Our ROAS doubled. We hadn't sold a thing more.
A board member asked why online ROAS doubled at flat revenue. The numerator hadn't moved — the denominator had collapsed, and half the improvement was a change in how the metric was measured.
Remco Livain
I scheduled a weekly check that could never run.
An automated SEO check that needed a browser on my laptop, scheduled in the cloud. Designing a measurement window that can honestly report nothing was the real work.
We fixed checkout in production. The generator was still holding the bug.
A guest-checkout fix that never reached the build engine would have re-broken four storefronts on the next rebuild. Configuration drift, and fixes that repair themselves.
No login to the tag manager. The container told me everything anyway.
Nine months of zero purchase events, diagnosed without account access. The tag wasn't missing — its trigger group was assembled differently from every sibling.
The design asked for a countdown. The offer had no end date.
Why I refused to ship a countdown timer and a scarcity counter on four European storefronts — and how to build urgency that binds to a fact.
The brand book didn't exist. The website had been writing one for years.
Three design systems reverse-engineered from live sites in one week. The trick isn't reading the theme settings — it's measuring what actually gets painted.
Every clinic counts new patients. Almost none can count the ones who booked.
In dental and aesthetic clinics the agenda and the transaction record rarely share a patient identifier. So marketing gets measured on bookings — and optimises for the wrong thing.
I wrote about my own website. The reader wanted to know what I do.
My first draft described the machinery behind two ventures instead of the work. The fix is a sequence: who it is for, what you get, how it starts — and only then my role.
Everything returned 200. Four leads still went nowhere.
Three things broke on my own projects this week and not one of them produced an error. Silent failures are the expensive kind — here is what I changed so the systems shout.
Nobody needs another me-too product. Unless you already own the customer.
An investor asked why a home and living brand would enter a commodity category at all. The case has nothing to do with the product and everything to do with who already owns the buyer.