · ZAAZ 2009–10 · Vertis 2008–09 · in-house at SuperPages, Cox Communications and Tyler Junior College 2001–08
See the full career map →The full cases sit behind a sign-in. These four you can check yourself. Each comes from a separate published source about work I led at Sq1 and Adaptive Audience, and the publishers anonymized the retailers.
Each summary gives the business question and my role. The full cases name clients and show results, so they sit behind a sign-in.
A competitive-intelligence system for three brands, built while tariffs landed and the EV credit ended.
My roleLed the team that built it; it fed the brands' weekly leadership reviews.
The Brain: governed data, 50+ industry guides and executive briefs in minutes instead of days.
My roleBuilt the first prototype and designed its industry guides, then ran point as the team built it out.
A new CMO who doubted our data, and the long-view read that changed her mind.
My roleMy team produced the weekly reads; I led the method and the recommendations to marketing leadership.
Rank, weight, gap: one method I've used at five employers to put a brand against the rival that matters.
How it's usedA one-page read I've rebuilt at each employer since SuperPages in 2006.
A linked brand-and-sales model that showed leaders what media contributed and where to move budget.
My roleClient owner, project lead and primary presenter; led the model refreshes with data scientists.
Machine-learning targeting and creative scoring, run against the university's long-time outsourced partner.
My roleBusiness lead for the performance and creative models, which Mindshare’s data scientists built; ran analysts from Neo (a WPP performance agency) and Mindshare's data scientists as one team.
Eye tracking for creative, a media-off read and new attribution models across three lines of business.
My roleLed marketing sciences with a bi-coastal team of 10.
The privacy-first measurement business I co-founded, from first client to acquisition.
My roleCo-founder and president; the business contributed to Sq1's 2015 acquisition by Ansira.
The Synapse product line I ran as business lead, from pricing to roadmap.
My roleBusiness lead for pricing and roadmap; my Los Angeles team built the modules.
How people react to ads as they watch, read with the method each decision called for: an EEG lab, webcam eye tracking, a neuroscience lab and attention data.
My roleChose the method for each client and made sure each read changed an edit, a media buy or a TV rotation.
Pages written for how shoppers decide, screened by archetype and proven in live tests.
My roleExpanded the archetype framework, owned the roadmap and ran the tests.
A global testing program built to answer a category-defining rival, market by market.
My roleRan the A/B testing program across seven markets.
Business-model research, product pages and a statement built from each advertiser's account.
My roleIn-house on the digital team: business-model research, product pages and the email programs.
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I started as a designer, and I still build for the reader: a one-page scorecard, a monthly read for a CMO, and lately briefings an AI analyst drafts in minutes.
"Who will decide with this?" is still my first question. I picked the habit up from Actionable Web Analytics in 2007 and never dropped it.
Business-model research and A/B testing in-house, then usability and testing at every agency since. Watch real people, then ask why.
I build forecasting models myself and lead the machine-learning work. Engineers own production code; I own the question, the method and the story.
If an executive can't read it in a minute, it isn't done. I treat the layout as part of the analysis.
I work in the trench with my team and push each person to find their own angle. Many of the people I hired are still friends.
I saw a strategist in an account supervisor others had typed as client service. I moved her into Adaptive Audience, built her training around the platforms, testing and dashboards, and pushed her into new business and conference talks. She went on to lead all Adaptive Audience account services and pitch it in her own voice.
I built every report hands-on with my first three analysts, all early in their careers, then gave each one a brand. They became the competitive-insights leads for each brand's leadership, and I promoted one to senior analyst.
One analyst pushed back on our AI platform because he preferred another tool. Instead of overruling him, I had him build a balanced comparison of the tools, the governance limits and the pilot use cases. His comparison won broader support from analytics leadership.
I ran analysts from Neo (a WPP performance agency) and Mindshare's data scientists as one team with one view of the client. After about a year, leadership approved expanding that pooled model across the office.
One of my data scientists was brilliant and quiet, and telling him to speak up wasn't going to work. I started a monthly lunch-and-learn and asked him to help run it. He took it over, and it grew into an agency-wide forum.
I hired a PhD engineer with deep data-science skill and little agency experience. He taught me machine learning, and I taught him client management and executive presentation. He went on to lead econometric modeling of his own.
I hired a specialist for search. He saw the testing work, asked to learn it, and I taught him. He ran the testing practice after I left and later stepped into my next role.
Brandon was a great manager who exemplified lead by example… getting different teams to achieve a common larger goal for the organization.Data scientist who reported to me · Hearts & Science · 2019
Brandon's ability to get groups working together across multiple departments… while always remaining calm, thoughtful and practical is an extremely valued talent.Colleague · Sq1 · 2014
I was impressed by his guidance, mentorship, and innovative mind… I fully trusted and respected him as a leader.Team member who reported to me for three years · Sq1 · 2014
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