About

Why I built New Rebellion

I spent over a decade watching businesses pour money into marketing they could not measure. This is what I decided to do about it. A few times on the way down, take a turn yourself.

I have sat in both chairs. Agency side, I built the campaigns and wrote the reports. Client side, I owned the budget and had to make sense of the reports other people sent me.

Same work, two angles. From both, the same thing kept showing up. Marketing was the only part of the business still running on gut feel. Finance had its numbers. Sales had its pipeline. Operations had its dashboards. Marketing had a deck full of impressions and a quiet hope that something in it was working.

This is what most marketing looks like.

Numbers everywhere, meaning nowhere. The whole job is turning the blur on the left into the one clear number on the right.

It was rarely the marketers' fault. They measured what the tools made easy, not what the business needed. And the agency was never going to fix it. Most are paid to keep the spend going, not to ask whether it should. What came out of all that is the belief behind the Vision, and the system I built to act on it, Hub. But first, see the problem yourself.

Every metric on the left can rise while your revenue falls. Most reports never say so.

So I stopped trusting the easy numbers and started asking a harder set. The questions a business should answer in its sleep and usually cannot. Try them on yourself.

Most businesses land lower than they would guess. Not because the people are not good, but because no one ever built them a way to see clearly. That is the gap I crossed back and forth for a decade. So I built the thing I wished I had in both chairs.