# Remco Livain > Fractional Executive working with leadership teams on growth, transition, and complexity. Projects, notes, and speaking engagements by Remco Livain. Public Ghost content for AI and LLM tooling. This file includes a bounded export of public pages first, then recent public posts. Append `.md` to any post or page URL to get the content in Markdown (for example, `/example-post.md`). ## Pages ### About URL: https://www.livain.com/about/ Last updated: 2026-08-17T13:36:26.000Z ![Remco Livain](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2026/08/remco-portrait-2026.jpg) The person behind the work Remco Livain Fractional Marketing & Sales Executive · Lachen SZ, Switzerland 20+ years leading marketing and sales — for international brands, family offices and venture-capital portfolios. You work directly with me — no agency team, no hotline. [Schedule a meeting](https://www.livain.com/contact/) ## Who I work with I help manufacturers, clinics and consumer brands — and the international distributor and partner networks that sell for them — build, fix and scale marketing and sales. My focus is where headquarters meets local markets: aligning HQ with its distributors, enabling the channel, and carrying deals at C-suite level. Recent work runs across sectors — renewable energy (Swiss Solar Group), e-commerce and consumer goods (Cosyworld), dental and medical (Straumann/DrSmile, Linth Praxen, the SSO, the Swiss Dental Hygienists Association), medical-aesthetics (Faceland) and building materials (De Zanet Naturstein) — alongside DTC and growth-stage consumer brands. [My Fractional Executive Services](https://fractionalexecutive.biz/?ref=livain.com) ## From Transition to Transformation: Fractional Leadership that Scales I am an interim and fractional executive for companies facing complexity. My mandate isn’t just to fill a seat; it’s to build a foundation. Whether I join as an **iCMO, iCEO, iCSO, or Management Coach**, my goal is the same: to create the clarity and space needed for your future permanent leadership to succeed. I don’t just bridge the gap—I engineer the bridge. 0:00 /0:45 1× Who is Remco Livain? ## **The Evolution of a Mandate** Most organizations think they need a specific "role." In reality, they need a specific **outcome**. I am indifferent to the title on my contract. I am focused on the leverage I can provide at each stage of our partnership. When I work with teams long-term, my involvement naturally evolves: - **Phase 1: The Stabilizer (Months 1–3).** I step in as an **Interim Executive (CMO/CEO/CSO)** to stop the bleeding, clear the "institutional fog," and restart momentum. - **Phase 2: The Architect (Months 3–9).** As a **Fractional Executive**, I build the playbooks, fix the data infrastructure, and align the strategy across international borders. - **Phase 3: The Coach & Advisor (Month 9+).** Once the foundation is solid, I transition into a **Management Coach**role—helping you hire, onboard, and empower the permanent manager who will take over the reins. **I don't care about "defending territory." I care about leaving your organization so strong that you eventually no longer need me.** [\>> Learn more about my Fractional Executive Services](https://fractionalexecutive.biz/?ref=livain.com) ## **Next steps** If you’re exploring whether working together makes sense, the best place to start is the [**Projects**](https://www.livain.com/projects) section. That will give you a concrete view of: - what I work on - how I operate - and where I add the most value From there, you can decide whether a conversation is useful. *Remco Livain* [Schedule a meeting](https://www.livain.com/contact/) ### **FAQs** **1\. You mention taking on various "iCXO" roles—which one do I actually need?** Labels matter less than bottlenecks. If your sales and marketing are misaligned, I function as an **iCSO**. If your marketing operations are broken, I’m your **iCMO**. If the entire organization is in a leadership transition, I act as an **iCEO**. We start with your biggest constraint and the title follows the task. **2\. How does a fractional role differ from a traditional "interim" role?** Traditional interim managers are often just "gap fillers." I see my work as **structural empowerment**. I’m not just keeping the seat warm; I’m optimizing the seat so that the person who follows me has a clear roadmap, a functional team, and a high-performance environment. **3\. What does it mean that your role "changes over time"?** As the organization matures, my "active" execution decreases. I might start by running daily stand-ups and media buying (iCMO), but as we hire talent, I shift into a Management Coach role. This ensures the transition is seamless and that your new hires are mentored by someone who has already been in the trenches of your specific business. **4\. Why is "creating room for a manager" a priority for you?** A fractional executive who stays forever is a failure of the model. My value is in the **handover**. I want to identify the exact technical and cultural profile your company needs, help you find them, and then step back to ensure they have the "room" to lead without me hovering. **5\. Are you a consultant or an operator?** I am an operator who thinks like a strategist. I don't deliver 50-page PDF reports; I deliver finished projects, hired teams, and stabilized revenue engines. I take a seat on your board or leadership team and carry the same weight of responsibility as any other executive. ### I build, fix, and scale marketing and sales. URL: https://www.livain.com/welcome/ Last updated: 2026-09-11T12:48:40.000Z [Schedule a meeting](https://www.livain.com/contact/) [See what I'm working on](https://www.livain.com/projects/) 20+ years · DTC, clinics & manufacturers · board and interim roles · Switzerland & international · German, English or Dutch I use Claude Code to run real marketing operations — [the field notes are the receipts](https://www.livain.com/tag/claude-code/). ## Three ways to work with me Same operator, three different setups. Pick the one that matches your situation. Directly with me ### Fractional or interim marketing & sales leadership For founders, CEOs and boards at a moment of transition — expansion, a leadership gap, stalled growth. I take responsibility, and hand back a team that can run it. [How I work →](https://www.livain.com/about/) Close to home ### Marketing March — my local practice for Swiss SMBs For owner-led companies around the March, Schwyz and Zürichsee. I run your marketing with you, or coach your team to run it themselves. [marketing-march.ch →](https://www.marketing-march.ch/?ref=livain.com) You need a team ### Prexova — senior leadership plus 150+ specialists When one operator is not enough. A venture I am developing with strong partners: a c-level lead backed by vetted specialists, at transparent prices without agency overhead. [prexova.com →](https://prexova.com/?ref=livain.com) ![Remco Livain](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2026/08/remco-portrait-2026.jpg) The person behind the work Remco Livain Fractional Marketing & Sales Executive · Lachen SZ, Switzerland 20+ years leading marketing and sales — for international brands, family offices and venture-capital portfolios. You work directly with me — no agency team, no hotline. [Schedule a meeting](https://www.livain.com/contact/) ## Why the work is documented in public Fractional leadership only works when there is trust, and trust comes from seeing the actual work — not a case study written after the fact. So this site is a working archive rather than a portfolio: real projects, the decisions inside them, and what I would do differently. What worked, what didn't, and why. Some client details are anonymised where required. The thinking never is. Everything here is written by me, based on real mandates — not abstract theory. ## What you'll find here Here, I share: - **Active and completed projects** — including scope, context, and outcomes - **How I work as a Fractional Executive** — frameworks, playbooks, and trade-offs - **Industry deep dives** based on hands-on experience (DTC, clinics, international expansion) - **Lessons learned** from scaling, fixing, and sometimes undoing things ## How this site fits into the rest of my life I’ve intentionally stepped away from using social platforms as my primary communication channel. - **This site** is my main place for long-form thinking and documentation - **A small newsletter** is how I share updates when something is worth sharing - **Threads & Instagram** remain personal — for daily thoughts, interests, and life outside work If you’re here, you’re already in the right place. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2021/11/47C78502-5781-46C4-9641-D9F573AD6A21.jpeg) ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2021/11/6CCDE682-717D-4587-BD8E-355EFE2C519E.jpeg) ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2021/11/4E1FA9E5-47A8-4925-9555-6EB82B2215D8.jpeg) Remco Livain ### **Subscribe to the newsletter** Occasional notes on fractional leadership, growth decisions, and lessons from the field. No spam. No weekly pressure. [Subscribe to newsletter](https://www.livain.com/#/portal/signup/free) *Have a good read,* Remco ### Imprint URL: https://www.livain.com/imprint/ Last updated: 2026-08-05T08:08:14.000Z ## Responsible for this site **Remco Livain** Einzelunternehmung (sole proprietorship) Feldstrasse 12 8853 Lachen (SZ) Switzerland Email: [r.livain@gmail.com](mailto:r.livain@gmail.com) UID / VAT no.: CHE-149.854.587 MWST Responsible for the content of this site: Remco Livain, at the address above. ## Liability for content I write this site myself and take care that what is on it is accurate at the time of publishing. Much of it describes client work, market conditions or software that changes — so no guarantee is given that everything remains current, complete or correct. Nothing here is legal, tax or financial advice, and reading it does not create a client relationship. ## Liability for links This site links to third-party websites I do not control. At the time of linking, no unlawful content was apparent. I am not responsible for what those sites publish afterwards. Tell me about a problematic link and I will remove it. ## Copyright The text, images and other material on this site are mine unless credited otherwise, and are protected under Swiss copyright law. Quote me with attribution and a link — that is welcome. Republishing whole posts is not. ## Data protection How I handle personal data is set out on the [Data & privacy](https://www.livain.com/privacy/) page. ## Applicable law Swiss law applies. Place of jurisdiction is Lachen (SZ), Switzerland, to the extent permitted by law. ### Schedule a meeting URL: https://www.livain.com/contact/ Last updated: 2026-08-17T13:35:37.000Z I would love to take a few minutes out of my day to get to know you. Simply block a slot on my calendar and let’s connect. ![Remco Livain](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2026/08/remco-portrait-2026.jpg) Your direct contact Remco Livain Fractional Marketing & Sales Executive · Lachen SZ, Switzerland 20+ years leading marketing and sales — for international brands, family offices and venture-capital portfolios. You work directly with me — no agency team, no hotline. 0:00 /0:18 1× How to contact Remco Livain ### **Frequently Asked Questions** **1\. What should I prepare for our initial discovery call?** You don’t need a formal brief. Our first conversation is about "Bottleneck Identification." It’s helpful if you can describe where your organization feels "stuck"—whether it’s a leadership gap, a failed market entry, or a data infrastructure issue. I’ll ask the questions needed to see if my fractional or interim approach is the right fix. **2\. Are you available for short-term advisory or only long-term mandates?** I prioritize high-impact mandates (Interim/Fractional), but I do keep a few slots open for **Strategic Advisory** or **Board-level sparring.** If you have a specific, high-stakes problem that requires a second opinion rather than an operational overhaul, feel free to book a slot to discuss a "Deep Dive" session. **3\. Do you work with companies outside of Europe?** Yes. While I am based in Switzerland and much of my work is in Germany, Austria, Switzerland, The Netherlands or Belgium, and United States, I act as a fractional executive for brands worldwide. I am accustomed to working across time zones and leading international teams, particularly for DTC and Healthcare brands expanding into new territories. **4\. Can I book you for a speaking engagement or workshop via this page?** Absolutely. If you are looking for a practical, experience-based talk on marketing systems, AI readiness, or fractional leadership, please use the calendar link to schedule a 15-minute briefing. This allows us to align on the event’s objectives and audience needs quickly. **5\. How quickly can a mandate typically start?** Because I am an active operator with ongoing mandates, my "on-boarding" capacity varies. However, I usually have the flexibility to start a **stabilization phase** within 2–4 weeks for the right project. If your situation is urgent (e.g., a sudden leadership departure), please mention that in the booking notes. ### The Revenue Engine Reset URL: https://www.livain.com/book-a-session/ Last updated: 2025-07-28T13:43:56.000Z 0:00 /0:40 1× What is the revenue engine reset, by Remco Livain ### Why I Created This Sprint Session After 20 years of scaling teams, building funnels, and driving growth across industries — from dating to dental, furniture to solar — I’ve learned something simple: > **Most business leaders don’t need more ideas. They need clarity and focus.** But clarity is rare during the workweek. Too many tabs open. Too many fires to fight. That’s why I started offering **evening and weekend strategy sprints**. One focused session. No distractions. Just results. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2025/06/AD0B9C04-E4C5-4D71-9A24-51F2B38C3BFE.png) #### Remote Sprint Session (2500 CHF) ✔ 2.5-hour live remote strategy session (Zoom/Meet) ✔ Evening or weekend availability (5–11pm or Sat/Sun) ✔ Funnel, team, and growth audit ✔ 1-page Revenue Roadmap delivered within 48h ✔ 1-week async follow-up via email or Loom ✔ No travel required. Just results. [Book Remote Session](https://buy.stripe.com/3cIbJ27SA4Sg6bj2qE6sw01?ref=livain.com) ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2025/06/988B5464-E49E-42FD-A6A7-64A15FBED084-1.png) #### In-Person Sprint Session (3200 CHF) ✔ 2.5-hour in-person strategy session ✔ Weekend-only sessions (Switzerland or client location) ✔ Sales, marketing, and team audit ✔ 1-page Revenue Roadmap delivered within 48h ✔ 1-week async follow-up (email or Loom) ✔ Travel time not billed; travel costs at actuals [Book In-Person Session](https://buy.stripe.com/7sYeVe2yg70odDL2qE6sw00?ref=livain.com) ## What It Is **The Revenue Engine Reset** is a 3-hour consulting sprint designed for companies doing €1M–€15M in annual revenue who want to move faster, smarter, and with more alignment. We look at your **sales**, **marketing**, and **team structure** to figure out: - Where the bottlenecks are - Where you’re spending effort with no return - What needs to change — now, not later You walk away with a clear roadmap to move forward. No slides. No fluff. Just action. ## When and How It Works This sprint is built for focus — so we do it **outside of regular hours**: - 🕖 **Evening Sessions (Remote):** Monday to Friday, 5–11pm - 🗓️ **Weekend Sessions (Remote or In-Person):** Saturday or Sunday If you’re based in Switzerland (or nearby), we can meet in person. If not, we run the session over Zoom or Google Meet. You’ll receive a **1-page Revenue Roadmap** within 48 hours. I’m also available for async follow-up for 1 week — email or Loom. ## What It Costs - 💻 **Remote Sprint (Evening or Weekend):** CHF 2,500 - 🧭 **In-Person Sprint (Weekend only):** CHF 3,200 (plus travel costs) This is not an hourly consulting gig. It’s a results-driven reset designed to give you clarity in less time than most internal meetings. ## Who This Is For This sprint is perfect if you’re: - A founder or commercial lead scaling past €1M - Investing in marketing and sales, but unsure where it's paying off - Thinking about hiring, restructuring, or re-focusing your team - Too busy during the week to think clearly ## Why It Works This isn’t about theory — it’s about **pattern recognition and precision**. I’ve done this work across industries, team sizes, and markets. I know what to look for, where to dig, and what to ignore. What we do together in 3 hours can save you months of internal debate and expensive mis-hires. ## Book a Sprint If this sounds like what you need, let’s talk. I offer a 15-minute discovery call — no pitch, just clarity. Schedule a quick meeting to connect, here: [click on this link](https://www.livain.com/contact/) Download the brochure below 👇 [Revenue Engine Reset Session with Remco LivainRevenue Engine Reset Session with Remco Livain.pdf1 MBdownload-circle](https://www.livain.com/content/files/2025/06/Revenue-Engine-Reset-Session-with-Remco-Livain.pdf "Download") ### Hiring a Fractional Executive: What, When & Why URL: https://www.livain.com/hiring-a-fractional-executive-what-when-why/ Last updated: 2026-09-18T13:59:16.000Z 0:00 /0:59 1× Working with a Fractional Executive (Remco Livain 2025) As a fractional executive, I’ve spent the last decade jumping into complex situations—leading marketing, sales, and operational efforts when teams needed experience fast, but not another full-time headcount. This page brings together the questions founders, CEOs, and investors actually ask when they’re considering fractional leadership—what a fractional CFO, CMO, or COO really does, how the model compares to an interim executive or an independent consultant, what it costs, and what working with someone like me looks like in practice. These are the answers I give before every engagement starts. Whether you’re planning to scale, stabilize, or restructure, this guide should help you decide if fractional leadership is the right move. ## What is a fractional executive? A fractional executive is a senior C-suite leader—a CFO, CMO, COO, CTO, or even CEO—who joins your leadership team part-time, typically one to four days a week, on an ongoing basis. You get the experience and the accountability of an executive hire, at a fraction of the time and a fraction of the cost of a full-time C-suite salary. The key word is *embedded*. This isn’t advisory from the sidelines. A fractional leader sits in your leadership meetings, manages people, owns numbers, and answers for outcomes. I’ve written a fuller definition in [What is a fractional executive?](https://www.livain.com/blog/what-is-a-fractional-executive/)—and if you’re wondering whether “part-time executive” means the same thing, [it mostly does, with one nuance](https://www.livain.com/blog/are-a-part-time-executive-and-a-fractional-executive-the-same-thing/). ## What types of fractional roles exist? Almost every C-suite function now has a fractional version. The most common: a **fractional CFO** for financial modeling, cash flow visibility, and investor reporting; a **fractional CMO** for positioning, demand generation, and marketing team leadership ([here’s what a fractional CMO actually does](https://www.livain.com/blog/what-does-a-fractional-cmo-do/), since that’s my own seat); a **fractional COO** for turning chaos into systems, org structure, and operational workflows; a **fractional CRO** for aligning sales and marketing around one revenue pipeline; and a **fractional CIO or CTO** for architecture and systems decisions when your tech stack is holding back scalability. Fractional CEOs exist too—usually in founder-succession or portfolio situations. The pattern is the same across all of them: deep functional expertise, applied part-time, with real ownership. ## What’s the difference between fractional, interim, and a consultant? These three get mixed up constantly, and the differences matter. An **interim executive** is short-term, full-time leadership for continuity—someone left suddenly, and you need a stabilizer holding the wheel for three to six months until a permanent hire lands. A **fractional executive** is long-term, part-time leadership for growth—a proactive choice to bring in senior firepower before things break. I’ve unpacked the trade-offs in [fractional vs. interim executives](https://www.livain.com/blog/whats-the-difference-between-fractional-vs-interim-executives/). And the **independent consultant or advisor**? The difference is execution and ownership. A consultant analyzes your business and hands your team a roadmap. A fractional executive takes a seat at the table and owns the result—managing the team, clearing the blockers, driving the implementation. You’re not buying a report; you’re renting a leader. ## How much does a fractional executive cost—and how do they get paid? Most fractional executives work on a monthly **retainer** tied to a fixed number of days per week—not timesheets, not hourly billing. That’s deliberate: you’re buying outcomes and availability, not clocked hours. Compare that with full-time executive compensation—base salary, bonus, equity, pension, insurance, recruiting fees—and the fractional model usually comes in at a fraction of the fully loaded cost, with none of the severance risk. I’ve broken down real numbers, day rates, and retainer ranges in [how much a fractional executive costs](https://www.livain.com/blog/how-much-does-a-fractional-executive-cost-2/), and the planning side—what to reserve, and how to think about the spend against a full-time salary—in [how to budget for fractional leadership](https://www.livain.com/blog/how-do-i-budget-for-fractional-leadership/). ## When should you hire one—and when is it better than a full-time exec? The signal is almost always the same: **more complexity than your current team can handle, but not yet the budget or the need for a full 40-hour C-suite role.** That inflection point shows up at every company size—a bootstrapped SMB whose founder still runs marketing on the side, a mid-market company entering a new country, a scale-up between leadership hires. Fractional beats full-time when you need expertise rather than headcount, when the role isn’t “full” yet (8–16 focused hours a week, not 40 diluted ones), when you want impact in days instead of a six-month executive search and onboarding cycle, or when you’re testing a strategic bet—a new market, a new channel—and don’t want to hire permanently until it’s validated. A full-time hire wins when the function is mature enough to fill a week, every week; a good fractional leader will tell you when you’ve reached that point, and help you recruit for it. The longer version, with the concrete triggers I look for, is in [when should I hire a fractional executive?](https://www.livain.com/blog/when-should-i-hire-a-fractional-executive/) ## How long does hiring take—and how long do engagements last? Hiring a fractional executive should take days, not months. There’s no executive-search process, no relocation, no notice period. Most great fractional hires come through direct introductions—your network, your investors, someone you saw speak—not job boards or recruiters. Start with one day a week against one clear priority, evaluate early, then scale up or part ways. Low-risk experimentation is the whole point of the model. Once running, most engagements last **3 to 12 months at 1–4 days per week**. Three months is the realistic minimum for real leadership work—understanding the team, building trust, setting strategy, showing traction. Six to nine months is the sweet spot: long enough to build systems, drive measurable results, hire the internal team, and prepare a clean handover. And impact shouldn’t wait until the end—[here’s how soon you should expect to see it](https://www.livain.com/blog/how-soon-can-a-fractional-executive-deliver-impact/). ## How do you choose the right one for your business? Four filters, in order. **Functional expertise**—has this person actually built or fixed the function you need led? **Industry fluency**—a D2C brand needs someone who thinks in CAC, retention curves, and ROAS; a retail or luxury business needs someone fluent in brand equity, pricing psychology, and channel conflict. **Stage relevance**—a great executive from a $500M company can flop in a $5M one; you want someone who’s been at your stage, not just above it. And **team fit**—will they integrate with your pace and culture, or stay at arm’s length? In the interview, go beyond scope and skill. Ask what part of the work gives them energy, where they push clients hardest, which leadership styles they *don’t* work well with, and what they want to leave behind when the engagement ends. Ask for references and case studies—[the good ones always have them](https://www.livain.com/blog/do-fractional-executives-offer-references-and-case-studies/), even when the work itself was confidential: anonymized project summaries, referrals to past clients, outcomes they can walk you through. If they can’t tell the story of a past engagement clearly—starting point, approach, what changed—pause. ## Will they be committed if they work with multiple clients? Fair question—and the honest answer is: the right ones are, precisely *because* they work this way. Fractional work isn’t a side gig or semi-retirement; it’s a deliberate operating model. My business depends entirely on my last engagement, and that concentrates the mind in a way a salary never did. Working across two to four companies also produces the model’s quiet advantage: pattern recognition. A reporting format that clicked at one client, a hiring process that saved a month of interview churn, a campaign framework that scaled—cross-pollination is what you’re actually paying for. Commitment isn’t forty hours of presence; it’s focused time against agreed outcomes. If someone promises 24/7 availability at fractional rates, run. ## What do they actually deliver? The core deliverable is progress, not a deck. But concretely, expect artifacts that match the seat: a fractional CMO owns go-to-market strategy, positioning, campaign planning, and marketing dashboards (ROAS, CAC, LTV); a fractional CFO delivers the financial model, cash flow reporting, and investor packs; a fractional COO ships org design, SOPs, and operational workflows; a fractional CRO builds the revenue model, sales playbooks, and pipeline discipline. On top of the artifacts you get leadership presence—standups, exec meetings, 1:1s—and a weekly rhythm: priorities set at the start of the week, execution and async check-ins midweek, a summary with metrics and next steps at the end. [Success gets defined together, not dictated on day one](https://www.livain.com/blog/how-do-fractional-executives-define-and-measure-success/): an experienced fractional leader will push back on targets set before they’ve seen your product, team, and market—not to dodge accountability, but to make the KPIs mean something. ## What happens inside your team and culture? The worry is always “will the team take a part-time leader seriously?” In practice, when a fractional executive shows up with clarity and empathy—there to enable the team, not overrun it—the dominant reaction is relief: *finally, someone who can help us get unstuck.* Teams respond to support, not job titles or hours. > Employees don’t care whether a leader is full-time or fractional. They care whether that leader adds value without creating noise. Done right, a fractional leader resets the rhythm—sharper meetings, clearer priorities, KPIs that track progress instead of vanity—and mentors without threatening, because they’re not competing for anyone’s chair. And when setbacks hit, the narrow mandate is an asset: triage fast, park the distractions, keep the one mission-critical lever moving. I’ve written about that discipline—getting things done without trying to fix everything—in [The art of restraint](https://www.livain.com/blog/the-art-of-restraint-getting-things-done-as-a-fractional-exec-without-fixing-everything/). ## What about contracts, insurance, and the legal setup? Most fractional executives work as **independent contractors**—sole proprietors or through their own entity (GmbH, Ltd., SARL). No payroll, no employee benefits; you pay an invoice. Two things to get right: make sure the arrangement doesn’t qualify as disguised employment (Switzerland and the EU are strict about control and exclusivity), and put a real contract in place covering scope, time commitment, confidentiality, IP ownership, decision authority, and exit terms. If your fractional leader signs on behalf of the company or joins the board, check they’re covered by your D&O insurance—and ask whether they carry their own professional liability cover. A short legal review of the agreement is usually worth the hour. ## What if it doesn’t work out—or works out so well they go full-time? Flexibility cuts both ways, and that’s a feature. If the chemistry is off or the results aren’t landing, you’re not locked into a notice period—act fast, part ways professionally, and take the learning. But separate the two failure modes first: if the relationship is solid and only the outcomes lag, check whether the expectations, the scope, and the internal support were actually in place before concluding it’s the person. The other direction happens too: genuine alignment turns a fractional seat into a full-time one. [It’s possible, and occasionally right](https://www.livain.com/blog/can-a-fractional-executive-become-a-full-time-executive/)—but most of us chose this model deliberately, and the transition should follow the work, not the other way around. And for high-stakes chapters—fundraising, M&A, a sale—fractional leadership is often the best-shaped tool available: project-based by nature, credible in diligence, and gone when the deal closes, with a clean handover. ## Is it worth it? For the company: if the need is real but narrower than a full-time role, you get senior leadership at a fraction of the cost, live within days, with no long-term overhead. For me, after a decade of it: the variety, the focus, and the compounding pattern recognition are exactly [why I love working this way](https://www.livain.com/blog/why-i-love-working-as-a-fractional-executive/). The full argument for the model is in [Fractional leadership: why it’s so powerful](https://www.livain.com/blog/fractional-leadership-why-its-so-powerful-why-more-companies-should-embrace-it/). If you’re weighing it for your own business, [here’s how to work with me](https://www.livain.com/welcome/)—the first conversation is free, and you’ll know quickly whether the model fits. 💡 More insights on my Fractional Executive Blog: [click here](https://fractionalexecutive.biz/?ref=livain.com) ### Fractional Executive für Marketing und Sales in der Schweiz URL: https://www.livain.com/fuer-schweizer-unternehmen/ Last updated: 2026-08-17T13:36:27.000Z Ich unterstütze Unternehmen in der Schweiz als externer Marketing- und Sales-Leiter – zeitlich flexibel, aber mit klarer Verantwortung. Mein Fokus liegt auf Umsetzbarkeit, Prioritäten und Momentum im Team. So entsteht Fortschritt ohne die Komplexität oder Kosten einer Vollzeit-C-Level-Rolle. ## **Für wen ist das relevant?** Die Rolle eines Fractional Executives ist besonders hilfreich, wenn ein Unternehmen Momentum braucht – aber keine klassische Beratung oder Vollzeitstelle wünscht. Typische Situationen sind: Wenn… - eine Führungsposition vakant ist - ein Team skalieren soll, aber Prioritäten fehlen - Marketing und Sales nebeneinander arbeiten (statt gemeinsam) - eine Budget- oder VR-Sitzung vorbereitet werden muss - externe Perspektive und Struktur gefragt sind In solchen Fällen trete ich temporär ein – als Marketing- und Sales-Leiter mit Verantwortung, nicht als externer Beobachter. Mein Fokus ist immer pragmatisch: Was bewegt das Unternehmen jetzt nach vorne? ## **Was ich übernehme (Aufgabenbereiche)** ### **Marketing** - Positionierung & Messaging - Kampagnenstruktur, Kanalstrategie & Budgetprioritäten - Performance-Marketing & ROI-Frameworks ### **Sales** - Leadfluss und Pipeline-Logik - Sales-Enablement & Gesprächsstruktur - Marketing-Sales-Ausrichtung (gemeinsame Ziele) ### **Leadership & Struktur** - Entscheidungen im Team ermöglichen - KPI-Framework & Reporting-Fundament - Sparring & Workshops mit Geschäftsleitung / VR ## **Wie ich arbeite** Je nach Projekt arbeite ich zwischen 1 und 3 Tagen pro Woche – teils remote, teils vor Ort im Raum Zürich. Die Intensität variiert, aber das Prinzip bleibt gleich: > Energie hineinbringen, Prioritäten klären, Entscheidungen ermöglichen. Das Mandat kann als Workshop starten, über mehrere Monate laufen oder als Übergang dienen, bis eine Vollzeitlösung gefunden wird. ## **Kontakt / Erstgespräch** Gerne können wir ein unverbindliches 30-Minuten-Gespräch führen – per Google Meets/MS Teams oder persönlich im Raum Zürich. In diesem Gespräch klären wir, ob ein Fractional-Ansatz für Ihre Situation sinnvoll ist – und wie Momentum im Team aufgebaut werden kann. ![Remco Livain](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2026/08/remco-portrait-2026.jpg) Ihr Ansprechpartner Remco Livain Fractional Marketing- & Sales-Executive · Lachen SZ, Schweiz Über 20 Jahre Marketing- und Vertriebsführung — bei internationalen Marken, Family Offices und Venture-Capital-Portfolios. Sie arbeiten direkt mit mir — kein Agentur-Team, keine Hotline. [Unverbindliches Erstgespräch](https://www.livain.com/contact/) ## **FAQ (häufige Fragen meiner Schweizer Kunden)** ### Wann lohnt sich ein Fractional Executive? Wenn eine klassische Beratung zu oberflächlich wäre – und eine Vollzeitrolle zu viel. Es geht darum, Verantwortung zu übernehmen und Entscheidungen voranzubringen. ### Was kostet das? Der Umfang hängt von Projekt, Verantwortung und Intensität ab. Es beginnt oft mit einem Workshop oder einer klaren Zielsetzung – und entwickelt sich von dort. [(Blog post: How much does working with a fractional executive cost?)](https://www.livain.com/blog/how-much-does-a-fractional-executive-cost-2/) ### Sind Sie auch vor Ort verfügbar? Ja, ich arbeite regelmässig in Zürich, Schwyz, St. Gallen, Bern, Glarus und anderen Regionen. Remote und vor Ort sind kombinierbar – je nach Teambedarf. ### Ist das nur für grössere Firmen? Nicht unbedingt. Gerade KMUs oder wachsende Unternehmen nutzen den Fractional-Ansatz, um Führung ein zu bringen, bevor eine Vollzeitposition Sinn ergibt. ## Blog Posts auf Deutsch (Schweiz) [Wie Schweizer Teams Momentum verlieren – und wie man es zurückholtViele Schweizer Teams arbeiten sehr präzise, gründlich und engagiert – und trotzdem fehlt am Ende oft eines: Momentum.![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/icon/Untitled-design-1.png)Remco LivainRemco Livain![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/thumbnail/photo-1620563092215-0fbc6b55cfc5)](https://www.livain.com/2025/11/wie-schweizer-teams-momentum-verlieren-und-wie-man-es-zuruckholt/) [Wenn die Themen auf dem Tisch zu viele werden – was CMOs tun können, bevor Teams überlastet werdenViele Schweizer CMOs und Marketing-Leads stehen heute nicht vor Wissensproblemen, sondern vor Themenbreite. Wenn zu viele Themen gleichzeitig auf dem Tisch liegen, kann es Sinn ergeben, Verantwortung temporär aufzuteilen – damit Projekte abgeschlossen werden und Momentum im Team entsteht.![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/icon/Untitled-design-2.png)Remco LivainRemco Livain![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/thumbnail/photo-1615470593949-7d7dd34b7b56)](https://www.livain.com/2025/11/wenn-die-themen-auf-dem-tisch-zu-viele-werden-was-cmos-tun-konnen-bevor-teams-uberlastet-werden/) ### Projects URL: https://www.livain.com/projects/ Last updated: 2026-09-04T14:17:34.000Z This page documents selected projects where I took responsibility as a Fractional Executive, interim leader, board-level sparring partner, or founder. It includes both **client mandates** and **independent ventures**, clearly labeled as such. Each project links to a detailed write-up covering context, scope, decisions, and learnings. ## Active Mandates *Fractional executive and interim roles currently in progress.* #### Cosyworld (International) **Fractional Marketing & Growth Executive* Home & Living (DTC) · Europe / International · 2025–Ongoing · Active Mandate International growth and channel expansion for a DTC home brand, with a strong focus on Amazon-first strategy, performance marketing, and scalable cross-market operations. [View Project](https://www.livain.com/blog/cosyworld-dtc-growth-international-expansion/) #### De Zanet (Switzerland) **Management Consulting Marketing Strategy* Natural Stone, Gardening, Home Improvement, Construction · Switzerland · 2026 · Discovery Engagement Identification of opportunities to strengthen De Zanet's direct-to-consumer marketing across the Swiss market — mapping channel mix, brand positioning, and a growth roadmap to scale DTC revenue nationwide. [View Website](https://dezanet.ch/?ref=livain.com) ## Active Ventures *What I build alongside my fractional work — two names, two different offers, deliberately separate. Marketing March is the brand I work under for my local Swiss practice: I personally run or coach the marketing of owner-led SMBs. Prexova is a venture I am developing together with a few strong partners — senior leadership backed by 150+ vetted specialists — and I take on mandates through it as one of its c-level operators.* #### Marketing March **Brand Owner & Operator* Fractional Marketing for Swiss SMBs · March / Schwyz / Zürichsee · 2026–Ongoing · Active Marketing March is the brand I use for my services in Switzerland — senior marketing leadership for owner-led businesses close to home. I either run your marketing with you on a fractional basis, or coach your team until they can run it themselves. Delivered by me, in German, English or Dutch. [View Project](https://www.livain.com/blog/marketing-march/), [View Website](https://www.marketing-march.ch/?ref=livain.com) #### Prexova **Initiator* Fractional Marketing Leadership & Specialist Collective · Switzerland / Europe · 2026–Ongoing · In Development Senior marketing leadership on demand, backed by a collective of 150+ vetted specialists, at transparent prices without agency overhead. Prexova is bigger than me: a venture I am developing together with a few strong partners. I bring my network into it and take on mandates through Prexova as one of its c-level operators. [View Project](https://www.livain.com/blog/prexova/), [View Website](https://prexova.com/?ref=livain.com) ## Completed Mandates *Selected engagements with a defined scope, clear ownership, and completed mandate.* #### Faceland Clinics **Fractional Marketing Executive* Beauty & Health · International · 2025–2026 · Completed Mandate International performance marketing, lead generation, marketing BI during rapid clinic expansion, CMO onboarding. [View Project](https://www.livain.com/blog/faceland-fractional-marketing-leadership-system-stabilisation/) #### Fey1926 (Fey Design Boxspring Beds) **Fractional Executive / Part-time CMO* Home & Living (DTC) · Germany / NL / DK · 2024–2026 · Completed Mandate International market entry for a premium, highly configurable DTC product, aligning product strategy, conversion funnel, and marketing channels to enable profitable growth. [View Project](https://www.livain.com/blog/fey1926/) #### Lookthrough **Fractional Marketing Executive (iCMO)* Real Estate Analytics / ESG SaaS · Switzerland / International · 2025 · Completed Mandate Fractional marketing leadership for an AI-driven real-estate analytics platform, focusing on positioning, go-to-market structure, and credibility building with enterprise and institutional stakeholders. [View Project](https://www.livain.com/blog/lookthrough-interim-marketing-leadership-funnel-development/) ## Board & Advisory Roles *Governance and advisory roles focused on strategic direction, continuity, and oversight.* #### Net New Energy **Board Member (on behalf of blue8x)* Energy · Switzerland · Q4 2025 · Completed Mandate Board-level advisory focused on strategic direction, market positioning, and growth considerations in the renewable energy sector. #### Macun One **Board Member (on behalf of blue8x)* Energy / Infrastructure · Switzerland · Q1 2025 · Completed Mandate Board-level input on marketing operations, go-to-market structure, and scaling considerations for a growth-stage energy infrastructure company. #### BTG Group **Board Member* Construction & Real Estate Services · Switzerland · until Q4 2025 · Completed Mandate Board-level advisory focused on strategic direction, project and portfolio oversight, and scaling considerations across planning, construction, and real-estate–related services. ### **Frequently Asked Questions** **1\. Your projects span very different industries—from Healthcare to DTC and SaaS. What is the common thread?**The common thread is **navigating complexity during transition.** Whether I am working with a clinical group like Faceland or a SaaS platform like Lookthrough, my role is to provide strategic clarity and momentum. I specialize in environments where marketing operations need to be stabilized, data infrastructure needs rebuilding, or international growth requires a structured, compliant roadmap. **2\. What is the difference between your "Mandates" and your "Ventures"?** **Mandates** are fractional executive roles where I am hired by an organization to take interim responsibility for their marketing and growth—often as a part-time CMO. **Ventures** are what I build under my own name rather than for a client, and the two are deliberately separate: Marketing March is the brand I work under for my local Swiss practice, serving owner-led SMBs, while Prexova is a venture I am developing together with a few strong partners — it productizes fractional marketing leadership with a network of specialists. **3\. At what stage of a company’s lifecycle do you typically get involved?** I am usually brought in during three specific scenarios: **Rapid Growth** (where current systems are breaking), **International Expansion** (launching into new markets like the NL, DK, or CH), or **Leadership Gaps** (providing continuity while a permanent CMO is being recruited). I excel at moving a project from "stagnant" to "measurable momentum" within the first 90 days. **4\. How do you measure the success of a fractional mandate?** Success is defined by the "handover state." My goal is to leave an organization stronger than I found it. This is measured by the stability of marketing operations, the accuracy of data and reporting, and the successful transition to an in-house team. For example, in my work with Fey 1926, success meant establishing a profitable market-entry strategy before handing over to a full-time lead. **5\. Do you also take on long-term Board or Advisory roles?** Yes. Beyond operational mandates, I serve as a board-level sparring partner for companies in sectors like renewable energy and real estate (e.g., Net New Energy). In these roles, I focus less on daily execution and more on governance, strategic market positioning, and ensuring long-term marketing and sales continuity. ### Speaking URL: https://www.livain.com/speaking/ Last updated: 2026-08-17T13:36:26.000Z I speak at selected industry events and conferences where I am invited to share practical perspectives drawn from my work as a fractional executive, board member, and operator. Speaking engagements are typically tied to real-world projects and challenges, particularly in consumer, beauty, healthcare, and regulated environments. ### **Swiss Oral Health Day 2025** *Invited Speaker (German)* Healthcare / Dental · Bern, Switzerland · 2025 > Presentation on lead generation, performance marketing (emphasis on social media and the associated opportunities and risks) and system design in regulated medical environments. [Read More](https://www.livain.com/blog/swiss-oral-health-day-2025-a-special-experience-in-bern/) ### **SSO Congress Lugano 2025** *Invited Speaker (German)* Healthcare / Dental · Lugano, Switzerland · 2025 > Talk on digital patient acquisition, and the opportunities and risks associated with social media for Dental Clinics. [Read More](https://www.livain.com/blog/save-the-date-sso-kongress-2025-2/) --- I selectively accept speaking invitations where there is a strong connection to my operational work and where the audience benefits from practical, experience-based insights. ## Speaker Bio ![Remco Livain](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2026/08/remco-portrait-2026.jpg) Your speaker Remco Livain Fractional Marketing & Sales Executive · Lachen SZ, Switzerland 20+ years leading marketing and sales — for international brands, family offices and venture-capital portfolios. Talks in English, German or Dutch — drawn from active mandates, not theory. [Request a speaking engagement](https://www.livain.com/contact/) **Remco Livain** is a Fractional Marketing & Sales Executive working with leadership teams during growth, transition, and complexity. He brings practical perspectives drawn from hands-on work across DTC, healthcare, and regulated industries. ### **Frequently Asked Questions** **1\. What makes your speaking style different from typical marketing "keynotes"?** I don’t speak as a professional theorist; I speak as an active operator. Every talk is rooted in the "Notes" from my current mandates as a fractional executive. I trade broad industry buzzwords for practical, "in-the-trenches" perspectives that the audience can implement the very next day. **2\. In which languages do you deliver your presentations?** I am comfortable presenting in both **German** and **English**. Having worked across international markets including Switzerland, Germany, the Netherlands, and Scandinavia, I can adapt my delivery to suit the linguistic and cultural context of your specific audience. **3\. Do you tailor your presentations to specific industry regulations?** Yes. A core part of my expertise lies in **regulated environments** (Healthcare, MedTech, and Dental). I understand that marketing in these sectors isn't just about growth—it’s about compliance, trust, and patient safety. I tailor every talk to respect the legal and ethical boundaries of the specific industry. **4\. What are your most requested speaking topics for 2026?** Current high-demand topics include: - **System Design in Regulated Markets:** How to build marketing engines that are both high-performing and compliant. - **The AI Discovery Shift:** Moving from keyword-chasing to "Contextual Marketing" for the LLM era. - **Fractional Leadership:** Navigating organizational transitions and breaking through "institutional fog." **5\. How far in advance should we reach out for a speaking engagement?** Because I prioritize my active fractional mandates and board roles, I only accept a limited number of speaking engagements each year. I recommend reaching out **4 to 6 months in advance** to ensure alignment with my operational schedule and to allow time for deep customization of the content for your event. ### Managed Ad Accounts — Meta & Google, run with AI URL: https://www.livain.com/managed-ads/ Last updated: 2026-06-15T08:53:35.000Z **Done-for-you Meta & Google ad account management, run on the exact AI-driven workflows I write about here.** Leaner overhead than an agency. Sharper hands than a freelancer — and more of your budget left for actual ad spend. [Book a free 20-minute intro call →](#book) No pitch deck. We look at your account, and I tell you straight whether I can help. --- You've read the posts. You know the platforms keep changing — Meta opens Ads Manager to Claude, Google moves the goalposts, the dashboards quietly lie to you. Running your own ads means living inside that churn while also running your business. Most people have two options, and both are bad. Hire an agency and watch 20–30% of your budget evaporate into retainers and account-manager overhead. Or hire a freelancer and hope they actually understand the new AI-driven tooling. **I'm a third option:** an operator who runs your accounts directly, using AI to do the heavy lifting — which means I can charge less and still go deeper. ### What I actually do I take your Meta and/or Google ad accounts and run them end to end: - Account setup, structure, and pixel/conversion tracking done correctly - Campaign build, launch, and day-to-day optimisation - AI-assisted analysis that catches the things dashboards hide - Plain-English reporting — what changed, what I did, what's next You keep ownership of everything. I'm the operator, not a black box. ### Why it's more cost-effective I lean on the same AI workflows I document on this blog to do in an hour what used to take a day. That efficiency isn't a gimmick — it's the whole pricing model. Lower overhead on my side means a lower fee on yours, which means **more dollars left over for actual ad spend.** The thing that actually grows your business. --- ### You're not hiring just one person Here's the part that makes this safe. I'm not a solo freelancer hoping to wing the bits outside my lane. I work as a fractional marketing executive for multiple brands, and I'm backed by the **Prexova network — more than 150 highly skilled marketing specialists, AI builders, and performance marketers.** When a job needs content production, a technical build, or a specialism the operator shouldn't be doing directly, I pull in the right person from that network. That setup means you don't need three different agencies bolted together. You get **one strong operator at the heart of your operations** — with a deep bench behind them for whatever the work actually demands. It's built for businesses small and large who've reached the same conclusion: either you can't justify the ridiculous overhead of a broad agency, or you've realised modern marketing is about domain specialism — and you'd rather streamline with fewer people on the team and a managed overhead. **You don't need a huge marketing department.** You need one operator who gets the job done, has the team to support them, and the track record to back it up. --- ### Who this is for **✅ This is a fit if you…** - Already spend (or are about to) on Meta and/or Google - Run a DTC brand, e-commerce shop, or service business - Are tired of agency margin eating into your budget - Want someone who actually understands the new AI tooling **❌ Probably not a fit if you…** - Want guaranteed overnight results — nobody can honestly promise that - Aren't ready to put real budget behind ads yet - Want a giant agency with 40 logos on the wall ### How it works 1. **Free 20-min intro call.** You tell me what you're running and what's stuck. I tell you honestly whether I can help — and how. 2. **Account audit.** If it's a fit, I look at your account and come back with a clear plan and a flat price. 3. **We start.** Managed handover, no long lock-in contracts. --- ## Book your free intro call Pick a time below. The booking form asks a few quick questions — what you're running, rough monthly ad spend, your main goal — so I show up to the call already useful. --- ### Quick questions **What does it cost?** It depends on the account and scope, so I quote a flat price after the audit — no surprise hourly bills. The whole point is that I cost less than an agency, so more of your budget goes to ads. **Do you work with my industry?** If you sell something and run paid ads, probably. Bring it to the intro call and I'll tell you straight. **Where are you based / do you work remotely?** Everything runs remotely — screen-share and shared account access. Works wherever you are. **What if it's not working?** No long lock-in. If it's not delivering, we adjust or you walk. I'd rather keep clients because it works than because they're trapped. [Book a free 20-minute intro call →](#book) ### Archive — every post URL: https://www.livain.com/archive/ Last updated: 2026-10-09T10:01:46.000Z Every post on this site, newest first. If you are looking for something specific, this is the fastest way to find it. ## 2026 (140 posts) - [Why talking-head video looks scripted: finding gaze and repetition mechanically in the edit](https://www.livain.com/blog/talking-head-video-gaze-repetition-mechanically-edit/) 2026-10-09 - [The daily automation that never calls a model: local scheduled jobs, a receipt printer, and designing for the device being offline](https://www.livain.com/blog/local-scheduled-jobs-no-model-receipt-printer-device-offline/) 2026-10-08 - [“Other products” is a measurement defect, not a category: recovering product names from a SKU-only revenue report](https://www.livain.com/blog/other-products-measurement-defect-sku-only-revenue-report/) 2026-10-07 - [Attribution only gets real when it joins the order book: matching four months of web enquiries to the ERP](https://www.livain.com/blog/attribution-join-order-book-erp-web-enquiries/) 2026-10-06 - [Price governance in ecommerce: how a promotion died silently on four country shops for a month](https://www.livain.com/blog/price-governance-ecommerce-promotion-died-silently-four-shops/) 2026-10-05 - [The LinkedIn account I deleted came back: why closing an account isn't closing it, and the four steps that are](https://www.livain.com/blog/closing-an-account-oauth-resurrection-gdpr-erasure-playbook/) 2026-10-02 - [I put client KPIs on an e-ink screen instead of a dashboard nobody opens: why the artifact couldn't go there and a webhook could](https://www.livain.com/blog/client-kpis-eink-screen-webhook-instead-of-another-dashboard/) 2026-10-01 - [An expired promotion doesn't expire by itself: the ended sale still on the shop, the promotion asset still serving a 404](https://www.livain.com/blog/expired-promotions-price-mismatch-google-ads-promotion-assets/) 2026-09-30 - [I reconstructed a clinic group's marketing year from the outside before day one: what an outside-in content inventory finds that a briefing doesn't](https://www.livain.com/blog/outside-in-marketing-content-inventory-before-a-fractional-mandate/) 2026-09-29 - [Amazon should let Muse in. Blocking AI shoppers is the bigger risk.](https://www.livain.com/blog/amazon-should-let-muse-in/) 2026-09-29 - [Microsoft's new Copilot looks just like Claude. That's not the part that matters.](https://www.livain.com/blog/microsoft-new-copilot-looks-like-claude/) 2026-09-28 - [I folded twenty thin FAQ posts into one hub page: query augmentation, entity chips and canonical tags instead of a link list](https://www.livain.com/blog/query-augmentation-faq-hub-consolidation-canonical-tags/) 2026-09-28 - [Would you trust Meta's AI agent with your inbox? My take on the Zuckerberg interview](https://www.livain.com/blog/zuckerberg-joanna-stern-muse-trust/) 2026-09-25 - [Our logo was the old domain, set in type: what a rebrand actually costs in code, redirects and brand strings](https://www.livain.com/blog/rebrand-domain-migration-wordmark-redirects-code-audit/) 2026-09-25 - [The Prime Day freeze: why waiting for the peak costs you more than you think](https://www.livain.com/blog/prime-day-freeze-waiting-for-the-peak/) 2026-09-25 - [Meta's Muse Charm is an AI Tamagotchi. The real play is the conversation.](https://www.livain.com/blog/meta-muse-charm-ai-tamagotchi/) 2026-09-24 - [Amazon blocked Meta's AI shopper. It's not about security.](https://www.livain.com/blog/amazon-blocks-meta-muse-ai-shopping-agent/) 2026-09-24 - [I raised a client's Google Ads budget 59% while the account could see one lead in sixteen: how to scale on purpose with broken attribution](https://www.livain.com/blog/scaling-google-ads-budget-while-attribution-is-broken/) 2026-09-24 - [I tested my new Claude skill against an agent that didn't have it — and the control group found the saving my skill missed](https://www.livain.com/blog/tested-claude-skill-against-baseline-control-group-eval/) 2026-09-23 - [A price-list download is not a lead: how to measure a channel whose revenue arrives in two years](https://www.livain.com/blog/price-list-download-is-not-a-lead-long-lead-time-attribution/) 2026-09-22 - [I called a keyword set off-product before I opened the client's shop: how to check product–query fit before cutting a Google Ads campaign](https://www.livain.com/blog/check-product-query-fit-before-cutting-google-ads-campaign/) 2026-09-21 - [I replaced my Loom subscription with a single app I build myself: what Claude Code builds in an afternoon moves the buy-versus-build line](https://www.livain.com/blog/replaced-loom-with-a-single-html-file-claude-code-buy-vs-build/) 2026-09-18 - [Claude just merged Chat and Cowork — the decision that disappeared, and the caveat that didn't](https://www.livain.com/blog/claude-merged-chat-and-cowork/) 2026-09-17 - [A client asked why four days looked weak: how to test whether a dip is a signal before you go hunting for a bug](https://www.livain.com/blog/test-whether-a-dip-is-a-signal-before-hunting-for-a-bug/) 2026-09-17 - [Cloudflare now lets you block AI training on your website — without disappearing from AI answers](https://www.livain.com/blog/cloudflare-block-ai-training-ai-crawl-control/) 2026-09-16 - [Nineteen days of ad spend with no measurement: the Google Tag Manager snippet was gone from the page, not broken in the console](https://www.livain.com/blog/gtm-snippet-removed-from-page-nineteen-days-no-measurement/) 2026-09-16 - [How to read a competitor's channel mix from the outside: the low-cost stack I use before trusting an internal narrative](https://www.livain.com/blog/read-competitor-channel-mix-from-outside-ad-library-transparency-center/) 2026-09-15 - [A clinic chain was advertising its empty appointment slots: why paid media cannot fix a scheduling problem](https://www.livain.com/blog/clinic-advertising-empty-appointment-slots-paid-media-scheduling/) 2026-09-14 - [I built a client performance dashboard in a day with Claude Code — the hard part was not calling enquiries revenue](https://www.livain.com/blog/client-performance-dashboard-enquiry-value-not-revenue/) 2026-09-11 - [I replaced a monthly client report with a 90-day review — and found two broken comparisons in my own numbers](https://www.livain.com/blog/monthly-client-report-to-90-day-review/) 2026-09-10 - [My scheduled Claude Code routine failed three weeks running: what agentic workflows need that a written lesson doesn't give them](https://www.livain.com/blog/scheduled-claude-code-routine-failed-agentic-workflows-context/) 2026-09-09 - [The channel filter on my dashboard silently broke ROAS: how to attribute ad spend across sales channels](https://www.livain.com/blog/channel-filter-broke-roas-attributing-ad-spend/) 2026-09-08 - [My scheduled Meta CAPI consent audit found a missing cookie banner, not a tracking bug](https://www.livain.com/blog/my-scheduled-consent-audit-found-a-missing-cookie-banner/) 2026-09-07 - [Most of their buyers are over 55\. The brief was mobile-first.](https://www.livain.com/blog/most-of-their-buyers-are-over-55/) 2026-09-04 - [Three ways in, none of them a funnel. We were counting like there was only one.](https://www.livain.com/blog/three-ways-in-none-of-them-a-funnel/) 2026-09-03 - [I shipped a magazine section in a day. The work was deciding what not to index.](https://www.livain.com/blog/the-work-was-deciding-what-not-to-index/) 2026-09-02 - [I named the cookie the obvious thing. So had the script that was already there.](https://www.livain.com/blog/i-named-the-cookie-the-obvious-thing/) 2026-09-01 - [The lead went out to a company. It had been struck off the register two years earlier.](https://www.livain.com/blog/the-lead-went-to-a-company-struck-off-two-years-earlier/) 2026-08-31 - [Two thousand three hundred and ninety ways to say twenty-nine things.](https://www.livain.com/blog/2390-ways-to-say-29-things/) 2026-08-28 - [The audit found eleven missing receipts. Nine of them existed.](https://www.livain.com/blog/eleven-missing-receipts-nine-existed/) 2026-08-27 - [OpenAI built a whole browser for the agent. The agent didn't need one.](https://www.livain.com/blog/openai-built-a-whole-browser-for-the-agent-the-agent-didnt-need-one/) 2026-08-27 - [The button was there. On a phone it was zero pixels wide.](https://www.livain.com/blog/the-button-was-zero-pixels-wide/) 2026-08-26 - [Forty-six live ads. Not one of them had a page to land on.](https://www.livain.com/blog/forty-six-live-ads-no-page-to-land-on/) 2026-08-25 - [Our ROAS doubled. We hadn't sold a thing more.](https://www.livain.com/blog/our-roas-doubled-we-hadnt-sold-more/) 2026-08-24 - [I scheduled a weekly check that could never run.](https://www.livain.com/blog/i-scheduled-a-weekly-check-that-could-never-run/) 2026-08-21 - [We fixed checkout in production. The generator was still holding the bug.](https://www.livain.com/blog/we-fixed-checkout-in-production/) 2026-08-20 - [No login to the tag manager. The container told me everything anyway.](https://www.livain.com/blog/no-login-to-the-tag-manager/) 2026-08-19 - [The design asked for a countdown. The offer had no end date.](https://www.livain.com/blog/the-design-asked-for-a-countdown/) 2026-08-18 - [The brand book didn't exist. The website had been writing one for years.](https://www.livain.com/blog/the-brand-book-didnt-exist/) 2026-08-17 - [Every clinic counts new patients. Almost none can count the ones who booked.](https://www.livain.com/blog/count-patients-not-bookings/) 2026-08-14 - [I wrote about my own website. The reader wanted to know what I do.](https://www.livain.com/blog/i-wrote-about-my-own-website/) 2026-08-13 - [Everything returned 200\. Four leads still went nowhere.](https://www.livain.com/blog/everything-returned-200/) 2026-08-12 - [Nobody needs another me-too product. Unless you already own the customer.](https://www.livain.com/blog/unless-you-already-own-the-customer/) 2026-08-11 - [I planned a two-week content sprint. Ten minutes of querying killed it.](https://www.livain.com/blog/ten-minutes-of-querying-killed-the-content-sprint/) 2026-08-10 - [We cut the top-of-funnel and the marketplace 'grew.' It was harvesting demand we'd already built.](https://www.livain.com/blog/the-marketplace-didnt-grow-it-harvested/) 2026-08-06 - [The AI slop nobody logs: the 20-page doc that makes its problem your problem.](https://www.livain.com/blog/the-ai-slop-nobody-logs/) 2026-08-05 - [Marketing March, My Local Practice for Swiss SMBs](https://www.livain.com/blog/marketing-march/) 2026-08-04 - [Prexova, Fractional Marketing Leadership at Scale](https://www.livain.com/blog/prexova/) 2026-08-04 - [My assistant created the same task three days running. The fix has a name: idempotency.](https://www.livain.com/blog/the-same-task-three-days-running-idempotency/) 2026-08-04 - [Four versions of the same email sat in my drafts. This morning, the tool just edited one.](https://www.livain.com/blog/four-versions-of-the-same-email-sat-in-my-drafts-this-morning-the-tool-just-edited-one/) 2026-08-03 - [A context window is working memory, not a hard drive. Feel that, and you manage AI differently.](https://www.livain.com/blog/a-context-window-is-working-memory-not-a-hard-drive/) 2026-08-03 - [The real test of a system is whether the work moves when you've left the desk.](https://www.livain.com/blog/the-real-test-of-a-system/) 2026-07-31 - [Everyone budgets for the VAT. The thing that blocks your listing is the recycling scheme.](https://www.livain.com/blog/everyone-budgets-for-the-vat/) 2026-07-30 - [I asked AI for my best quotes. It handed me things people told me in confidence.](https://www.livain.com/blog/i-asked-ai-for-my-best-quotes/) 2026-07-29 - [Someone has to own the learning. Most networks never staff it.](https://www.livain.com/blog/someone-has-to-own-the-learning/) 2026-07-28 - [The revenue climbed. I assumed we'd spent our way there. We hadn't.](https://www.livain.com/blog/the-revenue-climbed-i-assumed-we-spent-our-way-there/) 2026-07-27 - [The ways to work with me now live in WhatsApp. Openly.](https://www.livain.com/blog/ways-to-work-with-me-in-whatsapp/) 2026-07-24 - [Give every market one bet a quarter. Watch the network compound.](https://www.livain.com/blog/one-bet-per-market-per-quarter/) 2026-07-23 - [The AI said my files were empty. Every byte was still there.](https://www.livain.com/blog/the-files-were-never-empty/) 2026-07-22 - [Half the inbound was never human. Qualify it before your sales team clears an hour.](https://www.livain.com/blog/qualify-inbound-before-the-sales-team-acts/) 2026-07-21 - [A month of spend, zero sales. The hard part was deciding which zeros were real.](https://www.livain.com/blog/which-zeros-were-real/) 2026-07-20 - [Your distributors learn from each other. They should be learning with each other.](https://www.livain.com/blog/learning-with-not-from-one-another/) 2026-07-18 - [People spend weeks choosing a sofa. Most furniture brands sell like it's one visit.](https://www.livain.com/blog/people-spend-weeks-choosing-a-sofa/) 2026-07-17 - [I put every hour in the quote. Clients argue less when they can see the working.](https://www.livain.com/blog/i-put-every-hour-in-the-quote/) 2026-07-16 - [Cowork reached my phone this week. I still can't tell where chat ends and Cowork begins.](https://www.livain.com/blog/where-chat-ends-and-cowork-begins/) 2026-07-15 - [The industry column was wrong on two-thirds of the list. I checked every one.](https://www.livain.com/blog/the-industry-column-was-wrong-on-two-thirds-of-the-list/) 2026-07-14 - [Where headquarters ends and the distributor begins](https://www.livain.com/blog/where-headquarters-ends-and-the-distributor-begins/) 2026-07-13 - [Our au pair flew home last night. The house is quieter this morning.](https://www.livain.com/blog/a-year-with-an-au-pair/) 2026-07-12 - [I shipped half a feature on purpose. The other half can't wake up by accident.](https://www.livain.com/blog/i-shipped-half-a-feature-on-purpose/) 2026-07-10 - [The form promised a copy by email. Nobody was sending it.](https://www.livain.com/blog/the-form-promised-a-copy-nobody-was-sending-it/) 2026-07-09 - [For the first time ever, I closed a quarter without a missing receipt.](https://www.livain.com/blog/first-quarter-without-a-missing-receipt/) 2026-07-08 - [The hard part isn't Git. It's knowing which machine you're standing on.](https://www.livain.com/blog/the-hard-part-isnt-git-knowing-which-machine-youre-on/) 2026-07-07 - [Where the European dental industry actually meets. A distributor's calendar.](https://www.livain.com/blog/the-european-dental-calendar-for-distributors/) 2026-07-06 - [Fable 5 is back. My terminal still hands me the junior.](https://www.livain.com/blog/fable-5-is-back-my-terminal-still-hands-me-the-junior/) 2026-07-06 - [The best dental leads don't come through the dentist. Distributors keep missing that.](https://www.livain.com/blog/the-best-dental-leads-dont-come-through-the-dentist/) 2026-07-04 - [I made the page beautiful before the site had traffic. That's the right order.](https://www.livain.com/blog/beautiful-before-the-site-had-traffic/) 2026-07-03 - [I switched off a dozen campaigns this week. Off had to mean off.](https://www.livain.com/blog/off-had-to-mean-off/) 2026-07-02 - [I let AI reorganise my whole workspace. The dangerous moment was a find-and-replace.](https://www.livain.com/blog/ai-reorganised-my-workspace-find-and-replace/) 2026-07-01 - [Yesterday's ad spend kept landing on today. Two bugs were wearing one costume.](https://www.livain.com/blog/yesterdays-spend-landing-on-today/) 2026-06-30 - [Fake testimonials are a liability now. I deleted mine and the rating went down.](https://www.livain.com/blog/fake-testimonials-are-a-liability/) 2026-06-29 - [I designed an app in Claude before building it. Claude Code shipped it in a day.](https://www.livain.com/blog/i-designed-an-app-in-claude-before-building-it/) 2026-06-26 - [I merged four sales channels into one number. Then I proved it was right.](https://www.livain.com/blog/four-sales-channels-into-one-number/) 2026-06-25 - [I taught my assistant to prep my week. The hard part was making it stop starting over.](https://www.livain.com/blog/i-taught-my-assistant-to-prep-my-week/) 2026-06-24 - [Your SEO plugin is shipping broken schema. I fixed what mine emitted.](https://www.livain.com/blog/your-seo-plugin-is-shipping-broken-schema/) 2026-06-23 - [Fable 5 had us dazzled. But Opus 4.8 is quietly doing my work.](https://www.livain.com/blog/opus-4-8-quietly-doing-the-work/) 2026-06-22 - [Ultracode isn't a bigger thinking dial. It's Claude deciding how to split the work.](https://www.livain.com/blog/ultracode-vs-effort-high-claude-code/) 2026-06-19 - [The database I could see wasn't the database that mattered](https://www.livain.com/blog/the-database-i-could-see-wasnt-the-database-that-mattered/) 2026-06-19 - [No traffic numbers to show? Sell the risk away instead.](https://www.livain.com/blog/no-traffic-numbers-sell-the-risk-away-instead/) 2026-06-18 - [I set up a full subscription business without opening the Stripe dashboard](https://www.livain.com/blog/subscription-business-without-opening-the-stripe-dashboard/) 2026-06-17 - [The AI kept inventing football crests. The fix was a sentence.](https://www.livain.com/blog/the-ai-kept-inventing-football-crests/) 2026-06-16 - [Zero conversions in three days — and the right call was to serve almost nothing](https://www.livain.com/blog/the-right-call-was-to-serve-almost-nothing/) 2026-06-15 - [My domain was 20 years old. It still wasn't enough.](https://www.livain.com/blog/my-domain-was-20-years-old-it-still-wasnt-enough/) 2026-06-12 - [Claude Cowork said nobody replied. The reply was message 28.](https://www.livain.com/blog/the-ai-said-nobody-replied-the-reply-was-message-28/) 2026-06-11 - [The AI handed me a number that was wrong in the most convincing way](https://www.livain.com/blog/the-ai-handed-me-a-number-wrong-in-the-most-convincing-way/) 2026-06-10 - [The biggest leak in your mobile checkout is a number you're hiding](https://www.livain.com/blog/the-biggest-leak-in-your-mobile-checkout/) 2026-06-09 - [Your brand search isn't the hero your dashboard thinks it is](https://www.livain.com/blog/your-brand-search-isnt-the-hero-your-dashboard-thinks/) 2026-06-08 - [Why your affiliate applications keep getting rejected](https://www.livain.com/blog/why-your-affiliate-applications-keep-getting-rejected/) 2026-06-05 - [I let AI clear two years of receipts. The leverage wasn't speed.](https://www.livain.com/blog/i-let-ai-clear-two-years-of-receipts/) 2026-06-04 - [Six search impressions told me exactly what to write next](https://www.livain.com/blog/six-search-impressions-told-me-what-to-write/) 2026-06-03 - [What to do with a 20-year-old domain that's been sitting empty](https://www.livain.com/blog/what-to-do-with-a-dormant-domain/) 2026-06-02 - [Claude Cowork keeps hanging? Here's the fix that runs every session.](https://www.livain.com/blog/claude-cowork-keeps-hanging-heres-the-fix-that-runs-every-session/) 2026-06-01 - [Your analytics dashboard is lying to you by leaving things out](https://www.livain.com/blog/analytics-dashboard-lying-by-omission/) 2026-06-01 - [Claude Skills vs Claude Agents: the difference that actually matters](https://www.livain.com/blog/claude-skills-vs-claude-agents-the-difference-that-actually-matters/) 2026-05-30 - [Lovable Just Fixed Its Biggest SEO Problem](https://www.livain.com/blog/lovable-just-fixed-its-biggest-seo-problem/) 2026-05-29 - [I pointed the Meta MCP at a real ad account. Here's what it found in ten minutes.](https://www.livain.com/blog/i-pointed-the-meta-mcp-at-a-real-ad-account-heres-what-it-found-in-ten-minutes/) 2026-05-29 - [The Death of Generic AI: Why Deep Domain Expertise is the Only Real Leverage Left](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) 2026-05-19 - [Meta just opened Ads Manager to Claude — here's the setup that actually works](https://www.livain.com/blog/meta-just-opened-ads-manager-to-claude-heres-the-setup-that-actually-works/) 2026-05-14 - [Beyond the Remix: A Multilingual Setup for Lovable That Actually Scales](https://www.livain.com/blog/beyond-the-remix-a-multilingual-setup-for-lovable-that-actually-scales/) 2026-05-08 - [Beyond the Junk Drawer: Mastering Knowledge with Progressive Disclosure and AI](https://www.livain.com/blog/beyond-the-junk-drawer-mastering-knowledge-with-progressive-disclosure-and-ai/) 2026-04-10 - [Why I'm Bringing My Work Closer to Home](https://www.livain.com/blog/why-im-bringing-my-work-closer-to-home/) 2026-04-03 - [Utility Over Hype: The Business Case for the $599 Mac](https://www.livain.com/blog/utility-over-hype-the-business-case-for-the-599-mac/) 2026-03-10 - [The "Vibe Coding" Breakthrough](https://www.livain.com/blog/the-vibe-coding-breakthrough/) 2026-02-10 - [Why Your Direct Traffic is a Lie (And How to Audit It)](https://www.livain.com/blog/why-your-direct-traffic-is-a-lie-and-how-to-audit-it/) 2026-02-07 - [The "Direct Traffic" Mirage](https://www.livain.com/blog/the-direct-traffic-mirage/) 2026-02-06 - [The "Pro-sumer" Trap And Why Notion Doesn’t Do it For Me Anymore](https://www.livain.com/blog/the-pro-sumer-trap-and-why-notion-doesnt-do-it-for-me-anymore/) 2026-02-04 - [A long day full of data cleansing ends with fantastic sushi](https://www.livain.com/blog/datacleansing-and-sushi-in-rotterdam/) 2026-02-03 - [The Geometry of the Ruck](https://www.livain.com/blog/the-geometry-of-the-ruck/) 2026-02-02 - [The Mid-Day Pivot](https://www.livain.com/blog/the-mid-day-pivot/) 2026-02-02 - [A Different Kind of Burn: Stepping outside my comfort zone (one tablespoon at a time).](https://www.livain.com/blog/a-different-kind-of-burn-stepping-outside-my-comfort-zone-one-tablespoon-at-a-time/) 2026-01-29 - [The Kitchen Party Strategy (and why your "Post" button is lying to you)](https://www.livain.com/blog/the-kitchen-party-strategy-and-why-your-post-button-is-lying-to-you/) 2026-01-26 - [The "Anti-Hallucination" Audit](https://www.livain.com/blog/the-anti-hallucination-audit/) 2026-01-20 - [On the Road Again: Being a Tourist in My Own Backyard](https://www.livain.com/blog/best-hotels-rotterdam-business-trips-gym/) 2026-01-19 - [The Digital Junk Drawer vs. The Intelligent Library](https://www.livain.com/blog/the-digital-junk-drawer-vs-the-intelligent-library/) 2026-01-16 - [The High of the Stage](https://www.livain.com/blog/notes-the-high-of-the-stage-and-the-dental-hygienists/) 2026-01-16 - [Oops, I Did It Again… (The 15km Comeback)](https://www.livain.com/blog/oops-i-did-it-again-the-15km-comeback/) 2026-01-16 - [The apple–google compromise](https://www.livain.com/blog/the-apple-google-compromise/) 2026-01-13 - [When speed beats perfection](https://www.livain.com/blog/when-speed-beats-perfection/) 2026-01-10 - [When LLMs try to be helpful](https://www.livain.com/blog/when-llms-try-to-be-helpful/) 2026-01-09 - [Starting the year lighter](https://www.livain.com/blog/starting-the-year-lighter/) 2026-01-07 - [The quiet panic of early January](https://www.livain.com/blog/the-quiet-panic-of-early-january/) 2026-01-06 ## 2025 (82 posts) - [Between christmas and the new year](https://www.livain.com/blog/between-christmas-and-the-new-year/) 2025-12-29 - [Notes on writing and what it’s like to work as an interim manager](https://www.livain.com/blog/notes-on-writing-and-what-its-like-to-work-as-an-interim-manager/) 2025-12-16 - [Wenn die Themen auf dem Tisch zu viele werden – was CMOs tun können, bevor Teams überlastet werden](https://www.livain.com/blog/wenn-die-themen-auf-dem-tisch-zu-viele-werden-was-cmos-tun-konnen-bevor-teams-uberlastet-werden/) 2025-11-25 - [Wie Schweizer Teams Momentum verlieren – und wie man es zurückholt](https://www.livain.com/blog/wie-schweizer-teams-momentum-verlieren-und-wie-man-es-zuruckholt/) 2025-11-21 - [Swiss Oral Health Day 2025 – A Special Experience in Bern](https://www.livain.com/blog/swiss-oral-health-day-2025-a-special-experience-in-bern/) 2025-11-15 - [Why Travel Matters (a lot) in Fractional Executive Work](https://www.livain.com/blog/why-travel-matters-a-lot-in-fractional-executive-work/) 2025-11-13 - [Some Days as a Fractional Executive Feel Overwhelming And That’s Exactly When the Real Work Starts](https://www.livain.com/blog/some-days-as-a-fractional-executive-feel-overwhelming-and-thats-exactly-when-the-real-work-starts/) 2025-11-13 - [Opinion: Amazon’s Fulfillment Expansion – A Blessing or a Trap for DTC Brands?](https://www.livain.com/blog/opinion-amazons-fulfillment-expansion-a-blessing-or-a-trap-for-dtc-brands/) 2025-10-01 - [Faceland — Fractional Marketing Leadership & System Stabilisation](https://www.livain.com/blog/faceland-fractional-marketing-leadership-system-stabilisation/) 2025-09-30 - [Fey Design, International Market Entry (NL & DK)](https://www.livain.com/blog/fey1926/) 2025-09-30 - [Why Amazon Sellers Need to Think Like LLMs](https://www.livain.com/blog/why-amazon-sellers-need-to-think-like-llms/) 2025-09-17 - [Why Pain Points, Not Keywords, Will Decide Your SEO Future](https://www.livain.com/blog/why-pain-points-not-keywords-will-decide-your-seo-future/) 2025-09-15 - [Lookthrough — Interim Marketing Leadership & Funnel Development](https://www.livain.com/blog/lookthrough-interim-marketing-leadership-funnel-development/) 2025-08-31 - [Amazon Haul: A New Reality Check for DTC Brands](https://www.livain.com/blog/amazon-haul-a-new-reality-check-for-dtc-brands/) 2025-08-19 - [Fractional Leadership: Why It’s So Powerful & Why More Companies Should Embrace It](https://www.livain.com/blog/fractional-leadership-why-its-so-powerful-why-more-companies-should-embrace-it/) 2025-07-10 - [What Does a Fractional CMO Do?](https://www.livain.com/blog/what-does-a-fractional-cmo-do/) 2025-07-10 - [Are a Part-Time Executive and a Fractional Executive the Same Thing?](https://www.livain.com/blog/are-a-part-time-executive-and-a-fractional-executive-the-same-thing/) 2025-07-08 - [How Soon Can a Fractional Executive Deliver Impact?](https://www.livain.com/blog/how-soon-can-a-fractional-executive-deliver-impact/) 2025-07-08 - [Fractional Executive Contracts: Legal, Insurance & IP Checklist](https://www.livain.com/blog/what-legal-insurance-and-contractual-issues-should-i-consider-when-hiring-a-fractional-leader/) 2025-07-08 - [Can Fractional Executives Prepare Companies for Fundraising, M&A, or Sale?](https://www.livain.com/blog/can-fractional-executives-prepare-companies-for-fundraising-m-a-or-sale/) 2025-07-08 - [How Do I Budget for Fractional Leadership?](https://www.livain.com/blog/how-do-i-budget-for-fractional-leadership/) 2025-07-08 - [Do Fractional Executives Offer References and Case Studies?](https://www.livain.com/blog/do-fractional-executives-offer-references-and-case-studies/) 2025-07-08 - [Are Fractional Executives Truly Motivated—Or Is It Just a Side Gig?](https://www.livain.com/blog/are-fractional-executives-truly-motivated-or-is-it-just-a-side-gig/) 2025-07-08 - [How Do Fractional Executives Define and Measure Success?](https://www.livain.com/blog/how-do-fractional-executives-define-and-measure-success/) 2025-07-08 - [How Do Employees Actually React to a Fractional Leader?](https://www.livain.com/blog/how-do-employees-react-to-a-fractional-leader/) 2025-07-08 - [What If It Doesn’t Work Out with Your Fractional Executive?](https://www.livain.com/blog/what-if-it-doesnt-work-out-with-your-fractional-executive/) 2025-07-08 - [How Long Does It Take to Hire a Fractional Executive?](https://www.livain.com/blog/how-long-does-it-take-to-hire-a-fractional-executive/) 2025-07-08 - [Can a Fractional Executive Become a Full-Time Executive?](https://www.livain.com/blog/can-a-fractional-executive-become-a-full-time-executive/) 2025-07-08 - [What Tools and Technologies Do Fractional Executives Use?](https://www.livain.com/blog/what-tools-and-technologies-do-fractional-executives-use/) 2025-07-08 - [How Do Fractional Executives Handle Setbacks or Challenges?](https://www.livain.com/blog/how-do-fractional-executives-handle-setbacks-or-challenges/) 2025-07-08 - [What’s the Difference Between Fractional vs Interim Executives?](https://www.livain.com/blog/whats-the-difference-between-fractional-vs-interim-executives/) 2025-07-08 - [Will They Be Committed If They Work With Multiple Clients?](https://www.livain.com/blog/will-they-be-committed-if-they-work-with-multiple-clients/) 2025-07-08 - [How Do Fractional Executives Impact Company Culture and Teams?](https://www.livain.com/blog/how-do-fractional-executives-impact-company-culture-and-teams/) 2025-07-08 - [What Questions Should I Ask When Interviewing a Fractional Executive?](https://www.livain.com/blog/what-questions-should-i-ask-when-interviewing-a-fractional-executive/) 2025-07-08 - [How Do I Choose the Right Fractional Executive for My Industry?](https://www.livain.com/blog/how-do-i-choose-the-right-fractional-executive-for-my-industry/) 2025-07-08 - [What’s the Typical Engagement Duration and Time Commitment?](https://www.livain.com/blog/whats-the-typical-engagement-duration-and-time-commitment/) 2025-07-08 - [What Deliverables Can I Expect from a Fractional Executive?](https://www.livain.com/blog/what-deliverables-can-i-expect-from-a-fractional-executive/) 2025-07-08 - [How Much Does a Fractional Executive Cost?](https://www.livain.com/blog/how-much-does-a-fractional-executive-cost-2/) 2025-07-08 - [What Types of Fractional Roles Exist (CFO, CMO, CIO…)?](https://www.livain.com/blog/what-types-of-fractional-roles-exist-cfo-cmo-cio/) 2025-07-08 - [How Do I Know It’s Better Than Hiring a Full-Time Exec?](https://www.livain.com/blog/how-do-i-know-its-better-than-hiring-a-full-time-exec/) 2025-07-08 - [When Should I Hire a Fractional Executive?](https://www.livain.com/blog/when-should-i-hire-a-fractional-executive/) 2025-07-08 - [What Is a Fractional Executive? A Plain-English Guide](https://www.livain.com/blog/what-is-a-fractional-executive/) 2025-07-08 - [The Art of Restraint: Getting Things Done as a Fractional Exec Without Fixing Everything](https://www.livain.com/blog/the-art-of-restraint-getting-things-done-as-a-fractional-exec-without-fixing-everything/) 2025-07-04 - [I Just Don’t Get Google (But I’ll Take the W?)](https://www.livain.com/blog/i-just-dont-get-google-but-ill-take-the-w/) 2025-07-02 - [Cosyworld, DTC Growth & International Expansion](https://www.livain.com/blog/cosyworld-dtc-growth-international-expansion/) 2025-07-01 - [Why I Love Working as a Fractional Executive](https://www.livain.com/blog/why-i-love-working-as-a-fractional-executive/) 2025-07-01 - [E-Commerce as a Share of Retail Sales: The Normalization Era (2025 Update)](https://www.livain.com/blog/e-commerce-as-a-share-of-retail-sales-the-normalization-era-2025-update/) 2025-06-30 - [How Much Does a Fractional Executive Cost?](https://www.livain.com/blog/how-much-does-a-fractional-executive-cost/) 2025-06-30 - [What Does a Fractional CMO Actually Do?](https://www.livain.com/blog/what-does-a-fractional-cmo-actually-do/) 2025-06-30 - [Stop Hiring for Tactics. Start Hiring for Leverage.](https://www.livain.com/blog/stop-hiring-for-tactics-start-hiring-for-leverage/) 2025-06-29 - [Growth Isn’t a Department — It’s a System](https://www.livain.com/blog/growth-isnt-a-department-its-a-system/) 2025-06-28 - [What to Ask Your Head of Sales (That You’re Probably Not Asking)](https://www.livain.com/blog/what-to-ask-your-head-of-sales-that-youre-probably-not-asking/) 2025-06-26 - [Marketing Is Not the Problem. Alignment Is.](https://www.livain.com/blog/marketing-is-not-the-problem-alignment-is/) 2025-06-25 - [Calm in Chaos: How I Lead When Things Get Messy](https://www.livain.com/blog/calm-in-chaos-how-i-lead-when-things-get-messy/) 2025-06-24 - [Stranded Assets Start with Silence](https://www.livain.com/blog/stranded-assets-start-with-silence/) 2025-06-23 - [I Work with Brilliant People. My Job? Push Them Further.](https://www.livain.com/blog/i-work-with-brilliant-people-my-job-push-them-further/) 2025-06-22 - [Assume They Can: Leading with Trust Before Proof](https://www.livain.com/blog/assume-they-can-leading-with-trust-before-proof/) 2025-06-21 - [From Zero to Local Hero: Operational Lessons from New Market Entry](https://www.livain.com/blog/from-zero-to-local-hero-operational-lessons-from-new-market-entry/) 2025-06-20 - [Marketing Infrastructure: It’s More Than Just EV Chargers](https://www.livain.com/blog/marketing-infrastructure-its-more-than-just-ev-chargers/) 2025-06-20 - [Don’t Tell Me What Went Wrong. Tell Me What We Do Now.](https://www.livain.com/blog/dont-tell-me-what-went-wrong-tell-me-what-we-do-now/) 2025-06-20 - [Rolling Out a Country Is Not a Project — It’s a Movement](https://www.livain.com/blog/rolling-out-a-country-is-not-a-project-its-a-movement/) 2025-06-19 - [Marketing Is Not Dead—You’re Just Doing It Wrong](https://www.livain.com/blog/marketing-is-not-dead-youre-just-doing-it-wrong/) 2025-06-19 - [Rethinking Public Holidays: A Personal (and Slightly Confused) Perspective](https://www.livain.com/blog/rethinking-public-holidays-a-personal-and-slightly-confused-perspective/) 2025-06-19 - [Turning ESG Reporting Into Real-World Readiness](https://www.livain.com/blog/turning-esg-reporting-into-real-world-readiness/) 2025-06-18 - [From ESG Compliance to Climate Resilience: A Roadmap for Real Estate Leaders](https://www.livain.com/blog/from-esg-compliance-to-climate-resilience-a-roadmap-for-real-estate-leaders/) 2025-06-17 - [Group Chats Are Not Team Communication](https://www.livain.com/blog/group-chats-are-not-team-communication/) 2025-06-17 - [Turning Policy into Action: Why EU Funding for Decarbonisation Caught My Eye](https://www.livain.com/blog/turning-policy-into-action-why-eu-funding-for-decarbonisation-caught-my-eye/) 2025-06-17 - [Here Comes the AI Sponcon: Why Marketers Need to Rethink Influence Now](https://www.livain.com/blog/here-comes-the-ai-sponcon-why-marketers-need-to-rethink-influence-now/) 2025-06-16 - [Fujifilm X‑Half: A Tiny Marvel in Vertical Photography](https://www.livain.com/blog/fujifilm-x-half-a-tiny-marvel-in-vertical-photography/) 2025-06-16 - [Sportsmanship and the Frustration of Watching the Rulebook Bend](https://www.livain.com/blog/sportsmanship-and-the-frustration-of-watching-the-rulebook-bend/) 2025-06-16 - [Why One Focused Session Can Be More Valuable Than a Longterm Project](https://www.livain.com/blog/why-one-focused-session-can-be-more-valuable-than-a-longterm-project/) 2025-06-16 - [When the Engine Stalls: Finding Clarity in the Quiet Hours together](https://www.livain.com/blog/when-the-engine-stalls-finding-clarity-in-the-quiet-hours-together/) 2025-06-16 - [Smart Grids Start Local—But Their Impact Should Be Portfolio-Wide](https://www.livain.com/blog/smart-grids-start-local-but-their-impact-should-be-portfolio-wide/) 2025-06-04 - [Tomatoes, Sunlight, and Systems Thinking: What a Greenhouse in Aargau Can Teach Us About the Energy Transition](https://www.livain.com/blog/tomatoes-sunlight-and-systems-thinking-what-a-greenhouse-in-aargau-can-teach-us-about-the-energy-transition/) 2025-06-04 - [The Military’s Carbon Blind Spot: Security, Secrecy, and Sustainability](https://www.livain.com/blog/the-militarys-carbon-blind-spot-security-secrecy-and-sustainability/) 2025-06-02 - [Storage is the New Currency of the Energy Transition](https://www.livain.com/blog/storage-is-the-new-currency-of-the-energy-transition/) 2025-06-02 - [A Friday in Lugano: Lessons from the Dental World](https://www.livain.com/blog/a-friday-in-lugano-lessons-from-the-dental-world/) 2025-05-28 - [Curious reads: “Lucid Dreaming: Gateway to the Inner Self” by Robert Waggoner](https://www.livain.com/blog/curious-reads-lucid-dreaming-gateway-to-the-inner-self-by-robert-waggoner/) 2025-04-21 - [Blogging from Your Notes App: My Deep Dive into Quotion](https://www.livain.com/blog/blogging-from-your-notes-app-my-deep-dive-into-quotion/) 2025-04-16 - [Switzerland’s Renewable Energy Innovators: Pioneering a Sustainable Future](https://www.livain.com/blog/switzerlands-renewable-energy-innovators-pioneering-a-sustainable-future/) 2025-02-25 - [Rediscovering Highlights: A Moment with Bucherer at the Timemachine New York City](https://www.livain.com/blog/rediscovering-highlights-a-moment-with-bucherer-at-the-timemachine-new-york-city/) 2025-01-16 - [SSO Congress 2025: Why Social Media is a Real Opportunity for Dental Practices](https://www.livain.com/blog/save-the-date-sso-kongress-2025-2/) 2025-01-05 ## 2024 (13 posts) - [A New Chapter: Doubling Down on Impact for a Better Planet](https://www.livain.com/blog/a-new-chapter-doubling-down-on-impact-for-a-better-planet/) 2024-12-17 - [New Mandate Announcement: Exploring Global Opportunities with Fey1926](https://www.livain.com/blog/new-mandate-announcement-exploring-global-opportunities-with-fey1926/) 2024-12-01 - [New Board Mandate: Joining Macun One AG and Net New Energy AG](https://www.livain.com/blog/new-board-mandate-joining-macun-one-ag-and-net-new-energy-ag/) 2024-10-19 - [New Mandate: Younergy SA, October 2024](https://www.livain.com/blog/new-mandate-younergy-october-2024/) 2024-09-30 - [Stuck in a Niche: How Social Media Traps Us in Echo Chambers](https://www.livain.com/blog/stuck-in-a-niche-how-social-media-traps-us-in-echo-chambers/) 2024-08-26 - [From Family Time to Business Growth, and What's Next](https://www.livain.com/blog/from-family-time-to-business-growth-and-whats-next/) 2024-08-22 - [The Power of Forward Thinking: Moving Beyond the Past](https://www.livain.com/blog/the-power-of-forward-thinking-moving-beyond-the-past/) 2024-08-16 - [Exploring Threads: Can Meta’s New App Really Build Genuine Connections?](https://www.livain.com/blog/exploring-threads-can-metas-new-app-really-build-genuine-connections/) 2024-07-11 - [Why you won't see me in an Apple Store any time soon](https://www.livain.com/blog/why-you-wont-see-me-in-an-apple-store-any-time-soon/) 2024-05-27 - [Embracing the Underdog Spirit: Lessons from Rafael Nadal in Entrepreneurship](https://www.livain.com/blog/embracing-the-underdog-spirit-lessons-from-rafael-nadal-in-entrepreneurship/) 2024-05-27 - [Bridging Worlds: Lessons from Asia's Dynamic Startup Culture](https://www.livain.com/blog/bridging-worlds-lessons-from-asias-dynamic-startup-culture/) 2024-04-06 - [Why you should think twice about running a Valentine's Day Promotion, at all](https://www.livain.com/blog/strategic-insights-navigating-the-dynamics-of-peak-day-promotions/) 2024-02-08 - [Remco Livain | Profile Summary](https://www.livain.com/blog/profile-summary-of-remco-livain/) 2024-02-03 ## 2023 (39 posts) - [Embracing the Digital Diary: My Journey with the New Apple Journal App](https://www.livain.com/blog/embracing-the-digital-diary-my-journey-with-the-new-apple-journal-app/) 2023-12-27 - [Cultivating a Culture of Productive Disagreement and Commitment](https://www.livain.com/blog/cultivating-a-culture-of-productive-disagreement-and-commitment/) 2023-12-18 - [Finding Balance: A Ride of Reflection and Resilience](https://www.livain.com/blog/finding-balance-a-ride-of-reflection-and-resilience/) 2023-12-18 - [Unlocking Creativity and Productivity: The Power of Writing and Physical Tools](https://www.livain.com/blog/unlocking-creativity-and-productivity-the-power-of-writing-and-physical-tools/) 2023-12-18 - [Embracing the Ups and Downs: A Journey of Determination and Anticipation](https://www.livain.com/blog/embracing-the-ups-and-downs-a-journey-of-determination-and-anticipation/) 2023-12-16 - [Embracing the Old-School: How a Voice Recorder Revolutionized My Content Creation](https://www.livain.com/blog/untitled-3/) 2023-12-12 - [SmileDirectClub files for bankruptcy](https://www.livain.com/blog/smiledirectclub-files-for-bankruptcy/) 2023-10-03 - [The Future of Marketing in the Age of AI — what happens when all traffic evaporates](https://www.livain.com/blog/the-future-of-marketing-in-the-age-of-ai/) 2023-06-23 - [My Thoughts on Note-Taking Apps 📝](https://www.livain.com/blog/my-thoughts-on-note-taking-apps/) 2023-06-23 - [Drawing Wisdom from Chess: What Gary Kasparov Taught Me About Entrepreneurship](https://www.livain.com/blog/drawing-wisdom-from-chess-what-gary-kasparov-taught-me-about-entrepreneurship/) 2023-06-17 - [The Power and Potential of Sabbaticals: A CEO's Perspective on Employee Breaks](https://www.livain.com/blog/the-power-and-potential-of-sabbaticals-a-ceos-perspective-on-employee-breaks/) 2023-06-14 - [Harnessing Emotional Intelligence: The Power of Active Listening and Empathy](https://www.livain.com/blog/harnessing-emotional-intelligence-the-power-of-active-listening-and-empathy/) 2023-06-13 - [Progress, Not Perfection: The Impact of Missing Goals and How to Drive Long-Term Success](https://www.livain.com/blog/progress-not-perfection-the-impact-of-missing-goals-and-how-to-drive-long-term-success/) 2023-06-12 - [The Illusion of Plenty: Why Focus is the Key to Success and Happiness](https://www.livain.com/blog/why-focus-is-the-key-to-success-and-happiness-at-gandt/) 2023-06-10 - [Setting the Pace: Overcoming Mental Barriers and Setting Unobtainable Goals](https://www.livain.com/blog/setting-the-pace-overcoming-mental-barriers-and-setting-unobtainable-goals/) 2023-06-09 - [The Game Changer: Hiring a CFO and Focusing on My Strengths](https://www.livain.com/blog/the-game-changer-hiring-a-cfo-and-focusing-on-my-strengths/) 2023-06-08 - [Nurturing Relationships: The Underrated Powerhouse of Success in Business](https://www.livain.com/blog/nurturing-relationships-the-underrated-powerhouse-of-success-in-business/) 2023-06-07 - [The Apple Vision Pro: A Glimpse into the Future or an Encroachment on our Reality?](https://www.livain.com/blog/the-apple-vision-pro-a-glimpse-into-the-future-or-an-encroachment-on-our-reality/) 2023-06-06 - [Learning to Nurture Employee Growth: A Personal Wake-Up Call](https://www.livain.com/blog/learning-to-nurture-employee-growth-a-personal-wake-up-call/) 2023-06-06 - [Is Meta Backing Off Hardware Too Soon?](https://www.livain.com/blog/is-meta-backing-off-hardware-too-soon/) 2023-06-05 - [An Open Letter to Fathers and Entrepreneurs: The Journey is Worth It](https://www.livain.com/blog/an-open-letter-to-fathers-and-entrepreneurs-the-journey-is-worth-it/) 2023-06-03 - [The Future of Furniture Retail: Challenges and Opportunities in a Post-IKEA World](https://www.livain.com/blog/the-future-of-furniture-retail-challenges-and-opportunities-in-a-post-ikea-world/) 2023-06-02 - [Why I Still Believe in Blogs as a Medium for Self Expression — despite generative AI](https://www.livain.com/blog/the-future-of-blogging-how-ai-and-search-engines-are-shaping-content-strategy-why-i-still-believe-in-blogging-as-a-medium-for-self-expression/) 2023-06-01 - [Crafting Content in the AI Age: The Google-Bing Spectrum and the Rise of ChatGPT](https://www.livain.com/blog/crafting-content-in-the-ai-age-the-google-bing-spectrum-and-the-rise-of-chatgpt/) 2023-05-31 - [Navigating the AI Wave: Embracing Chatbots without Losing the Human Touch](https://www.livain.com/blog/title-navigating-the-ai-wave-embracing-chatbots-without-losing-the-human-touch/) 2023-05-30 - [Unorthodox, Effective, and Transformative: The GANDT Ventures Way](https://www.livain.com/blog/unorthodox-effective-and-transformative-the-gandt-ventures-way/) 2023-05-19 - [The Journey of GANDT Ventures: Building Companies for Sustainable Growth](https://www.livain.com/blog/the-journey-of-gandt-ventures-building-companies-for-sustainable-growth/) 2023-05-19 - [The AI Revolution in Content Creation](https://www.livain.com/blog/the-ai-revolution-in-content-creation/) 2023-05-19 - [Taking the Leap: Building an Advisory Board for our Consultancy - A Personal Reflection](https://www.livain.com/blog/taking-the-leap-building-an-advisory-board-for-our-consultancy-a-personal-reflection/) 2023-05-15 - [The Man Behind ChatGPT: Sam Altman's Moment on Capitol Hill](https://www.livain.com/blog/the-man-behind-chatgpt-sam-altmans-moment-on-capitol-hill/) 2023-05-15 - [Lessons from Giannis Antetokounmpo: Embracing the Journey in Sports and Business](https://www.livain.com/blog/lessons-from-giannis-antetokounmpo-embracing-the-journey-in-sports-and-business/) 2023-05-01 - [🎯 Nike's Facebook Strategy: The Shift from Organic Reach to Paid Advertising for Brands 🎯](https://www.livain.com/blog/nike-facebook-strategy-no-organic/) 2023-04-28 - [🌍 Localized Marketing Strategies: Tapping into the Potential of Personalization for Broad Dealer Networks 🌍](https://www.livain.com/blog/localized-marketing-strategies-tapping-into-the-potential-of-personalization-for-broad-dealer-networks/) 2023-04-20 - [🏢 The Power of Boards: Advisory vs. Decision-Making Boards and Their Impact on Companies 🏢](https://www.livain.com/blog/the-power-of-boards-advisory-vs-decision-making-boards-and-their-impact-on-companies/) 2023-04-19 - [💡 Combining Local and Digital Marketing in the World of E-Bikes 💡](https://www.livain.com/blog/digital-marketing-reshaping-the-world-of-e-bikes/) 2023-04-19 - [🌍 Why I Love Traveling for Client Work: A Marketing Consultancy CEO's Story 🌍](https://www.livain.com/blog/why-i-love-traveling-for-client-work-a-marketing-consultancy-ceos-story/) 2023-04-16 - [💡 E-Bikes: Exploring the Latest Trends 💡](https://www.livain.com/blog/e-bikes-exploring-the-latest-trends/) 2023-04-03 - [💡 Decentralized Dealers: Mastering Product Marketing Strategy 💡](https://www.livain.com/blog/decentralized-dealers-mastering-product-marketing-strategy/) 2023-03-15 - [A nice Sunday exercise](https://www.livain.com/blog/a-nice-sunday-exercise-starting-a-productivity-shopify-blog/) 2023-02-20 ## 2022 (17 posts) - [👋 From San Diego](https://www.livain.com/blog/from-san-diego/) 2022-12-04 - [Why I will never have 1000 Twitter followers](https://www.livain.com/blog/why-i-will-never-have-1000-twitter-followers/) 2022-12-04 - [Twitter-Fan Rant — Why I'm Not Quitting, Yet.](https://www.livain.com/blog/why-im-not-going-to-quick-twitter/) 2022-11-21 - [Elon Musk now owns Twitter — These are his first actions](https://www.livain.com/blog/elon-musk-now-owns-twitter-these-are-his-first-actions/) 2022-10-31 - [About the GANDT starter program for digital professionals and online consultants](https://www.livain.com/blog/about-the-gandt-starter-program-for-digital-professionals-and-online-consultants/) 2022-09-20 - [Thoughts on rising CACs — challenges for organizations and online marketers, especially](https://www.livain.com/blog/rising-customer-acquisition-cost/) 2022-09-19 - [Product drops on Twitter, feature release](https://www.livain.com/blog/product-drops-on-twitter-feature-release/) 2022-08-09 - [Work takes me places I had never thought of visiting](https://www.livain.com/blog/my-work-takes-me-places-i-had-never-thought-of-visiting/) 2022-07-19 - [E-commerce growth normalizes as a percentage of retail sales — but why](https://www.livain.com/blog/e-commerce-growth-normalizes-as-a-percentage-of-retail-sales-but-why/) 2022-05-10 - [Visual traction is the only relevant brand and communication KPI](https://www.livain.com/blog/visual-traction-is-the-only-relevant-brand-and-communication-kpi-2/) 2022-05-09 - [Poll: Should consultancies show their prices on the website](https://www.livain.com/blog/should-consultancies-show-their-prices-on-the-website/) 2022-05-05 - [New reality — get back in the flow](https://www.livain.com/blog/new-reality-get-back-in-the-flow/) 2022-05-05 - [Twitter + Elon Musk… IMHO…](https://www.livain.com/blog/twitter-elon-musk-imho/) 2022-04-15 - [The difference between managing and leading](https://www.livain.com/blog/the-difference-between-managing-and-leading/) 2022-04-15 - [Digital marketing did not get more complex, but channel-focused](https://www.livain.com/blog/channel-attribution/) 2022-02-03 - [Why I’m switching my blog from WordPress to ghost](https://www.livain.com/blog/why-im-switching-my-blog-from-wordpress-to-ghost/) 2022-01-23 - [Documenting the journey and your work—team collaboration](https://www.livain.com/blog/documenting-the-journey-and-your-work-team-collaboration/) 2022-01-22 ## 2021 (29 posts) - [Investing in relationships, doesn’t always pay off](https://www.livain.com/blog/diary-of-an-entrepreneur-investing-in-relationships-doesnt-always-pay-off/) 2021-09-27 - [Diary of an entrepreneur: about work and health](https://www.livain.com/blog/diary-of-an-entrepreneur-about-work-and-health/) 2021-09-21 - [Diary of an entrepreneur: Friday blues and tough decisions](https://www.livain.com/blog/diary-of-an-entrepreneur-friday-blues-and-tough-decisions/) 2021-09-17 - [Diary of an entrepreneur: About Monday’s and my focus points this week](https://www.livain.com/blog/diary-of-an-entrepreneur-about-mondays-and-my-focus-points-this-week/) 2021-09-13 - [Diary of an entrepreneur: you cannot control everything](https://www.livain.com/blog/diary-of-an-entrepreneur-you-cannot-control-everything/) 2021-09-08 - [Diary of an entrepreneur, travel week](https://www.livain.com/blog/diary-of-an-entrepreneur-travel-week/) 2021-09-06 - [Diary of an entrepreneur: when to be creative during the week](https://www.livain.com/blog/diary-of-an-entrepreneur-when-to-be-creative-during-the-week/) 2021-09-03 - [How traditional retailer can create their online marketing strategy](https://www.livain.com/blog/how-traditional-retailer-can-create-their-online-marketing-strategy/) 2021-09-03 - [What is in focus today? About GDPR, midnight thoughts and shifting attention, constantly](https://www.livain.com/blog/what-is-in-focus-today-about-gdpr-midnight-thoughts-and-shifting-attention-constantly/) 2021-09-02 - [How to create a social media strategy for your brand](https://www.livain.com/blog/how-to-create-a-social-media-strategy-for-your-brand/) 2021-09-01 - [LinkedIn have decided to stop using their stories feature](https://www.livain.com/blog/linkedin-have-decided-to-stop-using-their-stories-feature/) 2021-09-01 - [Swiss Retail Federation and GANDT collaboration, makes me proud](https://www.livain.com/blog/swiss-retail-federation-and-gandt-collaboration-makes-me-proud/) 2021-08-17 - [Otter.ai is absolutely amazing](https://www.livain.com/blog/otter-ai-is-absolutely-amazing/) 2021-07-23 - [Twitter launch is premium Twitter blue subscription in Australia and Canada](https://www.livain.com/blog/twitter-launch-is-premium-twitter-blue-subscription-in-australia-and-canada/) 2021-06-04 - [What I’ve learned from working with a professional copywriter, after one session](https://www.livain.com/blog/what-ive-learned-from-working-with-a-professional-copywriter-after-one-session/) 2021-05-03 - [NPR Music on YouTube, how did I miss this?](https://www.livain.com/blog/npr-music-on-youtube-how-did-i-miss-this/) 2021-05-02 - [What are Slack Posts and how to use them](https://www.livain.com/blog/what-are-slack-posts-and-how-to-use-them/) 2021-04-20 - [The Mercedes EQS, my dream EV? Maybe.](https://www.livain.com/blog/the-mercedes-eqs-my-dream-ev-maybe/) 2021-04-15 - [My first time using an iPad app on my Mac Mini M1](https://www.livain.com/blog/my-first-time-using-an-ipad-app-on-my-mac-mini-m1/) 2021-04-14 - [Drafts is the most confusing app I have ever used](https://www.livain.com/blog/drafts-is-the-most-confusing-app-i-have-ever-used/) 2021-04-09 - [The psychology behind brand colors](https://www.livain.com/blog/the-psychology-behind-brand-colors/) 2021-04-05 - [Facebook bans all news in Australia – that is a big deal | Opinion piece](https://www.livain.com/blog/facebook-bans-all-news-in-australia-that-is-a-big-deal-opinion-piece/) 2021-02-19 - [Krisp.ai raises additional funds to build an even stronger team of developers](https://www.livain.com/blog/krisp-ai-raises-additional/) 2021-02-17 - [Atlassian feels Notion heat and gives Trello a major overhaul](https://www.livain.com/blog/atlassian-feels-notion-heat-and-gives-trello-a-major-overhaul/) 2021-02-17 - [Facebook wants to build their own Clubhouse | opinion](https://www.livain.com/blog/facebook-wants-to-build-their-own-clubhouse-opinion/) 2021-02-12 - [My writing challenge needs a new strategy —and more accountability](https://www.livain.com/blog/my-writing-challenge-needs-a-new-strategy-and-more-accountability/) 2021-02-05 - [Why my bullet journal lacks tasks](https://www.livain.com/blog/why-my-bullet-journal-lacks-tasks/) 2021-02-04 - [Readwise: my favorite productivity of the year (2020)](https://www.livain.com/blog/readwise-my-favorite-productivity-of-the-year-2020/) 2021-01-20 - [Clubhouse, what‘s the hype](https://www.livain.com/blog/clubhouse-whats-the-hype/) 2021-01-20 ## 2020 (14 posts) - [The burden of focus, as an entrepreneur](https://www.livain.com/blog/the-burden-of-focus-as-an-entrepreneur/) 2020-12-27 - [Intertwined relationships, about work- and life long friendships](https://www.livain.com/blog/intertwined-relationships-about-work-and-life-long-friendships/) 2020-12-26 - [Why I ordered AirPods Max](https://www.livain.com/blog/why-i-ordered-airpods-max/) 2020-12-24 - [Choosing a coffee maker is hard](https://www.livain.com/blog/choosing-a-coffee-maker-is-hard/) 2020-12-23 - [Quibi confirms it’s shutting down](https://www.livain.com/blog/quibi-confirms-its-shutting-down/) 2020-10-21 - [Twitter releases audio tweets (on iOS)](https://www.livain.com/blog/twitter-releases-audio-tweets-on-ios/) 2020-07-07 - [Canon Reimagine Event July 9 2020](https://www.livain.com/blog/canon-reimagine-event-july-9-2020/) 2020-07-07 - [Quibi caves under pressure, adds AirPlay support](https://www.livain.com/blog/quibi-caves-under-pressure-adds-airplay-support/) 2020-06-12 - [My (Fri-)day of home office, a weird blessing](https://www.livain.com/blog/my-fri-day-of-home-office-a-weird-blessing/) 2020-06-12 - [Why smart cyclists train with watts](https://www.livain.com/blog/why-smart-cyclists-train-with-watts/) 2020-05-27 - [Alibaba Luxury Soho aims to help luxury brands lower overstock](https://www.livain.com/blog/alibaba-luxury-soho-aims-to-help-luxury-brands-lower-overstock/) 2020-05-11 - [VAM might be a vanity metric, but I like it](https://www.livain.com/blog/vam-might-be-a-vanity-metric-but-i-like-it/) 2020-05-10 - [Better late than never, LinkedIn rolls out „stories“](https://www.livain.com/blog/better-late-than-never-linkedin-rolls-out-stories/) 2020-05-05 - [Why I needed to learn to type differently](https://www.livain.com/blog/why-i-needed-to-learn-to-type-differently/) 2020-05-04 ## 2019 (34 posts) - [Direct mail still works if you avoid common mistakes](https://www.livain.com/blog/direct-mail-still-works-if-you-avoid-common-mistakes/) 2019-11-28 - [LVMH buys Tiffany & Co, strengthening position as luxury retail market leader](https://www.livain.com/blog/lvmh-buys-tiffany-co-strengthening-position-as-luxury-retail-market-leader/) 2019-11-27 - [17 Responsibilities Of Non-Technical Founders In A Startup And My Advice](https://www.livain.com/blog/17-responsibilities-of-non-technical-founders-in-a-startup-and-my-advice/) 2019-11-25 - [Why did the Spark Email App receive a design update?](https://www.livain.com/blog/why-did-the-spark-email-app-receive-a-design-update/) 2019-11-23 - [What’s going on with TikTok?](https://www.livain.com/blog/whats-going-on-with-tiktok/) 2019-11-22 - [Google is putting new limits on political ads, blocking advertisers from targeting people based on their politics](https://www.livain.com/blog/google-is-putting-new-limits-on-political-ads-blocking-advertisers-from-targeting-people-based-on-their-politics/) 2019-11-21 - [This is hands down the best Macbook I have ever owned](https://www.livain.com/blog/this-is-hands-down-the-best-macbook-i-have-ever-owned/) 2019-11-20 - [Google Changes GTIN Requirement Product Listing Ads](https://www.livain.com/blog/google-changes-gtin-requirement-product-listing-ads/) 2019-08-22 - [Active Recovery Is Not For Entrepreneurs](https://www.livain.com/blog/active-recovery-is-not-for-entrepreneurs/) 2019-08-14 - [Entrepreneurial Thought: My Perception Of Time](https://www.livain.com/blog/entrepreneurial-thought-my-perception-of-time/) 2019-07-30 - [Forgot my wallet; Oh, this will be a challenge and hardcore Apple Pay test](https://www.livain.com/blog/forgot-my-wallet-oh-this-will-be-a-challenge-and-hardcore-apple-pay-test/) 2019-07-01 - [Facebook to remove „red dots“ – icon badges to lower our anxiety levels](https://www.livain.com/blog/facebook-to-remove-red-dots-icon-badges-to-lower-our-anxiety-levels/) 2019-06-26 - [Thoughts on: How to use word of mouth effectively to fuel B2B sales](https://www.livain.com/blog/thoughts-on-how-to-use-word-of-mouth-effectively-to-fuel-b2b-sales/) 2019-06-07 - [Why short term potential should not be called quick wins](https://www.livain.com/blog/why-short-term-potential-should-not-be-called-quick-wins/) 2019-06-05 - [Things organizations forget when pursuing digital innovation](https://www.livain.com/blog/things-organizations-forget-when-pursuing-digital-innovation/) 2019-06-03 - [WWDC19 Apple, what have you got up your sleeve for us today?](https://www.livain.com/blog/wwdc19-apple-what-have-you-got-up-your-sleeve-for-us-today/) 2019-06-03 - [Why look at others?](https://www.livain.com/blog/why-look-at-others/) 2019-06-02 - [Should entrepreneurs track their time?](https://www.livain.com/blog/should-entrepreneurs-track-their-time/) 2019-05-28 - [Things Entrepreneurs in service businesses should do more](https://www.livain.com/blog/things-entrepreneurs-in-service-businesses-should-do-more/) 2019-05-27 - [Why I spend less time on social media when traveling](https://www.livain.com/blog/why-i-spend-less-time-on-social-media-when-traveling/) 2019-05-25 - [Facebook Portal misses out on most promising target group](https://www.livain.com/blog/facebook-portal-misses-out-on-most-promising-target-group/) 2019-05-08 - [Google Duplex is a game changer](https://www.livain.com/blog/google-duplex-is-a-game-changer/) 2019-05-08 - [Silent retreat – constant communication wears you down](https://www.livain.com/blog/silent-retreat-constant-communication-wears-you-down/) 2019-04-16 - [How to “manage” the challenges of a growing organization](https://www.livain.com/blog/entrepreneurship-organizational-development/) 2019-04-09 - [Entrepreneur vs. Corporate | Different short term goals](https://www.livain.com/blog/entrepreneur-vs-corporate-different-short-term-goals/) 2019-03-31 - [An Entrepreneur Must Communicate, Incrementally](https://www.livain.com/blog/an-entrepreneur-must-communicate-incrementally/) 2019-03-20 - [Quick Thought: Creative Design Is A Constant Systematic Process](https://www.livain.com/blog/quick-thought-creative-design-is-a-constant-systematic-process/) 2019-03-19 - [Exciting week ahead: Monday brief](https://www.livain.com/blog/exciting-week-ahead-monday-brief/) 2019-03-04 - [About entrepreneurial courage and Januaries](https://www.livain.com/blog/about-entrepreneurial-courage-and-januaries/) 2019-01-24 - [#PenguinAwarenessDay ; flashback to a great penguin encounter in South Africa](https://www.livain.com/blog/penguinawarenessday-flashback-to-a-great-penguin-encounter-in-south-africa/) 2019-01-20 - [Receipts are an entrepreneurial nightmare](https://www.livain.com/blog/receipts-are-an-entrepreneurial-nightmare/) 2019-01-20 - [Single-focus tasks = iPad, multi-focus tasks = MacBook](https://www.livain.com/blog/single-focus-tasks-ipad-multi-focus-tasks-macbook/) 2019-01-19 - [Why social-, organic reach is not the deciding factor for success in luxury goods](https://www.livain.com/blog/why-social-organic-reach-is-not-the-deciding-factor-for-success-in-luxury-goods/) 2019-01-07 - [Luxury brands must learn understand their product life cycles](https://www.livain.com/blog/opinion-luxury-brands-are-in-denial-of-their-product-life-cycles/) 2019-01-02 ## 2018 (47 posts) - [Zwift Adds Pro Teams in 2019, First True eSports?](https://www.livain.com/blog/zwift-adds-pro-teams-in-2019-first-true-esports/) 2018-12-15 - [Opinion: Congressional Hearings should be done by industry insiders](https://www.livain.com/blog/opinion-congressional-hearings-should-be-done-by-industry-insiders/) 2018-12-12 - [Digital Innovation: Understanding growth KPI‘s](https://www.livain.com/blog/digital-innovation-understanding-growth-kpis/) 2018-12-12 - [Gadget: Second generation NEO 2 Smart – gotta start saving](https://www.livain.com/blog/gadget-second-generation-neo-2-smart-gotta-start-saving/) 2018-12-11 - [Blog: WordPress on iPad – a nightmare](https://www.livain.com/blog/blog-wordpress-on-ipad-a-nightmare/) 2018-12-11 - [News: Instagram adds voice messages to DMs](https://www.livain.com/blog/news-instagram-adds-voice-messages-to-dms/) 2018-12-11 - [When your news anchor was created with Artificial Intelligence – he might look like this](https://www.livain.com/blog/ki-der-gefugigste-nachrichtensprecher-der-welt-medien-suddeutsche-de/) 2018-11-11 - [Entrepreneurship Series: Work when others don‘t](https://www.livain.com/blog/entrepreneurship-series-work-when-others-dont/) 2018-11-06 - [Tech Series: The new iPad Pro (3rd gen 12.9) will be my „go to device“](https://www.livain.com/blog/the-new-ipad-pro-3rd-gen-12-9-will-be-my-go-to-device/) 2018-11-06 - [Entrepreneurship Series: Goal-Ownership in a Growing Team](https://www.livain.com/blog/entrepreneurship-series-goal-ownership-in-a-growing-team/) 2018-09-29 - [Innovation Series: Employee involvement](https://www.livain.com/blog/innovation-series-employee-involvement/) 2018-09-28 - [Self Improvement: Communicate more clearly](https://www.livain.com/blog/self-improvement-communicate-more-clearly/) 2018-09-27 - [Entrepreneurship Series: Quick Growth Hacking](https://www.livain.com/blog/entrepreneurship-series-quick-growth-hacking/) 2018-09-26 - [Innovation Series: Fashion Retail Ecosystem Development](https://www.livain.com/blog/innovation-series-fashion-retail-ecosystem-development/) 2018-09-25 - [Entrepreneurship Series: Investor interest, avoiding a mismatch](https://www.livain.com/blog/investor-interest-avoid-mismatch/) 2018-09-24 - [Digital Innovation Series: Where To Start](https://www.livain.com/blog/digital-innovation-series-where-to-start/) 2018-09-16 - [Opinion Series: on Link Tax and EU censorship laws](https://www.livain.com/blog/opinion-series-on-link-tax-and-eu-censorship-laws/) 2018-09-14 - [Digital Innovation Series: Start Small, Communicate Big](https://www.livain.com/blog/digital-innovation-series-start-small-communicate-big/) 2018-09-14 - [Entrepreneurship Series: Goal-to-Goal Focus Relevant Output](https://www.livain.com/blog/entrepreneurship-series-goal-to-goal-focus-relevant-output/) 2018-09-13 - [Tech Series: Apple Event SEP18 – no innovation please](https://www.livain.com/blog/tech-series-apple-event-sep18-no-innovation-please/) 2018-09-12 - [Entrepreneurship Series: Why Do You Want To Start Your Own Business?](https://www.livain.com/blog/entrepreneurship-series-why-do-you-want-to-start-your-own-business/) 2018-09-12 - [Entrepreneurship Series: What does it mean to pivot your business ​](https://www.livain.com/blog/entrepreneurship-series-what-does-it-mean-to-pivot-your-business--e2-80-8b/) 2018-09-11 - [Entrepreneurship Series: Focus on the style of your content](https://www.livain.com/blog/entrepreneurship-series-focus-on-the-style-of-your-content/) 2018-09-10 - [Five Ideas How To Use Periscope Audio](https://www.livain.com/blog/five-ideas-how-to-use-periscope-audio/) 2018-09-09 - [EU digital taxation is coming](https://www.livain.com/blog/eu-digital-taxation-is-coming/) 2018-09-09 - [Taking Gutenberg for a spin](https://www.livain.com/blog/taking-gutenberg-for-a-spin/) 2018-09-09 - [Periscope Audio Only Launches on Twitter](https://www.livain.com/blog/periscope-audio-only-launches-on-twitter/) 2018-09-08 - [Investors in digital projects seem scared of commitment](https://www.livain.com/blog/investors-in-digital-projects-seem-scared-of-commitment/) 2018-07-18 - [Amazon prime day, another disappointment for Swiss customers](https://www.livain.com/blog/amazon-prime-day-another-disappointment-for-swiss-customers/) 2018-07-18 - [Digitalization a mere project; an absolute no-go for any organization](https://www.livain.com/blog/viewing-digitalization-merely-as-a-project-an-absolute-no-go-for-any-organization/) 2018-07-14 - [Fashion Tech Berlin | highly competent and innovative](https://www.livain.com/blog/fashion-tech-berlin-highly-competent-and-innovative/) 2018-07-06 - [Marketing teams are a special bunch – listen to them](https://www.livain.com/blog/why-you-should-listen-to-marketing-team/) 2018-05-23 - [My personal venture; what I love about venture building](https://www.livain.com/blog/my-personal-venture-what-i-love-about-venture-building/) 2018-05-22 - [The creative quest of an online marketeer](https://www.livain.com/blog/online-marketeer-creative-quest/) 2018-05-22 - [I tried to switch to OneNote and failed miserably](https://www.livain.com/blog/i-tried-to-switch-to-onenote-and-failed-miserably/) 2018-05-01 - [How to find an investor? Start by looking at yourself](https://www.livain.com/blog/how-to-find-investor/) 2018-04-26 - [Research results: Why Omni-Channel Retailer must stop sourcing centrally](https://www.livain.com/blog/research-results-why-omni-channel-retailer-must-stop-sourcing-centrally/) 2018-03-28 - [3 Things H&M need to do to survive](https://www.livain.com/blog/3-things-hm-need-to-do-to-survive/) 2018-03-28 - [Founders read: Short On Time, Here Is How To Deal With Inefficiency](https://www.livain.com/blog/founders-read-short-on-time-here-is-how-to-deal-with-inefficiency/) 2018-03-20 - [How professional social media have changed the job of HR-teams](https://www.livain.com/blog/how-professional-social-media-have-changed-the-job-of-hr-teams/) 2018-03-19 - [How Skinnovation helped me changed my mind on startup-events](https://www.livain.com/blog/how-skinnovation-helped-me-changed-my-mind-on-startup-events/) 2018-03-13 - [Pyongyang 2018 is on its way](https://www.livain.com/blog/pyongyang-2018/) 2018-02-09 - [The smartphone era is coming to an end](https://www.livain.com/blog/smartphone-era-coming-to-an-end/) 2018-01-30 - [Jeff the canoe guy](https://www.livain.com/blog/jeff-canoe-guy/) 2018-01-28 - [My love-hate relationship with LinkedIn](https://www.livain.com/blog/love-hate-relationship-linkedin/) 2018-01-25 - [Why I Re-Instated Slack For Team Communication](https://www.livain.com/blog/why-re-instated-slack-for-team-communication/) 2018-01-24 - [How you as an entrepreneur can “Get things done”](https://www.livain.com/blog/getting-things-done-entrepreneur/) 2018-01-23 ## 2017 (12 posts) - [Wo findet man lizenzfreie Bilder für seinem Blog?](https://www.livain.com/blog/wo-findet-man-lizenzfreie-bilder-fur-seinem-blog/) 2017-12-19 - [Follow me on Medium](https://www.livain.com/blog/follow-me-on-medium/) 2017-12-01 - [Digital day in Switzerland Zürich was a great success](https://www.livain.com/blog/digital-day-in-switzerland-zurich-was-a-great-success/) 2017-11-22 - [Blume 2000 acquired MIFLORA; a short personal thank you note](https://www.livain.com/blog/blume-2000-acquired-miflora-short-personal-thank-note/) 2017-10-24 - [How to deal with ad hoc tasks](https://www.livain.com/blog/deal-ad-hoc-tasks/) 2017-09-12 - [How Bloomydays bankrupcy shows lack of longterm investor interest](https://www.livain.com/blog/how-bloomydays-bankrupcy-shows-lack-of-longterm-investor-interest/) 2017-07-21 - [A few thoughts for Sebastian Vettel](https://www.livain.com/blog/few-thoughts-for-sebastian-vettel/) 2017-06-27 - [Democracy in its purest form at the Landsgemeinde in Glarus](https://www.livain.com/blog/democracy-purest-form-landsgemeinde-glarus/) 2017-05-07 - [Election day in the Netherlands – my personal view](https://www.livain.com/blog/election-day-in-the-netherlands/) 2017-03-15 - [How to improve your digital work-life balance](https://www.livain.com/blog/how-to-improve-your-digital-work-life-balance/) 2017-02-08 - [#beautiful #cologne – I ❤the architecture here](https://www.livain.com/blog/beautiful-cologne-fantastic-architecture/) 2017-02-07 - [The moment you realize regular pens are great](https://www.livain.com/blog/the-moment-you-realize-regular-pens-are-great/) 2017-02-07 ## 2016 (20 posts) - [High Fashion Retail Stores Face Challenges with High Customer Demographics](https://www.livain.com/blog/high-fashion-retail-stores-face-challenges-with-high-customer-demographics/) 2016-10-26 - [Has Evernote lost my attachments?](https://www.livain.com/blog/has-evernote-lost-our-attachments/) 2016-10-16 - [Q&A is AMP developed only for and by Google?](https://www.livain.com/blog/qa-is-amp-developed-only-for-and-by-google/) 2016-10-16 - [Google planning to release mobile search index as primary index](https://www.livain.com/blog/google-planning-to-release-mobile-search-index-as-primary-index/) 2016-10-15 - [Added AMP-Support to my site](https://www.livain.com/blog/added-amp-support-to-my-site/) 2016-10-10 - [GANDT Ventures – looking for talents](https://www.livain.com/blog/gandt-ventures-looking-for-talents/) 2016-09-14 - [DMEXCO Shout Out – I can’t make it this year](https://www.livain.com/blog/dmexco-shout-out-i-cant-make-it-this-year/) 2016-09-14 - [Happy Monday from Düsseldorf](https://www.livain.com/blog/happy-monday-from-dusseldorf/) 2016-09-12 - [My Apple Watch Series One is showing annoying snake… It does not charge, it does not turn back on!](https://www.livain.com/blog/my-apple-watch-is-showing-this-annoying-snake-it-does-not-charge-it-does-not-turn-back-on/) 2016-09-05 - [Müller Milch rechnet mit Dmexco und Digital-Hype ab](https://www.livain.com/blog/muller-milch-rechnet-mit-dmexco-und-digital-hype-ab/) 2016-09-05 - [Woche Digital Detox hat gut getan](https://www.livain.com/blog/woche-digital-detox-hat-gut-getan/) 2016-09-05 - [Early Morning BVB-Surpise](https://www.livain.com/blog/early-morning-bvb-surpise/) 2016-08-09 - [Finally, the Olympic Summergames 2016 have started](https://www.livain.com/blog/finally-the-olympic-summergames-2016-have-started/) 2016-08-06 - [Happy Monday / Weekly Recap](https://www.livain.com/blog/happy-monday-weekly-recap/) 2016-06-27 - [Why I think BREXIT would be a disaster](https://www.livain.com/blog/why-i-think-brexit-would-be-a-disaster/) 2016-06-16 - [Travel Impressions: Düsseldorf from up above](https://www.livain.com/blog/travel-impressions-dusseldorf-from-up-above/) 2016-06-16 - [Insider Tips: Restaurants and bars in Zurich](https://www.livain.com/blog/restaurants-and-bars-in-zurich/) 2016-05-28 - [Facebook Emoticon-Likes, does anyone use them?](https://www.livain.com/blog/facebook-emoticon-likes-does-anyone-use-them/) 2016-02-25 - [Google Removing Right Hand Side Ads Bold Move](https://www.livain.com/blog/google-removing-right-handside-ads-bold-move/) 2016-02-25 - [GANDT Ventures Launch – Happy New Year](https://www.livain.com/blog/gandt-ventures-launch-happy-new-year/) 2016-01-16 ## 2015 (16 posts) - [Are you using the correct attribution model?](https://www.livain.com/blog/are-you-using-the-correct-attribution-model/) 2015-12-22 - [Why ZRH Airport is great](https://www.livain.com/blog/why-zrh-airport-is-great/) 2015-11-30 - [How to find the right company name](https://www.livain.com/blog/how-to-find-the-right-company-name/) 2015-10-22 - [Xpenditure raises $5,7M means no more expense reports](https://www.livain.com/blog/xpenditure-raises-57m-means-no-more-expense-reports/) 2015-10-13 - [Facebook Canvas – Great In-App Shopping Feature (beta)](https://www.livain.com/blog/facebook-canvas-great-in-app-shopping-feature-beta/) 2015-10-13 - [Dropbox & Adobe make it easier to edit PDFs](https://www.livain.com/blog/dropbox-adobe-make-it-easier-to-edit-pdfs/) 2015-10-13 - [Not Every Startup Should Be Venture-Backed](https://www.livain.com/blog/not-every-startup-should-be-venture-backed-medium/) 2015-08-31 - [80% of your culture is your founder](https://www.livain.com/blog/80-of-your-culture-is-your-founder/) 2015-08-30 - [Develop your longterm company vision before you start](https://www.livain.com/blog/develop-your-longterm-company-vision-before-you-start/) 2015-08-28 - [Why I am not excited about the latest Instagram update](https://www.livain.com/blog/why-i-am-not-all-that-excited-about-the-latest-instagram-update/) 2015-08-27 - [Facebook gives Blogging a shot once again](https://www.livain.com/blog/facebook-gives-blogging-a-shot-once-again/) 2015-08-18 - [How Juventus are leading the way for Football Clubs on Social Media](https://www.livain.com/blog/how-juventus-are-leading-the-way-for-football-clubs-on-social-media/) 2015-08-17 - [Your company needs to be authentic](https://www.livain.com/blog/your-company-needs-to-be-authentic/) 2015-08-06 - [Beautiful, the Mondaine Helvetica 1 smart watch](https://www.livain.com/blog/beautiful-the-mondaine-helvetica-1-smart-watch/) 2015-08-05 - [Tour de Suisse – my summer passion](https://www.livain.com/blog/new-passion-tour-de-suisse/) 2015-08-05 - [Project Unleash 12 in Zürich](https://www.livain.com/blog/move-to-zurich-to-join-unleash-12/) 2015-01-29 ### Was essen wir heute? URL: https://www.livain.com/essen/ Last updated: 2026-08-10T04:52:35.000Z Familien-Essensplan · Sechzehn Gerichte # Was essen wir heute? Ein Plan für vier — vegetarisch für Sharon mitgedacht, kinderfest für die Kleinen. **R** — Remco bereitet vor **S** — Sharon macht fertig **🌿** — Veggie-Teller für Sharon Tag 1 war am Als Nächstes Karotten, Gurke & Paprika stehen bei jedem Essen auf dem Tisch — und ein gekochtes Ei gibt es immer dazu. Fotografien eigens für diesen Plan erstellt · Häkchen & Datum merkt sich dein Browser automatisch ✕ ### ✕ ### ### QuickCast Privacy Policy URL: https://www.livain.com/quickcast-privacy/ Last updated: 2026-09-17T11:44:31.000Z *Last updated: 17 September 2026* QuickCast is a personal screen-recording and publishing tool built and used by Remco Livain. It is not a public product and has no users other than its owner. ### What QuickCast does QuickCast records screen videos locally on the owner's computer and uploads finished videos, thumbnails and captions to the owner's own YouTube channel (@rlivain) via the YouTube Data API. ### Data access and storage QuickCast accesses only the YouTube channel of its owner, using Google OAuth with the `youtube.upload` and `youtube.force-ssl` scopes. Authorization tokens are stored locally on the owner's computer and are never shared with third parties. QuickCast does not collect, store or process any data from anyone other than its owner. It has no database, no analytics and no third-party data sharing. ### Google user data QuickCast's use of information received from Google APIs adheres to the [Google API Services User Data Policy](https://developers.google.com/terms/api-services-user-data-policy?ref=livain.com), including the Limited Use requirements. ### Contact Questions about this policy: [livain.com](https://www.livain.com/). ## Posts ### Google Ads can now turn your old promo pages into ads. Here's how to switch it off. URL: https://www.livain.com/blog/google-ads-automated-promotions-turn-off/ Last updated: 2026-10-14T12:30:37.000Z Since 12 October, Google Ads can put a discount in your ads that you never approved. The feature is called automated promotions: Google reads the coupons and deals on your website and attaches them as promotion assets to your Search and Performance Max campaigns. It's switched on by default. If you don't want it, you have to go into the account and turn it off yourself. Google announced the change to advertisers by email in early October, and both [Search Engine Roundtable](https://seroundtable.com/google-ads-automated-promotions-october-12-42223.html?ref=livain.com) and [PPC Land](https://ppc.land/google-ads-will-auto-apply-website-coupons-to-some-campaigns-from-october-12/?ref=livain.com) picked up the details. I recorded a short video on what it does, who it hits and where I think it's heading: ### What Google actually switched on Google's own help page describes automated promotions as an AI-powered feature that ["automatically sources, validates, and displays high-quality deals and offers from your website and other sources"](https://support.google.com/google-ads/answer/7175034?hl=en&ref=livain.com). Those promotions are then served inside Search and Performance Max campaigns that use location assets. The scope is narrower than the headlines suggest, and that matters. It only applies to campaigns with linked location assets that don't already carry promotion assets. Location assets attach a business address from a linked profile to your ads on Search and Maps, and as PPC Land points out, they don't require a verified profile. So this is mostly a local-business feature: the shop with a storefront, the clinic, the garden centre running Performance Max with its address attached. In other words, exactly the kind of account where nobody opens the asset report every week. ### The good version of this I want to be fair, because there is a real upside. If your website is in order, you maintain your offers in one place. Put a promotion live on the site and Google picks it up for the ads. Take it down, and it disappears from the ads too. No second login, no forgetting to pause the promotion asset after the sale. That only works if the offer is readable by a machine. Written out as text on the page, not just baked into a banner image. Ideally with structured data behind it: Google's [merchant listing documentation](https://developers.google.com/search/docs/appearance/structured-data/merchant-listing?ref=livain.com) has fields for price, availability, shipping and even the date a price stops being valid. If your offers live there, cleanly, with a start and an end, this feature does what it promises. ### The version I actually see Here's my problem with it. Nearly every company I've worked with is terrible at taking promotions down. The Black Friday landing page stays live long after the offer ended. Nobody sets it to noindex. Twelve months later it gets revived, because it's Black Friday again and why build a new page when last year's is still sitting there. Two weeks ago I wrote about [an ended sale that was still showing on four shops while the cart charged full price](https://www.livain.com/blog/expired-promotions-price-mismatch-google-ads-promotion-assets/), and promotion assets with no end date pointing at a 404\. That was a mess people made by hand. Automated promotions takes the same leftovers and gives them a route into your ads without anyone in the account clicking "create". A forgotten coupon page becomes ad copy. A customer clicks expecting a price you no longer honour, and the first contact with your brand is a broken promise. If you've read my post on [price governance](https://www.livain.com/blog/price-governance-ecommerce-promotion-died-silently-four-shops/), you know promotions rarely end cleanly on their own. > "Every ecosystem has a default culture. (...) Don't just blindly adopt it." Ben Horowitz, *What You Do Is Who You Are* Horowitz wrote that about company culture. It applies just as well to an ad platform's defaults. A default is a decision somebody else made, for their own reasons. ### How to turn it off It's an account-level switch, not a campaign setting. Google documents the route under [account-level automated assets](https://support.google.com/google-ads/answer/7175034?hl=en&ref=livain.com): In Google Ads, open the **Campaigns** menu and select **Assets**. On the **Associations** tab, click the three-dot menu at the right of the asset table and choose **Account level automated assets**. Click the three-dot menu again and select **Advanced settings**. Find **Automated promotions**, set it to **Off**, choose a reason and save. Two checks while you're in there. First, filter your assets by the promotion type. According to [Relevant Audience's walkthrough](https://www.relevantaudience.com/google-ads-en/google-ads-automated-promotions-default-on-12-october/?ref=livain.com), the automated ones are labelled "Google AI" in the Added by column, so you can see whether anything has already been pulled in. Second, if you do want promotions in your ads, there's a middle route: campaigns that already carry your own promotion assets are excluded, and manual promotions take precedence over sourced ones. Just give them an end date, which [Google's promotion asset settings](https://support.google.com/google-ads/answer/7367521?hl=en&ref=livain.com) let you do. ### Where this is going: your website becomes the brief The toggle isn't the real story. The direction is. For years the ad account was where you told Google what to say: these are the ads, these are the promotions, these are the dates. This feature flips that. The website becomes the source, and Google builds the ad from what it finds there. Follow that line and you end up with a system where your site holds everything in structured form: the promotion running now, the prices, the timeline, the product details, where you ship to. Google builds its own campaigns around it. And it won't only be Google. AI shopping agents will pick from the sites whose structured data fits the way they shop, which is the same shift I described when I argued that [Amazon should let Muse in](https://www.livain.com/blog/amazon-should-let-muse-in/). This feature is a small peek at what's coming over the next months and years. Which means the boring work becomes the important work. Someone has to own what's live on the site, with end dates that actually end and data a machine can trust. That's not a tool problem. It's an ownership problem, and no setting in the ad account solves it for you. ### Do I like it? Honestly, I don't know yet. It depends on how it affects campaign performance and how well Google communicates the coupons it finds. For a business with a disciplined website, it could save real time. For almost every business I've worked with, the risk is bigger than the convenience until the old promo pages are cleaned up. Check the setting, clean the site, then decide. Your website was always public. Now it's also your ad copy. ### Sources & further reading **External** [Google Ads Help: About account-level automated assets](https://support.google.com/google-ads/answer/7175034?hl=en&ref=livain.com) [Google Ads Help: About promotion assets](https://support.google.com/google-ads/answer/7367521?hl=en&ref=livain.com) [Search Engine Roundtable: Google Ads automated promotions start October 12](https://seroundtable.com/google-ads-automated-promotions-october-12-42223.html?ref=livain.com) [PPC Land: Google Ads will auto-apply website coupons to some campaigns from October 12](https://ppc.land/google-ads-will-auto-apply-website-coupons-to-some-campaigns-from-october-12/?ref=livain.com) [Relevant Audience: Google Ads will switch on automated promotions by default on 12 October](https://www.relevantaudience.com/google-ads-en/google-ads-automated-promotions-default-on-12-october/?ref=livain.com) [Google Search Central: Merchant listing (Product, Offer) structured data](https://developers.google.com/search/docs/appearance/structured-data/merchant-listing?ref=livain.com) Ben Horowitz, *What You Do Is Who You Are* (Harper Business, 2019) **Related posts** [An expired promotion doesn't expire by itself](https://www.livain.com/blog/expired-promotions-price-mismatch-google-ads-promotion-assets/) [Price governance in ecommerce: how a promotion died silently on four country shops for a month](https://www.livain.com/blog/price-governance-ecommerce-promotion-died-silently-four-shops/) [Amazon should let Muse in. Blocking AI shoppers is the bigger risk.](https://www.livain.com/blog/amazon-should-let-muse-in/) ### AI shopping agents are getting blocked. Your website might be turning customers away. URL: https://www.livain.com/blog/ai-shopping-agents-blocked-website-turning-customers-away/ Last updated: 2026-10-14T12:30:38.000Z When Meta announced a new standard for AI agents last week, one line in its statement stuck with me: ["Turning away a personal agent means turning away the customer behind it."](https://techcrunch.com/2026/10/06/the-next-hurdle-for-ai-agents-getting-websites-to-let-them-in/?ref=livain.com) Meta obviously has an interest in saying that. It's still true. And right now a lot of websites are turning those customers away, most of them without knowing it. I've written about [Amazon's deliberate block on Meta's Muse](https://www.livain.com/blog/amazon-blocks-meta-muse-ai-shopping-agent/) twice already. This one is about the blocks nobody decided on. I recorded a video on it: ### The agents are here. The doors aren't open Muse is one of the first personal agents built for ordinary people, and everyone else is bringing theirs out too. You give it a task, it goes out and gets it done: buys the thing, books the table, makes the appointment. The only problem is that it can't always get it done. Amazon is the obvious case. It blocked Muse from its store, and I've said why I think that's [the wrong call for Amazon](https://www.livain.com/blog/amazon-should-let-muse-in/): its business depends on shoppers who browse and stumble across things they didn't know they needed, and an agent is the opposite of that. It goes out and buys exactly what it was sent for. I understand why that's uncomfortable for them. But that is where this is going. ### Most blocks aren't a decision What's changed in the last few weeks is that sites increasingly can't tell a robot from a human, and the agents are getting caught in the middle. [TechCrunch collected the cases](https://techcrunch.com/2026/10/06/the-next-hurdle-for-ai-agents-getting-websites-to-let-them-in/?ref=livain.com). Users reported Muse failing to complete purchases on Walmart, even though Walmart is a Muse partner. A Walmart spokesperson said the failures weren't intentional. The common failure point, according to the piece, is the button that asks you to confirm you're human. Another user posted that Adidas "won't get my business tonight", apparently after their agent was blocked; Adidas didn't respond to TechCrunch. That's the part that worries me for ordinary businesses. Walmart wants these agents and still blocks them. Your shop probably has bot protection too: a CDN setting, a checkout plugin, a form captcha somebody switched on after a spam wave. The same piece reports that after Cloudflare's 15 September changes, some sites set to block AI bots were reportedly shifted to block AI agents on pages with ads. Blocking AI *training* is a separate and reasonable choice, which I covered when [Cloudflare split those switches](https://www.livain.com/blog/cloudflare-block-ai-training-ai-crawl-control/). Blocking the agent that's trying to pay you is something else. ### No mobile site then, no agent-ready site now We've been here before. If you didn't have a mobile version of your site, you were missing out on sales. Google made it official in April 2015, when it started [boosting mobile-friendly pages in mobile search results](https://developers.google.com/search/blog/2015/04/rolling-out-mobile-friendly-update?ref=livain.com). The businesses that waited paid for it. I think we're at the same point again. If your site isn't built for an agent to come in, get the structured data it needs, place the order and leave again on the customer's behalf, you're missing out on a lot of revenue. > "And many companies have not even fully embraced the internet: making a business 'digital' is still a hot topic of discussion at business school, especially as many banks still use mainframe computers." Ethan Mollick, *Co-Intelligence* Mollick's point was about how slowly companies absorb a new technology. It's a fair warning about how fast most of them will move on this one. ### What agent-ready means in practice There's no full standard for this yet. That's not a reason to wait. Sit down with your tech team, and ask Claude or ChatGPT: how should my site be structured? How does Shopify do it? How does Walmart try to do it? Shopify, for example, [opened checkout to browser-based AI agents](https://techcrunch.com/2026/09/28/shopify-opens-checkout-to-browser-based-ai-agents/?ref=livain.com) in late September, with tools that let an agent inspect a checkout, update the address and place the order once the buyer authorises it, without scraping the page. With my own clients I've spent the last year or so moving their sites in that direction, and most of it is unglamorous. Structured data is in place, and correct. Product pages aren't ten or twenty clicks deep; everything sits in a flat hierarchy, out in the open. If you've never checked what your site actually emits, start there: I found that [my own SEO plugin was shipping broken schema](https://www.livain.com/blog/your-seo-plugin-is-shipping-broken-schema/). None of this is new. It just matters more when the visitor is a machine. ### Fewer tokens, more sales Here's the part I find most interesting. The easier your site is for an agent, the fewer tokens it needs to get a purchase done for the customer. And the fewer tokens it costs, the more likely the agent is to start serving your products and services over someone else's. In the next 12 to 24 months, I think that becomes a real competitive factor. ### Two audiences, side by side None of this means dropping the brand. The images, the inspirational content, the story: keep all of it, for people. But you also need the technical layer where a person who already knows what they want, or their agent, can just buy it. If you only invest in the brand story, you're ignoring everyone who simply wants to purchase. You need both, running side by side. ### A standard is on the way The industry is starting to sort out the trust problem. Meta and Sierra introduced the [Personal Agent Protocol](https://sierra.ai/blog/introducing-personal-agent-protocol?ref=livain.com), an open standard built on OAuth, with Shopify, Stripe and Walmart among the partners and a v0.1 specification planned for later this month. The idea is that a business can recognise an agent acting for a real customer, and decide what it's allowed to do. That's a much better answer than a captcha. ### Where this goes Honestly, we don't know what e-commerce will look like two years from now. The devices we buy through will change, and this goes far beyond Alexa. An agent goes after a goal and tries to buy whatever gets the customer there. What we do know is that if you know what you want, you should be able to get it easily, at a good price. Our job is to make that as easy as possible. Nothing more, nothing less. Don't make the customer's agent prove it's human. Make it easy for it to buy. ### Sources & further reading **External** [TechCrunch: The next hurdle for AI agents: getting websites to let them in](https://techcrunch.com/2026/10/06/the-next-hurdle-for-ai-agents-getting-websites-to-let-them-in/?ref=livain.com) [Sierra: Introducing Personal Agent Protocol](https://sierra.ai/blog/introducing-personal-agent-protocol?ref=livain.com) [TechCrunch: Shopify opens checkout to browser-based AI agents](https://techcrunch.com/2026/09/28/shopify-opens-checkout-to-browser-based-ai-agents/?ref=livain.com) [Google Search Central Blog: Rolling out the mobile-friendly update (2015)](https://developers.google.com/search/blog/2015/04/rolling-out-mobile-friendly-update?ref=livain.com) Ethan Mollick, *Co-Intelligence* (Portfolio, 2024) **Related posts** [Amazon blocked Meta's AI shopper. It's not about security.](https://www.livain.com/blog/amazon-blocks-meta-muse-ai-shopping-agent/) [Amazon should let Muse in. Blocking AI shoppers is the bigger risk.](https://www.livain.com/blog/amazon-should-let-muse-in/) [Cloudflare now lets you block AI training on your website, without disappearing from AI answers](https://www.livain.com/blog/cloudflare-block-ai-training-ai-crawl-control/) [Your SEO plugin is shipping broken schema. I fixed what mine emitted.](https://www.livain.com/blog/your-seo-plugin-is-shipping-broken-schema/) ### A shop platform upgrade took out the ad layer, not the shop: 60 disapproved Google Ads that don't come back when the pages do URL: https://www.livain.com/blog/shop-platform-upgrade-disapproved-google-ads-dont-come-back-by-themselves/ Last updated: 2026-10-14T06:59:59.000Z The morning after a major shop-platform upgrade, I crawled every URL in the sitemap with Google's own ad crawler user-agent. All 200\. One category path answered with a redirect; the homepage and the cart were fine. The shop was healthy. Sixty ads and five assets were still disapproved, across sixteen campaigns. The feed for the main market had lost over 40% of its active items inside a six-hour window. Nobody had reported any of it. The dashboard in the shop admin was green, because the shop admin doesn't know what Google thinks. That gap — the pages are fine and the advertising is still dead — is the whole post. It is the part of a deployment that nobody owns. ### What actually happened A home & living brand I look after ran a major version jump on its shop platform ([Shopware 6.6 to 6.7](https://developer.shopware.com/release-notes/6.7/6.7.0.0.html?ref=livain.com), a release with a long list of breaking changes). The window was approved for a morning mid-week. I'd signed off with an explicit reservation on record: marketplace deals were live that week, and the agency that owns the platform isn't reachable at the weekend. Two independent systems flagged it within hours of each other. Google Ads reported mass disapproval with the reason "destination not working" on most of them. Merchant Center reported active items collapsing, simultaneously in Shopping, free listings and dynamic remarketing for that country. The cause was transient and completely mundane. During the upgrade's error window, Google's AdsBot crawled, got HTTP errors, and did what Google's [destination requirements](https://support.google.com/adspolicy/answer/6368661?ref=livain.com) say it will do: refused the destinations. The feed crawl hit the same window and dropped the items it couldn't verify. By the next morning the pages were back. The disapprovals were not. ### Rejections are state, not a symptom This is the bit I want operators to internalise, because it inverts the normal debugging instinct. Fix the cause, symptom clears — that's the usual deal. Not here. Google is unambiguous: [a disapproved ad won't run until the violation is fixed *and the ad is reviewed again*](https://support.google.com/google-ads/answer/9338593?ref=livain.com). Saving an edit resubmits it. Or you go into the Policy manager, open the policy issues tab, and appeal under "made changes to comply with policy." Either way, somebody has to make an explicit request. There is no process that notices your site recovered and quietly puts your inventory back. So the shop being healthy again is necessary and not remotely sufficient. The disapproval is a stored decision about your account, and it sits there until a human asks for a re-review. Over a weekend, with nobody on the agency side watching, that's two full days of dead inventory going into the pre-Black-Friday run-up. The appeal, in this case, was the only remaining step — the destinations were already fine, which is the easiest appeal there is and still requires someone to file it. > The outage lasted three hours. The consequence lasts until someone clicks appeal. The feed is a slightly different animal — it should recover on the next crawl. "Should" is doing real work in that sentence, and I've learned to verify rather than assume, because major upgrades have a habit of resetting field mappings: GTIN, availability, price. The same brand lost a [promotion on four country shops for a month](https://www.livain.com/blog/price-governance-ecommerce-promotion-died-silently-four-shops/) to an undocumented date lock that survived a restore. A feed that silently serves the wrong price is worse than a feed that empties out, because nothing alerts on plausible. ### The expensive part isn't the ads, it's the timing Among the sixteen affected campaigns were the ones carrying a video launch that was due to scale into four figures a day, and on which the platform's own rep was waiting for a go-live confirmation. From Google's side, that launch was not live. Any status update claiming otherwise would have been wrong, and I had a draft sitting there that needed rewriting before it went out. It also landed in a week where the board was already questioning the campaign restructure on the back of a weak month. That's the part a technical post-mortem usually leaves out and shouldn't. Two measurable technical causes of lost reach and lost signal belong in that analysis *before* the strategy gets written off — otherwise a deployment accident gets recorded as a marketing misjudgement, permanently, in a board pack. Making that distinction is most of what a fractional marketing exec is actually for. ### The governance question, which is the real one This was the third incident from the same platform partner in two weeks: a main call-to-action pointing at a 404 and still unfixed a week later, now redirecting in a circle; a marketplace pulling a base price nobody could explain; and this upgrade, shipped into a live promotional test window with no post-deploy check of the ad layer. The useful question is not "when will this be fixed." It's: which approval and verification rule is missing? A major platform upgrade without a subsequent check of ads, feed and prices is not a deployment. It's a risk with no owner. DORA's research treats [change failure rate](https://incident.io/blog/dora-metrics-change-failure-rate?ref=livain.com) as a first-class delivery metric, and the usual mistake is to scope "failure" to the application. Here the application was fine within hours. The commercial layer bolted onto it was not, and nothing in the release process was looking at it. So the post-deploy checklist I now ask for is short and boring. Crawl the sitemap with the ad crawler's user-agent. Pull the ad account's policy issues. Diff active feed items against the pre-deploy count. Spot-check three prices against checkout. Four checks, ten minutes, and a named owner — because the [last time a deploy quietly removed a tracking snippet](https://www.livain.com/blog/gtm-snippet-removed-from-page-nineteen-days-no-measurement/) it cost nineteen days of measurement, and the time before that we were [fixing checkout in production](https://www.livain.com/blog/we-fixed-checkout-in-production/). Deployments get tested. The marketing layer hanging off them mostly doesn't — and it's the layer that stops earning money the moment a crawler sees a 500. ### Sources & further reading **External** [Fix a disapproved ad or appeal a policy decision](https://support.google.com/google-ads/answer/9338593?ref=livain.com) — Google Ads Help [Destination requirements](https://support.google.com/adspolicy/answer/6368661?ref=livain.com) — Google Advertising Policies Help [Release notes, Shopware 6.7.0.0](https://developer.shopware.com/release-notes/6.7/6.7.0.0.html?ref=livain.com) — Shopware developer documentation [Understanding DORA's change failure rate metric](https://incident.io/blog/dora-metrics-change-failure-rate?ref=livain.com) — incident.io **Related posts** [Price governance in ecommerce: a promotion that died silently on four shops](https://www.livain.com/blog/price-governance-ecommerce-promotion-died-silently-four-shops/) [The GTM snippet was gone from the page](https://www.livain.com/blog/gtm-snippet-removed-from-page-nineteen-days-no-measurement/) [We fixed checkout in production](https://www.livain.com/blog/we-fixed-checkout-in-production/) [Everything returned 200](https://www.livain.com/blog/everything-returned-200/) ### File timestamps can't see staleness that comes from outside the folder: what an agentic housekeeping routine needs that mtime doesn't give it URL: https://www.livain.com/blog/file-timestamps-staleness-outside-folder-agentic-housekeeping-routine/ Last updated: 2026-10-13T06:59:59.000Z My weekly housekeeping routine checks just under forty project folders for stale summaries. The test is the obvious one: is any file in this folder newer than the folder's own `_summary.md`? If yes, the summary is behind and gets rebuilt. If no, skip it. It ran clean this week. Six folders refreshed, the rest skipped, nothing missed — according to the routine. And then I found a summary that was badly out of date and had been skipped, because every file in its folder was older than the summary. The thing that had changed was in a different folder entirely. A pricing decision had been taken in one project. It superseded the pricing in a second project's summary — a mandate quote, a PDF, an outreach document. The second folder hadn't been touched in weeks. Its timestamps were honest. Its content was wrong. ### What mtime can and cannot see File modification time answers exactly one question: has this file been written since the last time I looked? That's a local question. Staleness is not a local property. A document is stale when something it *depends on* has moved on, and the dependency usually doesn't live in the same directory as the document. Build systems have known this for decades, and the taxonomy is worth borrowing. In [Build Systems à la Carte](https://blogs.ncl.ac.uk/andreymokhov/build-systems-a-la-carte/?ref=livain.com), Mokhov, Mitchell and Peyton Jones separate out two things that casual tooling conflates: the *scheduler* that decides what order to rebuild in, and the *rebuilder* that decides whether a given thing is out of date at all. Timestamp comparison — the Make model — is the weakest rebuilder on the list. It's cheap, it's local, and it only works if the dependency graph you care about happens to match the file tree. Bazel went the other way and built around [explicit declared dependencies and content hashing](https://bazel.build/basics/hermeticity?ref=livain.com), specifically so that correctness doesn't rest on a clock. My routine was running the Make model over a knowledge base whose real dependency graph is nothing like its folder structure. Of course it had a blind spot. The blind spot was in the design, not the run. > A timestamp tells you a file was written. It never tells you a file became wrong. ### The two false signals in the other direction While I was looking, the same check turned out to be noisy in both directions, which is the usual sign that the test is measuring the wrong thing. First, macOS leaves artefacts. `Icon` resource files and `.DS_Store` get rewritten when nobody has opened a document in months, so a folder looks changed every single week and the routine rebuilds a summary that didn't need rebuilding. That's not harmless: a routine that cries wolf weekly trains you to stop reading its output, and I've already written about [a scheduled check that could never run](https://www.livain.com/blog/i-scheduled-a-weekly-check-that-could-never-run/) and went unnoticed precisely because nobody expected much from it. Second, there's a lovely edge case I hadn't anticipated. A Google Drive stub file — a `.gdoc` — counts as a change by every filesystem measure and contains no local content whatsoever. Its mtime is real. Its bytes are a pointer. And in this instance its frontmatter named a *different* project than the folder it was sitting in, so the decision it recorded belonged in two summaries, neither of which the folder test would have found on its own. So: a change signal with no content, in the wrong folder, affecting two documents elsewhere. No amount of tightening the timestamp comparison fixes that. ### What an agentic housekeeping routine actually needs The honest answer is that the routine needs a dependency graph, and I have to supply it, because the filesystem can't infer it. Three concrete changes, in order of how much they pay back. Declare the links. The notes already carry frontmatter — `project`, `tags`, wiki-style links between documents. That is a dependency graph nobody was reading. If a decision note in project A names project B, B's summary is a downstream artefact of that note and should be marked dirty when the note changes, regardless of where either file lives. This is the cheap version of what Bazel does with declared deps, and it costs one pass over frontmatter. Compare content, not clocks. Hash the substantive body — frontmatter and OS noise excluded — and store the hash alongside the summary. Then `Icon` files and `.DS_Store` stop generating work, and a file that was touched but not meaningfully edited stops counting as a change. A verifying trace, in the build-systems vocabulary, instead of a dirty bit. Let the agent look for contradictions, not just for change. This is the part that only works because there's a model in the loop. A deterministic check can tell me a file is newer. It cannot tell me that two summaries now state different prices for the same mandate. That comparison is cheap for a language model and impossible for a timestamp, and it's the only one of the three that would have caught this week's miss on its own. Same lesson as when I [tested a Claude skill against a control group](https://www.livain.com/blog/tested-claude-skill-against-baseline-control-group-eval/): the point of putting a model in a routine is the judgement, not the automation. ### Why I'm writing this down rather than just patching it Because the failure is general, and I keep meeting it in client work under different clothing. A feed importer that re-syncs on modified date. A cache invalidated by file time. A reporting job that refreshes a dashboard when its source table was written, while the business rule that made the metric meaningful changed in a document nobody indexes. Every one of those is the same bug: local change detection standing in for global correctness. And it is exactly the kind of bug that gets worse as you add automation, because the routine's clean report is now the thing you trust instead of looking. A freshness check that can't see outside its own folder doesn't just miss staleness — it [certifies it](https://www.livain.com/blog/the-same-task-three-days-running-idempotency/). Mine ran green all week. The summary was wrong the whole time. ### Sources & further reading **External** [Build Systems à la Carte](https://blogs.ncl.ac.uk/andreymokhov/build-systems-a-la-carte/?ref=livain.com) — Andrey Mokhov, Neil Mitchell, Simon Peyton Jones (ICFP 2018) [Hermeticity](https://bazel.build/basics/hermeticity?ref=livain.com) — Bazel documentation [Dependency management](https://bazel.build/basics/dependencies?ref=livain.com) — Bazel documentation **Related posts** [I scheduled a weekly check that could never run](https://www.livain.com/blog/i-scheduled-a-weekly-check-that-could-never-run/) [The same task, three days running](https://www.livain.com/blog/the-same-task-three-days-running-idempotency/) [I tested a Claude skill against a baseline control group](https://www.livain.com/blog/tested-claude-skill-against-baseline-control-group-eval/) [My scheduled Claude Code routine failed three weeks running](https://www.livain.com/blog/scheduled-claude-code-routine-failed-agentic-workflows-context/) ### A counted conversion with a made-up value is worse than no tracking: the flat €10 add-to-cart that flattered four markets' CPA URL: https://www.livain.com/blog/counted-conversion-made-up-value-flat-add-to-cart-placeholder/ Last updated: 2026-10-12T06:59:59.000Z In four of the international Search campaigns I inherited on a home & living account, the thing being optimised for wasn't a sale. It was an add-to-cart event carrying a flat €10 per fire, sitting in the account as a **primary** conversion action, right next to the real purchase event. The purchase event barely fired in those campaigns at all. The add-to-cart one fired constantly. So the Conversions column was full, cost-per-conversion looked respectable, and the campaigns had been quietly bidding toward a number somebody typed into a box months earlier. That is a worse position than having no conversion tracking at all. With no tracking, nobody trusts the column, and you go and look at the order book. With a counted conversion carrying a made-up value, everyone trusts the column, the bidding algorithm trusts it harder, and the account spends weeks getting better and better at producing the wrong event. ### Why the placeholder is so convincing Google is explicit about what the two tiers of conversion action do. Primary actions are the ones [reported in the Conversions column and used for bidding](https://support.google.com/google-ads/answer/11461796?ref=livain.com); secondary actions are for observation only and don't influence bidding. There is no middle setting where an event counts for reporting but not for Smart Bidding. If it's primary, it's in the column and it's in the bid. Which means a soft action promoted to primary doesn't just add noise. It dilutes. A purchase worth a few hundred euros and a cart-add worth €10 land in the same column, get averaged into the same cost-per-conversion, and the campaign that produces thirty cheap cart-adds outranks the one that produced an actual order. The CPA "improvement" is a counting artefact. Nothing got cheaper; the denominator got easier. Google's own [guidance on conversion values](https://support.google.com/google-ads/answer/14791574?ref=livain.com) is more careful than most accounts are. A static value per action is fine as a way of telling actions apart — it suggests measuring at least two distinct values across at least two actions, neither of them zero. What it does not suggest is giving a soft action a round number and promoting it to primary alongside revenue. At that point you aren't differentiating anything. You've told the system a cart-add is worth €10 and asked it to go find more of them. > No tracking makes people sceptical. Fake tracking makes them confident. Confidence is the expensive one. ### The two findings you must not merge This is where I've seen the diagnosis go wrong, including in my own first read. Discovering the measurement defect feels like discovering the answer, and it isn't. There are two separate findings sitting on top of each other, and they need separate verdicts. One: the bidding has been mis-trained, so every reported figure from those campaigns is unreadable and should never have been compared to a revenue target. Two: the underlying performance may still be bad. On that account it was. Purchase tracking *worked* on the same country shops — the brand campaigns in those markets recorded real revenue perfectly well. So the near-zero purchase count on international generic traffic wasn't a measurement artefact at all. It was the truth, wearing a measurement artefact as a disguise. If you merge the two, you get the comfortable conclusion: "the numbers were broken, fix the tracking, performance is probably fine." I've watched that conclusion buy a campaign another two months of budget. The honest version is that the tracking defect means you *don't know yet*, and the one market where tracking demonstrably works is the control group that tells you whether the zeros elsewhere are real. I wrote about that distinction when a [ROAS figure doubled without a single extra sale](https://www.livain.com/blog/our-roas-doubled-we-hadnt-sold-more/), and it's the same shape here — the metric moved, the business didn't. ### What I actually change, in order Demote the soft action to secondary first. Not delete — it's a genuinely useful diagnostic, and cart-adds are the earliest readable signal on a long consideration cycle. Just get it out of the column that drives bids. Then make the purchase action primary per market, and pass the real order value instead of the placeholder. A long-consideration product with a wide price ladder cannot be optimised against one flat number; the system needs to know that some conversions are worth fifteen times others, because that's the only way it can learn which queries are worth paying for. Then — and this is the part people skip — restate every historical figure. Any ROAS or CPA you quoted from those campaigns while the placeholder was primary is not a revenue figure and never was. If a deck, a board update or a weekly report compared it to a revenue target, that comparison has to be withdrawn, not quietly dropped. Half of the credibility of a marketing function is being the person who says "the number I gave you last month was measuring something else." And only then do you judge the campaigns. Which is the right order, because the pauses and budget shifts you make afterwards are defensible — they rest on an event that corresponds to money. I've made the opposite mistake, [scaling budget while attribution was broken](https://www.livain.com/blog/scaling-google-ads-budget-while-attribution-is-broken/), and the only thing that scales cleanly in that state is the error. ### The pattern underneath Harvard Business Review has a good name for this: [surrogation](https://hbr.org/2019/09/dont-let-metrics-undermine-your-business?ref=livain.com) — the way a metric quietly replaces the strategy it was meant to represent. Nobody in that account decided to optimise for cart-adds. Somebody set up a conversion action during an implementation, needed a value, and typed a round number. Then Smart Bidding did exactly what it was told, for months, with enthusiasm. That's the operator's job in an AI-heavy stack, and it hasn't changed in twenty years of doing this: the machine will optimise whatever you point it at, far faster than you can notice you pointed it at the wrong thing. The leverage isn't in the bidding strategy. It's in knowing which column is lying — and the same discipline applies when the number is a [dashboard counting enquiry value as revenue](https://www.livain.com/blog/client-performance-dashboard-enquiry-value-not-revenue/). A tracking setup that reports nothing is a gap. A tracking setup that reports something plausible is a liability. ### Sources & further reading **External** [About primary and secondary conversion actions](https://support.google.com/google-ads/answer/11461796?ref=livain.com) — Google Ads Help [Conversion values best practices](https://support.google.com/google-ads/answer/14791574?ref=livain.com) — Google Ads Help [Don't Let Metrics Undermine Your Business](https://hbr.org/2019/09/dont-let-metrics-undermine-your-business?ref=livain.com) — Michael Harris & Bill Tayler, Harvard Business Review **Related posts** [Our ROAS doubled. We hadn't sold more.](https://www.livain.com/blog/our-roas-doubled-we-hadnt-sold-more/) [Scaling Google Ads budget while attribution is broken](https://www.livain.com/blog/scaling-google-ads-budget-while-attribution-is-broken/) [A client dashboard that counted enquiry value as revenue](https://www.livain.com/blog/client-performance-dashboard-enquiry-value-not-revenue/) [A price-list download is not a lead](https://www.livain.com/blog/price-list-download-is-not-a-lead-long-lead-time-attribution/) ### Why talking-head video looks scripted: finding gaze and repetition mechanically in the edit URL: https://www.livain.com/blog/talking-head-video-gaze-repetition-mechanically-edit/ Last updated: 2026-10-09T07:00:00.000Z At four frames a second, across two and a half minutes of footage, you can see every single time a person's eyes leave the lens. I know this because I built a contact sheet of nothing but the eye region, timestamped, and went through it looking for the moments that were going to make a video feel like someone reading off a screen. There were three. All three got cut. The video is fifty-three seconds long and the difference is the whole difference. ### Two rules, handed to me as a correction The piece was a short promotional reel for a dental hygiene association's regional section, advertising a one-day course for practitioners. I cut a first version from a multi-take recording, it was technically clean, and it was not right. The note that came back was two sentences, and they now apply to every talking-head edit I touch. Never say the same thing twice. And keep eye contact — no glances down, no glances at the screen, because the moment the eyes go sideways it reads as a teleprompter. What interested me is that both of those are findable mechanically. They sound like taste. They are not. ### You can find a glance without having an eye for it The repetition is the easy one. You have a transcript, you read it, duplicated ideas are obvious on the page in a way they are not in the ear. In this recording the speaker greeted the audience twice, said a near-identical closing line twice, and said "I'm looking forward to it" in two separate places. On screen those feel like warmth. Back to back in a one-minute cut they feel like padding. Gaze is the one people assume needs a human. It does not. Crop the eye region out of every frame at a few frames per second, tile the crops into a sheet with timestamps burned in, and look at the sheet rather than the video. A sideways glance that is impossible to catch at normal speed is unmissable as a grid, because the frames either side of it are looking straight at you and that one is not. Three passages went for gaze alone in this edit. One where she looked at the screen for most of a sentence about online reviews. One mid-sentence glance while listing course content. One clear screen-check right before a clause I liked. The last one hurt, and it went anyway, joined to the clause before it so the sentence still parses. Then the same pass over the finished render, which found one remaining head turn of about a quarter of a second — while smiling, mid-anecdote, and genuinely fine. Knowing it is there and choosing to keep it is a different thing from not knowing. > "Authentic" on camera is mostly two measurable things. The judgement is only in which take you keep. ### The research agrees, for once This is not just received wisdom from video people. There is a decent literature on it, and the finding is stronger than I expected: in a 2016 PLOS ONE study, Kreysa, Kessler and Schweinberger found that participants were [more likely to believe truth-ambiguous statements when the speaker's gaze was direct](https://journals.plos.org/plosone/article?id=10.1371%2Fjournal.pone.0162291&ref=livain.com), and took measurably longer to reject the ones they disagreed with. Direct gaze does not just look better. It slows down the viewer's scepticism. Which is exactly why I would not use that as a persuasion trick and would use it as a quality bar. If a sideways glance costs you credibility on a true claim, the glance is the defect. ### The caption trap nobody warns you about Here is the technical bit, and it bit me properly on the first version. If you transcribe the whole source file and then use those word timings to place captions, a multi-take recording will destroy you. The speaker says a line, stumbles, says it again. The transcript contains both. The captions get placed using timings from take one while the picture is showing take two, and the words drift off the mouth by a second or more in a way that looks like a sync bug rather than an editing mistake. The fix is to transcribe each kept segment separately, after the cut decisions are made, and offset the resulting token times into the output timeline. More calls to the model, far less debugging. Word-level timing in Whisper is fiddly at the best of times — the whisper.cpp community has [an unresolved thread on getting dynamic time warping to behave](https://github.com/ggml-org/whisper.cpp/discussions/2307?ref=livain.com), and the [CrisperWhisper paper](https://www.isca-archive.org/interspeech%5F2024/zusag24%5Finterspeech.pdf?ref=livain.com) exists precisely because verbatim timestamps are a known weak point. Do not build a caption pipeline that assumes they are exact. German made it worse, as German does. The model split words into sub-word tokens, so captions broke mid-word in the middle of compounds, and a normalisation step helpfully removed the hyphen from a hyphenated product name. Both were fixed by merging tokens that carry no leading space before normalising, which is the sort of detail that is obvious in hindsight and invisible in advance. ### The rule that was not in my style guide One more, because it is the most transferable thing here and it has nothing to do with video. After delivery, the association came back with a correction: the three-letter abbreviation of their own name must never be used in public material. Central board rule. It appeared exactly once in my edit, on a date card, and it took five minutes to fix and re-upload in place so the link already shared kept working. I had no way of knowing that rule and no business assuming it did not exist. Client brand rules live with the client, not in your style guide, and the time to ask for them is before the first render rather than after the handover. I have [turned up to work with a brand that had no brand book at all](https://www.livain.com/blog/the-brand-book-didnt-exist/), which is its own problem, but the opposite case is sneakier: the rules exist, they are firmly held, and nobody thinks to tell you because internally everyone already knows. ### Why this matters outside a reel Dental and medical practices are sitting on the most persuasive marketing asset they have — clinicians who can explain things with authority — and mostly not using it, because the output looks stiff. It usually is not a confidence problem. It is two mechanical faults: the eyes leave the lens, and the same point gets made twice. Both are fixable in the edit, cheaply, by anyone willing to look at frames instead of vibes. And both are far better fixed by not doing them in the first place, which is the note I now give before the camera goes on rather than after. Look at the lens. Say it once. ### Sources & further reading **External** Kreysa, Kessler & Schweinberger (2016), [Direct Speaker Gaze Promotes Trust in Truth-Ambiguous Statements](https://journals.plos.org/plosone/article?id=10.1371%2Fjournal.pone.0162291&ref=livain.com), PLOS ONE [CrisperWhisper: Accurate Timestamps on Verbatim Speech Transcriptions](https://www.isca-archive.org/interspeech%5F2024/zusag24%5Finterspeech.pdf?ref=livain.com) (Interspeech 2024) [Word-level timestamps with whisper.cpp and DTW](https://github.com/ggml-org/whisper.cpp/discussions/2307?ref=livain.com) (whisper.cpp discussion) **Related posts** [I replaced Loom with a single HTML file](https://www.livain.com/blog/replaced-loom-with-a-single-html-file-claude-code-buy-vs-build/) [Clinic advertising against empty appointment slots](https://www.livain.com/blog/clinic-advertising-empty-appointment-slots-paid-media-scheduling/) [The brand book didn't exist](https://www.livain.com/blog/the-brand-book-didnt-exist/) [Count patients, not bookings](https://www.livain.com/blog/count-patients-not-bookings/) ### The daily automation that never calls a model: local scheduled jobs, a receipt printer, and designing for the device being offline URL: https://www.livain.com/blog/local-scheduled-jobs-no-model-receipt-printer-device-offline/ Last updated: 2026-10-08T06:59:59.000Z The most useful thing I built this month prints my to-do list on a thermal receipt printer at seven thirty in the morning, and it does not call a language model even once while it runs. I used Claude Code to build it. That part took a few evenings. But the running system is a handful of local scheduled jobs on a Mac mini: no tokens, no API, no network round-trip, no non-determinism anywhere in the hot path. I think that distinction is the single most underrated decision in AI tooling right now, and most of the "AI automation" I see described online gets it backwards. ### What it actually does A new task appears in Todoist, and within half a minute a small ticket prints with the task, its project and its due date. I tell Siri to add something to the shopping list, and a slip prints — or, if I ask for the whole list, it prints grouped into shop sections, walked in the order I walk the shop, with the grouping guessed from keyword lists in three languages because the Reminders app will not let a script read its own section headings. At half past seven every morning a brief prints and the same brief arrives by email: the day's calendar, today's and overdue tasks, the weather for two towns, and two clients' numbers from the previous day — revenue and orders for one, enquiries, ad spend and cost per enquiry for the other. Each number carries a comparison against the seven-day average, because a bare figure invites you to invent a trend. Everything in that paragraph is a [launchd agent](https://alvinalexander.com/mac-os-x/launchd-plist-examples-startinterval-startcalendarinterval/?ref=livain.com) — some on `StartInterval`, polling every thirty seconds, the brief on a calendar interval. The iPhone side is a shortcut that writes a text file into an iCloud folder, which the Mac watches. Low technology, embarrassingly reliable. ### Where the model is, and where it is not The model wrote the slip renderer, the ESC/POS writer, the section-guessing word lists, the comparison logic and all the plumbing. It also talked me out of one architecture and into a better one. That is real leverage and I am not going to pretend otherwise. But there is no reason for a model to be in the loop when the job is "fetch tasks due today, lay them out, send bytes to a printer". Putting one there buys you latency, cost, a dependency on somebody else's uptime, and output that varies between runs. Martin Fowler's line is the right one to keep in mind: [all a language model does is produce hallucinations, it is just that we find some of them useful](https://www.martinfowler.com/articles/202508-ai-thoughts.html?ref=livain.com). Useful hallucinations are wonderful for writing code. They are a poor choice for a daily job whose entire value is that it says the same true thing every morning. > Use the model to build the system. Think twice before you put it inside the system. The same reasoning sits behind [replacing a SaaS tool with a single HTML file](https://www.livain.com/blog/replaced-loom-with-a-single-html-file-claude-code-buy-vs-build/) and behind [pushing client KPIs onto an e-ink screen instead of building another dashboard](https://www.livain.com/blog/client-kpis-eink-screen-webhook-instead-of-another-dashboard/). In all three cases the AI earned its keep in the build and then got out of the way. ### The physical device is the least reliable component Which brings me to the part I actually got wrong. The printer drops off the network. Not often, but properly: once for about thirty seconds, then once from a Saturday evening to a Sunday morning, more than twelve hours. The Mac was healthy each time — right subnet, router answering — and the printer simply stopped replying. A thirty-second TCP check running the whole time did nothing to prevent it. Here is the failure that matters, though, and it is mine, not the printer's. On the morning the device was gone, the brief did not print, which I expected. The brief also did not arrive by email, which I did not. One function did both things in sequence, the print threw an exception, and the email never got sent. I lost the delivery channel that was working because the one that was broken ran first. That is a design error with a name in operations. Google's SRE book frames monitoring around [catching symptoms rather than causes](https://sre.google/sre-book/monitoring-distributed-systems/?ref=livain.com), and the symptom here was never "the printer is unreachable" — it was "Remco did not get his brief". I had instrumented the cause and coupled the symptom to it. ### What it looks like after the fix The email goes out on time regardless, carrying a short note that the printer did not answer and the Mac is still trying. The print then retries every thirty seconds for half an hour and gives up quietly. The watchers already behaved correctly by accident, because they only write their "already printed" state after a successful print, which makes them [naturally idempotent](https://www.livain.com/blog/the-same-task-three-days-running-idempotency/) — a thing I had to learn the hard way elsewhere. And there is now an availability log that records the Mac's address, whether the router answers, and the printer's ARP state at every transition. Only on transitions. The first version logged on every error-type change and filled a file with "still down", which is the same mistake as a scheduled report that tells you nothing changed: [noise is how a check becomes invisible](https://www.livain.com/blog/i-scheduled-a-weekly-check-that-could-never-run/). One honest footnote on the printing itself. The raster command I use to push the bitmap, `GS v 0`, is [formally obsolete in Epson's own reference](https://download4.epson.biz/sec%5Fpubs/pos/reference%5Fen/escpos/gs%5Flv%5F0.html?ref=livain.com) — supported by some models, not by future ones. It works on this printer today and I wrote the line in the code that says so, with the replacement function named. That note costs nothing now and saves an hour in two years. ### Why a fractional marketing exec builds a receipt printer Partly because it is fun. Mostly because the brief is the thing that makes two client mandates legible to me before the day starts, and I would rather spend four evenings owning that than pay for a dashboard I have to go and open. But the transferable lesson has nothing to do with paper. It is that when you automate into the physical world — a printer, a screen, a till, a door — the output device is the flakiest thing in the chain, and the version of your automation that assumes it is present will fail silently on the day you most want it. Decide now what happens when it is gone. The printer will be offline again. The brief will arrive anyway. ### Sources & further reading **External** [Some thoughts on LLMs and software development](https://www.martinfowler.com/articles/202508-ai-thoughts.html?ref=livain.com) (Martin Fowler) [Monitoring Distributed Systems](https://sre.google/sre-book/monitoring-distributed-systems/?ref=livain.com) (Google SRE Book, chapter 6) [launchd plist examples: StartInterval and StartCalendarInterval](https://alvinalexander.com/mac-os-x/launchd-plist-examples-startinterval-startcalendarinterval/?ref=livain.com) [GS v 0 (obsolete command)](https://download4.epson.biz/sec%5Fpubs/pos/reference%5Fen/escpos/gs%5Flv%5F0.html?ref=livain.com) — Epson ESC/POS command reference **Related posts** [Client KPIs on an e-ink screen instead of another dashboard](https://www.livain.com/blog/client-kpis-eink-screen-webhook-instead-of-another-dashboard/) [I replaced Loom with a single HTML file](https://www.livain.com/blog/replaced-loom-with-a-single-html-file-claude-code-buy-vs-build/) [The same task three days running: idempotency](https://www.livain.com/blog/the-same-task-three-days-running-idempotency/) [I scheduled a weekly check that could never run](https://www.livain.com/blog/i-scheduled-a-weekly-check-that-could-never-run/) ### “Other products” is a measurement defect, not a category: recovering product names from a SKU-only revenue report URL: https://www.livain.com/blog/other-products-measurement-defect-sku-only-revenue-report/ Last updated: 2026-10-07T07:00:00.000Z A product that had been selling for months had no row on the dashboard at all. Not a zero. No row. Its revenue was sitting inside a line called "Weitere Produkte" — other products — which I had been reading for weeks as a tidy little tail of odds and ends. It was not a tail. It was two named products that the pipeline simply could not name. ### The question that started it The brand is in home and living, selling across its own shop, Amazon, OTTO and a marketplace or two, and the performance dashboard rolls all of that into one product view. The owner asked a reasonable question in passing: what actually is "other products"? A line item sitting there every day, in a bucket nobody had ever opened. I expected sample sizes and discontinued SKUs. What I found was a reporting defect with a name that made it look like a category. ### Why the names were missing The direct shop is measured in Matomo, and Matomo reports ecommerce items through separate endpoints: [one that lists items by SKU and one that lists them by name](https://developer.matomo.org/api-reference/api?ref=livain.com), each returning its own revenue and quantity. The pipeline pulled the SKU report, because SKU is the stable key across every other channel. Then it resolved those SKUs to product names by joining on the digits in the SKU against the marketplace feeds, where names are present. Clever, and it worked for every product that also sells on a marketplace. A SKU that had only ever sold on the direct shop never appeared in any feed, so it never got a name, so it fell through to the catch-all. That is the whole bug. The channel with the richest data about the brand's own customers was the one channel whose products could go unnamed, and the newest product — which launches on the own shop first, naturally — was the most likely to land in the bucket. The dashboard was least informative exactly where it mattered most. > A residual bucket is not a category. It is the part of your report that has not been built yet. ### Recovering the mapping without asking anyone The fix did not need a product manager or an export from the ERP. The two Matomo endpoints describe the same transactions from two angles, so the names were already in the system — just in a different table. So: pull the daily SKU report and the daily name report across the full history, two hundred and six days of it, and join them on the pair (revenue, quantity) per day. If on a given day exactly one SKU and exactly one product name share the same revenue and the same unit count, that is almost certainly the same row seen twice. Twenty-one of twenty-two SKUs resolved to a unique name that way. The twenty-second needed a human. One product sells in several sizes that get aggregated in the name report, so a single unit at one price inside a larger same-name total had to be reasoned about rather than joined. Ten minutes of looking, one annotated line in the mapping file, done. The sort of thing where the model does the two hundred days of arithmetic and I do the one ambiguous case — which is where [the actual leverage lives](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/). The mapping is a small JSON file in the repo, read by the build step, with a graceful fallback to the old behaviour if the file goes missing. It is in the workflow's push triggers too, so editing the map rebuilds the dashboard on its own. That matters more than it sounds: a fix that requires a human to remember a second step is a fix with a half-life. ### Make the residual self-documenting Here is the part I would keep if I kept nothing else. Unknown SKUs still fall through to "other products". I did not try to make the bucket impossible. What changed is that the row now carries the list of SKUs inside it. So the bucket has stopped being an admission of defeat and become an instruction: these are the identifiers I could not name, go and add them to the map. The maintenance rule is one line — when a new SKU shows revenue under "other products", add it to the file and push. Google does the same thing deliberately in GA4, incidentally, and is open about it. The [(other) row](https://support.google.com/analytics/answer/10702008/ga4-row-limits?hl=en&ref=livain.com) appears when a table exceeds its row limit, and the guidance is explicit that any dimension with more than about five hundred values should be treated as high-cardinality. The difference is that Google tells you why its bucket exists. Most internal dashboards do not, because nobody wrote the bucket on purpose — it is the default branch of a lookup that someone hoped would always hit. ### The habit worth stealing Every report has a catch-all somewhere. Direct traffic. Other. Unassigned. Not set. Uncategorised. Each one is a lookup that failed, dressed up as a finding, and they are all quietly reassuring because a small number in a vague row looks like rounding error rather than a hole. So the habit is this: for every catch-all in a report you rely on, be able to say in one sentence what lands there, why, and what would make it shrink. If you cannot, open it. I have found [a dashboard lying by omission](https://www.livain.com/blog/analytics-dashboard-lying-by-omission/) and [a channel filter quietly breaking a ROAS figure](https://www.livain.com/blog/channel-filter-broke-roas-attributing-ad-spend/) this way, and in both cases the number that was wrong looked far too small to be interesting. The one on this dashboard was small, too. It was also an entire product launch. Open the bucket. Something is in there. ### Sources & further reading **External** [Matomo Reporting API reference](https://developer.matomo.org/api-reference/api?ref=livain.com) — the Goals module's `getItemsSku`, `getItemsName` and `getItemsCategory` ecommerce item reports [Manually tracking ecommerce actions in Matomo](https://matomo.org/faq/reports/advanced-manually-tracking-ecommerce-actions-in-matomo/?ref=livain.com) (Matomo FAQ) [About the (other) row](https://support.google.com/analytics/answer/10702008/ga4-row-limits?hl=en&ref=livain.com) (Google Analytics Help) [Cardinality in GA4](https://support.google.com/analytics/answer/12226705?hl=en&ref=livain.com) (Google Analytics Help) **Related posts** [The analytics dashboard lying by omission](https://www.livain.com/blog/analytics-dashboard-lying-by-omission/) [A channel filter broke our ROAS by attributing ad spend](https://www.livain.com/blog/channel-filter-broke-roas-attributing-ad-spend/) [The client dashboard that reports enquiry value, not revenue](https://www.livain.com/blog/client-performance-dashboard-enquiry-value-not-revenue/) [The death of generic AI: why deep domain expertise is the only real leverage left](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) ### Attribution only gets real when it joins the order book: matching four months of web enquiries to the ERP URL: https://www.livain.com/blog/attribution-join-order-book-erp-web-enquiries/ Last updated: 2026-10-06T06:59:59.000Z In the ERP of the natural-stone supplier I look after, a private buyer does not have an email address. They are booked as a cash sale. Their name exists in exactly one place: inside a free-text reference field, next to a street and a postcode, because that field is really for naming the building site. That single detail is why connecting website enquiries to actual orders took a day of work rather than a VLOOKUP. It is also why most companies never do it, and keep scoring lead quality in the ad platform instead. ### The ad platform can only tell you what happened on your website Two weeks ago I wrote that [a price-list download is not a lead](https://www.livain.com/blog/price-list-download-is-not-a-lead-long-lead-time-attribution/). That was an argument from the shape of the funnel. Now there is an export from the order book to check it against — every quotation and every confirmed order over four months — and I could stop arguing and go and look. The reason this matters is structural, not local. Google's click-through conversion window maxes out at [ninety days, with thirty as the default](https://support.google.com/google-ads/answer/3123169?hl=en&ref=livain.com). For anything with a long sales cycle, the outcome you care about lands outside the window the optimiser can see, by construction. The platform is not lying to you. It is answering a question about your website, and you are reading it as a question about your business. ### The matching is the work I went in expecting an email join and got a ladder of five. Email first, which is clean and covers most of the business enquiries. Then full name, tried in both orders, whole words only. Then surname plus postcode, which is how you catch the ones who typed their name differently on the website than the sales desk typed it into the ERP. Then company by email domain, with free-mail providers excluded or every Gmail address in the file collapses into one customer. Then company by name. Each rung down the ladder is less certain and needs tighter rules. Company-by-name matched on partial strings until "Meier Gartenbau" started hitting four unrelated firms called Meier; it now needs at least two words to agree. A reverse substring test — looking for the ERP name inside the website name — had to come out entirely, because it generates confident nonsense. And because the free-text reference field contains building-site project numbers, the number-based matching needed digit boundaries or it matched a project code to a document number. None of this is exotic. It is textbook [entity resolution](https://www.rudderstack.com/blog/what-is-entity-resolution/?ref=livain.com), and the standard advice applies: run deterministic matches first, then fuzzier passes, and [keep the match tier recorded on every row](https://dataladder.com/fuzzy-matching-101/?ref=livain.com) so you can see later which conclusions rest on the weakest evidence. Mine does. Email, name, surname-plus-postcode and the two company tiers are separate columns, not one boolean. > If you can't say which rung of the ladder a match came from, you don't have attribution. You have a number with a good story attached. ### Count the firm, not the person Halfway through, the owner made a call that simplified everything and that I would not have reached on my own. He did not care whether a buyer was an existing customer, and he did not care whether the person who filled in the form was the person who signed. What counted was whether the *company* had touched the website, the price list or a campaign at all. That is a commercially reasonable definition and it changed the result materially. Landscaping firms download a price list under one employee's name and order six weeks later through a colleague. On a person-level match, that is a miss. On a company-level match, it is exactly the thing marketing was supposed to do. The lesson generalises past this client: the unit of attribution is a business decision, not a technical one. Ask before you build, or you will build the wrong join and defend it. ### Young cohorts have to be aged, or your newest month looks like your worst The lag distribution in this data is the most useful thing in it. Median time from enquiry to confirmed order is eight days. Roughly three quarters land inside three weeks. The tail runs out past eighty days. Which means a raw conversion rate on last month's enquiries is not a low number — it is an unfinished one. So the model weights each enquiry by how much of the empirical lag curve has actually elapsed, and puts a Wilson interval around the result instead of reporting a single confident percentage. The newest cohort stops looking like a collapse and starts looking like what it is: incomplete. Get this wrong and you will cut the channel that is still maturing. I have [argued before that you should test whether a dip is a signal](https://www.livain.com/blog/test-whether-a-dip-is-a-signal-before-hunting-for-a-bug/) before you act on it. Cohort immaturity is the most common fake dip there is. ### What the order book actually said Just over one enquiry in five had become a confirmed order inside the window. That ratio is not the finding, though. The finding is how differently the enquiry types behaved. The cart-based quotation request — where someone assembles what they want and asks for a price — converted several times better than anything else, both into quotations and into orders. The price-list download, the thing that produces the most volume and looks best in the ad account, produced quotations rarely and, in four months, no orders at all. And paid search generated a healthy stack of enquiries with nothing behind them in the order book over the same period, while organic carried the orders. That last sentence would be an enormous claim off a single quarter, so I am not making it. The paid campaigns have been live for weeks, not quarters, and against an eighty-day tail that is no verdict. What it does justify is the next move: feed the matched outcomes back as offline conversions so the optimiser is bidding toward orders rather than form fills, which is what [offline conversion import](https://support.google.com/google-ads/answer/13321563?hl=en&ref=livain.com) exists for. Bidding on the download is bidding on the thing that does not convert. Also worth saying out loud: one single quotation in the matched set is large enough to move the total on its own. A median is a safer thing to manage by than a mean when one building site can be worth more than a year of the rest. ### The uncomfortable part Four months of marketing work was defensible before this join existed. It was just not provable. The export turned "we generated a lot of enquiries" into a number with an order attached to it, and that cuts both ways — it also named a channel and a lead type that are not earning their place yet. I would rather have the number that argues with me. The alternative is [reporting enquiry value as if it were revenue](https://www.livain.com/blog/client-performance-dashboard-enquiry-value-not-revenue/) and hoping nobody joins the two files. Attribution does not get real until it touches the order book. Go and ask for the export. ### Sources & further reading **External** [About conversion windows](https://support.google.com/google-ads/answer/3123169?hl=en&ref=livain.com) (Google Ads Help) [Fix discrepancies and errors in offline conversion imports](https://support.google.com/google-ads/answer/13321563?hl=en&ref=livain.com) (Google Ads Help) [What is entity resolution? Use cases and best practices](https://www.rudderstack.com/blog/what-is-entity-resolution/?ref=livain.com) (RudderStack) [Fuzzy matching 101: the complete guide to accurate data matching](https://dataladder.com/fuzzy-matching-101/?ref=livain.com) (Data Ladder) **Related posts** [A price-list download is not a lead](https://www.livain.com/blog/price-list-download-is-not-a-lead-long-lead-time-attribution/) [The client dashboard that reports enquiry value, not revenue](https://www.livain.com/blog/client-performance-dashboard-enquiry-value-not-revenue/) [Scaling a Google Ads budget while attribution is broken](https://www.livain.com/blog/scaling-google-ads-budget-while-attribution-is-broken/) [Test whether a dip is a signal before hunting for a bug](https://www.livain.com/blog/test-whether-a-dip-is-a-signal-before-hunting-for-a-bug/) ### Price governance in ecommerce: how a promotion died silently on four country shops for a month URL: https://www.livain.com/blog/price-governance-ecommerce-promotion-died-silently-four-shops/ Last updated: 2026-10-05T06:59:59.000Z A customer wrote in about one page. It was a home and living brand I look after, four country shops on WooCommerce, and the product page advertised a bundle with the old price struck through and a fifty-euro saving called out underneath. The cart charged the full price. She noticed, she asked, and she was right. The complaint was about one page on one market. By the time I had finished looking, the same thing was true on all four country shops, and it had been true since the first of September. A month of advertising a discount that checkout did not grant. ### The promotion was not ended. It was gated. The promotion had been rolled out open-ended. No end dates anywhere, verified in the cart at the time. What changed later was not the pages and not a decision anyone recorded — it was a date. Two mechanisms carried that date, in two different places. The products themselves had been given a sale end date, and WooCommerce does what WooCommerce does: when the end date passes, the scheduled-sale handling takes the product off sale. The leftover sale metadata that stays behind in the database afterwards is enough of a known annoyance that it has [its own feature request](https://woocommerce.com/feature-request/expired-sale-prices-and-dates-remain-after-scheduled-sale-ends/?ref=livain.com). The second mechanism is the interesting one, and it is the reason this is a post rather than a ticket. ### The guard was the thing that broke it These shops sit downstream of an ERP that pushes prices into the webshop. That push has overwritten promotional prices before, so there is a protective snippet in front of it — a price lock that force-reverts every cart to the regular price unless the product is on a small allow-list. The allow-list is the only way a sale legitimately reaches the front end. Somebody had wrapped that allow-list in a date condition. On the first of September the condition went false, the allow-list emptied, and the guard did exactly what it is built to do: it reverted every cart to the regular price. Correctly, from its own point of view. The code comment above it still said "open-ended". Nothing alerted. The pages kept advertising the sale, because pages do not know what the cart thinks. The storefront and the cart disagreed for thirty days and the only monitoring in the chain was a customer with good attention. > A protection nobody monitors is just a single point of failure with good intentions. I have written before about [expired promotions that stay on the page](https://www.livain.com/blog/expired-promotions-price-mismatch-google-ads-promotion-assets/) and about [fixing checkout in production](https://www.livain.com/blog/we-fixed-checkout-in-production/). This is the same family of failure with the arrow reversed. The page was right and the cart was wrong, which is the more expensive direction, because in the EU an announced reduction is a legal claim about a price. The CJEU confirmed in 2024 that a price-reduction announcement has to be [calculated from the lowest price charged in the previous thirty days](https://www.hsfkramer.com/notes/tmt/2024-posts/consumer-update-cjeu-confirms-that-price-reduction-claims-must-be-based-on-lowest-price-in-last-30-days?ref=livain.com), and the Commission's [guidance on Article 6a](https://eur-lex.europa.eu/legal-content/EN/TXT/?uri=CELEX:52021XC1229%2806%29&ref=livain.com) is specific about what a strikethrough is allowed to mean. A shop that advertises a saving and charges full price is not in a grey area. ### Declare the price once, then check the whole chain Restoring the prices took an afternoon. Removing the date gate, putting the sale prices back open-ended on each market, and then proving it with a real guest add-to-cart on all four shops, because the only check that matters is the one the customer performs. The part worth keeping is what went in afterwards. There is now a single file that states the communicated price for every promotional product in every market — the declared intent, in one place, in version control. And a read-only script that walks the entire chain against it: database prices, no stray sale windows, the storefront, a real guest cart total, the price as it appears in the page copy, any product the ERP has quietly put on sale, and the guard itself — is it active, is the allow-list populated, has anyone added a date to it again. It runs daily, early, before anyone is awake. It is silent when everything matches and loud when it does not, and it never fixes anything on its own. Eighty-eight assertions, green at install. Google's SRE book makes the case better than I can: [spend far more effort catching symptoms than causes](https://sre.google/sre-book/monitoring-distributed-systems/?ref=livain.com), and keep the rules that catch real incidents as simple and predictable as you can. A guest cart total is a symptom. It is also the only number the customer sees. The working rule is now the boring one: any price change updates the file first, then the shop, then the script runs until it is green. I have [built enough of these scheduled audits](https://www.livain.com/blog/my-scheduled-consent-audit-found-a-missing-cookie-banner/) to know they have a failure mode of their own — I once [scheduled a weekly check that could never run](https://www.livain.com/blog/i-scheduled-a-weekly-check-that-could-never-run/), and a silent check is indistinguishable from a passing one until you make it shout. ### The real question is who has write access Two days later, a marketplace channel turned out to be carrying a different base price for the same product. Nobody set that either, as far as anyone knows. Two cases in two days of a channel quoting a price that no human claims to have chosen. At that point it stops being a bug and starts being governance. Which system is the source of truth for price? Who is allowed to write to it? And when a protective hack exists only because the real answer is unresolved — the ERP push that should have been made read-only months ago — somebody has to carry that as an open item instead of letting the hack become the architecture. This is the part that twenty years of operating teaches you and no tool gives you for free. AI wrote most of those eighty-eight assertions in an afternoon; I would not have had the patience otherwise. Knowing which eighty-eight things to assert, and that the guest cart is the one that counts, is [the part that does not come out of a model](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/). Your shop has a price. Something is deciding it. Find out what. ### Sources & further reading **External** [CJEU confirms price reduction claims must be based on the lowest price in the last 30 days](https://www.hsfkramer.com/notes/tmt/2024-posts/consumer-update-cjeu-confirms-that-price-reduction-claims-must-be-based-on-lowest-price-in-last-30-days?ref=livain.com) (Herbert Smith Freehills Kramer, on C-330/23) [European Commission guidance on Article 6a of the Price Indication Directive](https://eur-lex.europa.eu/legal-content/EN/TXT/?uri=CELEX:52021XC1229%2806%29&ref=livain.com) [Expired sale prices and dates remain after a scheduled sale ends](https://woocommerce.com/feature-request/expired-sale-prices-and-dates-remain-after-scheduled-sale-ends/?ref=livain.com) (WooCommerce feature request) [Monitoring Distributed Systems](https://sre.google/sre-book/monitoring-distributed-systems/?ref=livain.com) (Google SRE Book, chapter 6) **Related posts** [Expired promotions, price mismatches and Google Ads promotion assets](https://www.livain.com/blog/expired-promotions-price-mismatch-google-ads-promotion-assets/) [We fixed checkout in production](https://www.livain.com/blog/we-fixed-checkout-in-production/) [My scheduled consent audit found a missing cookie banner](https://www.livain.com/blog/my-scheduled-consent-audit-found-a-missing-cookie-banner/) [I scheduled a weekly check that could never run](https://www.livain.com/blog/i-scheduled-a-weekly-check-that-could-never-run/) [The death of generic AI: why deep domain expertise is the only real leverage left](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) ### The LinkedIn account I deleted came back: why closing an account isn't closing it, and the four steps that are URL: https://www.livain.com/blog/closing-an-account-oauth-resurrection-gdpr-erasure-playbook/ Last updated: 2026-10-02T06:59:59.000Z I deleted my LinkedIn account a while ago. Last week I found it live again, with my name on it, my photo, and a profile I had not written. I went to close it a second time and the flow asked for my password. There wasn't one. There had never been one. The account existed because at some point I had clicked "Sign in with Google", and an account created that way doesn't need a password — until the day you try to close it, at which point the absence of a password is the thing standing between you and the exit. That is a small, stupid problem with a general shape, and the general shape is worth writing down, because most of us are going to do this several more times. ### Deleting an account does not close the door you came in through Here is the mechanism, and once you see it you will notice it everywhere. When you sign in to a service with Google or Apple or Microsoft, two things are created. One is the account on that service. The other is a standing grant at your identity provider — a permission that says this application may identify you, and in many cases sign you in automatically. Deleting the account removes the first. It does not touch the second. [Google's own Sign-In documentation](https://developers.google.com/identity/gsi/web/guides/overview?ref=livain.com) is clear that the flow covers both sign-in and sign-up, and that is exactly the design: an application receiving a valid token for someone with no account will, quite reasonably, make them one. So any single tap on a "continue with Google" button — yours, or an app you installed, or a link in an email you opened on a phone — quietly recreates the thing you deleted, often with a profile reconstructed from whatever fragments the service kept. > Closing an account is a product action. Erasing your data is a legal one. Revoking the way back in is a third, separate thing, and it is the one everybody skips. ### The four steps, in this order Order matters here, which I did not appreciate until I got it wrong. **First, look before you close.** Every serious platform has a page listing active sessions and devices. Open it and read it before you delete anything, because the moment the account is gone so is the evidence. In my case it showed two sessions, both from my own home connection, which was reassuring — but "was anyone else in here" is a question you only get one chance to answer, and it is worth ninety seconds. **Second, close the account properly.** If it was created via a social sign-in, expect the password obstacle and set one first. Note that the working URLs for these flows are frequently not the ones the help centre gives you; I hit two 404s on documented paths before finding the live ones by hand. **Third, revoke the grant at the identity provider.** This is the step that actually stops the resurrection, and it lives in a place nobody visits: [the third-party connections section of your Google Account](https://support.google.com/accounts/answer/13533235?ref=livain.com), or the equivalent under Apple or Microsoft. Mine showed a grant issued more than a year earlier, with automatic sign-in enabled. Removing it took one click. While I was there I went through the rest of the list and removed twenty-one grants to services I no longer use, which is a genuinely uncomfortable afternoon and I recommend it to everyone. **Fourth, ask for erasure in writing.** Closing your account tells the company to stop showing your profile. It does not oblige them to delete what they hold. That obligation comes from [Article 17 of the GDPR](https://gdpr-info.eu/art-17-gdpr/?ref=livain.com), the right to erasure, and you have to invoke it — normally through the privacy or data-protection form rather than the self-service delete button, because the self-service route is scoped to the product, not to the records. [The UK regulator's guidance](https://ico.org.uk/for-organisations/uk-gdpr-guidance-and-resources/individual-rights/individual-rights/right-to-erasure/?ref=livain.com) is the clearest plain-English explanation of what is and isn't covered. A controller has a month to respond. Put the date in your calendar when you send it, because a month is exactly long enough to forget. Then, optionally but sensibly: set a filter or label on your inbox for mail from that domain. Not to read it. To notice, on the day it happens, if the account comes back a third time. ### Why I'm writing this as a business post Because the same shape sits inside every company I work with, pointing the other way. When a customer asks you to delete their account, does your system delete the record, or does it flag the profile as inactive and leave the identity mapping intact so that the next OAuth login restores everything? Both are common. Only one of them matches what the customer thinks they asked for. If your product offers social sign-in and your deletion routine doesn't also invalidate the identity link, you have built exactly the mechanism that put my profile back on the internet — and you will find that out from a complaint, not from a test. The related question is the one I'd ask in any audit: when a customer's record is deleted, what happens in the CRM, the email platform, the analytics store, the support tool and the backups? "Deleted from the app" is one system. Erasure is a list. I've written about [systems that return a cheerful 200 while doing nothing at all](https://www.livain.com/blog/everything-returned-200/), and deletion routines are a favourite habitat for that failure, because almost nobody tests the negative case. ### The uncomfortable part The reason I was even looking is that I had been going through what the internet currently says about me — an exercise I'd put off for years and that I'd now put in the same category as checking your own site's mobile checkout: [you assume it's fine because you built it](https://www.livain.com/blog/i-wrote-about-my-own-website/), and you are the last person who should be trusted on that. Old profiles on services I'd forgotten. Data brokers with a working phone number. Directory mirrors of a company register entry that is a decade out of date. Each one individually harmless; together, a version of me assembled by nobody, maintained by no one, and increasingly the version that automated systems read first. Most of it is now requested for removal and a few requests will be ignored, which I expected. The bit that changed how I think was smaller than any of that. It was discovering that a thing I had deliberately deleted had been silently rebuilt, and that the door I'd left open was one I didn't know existed. Check your connections page. You will not like what's on it. ### Sources & further reading **External:** [GDPR Article 17 — right to erasure](https://gdpr-info.eu/art-17-gdpr/?ref=livain.com) · [ICO — guidance on the right to erasure](https://ico.org.uk/for-organisations/uk-gdpr-guidance-and-resources/individual-rights/individual-rights/right-to-erasure/?ref=livain.com) · [Google Account Help — manage links between your account and third-party apps](https://support.google.com/accounts/answer/13533235?ref=livain.com) · [Google Identity — Sign in with Google overview](https://developers.google.com/identity/gsi/web/guides/overview?ref=livain.com) **Related posts:** [Everything returned 200](https://www.livain.com/blog/everything-returned-200/) · [I wrote about my own website](https://www.livain.com/blog/i-wrote-about-my-own-website/) · [The work was deciding what not to index](https://www.livain.com/blog/the-work-was-deciding-what-not-to-index/) ### I put client KPIs on an e-ink screen instead of a dashboard nobody opens: why the artifact couldn't go there and a webhook could URL: https://www.livain.com/blog/client-kpis-eink-screen-webhook-instead-of-another-dashboard/ Last updated: 2026-10-01T06:59:59.000Z I had built the client dashboard already. It was good. It was also a page on claude.ai that needs me to be logged in, and I was opening it roughly twice a week, usually because something else had reminded me to. There is a small e-ink display on my desk. It shows the family calendar. My first idea was simply to put the dashboard on it, and that idea died in about four minutes: the device fetches a rendered image on a schedule, it does not run a browser, and it certainly does not carry my session cookie. A private, JavaScript-driven artifact cannot go there. Not "is awkward to put there" — cannot. Which turned out to be the useful constraint, because it forced the actual question. Not "how do I get this page onto that screen", but "which three numbers should be in my eyeline whether or not I decide to look at them". ### The dashboard you have to open is a different product Everyone in this trade has built a beautiful dashboard that nobody opened, mine included. The failure is rarely the dashboard. It is that opening it is a decision, and a decision that competes with forty others loses most mornings. A screen on a desk removes the decision. That is the entire difference and it is bigger than it sounds. > Cal Newport, in *Deep Work*, borrows the four-disciplines framing and lands on the one I keep coming back to: "Keep a Compelling Scoreboard." Not a report. A scoreboard — the thing that is simply there, visible, while you do the work it measures. So the screens are deliberately thin. For the natural-stone supplier I look after: enquiries per day, marketing cost, cost per enquiry. For a home and living brand: orders, ad spend, ROAS. Three numbers each, with a week-over-week delta. That's it. Anything I would need to interpret does not belong on a glanceable surface — it belongs in [the fuller dashboard where I can see what the number is made of](https://www.livain.com/blog/client-performance-dashboard-enquiry-value-not-revenue/). ### Don't build a second path to the same data The strong temptation here was to have the display fetch its own data. New API calls, new credentials, new failure mode, and — guaranteed, eventually — a screen that disagrees with the dashboard because one of them pulled at a different hour. Instead the screens are fed by the pipelines that already exist. Both clients already have a scheduled refresh that pulls ad spend and orders or enquiries and writes the result. All I added was a final step that posts a payload to the device. [The webhook plugin strategy](https://docs.trmnl.com/go/private-plugins/webhooks?ref=livain.com) takes a couple of kilobytes of merge variables and renders them against a template on the vendor's side, which means the push is a single HTTP call at the end of a job that was running anyway. One of them runs from [a scheduled GitHub Action](https://docs.github.com/en/actions/reference/workflows-and-actions/events-that-trigger-workflows?ref=livain.com), which is also the only place that can reach that brand's live data, since it lives in [a Cloudflare KV store](https://developers.cloudflare.com/kv/?ref=livain.com) I can't read from my laptop. One source, two destinations. If the number on the wall is wrong, the dashboard is wrong too, and that is a much better property than two systems that are independently plausible. ### Refresh rate is a claim about the data, not a setting I set the enquiry screen to update every four hours and left the spend side alone, and that split is the bit I'd argue for hardest. Enquiries and orders happen through the day; a four-hourly number is real. Ad cost is not — it settles once a day, and one of these clients gets marketplace spend through a reporting pipeline that runs a day or two behind. Refreshing a lagging number four times a day doesn't make it fresher. It makes it four times as likely you react to an artefact of the reporting lag. So the ROAS window deliberately ends on the last day with complete spend, and the screen shows that, rather than a more recent number that is quietly incomplete. Same reasoning on the comparison. Both screens show a week-over-week delta, not a thirty-day prior period, because on one of them the tracking only started five weeks ago and a thirty-day comparison would be measuring the instrumentation rather than the business. I've made [the mistake of reading a summary number without checking what it could possibly have seen](https://www.livain.com/blog/check-product-query-fit-before-cutting-google-ads-campaign/) often enough to have a rule now: before a number goes on a wall, say out loud what window it covers and what it is blind to. If you can't, it isn't ready to be glanced at. ### What it found in the first week The thing I hadn't expected. Within a day of the second screen going up, I could see that the seven-day ROAS had dropped below the band we'd agreed as the target, while the thirty-day figure — the one in the monthly reporting — was comfortably inside it. Both numbers were correct. The monthly one would have shown me the same thing in about three weeks, at which point the question would have been "what happened last month" instead of "what changed on Tuesday". That is the entire value proposition of a scoreboard and I got it for the cost of an afternoon. The unglamorous notes, since this is a field note: Python's urllib on the build I was using has no CA bundle and fails SSL verification outright, so the push shells out to curl. And the template editor does not save on Cmd+S, which cost me one round of confused debugging before I noticed the button. Both of those are the kind of thing that turns a two-hour job into a four-hour one, and neither is in any documentation. ### Where this generalises I don't think the lesson is "buy an e-ink display". The lesson is that a measurement system has a delivery problem as well as a calculation problem, and we almost always spend our effort on the calculation. The question worth asking on any reporting build is: where will this number be when the decision gets made? If the honest answer is "behind a login, two clicks away, in a tab that isn't open", then the accuracy of the number is close to irrelevant. It doesn't get consulted. Getting it into the place where the person already looks is not a nice-to-have on top of the analytics work — for a lot of numbers, it *is* the analytics work, and it's the half that is usually left undone. I have built a great many dashboards. The one that changed a decision this month cost me one HTTP call at the end of a job I had already written. ### Sources & further reading **External:** [TRMNL — private plugins, webhook strategy](https://docs.trmnl.com/go/private-plugins/webhooks?ref=livain.com) · [GitHub Docs — events that trigger workflows (scheduled runs)](https://docs.github.com/en/actions/reference/workflows-and-actions/events-that-trigger-workflows?ref=livain.com) · [Cloudflare Workers KV documentation](https://developers.cloudflare.com/kv/?ref=livain.com) · [FranklinCovey — the 4 Disciplines of Execution](https://www.franklincovey.com/the-4-disciplines/?ref=livain.com) **Related posts:** [Enquiry value, not revenue: naming the number on a client dashboard](https://www.livain.com/blog/client-performance-dashboard-enquiry-value-not-revenue/) · [I scheduled a weekly check that could never run](https://www.livain.com/blog/i-scheduled-a-weekly-check-that-could-never-run/) · [Check product-query fit before cutting a campaign](https://www.livain.com/blog/check-product-query-fit-before-cutting-google-ads-campaign/) · [I replaced Loom with a single HTML file](https://www.livain.com/blog/replaced-loom-with-a-single-html-file-claude-code-buy-vs-build/) ### An expired promotion doesn't expire by itself: the ended sale still on the shop, the promotion asset still serving a 404 URL: https://www.livain.com/blog/expired-promotions-price-mismatch-google-ads-promotion-assets/ Last updated: 2026-09-30T07:00:00.000Z The homepage said the price had come down by twenty euros. The strikethrough was there, the old price above it, the "you save €20" line underneath. I put the product in the cart and the cart charged the old price. Not a rounding difference. The full twenty euros, on the country shops of a home and living brand I look after, on four of them at once, three weeks after the promotion had ended. The countdown timer had disappeared on schedule, because the countdown was the only part of the promotion that knew its own end date. Everything else — the strikethrough, the old price, the savings line — was static markup somebody had written by hand, and static markup does not stop being true on a date. It just stays there. ### The same week, in the ads account While I was working that out, a policy email arrived about a different account: four violations, destination not working. Six of the flagged assets turned out to be genuinely live and linked; roughly forty others were legacy leftovers nobody had attached to a campaign in years, which is its own lesson about reading policy notifications — separate the linked from the abandoned before you act, or you will spend a morning fixing dead things. Three of the six were promotion assets for a World Cup offer. The offer was long over. The page it pointed at had been taken down. The assets had never been given an end date, so they were still serving, still pointing at a URL that returned a 404, and — this is the part that made me sit back — they were the root cause of a "limited by policy" flag that had been sitting on one of the campaigns for weeks. Nobody had connected the flag to the promo. It had become background noise on the account. > Nassim Nicholas Taleb, in *Skin in the Game*: "Bureaucracy is a construction by which a person is conveniently separated from the consequences of his or her actions." You don't need a bureaucracy for that. Four shops, an ads account and a CMS will do it. Whoever set the price banner never opens the cart. Whoever wrote the promotion asset never sees the 404. ### A promotion is not a date, it is a set of artefacts This is the thing I keep relearning. When someone says "the sale ends on the 31st", what they mean is that one price rule expires on the 31st. The promotion itself is spread across a homepage banner, a strikethrough on every product card, a category header, a countdown component, a product feed, a set of promotion assets in the ads account, an offer landing page, a handful of ad copy variants and probably an email footer. Exactly one of those things knows the date. The rest end when a human ends them, and if nobody owns that list, the promotion doesn't end — it decays, unevenly, leaving the most visible parts standing longest. So the fix isn't vigilance. It is making the end date structural in each system that can hold one. [Google's own documentation on promotion assets](https://support.google.com/google-ads/answer/7367521?ref=livain.com) has a start and end date field sitting right there, and the reason it exists is precisely this failure. Use it every single time, even for an evergreen offer, even when you are certain you will remember. You will not remember. Set it to the date you think the offer ends and extend it later; that is a two-minute job, and the alternative is an asset advertising a dead page into next year. ### The exposure is bigger than a tidy-up Displayed price not matching charged price is not a cosmetic bug. It sits in three separate places at once. It is an ad policy problem: [destination requirements](https://support.google.com/adspolicy/answer/6368661?ref=livain.com) mean the page a click lands on has to work and has to deliver what the ad promised, and a promotion pointing at a removed page fails that plainly. It is a feed problem: Merchant Center crawls the landing page and compares, and [an inconsistency between feed and landing page gets the item disapproved](https://support.google.com/merchants/answer/9773429?ref=livain.com), quietly, one product at a time. And it is a consumer law problem, which is the one that actually costs money. Under the EU's Price Indication rules as amended by the Omnibus Directive, when you announce a price reduction you must state the prior price, and the prior price is defined as the lowest price applied in the preceding thirty days. [Bird & Bird have a good walkthrough of how strictly that is being read](https://www.twobirds.com/en/insights/2025/global/transparency-of-price-reductions-a-closer-look-at-the-legal-framework-in-the-eu?ref=livain.com). A strikethrough left standing after a sale ends is a claim about a prior price that you are no longer able to substantiate — and on the same shop I found a second, unrelated case where a "was" price sat above what the product had genuinely sold for two months earlier. Different cause, same legal shape. I have written before about [refusing to ship a countdown on an offer that had no end](https://www.livain.com/blog/the-design-asked-for-a-countdown/). This is that argument from the opposite direction. There, the device claimed an urgency that wasn't real. Here, the device claimed a saving that wasn't real. Both come from the same habit: treating a persuasion element as decoration rather than as a factual claim you have to be able to defend. ### What I changed, and what I didn't The immediate fix is boring: either extend the sale properly in the shop so the charged price matches what is displayed, or strip the display. Both are fine. Being twenty euros apart is not. That decision belongs with the business, not with me, and it went to them the same day with the cart evidence attached, because "your homepage disagrees with your checkout" is a sentence nobody argues with. In the ads account, the promotions got detached rather than deleted — same instinct as always, reversible beats decisive — and the two broken sitelinks were swapped for live pages. The part I'm keeping is the check. The prices across every market and every shop now get read the way a customer reads them: not from the feed, not from the admin, but by loading the live page from outside the network and then putting the thing in the cart. Displayed price and charged price are two different numbers until you prove otherwise, and only one of them is the one you're legally making a claim about. This is the same lesson as [checking the tag at the edge rather than in the console](https://www.livain.com/blog/gtm-snippet-removed-from-page-nineteen-days-no-measurement/): verify where the customer is standing. Set the end date. Then go and look at the cart. ### Sources & further reading **External:** [Google Ads Help — about promotion assets](https://support.google.com/google-ads/answer/7367521?ref=livain.com) · [Google Advertising Policies — destination requirements](https://support.google.com/adspolicy/answer/6368661?ref=livain.com) · [Google Merchant Center — inconsistency between feed and landing page](https://support.google.com/merchants/answer/9773429?ref=livain.com) · [Bird & Bird — transparency of price reductions in the EU](https://www.twobirds.com/en/insights/2025/global/transparency-of-price-reductions-a-closer-look-at-the-legal-framework-in-the-eu?ref=livain.com) **Related posts:** [The design asked for a countdown](https://www.livain.com/blog/the-design-asked-for-a-countdown/) · [The GTM snippet was gone from the page](https://www.livain.com/blog/gtm-snippet-removed-from-page-nineteen-days-no-measurement/) · [Forty-six live ads, no page to land on](https://www.livain.com/blog/forty-six-live-ads-no-page-to-land-on/) · [Most of their buyers are over 55](https://www.livain.com/blog/most-of-their-buyers-are-over-55/) ### I reconstructed a clinic group's marketing year from the outside before day one: what an outside-in content inventory finds that a briefing doesn't URL: https://www.livain.com/blog/outside-in-marketing-content-inventory-before-a-fractional-mandate/ Last updated: 2026-09-29T06:59:59.000Z The landing page for a brand-new clinic opening said "new from June 2025". The clinic had opened in June 2026\. Nobody inside the business had looked at that page since it was cloned from the one before it, and the one before that, and somewhere back down the chain a year had been left behind. I found it in a screenshot, on day minus thirty, before I had a single login. That is the argument for this whole exercise in one detail. When I take over marketing in a business I don't know yet, I do not start with the briefing. I start by reconstructing what the company actually published over the past year, entirely from the outside, and I do it before anyone tells me what the strategy was. What follows is the method, drawn from the most recent time I ran it: a multi-market clinic group in medical aesthetics, roughly nine months of output, about three hundred and fifty dated items across websites, social, paid media, video and press. ### Why the briefing is the wrong starting point A briefing tells you what people believe happened. It is assembled by the people who were there, filtered through what they were responsible for, and shaped by what they would like to be true going into a new quarter. None of that is dishonest. It is just a different artefact from the record. The record is what shipped. Pages with published dates, ads with start dates, videos with upload months, posts with timestamps. It has no opinion about itself. > Ben Horowitz's line in *What You Do Is Who You Are* is about culture, but it transfers exactly: culture "is a consequence of actions rather than beliefs, it almost never ends up exactly as you intend it." Marketing strategy is the same. What a company shipped is its strategy, whatever the deck says. In this case the briefing I had been given got three things wrong that mattered — two opening dates off by a year, and a set of patient stories described as current that turned out to be two years old. I did not catch those by being clever. I caught them because dated public records disagreed with a document, and a dated record wins. ### What you can actually read from outside, in 2026 More than most people assume, and far more than five years ago. The EU's [Digital Services Act](https://digital-strategy.ec.europa.eu/en/policies/digital-services-act?ref=livain.com) obliges the large platforms to run public ad repositories, and the practical effect for anyone doing competitive or pre-mandate work is that a year of a company's paid creative is sitting there, dated, searchable and free. [The transparency obligations have tightened further since](https://www.lewissilkin.com/en/insights/2026/01/23/the-eu-raises-the-bar-on-ad-transparency-102mdvw?ref=livain.com). [Google's Ads Transparency Center](https://adstransparency.google.com/?ref=livain.com) is the other half of the same picture. I wrote up the full outside-in stack when I built it for [reading a competitor's channel mix](https://www.livain.com/blog/read-competitor-channel-mix-from-outside-ad-library-transparency-center/) — the same instrument works on a company you are about to join. The website is the bigger seam and almost nobody mines it. A WordPress REST endpoint will hand you every page with its published and modified date, per language. Run it across every locale and you have the build order of an entire international rollout. [The Wayback Machine](https://archive.org/web/) fills the gaps and, more usefully, lets you diff the page's own tag stack between two dates — which is how I established that a chat widget had quietly disappeared from every market on a specific day in June, and that no replatform had happened despite a rumour that one was coming. Three hundred and fifty rows came out of that. About a third were genuinely new pages; the rest were edits. ### The findings are mostly absences This is the part that surprised me the first time I did it, and it is now the thing I expect. The headline findings were not campaigns done badly. They were categories of work that had not happened at all. No new blog content in three of the markets, all year. No long-form video since spring. Not a single piece of third-party press coverage on any of the new openings — for a business whose openings are its main growth event. No visible brand campaign anywhere, only offers. Ten social handles with duplicates among them, so the audience was being split across accounts nobody had consolidated. On the other side, exactly one mature playbook existed and it was genuinely good: a repeatable pre-opening sequence — a teaser campaign about two months out, a city landing page, an opening-offers page, a countdown, a video introducing the new doctor, then an "it's open" wave. That sequence had been run four times in one country and it worked. It had never been ported anywhere else. That single sentence — *the one thing that works is not being copied* — is worth more in a first week than any audit of what to improve. It is a decision you can take on day one, with no new budget, and no one has to be told their work was wrong. ### Why this is a fractional problem specifically A permanent hire gets to absorb a company over six months. That is a real luxury and it is not one I have. When you come in part-time and the clock is short, the first fortnight cannot be spent forming an impression; it has to produce a shared, dated picture that everyone can argue with. Michael Watkins built [an entire book](https://hbr.org/books/watkins?ref=livain.com) on the principle that the early weeks are for diagnosis rather than action, and I agree with him — but diagnosis normally means interviews, and interviews give you beliefs. An outside-in inventory gives you the record first and lets the interviews be about the gap between the two. Those are much better conversations. Nobody is defending anything, because the thing on the table is a list of dates. It also changes what I ask for internally. Because I already know what shipped publicly, my list of questions is short and specific: paid history for the two markets where I can see nothing, the ads change history, what the CRM actually sends. Not "tell me about your marketing". The restraint matters as much as the inventory. Finding thirty problems in week one and naming all thirty is the fastest way to be ignored by week four — I've argued that at length in [the art of restraint](https://www.livain.com/blog/the-art-of-restraint-getting-things-done-as-a-fractional-exec-without-fixing-everything/), and the inventory makes it easier to hold, because a dated list makes the ranking obvious. The whole thing took a day and a half and cost nothing but tool time. I am turning it into a monthly routine for the engagement, because the same query that reconstructs a year reconstructs a month, and "what actually shipped" is a better status report than the one anyone writes by hand. Read the record before you read the room. The record has no reason to flatter anyone. ### Sources & further reading **External:** [European Commission — the Digital Services Act](https://digital-strategy.ec.europa.eu/en/policies/digital-services-act?ref=livain.com) · [Lewis Silkin — the EU raises the bar on ad transparency](https://www.lewissilkin.com/en/insights/2026/01/23/the-eu-raises-the-bar-on-ad-transparency-102mdvw?ref=livain.com) · [Google Ads Transparency Center](https://adstransparency.google.com/?ref=livain.com) · [Internet Archive Wayback Machine](https://archive.org/web/) · [Michael D. Watkins, *The First 90 Days* (HBR)](https://hbr.org/books/watkins?ref=livain.com) **Related posts:** [How to read a competitor's channel mix from the outside](https://www.livain.com/blog/read-competitor-channel-mix-from-outside-ad-library-transparency-center/) · [When clinic advertising is really advertising empty appointment slots](https://www.livain.com/blog/clinic-advertising-empty-appointment-slots-paid-media-scheduling/) · [The brand book didn't exist](https://www.livain.com/blog/the-brand-book-didnt-exist/) · [The art of restraint](https://www.livain.com/blog/the-art-of-restraint-getting-things-done-as-a-fractional-exec-without-fixing-everything/) ### Amazon should let Muse in. Blocking AI shoppers is the bigger risk. URL: https://www.livain.com/blog/amazon-should-let-muse-in/ Last updated: 2026-09-29T05:41:08.000Z A week after Amazon shut Meta's Muse agent out of its store, people are still talking about it. One post on Threads stuck with me. [@amyleecodes](https://www.threads.com/@amyleecodes?ref=livain.com) wrote that Amazon blocking Muse is going to hurt them more than they realize, because Muse had ordered more things from non-Amazon stores in a few weeks than they'd ordered in a decade. Last week I argued that [the block isn't really about security](https://www.livain.com/blog/amazon-blocks-meta-muse-ai-shopping-agent/), it's about the business model. This week I want to go one step further. Even judged purely as a business decision, I think blocking is the wrong call. I recorded a short rant about it: ### Amazon is the best-prepared store an AI shopper could ask for Here's what I don't understand. If you designed a store for an AI agent from scratch, it would look a lot like Amazon. Verified sellers. Millions of product reviews, which language models love because they help an agent decide whether a product is what it claims to be. Delivery promises down to the day. A returns process everyone already trusts. An agent like Muse is going to look for the best price. But it also weighs trust and quality signals, shipping costs and time to delivery. On most of those, Amazon starts with a head start nobody else has. ### The toilet paper test Take the most boring purchase there is. Your agent knows from your purchase history which toilet paper you like. It knows you'll run out by the end of the week. So it goes and buys that exact product at the best value, from anywhere on the internet, as long as the store is trusted and its catalogue is easy to read. The agent doesn't care where it comes from. It cares that it arrives on time, at a fair price, from a seller it can trust. That's a race Amazon should win almost every time. By blocking, Amazon doesn't stop the race. It just doesn't show up. ### Blocking doesn't stop the shift. It moves it The same weekend Amazon's block went live, Shopify went the other way. Tobi Lütke announced that Shopify is [partnering with Muse to enable agentic checkout with Shop Pay](https://www.pymnts.com/commerce/ecommerce/2026/shopify-brings-shop-pay-checkout-solution-to-metas-muse-ai-agent/?ref=livain.com) across Shopify stores. Every merchant on that platform just became easier for an agent to buy from than Amazon. You can already see what that means for real customers. Under that post, another user described asking Muse to find new pyjamas for a son with specific sensory needs: soft materials, no tags, a snug fit. Muse put together a good list, but Target and Amazon couldn't be searched. Their conclusion: a great opportunity for Walmart and other online retailers. Customers don't go away when you block the tool they chose. They buy somewhere else. ### Alexa showed the limit of a closed catalogue Amazon has tried to get here on its own terms. For years the promise was that you could say "Alexa, buy something for me" and it would just happen. It never fully worked, and I think the reason is context. Alexa only ever knew the world inside Amazon's catalogue. A general assistant that knows your life, your history and every store on the internet is a different proposition. Amazon had the hardware in the living room and the logistics behind it. Meta has something Amazon never managed: a customer base in almost every home in the world, already talking to it every day. ### Be the preferred partner, not the cheapest option I understand the counterargument. Amazon's advertising business is worth tens of billions a year, and [Forbes put a $68 billion price tag on why Amazon wants to keep agents out](https://www.forbes.com/sites/the-prompt/2026/09/23/amazons-68-billion-reason-to-block-metas-muse/?ref=livain.com). An agent that doesn't browse doesn't see sponsored listings. Amazon's official reasons are about security: [the agent doesn't identify itself and appears to handle customer credentials](https://www.geekwire.com/2026/amazon-blocks-metas-muse-ai-assistant-in-new-standoff-over-agentic-shopping/?ref=livain.com). Those are fair problems to solve. They're not reasons to stay out of the game. The bigger opportunity is to become the partner these agents pick first, regardless of price. Not because Amazon is always the cheapest, but because the delivery is right, the package shows up when you actually need it, and customer service works when it doesn't. That's a moat you can't build by blocking. > "The outside world can push you into Day 2 if you won't or can't embrace powerful trends quickly. If you fight them, you're probably fighting the future. Embrace them and you have a tailwind." Jeff Bezos, *Invent and Wander* Bezos wrote that in a shareholder letter. It reads like advice to his own company today. ### What this means if you sell online Maybe Amazon saw in the first few days that agents were hurting the business more than expected, and wants the big players at one table before this rolls out further. Fine. But blocking isn't joining the conversation. It just makes your position worse while others move. For everyone else, the lesson is simple. Discovery of new products is going to happen more and more inside assistants, and your store needs to be readable, trustworthy and easy to check out from when an agent comes by. I've seen enough channel shifts in twenty years of running marketing to know that the ones who show up early set the terms. There are real trust questions around handing an agent your accounts, and I covered those in [my take on the Zuckerberg interview](https://www.livain.com/blog/zuckerberg-joanna-stern-muse-trust/). But the direction of travel isn't in doubt. Product discovery might not happen on Amazon anymore. Maybe it never fully did. So, Jeff and friends: figure it out. You have a job to do. ### Sources & further reading **External** [GeekWire: Amazon blocks Meta's Muse AI assistant in new standoff over agentic shopping](https://www.geekwire.com/2026/amazon-blocks-metas-muse-ai-assistant-in-new-standoff-over-agentic-shopping/?ref=livain.com) [Forbes: Amazon's $68 billion reason to block Meta's Muse](https://www.forbes.com/sites/the-prompt/2026/09/23/amazons-68-billion-reason-to-block-metas-muse/?ref=livain.com) [PYMNTS: Shopify brings Shop Pay checkout solution to Meta's Muse AI agent](https://www.pymnts.com/commerce/ecommerce/2026/shopify-brings-shop-pay-checkout-solution-to-metas-muse-ai-agent/?ref=livain.com) [@amyleecodes on Threads](https://www.threads.com/@amyleecodes?ref=livain.com) Jeff Bezos, *Invent and Wander* (Harvard Business Review Press, 2020) **Related posts** [Amazon blocked Meta's AI shopper. It's not about security.](https://www.livain.com/blog/amazon-blocks-meta-muse-ai-shopping-agent/) [Would you trust Meta's AI agent with your inbox? My take on the Zuckerberg interview](https://www.livain.com/blog/zuckerberg-joanna-stern-muse-trust/) [Meta's Muse Charm is an AI Tamagotchi. The real play is the conversation.](https://www.livain.com/blog/meta-muse-charm-ai-tamagotchi/) ### Microsoft's new Copilot looks just like Claude. That's not the part that matters. URL: https://www.livain.com/blog/microsoft-new-copilot-looks-like-claude/ Last updated: 2026-09-29T05:41:11.000Z Microsoft relaunched Copilot on Friday, and my first reaction was that it looks as though they've copied Claude. There's a Home tab where Chat and Cowork live side by side, a Code tab where you build apps by describing them, and an Autopilot tab for an agent that keeps working when you don't. If you've spent the last year in Claude or ChatGPT, you'll recognise every screen. I read the announcement, watched Microsoft's launch video and recorded my take. Here's where I land, and why I think the resemblance is the least interesting part of the story. ### What Microsoft actually launched In [Microsoft's own words](https://blogs.microsoft.com/blog/2026/09/25/introducing-the-new-copilot-with-home-code-and-autopilot/?ref=livain.com), the new Copilot has three parts. **Home** is the starting point where Chat and Cowork come together, with Word, Excel and PowerPoint built right into Copilot. **Code** lets non-developers build dashboards, workflows and internal apps in plain language, on the same technology as GitHub Copilot. **Autopilot** is a persistent agent with its own identity, memory and workspace inside your tenant, and you reach it with an @mention in Teams or Outlook. Home and Code roll out to Microsoft's Frontier program first, and Autopilot goes to private preview at the end of the month. The agentic parts are billed on usage rather than a flat seat price. ### Yes, it looks like Claude The resemblance isn't a coincidence. Earlier this year Microsoft said it was [bringing the technology platform that powers Claude Cowork into Microsoft 365 Copilot](https://www.microsoft.com/en-us/microsoft-365/blog/2026/03/30/copilot-cowork-now-available-in-frontier/?ref=livain.com). And Microsoft's Copilot chief Jacob Andreou [acknowledged to CNBC](https://www.cnbc.com/2026/09/25/microsoft-copilot-ai-coding-anthropic.html?ref=livain.com) that adding coding to the app is Microsoft playing catch-up. I don't see that as a weakness. It's a very Microsoft move: arrive later than the market, rebuild what everyone else already built, and make it feel native to the tools people use all day. Anyone who has been trying Claude or ChatGPT over the last year now finds the same patterns inside the suite their company already pays for. The learning curve will be short. One thing I'd still change. Microsoft keeps Chat, Cowork and Autopilot as separate modes, and you have to switch between them. I'm still looking for the one tool that takes whatever I type and works out on its own whether it's a quick question, a job for Cowork or a routine for my assistant. I wrote about that same friction when [Claude merged Chat and Cowork](https://www.livain.com/blog/claude-merged-chat-and-cowork/), and [the line between chat and agent](https://www.livain.com/blog/where-chat-ends-and-cowork-begins/) is still the hardest part of these products to get right. ### Autopilot is the part I'd watch Of the three, Autopilot is the one that excites me most. It's an assistant that works on your behalf even when your laptop is closed: the weekly report, the monthly review, the follow-up nobody remembers to send. Microsoft's own example is running a supplier review. That example says a lot. It's not a writing prompt or a coding demo. It's procurement, the kind of process that runs through the middle of real businesses. ### The moat isn't the product This is where Microsoft is far ahead of everyone else. They are already inside the business. They sit in supply chains, in procurement, in finance, in the email and calendars of most large companies. Try convincing a company that runs on the Microsoft suite to move everything to Anthropic or to OpenAI. That's a hard sell, no matter how good the other product is. And there's the part people underestimate: Microsoft's sales force. Its account managers already own the relationship with these companies and can position Copilot as a core product that plugs into their systems. It's the same logic I wrote about in [why a me-too product can still win if you already own the customer](https://www.livain.com/blog/unless-you-already-own-the-customer/). The opportunity is large. According to [CNBC](https://www.cnbc.com/2026/09/25/microsoft-copilot-ai-coding-anthropic.html?ref=livain.com), fewer than 7% of Microsoft's 450 million commercial Office 365 seats pay for Copilot today. That's not a product problem you solve with features. It's an adoption problem, and adoption is exactly where Microsoft's reach does the work. > As Tim Brown puts it in *Change by Design*: new products may be doomed for all sorts of reasons, from uneven quality and unimaginative marketing to unreliable distribution or unrealistic pricing. Microsoft has the distribution covered. What decides this launch is the rest of that list. ### The organisational work nobody mentions Rolling this out in a large company isn't a licence switch. Code gives everyone the power to build their own tools. That's great until you have thousands of people building little apps across the business, each on whatever data they happen to have access to. Without training and clear ownership, you get a sprawl of tools that nobody maintains and numbers that don't match. I've seen the lighter version of this with documents already: [polished AI output that shifts the work onto whoever opens it](https://www.livain.com/blog/the-ai-slop-nobody-logs/). This is where experience matters more than the tool. The companies that get value out of Code and Autopilot will be the ones where someone with real domain knowledge decides what gets automated, on which data, and who owns it. The tool makes building cheap. It doesn't make judgement cheap. ### Would I switch? Not anytime soon. I haven't tried the new Copilot yet, and that's the big caveat on everything above. I work on the Google suite, my business runs on Claude, and Claude already works well with PowerPoint and Excel. Switching would be a steep move for me. But I'm not the target customer. For the many companies already running on Microsoft, this could be a real game changer. Microsoft rarely ships something half done, and if they execute well, they have a winner on their hands. The product looks like Claude. The distribution doesn't look like anyone else's. ### Sources & further reading **External** - [Microsoft: Introducing the new Copilot with Home, Code and Autopilot](https://blogs.microsoft.com/blog/2026/09/25/introducing-the-new-copilot-with-home-code-and-autopilot/?ref=livain.com) (the announcement) - [CNBC: Microsoft packages business AI in single app as it tries to compete with Anthropic](https://www.cnbc.com/2026/09/25/microsoft-copilot-ai-coding-anthropic.html?ref=livain.com) - [Microsoft 365 Blog: Copilot Cowork, now available in Frontier](https://www.microsoft.com/en-us/microsoft-365/blog/2026/03/30/copilot-cowork-now-available-in-frontier/?ref=livain.com) - [Empowering.Cloud: The new Copilot explained for Microsoft 365 admins](https://empowering.cloud/the-new-copilot-explained-home-code-and-autopilot-and-what-it-means-for-microsoft-365-admins/?ref=livain.com) - Tim Brown, *Change by Design* **Related posts** - [Claude just merged Chat and Cowork: the decision that disappeared](https://www.livain.com/blog/claude-merged-chat-and-cowork/) - [Cowork reached my phone this week. I still can't tell where chat ends and Cowork begins.](https://www.livain.com/blog/where-chat-ends-and-cowork-begins/) - [Nobody needs another me-too product. Unless you already own the customer.](https://www.livain.com/blog/unless-you-already-own-the-customer/) - [The AI slop nobody logs](https://www.livain.com/blog/the-ai-slop-nobody-logs/) ### I folded twenty thin FAQ posts into one hub page: query augmentation, entity chips and canonical tags instead of a link list URL: https://www.livain.com/blog/query-augmentation-faq-hub-consolidation-canonical-tags/ Last updated: 2026-09-28T06:59:59.000Z My own site had a page whose entire job was to link to other pages. Twenty-eight of them, in a bare list, under a heading that promised to explain hiring a fractional executive. Underneath it sat roughly thirty short posts, most answering a single question in a few hundred words, most of them sitting in Search Console as "crawled — currently not indexed". That is not a problem you fix by writing more posts. It is a shape problem. Google had looked at the cluster and decided it wasn't worth keeping, and honestly, it was right. Last week I rebuilt the whole thing. I also used the rebuild to test a technique on something I own, before I let it anywhere near a client's site. ### Let the search results tell you the headings The technique is two steps and costs nothing but attention. First: take the People Also Ask questions Google shows for your target query and use those as your H2s — the literal question, in the literal phrasing people type, not your internal way of naming the topic. Second: search each of those questions, switch to the Images tab, and read the filter chips along the top. Those chips are the entities Google associates with that exact question. Weave them into the answer that sits under that heading. It is a cheap, observable proxy for a slice of Google's entity graph, per question rather than per topic. You are not guessing which related concepts belong in a section. You are being shown them. For my cluster I ran six queries through it — what a fractional executive is, what one costs, fractional versus interim, when to hire, what they actually do, how to choose. The consolidated entity set that came back was blunt and useful: fractional CFO, CMO, COO, CTO, C-suite, interim leadership, executive search, retainer, executive compensation, company size. Half of those I would have written anyway. The other half I would have left out because they felt too obvious to bother with, which is exactly the instinct that gets you a page nobody finds. > As Renée Mauborgne writes in *Blue Ocean Shift*, companies "define the scope of their offering as the industry has long defined it." The same trap sits in your headings. You describe the work the way your industry describes it, and your buyer types something else entirely. ### Canonicals, not a graveyard The rebuild turned that 28-item link list into thirteen question-shaped sections, each one folding in the substance of the thin posts it replaced, each carrying the entities for its own question. Twenty-nine internal links now sit inside prose instead of in a pile. The part I want to flag is what happened to the old posts. I did not delete them and I did not unpublish them. Twenty of them got a `canonical_url` pointing at the hub. They stay live, they still resolve, and Google is told plainly which URL is the one that matters. [Google's own guidance on consolidating duplicate URLs](https://developers.google.com/search/docs/crawling-indexing/consolidate-duplicate-urls?ref=livain.com) treats this as the normal move, and it has two properties I like: zero 404 risk, and it is reversible on an afternoon's notice if the measurement says I was wrong. Deleting would have been faster and it would have felt more decisive. It also would have been irreversible, which is a bad trade for a change whose effect I cannot see for six weeks. I have written before about [the work being in what you decide not to index](https://www.livain.com/blog/the-work-was-deciding-what-not-to-index/) — this is the same call from the other direction. ### The schema part, honestly I regenerated the FAQPage JSON-LD to match the twelve on-page question-and-answer pairs, and I want to be precise about why, because there is a lot of stale advice here. Google [cut FAQ rich results back to a small set of authoritative sites in August 2023](https://developers.google.com/search/blog/2023/08/howto-faq-changes?ref=livain.com) and has narrowed them since. If you are adding FAQ markup for the star-and-accordion look in the results page, you are working from a 2022 playbook. I still ship it, for a different reason. [The markup](https://developers.google.com/search/docs/appearance/structured-data/faqpage?ref=livain.com) is an unambiguous machine-readable statement of "this page answers this question with this answer", and the things reading pages now are not only the blue-links index. Expect nothing in the SERP and you will not be disappointed; the structure is doing its work elsewhere. What actually earns the ranking is the same thing it has always been: a page that answers the question better than the alternatives, which is all [Google's helpful content guidance](https://developers.google.com/search/docs/fundamentals/creating-helpful-content?ref=livain.com) has ever asked for. The entity chips don't replace that. They stop you writing a good answer that omits the three concepts the reader assumed you would cover. ### Where I will not use it I rolled the same technique into two other properties the same day — a set of service pages that hadn't been written yet, which is the cheapest possible moment to apply it, and ninety-seven town pages in a directory, where it went into the generator rather than the pages, so it survives the domain migration that project is heading for. I am not putting it into the essays. Not these ones. The house voice here is the asset, and retrofitting an honest field note into a question-and-answer layout would strip the one thing that makes it worth reading. Query augmentation belongs on surfaces that are already structured: hubs, reference pages, service pages, FAQ blocks. It does not belong anywhere someone is reading for the argument. The same discipline applies to any tool that promises reach — [the leverage is in knowing where it does and doesn't apply](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/), not in applying it everywhere. Measurement is the honest part of this post that I can't give you yet. The baseline is thirty posts largely not indexed and a hub ranking for almost nothing. In four to six weeks I check one number: how many distinct queries the hub URL picks up, and whether the folded URLs drop out as the canonicals are honoured. If it doesn't move, I'll say so here. Either way, I stopped writing the headings I wanted to write and started writing the ones people type. That was the cheap part, and it was overdue. ### Sources & further reading **External:** [Google Search Central — consolidate duplicate URLs](https://developers.google.com/search/docs/crawling-indexing/consolidate-duplicate-urls?ref=livain.com) · [Google Search Central Blog — changes to HowTo and FAQ rich results](https://developers.google.com/search/blog/2023/08/howto-faq-changes?ref=livain.com) · [Google Search Central — FAQPage structured data](https://developers.google.com/search/docs/appearance/structured-data/faqpage?ref=livain.com) · [Google Search Central — creating helpful, reliable, people-first content](https://developers.google.com/search/docs/fundamentals/creating-helpful-content?ref=livain.com) **Related posts:** [The work was deciding what not to index](https://www.livain.com/blog/the-work-was-deciding-what-not-to-index/) · [Ten minutes of querying killed the content sprint](https://www.livain.com/blog/ten-minutes-of-querying-killed-the-content-sprint/) · [2,390 ways to say 29 things](https://www.livain.com/blog/2390-ways-to-say-29-things/) · [The death of generic AI](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) ### Would you trust Meta's AI agent with your inbox? My take on the Zuckerberg interview URL: https://www.livain.com/blog/zuckerberg-joanna-stern-muse-trust/ Last updated: 2026-09-25T09:29:59.000Z Right after Meta Connect, Joanna Stern sat down with Mark Zuckerberg in Menlo Park and asked him about the new glasses, about Muse, and about the thing hanging over all of it: trust. I hadn't seen the interview yet, so I pressed record, watched it for the first time and paused whenever I had something to say. Which turned out to be quite often. Here are the moments that stuck with me, and where I land on each. ### Trust is the issue Meta can't duck anymore Zuckerberg opened on responsibility and labs taking their time, before anyone had asked about a product. That tells you something. People are afraid of what AI can do, and rightfully so. For most companies trust is one topic among many. For Meta it is the topic, and every launch now gets read through it. His answer is that alignment, an AI system doing what you actually tell it to do, is the most important capability right now. More than getting better at math. I agree with the direction. Where I disagree is the implication that we're nearly there. ### An AI that keeps correcting itself is not a feature Joanna mentioned that Muse keeps coming back to her with "you know what, I got something wrong." Zuckerberg called it reflective. I call it a problem. I see the same pattern with Claude's latest models: it keeps revising answers after the fact because it made mistakes the first time. In a chat that's charming. In an agent that books, buys and emails on your behalf, a correction after the fact is a cost that already happened. > As Ethan Mollick puts it in *Co-Intelligence*: hallucinations are a deep part of how LLMs work. That's why the operator in the loop still matters. The people who get real leverage out of these tools are the ones who know what the right answer looks like before the agent hands them one. I wrote about that from a different angle when [I tested one of my Claude skills against an agent without it](https://www.livain.com/blog/tested-claude-skill-against-baseline-control-group-eval/): the tool is only as good as the judgement checking it. ### The hardware finally looks like something people want The lineup now runs from [Ray-Ban Meta Audio at $349 to a $1,299 pair of VR glasses](https://www.engadget.com/2267230/everything-announced-at-meta-connect-2026/?ref=livain.com). The audio glasses have no camera at all, which quietly addresses the privacy worry around filming people without them knowing. And Meta says the hearing enhancement turns them into an [FDA-cleared, over-the-counter hearing aid](https://www.meta.com/blog/meta-connect-2026-everything-we-announced/?ref=livain.com). That last one is the part I'd underline as a marketer. It is a different target group entirely. We're all getting older, our hearing isn't getting better, and a lot of people skip a hearing aid because it feels bulky or embarrassing. A normal, stylish pair of glasses removes that barrier. It's the same distribution lesson I wrote about with the [Muse Charm](https://www.livain.com/blog/meta-muse-charm-ai-tamagotchi/): put the product where people already are, in a form they already accept. ### Muse is Gemini Spark and Claude Cowork for everyone else Strip away the avatar and Muse does what Gemini Spark and Claude Cowork already do for people who are comfortable with technical tools. It gets access to your computer, your accounts, your email and your messages, and you give it a goal instead of a task. The difference is that Meta made it less codey and more consumer-friendly, and it went straight to the top of the App Store. I can absolutely see the appeal. Zuckerberg's own examples were telling. Find the subscriptions I'm not using and cancel them. Get us a hiking permit. Watch me spar and send feedback between rounds. Give it the goal, and it goes and works on it. That's the endpoint we all want to reach. It's also exactly why the trust question matters so much more for an agent than for a chatbot. We already saw where the friction starts when [Amazon blocked Muse from shopping on its site](https://www.livain.com/blog/amazon-blocks-meta-muse-ai-shopping-agent/). ### Would you give it your Gmail? Joanna hasn't connected her personal Gmail. She doesn't fully trust Meta with it, and she worries Muse might email people on her behalf in ways she didn't intend. Fair. My take is more pragmatic: if you don't want to share it, don't use it. If you have something to hide, also don't use it. But if you don't, the realistic worst case today is being offered a product at a good discount. We already hand this data to dozens of platforms. Meta's answer is architecture. According to Zuckerberg, Muse runs in [a confidential virtual machine that even Meta can't look into](https://thenextweb.com/news/zuckerberg-muse-sources-interview-labs-holding-back-ai-models?ref=livain.com), with a separate sentinel agent that polices what goes in and out and asks you to confirm sensitive actions. He brought in Moxie Marlinspike, who helped build the encryption behind WhatsApp. And here I think Meta gets too little credit. [WhatsApp has had end-to-end encryption for everyone by default since 2016](https://signal.org/blog/whatsapp-complete/?ref=livain.com), across billions of users. That doesn't make every Meta product safe. It does mean the company has done this at scale before. ### AI and kids: time back, not time away Joanna's biggest fear is kids growing up talking to an AI companion that agrees with them on everything. It's a real risk, and I'd add a marketing observation: a friendly little device like the Muse puck is destined to be used by kids, and engaging your future customers early is never an accident. But Zuckerberg's baking example matched my own experience. Over the last twelve months, agents have taken over reports, finances and online orders for me. I catch myself opening certain tools less and less because the work simply runs. That time went back to my family. The same logic sits behind how [a fractional executive works with a lean stack](https://www.livain.com/blog/what-tools-and-technologies-do-fractional-executives-use/): less admin, more judgement. ### Where I land Zuckerberg seems well aware of the current limits. It isn't done, not everything works the way it should, and the pace is still incredible. Meta finally has hardware people actually use and an agent that hit number one. If people come to trust these tools enough to say "find me the cheapest way from A to B, book it and send me the receipt," that changes how we live with technology. Trust is the product now. The rest is features. ### Sources & further reading **External** - [Joanna Stern: Mark Zuckerberg on Muse, New Audio-Only Glasses and Killer AI](https://youtu.be/2cg56uF4hlc?ref=livain.com) (the original interview) - [Meta: Everything we announced at Meta Connect 2026](https://www.meta.com/blog/meta-connect-2026-everything-we-announced/?ref=livain.com) - [Meta: Your personal agent coming to AI glasses](https://www.meta.com/blog/muse-personal-agent-ai-glasses/?ref=livain.com) - [Engadget: Everything announced at Meta Connect 2026](https://www.engadget.com/2267230/everything-announced-at-meta-connect-2026/?ref=livain.com) - [The Next Web: Zuckerberg's Muse pitch and the confidential VM](https://thenextweb.com/news/zuckerberg-muse-sources-interview-labs-holding-back-ai-models?ref=livain.com) - [Signal: WhatsApp's Signal Protocol integration is now complete](https://signal.org/blog/whatsapp-complete/?ref=livain.com) - Ethan Mollick, *Co-Intelligence* **Related posts** - [Meta's Muse Charm is an AI Tamagotchi. The real play is the conversation.](https://www.livain.com/blog/meta-muse-charm-ai-tamagotchi/) - [Amazon blocked Meta's AI shopper. It's not about security.](https://www.livain.com/blog/amazon-blocks-meta-muse-ai-shopping-agent/) - [I tested my new Claude skill against an agent that didn't have it](https://www.livain.com/blog/tested-claude-skill-against-baseline-control-group-eval/) ### Our logo was the old domain, set in type: what a rebrand actually costs in code, redirects and brand strings URL: https://www.livain.com/blog/rebrand-domain-migration-wordmark-redirects-code-audit/ Last updated: 2026-09-25T06:59:59.000Z The blocker that stopped a rebrand for two weeks was not the redirects, the legal texts or the SSL certificate. It was that the logo *was* the domain name, set in type. There was no mark to keep and no wordmark to re-letter. Change the domain and the logo becomes a picture of an address that no longer exists. I run a Swiss trade directory as one of my own projects, and this week I moved it onto a new brand and a new domain. Not for a client, so nobody to blame and nowhere to hide. Here is what a rebrand actually consists of once you stop thinking of it as a design exercise. ### The plan said nineteen files. There were thirty-one. The migration plan, written two weeks earlier, listed nineteen Python files carrying the old domain as a hardcoded string. The actual sweep found thirty-one. Not because the earlier count was careless, but because a domain literal is the kind of thing that gets copy-pasted into a new generator script on a Tuesday afternoon and never thought about again. The fix was to stop hardcoding it at all: one configuration file holding the site URL, and — this turned out to matter — a *separate* entry for the FTP document root. Those two had been the same string for years, so they had quietly become the same concept. They are not. During a migration the public address changes before the deployment target does, and a codebase that conflates them cannot represent the intermediate state where the site is served from one place under a different name. The verification was the dull part and the part that made it safe. Grep for the old domain across the tree, expect zero hits, compile everything, then regenerate the entire site and diff the output against the previous build. Byte-identical. That is the only assertion worth making before a migration: *nothing changed except the thing I meant to change.* ### The redirect map was easier than the brand sweep The redirects were 1,176 URLs and a pure host swap, which is the least interesting kind of migration and by far the best kind to have. Google's [site move documentation](https://developers.google.com/search/docs/crawling-indexing/site-move-with-url-changes?ref=livain.com) wants one-to-one permanent redirects from every old URL to its closest new equivalent, kept in place for at least a year, plus the [Change of Address tool](https://support.google.com/webmasters/answer/9370220?hl=en&ref=livain.com) in Search Console once the new property is verified. A blanket redirect to the homepage is where people throw away their rankings, and it is always tempting because it is one line of configuration. The plan had also over-estimated one section — the magazine was 38 URLs plus 72 dated posts, not the "200+" I had written down. Worth checking, because a wrong count is how a two-day job gets scheduled as a two-hour one, or the reverse. The brand sweep was the fiddly half: 22 brand phrases across 15 files — page generators, email sender names, print layouts, theme templates. And one rule I had to hold firmly the whole way through: the old brand name was also a *keyword*. The trade term people actually search for appears in headings and copy all over the site and must not move an inch. A find-and-replace that treats a brand string and a search term as the same string will strip the site's organic relevance while making everything look tidy. The legal texts I did not touch at all, pending a lawyer's answer. Old brand name, still live, deliberately. A rebrand that silently rewrites its own terms and conditions is not a rebrand, it is a problem for later. > Renée Mauborgne, in *Blue Ocean Shift*: "A brand, in short, is the result of what you do. It's not an isolated, independent factor." Which is why the expensive part of this week was never the logo. It was the thirty-one files, the eleven hundred redirects and the sender name on the automated emails. ### What made the wordmark blocker solvable I did not start a new identity. I sampled the colours out of the existing logo, kept the existing signet tile, and set the new name in the typeface the site already uses, with the three parts of the name carrying three tones from that palette. Fifteen minutes of decisions, because all the decisions had already been made — [the design system was already reverse-engineered from the live site](https://www.livain.com/blog/the-brand-book-didnt-exist/), so there was a documented palette and type ramp to build from rather than a taste argument. Then everything that is only changeable in the live system went onto a separate checklist with current-state and target-state columns: WordPress site title, SEO title suffix, logos, favicon, analytics property, payment product descriptors. These are the items that no sweep of the codebase will ever find, because they live in a database or someone else's dashboard, and they are the ones that survive the cutover as embarrassing leftovers if nobody writes them down. And the print pipeline got a dry run — one magazine issue rendered to PDF, twelve pages, zero occurrences of the old brand. Checking the generated artefact rather than the generator is the same instinct as diffing the site output: [assert on what actually ships](https://www.livain.com/blog/the-work-was-deciding-what-not-to-index/), not on what the code intends to ship. ### The uncomfortable finding Nothing had happened in the two weeks since the plan was written. The SSL certificate for the new domain was still broken. The repository was still sitting on an unrelated feature branch. Every blocker on the list was untouched. The plan had been perfectly good and completely inert, which is a failure mode [I have run into before](https://www.livain.com/blog/i-scheduled-a-weekly-check-that-could-never-run/) in a different costume: a written intention with no dated owner does not execute itself, and a fortnight is long enough for that to be invisible. The thing that moved it this week was not a better plan. It was a cutover date, a list of items only Remco can do — certificate, mailboxes, search console, the lawyer's letter — and the acceptance that the codebase work could all be done in parallel, on a branch, deploying nothing. That last part is the actual technique. Everything I built this week is staged: refactor, redirect map, brand sweep, new logos, the migrated prospectus, all committed and none of it live. The cutover is then a small number of switches rather than a week of work performed under time pressure on a production site. A rebrand looks like a design project and behaves like a data migration. Budget it that way. ### Sources & further reading **External** [Site moves with URL changes — Google Search Central](https://developers.google.com/search/docs/crawling-indexing/site-move-with-url-changes?ref=livain.com) [Change of Address tool — Search Console Help](https://support.google.com/webmasters/answer/9370220?hl=en&ref=livain.com) **Related posts** [The brand book didn't exist](https://www.livain.com/blog/the-brand-book-didnt-exist/) [The work was deciding what not to index](https://www.livain.com/blog/the-work-was-deciding-what-not-to-index/) [2,390 ways to say 29 things](https://www.livain.com/blog/2390-ways-to-say-29-things/) [I scheduled a weekly check that could never run](https://www.livain.com/blog/i-scheduled-a-weekly-check-that-could-never-run/) ### The Prime Day freeze: why waiting for the peak costs you more than you think URL: https://www.livain.com/blog/prime-day-freeze-waiting-for-the-peak/ Last updated: 2026-09-25T04:59:59.000Z Amazon's autumn Prime Days are set for [October 6 and 7](https://www.aboutamazon.com/news/retail/amazon-prime-big-deals-day-2026-when-october-6-7?ref=livain.com), across 22 countries. Two days, and for many brands the biggest sales peak before Black Friday. Every team I talk to plans the peak. Almost nobody plans the weeks around it, and that's where the money quietly goes. It's been a busy month for Amazon, which [just blocked Meta's AI shopping agent](https://www.livain.com/blog/amazon-blocks-meta-muse-ai-shopping-agent/) from its marketplace. But for most sellers, this calendar matters more than any agent. I built a small model of it to make the point visible, and walked through it on video: ### The freeze before the peak The moment Amazon announces the dates, a share of your normal buyers stops buying. They've seen the banner, they know a deal might be coming, so they add your product to the cart and wait. The drop in those days can be half of normal sales, sometimes more. Then Prime Days arrive and you do three times a normal day. Everyone celebrates the spike. But part of that spike is the same demand you didn't get the week before, just delayed and discounted. Meanwhile, your cash flow took a hit, and if you fulfil yourself rather than through FBA, your warehouse now has to handle a week's worth of orders in two days. ### And the slump after it The week after is the part people forget. The buyers who wanted your product have bought it. The ones who missed the deal don't want to pay full price now that they know it was cheaper yesterday. Some simply spent their budget. Sales after Prime Days can sit well below a normal week for a while. Put the three phases together and the picture changes. In my model, with illustrative numbers (a brand doing €10'000 on a normal day at a €200 order value), 39 normal days would have brought in €390'000\. With the freeze, two Prime Days and the slump, the same period brings in €334'000\. That's €56'000 less than if Prime Days had never happened. > Prime Days are two days. The freeze before them and the slump after them last three weeks. ### The alternative: ramp up early Instead of betting everything on two days, you can take part of your range, maybe half of your ASINs, and start discounting before the announcement effect sets in: coupons, a modest price cut, spread over the weeks leading up. You give away some margin on sales you might have made anyway. In return, the freeze gets smaller, because there's less reason to wait, and the slump gets milder, because customers see a fair price rather than a one-off crash. In the same model, ramping up early ends the period at €351'800 instead of €334'000\. That's €17'800 more revenue and about €6'100 more contribution profit, even though the Prime Days themselves come out weaker. The ramp-up strategy is €26'500 ahead going into Prime Days, and still ahead afterwards. More importantly, the whole period becomes plannable: steadier cash, steadier logistics, no three-week gamble. ### Why most brands don't do it There's a real reason, and it's Amazon's pricing mechanics. For a Prime-exclusive deal, Amazon compares your deal price against [the lowest price your product sold at in the last 30 days](https://sellercentral.amazon.com/help/hub/reference/external/GFQCDTDE2HV9NMVV?ref=livain.com), not your list price. Discount early and that lower price becomes the new benchmark. So if your lamp normally sells at €200 and you couponed it at €180 in September, a planned 10% Prime deal no longer means €180\. It means going below €180, somewhere around €160\. That's €18 or more per unit given away on your biggest days, and it's why brands are scared to discount early. In Europe the same logic is written into law: German price rules require a discount to be shown against [the lowest price of the previous 30 days](https://www.gesetze-im-internet.de/pangv%5F2022/%5F%5F11.html?ref=livain.com). But the freeze isn't free either. The honest question isn't whether to protect the Prime price. It's which loss is bigger, and that depends on your numbers: how hard your sales drop after the announcement, how big your Prime multiple really is, how deep the slump goes. Which is exactly why it's worth modelling rather than guessing. ### Model it with your own numbers I built the model with Claude. That's the part of AI I find most useful in this work: not writing the strategy for me, but getting an idea out of my head and in front of a client in a form they can play with. [Designing it first, then building it](https://www.livain.com/blog/i-designed-an-app-in-claude-before-building-it/) is the same habit I use for everything else. If you want it, send me an email and I'll share it, or give this video to your own LLM and ask it to build one with your numbers. Just be careful what you read into the output. The model is only as good as the assumptions you give it, and a dip after an announcement can have other causes. [Check whether a dip is a signal](https://www.livain.com/blog/test-whether-a-dip-is-a-signal-before-hunting-for-a-bug/) before you rebuild your calendar around it. ### Your customers learn your calendar There's one more cost that doesn't show up in any single year. If buyers learn that your product drops 30 or 40% every October, they'll wait for it next year too, and they'll hesitate at full price in August and September. You're not just running a promotion, you're teaching your customers when to buy. Discount depth is part of your positioning, whether you mean it to be or not. So don't only look at the peak. Look at liquidity, logistics, what your customers expect and how you want to be seen. And if you decide the math is worth doing properly, it's exactly the kind of question where [twenty years of watching these curves](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) matters more than the tool you use to draw them. The spike is the easy part to see. The weeks around it are where the margin goes. ### Sources & further reading **External** [About Amazon: Prime Big Deal Days 2026 is set for October 6-7](https://www.aboutamazon.com/news/retail/amazon-prime-big-deals-day-2026-when-october-6-7?ref=livain.com) [Amazon Seller Central: Reference pricing and promotions FAQ](https://sellercentral.amazon.com/help/hub/reference/external/GFQCDTDE2HV9NMVV?ref=livain.com) [German Price Indication Ordinance (PAngV), § 11: lowest price of the last 30 days](https://www.gesetze-im-internet.de/pangv%5F2022/%5F%5F11.html?ref=livain.com) **Related posts** [Amazon blocked Meta's AI shopper. It's not about security.](https://www.livain.com/blog/amazon-blocks-meta-muse-ai-shopping-agent/) [I designed an app in Claude before building it. Claude Code shipped it in a day.](https://www.livain.com/blog/i-designed-an-app-in-claude-before-building-it/) [A client asked why four days looked weak: how to test whether a dip is a signal before you go hunting for a bug](https://www.livain.com/blog/test-whether-a-dip-is-a-signal-before-hunting-for-a-bug/) ### Meta's Muse Charm is an AI Tamagotchi. The real play is the conversation. URL: https://www.livain.com/blog/meta-muse-charm-ai-tamagotchi/ Last updated: 2026-09-24T12:10:06.000Z At Connect this week, between the new glasses, Mark Zuckerberg held up something much smaller. A little device on a keychain with a small screen and a cartoon character on it that talks back. [In his own words](https://www.threads.com/@zuck/post/Ddpj5CKEdMh?ref=livain.com), it's "a joyful little device for talking to your Muse that fits on your keychain." It's called the Muse Charm, and Meta wants it shipping in December. Most of the coverage filed it under gadget news. I think it's the most interesting thing Meta showed, and not because of the hardware. I recorded my take the day after: ### Meta finally found a hardware game that works For years Meta has been the company with the software reach and no hardware hit. The headsets found a niche and stayed there. What changed things was the Ray-Ban collaboration. Meta and EssilorLuxottica sold [more than 7 million smart glasses in 2025](https://www.uploadvr.com/meta-essilorluxottica-sold-7-million-smart-glasses-in-2025/?ref=livain.com), more than triple the year before. The product got better, sure. But what Meta really cracked was distribution. It found a way to put its hardware in shops people already walk into, on a brand they already trust, in the hands of people who actually want it. That's the part I keep coming back to. ### The Charm is a Tamagotchi for your AI assistant Muse itself is Meta's personal assistant. It manages tasks, makes bookings, helps with work on your computer. I wrote earlier this week about [what happened when Muse tried to shop on Amazon](https://www.livain.com/blog/amazon-blocks-meta-muse-ai-shopping-agent/). The Charm puts that assistant on a tiny screen with an animated avatar you talk to in real time. Meta pitches it as a way to reach Muse without pulling out your phone. You can make the character your own, dress it up, play with it. That's the clever bit. Meta is gamifying the AI assistant. A to-do app is a tool you open when you have to. A character on your keychain is something you check on because you want to. Those are completely different adoption curves, and the second one is how a product becomes a daily habit. ### One device, three generations Most AI tools today are built for people like me: mid-thirties to mid-forties, lots on our plate, happy to learn a new interface if it saves an hour. An assistant that wants to reach everyone has to work for two other groups at the same time. It has to be simple enough for people in their sixties and older. Anyone who has designed for that audience knows [how different the requirements are](https://www.livain.com/blog/most-of-their-buyers-are-over-55/). Talking to a friendly face is about as low a barrier as technology gets. And it has to appeal to teenagers, who are the group Meta struggles with most, because they aren't on Facebook. A cute character they can customise is a much easier sell to them than another app from their parents' social network. ### The real prize is the conversation Here's what I think is actually going on. If people talk to this thing every day, they'll tell it what they're working on, where they want to go on holiday and what's hard in their lives right now. That's an extraordinary amount of first-party context, the kind no ad platform ever gets from clicks and likes. For Meta that feeds everything: better products in WhatsApp and Instagram, better ad targeting, and a direct line to exactly the younger users it has been losing. It's the same logic I described in [owning the customer](https://www.livain.com/blog/unless-you-already-own-the-customer/). Whoever owns the daily conversation owns the relationship, and everything else can be sold on top of it. Whether you find that exciting or uncomfortable probably depends on how much you trust Meta with it. Either way, it's the strategy, and it's worth seeing it clearly. ### Portal had the product. Ray-Ban had the channel. Meta has tried consumer hardware outside the headsets before. Portal, the video-calling screen, was a genuinely decent product. Meta sold [600,000 units in 2020 and 800,000 in 2021](https://www.engadget.com/meta-discontinuing-portal-devices-consumers-050424665.html?ref=livain.com), most of them to businesses, and in 2022 it stopped making consumer versions. Good product, no channel. > "New products or services may be doomed for all sorts of reasons: uneven quality, unimaginative marketing, unreliable distribution, or unrealistic pricing." Tim Brown, *Change by Design* I highlighted that line long before the glasses existed, and Meta's hardware history reads like a case study of it. Portal didn't fail on quality, it failed on distribution. The glasses succeeded because Meta borrowed a distribution machine it didn't have to build itself. That's why I'm watching the Charm. The concept is strong. What decides it is whether Meta can ramp up production and get it into enough hands by the holidays, through channels where people actually buy gifts. December isn't far off. If they pull that off, I'll be very impressed. ### What I'd take from this as a marketer The lesson isn't really about gadgets. The best product doesn't win, the product that reaches people through a channel they already use does. And the most valuable thing a brand can earn is a reason for people to come back every day without being asked. AI makes it easy to build the product part fast. Knowing which lever actually moves adoption, the channel, the habit, the audience you're missing, is still judgement, and [that's where the leverage is](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/). Meta just gave us a very public example of getting it right after years of getting it wrong. The Charm is a toy. The conversation it starts is the business. ### Sources & further reading **External** [Mark Zuckerberg on Threads: Muse Charm, shipping in December](https://www.threads.com/@zuck/post/Ddpj5CKEdMh?ref=livain.com) [The Gadgeteer: Meta Muse Charm wants to put your AI assistant on your keychain](https://the-gadgeteer.com/2026/09/24/meta-muse-charm-ai-assistant-keychain/?ref=livain.com) [UploadVR: Meta and EssilorLuxottica sold 7 million smart glasses in 2025](https://www.uploadvr.com/meta-essilorluxottica-sold-7-million-smart-glasses-in-2025/?ref=livain.com) [Engadget: Meta is discontinuing Portal devices for consumers](https://www.engadget.com/meta-discontinuing-portal-devices-consumers-050424665.html?ref=livain.com) Tim Brown, *Change by Design* (Harper Business, 2009) **Related posts** [Amazon blocked Meta's AI shopper. It's not about security.](https://www.livain.com/blog/amazon-blocks-meta-muse-ai-shopping-agent/) [Nobody needs another me-too product. Unless you already own the customer.](https://www.livain.com/blog/unless-you-already-own-the-customer/) [Most of their buyers are over 55\. The brief was mobile-first.](https://www.livain.com/blog/most-of-their-buyers-are-over-55/) [The Death of Generic AI: Why Deep Domain Expertise is the Only Real Leverage Left](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) ### Amazon blocked Meta's AI shopper. It's not about security. URL: https://www.livain.com/blog/amazon-blocks-meta-muse-ai-shopping-agent/ Last updated: 2026-09-24T11:42:02.000Z Over the weekend of September 20, anyone who asked Meta's new Muse agent to buy something on Amazon hit a wall. Not an error, a warning: continued access by an unauthorized AI agent violates Amazon's Conditions of Use. [GeekWire broke the story](https://www.geekwire.com/2026/amazon-blocks-metas-muse-ai-assistant-in-new-standoff-over-agentic-shopping/?ref=livain.com), and Amazon's stated reasons are all about security. The agent doesn't identify itself, it didn't ask permission, and it appears to handle customer credentials. Those concerns are real. I just don't think they're the reason. I recorded my take on it this week: ### An agent doesn't browse Think about what an AI agent actually does on a marketplace. You tell it what you need, it finds the cheapest version that fits, it buys it, and it leaves. No scrolling. No "customers also bought". No sponsored listing in position two. No second item in the basket because something caught your eye on the way to checkout. That browsing is the business. Amazon's advertising arm alone brought in [more than $68 billion last year](https://www.forbes.com/sites/the-prompt/2026/09/23/amazons-68-billion-reason-to-block-metas-muse/?ref=livain.com), and every dollar of it depends on a human being looking at a page. An agent that shops efficiently is, from Amazon's side of the table, a customer who never sees an ad and never adds the impulse item. That's not a security problem. That's a business model problem. > "I constantly remind our employees to be afraid, to wake up every morning terrified. Not of our competition, but of our customers." Jeff Bezos, *Invent and Wander* I highlighted that line years ago, and it reads differently this week. The customers are the ones asking Muse to do the shopping. Blocking the agent is blocking a customer who has decided to shop differently. ### We've seen this movie before When DoorDash and Uber Eats arrived, restaurants had the same fear. A middleman would sit between them and their guests, take a cut, and own the moment where people decide where to eat. Discovery would move somewhere they didn't control. Some restaurants fought it. Most ended up on the platforms anyway, because that's where the customers went. The same shift is happening one layer up. More and more, a product gets found by being the answer an LLM gives: in ChatGPT, in Gemini, in Muse. Where the product is listed and where it gets bought starts to matter less than whether the assistant picks it. My guess is that within the next 24 to 36 months a meaningful share of people will simply say "buy this for me" to whatever assistant they already use, and never visit the shop at all. I wrote about the other side of that coin when [Cloudflare started letting sites split AI training from AI answers](https://www.livain.com/blog/cloudflare-block-ai-training-ai-crawl-control/): the question is no longer whether bots reach you, but which ones you let in and on what terms. ### Amazon already has its own agent What makes this more interesting is that Amazon isn't against agents. It's against agents it doesn't own. In May it turned Rufus into [Alexa for Shopping](https://www.aboutamazon.com/news/retail/alexa-for-shopping-ai-assistant?ref=livain.com), an agentic assistant that researches, recommends and buys for you inside Amazon's walls. Inside its own ecosystem, "just buy it for me" is fine. Muse isn't the first outside agent to be turned away, either. Amazon has been tightening its robots.txt against AI crawlers for a while, including [the bots ChatGPT uses to read live pages](https://www.modernretail.co/technology/amazon-quietly-blocks-more-of-openais-chatgpt-web-crawlers-from-accessing-its-site/?ref=livain.com), and it took Perplexity's Comet agent to court. So the real question is what comes next. When Gemini, Claude, ChatGPT and Grok all ship agents that can buy, does Amazon block every one of them? ### Partner, don't block I don't think blocking is a winnable game. Agentic shopping isn't going away, and Amazon has exactly what these assistants need most: a trusted product database, real reviews, real prices, shipping weights, delivery dates, and logistics nobody else can match. That's the part of retail they have nailed. The stronger move is to be the fully integrated layer every assistant relies on, not the store that turns them away at the door. It's also a pattern I see with clients all the time. The instinct under pressure is to defend the model you have. The better question is where you still [own the customer relationship](https://www.livain.com/blog/unless-you-already-own-the-customer/) once the interface changes, and how to make yourself indispensable there. ### What this means if you sell anything online You don't have to be Amazon for this to matter. Every shop is about to be read by bots before it's seen by people. Can an assistant understand what you sell, at what price, and when you can deliver it? Is your product data structured, or buried in a PDF price list? Do you let the crawlers that matter pick up your products and your prices, or does a default setting keep them out? Data clarity for bots is going to decide who gets recommended over the next couple of years. The shops that sort it out now will profit while the big players are still arguing about terms. This is where experience matters more than tooling. Any AI will happily write you a "get ready for agentic commerce" plan. Knowing which three fields in your feed actually decide whether you get picked is what [twenty years of doing the work](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) buys you. Amazon can close the door on Muse. It can't close the door on the way people are starting to shop. ### Sources & further reading **External** [GeekWire: Amazon blocks Meta's Muse AI assistant in new standoff over agentic shopping](https://www.geekwire.com/2026/amazon-blocks-metas-muse-ai-assistant-in-new-standoff-over-agentic-shopping/?ref=livain.com) [TechCrunch: Meta's AI agent has been blocked from using Amazon.com](https://techcrunch.com/2026/09/21/metas-ai-agent-has-been-blocked-from-using-amazon-com/?ref=livain.com) [Forbes: Amazon's $68 billion reason to block Meta's Muse](https://www.forbes.com/sites/the-prompt/2026/09/23/amazons-68-billion-reason-to-block-metas-muse/?ref=livain.com) [About Amazon: Meet Alexa for Shopping](https://www.aboutamazon.com/news/retail/alexa-for-shopping-ai-assistant?ref=livain.com) [Modern Retail: Amazon quietly blocks more of OpenAI's ChatGPT web crawlers](https://www.modernretail.co/technology/amazon-quietly-blocks-more-of-openais-chatgpt-web-crawlers-from-accessing-its-site/?ref=livain.com) Jeff Bezos, *Invent and Wander* (Harvard Business Review Press, 2020) **Related posts** [Cloudflare now lets you block AI training on your website, without disappearing from AI answers](https://www.livain.com/blog/cloudflare-block-ai-training-ai-crawl-control/) [Nobody needs another me-too product. Unless you already own the customer.](https://www.livain.com/blog/unless-you-already-own-the-customer/) [OpenAI built a whole browser for the agent. The agent didn't need one.](https://www.livain.com/blog/openai-built-a-whole-browser-for-the-agent-the-agent-didnt-need-one/) [The Death of Generic AI: Why Deep Domain Expertise is the Only Real Leverage Left](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) ### I raised a client's Google Ads budget 59% while the account could see one lead in sixteen: how to scale on purpose with broken attribution URL: https://www.livain.com/blog/scaling-google-ads-budget-while-attribution-is-broken/ Last updated: 2026-09-24T06:59:59.000Z Google Ads recorded one conversion last week for a building-materials client. I counted sixteen leads. That is roughly 94% of the outcome invisible to the system that is supposed to be optimising toward it. On Monday I raised the daily budget by 59% anyway. I want to write down why that was a defensible decision rather than a reckless one, because "we scaled while the measurement was broken" is a sentence that normally appears in a post-mortem. ### The cap was biting on exactly the days that matter The finding that moved me had nothing to do with conversions. Saturday and Sunday took 32% of the week's spend across 28.6% of the days — which on its own is unremarkable, a business whose customers are private homeowners doing their research at the weekend. Mobile was 72% of spend, consistent with the same story. The number that mattered was [impression share lost to budget](https://support.google.com/google-ads/answer/7103314?hl=en&ref=livain.com), split by day of week rather than averaged across it. Monday to Friday: 8.2%. Saturday: 11.6%. Sunday: 14.5%. Sunday was also the single most expensive day in the entire fortnight. The weekly average hid that completely. Averaged, the account looked mildly budget-constrained and mostly fine. Split by weekday, the daily caps were slamming shut precisely when the demand showed up, and the account was buying a smaller share of its best auctions than of its worst ones. That distinction — lost to budget versus lost to rank — is the one that decides whether more money does anything at all. [Adalysis put it plainly](https://adalysis.com/blog/ppc-kpi-monitoring-how-to-diagnose-and-work-with-impression-share-loss-due-to-budget/?ref=livain.com): raise bids when budget is the constraint and you just burn through the cap faster; raise budget when rank is the constraint and you buy more impressions from a losing position. Here, every campaign was running on a maximise-clicks strategy with no bid ceiling, which makes budget a direct lever on both — more budget permits higher bids, which reaches into the rank-lost share as well. One of the starved campaigns flipped from budget-constrained to eligible within minutes of the change. The cap was real, not theoretical. So there is a genuine, measurable, conversion-independent reason to spend more. Clicks were up 14% week on week for 7% more money, and the cost per click had come down. The efficiency was already improving before I touched anything. ### And here is what I am giving up With attribution at roughly 6% coverage, I will not be able to say which part of the extra spend worked. Not "it will be hard to say." Will not be able to. If leads go from sixteen to twenty, I will know the account produced four more and I will not know which campaign, which query or which day produced them. The two fixes that would close that gap have been sitting with the client's web developer since late August — persisting the attribution cookie as order metadata, and replacing a hardcoded zero conversion value with a real enquiry value and a transaction ID. Neither is complicated. Neither is done. The honest version of the decision is therefore: I am buying volume with a strong structural signal and no causal read, for a defined period, and I have written down in advance what I will not learn. > Bezos frames this in *Invent and Wander* as one-way and two-way doors: most decisions are reversible, and the mistake is treating them as though they were not. "If it's wrong, it's wrong. You'll change it." A daily budget is about as two-way as a door gets. That framing is what makes the call reasonable rather than reckless. If the cost per lead — which I count by hand, outside the platform, from the client's own inbox — stays under a threshold I set before I made the change, the scale-up holds. If it crosses it, the budgets go back. I am not betting the quarter on a hunch; I am opening a door I can walk back through in ninety seconds, and I have said out loud what would send me back through it. ### The rule I am taking from this Scaling with broken attribution is allowed, on three conditions. You need a non-conversion reason that is structural rather than hopeful. "Lost impression share to budget concentrated on the highest-demand days" is structural. "It feels like it's working" is not. Everything downstream depends on that distinction. You need a hand-counted outcome metric the platform cannot see. In this account that is the client's own inbox, sixteen leads a week, counted by me. It is unglamorous and it is the only trustworthy number in the entire arrangement. If I did not have it I would have no business increasing anything. And you need the abort condition written down before the spend goes up, with a date attached. I check next Monday, comparing like for like. I have learned the hard way that [a number moving is not the same as a number meaning something](https://www.livain.com/blog/test-whether-a-dip-is-a-signal-before-hunting-for-a-bug/), and that a threshold invented after the results arrive is not a threshold at all. What I am not doing is waiting for the tracking to be fixed first. The season for this product ends in autumn; the developer tickets are three weeks old; the auctions are happening this weekend whether or not the conversion snippet ever gets its transaction ID. Perfect measurement that arrives in November is worth less than imperfect measurement plus a hand count in September. But the gap does not get to be invisible either. I have written before about what happens when a measurement hole goes unnamed — [nineteen days of spend with the tag gone from the page](https://www.livain.com/blog/gtm-snippet-removed-from-page-nineteen-days-no-measurement/), or a [ratio quietly broken by a filter](https://www.livain.com/blog/channel-filter-broke-roas-attributing-ad-spend/). In both cases the damage came from the reporting continuing to look normal. Here, the report says 1 conversion against 16 leads, in the note, above the budget table, where the client reads it. Scale when you can see the constraint. Say plainly what you won't be able to prove. Put a date on going back. ### Sources & further reading **External** [Get impression share data — Google Ads Help](https://support.google.com/google-ads/answer/7103314?hl=en&ref=livain.com) [Diagnosing impression share loss due to budget — Adalysis](https://adalysis.com/blog/ppc-kpi-monitoring-how-to-diagnose-and-work-with-impression-share-loss-due-to-budget/?ref=livain.com) [About conversion windows — Google Ads Help](https://support.google.com/google-ads/answer/3123169?hl=en&ref=livain.com) **Related posts** [Nineteen days of ad spend with no measurement](https://www.livain.com/blog/gtm-snippet-removed-from-page-nineteen-days-no-measurement/) [The channel filter on my dashboard silently broke ROAS](https://www.livain.com/blog/channel-filter-broke-roas-attributing-ad-spend/) [How to test whether a dip is a signal](https://www.livain.com/blog/test-whether-a-dip-is-a-signal-before-hunting-for-a-bug/) [Three ways in, none of them a funnel](https://www.livain.com/blog/three-ways-in-none-of-them-a-funnel/) ### I tested my new Claude skill against an agent that didn't have it — and the control group found the saving my skill missed URL: https://www.livain.com/blog/tested-claude-skill-against-baseline-control-group-eval/ Last updated: 2026-09-23T06:59:59.000Z My new Claude skill was 35% faster than an agent working without it, used 12% fewer tokens, and tested more discount codes. It also missed €10.51 that the agent without the skill found in about two minutes, by noticing that the same product was cheaper per kilo in a different pack size. That is the whole reason to run the baseline. ### What I built, and why it needed testing at all I had spent an afternoon manually hunting savings on a €120 grocery cart — testing whether an "app-only" discount code actually works on the web (it does), checking whether Swiss retailers carried the same brand more cheaply (they don't, one had delisted it entirely), and working out the customs threshold under which a food order crosses the border duty-free. It worked, and it was the kind of thing I would do again, so I turned it into a [Claude skill](https://platform.claude.com/docs/en/agents-and-tools/agent-skills/overview?ref=livain.com): a folder of instructions plus a reference file of Swiss-specific levers that Claude loads when I show it a checkout page. The obvious next step is to declare victory. The skill works, I used it, it found savings. Except that proves nothing, because I never watched Claude try the same task without it. I was about to record a comparison in which one side never played. Anthropic's own [guidance on authoring skills](https://platform.claude.com/docs/en/agents-and-tools/agent-skills/best-practices?ref=livain.com) is explicit about this: build scenarios that test the gaps, measure performance *without* the skill first, then iterate against that baseline. It reads like process hygiene. It is actually the only thing standing between you and a permanent, confident, unfalsifiable belief that your skill is good. ### The run One evaluation, a different cart from the same shop, €86\. Two fresh agents: one with the skill installed, one with nothing but the task. Seven assertions about what a good answer contains. Both passed all seven. The skill was meaningfully faster — 8.8 minutes against 13.5 — and got there with fewer tokens, because it already knew which retailers to check and did not have to rediscover the checkout-testing method from scratch. On the metric I had set out to improve, it improved things. And then the baseline agent, wandering around the product catalogue without my instructions telling it where to go, noticed that a large pack of the same product had a lower unit price than the small ones in the cart. A €10.51 saving on an €86 order. My skill had walked past it, because my instructions did not contain a step for it, because when I did the task by hand in the first place I had not thought of it either. So the skill inherited my blind spot and then executed it 35% faster. That is what a skill is: a recording of one person's approach, with the gaps included. > David McRaney, in *You Are Not So Smart*, on the argument from ignorance: "No matter how you feel about the question, you would be incorrect to assume the lack of evidence proves your assumption." My skill reported no further savings. I would have read that as there being none. ### The control group is doing a different job than you think I set up the baseline to answer "is the skill better?" — a scoring question, with a yes or no at the end of it. That was the boring half of the result. The useful half is that an agent without my instructions is an agent that has not been told what to ignore. Every line I write into a skill is simultaneously a shortcut and a fence. The speed gain and the missed pack size are the same mechanism viewed from two sides. Constraining the search is what makes it fast, and what makes it blind. So the baseline is not really the control condition in an experiment. It is a second opinion from something with no priors. I folded the format-swap lever into the skill the same evening, and the skill is now better than it could have become through any amount of me re-reading my own instructions, because I cannot review my way out of a gap I do not know is there. This also changes how often I think I should run one. I had it filed as a launch-time gate — build the skill, prove it beats baseline, ship, done. It is closer to a recurring check, in the way that [a routine that silently fails for three weeks](https://www.livain.com/blog/scheduled-claude-code-routine-failed-agentic-workflows-context/) needs something outside itself to notice. A skill that has been running for six months has had six months of the world changing underneath its instructions, and it will keep reporting success the whole time. ### The parts that generalise Run the task twice, once naked. Not a mental simulation of how it would have gone — an actual run, with an actual agent, that you read afterwards. It costs one evaluation. Score on your criteria, then read the losing transcript anyway. My scoring rubric had seven assertions and none of them was "found every available saving," so on the scoreboard the two runs tied. The €10.51 was invisible to my own measurement and visible in thirty seconds of reading. Treat the gap as material, not as an embarrassment. The point of the exercise is not to certify the skill. It is to harvest whatever the unconstrained version did that the constrained one could not. And keep the distinction in mind between a skill and an agent — [I've written about where that line actually sits](https://www.livain.com/blog/claude-skills-vs-claude-agents-the-difference-that-actually-matters/) — because a skill is procedural knowledge, and procedural knowledge is exactly the kind that goes quietly out of date. The same instinct applies to the tooling decisions around it: I only knew that [building my own screen recorder beat paying for one](https://www.livain.com/blog/replaced-loom-with-a-single-html-file-claude-code-buy-vs-build/) because I built the thing and measured it, rather than reasoning about it from the outside. None of this is an argument against skills. The skill is better than me at this task now, in both directions — faster than my manual process and, since yesterday, in possession of a lever I never used. It got there because I let something dumber have a turn. Build the skill. Then let the version without it embarrass you once, on purpose, while it is cheap. ### Sources & further reading **External** [Agent Skills — Claude Platform Docs](https://platform.claude.com/docs/en/agents-and-tools/agent-skills/overview?ref=livain.com) [Skill authoring best practices — Claude Platform Docs](https://platform.claude.com/docs/en/agents-and-tools/agent-skills/best-practices?ref=livain.com) **Related posts** [Claude skills vs Claude agents — the difference that actually matters](https://www.livain.com/blog/claude-skills-vs-claude-agents-the-difference-that-actually-matters/) [My scheduled Claude Code routine failed three weeks running](https://www.livain.com/blog/scheduled-claude-code-routine-failed-agentic-workflows-context/) [I replaced my Loom subscription with a single app I built myself](https://www.livain.com/blog/replaced-loom-with-a-single-html-file-claude-code-buy-vs-build/) [The death of generic AI](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) ### A price-list download is not a lead: how to measure a channel whose revenue arrives in two years URL: https://www.livain.com/blog/price-list-download-is-not-a-lead-long-lead-time-attribution/ Last updated: 2026-09-22T06:59:59.000Z The quotation is for roughly 1,500 square metres of paving stone. The road it will surface is due to be laid in about two years. And the first traceable step in that chain was somebody filling in a price-list form on a website on a Tuesday afternoon in August, four weeks earlier. That is the first fully documented download-to-quotation chain I have for a natural-stone supplier I look after, and I have been waiting months for one. Their commercial lead had written to me a fortnight before, after a monthly review: *now all that's missing is the link to the quotations and the sales. Not entirely unimportant.* He was right, and I had nothing to give him. Now I do, and it says two things I did not expect to have to argue for. ### Nobody called back. Somebody called out. When the enquiry landed, the managing director forwarded it to a colleague in sales with a one-line instruction: follow up in a week. She rang the architect. He, in her words, appreciated it very much. The quotation followed. Two sales people in that business had independently reported the same thing about this channel in the same week: *nobody has contacted me directly.* Both of them were describing it as a weakness of the channel. It is not. A price-list download is a set of contact details and a stated intention. It is not a person who intends to ring you. The confirmation email that goes out automatically is administration; the phone call a week later is the marketing working. The [Harvard Business Review study of 2,241 companies](https://hbr.org/2011/03/the-short-life-of-online-sales-leads?ref=livain.com) responding to web-generated leads found that 23% never responded at all, and that firms which made contact within an hour were far more likely to qualify the lead than those who waited a day. I am not going to pretend a paving project with a 2028 delivery date runs on a one-hour clock. But the structural finding holds regardless of speed: the channel produces contact details, and contact details rot untouched. So the recommendation I made is embarrassingly unglamorous. A follow-up commitment of about a week on every single price-list request, with a named owner per region. That is it. That is the whole intervention, and it is worth more than any further optimisation of the form it came through. > Benjamin Graham's line, quoted by Jeff Bezos in *Invent and Wander*: "In the short term, the stock market is a voting machine; in the long term, it's a weighing machine." Lead channels are the same. In the short term you are counting votes. The weighing happens years later, and you will not be running the same report by then. ### A channel whose results arrive in 2028 cannot be measured in 2026 revenue This is the part that changes how I report. If the paving goes down in about two years, then realised revenue this year tells you nothing about whether the channel works. Attribution logic that keys on revenue booked in the same calendar year will read this channel as a failure for two consecutive annual reviews and then, if anyone is still keeping records, as a miracle in the third. So the leading indicator is quotation volume and quotation value, and realised revenue is the lagging one. Say that out loud before the numbers arrive, not after, because afterwards it sounds like an excuse. The ad platforms have this constraint baked in and it is worth knowing the exact number: Google Ads lets you set a [conversion window](https://support.google.com/google-ads/answer/3123169?hl=en&ref=livain.com) of at most 90 days for a search click. Ninety days against a two-year build cycle. Whatever the platform eventually reports as this channel's contribution is, by construction, a report about the first quarter of a multi-year decision. That is not a bug to be fixed with better tagging. It is the tool telling you honestly that it cannot see that far, and the honest response is to keep the long record somewhere the platform doesn't own. ### What I am actually changing Three things, none of them technical. The quotation goes into a running enquiry-and-quotation register as entry number one, with the date of the original download attached. Not because one row is a dataset, but because the register only becomes an argument if somebody starts it before it is convincing. The follow-up commitment gets a named owner by region, so that "somebody should ring them" has a name on it. I have written before that [someone has to own the learning](https://www.livain.com/blog/someone-has-to-own-the-learning/); the same is true of a phone call, and for the same reason — a responsibility spread across three people is a responsibility held by none. And the reporting frame changes. I have been building a [performance dashboard for this business that reports enquiry value rather than revenue](https://www.livain.com/blog/client-performance-dashboard-enquiry-value-not-revenue/), precisely because they take no payment online. This case says the same thing one layer further down the funnel: what the dashboard should be weighing is quotations issued, and the number it will not be able to show for years is the one everybody wants. The temptation in that gap is to quietly substitute a number you do have. That is how you end up [counting three enquiry routes as one funnel](https://www.livain.com/blog/three-ways-in-none-of-them-a-funnel/), or [comparing two windows measured with different rulers](https://www.livain.com/blog/monthly-client-report-to-90-day-review/). Long lead times do not make measurement impossible. They make it slow, and slow measurement is where most people start making things up. One architect, one phone call, one quotation, four weeks and a two-year horizon. The channel did its job in August. The business did its job in September. What I have to do now is build a record patient enough to still be around in 2028. ### Sources & further reading **External** [The Short Life of Online Sales Leads — Harvard Business Review](https://hbr.org/2011/03/the-short-life-of-online-sales-leads?ref=livain.com) [About conversion windows — Google Ads Help](https://support.google.com/google-ads/answer/3123169?hl=en&ref=livain.com) **Related posts** [Nobody had paid them a franc — building a dashboard on enquiry value](https://www.livain.com/blog/client-performance-dashboard-enquiry-value-not-revenue/) [Three ways in, none of them a funnel](https://www.livain.com/blog/three-ways-in-none-of-them-a-funnel/) [I replaced a monthly report with a 90-day review](https://www.livain.com/blog/monthly-client-report-to-90-day-review/) [Someone has to own the learning](https://www.livain.com/blog/someone-has-to-own-the-learning/) ### I called a keyword set off-product before I opened the client's shop: how to check product–query fit before cutting a Google Ads campaign URL: https://www.livain.com/blog/check-product-query-fit-before-cutting-google-ads-campaign/ Last updated: 2026-09-21T07:00:00.000Z I wrote this sentence into a client's weekly ads review on Monday: *"That intent gap — not bid management — is why €5,314 produced two conversions."* It was the strategic conclusion of the whole document. Seven new international Search campaigns had burned nearly five thousand euros in a week and returned a ROAS of 0.22, and I had just explained why: people were searching for complete electric bed bases, and the shop sells a retrofit lift device. Wrong market. Consider killing the campaigns. Then I opened the client's own shop. They sell five products in that category. Two-zone electric slatted base. Seven-zone electric slatted base. One with a standing aid. An electric adjustable mattress. And the retrofit lift I had built my entire argument around. The homepage title tag says, in plain German, that this is a shop for electric slatted bases and mattresses. The French storefront carries the same full range and has a decision tree on the page that routes "my bed base is at the end of its life" straight to the mid-priced model. So `elektrischer Lattenrost` and `sommier électrique 140x190` were not mismatched queries. They were on-product queries. I had diagnosed a product-market problem in a business that sells the product. ### What I got right, and what that hid The awkward part is that the recommendation was still correct. A 0.22 ROAS is a 0.22 ROAS. Keyword expansion was matching the ads to competitor brand names and to mattresses and pillows the client does not sell in those ad groups. One click on a payment-intent query cost €59.76\. Pausing that build-out was the right call on Monday and it is still the right call now. Being right about the action is exactly what let me be wrong about the cause for a week. Nobody pushes back on a recommendation they agree with. The budget number moves, everyone nods, and the reasoning underneath it goes unread — including by me. And the wrong cause leads somewhere different. "Wrong market fit, consider killing" points at abandoning four countries. "Right demand, wrong routing" points at rebuilding with per-product ad groups and landing pages that match the query. Those are opposite plans with the same first step, which is the most dangerous kind of mistake in this job, because the first step goes fine. It also explains something I had filed as a separate oddity. The German text campaign was running an ad that pitched *the €219 retrofit instead of a slatted base* — to people searching for a slatted base — while the same company had three of them on the shelf at higher prices. That ad was not sloppy copywriting. It was the same premise error, written by someone else, months earlier, and I had walked straight past it. > In Ian Leslie's *How to Disagree*, Socrates tells Callicles that if he refutes him he will "go on record as my greatest benefactor." That is the correct attitude to a correction, and it is much easier to hold when the person doing the refuting is you, on a Tuesday, with nobody watching. ### The check that would have caught it, in about four minutes Before you call a keyword set off-product, open the shop and list what is actually for sale in that category, at what price, on which URL. Then take the top ten search terms by cost and write the matching product next to each one. Terms with no product are the real mismatch. Terms with a product that the ad never mentions are a routing problem, and routing problems are fixable at a fraction of the cost of abandoning a market. That second bucket is where this account was living. Ads and landing pages were pointing at the cheapest item in the range while the searcher had described a different, more expensive one. Google's own [Quality Score documentation](https://support.google.com/google-ads/answer/2404197?hl=en&ref=livain.com) puts landing page experience and ad relevance alongside expected click-through rate for exactly this reason — the auction is already telling you when the destination does not answer the query. I read that signal as evidence of a category mismatch when it was evidence of a mapping mistake. The tooling makes this easier to get wrong than it used to be. [AI Max for Search](https://support.google.com/google-ads/answer/15910187?hl=en&ref=livain.com) expands beyond your keywords with what Google calls keyword-less matching, and pairs it with [final URL expansion](https://support.google.com/google-ads/answer/16230205?hl=en&ref=livain.com), which picks a landing page for you. [Google's own announcement](https://blog.google/products/ads-commerce/google-ai-max-for-search-campaigns/?ref=livain.com) leads with the upside, and the upside is real when the underlying product mapping is sound. When it is not, the system industriously buys traffic for products you do not stock and sends the rest to the wrong page, and the search-term report that lands on your desk looks exactly like a market that does not want you. ### Why this is the same error I keep writing about I have made a version of this mistake in public before. I diagnosed nine months of missing purchase events [without access to the tag manager](https://www.livain.com/blog/no-login-to-the-tag-manager/) and had to verify an inherited premise the hard way. I watched a [channel filter quietly break a ROAS calculation](https://www.livain.com/blog/channel-filter-broke-roas-attributing-ad-spend/) because the numerator and denominator were counted from different places. Every time, the data was fine and the frame around it was not. The pattern is that I trust a structured export over an unstructured look. The search-term report is a table; the shop is a website. One arrives ranked by cost and the other requires me to click around like a customer. So I read the table, and the table has no column for "does this company sell this." The counterweight is the thing I keep coming back to as the actual leverage in this work: [domain knowledge, not tooling](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/). Except domain knowledge is not a feeling of familiarity. It is having looked, recently, at what the client sells. I had been on this account for weeks and I had absorbed the flagship product as though it were the whole catalogue, and then reasoned confidently from a range of one. I filed a correction note to the client the same day, before anyone asked. The rebuild is now three product-matched ad groups, each pointing at its own product page, expansion off, phrase and exact only. It might have been three markets written off instead. Read the shop before you read the report. The report will never tell you what is missing from it. ### Sources & further reading **External** [How AI Max for Search campaigns works — Google Ads Help](https://support.google.com/google-ads/answer/15910187?hl=en&ref=livain.com) [About Final URL expansion in Search — Google Ads Help](https://support.google.com/google-ads/answer/16230205?hl=en&ref=livain.com) [Unlock next-level performance with AI Max for Search campaigns — Google](https://blog.google/products/ads-commerce/google-ai-max-for-search-campaigns/?ref=livain.com) [About Quality Score for Search campaigns — Google Ads Help](https://support.google.com/google-ads/answer/2404197?hl=en&ref=livain.com) **Related posts** [No login to the tag manager](https://www.livain.com/blog/no-login-to-the-tag-manager/) [The channel filter on my dashboard silently broke ROAS](https://www.livain.com/blog/channel-filter-broke-roas-attributing-ad-spend/) [How to read a competitor's channel mix from the outside](https://www.livain.com/blog/read-competitor-channel-mix-from-outside-ad-library-transparency-center/) [The death of generic AI](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) ### I replaced my Loom subscription with a single app I build myself: what Claude Code builds in an afternoon moves the buy-versus-build line URL: https://www.livain.com/blog/replaced-loom-with-a-single-html-file-claude-code-buy-vs-build/ Last updated: 2026-09-18T06:59:59.000Z My screen recorder is one HTML file. It sits in a folder on my Mac, served by a small Python script on localhost, and it does screen capture with a draggable camera bubble, a 3-2-1 countdown, pause and resume, virtual backgrounds, a live transcript, and an upload straight to YouTube as unlisted with a real subtitle track and auto-generated chapters. No extension to package, no app to sign, nothing to subscribe to. I built it with Claude Code in three hours because I wanted to stop paying for Loom. The interesting part isn't the saving. It's that the question "should I buy this or build it?" now has a different answer than it did two years ago, and I don't think most teams have re-asked it. ### The first decision was the cheapest one I started by asking whether this should be a Chrome extension or a small native Mac app. The answer was neither. Every capability I needed is a plain browser API: [getDisplayMedia](https://developer.mozilla.org/en-US/docs/Web/API/MediaDevices/getDisplayMedia?ref=livain.com) for the screen, getUserMedia for camera and microphone, a canvas to composite the two, and [MediaRecorder](https://developer.mozilla.org/en-US/docs/Web/API/MediaRecorder?ref=livain.com) to write the file. An extension would have added packaging and distribution overhead for no additional capability. A Swift app would have been ten times the work for the same result. ![Pipeline diagram: getDisplayMedia and getUserMedia feed a canvas composite, MediaRecorder writes one webm file, uploaded via the YouTube API](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2026/09/loom-pipeline-1.png) That is the judgement call that decided how long the project took, and it happened before a line of code existed. Knowing which layer of the stack can already do the thing is not something the tooling tells you — it's the part you bring. > Tim Brown's line in *Change by Design* has never been more literally true: time to first prototype is a good measure of the vitality of an innovation culture. When that time collapses to an afternoon, "we'll just license something" stops being automatically correct. ### The constraint became the best feature The first version recorded fine but I couldn't see where my face bubble was while presenting, and I had no controls without switching back to the recorder tab. The fix was an always-on-top floating window using the [Document Picture-in-Picture API](https://developer.chrome.com/docs/web-platform/document-picture-in-picture?ref=livain.com) — a real window you can populate with arbitrary HTML, showing a live composited mini-preview, a timer, and the bubble, draggable right there. Then I hit what looked like a bug. When recording the entire screen rather than a single window, that floating preview appears *in the recording*, because a full-screen capture includes always-on-top windows. Hall of mirrors. Ugly. Except that is the physics of screen capture working exactly as specified, and once I stopped treating it as a defect it became the feature I'd actually wanted. In full-screen mode the floating window now *is* the camera bubble: it fills with the camera feed, the composited digital bubble switches off so there's no double face, and I drag and resize a real operating-system window over the thing I'm presenting. What I block is what the viewer sees — which is the one thing a composited overlay can never honestly show you. You don't get that from a specification. You get it from building the thing, watching it do something stupid, and recognising that the stupid behaviour is the answer to a different question. ### The time went into unglamorous places The flashy parts were quick. What ate "hours": **Chrome was serving yesterday's build.** I spent twenty minutes convinced a whole redesign hadn't shipped — the page in front of me was the previous day's UI, while curl proved the server was handing out the new file. Python's stock HTTP server sends no Cache-Control header, so Chrome cheerfully reused a cached copy. The fix was a fifteen-line server subclass sending no-store, bound to localhost only. Every minute spent arguing about whether a feature shipped was a minute spent on a caching header. **file:// never persists a camera permission; localhost does.** That single fact is the difference between granting microphone and camera access on every recording and granting it once, and it's why the whole thing is served rather than opened as a file. **Subtitles needed length rules, not just text.** The first real upload produced caption cues three lines tall, because I'd passed whole speech-recognition phrases straight through. Splitting each phrase into cues under about eighty-four characters, with a mid-cue break near forty, and distributing the timing proportionally by text length, is the difference between a caption track and a wall. The YouTube [captions endpoint](https://developers.google.com/youtube/v3/docs/captions/insert?ref=livain.com) will happily accept the wall. **Language had to be named, not inferred.** The [Web Speech API](https://developer.mozilla.org/en-US/docs/Web/API/Web%5FSpeech%5FAPI?ref=livain.com) can't auto-detect, and when I let the model infer the target language from the transcript it produced an English description with a German title. Naming the language explicitly in the prompt fixed it. Inference is where these systems are weakest precisely when the input is ambiguous. ### What I didn't build This is not a Loom competitor and I have no intention of making it one. There's no team library, no sharing permissions, no viewer analytics, no cross-browser support, and it can't capture full-screen system audio on macOS because Chrome won't give it to me. I built the ninety percent of one product that I personally use, for one person, on one browser, on one machine. That narrowing is the whole economics of it. A product has to handle everyone; a tool has to handle you. I've made the same trade twice recently — [designing an app in Claude before building it](https://www.livain.com/blog/i-designed-an-app-in-claude-before-building-it/), and [standing up a client performance dashboard in a day](https://www.livain.com/blog/client-performance-dashboard-enquiry-value-not-revenue/) — and in both cases what made it viable was refusing the general case. The shift worth paying attention to isn't that AI writes code. It's that the cost of a tool built for exactly one workflow has fallen below the cost of adopting a general one — and deciding *which* ninety percent you need is still a judgement about your own work that no model will make for you. That's the part I keep saying is [where the remaining leverage lives](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/). Go and look at your subscription list with that in mind. Not to cancel everything — some of those tools genuinely earn their keep. But a few of them are one HTML file and an afternoon. ### Sources & further reading **External** [Chrome for Developers — Picture-in-Picture for any element, not just video](https://developer.chrome.com/docs/web-platform/document-picture-in-picture?ref=livain.com) [MDN — MediaDevices.getDisplayMedia()](https://developer.mozilla.org/en-US/docs/Web/API/MediaDevices/getDisplayMedia?ref=livain.com) [MDN — MediaRecorder](https://developer.mozilla.org/en-US/docs/Web/API/MediaRecorder?ref=livain.com) [MDN — Web Speech API](https://developer.mozilla.org/en-US/docs/Web/API/Web%5FSpeech%5FAPI?ref=livain.com) [YouTube Data API — Captions: insert](https://developers.google.com/youtube/v3/docs/captions/insert?ref=livain.com) **Related posts** [I designed an app in Claude before building it. Claude Code shipped it in a day.](https://www.livain.com/blog/i-designed-an-app-in-claude-before-building-it/) [I built a client performance dashboard in a day with Claude Code](https://www.livain.com/blog/client-performance-dashboard-enquiry-value-not-revenue/) [Utility over hype: the business case for the $599 Mac](https://www.livain.com/blog/utility-over-hype-the-business-case-for-the-599-mac/) [The death of generic AI: why deep domain expertise is the only real leverage left](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) ### Meta's Muse, one week in: the model isn't the best, and the integrations make up for it URL: https://www.livain.com/blog/meta-muse-week-one-integrations-beat-model-quality/ Last updated: 2026-10-14T12:30:35.000Z "Afraid to announce that Muse from Meta is currently the best agent implementation to date. Stupidly easy, intuitive, powerful, and free." That's [Paul Couvert on Threads](https://www.threads.com/@itspaulai/post/DdMW3auD%5FnE?ref=livain.com), and judging by the replies, a lot of people agree. Last week I recorded my first reaction to the launch and asked [what Meta's Muse will mean for brands](https://www.livain.com/blog/meta-muse-personal-ai-agent-brands-first-purchase/). Muse has now been live for a week, so I went through what real users are posting about it. Here's what I found: ### The reactions are surprisingly positive I expected more scepticism for a Meta product that wants access to your inbox and your accounts. Instead, most of what I read was genuinely enthusiastic. Meta's own Muse account describes Muse as always on, fast, connected to your apps and designed to be secure, and [free for most of what people need, with subscription plans for people who want to do more](https://about.fb.com/news/2026/09/introducing-muse-personal-ai-agent/?ref=livain.com). ### What people actually use it for The use cases were the part I was most interested in. One user, who has given their agent its own name, Mambo, said Muse is pretty modest when you ask it what it can do, and then listed what it had already done: booked a flight, signed up for a marathon, and built a financial report for a restaurant from the reports each location sends in. Others have generated thousands of images and videos. Someone learning a new language uses it for real-life practice: tell it your level, A1 or B2, and it corrects you gently or harshly, with a daily quiz if you want one. One person's first-week list read like a to-do list most of us never get through: inbox to zero, unsubscribed from dozens of spam senders, researched and bought a scooter for the ride to the train station, removed their details from third-party tracking sites, and contacted insurers and repair people after a storm damaged their house. ### Consumers first, professionals second What stands out is what's missing. I didn't see many people using Muse to write code or build workflows. It's mostly normal, everyday stuff that matters to the person doing it. That's where Muse is strongest, and it shows how well Meta understands what people actually need. Some posts are bolder. One user wrote that having a Muse agent feels like the employee they knew they needed but never pushed themselves to hire. It's a big claim, and a bit general. I'm still looking for the concrete ideas behind statements like that. Another called it a Claude Code level product. Meta has been big in AI for a long time, so maybe that shouldn't surprise anyone. ### The model isn't the best. The integrations make up for it This is the line from the week that I keep coming back to. One user wrote that the model probably isn't quite as good as the best ones from OpenAI or Anthropic, but the integrations more than make up for it. Plus it's free. That's the whole story in two sentences. A slightly weaker model that can actually reach your inbox, your bookings and your messages beats a smarter one that can only talk. What "free" means here we'll find out over the next few years. But for now, access is winning over raw intelligence. My verdict after a week: it's very early days. Nobody knows exactly what it's capable of yet, and people are still poking at it to find out. It's only available in the US for now, so from mainland Europe I'm watching closely. ### None of this is new. The packaging is Here's the thing. Almost everything people are describing, I've been doing with Claude for a long time, using my own skills and routines. Anthropic just [folded Cowork into the regular chat](https://www.livain.com/blog/claude-merged-chat-and-cowork/), so even the distinction between talking and doing is disappearing there. What Muse does differently is package it so that someone who'd never set up a skill gets the same result. I think we'll see a lot more of these one-stop shops: you add your connections, give it the right context, and it works with you on everything you're working on. Which raises the question that actually matters. ### Your context has to be tool-agnostic At some point you have to decide where your information lives and how your data gets used. And that decision should not depend on which assistant is winning this month. Your context has to be tool-agnostic. Every one of these agents needs the right context to help you well. Access to the right data for whatever you're working on, to what happened in the past, to what you've tried and what you haven't. I learned that the hard way when [a scheduled routine of mine failed three weeks running](https://www.livain.com/blog/scheduled-claude-code-routine-failed-agentic-workflows-context/) because it didn't know something about its own environment. And it's why I think of [a context window as working memory, not a hard drive](https://www.livain.com/blog/a-context-window-is-working-memory-not-a-hard-drive/): what the agent knows has to come from somewhere you control. So start organising that data, and document the journey, not just the output. You can't judge a book by its cover, and an LLM can't either. If all you keep is the final deliverable, the agent gets the cover. Give it the chapters: what happened, what you tried, why you decided what you decided. You don't have to write it out yourself. These tools can document the process for you. But the earlier you start, the better it gets. > "Being 'good at prompting' is a temporary state of affairs. The current AI systems are already very good at figuring out your intent, and they are getting better." Ethan Mollick, *Co-Intelligence* Mollick's point holds for models too. Prompting skill fades, and so does any one model's lead. The documented history of your work doesn't. ### Everyone gets an assistant I find it fascinating where this is going. Every single person can now have an AI assistant that works alongside them, answers questions and gets things done with them. I think we're underestimating what that does to how we make decisions and how we see the world around us. Admin that took days or weeks, dealing with public offices, finding the best price on something you've wanted for ages: an assistant can handle all of it, as long as it has the right context and access to your data. I've been working in digital since 2005\. I've watched how we use data change, seen marketing automation arrive, and lived through GDPR. AI touches all of those at once. The model will keep changing. Your context is the part you get to keep, so start writing the chapters now. ### Sources & further reading **External** [Paul Couvert (@itspaulai) on Threads: "the best agent implementation to date"](https://www.threads.com/@itspaulai/post/DdMW3auD%5FnE?ref=livain.com) [Meta: Introducing Muse, the world's first personal AI agent built for everyone](https://about.fb.com/news/2026/09/introducing-muse-personal-ai-agent/?ref=livain.com) Ethan Mollick, *Co-Intelligence: Living and Working with AI* (Portfolio, 2024) **Related posts** [Meta's Muse will book things for your customers. The hard part is the first booking.](https://www.livain.com/blog/meta-muse-personal-ai-agent-brands-first-purchase/) [Claude just merged Chat and Cowork: the decision that disappeared, and the caveat that didn't](https://www.livain.com/blog/claude-merged-chat-and-cowork/) [My scheduled Claude Code routine failed three weeks running: what agentic workflows need that a written lesson doesn't give them](https://www.livain.com/blog/scheduled-claude-code-routine-failed-agentic-workflows-context/) [A context window is working memory, not a hard drive. Feel that, and you manage AI differently.](https://www.livain.com/blog/a-context-window-is-working-memory-not-a-hard-drive/) ### Claude just merged Chat and Cowork — the decision that disappeared, and the caveat that didn't URL: https://www.livain.com/blog/claude-merged-chat-and-cowork/ Last updated: 2026-09-17T09:43:06.000Z Until this week, every conversation with Claude started with a decision nobody should have to make: is this a chat question, a Cowork task, or something for Code? Anthropic just killed that decision. Chat and Cowork are now one conversation, with the full agent runtime underneath. I recorded my take, intercut with Anthropic's own announcement and their Docs/Slides/Design demo: ### The decision that disappeared The routing choice sounds trivial and wasn't. Chat was the question-and-answer box. Cowork was where the real work happened: multi-step tasks, files, connectors, jobs that kept running after you closed your laptop. So before every task you did a little triage in your head, and you paid for it whether you noticed or not. Cal Newport described the cost in *Deep Work*, and it applies to tool-switching as much as task-switching: > "When you switch from some Task A to another Task B, your attention doesn't immediately follow — a residue of your attention remains stuck thinking about the original task." Three surfaces meant two extra switches per piece of work. [Anthropic's announcement](https://claude.com/blog/cowork-is-now-claude?ref=livain.com) frames the merge as convenience. I'd frame it as attention arithmetic: the triage is gone, and Claude decides what the task needs — an answer, a document, a deck, or a long-running job. ### Deliverables live in the conversation now The second change matters even more for anyone producing client work. You used to get a text answer, or a Word file exported to your computer that you then edited, saved, and re-uploaded to keep Claude in the loop. Now a doc, a slide deck, or a design is a living thing inside the conversation. You change it, Claude sees the change, you keep going. For small teams — or a solo operator running [client reporting](https://www.livain.com/blog/monthly-client-report-to-90-day-review/) and decks every week — the ping-pong between chat and file system was the real friction, and it's gone. ### Your computer becomes a capability, not a place Local folders, the built-in browser, computer use: all still there. But they're no longer a separate room you walk into. Any conversation can reach for them when the task needs it. Which brings me to the caveat that most coverage is skipping: **the runtime lives in the cloud, and your Mac doesn't.** "Keeps running after you close your laptop" is true for cloud tasks only. Anything touching local files needs the desktop app open. If your Monday routine reads files on your machine, closing the lid still stops it. One Claude is true for the interface; it's not yet true for where work physically runs. That distinction is the kind of thing that quietly breaks [scheduled routines](https://www.livain.com/blog/scheduled-claude-code-routine-failed-agentic-workflows-context/) when nobody checks it. ### Why now The timing isn't an accident. Meta's Muse showed what a consumer-first, one-app assistant feels like, and suddenly every vendor is collapsing their surfaces into a single front door — Anthropic here, Google with Gemini, X with Grok. The assistant is becoming the place where work is briefed, produced, and delivered. That's the same shift I keep tracking from the other side: platforms opening their tooling to assistants, whether that's [ad platforms](https://www.livain.com/blog/meta-just-opened-ads-manager-to-claude-heres-the-setup-that-actually-works/) or [infrastructure providers deciding what AI may consume](https://www.livain.com/blog/cloudflare-block-ai-training-ai-crawl-control/). It's rolling out to Pro and Max over the coming weeks; if your message box still shows the three tabs, that's normal, there's nothing to switch on. The interfaces are finally consolidating. The judgement about what to brief them with was never in a tab. ### Sources & further reading **External** [Anthropic: Cowork is now Claude](https://claude.com/blog/cowork-is-now-claude?ref=livain.com) (the announcement) Cal Newport, *Deep Work* (Grand Central, 2016) **Related posts** [Cloudflare now lets you block AI training on your website](https://www.livain.com/blog/cloudflare-block-ai-training-ai-crawl-control/) [Meta just opened Ads Manager to Claude](https://www.livain.com/blog/meta-just-opened-ads-manager-to-claude-heres-the-setup-that-actually-works/) [I replaced a monthly client report with a 90-day review](https://www.livain.com/blog/monthly-client-report-to-90-day-review/) ### A client asked why four days looked weak: how to test whether a dip is a signal before you go hunting for a bug URL: https://www.livain.com/blog/test-whether-a-dip-is-a-signal-before-hunting-for-a-bug/ Last updated: 2026-09-17T06:59:59.000Z One enquiry, worth just under ten thousand francs, accounts for roughly a quarter of everything this client's new funnel has produced since launch. Hold that fact in your head and the rest of this post is obvious. A pipeline where a single enquiry can be a quarter of the total cannot be read four days at a time. Which is exactly what I was asked to do. A client of mine — a B2B services business — messaged to say the last few days looked weaker than the previous fortnight, and could I check that everything was still working and the advertised products were actually available. A completely reasonable request, and the kind that quietly sets the agenda for the next two hours if you let it. ### Answer the statistical question first Before opening a single page, I worked out whether there was anything to explain. Four days, two enquiries. Against the baseline rate of the preceding two and a half weeks — about 0.7 enquiries a day — the expected count for a four-day window was 2.8\. Observed was 2\. The probability of seeing two or fewer purely by chance is 0.46\. For leads rather than enquiries, expected 7.5, observed 4, probability 0.13. Neither number is remotely unusual. There was no dip to diagnose. What there was instead was a preceding five-day stretch that had been exceptionally good, and a human being comparing the present against the best week he'd ever had. ![Grouped bar chart: expected vs observed enquiries and leads over the four-day window](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2026/09/dip-expected-observed.png) Two enquiries against 2.8 expected, four leads against 7.5\. Poisson says: nothing to explain. Meanwhile the paid side had got *better*, not worse: more clicks per day, a slightly lower cost per click, a higher click-through rate, more impressions. Seven days against the previous seven, the enquiry count was up and the indicative enquiry value was up. The only thing that had happened is that the four days in the middle were quiet, and quiet is what 0.7-per-day looks like a lot of the time. ### This has a name, and Deming named it Reacting to common-cause variation as though it were a special cause is called tampering, and it is the [first of Shewhart's two mistakes](https://deming.org/impact-of-process-tampering-on-variation-experiment-presented-at-engineering-education-conference/?ref=livain.com). Deming's line on it is blunt: taking action on a stable process in response to a single bad outcome only increases future variation and costs, the exact opposite of what you wanted. In the catapult version of the experiment, the volunteers who adjusted after every shot to hit the target produced the *most* variance of any group. Marketing does this constantly. Four slow days, so pause the campaign. Pause the campaign, so the learning resets. The learning resets, so the next week is genuinely worse, which confirms the original fear. The [cure is to look at the data in the context the process produces over time](https://demingalliance.org/resources/articles/understanding-variation-the-springboard-for-process-improvement?ref=livain.com) rather than at individual points — and with small numbers, that means doing the arithmetic before you do anything else. > As Nassim Nicholas Taleb puts it in *Skin in the Game*: the curse of modernity is that we are increasingly populated by a class of people who are better at explaining than understanding. A four-day dip will always find someone to explain it. This is the sibling of something I wrote about last month, when [a ratio doubled because its denominator collapsed](https://www.livain.com/blog/our-roas-doubled-we-hadnt-sold-more/). Same discipline, opposite direction: before you celebrate or panic, establish that the movement is real. ### Then run the functional check anyway Here is the part I'd get wrong if I only took the first lesson. "Is this a signal?" and "is this working?" are two different questions, and the answer to the first does not excuse you from the second. So I ran the check he'd asked for, and it found three real defects that had nothing to do with the quiet week. **Prices on six of nine landing pages were stale, all by the same four percent.** A landing page was advertising a product at CHF 482.25; the shop charged CHF 501.55 for it. Two hundred and twenty-two of the three hundred and forty prices I checked were low. My first explanation was wrong — I assumed the shop had put prices up. It hadn't; prices hadn't moved in weeks. The shop had *re-imported its entire catalogue* between two dates, generating new internal IDs, seventeen new URLs and slightly higher prices, and the six affected pages had been built before that import and never rebuilt since. The three pages built afterwards were perfect. A generated page is a cache, and nobody had set its expiry. **Eleven product links returned a hard 404**, with another six surviving only via a redirect — the same catalogue re-import, same cause, and a direct descendant of [nobody owning the destination URL](https://www.livain.com/blog/forty-six-live-ads-no-page-to-land-on/). **The contact form had produced nothing for ten days**, against a year-long history of one every two to four days. Everything testable checked out, which makes it the most interesting of the three and the only one still open. Everything he actually asked about — product availability — was fine. Every live product in stock, exactly one item not orderable, and it wasn't linked from any landing page. The question he asked had a clean answer; the questions he didn't ask had three dirty ones. ### What I'd keep Two habits came out of this. First, the significance test is now the opening move on any "this looks weak" request, and it costs about five minutes. With a funnel this lumpy, a four-day window is almost never interpretable, and saying so with a number attached is far more useful to a client than a reassuring sentence. It also protects the work: every time you act on noise, you spend credibility you'll want later for a real finding. Second, the price drift is the one that goes in the monitoring. Any page generated from a source needs a rebuild trigger tied to that source changing — and until it has one, a weekly diff between what the page claims and what the basket charges. An ad quoting a price four percent below the checkout isn't a data-quality issue. It's the first thing a new customer learns about whether you can be trusted, and it had been true for weeks. Test whether the movement is real. Then go looking anyway. The bugs are rarely where the worry is pointing. ### Sources & further reading **External** [The W. Edwards Deming Institute — impact of process tampering on variation](https://deming.org/impact-of-process-tampering-on-variation-experiment-presented-at-engineering-education-conference/?ref=livain.com) [Deming Alliance — understanding variation, the springboard for process improvement](https://demingalliance.org/resources/articles/understanding-variation-the-springboard-for-process-improvement?ref=livain.com) [Lean Blog — stop reacting to red-light metrics](https://www.leanblog.org/2026/03/stop-reacting-to-red-light-metrics-why-two-reds-in-a-row-is-a-misleading-rule-of-thumb/?ref=livain.com) **Related posts** [Our ROAS doubled. We hadn't sold a thing more.](https://www.livain.com/blog/our-roas-doubled-we-hadnt-sold-more/) [I built a client performance dashboard in a day — the hard part was what to call the number](https://www.livain.com/blog/client-performance-dashboard-enquiry-value-not-revenue/) [Forty-six live ads. Not one of them had a page to land on.](https://www.livain.com/blog/forty-six-live-ads-no-page-to-land-on/) ### Cloudflare now lets you block AI training on your website — without disappearing from AI answers URL: https://www.livain.com/blog/cloudflare-block-ai-training-ai-crawl-control/ Last updated: 2026-09-16T10:12:10.000Z This morning an email from Cloudflare landed in my inbox that most site owners will scroll past. They shouldn't. As of September 15, Cloudflare gives every website behind its network a separate switch for AI training — you can now stay visible in search and AI answers while telling training crawlers to stay out. I recorded a short video on what changed and what it means in practice: ### One setting became three switches Until now, "block AI bots" was a sledgehammer. If you told Cloudflare to keep AI crawlers out, you kept *all* of them out — including the ones that decide whether your site shows up when someone asks ChatGPT or Claude a question. So most of us left the door open, because losing AI discoverability is not a trade anyone in marketing wants to make. [Cloudflare's update](https://blog.cloudflare.com/accountable-mixed-use-ai-crawlers/?ref=livain.com) splits that one decision into three: search, AI training, and AI agents. The new "Disallow AI Training" setting publishes the preference in your robots.txt and blocks the training-only crawlers run by the big model companies, while accountable mixed-use crawlers remain allowed for search. Your content keeps getting found; it stops being raw material. Why this matters more coming from Cloudflare than from anyone else: roughly a fifth of all web traffic passes through their network. They are the bouncer at the door for a very large part of the internet. When the bouncer changes the house rules, the rules actually change — no lawyers, no license negotiations, just a [setting in a dashboard](https://developers.cloudflare.com/ai-crawl-control/?ref=livain.com). ### The part everyone will get wrong Blocking AI training does *not* mean ChatGPT or Claude can no longer open your site when a user asks about it. Agent access and search access are separate switches. You can be fully present in AI answers, assistants, and agent workflows while still saying: don't bake my work into your next model. That distinction — training versus access — is the whole point of the update, and it's the part I expect most people to miss. Ethan Mollick put his finger on the underlying issue in *Co-Intelligence*: > "Even if pretraining is legal, it may not be ethical. Most AI companies do not ask for the permission of the people whose data they train on." Nobody asked. Now, at least for sites behind Cloudflare, you can answer anyway. ### The judgement call this creates Here's where it gets interesting for operators. This switch forces a question most content teams have never had to answer: which part of your content is a moat, and which part is distribution? If your site regurgitates what's already on the internet, blocking training protects nothing — there's no original signal in there to protect. If your site carries real operator knowledge — pricing logic, process detail, hard-won field notes — you now get to decide whether that becomes free training material. It's the same editorial discipline I ran into when I [shipped a magazine section and spent most of the day deciding what not to index](https://www.livain.com/blog/the-work-was-deciding-what-not-to-index/): the work is rarely the publishing, it's the deciding. My starting position for client sites: leave search on, decide training case by case, and watch the agents switch closely — because agent traffic is about to become a real acquisition channel, the same way [platforms are already opening their ad tooling to AI assistants](https://www.livain.com/blog/meta-just-opened-ads-manager-to-claude-heres-the-setup-that-actually-works/). Blocking agents today feels safe and will look like turning away customers tomorrow. One more practical note: this is infrastructure, so treat it like infrastructure. A setting you flip once and never audit is how measurement quietly breaks — I've written about what happens when [automated routines run without anyone checking the context they run in](https://www.livain.com/blog/scheduled-claude-code-routine-failed-agentic-workflows-context/). Put the crawl settings on the same review cadence as your tags and your consent banner. The tools keep getting better at doing. The scarce skill is still knowing which switch to flip. ### Sources & further reading **External** [Cloudflare: Have it both ways — stay discoverable in search while disallowing AI training](https://blog.cloudflare.com/accountable-mixed-use-ai-crawlers/?ref=livain.com) (the announcement, Sept 15) [Cloudflare Docs: AI Crawl Control](https://developers.cloudflare.com/ai-crawl-control/?ref=livain.com) Ethan Mollick, *Co-Intelligence* (Portfolio, 2024) **Related posts** [I shipped a magazine section in a day. The work was deciding what not to index.](https://www.livain.com/blog/the-work-was-deciding-what-not-to-index/) [Meta just opened Ads Manager to Claude — here's the setup that actually works](https://www.livain.com/blog/meta-just-opened-ads-manager-to-claude-heres-the-setup-that-actually-works/) [My scheduled Claude Code routine failed three weeks running](https://www.livain.com/blog/scheduled-claude-code-routine-failed-agentic-workflows-context/) ### Nineteen days of ad spend with no measurement: the Google Tag Manager snippet was gone from the page, not broken in the console URL: https://www.livain.com/blog/gtm-snippet-removed-from-page-nineteen-days-no-measurement/ Last updated: 2026-09-16T06:59:59.000Z The purchase conversion action on a home and living brand's main shop had recorded exactly zero events for nineteen days. Not a dip. Zero, starting on a Thursday morning and never recovering, while the campaigns kept spending through it. Everyone's first instinct — mine included — was that something had gone wrong inside the tag manager. It hadn't. The container was intact, published, and still carrying the right conversion label. The snippet that loads it had simply vanished from the storefront. The main shop had no Google measurement, no analytics and no Meta pixel at all, and nothing anywhere had said so. ### Pinning the hour without access to the backend I don't have a login to that shop's admin, which turned out not to matter. Three independent sources agreed, and each answered a different question. **The live HTML said what was true now.** I pulled the homepage and a category page and searched the full payload and every theme bundle for the tag manager host and the container ID. Zero references, and nothing in the consent-management config capable of injecting it after consent either. The consent tool still *listed* entries for Google conversion tracking — orphaned configuration pointing at a tag that no longer existed, which is exactly the kind of artefact that keeps a team believing the setup is fine. **The pixel host statistics said when.** The same container carried the Meta tags, and Meta reports events per hour per host. That host ran fifty to two hundred events an hour right up to and including 08:00 on the Thursday, then fell to essentially nothing and stayed there. The sister shops on other domains carried on at normal volume throughout. That narrowed the cut-off to a single hour — a morning deploy, not a gradual decay. ![Line chart: pixel events per hour running 50 to 200, dropping to zero at the Thursday morning deploy and staying at zero for 19 days](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2026/09/gtm-flatline.png) Illustrative reconstruction of the pixel-host hourly stats: a hard cut at one deploy, not a decay. **The conversion signature ruled out the account side.** Conversions and all the micro-conversions went to hard zero on the same date, with exactly one exception: one country's brand campaign kept converting normally, because that storefront carries its tag inline rather than through the container. One surviving inline tag is a very cheap control group. It proved the ad account, the conversion action and the pipeline behind it were all healthy, and that the fault was on the page. That is the whole method, and it generalises. When measurement disappears, ask what is different between the things that broke and the things that didn't, and find the one component they don't share. ### First job after diagnosis: tell the ad platform its data is wrong Before fixing anything on the site, there's a step most people skip, and it's the one that costs real money. The missing conversions aren't just absent from your reports. Smart Bidding was *learning* from them. For nineteen days the system watched clicks go out, saw nothing come back, and drew the obvious conclusion: these queries, these audiences, these products don't convert. Bid them down. So the gap doesn't end when the tag comes back. It keeps being paid for afterwards, through a bidding model that has been taught something false about your business. Google Ads has a purpose-built control for exactly this, and in my experience most advertisers have never opened it. Under a bid strategy's advanced controls you can create a [data exclusion](https://support.google.com/google-ads/answer/10276486?ref=livain.com): you name a date range and Smart Bidding [ignores that period's conversion data](https://support.google.com/google-ads/answer/10370710?ref=livain.com) when it optimises. There's an [API endpoint](https://developers.google.com/google-ads/api/docs/campaigns/bidding/data-exclusions?ref=livain.com) for it too, which matters if you manage several accounts. Four things about it are worth knowing before you need them, because you will be reaching for this under time pressure. **Apply it the moment you identify the problem, not after the fix ships.** The exclusion is what stops the bad lesson; repairing the tag only stops new bad data. **The dates apply to clicks, not conversions.** If your typical conversion lag is a week, the clicks that would have converted during the blackout happened before it started — so the exclusion window has to reach back further than the outage itself, or you leave exactly the clicks that look worst still in the training data. **It's capped at fourteen days.** That is the detail that reframes this whole post. My outage ran nineteen. The platform's own repair tool tops out shorter than the time it took me to notice, which means a meaningful slice of that damage simply cannot be excluded — it is permanently in the model's history. If you want a business case for building the monitoring in the next paragraph, it's that number: you have roughly two weeks of recoverable error, and after that the loss compounds quietly. **It is not a routine hygiene tool.** Google is explicit that frequent or extended use degrades Smart Bidding performance, and recovery after a long gap can take one or two conversion cycles anyway. Excluding a genuine outage is good practice. Excluding every week you didn't like is how you end up with a bidding model trained on a fiction of your own construction. One more thing the exclusion does *not* do: it doesn't fix your reporting. The numbers in the account stay wrong for those dates forever, which means any month-on-month comparison spanning the gap is comparing two different measurement regimes. So the second move is editorial, not technical — declare the gap in the reporting itself. In the client review document covering that period I named the blackout window, stated that the figures were under-recorded, and gave the clean reading window explicitly. It's the same discipline as [refusing to compare two periods measured with different rulers](https://www.livain.com/blog/our-roas-doubled-we-hadnt-sold-more/): a number with its limitation stated is usable, and a number silently missing three weeks of conversions will be quoted back at you for a year. ### Zero is not an alert Here is the part I've changed my own practice over. Nineteen days of paid spend went out with no measurement behind it, and the system that was supposed to notice was me, manually, during a weekly review. Every tool involved was working correctly. The ad platform reported zero conversions, accurately. The tag manager reported a healthy published container, accurately. The consent tool reported its configuration, accurately. Not one of them is built to say *the page stopped asking for me*. > Tracking rarely breaks inside the tool you'd go and check. It disappears from the page, and the tool keeps telling you it's fine, because from where it's standing, it is. Google's own site reliability writing has the cleanest framing for this: [alert on symptoms, not causes](https://sre.google/sre-book/monitoring-distributed-systems/?ref=livain.com). The symptom here is user-visible in the only sense that matters commercially — money is leaving and nothing is being recorded. The cause is a missing script tag. Almost every tracking alert I've seen built in the wild monitors causes: container versions, tag configuration, consent state. What you want is a black-box check that makes one assertion from outside the system — fetch the page, confirm the tag is there, fail loudly if it isn't. The platforms do offer pieces of this. Tag Manager has [tag diagnostics](https://support.google.com/tagmanager/answer/14681508?ref=livain.com) and Google Ads has a [sitewide tagging troubleshooter](https://support.google.com/google-ads/answer/9148089?ref=livain.com) with a tag coverage summary for untagged pages. Both are places you go and look. Neither of them came and found me on day two. ### What I actually built A daily scheduled check, written as a Claude Code routine, that does three things and nothing else. Fetch one page per storefront and assert the container ID is present in the response body. Compare yesterday's account-level conversion count against zero, per property, and treat a hard zero on a property that spent money as an incident rather than a data point. Write the result somewhere I read every morning, with the failure state loud and the success state silent. Deliberately, it does not fix anything. I've been [explicit before about shipping the detecting half without the acting half](https://www.livain.com/blog/i-shipped-half-a-feature-on-purpose/) — an automation that quietly repairs a tracking snippet is an automation that hides the deploy that removed it. The value is in the nineteen days becoming one. And it runs where it can actually run, which sounds obvious and is the mistake I've made most often: my [scheduled routines have failed for weeks on end](https://www.livain.com/blog/scheduled-claude-code-routine-failed-agentic-workflows-context/) because they needed something the execution context couldn't give them. A plain HTTP fetch and a string match needs nothing. That is the whole reason this check is trustworthy and the clever one wasn't. There's a second, less technical lesson in the timing. The container in question has exactly one account with publish rights, and that account belongs to someone who was out of office. An audit trail nobody can read and a permission nobody else holds are the same class of risk as a missing script tag — the system works right up until the one person who can see it is unavailable. I've seen a version of that in [every tracking failure I've diagnosed](https://www.livain.com/blog/everything-returned-200/): the technical fault is small, and the reason it survived for weeks is organisational. Go and fetch your own checkout page, right now, and search the response for your container ID. It takes thirty seconds. If it isn't there, you have just found the most expensive bug in your stack, and nothing was ever going to tell you. ### Sources & further reading **External** [Google SRE — monitoring distributed systems (symptoms vs. causes, the four golden signals)](https://sre.google/sre-book/monitoring-distributed-systems/?ref=livain.com) [Google Tag Manager — troubleshoot tag issues with Tag Diagnostics](https://support.google.com/tagmanager/answer/14681508?ref=livain.com) [Google Ads — troubleshoot your sitewide tagging and tag coverage](https://support.google.com/google-ads/answer/9148089?ref=livain.com) [Google Ads — use data exclusions for conversion data outages](https://support.google.com/google-ads/answer/10276486?ref=livain.com) [Google Ads — about data exclusions (the fourteen-day cap)](https://support.google.com/google-ads/answer/10370710?ref=livain.com) [Google Ads API — create data exclusions](https://developers.google.com/google-ads/api/docs/campaigns/bidding/data-exclusions?ref=livain.com) **Related posts** [No login to the tag manager. The container told me everything anyway.](https://www.livain.com/blog/no-login-to-the-tag-manager/) [My scheduled consent audit found a missing cookie banner, not a tracking bug](https://www.livain.com/blog/my-scheduled-consent-audit-found-a-missing-cookie-banner/) [Everything returned 200\. Four leads still went nowhere.](https://www.livain.com/blog/everything-returned-200/) [I shipped half a feature on purpose. The other half can't wake up by accident.](https://www.livain.com/blog/i-shipped-half-a-feature-on-purpose/) ### How to read a competitor's channel mix from the outside: the low-cost stack I use before trusting an internal narrative URL: https://www.livain.com/blog/read-competitor-channel-mix-from-outside-ad-library-transparency-center/ Last updated: 2026-09-15T06:59:59.000Z Someone in your next management meeting is going to say that a competitor is outspending you, or that a market is under-invested and needs more budget, or that a rival's relaunch is going brilliantly. Ask how they know. Nine times out of ten the answer is a feeling, something a sales rep heard, or a conversation at a trade fair last spring. That is a bad basis for moving budget between markets, and you don't have to accept it any more. Most of what a competitor does in advertising is now public by law, and you can assemble a defensible read of it in an afternoon, for somewhere between nothing and a hundred and fifty euros a month. I did exactly that this week for a clinic group across five markets. The useful output wasn't a spend figure. It was being able to sit in a discussion about which market deserves the next tranche of budget and say: here is what is observably happening in each one, here's how confident I am, and here's what that contradicts. Two caveats before the method, because they matter. This is company-level intelligence from public archives and public pages — no individuals, no private data, nothing a platform hasn't already published because a regulator required it. And every number comes out with error bars attached, because directional is the honest word for all of this. ### Why this exists at all Article 39 of the EU's Digital Services Act obliges very large platforms to keep a public repository of every ad shown in the EU: the creative, the advertiser, who paid, the run dates, the targeting parameters and aggregate reach — and to keep it for a year after the ad last ran. Meta's implementation is the [expanded Ad Library](https://about.fb.com/news/2023/08/new-features-and-additional-transparency-measures-as-the-digital-services-act-comes-into-effect/?ref=livain.com). The obligations are [getting broader, not narrower](https://www.lewissilkin.com/en/insights/2026/01/23/the-eu-raises-the-bar-on-ad-transparency-102mdvw?ref=livain.com). Google runs its own archive in the [Ads Transparency Center](https://blog.google/innovation-and-ai/technology/ads/announcing-the-launch-of-the-new-ads-transparency-center/?ref=livain.com). So a year of a competitor's creative, flight dates, funnel type and rough audience is sitting in public, and most teams have never opened it for anyone other than themselves. ### The stack, in order of value per euro | Source | What it answers | Cost | | ----------------------------------------------- | ---------------------------------------------------------------- | ------------ | | Meta Ad Library | Live ad count, flight dates, funnel type, reach per market | Free | | Google Ads Transparency Center | Search / display / video split, account structure | Free | | SimilarWeb (free tier) | Direct vs organic vs paid vs social shape, country split | Free | | SEO visibility index (Sistrix, Semrush, Ahrefs) | Is organic invested in or abandoned? | Starter seat | | Subscribing to everything | Cadence, offers, segmentation; mail headers reveal the CRM stack | Free | | Monthly view-source | Pixels switched on or off; UTMs = can they attribute at all | Free | | Review velocity | The only per-location footfall proxy | Free | **Meta's ad archive is the richest thing on the list and it's free.** Per market you get the live ad count, the campaign themes, when each flight started and stopped, and the funnel type — whether the call to action goes to a booking page or to a native lead form. That last one tells you more about a market's maturity than any spend estimate. The transparency panel then gives reach plus the country and demographic breakdown. Summed reach is a usable proxy for relative pressure between markets; reach times a category CPM band gives you a euro range. Snapshot it monthly and you have a trend, which is what you actually wanted. **Google's Transparency Center gives counts and formats, not money.** Still useful: the split between search, display and video shows where effort goes, and the advertiser entities listed reveal account structure — two different legal entities running ads for the same brand usually means two teams, two agencies, or a market that was bolted on. **A traffic estimator for the channel split.** The free tier of [SimilarWeb](https://www.similarweb.com/?ref=livain.com) is enough to see the direct-versus-organic-versus-paid-versus-social shape and the country split. It's the closest single proxy to a channel-mix pie, and it is an estimate — treat the shape as real and the decimals as decoration. **An SEO visibility index answers one binary question.** [Sistrix](https://www.sistrix.com/?ref=livain.com) is the standard in DACH; a starter [Semrush](https://www.semrush.com/?ref=livain.com) or [Ahrefs](https://ahrefs.com/?ref=livain.com) seat does the same job elsewhere. With a quarter of history the question you're answering is binary: is organic being invested in or abandoned? You don't need precision for that. A site whose blog has been dark for over a year and whose sitemap hasn't moved since 2024 has already answered. **Subscribe to everything.** Newsletter, member signup, SMS opt-in, one tagged address per market. You learn send cadence, offer strategy and segmentation sophistication — and the mail headers fingerprint the ESP, which tells you their CRM stack. Nobody volunteers that in an interview. **View-source once a month.** One page per market, and list the pixels present. A pixel appearing is a channel being switched on; a pixel disappearing is one being switched off, or [something breaking that nobody has noticed yet](https://www.livain.com/blog/no-login-to-the-tag-manager/). The real tell is whether the booking links carry UTMs at all — if they don't, that company cannot attribute its own funnel, whatever the dashboard shows. **Review velocity is the only window onto individual locations.** New reviews per site per month is a crude footfall proxy, and it is the one metric in this whole exercise that is about branches rather than brands. Then social cadence and follower growth, to separate maintained channels from zombie handles — [Social Blade](https://socialblade.com/?ref=livain.com) gives you the trend curve without manual counting. Then the soft signals: the careers page, because open roles are investment intentions stated out loud; agency credits in the footer; the [Wayback Machine](https://web.archive.org/) for how the promise has changed. ### One spreadsheet, one row per market per month That's the whole deliverable. Ad count and summed reach, Google ad count by format, channel percentages, visibility score, emails received, reviews added, followers, pixels present. Three to four hours a month to maintain. The first snapshot is a baseline and tells you very little; the second one is where it starts paying, because trend beats level every time. For the spend triangulation, write the assumptions into the sheet rather than hiding them in a formula: reach times assumed CPM for social, paid-search share times visits times a market CPC benchmark for search. Then state the error band out loud — call it ±50% and mean it. A number with an honest band attached survives a meeting. A confident number that turns out to be invented costs you the room. > The point of an outside-in read is not to know their budget. It's to be unable to be told a story that the public evidence contradicts. ### What it's for, and what it isn't It is not a substitute for account access, and it should never be presented as one. What it is good for is the moment when an internal narrative and the observable world disagree — when a market is described as under-invested and its ad archive shows three times the volume of the market that is supposedly the priority, or when a relaunch is described as ongoing and every creative stopped in the same week four months ago. This is also the clearest example I have of where the leverage in AI tooling actually sits. Pulling, parsing and reconciling nine sources across five markets is exactly the kind of work that used to need a junior analyst for a fortnight, and now takes an afternoon. But the judgement calls — which CPM band is defensible, which estimate is too weak to put in front of a board, which of the nine signals answers the question being asked — are still [the part that needs the reps](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/). Without them you get a beautifully formatted sheet of numbers with no error bars, which is worse than no sheet at all. Start with the ad archive. You can do it this afternoon, for nothing, on your own company first. What your own year of ads says about you is usually the more uncomfortable read. ### Sources & further reading **External** [Meta — new features and additional transparency measures as the DSA comes into effect](https://about.fb.com/news/2023/08/new-features-and-additional-transparency-measures-as-the-digital-services-act-comes-into-effect/?ref=livain.com) [Lewis Silkin — the EU raises the bar on ad transparency](https://www.lewissilkin.com/en/insights/2026/01/23/the-eu-raises-the-bar-on-ad-transparency-102mdvw?ref=livain.com) [Google — announcing the new Ads Transparency Center](https://blog.google/innovation-and-ai/technology/ads/announcing-the-launch-of-the-new-ads-transparency-center/?ref=livain.com) **Tools in the stack** [Meta Ad Library](https://www.facebook.com/ads/library/) (free) · [Google Ads Transparency Center](https://adstransparency.google.com/?ref=livain.com) (free) · [SimilarWeb](https://www.similarweb.com/?ref=livain.com) (free tier is enough) · [Sistrix](https://www.sistrix.com/?ref=livain.com) · [Semrush](https://www.semrush.com/?ref=livain.com) · [Ahrefs](https://ahrefs.com/?ref=livain.com) · [Social Blade](https://socialblade.com/?ref=livain.com) · [Wayback Machine](https://web.archive.org/) *No affiliate links, no arrangement with any of these. The first two do most of the work and cost nothing.* **Related posts** [Your analytics dashboard is lying to you by leaving things out](https://www.livain.com/blog/analytics-dashboard-lying-by-omission/) [No login to the tag manager. The container told me everything anyway.](https://www.livain.com/blog/no-login-to-the-tag-manager/) [The death of generic AI: why deep domain expertise is the only real leverage left](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) ### A clinic chain was advertising its empty appointment slots: why paid media cannot fix a scheduling problem URL: https://www.livain.com/blog/clinic-advertising-empty-appointment-slots-paid-media-scheduling/ Last updated: 2026-09-14T06:59:59.000Z In a public EU ad archive this week I found something I keep thinking about. A clinic group was running a separate paid ad for each of its locations, and the offer in every one of them was the same: last-minute spots available. Those ads had been live, per city, for about seven months. Read that again as an operator rather than a marketer. The thing being advertised was not a treatment, a price, or a reason to come. It was a gap in the diary. I work as a fractional marketing executive, a lot of it in dental and medical aesthetics, and this is one of the most expensive patterns in the sector. A clinic has unused capacity. Unused capacity feels like a marketing problem, because marketing is the department you can buy more of. So the media budget gets pointed at the empty slot, and it works just well enough that nobody asks the harder question. ### Empty slots are several different problems sharing one name A gap today because someone cancelled this morning is an operations problem. A recurring gap because a percentage of patients never show is also an operations problem, and a well-studied one — the aesthetics and outpatient literature is full of [reminder, deposit and confirmation mechanics](https://www.nextmotion.net/blog/reduce-no-shows-aesthetic-clinic-scheduling?ref=livain.com) that move no-show rates measurably. A predictably quiet Tuesday afternoon is a templating problem: someone built a session pattern that patients were never going to book in that shape. Only the fourth version is a demand problem. The diary is emptier than the business needs it to be, across every location, every week. That one you can legitimately spend media budget on. ![Four cards: cancellation gaps and no-shows are operations problems, quiet weekday patterns are templating, only a structurally empty diary is a demand problem](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2026/09/clinic-four-problems.png) The trouble is that all four look identical on a dashboard. They all show up as utilisation below target, and utilisation below target reads as "we need more patients". Practice-management vendors publish [utilisation benchmarks](https://www.phorest.com/blog/advanced-aesthetic-clinic-scheduling-the-three-numbers-that-show-what-your-calendar-is-costing-you/?ref=livain.com) around the 90% mark, and a clinic sitting under that will usually go shopping for reach long before it goes looking at its own booking rules. > If your ads are selling the gap rather than the treatment, you are not buying growth. You are renting away a scheduling problem, every month, at auction prices. ### What the spend is actually buying There is a second cost that doesn't appear in any channel report. An ad that says "we have space today" teaches the market something about you. Run it per location, continuously, for the better part of a year, and **you have trained your most price-sensitive patients to wait** — because there is always space today, and there is usually something off. I've written before about [bolting urgency devices onto offers that have no end date](https://www.livain.com/blog/the-design-asked-for-a-countdown/); advertising permanent availability is the same trick pointed the other way, and it erodes the same thing. The clinics that get out of this don't start with a campaign. They start by splitting the number. How much of this week's unused capacity came from cancellations, how much from no-shows, how much from session templates nobody books, and how much from simply not enough people wanting to come. Four buckets, four owners, four fixes. Usually one of them belongs to marketing and three of them don't. That decomposition is unglamorous and it is also the entire job. It is the same move as [counting patients rather than bookings](https://www.livain.com/blog/count-patients-not-bookings/): refuse to accept an aggregate number as a diagnosis, and insist on knowing which of several different things it is made of. AI tooling makes that decomposition cheap now — I can pull, join and reconcile a year of agenda and transaction data in an afternoon where it used to be a project. What it cannot do is notice that the question was wrong in the first place. ### The read-across nobody was doing One more thing from the same archive, because it matters more than the slot ads. The same group was running visibly different strategies in different countries: a rolling quarterly discount treadmill in one market, monthly city-level specials in another, a lead-form funnel in a third, and in one small market a genuinely interesting pivot to expertise-and-trust messaging — you decide what gets done, not us. That fourth one is the test the big market needs. Nobody appeared to be reading it. Four markets, four strategies, one year, and no visible mechanism for the good experiment in the small country to reach the large one. I've argued before that [somebody has to own the learning](https://www.livain.com/blog/someone-has-to-own-the-learning/) or it doesn't happen, and a multi-country group with no read-across is paying four times for the same lesson. All of this came out of public ad archives, which is both the cheapest competitive research available and a useful mirror. Your own ads are the clearest statement your company makes about what it thinks its problem is. Go and read a year of them as a stranger would. Then ask whether the problem you are buying media against is the one you actually have. ### Sources & further reading **External** [Meta — additional transparency measures as the Digital Services Act comes into effect](https://about.fb.com/news/2023/08/new-features-and-additional-transparency-measures-as-the-digital-services-act-comes-into-effect/?ref=livain.com) (why a year of EU ads is publicly readable) [Phorest — the three scheduling numbers that show what your calendar is costing you](https://www.phorest.com/blog/advanced-aesthetic-clinic-scheduling-the-three-numbers-that-show-what-your-calendar-is-costing-you/?ref=livain.com) [Nextmotion — reducing no-shows in an aesthetic clinic](https://www.nextmotion.net/blog/reduce-no-shows-aesthetic-clinic-scheduling?ref=livain.com) **Related posts** [Every clinic counts new patients. Almost none can count the ones who booked.](https://www.livain.com/blog/count-patients-not-bookings/) [Someone has to own the learning. Most networks never staff it.](https://www.livain.com/blog/someone-has-to-own-the-learning/) [The design asked for a countdown. The offer had no end date.](https://www.livain.com/blog/the-design-asked-for-a-countdown/) ### I built a client performance dashboard in a day with Claude Code — the hard part was not calling enquiries revenue URL: https://www.livain.com/blog/client-performance-dashboard-enquiry-value-not-revenue/ Last updated: 2026-09-12T05:41:18.000Z I had the dashboard finished on a Tuesday evening — built with Claude Code in a day, four Python fetchers into one data file into a single self-contained HTML app, published as a private Claude artifact with a stable URL. Five tabs, live data, the client's own typeface and greys. One empty label left, on the biggest number on the page. The number was thirty-six point eight. As in: thirty-six francs back for every franc of advertising. I sat there for a while trying to decide what to call it, because the honest answer was that nobody had paid this company a single franc through their website. ### The business doesn't take money online This is a natural-stone company. Slabs, paving, table tops cut to size. The website has a shop-shaped thing on it, but nothing that happens there is a sale. You configure what you want, you send it, and a human writes you a quote. Payment happens weeks later, off the internet, sometimes for a different amount than the configurator suggested. So the number my pipeline had computed was the total value of enquiries divided by advertising spend. Every tool in the chain wanted to call the top half of that fraction *revenue*, because that is the field name in the e-commerce API it came out of. Every dashboard template I have ever built calls the resulting ratio *ROAS*. Both would have been lies, and the second one is the dangerous kind — the kind a director repeats in a board meeting nine months later. > Thirty-six to one is a spectacular return on advertising. It is a fairly ordinary quote-to-spend ratio in a business where roughly nine in ten quotes never become an order. So the label says *Anfragewert* — enquiry value. And the ratio is labelled "expected ROAS, blended", with the word blended doing real work, and a note underneath saying what it is made of. Not because a compliance officer made me. Because in six months somebody is going to screenshot that card, and the screenshot has to survive being separated from me. Google's own documentation is unusually clear about this distinction, incidentally. Its guidance on value-based bidding tells you to report ["real economic values, like revenue, or proxy values, like a lead score"](https://support.google.com/google-ads/answer/15099424?hl=en&ref=livain.com) — two different categories, named as two different categories. And its [note on estimating conversion value](https://support.google.com/google-ads/answer/2796446?hl=en&ref=livain.com) is essentially an instruction to do the multiplication honestly: what fraction of leads close, at what average size. The platform is happy to optimise against a proxy. It just needs you to know it's a proxy. The causal view lives in a separate block on the same page — actual conversions attributed to actual campaigns, nine of them at the time, which is a small and unglamorous number sitting a few centimetres from a very glamorous one. Keeping those two apart is most of what the design is for. It's the same discipline as refusing to [collapse four sales channels into one number](https://www.livain.com/blog/four-sales-channels-into-one-number/) and hoping nobody asks. ### Four APIs, four different ways of lying The rest of the day was less philosophical. Claude Code writes the integration faster than I can, which means the bottleneck moves entirely to whether the APIs behave as documented. I had budgeted an afternoon and spent most of it discovering that documentation and reality had drifted apart in four separate systems. The orders endpoint I wanted returned 403\. Not a permissions problem I could fix — just closed. The analytics reporting endpoint next to it, same site, same credentials, returned everything I needed including per-enquiry line items and the referral source. If I had trusted the first refusal I'd have concluded the data wasn't reachable and built something worse. The form plugin's submissions endpoint is documented one way and lives at another path. The obvious guess returns a clean, confident 404\. Half an hour, gone, on a wrong noun. The ads tool has no field called `cpc`. It's `averageCpc`. Fine. Less fine: impression share arrives as a *string* when it hits the extremes — the literal characters `<10%` where a number should be. Which does not throw. It quietly poisons an average four steps downstream, and you find it by staring at a chart thinking "that can't be right." The same species of bug as [a zero that isn't a zero](https://www.livain.com/blog/which-zeros-were-real/). And then the stupidest one: my local preview server didn't send a charset header, so the whole German interface rendered as mojibake and I spent five genuine minutes wondering whether I'd corrupted the data file. It was a missing meta tag. None of that is interesting on its own. What's interesting is that it's the tax on every integration, always, and it is the reason "just pull the data" is never the afternoon anyone estimates. Twenty years in and I still under-budget it. ### The two changes that came from showing it to someone I sent it over and got feedback the same day, and both notes were about honesty rather than features. First: the current week was rendering as a collapse. Of course it was — it was Tuesday. A bar covering two days of data sits next to bars covering seven and looks like the floor fell out. Now any bucket containing today renders at thirty-eight per cent opacity, with a legend saying "lighter = current, incomplete period." A design decision that exists purely to stop the chart from telling a lie about the present. Second: I had a series called "Landingpage" for enquiries from a particular form. But that form *is* a contact enquiry — it just happens to sit on an advertising landing page. Splitting it out made the category list describe where the form lives rather than what the customer did. It's folded into contact enquiries now, and the three genuinely different routes in stay [separate, as they should be](https://www.livain.com/blog/three-ways-in-none-of-them-a-funnel/). Both of those are the kind of thing I would not have caught alone, because I built the categories and so the categories look obvious to me. That is the argument for [putting something in front of a person early](https://www.livain.com/blog/i-designed-an-app-in-claude-before-building-it/), while changing it still costs nothing. ### What I'd tell anyone building one of these Decide what the top-line number is *called* before you decide how to compute it. The label is the part that escapes into other people's heads, gets quoted in meetings, and outlives the dashboard. And if your business doesn't take payment on the website, resist every default in your tooling that wants to call an enquiry revenue. It will offer, constantly. The field is literally named that. The dashboard took a day. The word took twenty minutes and was worth more. ### Sources & further reading **External** [Google Ads Help — About Smart Bidding using value-based bidding](https://support.google.com/google-ads/answer/15099424?hl=en&ref=livain.com) [Google Ads Help — How to estimate conversion value](https://support.google.com/google-ads/answer/2796446?hl=en&ref=livain.com) [Google Ads Help — Best practices for generating high-quality leads](https://support.google.com/google-ads/answer/13489421?hl=en&ref=livain.com) **Related posts** [Three ways in, none of them a funnel](https://www.livain.com/blog/three-ways-in-none-of-them-a-funnel/) [Four sales channels into one number](https://www.livain.com/blog/four-sales-channels-into-one-number/) [Which zeros were real](https://www.livain.com/blog/which-zeros-were-real/) [I designed an app in Claude before building it](https://www.livain.com/blog/i-designed-an-app-in-claude-before-building-it/) ### I replaced a monthly client report with a 90-day review — and found two broken comparisons in my own numbers URL: https://www.livain.com/blog/monthly-client-report-to-90-day-review/ Last updated: 2026-09-12T05:41:22.000Z The August report was finished. Fifteen pages, formatted, ready to send. I deleted the frame and rewrote it as "the first ninety days". Not because the August work was weak. Because a monthly report was quietly making me argue the wrong case. ### What a month-shaped report forces you to say Reconstructing the case took an afternoon of pulling my own session notes out of my knowledge base with Claude — every decision, audit and handoff since April, in order. That is the part that made the reframe possible at all: I could see the shape of the three months, not just the last one. I started this mandate at the beginning of June. Two of the three months since had no advertising spend at all — they were sortiment audits, keyword work, a bidding model, campaign build, a gated price list. Foundations. In a report called *August*, all of that is backstory. It sits in a paragraph labelled "preparation" and the reader's eye slides past it to the part with the numbers. Worse, it puts you on the defensive about the two months where nothing measurable happened, which converts real work into something you have to justify. In a report called *the first ninety days*, the same facts do the opposite job. The groundwork is the deliverable. The fact that money only started moving in month three is the plan working, not a delay to explain. And crucially: the growth plan we agreed back in spring had *already* defined a first stage running June to August, with a second stage from September. The mandate started on the first of June and the reporting window closed on the last of August. Three months to the day. I did not invent a flattering frame — I noticed the frame was sitting there in the plan the whole time, and I had been ignoring it in favour of a calendar month because that is what reports are usually called. > As David McRaney puts it in *You Are Not So Smart*: you don't think in statistics, you think in examples, in stories. The numbers were identical in both documents. Only one of them made sense. ### The part where I had to correct myself twice Rewriting the frame made me re-derive the numbers, and re-deriving numbers is where you find out what you got away with. **First: my comparison windows were different lengths.** The original draft compared the first seventeen days of August against the last fourteen. Seventeen against fourteen. I had not done it deliberately; I had cut the window at the date something went live and not gone back to check the other side. Every analytics tool that offers period comparison defaults to [an equal-length preceding range](https://matomo.org/faq/reporting-tools/compare-date-ranges/?ref=livain.com) for exactly this reason, and I had hand-rolled my way out of that protection. Corrected to two clean fourteen-day windows, the picture actually got better — but "better after the correction" is not the point. The point is that a report can carry a number nobody will ever check, and the only defence is checking it yourself before someone else has to. **Second, and worse: my baseline and my target were not measuring the same thing.** The starting figure was enquiries-per-day counted one specific way. The current figure included a second enquiry route that did not exist when the target was set. So a comparison that looked like progress was partly a comparison between two different definitions. This is the exact failure I wrote about a couple of weeks ago when [three separate ways in were being reported as one](https://www.livain.com/blog/three-ways-in-none-of-them-a-funnel/), and I still walked into a version of it. Adding a measurement route is a change to the ruler. If you change the ruler mid-window, the before and the after are not comparable, and saying so out loud is not a weakness in the report — it is the report doing its job. Both figures are now carried separately, forward, from here. And a third correction, smaller but the kind that erodes trust fastest if a client catches it: I had described the baseline as "enquiries with no advertising at all". Not true. There were directory listings running the whole time. Untracked is not the same as absent. ### The reframe that mattered most wasn't in the numbers Late in the same week, a nightly sync flipped several hundred products to private. It looked like a fresh incident. Something broke in September. Except the audit from spring had already recorded that the large majority of the catalogue had no long description. The sync had not broken anything. It had made an existing structural gap visible by acting on it. "Something is broken since September" is a fight with whoever runs the sync. "The audit we did in May told us this, and it has now surfaced" is a plan. Same facts. One version makes an enemy, the other makes a roadmap. If you have [done the diagnostic work up front](https://www.livain.com/blog/the-files-were-never-empty/), you get to choose which one you tell — and you get to choose it honestly, which is the only version worth having. ### What I take from it Reporting cadence is not an administrative choice. Monthly is a container someone else designed, and when your work doesn't fit it you end up narrating around the container instead of the work. So before writing the next one, three questions. Does a period already exist in the agreed plan that this report should map to? Are the two windows I'm about to compare the same length? Has anything about how I count changed between the start of this period and the end of it? The third one is the one that catches people. It caught me. And it is the reason I now put the exclusions and the counting rules in the document itself rather than in my head — the same instinct that makes me [itemise a quote instead of quoting a round number](https://www.livain.com/blog/i-put-every-hour-in-the-quote/). Show the working, and the number stops being something the client has to take on faith. I threw away a finished report. It took an afternoon to rebuild and it is the first one I would defend line by line. ### Sources & further reading **External** [Kaplan & Norton — The Balanced Scorecard: Measures That Drive Performance (HBR)](https://hbr.org/1992/01/the-balanced-scorecard-measures-that-drive-performance-2?ref=livain.com) [Matomo — Compare date ranges (equal-length comparison periods)](https://matomo.org/faq/reporting-tools/compare-date-ranges/?ref=livain.com) [Adobe Analytics — Date comparison in Analysis Workspace](https://experienceleague.adobe.com/en/docs/analytics/analyze/analysis-workspace/components/calendar-date-ranges/time-comparison?ref=livain.com) **Related posts** [Three ways in, none of them a funnel](https://www.livain.com/blog/three-ways-in-none-of-them-a-funnel/) [The files were never empty](https://www.livain.com/blog/the-files-were-never-empty/) [I put every hour in the quote](https://www.livain.com/blog/i-put-every-hour-in-the-quote/) ### Meta's Muse will book things for your customers. The hard part is the first booking. URL: https://www.livain.com/blog/meta-muse-personal-ai-agent-brands-first-purchase/ Last updated: 2026-10-14T12:30:33.000Z Meta launched Muse this week, and it calls it ["the world's first personal AI agent built for everyone"](https://about.fb.com/news/2026/09/introducing-muse-personal-ai-agent/?ref=livain.com). That's a big claim, so I sat down with the launch video and recorded my first reaction. I came away more impressed than I expected, and with one question I can't stop thinking about as a marketer. ### What Muse actually is Muse is not another chatbot that answers questions. You chat with it, and if it has the context of what you're doing, it goes and gets things done. It places orders on your behalf. It acts like a personal trainer that tracks your goals. It fills out forms. In the launch video it picks things up for school, does the groceries, and rebooks a flight that was delayed. Under the hood, Meta says each agent runs on [Muse Secure VM, a dedicated virtual machine that houses both the agent and your data](https://about.fb.com/news/2026/09/introducing-muse-personal-ai-agent/?ref=livain.com). You talk to it in the Muse app or directly in WhatsApp, the same way you'd message a person. It's rolling out in the US first, it's free for most of what people need, and it asks for your approval before it completes a purchase. ### The use cases are real, and that's the point What I liked most is how ordinary the examples are. Nobody in that video is building a startup with an agent. They're dealing with school runs, groceries and delayed flights. That's the stuff that actually eats people's week. And it's all about the connected apps. This is where Meta has an edge nobody else has. The Meta universe is strong, especially with WhatsApp, and an assistant that lives where people already talk to their family and friends doesn't have to convince anyone to open a new app. Meta also says Muse will be [connected to people's Facebook and Instagram profiles for expanded context](https://www.socialmediatoday.com/news/meta-launches-muse-personal-ai/829984/?ref=livain.com). That's a lot of context. ### Meta isn't alone in this race There's a lot happening in the agentic space right now. Google announced [Gemini Spark at I/O in May](https://thenextweb.com/news/google-gemini-spark-agentic-assistant-gmail-io-2026?ref=livain.com), an always-on agent that runs on its own cloud machine and works across Gmail and Docs. Microsoft's Copilot isn't quite there yet, in my view. It will take some time before it makes sense for everyone. The direction is clear, though. As one write-up of the launch put it, if you sell online, Muse is [a third large company pointing software shoppers at your website, after Google and Microsoft](https://ppc.land/meta-puts-an-ai-agent-that-buys-things-inside-whatsapp-us-only/?ref=livain.com). A couple of weeks ago I wrote about [Claude Cowork getting its own browser](https://www.livain.com/blog/openai-built-a-whole-browser-for-the-agent-the-agent-didnt-need-one/), a tool for people who are comfortable with that kind of setup. Muse brings the same idea to people who will never install a professional tool. ### Your website is about to matter less Here's the part that matters for brands, and for anyone who sells a product or a service. There's going to be a world very soon where your website won't matter that much anymore. The discoverability of your products will have to happen somewhere other than on a static site, and not only on social media either. If an agent can just go out and book an appointment for you, it needs to know your preferences and what you've done in the past. For repeat purchases that's easy. Your agent can work out from your card statements or your loyalty programmes which products you buy and buy them again. Your brand wins that one if you already won the customer. ### The hard part is the first booking The real challenge is everything you've never done before. Say you want an outdoor activity with the kids this weekend. You ask the agent where you can do it, and it books something that fits your general description: not too far away, not too expensive, roughly what you had in mind. As a brand or a service company, what you're missing at that moment is the whole discovery phase. Everything that used to happen before the booking, the browsing, the comparing, the ad that caught someone's eye, the review they read on the train. The agent compresses all of that into one decision you don't get to see. The grocery example is the same. What does it buy for you when you've never bought it before? I've seen what happens when people forget where demand comes from. On one account, [the marketplace looked like it was growing while it was really harvesting demand we'd built upstream](https://www.livain.com/blog/the-marketplace-didnt-grow-it-harvested/). Agents will make that mistake easier to make, because the upstream part becomes invisible. And for considered purchases, where [people take weeks and many touchpoints to decide](https://www.livain.com/blog/people-spend-weeks-choosing-a-sofa/), the question is which of those touchpoints an agent will ever look at. > "Amazon is not happening to bookselling, the future is happening to bookselling." Jeff Bezos, as quoted by Porter Erisman in *Six Billion Shoppers* It's a line I highlighted in Erisman's book. Swap "bookselling" for your category and it describes what's coming. Meta isn't happening to brands. The future is, and this time it shows up as an agent. ### What about privacy? Privacy is always going to be an issue with something that has this much access. Meta's answer is architecture: an isolated, encrypted environment per user, with the data separation designed with input from Signal co-founder Moxie Marlinspike, [according to Social Media Today](https://www.socialmediatoday.com/news/meta-launches-muse-personal-ai/829984/?ref=livain.com). Meta has built encryption at scale before with WhatsApp. We'll have to see how it holds up, but it's clearly the right thing to lead with. ### What I'd be thinking about now I don't have the full answer yet, and I don't think anyone does. But the question for marketers and sales teams over the next few years is simple to state and hard to solve: how do you make sure your company is the one that shows up when someone asks an agent to just handle it? That's a positioning question before it's a technical one. Any AI tool will write you a checklist for "agent readiness". Knowing which parts of your offer an agent can actually read, and which story it needs to hear to pick you over the alternative, takes judgement and reps. It's the same reason I keep arguing that [domain expertise is the only real leverage left](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/). We're all moving towards a world where agents just take care of things for us. The brands that think about discovery now won't have to ask later why the agent never picked them. ### Sources & further reading **External** [Meta: Introducing Muse, the world's first personal AI agent built for everyone](https://about.fb.com/news/2026/09/introducing-muse-personal-ai-agent/?ref=livain.com) [Social Media Today: Meta launches Muse personal AI](https://www.socialmediatoday.com/news/meta-launches-muse-personal-ai/829984/?ref=livain.com) [PPC Land: Meta puts an AI agent that buys things inside WhatsApp, US only](https://ppc.land/meta-puts-an-ai-agent-that-buys-things-inside-whatsapp-us-only/?ref=livain.com) [The Next Web: Gemini Spark, a 24/7 agentic assistant you can email like a colleague](https://thenextweb.com/news/google-gemini-spark-agentic-assistant-gmail-io-2026?ref=livain.com) Porter Erisman, *Six Billion Shoppers* (St. Martin's Press, 2017) **Related posts** [We cut the top-of-funnel and the marketplace 'grew.' It was harvesting demand we'd already built.](https://www.livain.com/blog/the-marketplace-didnt-grow-it-harvested/) [People spend weeks choosing a sofa. Most furniture brands sell like it's one visit.](https://www.livain.com/blog/people-spend-weeks-choosing-a-sofa/) [OpenAI built a whole browser for the agent. The agent didn't need one.](https://www.livain.com/blog/openai-built-a-whole-browser-for-the-agent-the-agent-didnt-need-one/) [The Death of Generic AI: Why Deep Domain Expertise is the Only Real Leverage Left](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) ### My scheduled Claude Code routine failed three weeks running: what agentic workflows need that a written lesson doesn't give them URL: https://www.livain.com/blog/scheduled-claude-code-routine-failed-agentic-workflows-context/ Last updated: 2026-09-12T05:41:25.000Z I run a set of scheduled Claude Code routines. Small autonomous jobs that wake up on a cron, pull data, compare it against a baseline, and write me a report — SEO impact checks, consent audits across four storefronts, expense reconciliation, a weekly content run. They are genuinely useful and they are the main reason a one-person operation can cover the ground I cover. One of them has now failed three weeks in a row, in exactly the same way, for a reason I had already diagnosed and written down. Twice. ### What the routine was supposed to do At the start of August I rolled out a large content change on a directory site — around a hundred local pages and fourteen regional hubs. To find out whether it worked, I had Claude Code build a weekly routine: pull Search Console data via the API, compare an equal-length window before and after the rollout, flag queries that appear for the first time, write the result to a CSV so a time series builds up. It needs one credential to read that data: a Google service-account key. Creating it takes about ten minutes in a cloud console, and it has to be done by a human, signed in, with two-factor on their own machine. First run: no key, nothing measured. Noted it. Second run: same. This time I wrote the lesson properly — *a routine with a manual precondition needs a reminder with a deadline*. Good sentence. Filed in my notes. Third run last week: same. Except the third run was the one that mattered. The first two would have been premature anyway — the after-window was too short to say anything honest. By the third, the measurable window was three weeks against an equal three weeks before. That was the first date in the calendar where the routine could have produced a real answer, and the answer it produced was "still no key." Three weeks of a weekly time series simply do not exist now. You cannot back-fill a comparison you didn't take. ### The design flaw: an agent that can't do the thing it depends on Here is the part I'd want anyone building agentic workflows to take away, because it is not really about Search Console. That routine runs in the cloud on a schedule. It has no browser session, no access to my Mac, no local MCP servers, no signed-in Google account, no way to complete two-factor authentication. And its critical path runs straight through a step requiring all four. So I had built an automation that was structurally incapable of unblocking itself, scheduled it to try weekly, and configured it to politely report its own failure. Every Friday it did exactly what I told it to. Every Friday that was worthless. > An agent needs to know what its execution context can actually do. Mine was scheduled in an environment where the one thing it needed was impossible — and nothing in its design made that a stopping condition. This is the same shape as the mistake I [made a few weeks earlier with a check that needed a browser it was never going to get](https://www.livain.com/blog/i-scheduled-a-weekly-check-that-could-never-run/). Which is the uncomfortable bit: I had already published the lesson and still repeated it. The right fix isn't a cleverer prompt. It's moving that routine to a scheduled task on the Mac, where the browser and the local files and the signed-in session exist and the key never has to travel anywhere. Cloud scheduling is excellent for anything that needs an API token and a network connection. It is the wrong home for anything with a human in its critical path. ### The bigger flaw: a written lesson is not a mechanism I did everything the post-incident playbook asks for. I noticed the failure. I diagnosed it correctly. I articulated the fix in clear language. And none of it had any mechanism attached, so the system carried on exactly as before. Google's site reliability people have written the sharpest line on this: [the surest way to ensure an action item never gets completed is to leave it without an owner](https://sre.google/static/pdf/login%5Fspring17%5F09%5Flunney.pdf?ref=livain.com). Their checklist wants every action worded to be *actionable, specific and bounded* — a verb, a scope, a way to know when it's done. "Investigate monitoring for this scenario" is not an action item. "Add alerting when this service returns more than one per cent errors" is. Their whole [blameless postmortem culture](https://sre.google/sre-book/postmortem-culture/?ref=livain.com) exists so that writing something down produces a change to the system rather than a description of one. As Nassim Nicholas Taleb writes in *Skin in the Game*: you will never fully convince someone that he is wrong; only reality can. I had written this lesson down twice, and it took a missed measurement to make it real. My note failed every one of those tests. No owner, no date, no definition of done, living in a file that only gets read when someone goes looking. It was a description of a fix, not a fix. And this is precisely where AI tooling makes things quietly worse. Notes are free now. I can have Claude produce a thoughtful, well-structured retrospective on any incident in about ninety seconds, and it will be *good* — better organised than what I'd have written by hand. What has not got cheaper is the part where something in the world changes as a result. If anything, the fluency is a trap: a well-written lesson *feels* like the work is done. It generates the sensation of having closed the loop without closing it. I've written before about how [someone has to own the learning](https://www.livain.com/blog/someone-has-to-own-the-learning/), mostly about teams. Running solo with a fleet of agents does not exempt you. I was both the person who wrote the lesson and the person meant to act on it, and the handoff between those two still failed — because there was no handoff, just a hope that future-me would read past-me's note at the right moment. ### What I actually changed Two concrete things, or this post is the same failure in a nicer font. **The routine now has an abort condition with teeth.** After the second consecutive run blocked on the same missing precondition, it no longer just reports — it creates a task, with a due date, in Todoist, where my actual work lives. The report is the observation. The task is the carrier. If a routine can detect that it is blocked on a human, it can also file the work for that human. **The routine moved to where it can run.** Local scheduled task on the Mac, browser and credentials available, key never leaves the machine. And one design question I now ask before scheduling anything agentic: *what does this need that its own environment cannot provide?* Not "will this work today" — that's a test you pass by accident. Ask it once at design time and you save yourself three empty weeks of a report that was never going to say anything. The lesson was right the first time. It just wasn't attached to anything that could act on it. ### Sources & further reading **External** [Lunney, Lueder & Beyer — Postmortem Action Items: Plan the Work and Work the Plan (USENIX ;login:)](https://sre.google/static/pdf/login%5Fspring17%5F09%5Flunney.pdf?ref=livain.com) [Google SRE Book — Postmortem Culture: Learning from Failure](https://sre.google/sre-book/postmortem-culture/?ref=livain.com) [Google SRE Workbook — Eliminating Toil](https://sre.google/workbook/eliminating-toil/?ref=livain.com) **Related posts** [I scheduled a weekly check that could never run](https://www.livain.com/blog/i-scheduled-a-weekly-check-that-could-never-run/) [Someone has to own the learning](https://www.livain.com/blog/someone-has-to-own-the-learning/) [The same task, three days running](https://www.livain.com/blog/the-same-task-three-days-running-idempotency/) *Field notes like this are the day-to-day of my work as a fractional marketing executive — using tools like Claude Code to run real marketing operations. If you want that inside your company,* [*here is how we can work together*](https://www.livain.com/welcome/)*.* ### The channel filter on my dashboard silently broke ROAS: how to attribute ad spend across sales channels URL: https://www.livain.com/blog/channel-filter-broke-roas-attributing-ad-spend/ Last updated: 2026-09-12T05:41:28.000Z Someone I work with clicked a channel filter on a performance dashboard I'd built with Claude Code — a small React app fed by a nightly data build, deployed to Cloudflare Pages — chose one marketplace, and told me the numbers were wrong. They were. Not in the way I expected. The revenue filtered correctly. Orders filtered correctly. Average basket filtered correctly. The return on ad spend sat there, unmoved, showing exactly the same figure it showed with every channel selected. I had built a filter that quietly refused to touch the one number everybody actually looks at. ### You cannot filter a ratio you never attributed The reason is embarrassing once you say it out loud. Revenue is tracked per *sales* channel — the marketplace, the shop, each storefront. Ad spend is tracked per *advertising* channel and country — this platform in that market, that platform in this one. Those are two different taxonomies wearing the same word. So filtering the numerator was trivial and filtering the denominator was undefined. Rather than fail, the code did the polite thing: it left the denominator alone. Total spend, filtered revenue, a ratio that meant nothing and looked authoritative. I have written about how [a ratio is two numbers and both of them can move](https://www.livain.com/blog/our-roas-doubled-we-hadnt-sold-more/). This is the uglier cousin of that problem: a ratio where one number moves and the other cannot, and nothing in the interface tells you which. > A filter that silently does nothing is worse than a filter that isn't there. The missing one you work around. The broken one you believe. ### The fix was a set of assumptions, written down where people can see them Attribution here is not a modelling exercise, it is bookkeeping with a few honest judgement calls. Marketplace advertising maps to that marketplace. Search and social advertising maps to the owned shops, because that is where those clicks land — and where there is more than one owned shop, it splits by their share of revenue in the window you are looking at. That last one is an assumption, not a measurement. So it is printed on the page. Anyone reading a filtered figure can see the rule that produced it, disagree with it, and argue about it. That is the whole point. As [the measurement literature keeps pointing out](https://arxiv.org/html/2607.09608v1?ref=livain.com), platform-reported returns routinely overstate results by counting the same conversion more than once, and attribution, mix modelling and incrementality answer three different questions rather than competing to answer one. If your allocation rule is a guess, the useful move is to make it a *visible* guess. Then the invariant. With every channel selected, the dashboard must reproduce the old numbers exactly — same revenue, same spend, same ratio, to the last decimal. If the attribution logic leaks a franc anywhere, that check catches it before anyone else does. It found two leaks. The reconciliation against the total spend snapshot balanced to the cent, which is the only reason I trust the per-channel splits at all. ### Then the same bug, one layer down Filter to the marketplace that only sells in one country, and a heatmap kept showing every country in the estate. Same root cause. That heatmap was built from a country-by-product data cube that had no channel dimension in it. The frontend could not filter what the pipeline had never split. The tempting fix is an approximation in the interface — scale the country rows by that channel's share and move on. It would have looked right, and it would have been a second silently-wrong number sitting under the first one. The actual fix was upstream in the Python build step, and it turned out to be free. The four sources feeding that cube *were already* one channel each — the shop's own analytics, the marketplace feed, the storefront markets, the retail marketplaces. The channel dimension had been there the whole time and was being flattened away at build. Exporting it unflattened took an afternoon and made the filter exact instead of approximate. Sum of channels equals the old country totals; that invariant is tested. This is a pattern I run into constantly with data plumbing: [the structure you need already exists in the source and gets destroyed on the way in](https://www.livain.com/blog/2390-ways-to-say-29-things/). Look upstream before you build a model of something you are currently throwing away. ### Two things I would now do on day one **Label what a control cannot do.** Some views genuinely have no channel dimension and some have no country dimension. Those are now marked as exempt from the relevant filter, in the interface, in words. A user who can see that a control does not apply here is informed. A user watching a control apparently apply and change nothing is being misled. **Never let a rate be the headline without its parts.** The daily advertising chart used to plot return on spend alone, which meant a tiny order against tiny spend produced a spectacular spike. It now plots revenue as bars and the ratio as a line over them. Same data, and suddenly nobody mistakes noise for a good day. That is the same lesson as insisting you [know what went into a single blended number](https://www.livain.com/blog/four-sales-channels-into-one-number/) before you steer by it. The general version, and the reason I keep coming back to this: as Kaplan and Norton put it thirty years ago in [the Harvard Business Review piece that opened with it](https://hbr.org/1992/01/the-balanced-scorecard-measures-that-drive-performance-2?ref=livain.com), what you measure is what you get. The corollary nobody quotes is that what you measure *badly* is also what you get. A filter that appears to work is a measurement system making a promise on your behalf. Two hours of work. The bug was never in the filter. It was in believing that two things called "channel" were the same thing. ### Sources & further reading **External** [Kaplan & Norton — The Balanced Scorecard: Measures That Drive Performance (HBR)](https://hbr.org/1992/01/the-balanced-scorecard-measures-that-drive-performance-2?ref=livain.com) [Media Measurement and the Assisted Own Goal: Attribution, Marketing-Mix Models, and Individual-Level Incrementality](https://arxiv.org/html/2607.09608v1?ref=livain.com) [From platform ROAS to true incrementality](https://www.measured.com/faq/leveling-up-media-measurement-the-performance-marketers-journey-from-platform-roas-to-true-incrementality/?ref=livain.com) **Related posts** [Our ROAS doubled. We hadn't sold more.](https://www.livain.com/blog/our-roas-doubled-we-hadnt-sold-more/) [Four sales channels into one number](https://www.livain.com/blog/four-sales-channels-into-one-number/) [2,390 ways to say 29 things](https://www.livain.com/blog/2390-ways-to-say-29-things/) ### My scheduled Meta CAPI consent audit found a missing cookie banner, not a tracking bug URL: https://www.livain.com/blog/my-scheduled-consent-audit-found-a-missing-cookie-banner/ Last updated: 2026-09-12T05:41:32.000Z One of my scheduled Claude Code routines runs a weekly Meta Conversions API consent audit across four storefronts — how many orders were billable, how many actually reached the ad platform, and why the rest didn't. It landed on Tuesday with a line that looked like a tracking bug. One market, one order, zero events reaching the ad platform. A hundred per cent of that market's revenue missing from the numbers the ads optimise on. The obvious move is to go and fix the reporting pipeline. I have written that fix before. It takes an afternoon and it feels productive. I went looking for why the event was skipped instead, and the answer turned out to be much worse than a broken pipeline. ### The skip was correct The server only forwards a purchase to the ad platform if it can find a consent signal saying the customer agreed to it. In three of the four storefronts for this home and living brand, the report showed real refusals — a cookie recording that a human had looked at a banner and said no. That is the system working. Nothing to fix. The fourth market showed something different. Not a refusal. Not a corrupted value. Nothing at all. No consent signal had ever reached the server, for any visitor, ever. So I did what I have learned to do instead of reading the plugin list: I fingerprinted the HTML the site actually serves. The three healthy markets load a consent script, carry a couple of hundred references to the banner in their markup, and set a cookie the checkout can read. The fourth loads a stylesheet for a cookie banner and nothing else. No script. No banner markup. Not on the homepage, not on the cart. The only consent-related strings in the page were in our own snippet — code reading a cookie that nothing on that site was ever going to write. The consent plugin was installed. It was listed as active. It rendered nothing. This is the same failure shape I keep meeting: [the thing is present and the thing is inert](https://www.livain.com/blog/no-login-to-the-tag-manager/), and the inventory can't tell the difference. ### The real finding was in the other direction Here is the part that made me stop caring about the missing revenue figure. If no banner renders, nobody is asked. And if nobody is asked, nothing blocks the scripts that a banner is supposed to gate. The base advertising pixel on that storefront was firing on every page load. The ad platform's tag was initialising unconditionally. The blocker that would normally hold them until consent arrives was part of the plugin that never ran. So the store was not under-tracking its customers. It was tracking every single visitor in that country, with two large advertising platforms, with no banner on screen and no way to refuse. The pipeline that skipped the purchase event was the only part of the stack behaving lawfully. > The report told me a market was invisible. What it had actually found was a market that could not say no. That inverts the whole ticket. A missing conversion is a performance problem you schedule for next sprint. Setting tracking cookies without consent is the thing the Dutch regulator has been sending warning letters about — it [opened a large-scale inspection of cookie banners](https://www.autoriteitpersoonsgegevens.nl/actueel/ap-pakt-misleidende-cookiebanners-aan?ref=livain.com) after consumer complaints, and its position on tracking without free, informed, unambiguous consent is not ambiguous. Running *no* banner is not a clever way around a rule about banner design. ### Server-side is not a loophole There is a persistent belief that moving conversion tracking to the server puts it outside the consent regime, because the browser is no longer the one talking to the platform. It doesn't. The platform's own [Conversions API documentation](https://developers.facebook.com/docs/marketing-api/conversions-api/?ref=livain.com) is a data-sharing interface, not an exemption; the identifiers you send are hashed customer data, and hashing is pseudonymisation, not anonymisation. Practitioners tracking the case law have [been flagging exactly this](https://flexyconsent.com/blog/meta-pixel-facebook-conversions-api-consent-guide/?ref=livain.com) as courts award damages for embedding those tools without a legal basis. Which is why the one fix I refused to make was the fix that would have closed the ticket fastest. You can make the missing-events number go to zero this afternoon by sending the events regardless of consent. The report would look healthy. The ads would optimise better. And every one of those events would be a decision made on someone's behalf. The skip stays. The banner gets built. ### What I actually changed about how I run these checks Three things, and none of them are about consent specifically. First, when an automated report flags a market, extend the window before you diagnose. Four storefronts with low order volume means every percentage in that report is a small-n number. One order at zero per cent looks catastrophic and means almost nothing on its own. The thirty-day view was what separated "genuine refusals, honoured correctly" from "no signal has ever existed here". Second, distinguish an empty value from a negative one. A refusal and an absence look identical in a summary table and mean opposite things. I now record *why* an event was skipped, not just that it was — and that single extra field is what turned a vague gap into a one-hour diagnosis. It is the same discipline as [refusing to let a system fail silently](https://www.livain.com/blog/everything-returned-200/). Third, and this is the one I keep relearning about agentic workflows: the routine found the problem, and then it stopped. It did not deploy a banner to a live store in a country it had never seen, because that changes what every visitor sees and carries legal weight. Automation is very good at noticing. It should be deliberately bad at acting on the things a person needs to decide — the same reason I [refused to ship a countdown that wasn't counting down to anything](https://www.livain.com/blog/the-design-asked-for-a-countdown/). The report was built to protect ad performance. It found a compliance hole instead. That is not the report failing at its job. That is what happens when you point an honest instrument at a system nobody has looked at in a while. ### Sources & further reading **External** [Autoriteit Persoonsgegevens — AP pakt misleidende cookiebanners aan](https://www.autoriteitpersoonsgegevens.nl/actueel/ap-pakt-misleidende-cookiebanners-aan?ref=livain.com) [Meta for Developers — Conversions API documentation](https://developers.facebook.com/docs/marketing-api/conversions-api/?ref=livain.com) [Meta Pixel and Conversions API: the GDPR and CCPA consent implementation guide](https://flexyconsent.com/blog/meta-pixel-facebook-conversions-api-consent-guide/?ref=livain.com) **Related posts** [No login to the tag manager](https://www.livain.com/blog/no-login-to-the-tag-manager/) [Everything returned 200](https://www.livain.com/blog/everything-returned-200/) [The design asked for a countdown](https://www.livain.com/blog/the-design-asked-for-a-countdown/) ### Most of their buyers are over 55. The brief was mobile-first. URL: https://www.livain.com/blog/most-of-their-buyers-are-over-55/ Last updated: 2026-09-12T05:41:35.000Z In a workshop last week the owner of a home and living brand I look after said something that reframed the whole project. Roughly four out of five of their buyers are over 55. Nobody in the room was surprised. The products help people get in and out of bed more easily; the purchase is usually triggered by a back, a hip, a recovery, a new set of limits. The customer is old on purpose. That is the market. The previous design brief had been written mobile-first, and it had landed badly. Not because mobile-first is wrong — it is a sound discipline and I have used it for years — but because a brief is not a discipline. A brief is a set of decisions about a specific person, and this one had quietly optimised for the wrong body. ### What mobile-first smuggles in Thumb-driven navigation. One long scrolling column. Text laid over imagery. Low-contrast greys because they photograph well. Small targets, because a young hand is accurate. Copy as caption rather than copy as explanation. None of those are stated in the brief; they arrive with it. Now put the actual buyer in front of it. Presbyopic eyes, reduced contrast sensitivity, less accurate fine motor control, and a strong preference for reading before clicking. Nielsen Norman Group has been running usability studies with people over 65 for two decades, and their finding is consistently uncomfortable: on the same sites, older users are substantially slower — not because they are confused, but because the interface is built for someone else. What this audience actually needs is unglamorous. Higher contrast — treat the 4.5:1 accessibility floor as a floor, not a target. Bigger targets. Text *under* the image rather than on it. Calm instead of urgency. And desktop designed in parallel rather than derived, because a lot of this cohort buys on a laptop at a kitchen table, frequently with an adult child sitting beside them. That second person is a decision-maker nobody had designed for at all. > Mobile-first is a discipline. It is not a demographic. Renée Mauborgne and W. Chan Kim make the point better than I can in *Blue Ocean Shift*: go and "observe existing buyers in their professional environments or homes", documenting the difficulties they hit across the whole experience, not the bit you own. For a product whose entire reason to exist is how somebody's home works, doing that from a laptop is negligence dressed as research. ### Then I audited what was actually live Three country sites, byte-identical clones of one hand-built template. The findings arranged themselves into a pattern faster than I expected. The homepages declare video structured data for four videos and surface exactly one — and two of the four declared videos are in a language that market does not speak. A sister site serves a single thirty-megabyte hero video to every device: no poster frame, no preload hint, no mobile variant, the same full-resolution file going to a phone on mobile data. That is the entire "the site feels slow" complaint, explained in one line, and it is the thing not to repeat when the brief asks for more video. Each market has four use-case pillar pages and ninety-odd articles live. None of them are linked from the homepage. That is the same failure I found when [forty-six live ads had nowhere to land](https://www.livain.com/blog/forty-six-live-ads-no-page-to-land-on/), only in reverse: the destination exists and nothing points at it. Trust is text-only across all three. No certification marks, no country-of-origin badge, no payment icons, no review widget, no page saying who is behind the company. For a buyer over 70 spending four figures on a health-adjacent product from a website they have never heard of, that is the whole decision. ### The reframe that made the brief writable None of this is a design problem. It is one problem wearing several costumes: the sites were built as campaign landing surfaces and are now being asked to behave like a shop. A campaign surface has one job — receive a click, take an action. A shop has to survive being browsed by somebody who is going to think about it for three weeks, come back twice, and show it to their daughter. Video at the top of a page is not a video project. It is the first thirty seconds of a stranger deciding whether this company is real. Which turns out to be the same thing the audience was telling us all along. Calmer. Clearer. Slower. Say who you are. ### Sources & further reading **External** [Nielsen Norman Group: usability for older adults — challenges and changes](https://www.nngroup.com/articles/usability-for-senior-citizens/?ref=livain.com) [NN/g: UX design for seniors — two decades of usability studies](https://www.nngroup.com/reports/senior-citizens-on-the-web/?ref=livain.com) [WCAG 2.2: understanding minimum contrast](https://www.w3.org/WAI/WCAG22/Understanding/contrast-minimum.html?ref=livain.com) [European Commission: unfair commercial practices law, including the rules on consumer reviews](https://commission.europa.eu/law/law-topic/consumer-protection-law/unfair-commercial-practices-law%5Fen?ref=livain.com) [web.dev: Largest Contentful Paint, and why a hero video decides it](https://web.dev/articles/lcp?ref=livain.com) **Related posts** [People spend weeks choosing a sofa. Most furniture brands sell like it's one visit.](https://www.livain.com/blog/people-spend-weeks-choosing-a-sofa/) [The design asked for a countdown. The offer had no end date.](https://www.livain.com/blog/the-design-asked-for-a-countdown/) [Fake testimonials are a liability now. I deleted mine and the rating went down.](https://www.livain.com/blog/fake-testimonials-are-a-liability/) [Forty-six live ads. Not one of them had a page to land on.](https://www.livain.com/blog/forty-six-live-ads-no-page-to-land-on/) ### Three ways in, none of them a funnel. We were counting like there was only one. URL: https://www.livain.com/blog/three-ways-in-none-of-them-a-funnel/ Last updated: 2026-09-12T05:41:38.000Z For weeks the weekly report for an outdoor-living retailer had one headline number on it: leads. Everyone knew what it meant, everyone quoted it, and it was wrong — not miscounted, but incomplete in a way that quietly misdirected the budget. "Leads" meant price-list requests. Someone fills a short form, asks for the catalogue and the prices, and the sales team gets a name. That is a real signal of intent and worth counting. It is also one of three front doors, and the other two had been arriving all along, unreported. ### Three doors, not three stages The second door is the plain contact form. An open question, no product attached yet — "I have fifty-five square metres of terrace, what would you suggest". Rare, and substantial when it happens. The third is the shop basket. Someone assembles a specific configuration and sends it as a quote request, with a value attached to it before anyone has spoken to them. The temptation — and I watched myself reach for it — is to draw these as a funnel. Contact at the top, price list in the middle, quote request at the bottom, conversion rates between them. It is neat and it is fiction. Nobody walks them in order. Somebody can request the price list in March and raise a quote request in May without ever touching the contact form. Somebody else goes straight to the basket on their first visit. And plenty of people simply phone, which puts them in none of the three. > They stand beside each other, not behind each other. The moment you add them into a funnel you have invented a journey nobody took. This is not a small-business quirk. It is the thing Google's research on the "messy middle" describes and McKinsey's decision-journey work described a decade before that: people loop between exploring and evaluating, leave, come back, and enter wherever they happen to be standing. The funnel is a reporting convenience that we then mistake for a description of behaviour. ### What changed when we counted all three Same spend, same week, same ads. Cost per enquiry fell by roughly a third — purely because the denominator finally included enquiries that had been landing in the business the whole time. That is not a win and I was careful not to present it as one. It is a correction, and it is exactly the trap I described when [a client's ROAS doubled without a single extra sale](https://www.livain.com/blog/our-roas-doubled-we-hadnt-sold-more/): a ratio is two numbers, and moving the one nobody is looking at moves the headline just as effectively as real performance does. So both figures stay on the cockpit — the old narrow one and the new complete one — until enough weeks have passed that the comparison is honest. The genuinely useful finding was hiding in the daily split. The strongest day of the week was a Tuesday, and it was almost entirely quote requests from the basket — *before* the paid campaigns started running that week. The route with the highest apparent buying intent turned out to be the one least dependent on ads. Count only the price-list door and you draw the opposite conclusion: that paid media produces the serious enquiries. You would then push budget toward the door the ads happen to touch, and starve the one already producing the ripest demand. That is not a measurement problem any more. That is money. ### Say what the number leaves out The last change was the one I would repeat everywhere. The data note under the report now lists, in plain words, what the figures do not contain: telephone enquiries, walk-in customers at two branches, and anything sent to a salesperson's personal address. Real demand is higher than any of these numbers. The report says so, on the report. Dashboards rarely lie by stating something false. They [lie by leaving things out](https://www.livain.com/blog/analytics-dashboard-lying-by-omission/) and letting the reader assume the frame is the whole picture. A clinic counting new patients has the same blind spot in a different costume — [it can count bookings and still not know how many people it actually treated](https://www.livain.com/blog/count-patients-not-bookings/). An honest footnote costs one sentence and buys you the right to be believed about everything above it. ### What I still can't answer Which door actually turns into an order. That needs the feedback loop from the ERP, and it is the next piece of work. My guess is that the quote request looks the ripest and the trade price-list request is worth more over a lifetime — a landscaper who asks for the catalogue is not buying once. But it is a guess, and guesses are what you write down so you can be wrong on the record. Three doors. Three different kinds of readiness. One report that finally admits it. ### Sources & further reading **External** [Think with Google: how people decide what to buy lies in the "messy middle"](https://www.thinkwithgoogle.com/consumer-insights/consumer-journey/navigating-purchase-behavior-and-decision-making/?ref=livain.com) [McKinsey's consumer decision journey, summarised (Smart Insights)](https://www.smartinsights.com/marketing-planning/marketing-models/mckinseys-consumer-decision-journey/?ref=livain.com) **Related posts** [Our ROAS doubled. We hadn't sold a thing more.](https://www.livain.com/blog/our-roas-doubled-we-hadnt-sold-more/) [Every clinic counts new patients. Almost none can count the ones who booked.](https://www.livain.com/blog/count-patients-not-bookings/) [Your analytics dashboard is lying to you by leaving things out.](https://www.livain.com/blog/analytics-dashboard-lying-by-omission/) [People spend weeks choosing a sofa. Most furniture brands sell like it's one visit.](https://www.livain.com/blog/people-spend-weeks-choosing-a-sofa/) ### I shipped a magazine section in a day. The work was deciding what not to index. URL: https://www.livain.com/blog/the-work-was-deciding-what-not-to-index/ Last updated: 2026-09-12T05:41:41.000Z A directory I run now has an editorial section. A magazine hub, four long articles, an archive page, its own design system, thirty-four illustrations, structured data on every page. Concept to live in about a day. The building is not the story. That part is unremarkable in 2026 — it is simply what the tooling does now, and anyone telling you otherwise is selling something. The story is that every decision worth anything that day was a decision *not* to publish something. ### Four things I took back out The concept included a product comparison — a sortable table of robotic mowers with specs, scores and a recommendation. The data was placeholder. Invented models, invented numbers, entirely convincing. It went live behind `noindex`, and it stays there until the testing is real. The concept also included an archive page listing eight previous issues. There is one issue. Eight back issues is perfectly good design fiction in a mock-up and a straight lie in production, so that page is noindexed too, with the download links relabelled "PDF to follow" rather than pointing at nothing. The design carried a publication date three weeks in the future, because that is when the designer imagined it shipping. Live content does not get a future date. Changed to the actual day. And the design confidently stated the directory holds 831 verified businesses. It holds 829\. The build script now pulls the real figure at publish time, so the number cannot rot into a stale boast the moment someone opts out. ### None of that was caught by a tool This is the bit I keep coming back to. Nothing in the stack objected. There was no warning, no lint failure, no red box. The comparison table rendered beautifully. The archive page was arguably the nicest layout of the six. Every one of those pages would have published cleanly and looked professional doing it. > When the AI is very good, humans have no reason to work hard and pay attention. That is Ethan Mollick in *Co-Intelligence*, and it is the whole problem in a sentence. The failure mode of cheap generation is not bad output. Bad output gets caught. The failure mode is *plausible* output arriving faster than anyone's appetite to interrogate it — which is the same dynamic I wrote about in [the twenty-page document that makes its problem your problem](https://www.livain.com/blog/the-ai-slop-nobody-logs/), except here I would have been shipping it to the public rather than to a colleague. Google's own guidance on generative content lands in the same place: the production method is not the issue, and using AI to make many pages without adding value for users is. A comparison table of fictional products against a real buying question is not a grey area. It is the example. ### Labelling, before anyone makes me Every generated image carries a caption saying it is generated. Not because a regulator has arrived — although the EU's transparency rules on synthetic content are heading exactly here — but because of what the alternative does to a directory. The whole product is a claim that these businesses are real and checked. Illustrating that with photorealistic fiction and no label teaches a reader that they cannot tell which parts of the page are true. You do not get to be trusted about the register data and casual about the pictures. It is one impression, and it is [the same reason I deleted my own testimonials and watched my rating go down](https://www.livain.com/blog/fake-testimonials-are-a-liability/). I left one tension unresolved and I would rather say so than pretend the day was tidy. My own rule is that AI imagery does not belong on pages where a reader is choosing between real businesses. The new buyer's guide is such a page and it carries generated images anyway, clearly labelled. It is flagged. It is not fixed. It is the kind of thing that gets quietly normalised if you don't write it down. ### The unglamorous failure that nearly buried all of it The pages went live and stayed invisible. Published, reachable by direct link, absent from the sitemap. The SEO plugin caches its sitemaps as files on disk and does not invalidate that cache when pages arrive through the API rather than through the admin screen. Flush the cache, and the pages appear. File that next to [the schema my plugin was quietly emitting wrong](https://www.livain.com/blog/your-seo-plugin-is-shipping-broken-schema/). Every publishing stack has a layer that assumes a human clicked something, and it will only ever fail silently. ### The scarce input changed Two years ago the constraint on a section like this was production: who writes it, who designs it, who builds the templates. That constraint is gone, and it is not coming back. What is left is editorial judgement — knowing that a table of invented specs is worse than no table, that a fictional archive costs more trust than it buys authority, that a number in the design has to become a number from the database. None of that is a prompt. All of it is knowing what a reader is entitled to assume when they land on your page. Generation got cheap. Refusal is the job now. ### Sources & further reading **External** [Google Search Central: guidance on AI-generated content](https://developers.google.com/search/docs/fundamentals/using-gen-ai-content?ref=livain.com) [Google Search Central: spam policies, including scaled content abuse](https://developers.google.com/search/docs/essentials/spam-policies?ref=livain.com) [Google Search Central: blocking indexing with noindex](https://developers.google.com/search/docs/crawling-indexing/block-indexing?ref=livain.com) [EU AI Act, Article 50 — transparency obligations for synthetic content](https://artificialintelligenceact.eu/article/50/?ref=livain.com) **Related posts** [The AI slop nobody logs: the 20-page doc that makes its problem your problem.](https://www.livain.com/blog/the-ai-slop-nobody-logs/) [Your SEO plugin is shipping broken schema. I fixed what mine emitted.](https://www.livain.com/blog/your-seo-plugin-is-shipping-broken-schema/) [Fake testimonials are a liability now. I deleted mine and the rating went down.](https://www.livain.com/blog/fake-testimonials-are-a-liability/) ### I named the cookie the obvious thing. So had the script that was already there. URL: https://www.livain.com/blog/i-named-the-cookie-the-obvious-thing/ Last updated: 2026-09-12T05:41:44.000Z Last week I broke a client's paid attribution for four days. Nobody else could have caused it, and the fix took ten minutes once I understood it. The interesting part is the shape of the mistake, because it is one anybody working on a site they didn't build will make eventually. The job was ordinary. An outdoor-living retailer runs search ads; the click lands on a category page; the enquiry form is two pages later. By the time somebody fills the form, the ad parameters are long gone from the URL. So you read them once on arrival, park them in a first-party cookie, and read them back into hidden fields at submit. Standard plumbing. I published a tag-manager listener that did exactly that, and I gave the cookie the obvious name: the site's two-letter prefix, underscore, `attr`. ### The site's own script had picked the same obvious name years earlier And its version was much better than mine. Mine stored three keys. Theirs stored twelve — click IDs from two ad networks, all five UTM fields, the landing page, a timestamp, and, critically, a first-touch source that never gets overwritten. Two scripts, one cookie name, same domain, same path. Under [RFC 6265](https://datatracker.ietf.org/doc/html/rfc6265?ref=livain.com) that combination is not two cookies that happen to look alike — it is one cookie, and the last writer wins. There is no warning, no console error, nothing in the network tab. One script simply erases the other's work. Now the part that made it genuinely nasty. My script only wrote when ad parameters were present in the URL. Which is to say: it wrote on paid clicks, and only on paid clicks. > The cookie whose entire job was to remember that someone arrived from an ad was being flattened at the exact moment someone arrived from an ad. Organic visits sailed through untouched. Direct visits were fine. Every single ad click had its richer history replaced with my three thin keys, losing first touch, landing page and timestamp on the way. Three submissions in the overlap window show up as direct with no source — almost certainly mine. ### The bit I nearly got wrong The client's report was "leads are coming in as direct". My first instinct was the honourable one: check the independent systems. The analytics property and the shop's own source cookie were untouched by any of this, and both also said organic or direct. Two systems disagreeing with the ad platform. That is a very satisfying finding, and it would have been a completely wrong one. I would have written up a discrepancy I had personally created four days earlier. It is the same trap as the [ROAS that doubled without a single extra sale](https://www.livain.com/blog/our-roas-doubled-we-hadnt-sold-more/) — when a number moves, the first suspect is not the platform. It is whatever you shipped. So the rule I actually took from this: when a data anomaly starts on a Friday, look at what went live on that Friday before you look at anything else. Not because you're usually the cause, but because you're the cheapest hypothesis to eliminate. ### The fix, and the proof Renaming the cookie is trivial. Believing the rename took effect is the work. I gave mine a namespaced name in both tags, then re-read the container as actually delivered to the browser to confirm no bare name survived anywhere — because a find-and-replace that misses one of two tags leaves you with a bug that only fires on some pages. Then a live proof run. Load a category page with a fabricated click ID and a set of campaign parameters. Navigate to the enquiry form with a completely clean URL — no parameters at all. Read the hidden fields. Click ID present. Source and medium present. Landing page recorded as the category page. First touch dated correctly. Both cookies now sit side by side, the site's own one back to its full twelve keys. Cross-page persistence works — and had worked all along, right up until I stood on it. That verification step matters more than the fix. Asserting that an element *exists* is not the same as asserting it *works*; I wrote a whole post about [a button that was present, visible and zero pixels wide](https://www.livain.com/blog/the-button-was-zero-pixels-wide/). Cookies are worse, because there is no rendered thing to look at at all. ### Namespace what you write on other people's sites The lesson is not "check for collisions", which is the kind of advice that sounds useful and changes nothing. It's more specific than that: **the obvious name is obvious to everyone.** That is exactly why it is already taken. The more natural your naming instinct, the more likely somebody with the same instinct got there first. Read [document.cookie](https://developer.mozilla.org/en-US/docs/Web/API/Document/cookie?ref=livain.com) on a live page before you write anything. Prefix your keys with something that identifies the system writing them, not the site receiving them. Treat a shared browser as the shared global namespace it is. I diagnosed a nine-month tracking failure on another account [without ever getting access to the tag manager](https://www.livain.com/blog/no-login-to-the-tag-manager/). Then I broke a working setup on a site I had full access to, with one word. Access was never the constraint. Attention was. ### Sources & further reading **External** [RFC 6265 — cookies are identified by name, domain and path](https://datatracker.ietf.org/doc/html/rfc6265?ref=livain.com) [RFC 6265bis — the current working revision of the cookie spec](https://httpwg.org/http-extensions/draft-ietf-httpbis-rfc6265bis.html?ref=livain.com) [MDN: Document.cookie](https://developer.mozilla.org/en-US/docs/Web/API/Document/cookie?ref=livain.com) [Google Ads: auto-tagging and the click ID parameter](https://support.google.com/google-ads/answer/9744275?ref=livain.com) **Related posts** [No login to the tag manager. The container told me everything anyway.](https://www.livain.com/blog/no-login-to-the-tag-manager/) [Our ROAS doubled. We hadn't sold a thing more.](https://www.livain.com/blog/our-roas-doubled-we-hadnt-sold-more/) [The button was there. On a phone it was zero pixels wide.](https://www.livain.com/blog/the-button-was-zero-pixels-wide/) ### The lead went out to a company. It had been struck off the register two years earlier. URL: https://www.livain.com/blog/the-lead-went-to-a-company-struck-off-two-years-earlier/ Last updated: 2026-08-31T12:31:05.000Z An inquiry came into a trade directory I run. Someone wanted about fifty metres of hedge planted, part of it on a slope, and the request went out to the two nearest businesses. One of them got it. The other triggered an internal alert: lead without a recipient. That listing had a phone number and nothing else — no email, no website. So I went looking for the company. The federal commercial register had a complete story. Bankruptcy opened in December 2021\. Proceedings closed for lack of assets in November 2022\. Struck off *ex officio* in November 2024\. The business had not existed for two years, and had not been solvent for four. Google still showed a near-identically named operation at the same address and the same phone number, marked operational. A competing directory carried the same stub I did. Nobody in the chain had checked, because nobody in the chain checks — everyone copies everyone, and a dead record propagates as cleanly as a live one. ### If one is dead, how many? That was the only interesting question, and it is not one you can answer by spot-checking. So I pointed a script at every published listing on the site — 830 of them — and matched each one against the commercial register's public API. One call per business, four hundred milliseconds apart, resumable, writing progress to a log so a crash didn't cost the run. The result: 472 with an active register entry. 290 with no strong match at all, which is the expected shape rather than a problem — most of those are sole proprietorships below the threshold that obliges them to register. And 68 that matched, exactly, a company the register marks as deleted or in liquidation. Fifty-eight struck off, ten winding up. Fifty of the 68 also matched on domicile, so the recommendation is straightforward. Eighteen matched on name but sat in a different town, which is where you slow down: some of those are postal-town versus municipality artefacts, and some are genuinely two different people with the same surname running two different firms two cantons apart. ### Three things I'd tell anyone doing this The register returns a 404 when there are no hits. That is not an error, it is an answer — "no such company". My first run logged two hundred failures that were nothing of the sort, and I nearly went hunting for a network problem that didn't exist. The register appends *in Liquidation* to the company name. Which means a naive string comparison fails precisely on the companies you are hunting for. Strip the suffix before you compare, or the sweep quietly returns clean. And if an active, high-confidence match exists, don't flag the old deleted one. Plenty of firms have a struck-off predecessor entry in their own history — a restructuring, a change of legal form. Flagging those punishes a company for surviving. This is the same lesson as the [receipt audit that invented eleven gaps](https://www.livain.com/blog/eleven-missing-receipts-nine-existed/): a matcher that doesn't understand the shape of its own data will hand you confident nonsense. ### The excuse expired quietly Business data decays. Depending on whose numbers you take, somewhere between a fifth and a third of B2B records go stale within a year — people move, firms fold, phone numbers get reassigned. None of that is new. What is new is the cost of checking. Until recently, "verify 830 records against an authoritative register" was a week of somebody's working life, which is another way of saying it was never going to happen at a small operation. It is now an afternoon, a rate limit and a review file. The data was always public. The register was always there. The only thing that changed is that the reason not to look stopped being a reason. > Nothing was depublished automatically. The script produces a review file with an empty decision column, and the column stays empty until a human fills it. That restraint is deliberate. Ethan Mollick describes in *Co-Intelligence* how recruiters given a strong AI assistant became "lazy, careless, and less skilled in their own judgment" — they made worse calls than recruiters with a weak tool or none at all. Removing a business from a directory affects a real person's livelihood. It is exactly the decision you do not automate just because you now can. The sweep found the dead. Deciding what to do about the eighteen ambiguous ones is still the job. ### Sources & further reading **External** [Zefix — the Swiss Central Business Name Index](https://www.zefix.admin.ch/?ref=livain.com) [Zefix as an open dataset, including the REST interface (opendata.swiss)](https://opendata.swiss/en/dataset/zefix-zentraler-firmenindex?ref=livain.com) [What data decay is, and the rates commonly measured (Cognism)](https://www.cognism.com/blog/data-decay?ref=livain.com) [HubSpot's database decay work — the origin of the often-quoted annual figure](https://blog.hubspot.com/blog/tabid/6307/bid/30901/how-to-clean-up-your-marketing-database.aspx?ref=livain.com) **Related posts** [Everything returned 200\. Four leads still went nowhere.](https://www.livain.com/blog/everything-returned-200/) [The audit found eleven missing receipts. Nine of them existed.](https://www.livain.com/blog/eleven-missing-receipts-nine-existed/) [Two thousand three hundred and ninety ways to say twenty-nine things.](https://www.livain.com/blog/2390-ways-to-say-29-things/) ### Two thousand three hundred and ninety ways to say twenty-nine things. URL: https://www.livain.com/blog/2390-ways-to-say-29-things/ Last updated: 2026-08-31T12:31:08.000Z A directory site I run lists a few hundred trade businesses, each with a free-text description they or someone before them wrote. I wanted to turn the services those descriptions mention into something you can click — pick a service, see everyone who offers it. So I counted first. Three thousand four hundred and thirty-three service mentions, written in two thousand three hundred and ninety distinct spellings. Not two thousand three hundred and ninety services. Twenty-nine. Everything else was spelling, word order, compound nouns, regional preference, and the ordinary human habit of describing the same job four different ways in one paragraph. ### The taxonomy already existed The temptation with a project like this is to sit down and design the categories. You know the industry, you have opinions, you can produce a clean list of twenty in an hour and it will look excellent. It will also be yours. And the gap between the words the people who build a thing use and the words the people who use it use is the oldest problem in information architecture. It is the whole reason card sorting exists as a method — you stop guessing at the structure and [watch the patterns emerge from what people actually do](https://www.nngroup.com/topic/card-sorting/?ref=livain.com), because the people who design a product think about its content differently from the people who use it. Here I did not need to run a study. Several hundred businesses had already told me, in their own words, what they do. The research had been sitting in the database for years, unread, because nobody had thought to count it. > Your categories are usually already written down. They are just spelled two thousand different ways. Clustering those spellings into twenty-nine canonical services took a regular expression per service and a couple of hours of checking. Every single business ended up carrying at least one tag. Roughly fourteen percent of the individual lines stayed unassigned — mostly filler phrases, but with a few genuine niches hiding in there that nobody would have put on a designed list. ### Strong evidence and weak evidence are not the same tag The decision I am most glad we made was to split the evidence into two grades and only publish one of them. A service named in the explicit services block is strong evidence — the business is claiming it. The same word appearing in a paragraph of prose is weak evidence, and it means something completely different. One landscaping term showed up as a strong claim for about a hundred businesses and as a passing mention for more than twice that many. Publishing the combined number would have listed hundreds of businesses under a service most of them do not offer. That is the kind of quiet corruption that makes a directory useless. Not a bug — a definition that was too generous, applied consistently, at scale. So the pages list strong matches only, and the weak count is shown separately where it is informative. It is the same discipline as measuring your live inventory before planning around it, which is how [ten minutes of querying once killed a two-week content sprint](https://www.livain.com/blog/ten-minutes-of-querying-killed-the-content-sprint/). The alternative is building on an assumption and finding out in month three. ### What the count then changes Counting reshaped the plan twice. First, the five biggest services turn out to apply to almost every business in the directory. As a filter they are worthless — a filter that returns everyone has filtered nothing. As search entry points they are the most valuable pages on the site, because that is what people type. So those pages got built with a geographic breakdown as their main content instead of a list of businesses. Same page type, different job, and only the numbers told us which was which. Second, we deliberately did not build a formal taxonomy in the CMS yet. Populating hundreds of listings with terms and designing an archive template is a real project; generating the pages from the classification is a script. The mapping is finished either way, and it can be written into proper terms later unchanged. Doing the cheap version first is not laziness when the expensive version depends on the same output. ### The icons taught me something I should have known Each service got a small line icon. The first set was drawn at what looked like a sensible level of detail, and at display size it fell apart. Tree care read as a Venus symbol. Excavation read as a shopping trolley. Irrigation read as an umbrella. One of them read as the broken-image placeholder, which is a special kind of insult. Three correction rounds, and the thing that finally worked was checking them against rendered pages at the real size rather than against the source files. Nielsen Norman Group have been saying the underlying thing for years: [most icons are ambiguous to users](https://www.nngroup.com/articles/icon-usability/?ref=livain.com), only a handful enjoy near-universal recognition, and a text label is what removes the ambiguity. Ours have labels, which is why the first round survived long enough to be embarrassing rather than harmful. Test the artefact in the state the user meets it. Not the file, not the design canvas — the rendered page at the actual size. That rule has now cost me enough times that I write it down. ### The unglamorous part Nine hundred-odd pages of directory content, and the thing that nearly sank the launch was a stale sitemap cache that had frozen weeks earlier and quietly stopped listing anything new — including, it turned out, every page created since. Not caused by this work, but discovered by it, and it would have made the whole exercise invisible to search. Which is the pattern, really. The interesting part was counting the words people already used. The part that decides whether any of it matters was a cache. Before you design a structure, go and count the one your customers have already written for you. ### Sources & further reading **External** [Nielsen Norman Group — Card Sorting: articles, videos and research](https://www.nngroup.com/topic/card-sorting/?ref=livain.com) [Nielsen Norman Group — Card Sorting: Pushing Users Beyond Terminology Matches](https://www.nngroup.com/articles/card-sorting-terminology-matches/?ref=livain.com) [Nielsen Norman Group — Icon Usability](https://www.nngroup.com/articles/icon-usability/?ref=livain.com) **Related posts** [I planned a two-week content sprint. Ten minutes of querying killed it.](https://www.livain.com/blog/ten-minutes-of-querying-killed-the-content-sprint/) [Six search impressions told me exactly what to write next.](https://www.livain.com/blog/six-search-impressions-told-me-what-to-write/) [Why pain points, not keywords, will decide your SEO future.](https://www.livain.com/blog/why-pain-points-not-keywords-will-decide-your-seo-future/) ### The audit found eleven missing receipts. Nine of them existed. URL: https://www.livain.com/blog/eleven-missing-receipts-nine-existed/ Last updated: 2026-09-11T12:36:47.000Z The first automated gap report on my own bookkeeping came back with eleven missing receipts and a five-figure franc total attached to them. That is the kind of number that ruins an afternoon. Nine of the eleven were sitting on my disk the whole time. Two were genuinely missing. The report was not wrong about what it had checked. It was wrong about what it had checked *against*, and that distinction is the entire post. ### An index that only knew one folder Years of filing had produced three competing taxonomies in the same tree. A processed archive organised by year and month. A separate personal branch. A non-receipt branch for things that had been scanned but judged not to be receipts. And underneath all of it, an older sorted structure by entity, year and category, from a previous system that had never been fully retired. The master log — the thing every report was built on — effectively only knew about the processed branch. Everything filed anywhere else was invisible to it. So every gap analysis dutifully compared bank lines against a partial list and reported the difference as missing. They were not missing. They were unindexed. Those are very different problems and they produce identical reports. > An index that cannot prove it is complete does not produce a report. It produces fiction with a confident total at the bottom. Auditors have a name for what I got wrong, and a whole methodology around it. Completeness is the hardest assertion to test precisely because [you cannot find a missing transaction by searching the ledger it never made it onto](https://www.fieldguide.io/resource-articles/why-completeness-assertion-hardest-to-test?ref=livain.com) — the evidence sits outside the recorded population, so a bigger sample just covers more of the wrong list. That is exactly what I had built: a very thorough scan of the wrong list. ### What fixed it was not a smarter matcher The instinct, when a report is unreliable, is to improve the report. Better fuzzy matching. Wider date tolerance. More clever handling of currency. None of that would have helped, because the input was the problem. What actually fixed it was collapsing two hundred and fifty-seven folders into six, and then building an index that walks every branch including the frozen archive, and records date, vendor, amount and reference number for all of it. Roughly three and a half thousand files, indexed once, with a sheet that lists everything not yet linked to a booked line. Only then does a gap report mean anything. And the number it now produces is uncomfortable in a useful way: over a thousand receipts on file that are not linked to anything. Some are duplicates, some are HTML train tickets, and some are real work. But that is a backlog, which you can burn down. The previous version was a rumour. ### The matching rule that beats amount and date One practical thing came out of the rebuild that I would not have predicted. Amount-and-date matching fails constantly and fails silently. It fails on foreign currency, because a euro invoice and a franc debit are different numbers on different days. It fails on collective invoices, where one annual provisional bill covers four separate payments. It fails whenever a payment is split or partial. Reference numbers do not fail. The payment reference from the bank line is often sitting verbatim in the receipt's filename or in the document text. Matching on that is exact, order-independent and survives currency conversion entirely. Amount and date are now the fallback, not the primary key. The other lesson was less flattering: read the whole document. I dismissed one telecom invoice twice as "not a receipt" because page one was a price-adjustment letter. The invoice started on page two. An assistant that stops reading at the first page will confidently tell you a receipt does not exist, and it will be as wrong as I was. ### The key that was never used While clearing this up I found an API key sitting in plaintext in a config file, inside an iCloud-synced folder — which means it was in every device sync and every backup. Not ideal. The more interesting finding was that no script had ever read it. Nothing in the pipeline imports the SDK or calls the API. What the documentation called "vision" was the session model reading the file directly with a file tool. The key was a fossil from an earlier standalone version that had been replaced without anyone removing its credentials. All four keys from that generation are now deleted. But the pattern is worth naming, because it is common and quiet: secrets outlive the code that needed them. OWASP's [secrets management guidance](https://cheatsheetseries.owasp.org/cheatsheets/Secrets%5FManagement%5FCheat%5FSheet.html?ref=livain.com) is blunt about it — the real risk is persistence, secrets surviving rotation, remaining valid downstream, and being reintroduced by people copying a working example. Deleting the script is not deleting the key. ### Why any of this matters beyond my own books Swiss law requires business records and supporting documents to be retained for ten years from the end of the financial year — [Art. 958f of the Code of Obligations](https://www.swissrights.ch/gesetze/Artikel-958f-OR-2025-DE.php?ref=livain.com), and the [electronic bookkeeping rules](https://www.kmu.admin.ch/kmu/en/home/concrete-know-how/finances/accounting-and-auditing/electronic-bookkeeping.html?ref=livain.com) allow that to be digital as long as it stays readable and faithful. Ten years is a long time for three competing filing systems to accumulate in. And this generalises well past accounting. Every dashboard, every gap report, every "we're missing X" alert rests on an index somewhere, and almost nobody checks whether that index sees everything it claims to see. I have made the same mistake on client data — [querying the database I could see rather than the one that mattered](https://www.livain.com/blog/the-database-i-could-see-wasnt-the-database-that-mattered/), and getting an answer that was internally consistent and useless. The leverage from AI here was real and it was not the part people expect. It did not find the missing receipts. It read three and a half thousand documents so that a complete index could exist at all — the tedious, unbounded part that no human does properly. The judgement that mattered was noticing the first report was too dramatic to be true, and going after the index instead of the matcher. Before you believe a report about what is missing, make it show you what it looked at. ### Sources & further reading **External** [Fieldguide — Why the Completeness Assertion Is the Hardest to Test](https://www.fieldguide.io/resource-articles/why-completeness-assertion-hardest-to-test?ref=livain.com) [OWASP — Secrets Management Cheat Sheet](https://cheatsheetseries.owasp.org/cheatsheets/Secrets%5FManagement%5FCheat%5FSheet.html?ref=livain.com) [Art. 958f OR — Führung und Aufbewahrung der Geschäftsbücher](https://www.swissrights.ch/gesetze/Artikel-958f-OR-2025-DE.php?ref=livain.com) [KMU Portal (Switzerland) — Electronic bookkeeping](https://www.kmu.admin.ch/kmu/en/home/concrete-know-how/finances/accounting-and-auditing/electronic-bookkeeping.html?ref=livain.com) **Related posts** [I let AI clear two years of receipts. The leverage wasn't speed.](https://www.livain.com/blog/i-let-ai-clear-two-years-of-receipts/) [For the first time ever, I closed a quarter without a missing receipt.](https://www.livain.com/blog/first-quarter-without-a-missing-receipt/) [The database I could see wasn't the database that mattered.](https://www.livain.com/blog/the-database-i-could-see-wasnt-the-database-that-mattered/) *Field notes like this are the day-to-day of my work as a fractional marketing executive — using tools like Claude Code to run real marketing operations. If you want that inside your company,* [*here is how we can work together*](https://www.livain.com/welcome/)*.* ### OpenAI built a whole browser for the agent. The agent didn't need one. URL: https://www.livain.com/blog/openai-built-a-whole-browser-for-the-agent-the-agent-didnt-need-one/ Last updated: 2026-09-11T12:36:48.000Z Anthropic shipped a browser inside Claude Cowork this week. Not an extension, not a separate app — a side panel that opens when a task needs a website, navigates it, reads it, clicks and types, [while you keep working on something else](https://claude.com/blog/cowork-built-in-browser?ref=livain.com). Seventeen days earlier, OpenAI switched off Atlas, the browser it had built for exactly this job. The easy read is that one company got it right and the other got it wrong. That read is wrong, and the real lesson is more useful to anyone deciding what to put in front of their team. ### What Atlas actually got wrong Atlas launched in October 2025 and [was shut down on 9 August 2026](https://techcrunch.com/2026/07/09/openai-is-shutting-down-atlas-but-its-ai-browser-ambitions-are-still-growing/?ref=livain.com), under nine months later. It never shipped beyond macOS. It made no dent in Chrome's share. Internally it got filed under the side quests OpenAI decided to stop running. But OpenAI did not conclude that agentic browsing was a bad idea. It [moved those capabilities into ChatGPT and Codex](https://help.openai.com/en/articles/20001371-evolving-atlas-into-chatgpt-for-browser-based-agentic-work?ref=livain.com) instead — including a built-in browser in its own desktop app. So the difference between the two companies is not that one has an agent-driven browser and the other doesn't. Both now do. What Atlas got wrong was the ask. It required me to move in. To leave Chrome, where my sessions, my extensions and fifteen years of muscle memory live, and adopt a new home for all of my browsing, in exchange for AI help with a slice of it. That's an enormous switching cost for a narrow benefit, and I never made the trade. Almost nobody did. > As Brad Lightcap of OpenAI put it on 20VC: there are only 1–3 things that are relevant for a company — not ten. ### The improvement is that there are now two modes, not one ![Line drawing of two identical browser windows: the left one used by a person at a keyboard, the right one standing alone and working by itself.](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2026/08/modes.jpg) Two jobs, two browsers: the one I'm signed into, and the one that works without me. Here's the part I find good, and it isn't the browser itself. It's that Anthropic named two different jobs and refused to collapse them into one product. Claude in Chrome is for *my* browser — the page I already have open, signed in as me, doing something I'd otherwise do by hand. Updating a record, working through an inbox, fixing the document in front of me. The built-in browser is for *a* browser. Gathering research, pulling this month's invoices out of a supplier portal, working through a system that has no connector and never will. Those tasks don't need my tabs. They need any tab, and they need me not to be sitting there watching it happen. That distinction sounds small until you've spent an afternoon with an agent that hijacked the machine you were trying to work on. Handing over the web part of a task while you carry on with the rest is the whole point. Atlas couldn't offer that, because Atlas *was* the machine you were working on. ### The login model is the quiet win The built-in browser is separate from mine. Claude doesn't see my tabs, my bookmarks or my passwords. If I want it signed in somewhere, I carry that login over one site at a time — and banking, email and single sign-on are left out unless I explicitly include them. That is a real answer to a real problem. Half the work I do for clients sits behind a portal with no API, a login that isn't mine to share, and an export button that produces a PDF. I've [worked around missing access before](https://www.livain.com/blog/no-login-to-the-tag-manager/), and the workaround is always slower than having the access. A browser I can grant three specific logins to, and nothing else, is a permission model I can actually explain to a client's IT lead without them going pale. It also fixes a thing that has quietly annoyed me for months: [automations that can only run when I happen to be at the machine](https://www.livain.com/blog/i-scheduled-a-weekly-check-that-could-never-run/). A browser that lives in the desktop app, drivable from my phone as long as that app is open, moves a whole class of recurring web chores from "when I get to it" to "already done." ### What hasn't changed Prompt injection. A page can carry instructions aimed at the agent rather than at me, and the separate browser doesn't fix that — it runs the same classifiers as the extension, and Anthropic's own research still calls the problem [far from solved](https://anthropic.com/research/prompt-injection-defenses?ref=livain.com). Their advice is to [start on sites you trust](https://support.claude.com/en/articles/12902428-use-claude-in-chrome-safely?ref=livain.com), which is exactly right and exactly the sort of thing people skip. So my rule is boring. Known portals, known vendors, known shape of task first. Not the open web, not a site I landed on from a search result, not anything where a wrong click costs money. ### The judgement is which browser, not whether This is the pattern I keep running into. The tool arrives, everyone asks whether to use it, and the useful question is which job it's for. Knowing that a task belongs in my authenticated session versus a disposable one, and that the second kind can run without me, is worth more than any feature on the announcement page. I've watched [ten minutes of the right question kill two weeks of the wrong work](https://www.livain.com/blog/ten-minutes-of-querying-killed-the-content-sprint/) often enough to trust that. OpenAI spent nine months and a whole browser learning that the browser was the wrong container. Anthropic shipped a side panel. Same conclusion, cheaper tuition. ### Sources & further reading **External:** [Claude gets its own browser in Cowork](https://claude.com/blog/cowork-built-in-browser?ref=livain.com) · [Piloting Claude in Chrome](https://claude.com/blog/claude-for-chrome?ref=livain.com) · [OpenAI: evolving Atlas into ChatGPT](https://help.openai.com/en/articles/20001371-evolving-atlas-into-chatgpt-for-browser-based-agentic-work?ref=livain.com) · [TechCrunch on the Atlas shutdown](https://techcrunch.com/2026/07/09/openai-is-shutting-down-atlas-but-its-ai-browser-ambitions-are-still-growing/?ref=livain.com) · [Anthropic on prompt injection defenses](https://anthropic.com/research/prompt-injection-defenses?ref=livain.com) · [Using Claude in Chrome safely](https://support.claude.com/en/articles/12902428-use-claude-in-chrome-safely?ref=livain.com) **Related posts:** [No login to the tag manager](https://www.livain.com/blog/no-login-to-the-tag-manager/) · [I scheduled a weekly check that could never run](https://www.livain.com/blog/i-scheduled-a-weekly-check-that-could-never-run/) · [Ten minutes of querying killed the content sprint](https://www.livain.com/blog/ten-minutes-of-querying-killed-the-content-sprint/) *Field notes like this are the day-to-day of my work as a fractional marketing executive — using tools like Claude Code to run real marketing operations. If you want that inside your company,* [*here is how we can work together*](https://www.livain.com/welcome/)*.* ### The button was there. On a phone it was zero pixels wide. URL: https://www.livain.com/blog/the-button-was-zero-pixels-wide/ Last updated: 2026-08-31T12:31:17.000Z I asked for a first-impression audit of my own lead-generation site this week. Not a redesign, not a rewrite — just the question a stranger answers in three seconds and never tells you about. The first finding was not a matter of taste. On any screen narrower than about 700 pixels, the primary call to action on the home page computes to zero by zero pixels. It is in the DOM. It is `display: inline-block`. It is `visibility: visible`. Its computed styles look completely ordinary. It simply has no box. Every phone visitor to my own site was losing the main entry point into the offer, and had been for a while. ### Present, visible, and not there This is the failure mode that gets past every check you would normally run. The element exists, so a DOM query finds it. It is not hidden, so a visibility check passes. It returns 200 with the page, so nothing in monitoring notices. If you tested by looking at the desktop site — which is what you do, because that is the machine you work on — everything is fine. The only test that catches it is measuring the rendered geometry. Ask for the bounding rectangle at the actual breakpoint and read the width. Zero. > Existence is not a state you can check for. Only the box is real. I have written before about [things that return 200 while going nowhere](https://www.livain.com/blog/everything-returned-200/), and this belongs to the same family. The system reports health because it is answering the question it was asked. Nobody asked the harder question. The cause was mundane — a flex row on the hero button pair, collapsing one child at the mobile breakpoint. The fix belongs in CSS and takes minutes. The interesting part is not the bug. It is that the bug could live on a site whose entire purpose is generating enquiries, on the device most of that traffic arrives from, without anything anywhere raising a hand. There is a standards angle too. WCAG 2.2 added a target size criterion precisely because undersized controls are a real accessibility failure and not a cosmetic one — the [2.2 additions](https://www.w3.org/WAI/standards-guidelines/wcag/new-in-22/?ref=livain.com) set a minimum for pointer targets, and the recommended technique is literally [min-height and min-width on the target container](https://www.w3.org/WAI/WCAG22/Techniques/css/C42?ref=livain.com). A control at zero by zero is the most extreme possible version of that failure. It is also the one nobody writes a checklist item for, because who would. ### The second finding was harder to fix Nothing above the fold proved anything. No client name, no figure, no testimonial, no credential. References existed — as a link in the navigation, which is to say, as homework. For a solo or fractional offer this is the highest-leverage gap on the page, and it is not a design problem. Nielsen Norman Group have been running the same four credibility factors since 1999 — design quality, upfront disclosure, comprehensive and current content, and connection to the rest of the web — and they have [held stable across every device and market since](https://www.nngroup.com/articles/communicating-trustworthiness/?ref=livain.com). Upfront disclosure is the one I was failing. Not because I was hiding anything, but because I had put the reassurance one click away and assumed people would go and get it. They do not go and get it. They are deciding whether to spend thirty minutes on a call with a person they have never met, and the whole decision happens in the fold. And the fold had roughly two hundred pixels of empty background sitting between the hero and the next section — dead air with no scroll cue, reading as unfinished. Which is exactly the space the proof belongs in. The page had already reserved the room for the thing it was missing. ### Where I got in my own way The hero image is a real photograph of me, over the shoulder, in a meeting, projector blurred behind. It is genuinely me and it reads as stock, because nothing on the page says otherwise. I shipped a proper portrait to four other pages the week before and never swapped it into the one place a stranger looks first. The vocabulary was split too. The page title and meta description talk about an external marketing lead. The hero opens with "Fractional CMO." The header button says one thing, the hero button says another, and they are the same action. None of these are wrong individually. Collectively they are a site that has not decided what it is called — which is a slightly embarrassing finding for someone who [rewrote his own positioning page five weeks ago](https://www.livain.com/blog/i-wrote-about-my-own-website/) and thought that was that. Positioning is not something you fix once in the copy. It leaks out through the title tag, the button labels, the alt text, and the image you picked eighteen months ago. ### Why I am writing this down Partly because it is funny, in the way that being the cobbler with bad shoes is funny. Mostly because the method generalises and I intend to make it routine: load a URL, capture the fold at desktop and mobile widths, assert that every call to action has a non-zero box at each breakpoint, check whether any proof element exists above the fold, pull the load timings, and rank what comes back. That is a twenty-minute job with the right tooling and it would have caught the zero-pixel button on day one. It is now going on every client site I look after, because I am fairly confident I am not the only person shipping a button that exists and cannot be pressed. Twenty years of doing this has not stopped me making the mistake. It only shortened the distance between making it and finding it — and finding it is the part you can systematise. ### Sources & further reading **External** [W3C WAI — What's New in WCAG 2.2](https://www.w3.org/WAI/standards-guidelines/wcag/new-in-22/?ref=livain.com) [W3C WAI — Technique C42: Using min-height and min-width on target container](https://www.w3.org/WAI/WCAG22/Techniques/css/C42?ref=livain.com) [Nielsen Norman Group — Trust or Bust: Communicating Trustworthiness in Web Design](https://www.nngroup.com/articles/communicating-trustworthiness/?ref=livain.com) **Related posts** [Everything returned 200\. Four leads still went nowhere.](https://www.livain.com/blog/everything-returned-200/) [I wrote about my own website. The reader wanted to know what I do.](https://www.livain.com/blog/i-wrote-about-my-own-website/) [No traffic numbers to show? Sell the risk away instead.](https://www.livain.com/blog/no-traffic-numbers-sell-the-risk-away-instead/) ### Forty-six live ads. Not one of them had a page to land on. URL: https://www.livain.com/blog/forty-six-live-ads-no-page-to-land-on/ Last updated: 2026-08-31T12:31:20.000Z A supplier of stone and garden materials I work with had a Google Ads account in reasonable shape. Sensible structure, sensible budgets, ad copy that someone had clearly thought about. Forty-six live ads across the search campaigns. Every single one of them pointed at a category archive on the shop. The paginated listing page. The one with a filter sidebar and forty products in a grid, sorted by whatever the plugin defaults to. Nobody had done anything wrong, exactly. That is what a shop gives you when you ask it for a URL. It is the default, and defaults are where a year of good work quietly goes to die. ### The gap nobody owns Somebody owns the keywords. Somebody owns the ad copy. Somebody owns the product data. The destination sits in the seam between all three, and in most accounts I look at, nobody owns it at all. So it gets filled with whatever exists. And what exists is a catalogue index, built for a person browsing a shop, being handed to a person who typed a specific problem into a search box. The mismatch is not subtle when you read it out loud. Someone searches for the coping stones that go around a swimming pool. They see an ad about coping stones. They land on a grid of four hundred paving products with a filter panel. The ad did its job. The page then asks them to do the job again from scratch. > An ad makes a promise. A category archive answers with a filing cabinet. Google is explicit that this is priced in. Landing page experience is one of the three components of [Quality Score](https://support.google.com/google-ads/answer/6167118?hl=en&ref=livain.com), alongside expected click-through rate and ad relevance, and it is assessed on how useful and relevant the page is to the person who clicked. You do not just lose the conversion. You pay more per click for the privilege of losing it, and you do it quietly, because [nothing in the interface shouts](https://support.google.com/google-ads/answer/6167130?hl=en&ref=livain.com). ### What we built instead Six category landing pages, one per real buying intent — pool surrounds, terrace slabs, paving, garden walls, outdoor steps, pergolas. Then twenty-four ad groups repointed, so that material-specific groups land directly on their own anchor rather than the top of a page. After the pass: thirty-nine of the forty-six live ads land on one of the six pages. Zero land on a category archive. The remaining seven point deliberately at the milling service, the locations page and the price-list request — those are the right destinations for those ads. The pages themselves are not clever. Product cards pulled from live shop data, property callouts, a stock indicator, a comparison table, the delivery band, and a block explaining the in-house milling service, because that turns out to be the thing that actually differentiates them. Every card carries the real price and the real unit. What made it possible in a week rather than a quarter is that the pages are generated, not hand-built. One engine, six config files, one publish step. That is the same pattern I keep coming back to: a small amount of judgement about what a page needs to say, then a generator that applies it consistently — and the generator is where the discipline has to live, because it is [the thing that will still be holding the old version](https://www.livain.com/blog/we-fixed-checkout-in-production/) six months later if you fix pages by hand. ### The part that isn't about ads at all Building six destination pages forces a conversation the ad account never forces. Which products actually belong to this intent? Which of them do we want to lead with? What does a buyer need to know before they will pick up the phone? We got that answer directly. The client looked at the pool page and said, in effect, take the upright slabs out, they are not a starting material for pool coping — put floor slabs and off-size slabs in, and note that the off-size ones aren't in the webshop at all, they have to be asked for. That single piece of feedback was worth more than any keyword expansion, and it was only possible because there was finally a page concrete enough to disagree with. You cannot have that conversation about a category archive. There is nothing to react to. It shows everything, so it says nothing, and a page that says nothing generates no feedback and therefore never improves. It is the same reason a brand's real design rules turn out to be [sitting in its live site rather than a document](https://www.livain.com/blog/the-brand-book-didnt-exist/), waiting for someone to read them out. ### The cheapest audit in paid search Pull the final URLs for every live ad in the account. Not the campaign names, not the ad copy — the destinations. Then group them. If more than a handful resolve to a listing page, an archive, or the homepage, you have found a bigger lever than any bid adjustment on the list. It takes ten minutes. In a decent-sized account it is the ten minutes with the best odds in the whole quarter, because it does not require anyone to be cleverer about anything — it requires someone to look at where the money is actually landing. Search engine marketers have argued about this for years, and the practical case for [treating landing page experience and ad relevance as one job](https://searchengineland.com/landing-page-experience-ad-relevance-boost-google-ads-428113?ref=livain.com) has not really changed. What has changed is the cost of acting on it. Generating six well-structured, data-accurate pages used to be a project with a budget. It is now a week, if someone knows which six. Knowing which six is still the whole job. The tooling just stopped being the excuse. ### Sources & further reading **External** [Google Ads Help — About Quality Score for Search campaigns](https://support.google.com/google-ads/answer/6167118?hl=en&ref=livain.com) [Google Ads Help — 5 ways to use Quality Score to improve your performance](https://support.google.com/google-ads/answer/6167130?hl=en&ref=livain.com) [Search Engine Land — How better landing page experience and ad relevance can boost your Google Ads performance](https://searchengineland.com/landing-page-experience-ad-relevance-boost-google-ads-428113?ref=livain.com) **Related posts** [We fixed checkout in production. The generator was still holding the bug.](https://www.livain.com/blog/we-fixed-checkout-in-production/) [The brand book didn't exist. The website had been writing one for years.](https://www.livain.com/blog/the-brand-book-didnt-exist/) [I made the page beautiful before the site had traffic. That's the right order.](https://www.livain.com/blog/beautiful-before-the-site-had-traffic/) ### Our ROAS doubled. We hadn't sold a thing more. URL: https://www.livain.com/blog/our-roas-doubled-we-hadnt-sold-more/ Last updated: 2026-08-31T12:31:22.000Z An investor on the board of a home & living brand I work with sent one line into a Monday morning: thirty-day comparison, online sales roughly the same as the previous window, ROAS roughly double. What changed? It is the right question and it has a trap in it. The instinct is to go looking for the thing that worked. A campaign, a creative, a market. Something you can point at and repeat. There was nothing to point at. Revenue was flat. Media spend had fallen by roughly two thirds. The ratio did not improve because the numerator went up. It improved because the denominator collapsed. ### A ratio is two numbers wearing one coat Return on ad spend is the most quoted number in performance marketing and one of the least interrogated. Every time it moves, it is worth asking which half moved, and in which direction, before you decide whether to be pleased. Doubling ROAS by selling twice as much at the same spend is a growth story. Doubling it by spending half as much at the same revenue is a margin story. Both are good. They are not remotely the same finding and they point at completely different next moves. One says pour more in. The other says you were pouring into a hole. In this case it was the second. Same revenue, roughly a third of the media budget, and the markets that got cut hardest were exactly the ones that had been sitting below break-even in the previous window. That is not a mystery. That is someone turning off the taps that were running into the drain — the boring, unglamorous half of the job, and usually the half that actually shows up in the bank account. ### The half of the spend that could never prove itself One channel had been switched off almost entirely. It had been buying tens of thousands of clicks a month and reporting a handful of attributable purchases against them. On paper, catastrophic. Except the reason was known and had nothing to do with the ads. The purchase event on that platform had not fired since the previous November, and there was no server-side [Conversions API](https://developers.facebook.com/documentation/ads-commerce/conversions-api?ref=livain.com) to carry the signal instead. The campaigns were optimising toward a conversion that never arrived. Of course they reported almost nothing — they were being measured with a broken instrument, and they were also *bidding* with one, which is the more expensive half of that problem. I wrote recently about diagnosing exactly that kind of thing [without ever logging into the tag manager](https://www.livain.com/blog/no-login-to-the-tag-manager/). So what does a near-zero return on that channel actually tell you? Less than it looks like. It tells you the channel could not credit itself. It does not tell you the channel contributed nothing. > As David McRaney puts it in *You Are Not So Smart*: "Lack of proof neither confirms nor denies a proposition." What we have instead is a natural experiment, and it is genuinely informative: the spend went away and revenue held. That is the strongest evidence available that most of it was not incremental. Evidence, not proof. Two months is a short window and demand has memory — a point I keep having to make when a marketplace suddenly looks brilliant after the [top-of-funnel gets cut](https://www.livain.com/blog/the-marketplace-didnt-grow-it-harvested/). This is not a fringe worry. The most-cited work on the subject came out of eBay, where Blake, Nosko and Tadelis ran large-scale geographic experiments — switching search ads off in some cities, leaving them on in others — and found returns [far below what attribution had been reporting](https://onlinelibrary.wiley.com/doi/abs/10.3982/ECTA12423?ref=livain.com), with brand-keyword ads showing no measurable short-term benefit at all, because people simply clicked the organic result instead. The [write-up of the branded-search experiment](https://cepr.org/voxeu/columns/experiment-estimate-effectiveness-branded-search-ads?ref=livain.com) is worth twenty minutes of anyone's time. ### The measuring stick changed mid-comparison Here is the part that would have been easy to leave out of the reply, and that matters more than the headline. The other channel wasn't cut. It was rebuilt. Spend down by roughly a third, tracked value up by well over half, clicks down far more steeply than conversions — broad low-intent traffic removed, budget concentrated on brand and high-intent search. Good work, and the numbers look excellent. But dynamic conversion value only went live on that account in early July. Before that, the tracked value of every order was a flat proxy. So part of the improvement is real behaviour change, and part of it is the platform finally being told what a basket is actually worth — which is the entire point of [value-based bidding](https://support.google.com/google-ads/answer/15099424?hl=en-GB&ref=livain.com), and also means the before and the after were measured with two different rulers. You cannot compare a ratio across a change in how that ratio is computed and call the difference performance. You can say both things happened in the same window and you cannot yet split them. That sentence is less satisfying and considerably more useful, and it survives the follow-up question in a way the confident version does not. ### What I actually sent back Not "here is what worked." Instead: revenue held, spend fell by two thirds, here is which markets and which channels, here is the portion that is measurement rather than performance, and here is the open question — does revenue hold without that channel over a longer horizon, because two months does not answer it. Twenty years in, the number I trust least is the one that improved without anyone being able to say which of its two halves moved. AI makes it trivially fast to pull the platform data and decompose a blended cost line; that used to be a week of work and it took an afternoon. What it will not do for you is notice that the ruler changed in July. A metric that gets better while nothing more gets sold is not a win. It is a question. ### Sources & further reading **External** [Blake, Nosko & Tadelis — "Consumer Heterogeneity and Paid Search Effectiveness: A Large-Scale Field Experiment," *Econometrica*](https://onlinelibrary.wiley.com/doi/abs/10.3982/ECTA12423?ref=livain.com) [CEPR / VoxEU — An experiment to estimate the effectiveness of branded search ads](https://cepr.org/voxeu/columns/experiment-estimate-effectiveness-branded-search-ads?ref=livain.com) [Google Ads Help — Smart Bidding using value-based bidding for Search and Shopping](https://support.google.com/google-ads/answer/15099424?hl=en-GB&ref=livain.com) [Meta for Developers — Conversions API](https://developers.facebook.com/documentation/ads-commerce/conversions-api?ref=livain.com) **Related posts** [No login to the tag manager. The container told me everything anyway.](https://www.livain.com/blog/no-login-to-the-tag-manager/) [We cut the top-of-funnel and the marketplace 'grew.' It was harvesting demand we'd already built.](https://www.livain.com/blog/the-marketplace-didnt-grow-it-harvested/) [The revenue climbed. I assumed we'd spent our way there. We hadn't.](https://www.livain.com/blog/the-revenue-climbed-i-assumed-we-spent-our-way-there/) ### I scheduled a weekly check that could never run. URL: https://www.livain.com/blog/i-scheduled-a-weekly-check-that-could-never-run/ Last updated: 2026-09-11T12:36:50.000Z I changed the wording across roughly a hundred and ten local pages on a directory site I run, then set up a weekly automated check to tell me whether it worked. The first run came back with nothing. No numbers, no partial numbers, no estimate. It wasn't a glitch. The routine needed a logged-in browser session on my Mac, and I had scheduled it to run in the cloud, where my Mac does not exist. It was never going to fail once. It was going to fail every Monday, forever, with a slightly different error message. ### Design the job for the room it will actually run in The mistake is easy to make because building and running happen in different worlds. I built it interactively, sitting at my machine, with a browser open and my hand on the approval button. Everything worked. Then I scheduled it into an environment with none of those things. The fallback made it worse. If the primary path failed, the routine was supposed to check the live pages directly — and that check requires an interactive approval, per URL. An unattended job cannot approve anything. It waits, then times out. A fallback that needs a human present is not a fallback; it's the same failure wearing a different coat. So the rule I'd hand anyone automating anything: before you schedule it, list the tools it needs and ask which of them exist in the context where it will run — not the context where you wrote it. Same class of error as [losing track of which machine you're standing on](https://www.livain.com/blog/the-hard-part-isnt-git-knowing-which-machine-youre-on/), and the fix is the same. Be specific about where the work happens. Rebuilding it on the [Search Analytics API](https://developers.google.com/webmaster-tools/v1/searchanalytics/query?ref=livain.com) instead of browser automation took an afternoon. It now runs unattended, returns reproducible numbers instead of values read off a screenshot, and writes its history to a file. That part was plumbing. The part that mattered was deciding what it should measure. ### The obvious comparison would have buried the answer The natural design is to pull the last three months every week and compare against the baseline I took on rollout day. It feels rigorous. It's wrong. A rolling three-month window contains the pre-change period for months. Every week I'd be comparing a mostly-old window against an entirely-old baseline, diluting exactly the movement I'm trying to see, and I'd conclude the rollout did nothing right up until the point the window finally cleared — long after I'd have made a decision. What the script does instead is hold two windows of equal length. The after window runs from the day after rollout to three days ago, because [the API distinguishes finalised data from fresh data that can still change](https://developers.google.com/search/blog/2020/12/search-console-api-updates?ref=livain.com) and I'd rather wait than chase revisions. The before window is exactly the same number of days, ending the day before rollout. Both grow by seven days each week. After a month it's a clean twenty-eight against twenty-eight, and it was honest at every point along the way. ### Put the noise rules in the code, not in your head This is the bit I'd defend in an argument. The script refuses to report certain things, and it refuses in code rather than in a convention I'm supposed to remember. A position gain under three places is noise and never counts as a win. Anything with fewer than ten impressions in the window is not evidence, no matter how large the delta looks — an average position derived from three impressions is not a number, it's a rumour. A window shorter than fourteen days returns "too early" regardless of how good the figures are. Brand searches, which are most of the reach, are excluded from new-term detection entirely, or every week would look like a triumph. There's a self-test with twenty-seven assertions covering precisely these cases. Two of them read, in effect, "twelve places gained on three impressions is not a win" and "seven days is too early even when the gains are strong." > Rules you enforce in code survive the week you badly want good news. Rules you keep in your head do not. The run after that one duly reported no result: seven days old, too early, no judgement offered. That's the system working. [Measuring before acting](https://www.livain.com/blog/ten-minutes-of-querying-killed-the-content-sprint/) only helps if the measurement is allowed to come back empty. ### Store everything, not the nine numbers you care about Every run dumps the full query list to a file, not just the reference terms I'm tracking. That looked like over-collection until I worked out what the first real positive signal would be. It isn't a better rank on the terms I already know about. It's the appearance of new generic "service plus town" queries that the site never surfaced for before — the thing the vocabulary change was supposed to unlock. And "new" is only computable if every previous week is on file. Nine tracked terms can't tell you that; the full dump can. [Six impressions have told me what to write before](https://www.livain.com/blog/six-search-impressions-told-me-what-to-write/), and they'd have been invisible in a summary. The automation I first shipped would have run for months, failed every time, and told me nothing. The one that replaced it will mostly tell me it's too early to say. That's a real upgrade, and it's [the only test of a system that counts](https://www.livain.com/blog/the-real-test-of-a-system/): what it does when nobody's watching it. ### Sources & further reading **External:** [Search Analytics: query — Search Console API](https://developers.google.com/webmaster-tools/v1/searchanalytics/query?ref=livain.com) · [Updates to Search Console's API, Google Search Central](https://developers.google.com/search/blog/2020/12/search-console-api-updates?ref=livain.com) · [The Search Analytics API now supports hourly data](https://developers.google.com/search/blog/2025/04/san-hourly-data?ref=livain.com) **Related posts:** [The hard part isn't Git](https://www.livain.com/blog/the-hard-part-isnt-git-knowing-which-machine-youre-on/) · [Ten minutes of querying killed the content sprint](https://www.livain.com/blog/ten-minutes-of-querying-killed-the-content-sprint/) · [Six search impressions told me what to write](https://www.livain.com/blog/six-search-impressions-told-me-what-to-write/) · [The real test of a system](https://www.livain.com/blog/the-real-test-of-a-system/) *Field notes like this are the day-to-day of my work as a fractional marketing executive — using tools like Claude Code to run real marketing operations. If you want that inside your company,* [*here is how we can work together*](https://www.livain.com/welcome/)*.* ### We fixed checkout in production. The generator was still holding the bug. URL: https://www.livain.com/blog/we-fixed-checkout-in-production/ Last updated: 2026-08-31T12:31:28.000Z In June we found that guests couldn't buy. The add-to-cart call on a set of storefronts used an API path whose cart isn't bridged to the guest session, so anyone who hadn't logged in was sent to an empty basket with a straight face. We patched it live, in two dozen places, across every market. Verified, closed, moved on. The handover note had one line left open at the bottom: update the build engine so a rebuild can't reintroduce this. Nobody did it. In August I rebuilt those shop pages — and the generator handed me the broken call back, unchanged, ready to ship. ### The fix existed in exactly one place, and it wasn't the source Had I not read that line before deploying, the rebuild would have re-broken guest checkout on four storefronts at once. Silently, and only for guests — the segment least likely to write in and tell you, because they haven't got an account, a relationship, or a reason to try twice. This failure has a name, and it's older than any of the tooling involved. Martin Fowler called it the [snowflake server](https://martinfowler.com/bliki/SnowflakeServer.html?ref=livain.com): a production system made unreproducible by accumulated manual changes, where the reasons behind each change have quietly left the building. The general condition is configuration drift, and the whole point of [describing infrastructure as code](https://martinfowler.com/bliki/InfrastructureAsCode.html?ref=livain.com) is that the description and the reality can't diverge without somebody noticing. Everyone accepts this for servers. Almost nobody applies it to a marketing site, because the site doesn't feel like infrastructure. It feels like pages. But the moment any part of it is generated, you have two versions of the truth — the one that's running, and the one that regenerates it — and the second one wins on the day you rebuild. > Every manual fix in production is a loan. The rebuild is when it comes due, and you don't get to choose the date. ### The same week, the same shape, from the opposite direction A day later I found every product category page listing the entire catalogue instead of that category. All four markets, for months. The cause was not a bug anybody wrote. Someone had deliberately swapped the category loop for a generic product widget, and at the time that was correct: the old shop page filtered products in the browser, so it genuinely needed every product present in the page at once. Perfectly good decision. Then the shop page got rebuilt to render server-side, and the reason evaporated. The workaround didn't. It sat there, outliving its own justification, doing damage to every category page and to the crawlable structure of the site. A deliberate exception nobody revisited is indistinguishable from a defect — it just has a better origin story. ### So don't fix it. Make it repair itself. Both fixes went in the same way, and it's the part I'd argue for hardest. The build script now forces the correct loop widget back on every single run, preserving the element id and styling, and prints a warning if it had drifted since last time. It isn't a one-off correction; it's a rule that reasserts itself, so the only way to reintroduce the bug is to remove the rule on purpose. The checkout path moved into the generator the same way. This is [idempotency](https://www.livain.com/blog/the-same-task-three-days-running-idempotency/) doing what it's for: run it as often as you like, land in the same correct state every time. Then a separate verifier, because a build script marking its own homework isn't evidence. It fetches every non-empty category anonymously and compares the products actually rendered against the count the commerce API reports, and it checks that the shop page still has its grid. Anonymously matters — logged in as an administrator, sessions and caches behave differently and you see a site your customers don't. I confirmed the checkout fix the same way, with a fresh cookie jar: session created, cart populated, totals correct. Test as the customer, not as yourself, or you're [reading a green light that's measuring the wrong thing](https://www.livain.com/blog/everything-returned-200/). ### The uncomfortable part None of this is exotic knowledge. It's the discipline of asking, every time something gets fixed live: what generates this, and does the fix exist there too? The answer is usually no, and the gap is usually invisible for months — until a redesign, a migration, or a new agency triggers the rebuild that collects the debt. Which is really the same question as [knowing which machine you're standing on](https://www.livain.com/blog/the-hard-part-isnt-git-knowing-which-machine-youre-on/): it's cheap to fix the thing in front of you and expensive to be wrong about which thing that is. A production fix that doesn't reach the code that produces production isn't a fix. It's a delay with good paperwork. ### Sources & further reading **External:** [Snowflake Server, Martin Fowler](https://martinfowler.com/bliki/SnowflakeServer.html?ref=livain.com) · [Phoenix Server, Martin Fowler](https://martinfowler.com/bliki/PhoenixServer.html?ref=livain.com) · [Infrastructure as Code, Martin Fowler](https://martinfowler.com/bliki/InfrastructureAsCode.html?ref=livain.com) **Related posts:** [The same task three days running](https://www.livain.com/blog/the-same-task-three-days-running-idempotency/) · [The biggest leak in your mobile checkout](https://www.livain.com/blog/the-biggest-leak-in-your-mobile-checkout/) · [Everything returned 200](https://www.livain.com/blog/everything-returned-200/) · [The hard part isn't Git](https://www.livain.com/blog/the-hard-part-isnt-git-knowing-which-machine-youre-on/) ### No login to the tag manager. The container told me everything anyway. URL: https://www.livain.com/blog/no-login-to-the-tag-manager/ Last updated: 2026-08-31T12:31:30.000Z I picked up a problem that had been sitting still since last November. The main storefront of a home & living group was reporting zero purchase events to its ad platform. Nine months of a conversion signal flatlined at nothing. The diagnosis I inherited, written by someone competent, was one line: the purchase tag is missing. It wasn't missing. It was there, correctly built, and it had been waiting nine months for a permission that never came. ### Verify the premise before you verify anything else An inherited diagnosis is the most expensive object in a handover. It's plausible, it's free, and it arrives pre-agreed, so nobody re-derives it. Everyone who touches the project after that is debugging the summary rather than the system. So I split it in two. The premise — zero purchases since November — I checked against the ad platform's own dataset statistics for the last week. It held. That mattered, because if the events had actually been arriving under a different name, everything downstream would have been wasted effort. The diagnosis I threw away and started again. ### I had no access. It didn't matter. The blocker was that the tag container for that storefront isn't on my account. No publish rights, not even read. Except a published tag container isn't secret and was never designed to be. It has to be readable by every browser that loads the site — that's the entire mechanism. Request the container file the way a visitor's browser does and you get the whole configuration back: every tag, every trigger, every variable, every group. Ninety-three tags, in this case, parsed in a couple of minutes. Worth sitting with that for a second if you run a site: your tagging setup is public. Not leaked, not exposed by a mistake — public by design. Anyone can read which vendors you fire, on what conditions, with what parameters. It is a diagnostic gift when you're locked out of your own stack, and it's also a reason not to put anything clever in a variable name. ### The tag was fine. Its trigger group wasn't. A [trigger group](https://support.google.com/tagmanager/answer/9164222?hl=en&ref=livain.com) evaluates several triggers as one unit, and fires only after every trigger in it has fired at least once. It's the right tool when a tag must not run before consent has been resolved and the data layer is populated — [the canonical use case](https://www.simoahava.com/analytics/trigger-groups-google-tag-manager/?ref=livain.com). Laid side by side, every working group for that vendor had the same shape: the consent-and-initialisation trigger, plus its own ecommerce trigger. Except one. The purchase group was the only group in the container without the initialisation trigger in it. In its place were a cookie-state-change event and an add-payment-info event. Both of those are real events. Neither is a mistake on its own. They just never both occur on the order-confirmation page. The group could never complete, so it never fired, so a perfectly good tag sat inert for nine months while the reporting quietly showed a zero that everyone had stopped questioning. I've written before about [systems that return a clean status code all the way to nowhere](https://www.livain.com/blog/everything-returned-200/) — this is that, at a scale that costs real budget, because [not every zero on a dashboard means the same thing](https://www.livain.com/blog/which-zeros-were-real/). > Nobody had to break it. One group was assembled differently from its eleven siblings, and the difference was invisible from every screen anyone actually looks at. ### There was a second fault, and fixing one alone makes things worse The same parse turned up a split-brain data layer. The analytics tags read the current-generation keys. The ad platform's tags still read the legacy ones from the previous schema. Nobody had migrated the second set when the first moved. So if I'd only repaired the trigger group, purchase would have started firing — with undefined value, undefined currency and no contents, because [those parameters come off the data layer keys](https://developers.facebook.com/docs/meta-pixel/reference/?ref=livain.com) the tags were told to look at. That's a downgrade, not a fix. A silent failure at least announces itself as a zero. A noisy failure reporting conversions worth nothing gets built into a bid strategy and spends money. Both changes have to ship together. One thing I deliberately didn't do: fire a test purchase into the live pixel to confirm the theory. It would have proved the point and polluted the client's reporting with a transaction that never happened, in a dataset feeding an optimiser. Static analysis and read-only inspection are slower and leave the evidence intact. Being able to tell a convincing shortcut from a defensible method is [most of what experience buys you](https://www.livain.com/blog/the-ai-handed-me-a-number-wrong-in-the-most-convincing-way/), and it's the same instinct as knowing [which numbers on a dashboard were ever really yours](https://www.livain.com/blog/your-brand-search-isnt-the-hero-your-dashboard-thinks/). The fix is a few minutes of work. Finding it took a day, and none of that day was spent in the tool I wasn't allowed into. ### Sources & further reading **External:** [Trigger group — Tag Manager Help](https://support.google.com/tagmanager/answer/9164222?hl=en&ref=livain.com) · [Trigger groups in Google Tag Manager, Simo Ahava](https://www.simoahava.com/analytics/trigger-groups-google-tag-manager/?ref=livain.com) · [Meta Pixel reference — standard events and parameters](https://developers.facebook.com/docs/meta-pixel/reference/?ref=livain.com) **Related posts:** [Everything returned 200](https://www.livain.com/blog/everything-returned-200/) · [Which zeros were real](https://www.livain.com/blog/which-zeros-were-real/) · [The AI handed me a number wrong in the most convincing way](https://www.livain.com/blog/the-ai-handed-me-a-number-wrong-in-the-most-convincing-way/) · [Your brand search isn't the hero your dashboard thinks](https://www.livain.com/blog/your-brand-search-isnt-the-hero-your-dashboard-thinks/) ### The design asked for a countdown. The offer had no end date. URL: https://www.livain.com/blog/the-design-asked-for-a-countdown/ Last updated: 2026-08-31T12:31:33.000Z The redesign comp for a home & living brand I look after had two urgency devices on it. A countdown to the end of the sale, ticking away under the hero. And a line on the product tile saying only forty were left. I built everything else on that page across four European storefronts. I did not build those two. ### The date had already been and gone Before wiring the timer up, I went looking for what it should count down to. The promotion end date sitting in the market configuration was three weeks in the past — the tail of a retired campaign window nobody had cleared out. The current strike price has no end date at all. The config file's own comment says so, in plain language, written by someone who knew. So the honest description of the requested feature is: a clock counting down to a moment that will never arrive, on an offer that will still be there tomorrow. That isn't persuasion with a bit of pressure on it. It's a false factual claim with an animation. The stock counter was the same shape of problem. Forty was a number somebody typed into a design file to show the component working. There is no reading anywhere in the business that produces forty. To ship it I'd have had to either hardcode it — a lie — or bind it to live inventory, which is real work nobody had scoped. ### This is the exact pattern regulators went looking for I'm not a lawyer and this isn't legal advice, but you don't need to be one to see where this sits. The EU's [Omnibus Directive (2019/2161)](https://eur-lex.europa.eu/eli/dir/2019/2161/oj?ref=livain.com) exists precisely because the digital versions of old misleading-price tricks got easier to run and harder to spot, and it gave member states the power to fine widespread cross-border infringements up to 4% of turnover in the market concerned. Fake countdowns are a named, catalogued pattern, not a grey area. The [deceptive patterns library](https://deceptive.design/types/fake-urgency/?ref=livain.com) has a whole category for fake urgency, and its worked example is an app whose default setting was literally "run the campaign all over again" — the timer resets itself when it hits zero. The [Princeton study of eleven thousand shopping sites](https://arxiv.org/abs/1907.07032?ref=livain.com) catalogued countdown timers and limited-time messages as a distinct category years ago. Enforcement has followed: the same library lists a retailer fined over fake slashed prices, perpetual discounts and fake countdown timers together, as one bundle. > Urgency you couldn't defend in a letter to a regulator is urgency you can't defend to a returning customer either. They find out the same way — they come back. ### The answer isn't "never use urgency" A real deadline is genuinely useful information, and withholding it doesn't make you honest, it makes you unhelpful. The fix is to bind the device to a fact rather than to a wish. So the shop pages shipped with a dedicated key for the strike-offer end date, defaulting to empty. The promo bar renders a countdown only when that key holds a real future date, and removes itself when the date passes. Nobody can turn it on by accident, and nobody can leave it running past its own expiry, which is the failure mode that gets you caught. The scarcity counter is specified the same way — it renders only against live stock, or not at all. The end date now sits as one open question with the client instead of as a quiet liability in production. That cost me an afternoon of argument and saved the only sales tool that matters here. If your sale ends every week and never ends, customers stop reading "sale ends" as information. You've spent the credibility you'd need on the one day you have a genuine deadline. It's the same reason [invented testimonials are a liability rather than a shortcut](https://www.livain.com/blog/fake-testimonials-are-a-liability/). ### Somebody has to ask whether the date exists The comp was good. The designer did their job — countdowns are a legitimate component and it belongs in the kit. The gap opens between design and implementation, where a placeholder quietly becomes a claim because everyone assumed the number came from somewhere. In this category the stakes are higher than they look, because a sofa or an adjustable bed is a considered purchase. People [take weeks over it](https://www.livain.com/blog/people-spend-weeks-choosing-a-sofa/), return several times, and compare across sites. A timer that says four hours to a customer on week three of a decision doesn't create urgency. It creates suspicion, right at the point where [the checkout is already leaking](https://www.livain.com/blog/the-biggest-leak-in-your-mobile-checkout/). And cross-border sellers carry this in every market they're in at once — the same way [everyone budgets for the VAT and forgets the compliance layer underneath it](https://www.livain.com/blog/everyone-budgets-for-the-vat/). The countdown will ship. It's built, tested, and waiting. It just needs a date that's true. ### Sources & further reading **External:** [Directive (EU) 2019/2161 — the Omnibus Directive, EUR-Lex](https://eur-lex.europa.eu/eli/dir/2019/2161/oj?ref=livain.com) · [Fake urgency, Deceptive Patterns](https://deceptive.design/types/fake-urgency/?ref=livain.com) · [Dark Patterns at Scale (Mathur et al., 2019)](https://arxiv.org/abs/1907.07032?ref=livain.com) **Related posts:** [Fake testimonials are a liability](https://www.livain.com/blog/fake-testimonials-are-a-liability/) · [People spend weeks choosing a sofa](https://www.livain.com/blog/people-spend-weeks-choosing-a-sofa/) · [The biggest leak in your mobile checkout](https://www.livain.com/blog/the-biggest-leak-in-your-mobile-checkout/) · [Everyone budgets for the VAT](https://www.livain.com/blog/everyone-budgets-for-the-vat/) ### The brand book didn't exist. The website had been writing one for years. URL: https://www.livain.com/blog/the-brand-book-didnt-exist/ Last updated: 2026-08-31T12:31:36.000Z Three different clients asked me for the same thing inside one week: a design system they could actually hand to someone. A private clinic, a natural-stone retailer, and a home & living shop running four European storefronts. Not one of them had a brand book. They all had something better, and none of them knew it. They had a live site that had been making the same decisions, consistently, for years. ### The trap is reading what the site declares The fast route is to open the theme settings and copy the global styles out. It looks like the source of truth. It has swatches and font pickers and everything. On the natural-stone site, that route would have handed me a bright blue, a mint green and two greys. Stock defaults from the starter theme, declared in the builder, painted on precisely nothing. The actual site is charcoal type, one orange accent, one border grey. Had I trusted the settings panel, I'd have delivered a beautiful, internally consistent specification for a website that has never existed. So I stopped reading declarations and started measuring paint. Sample the computed styles off every element that actually renders, then look for what repeats. Repetition is the signal that something was a decision rather than an accident. The open-source tooling around this has got good — extractors now render the page and score tokens by how systematically they recur — and the [Design Tokens Format Module](https://www.designtokens.org/tr/drafts/format/?ref=livain.com) from the [W3C community group](https://www.w3.org/community/design-tokens/?ref=livain.com) reached its [first stable version](https://www.w3.org/community/design-tokens/2025/10/28/design-tokens-specification-reaches-first-stable-version/?ref=livain.com) last autumn, so the output finally lands somewhere portable instead of in a bespoke JSON blob. > A design system built from what a site declares, rather than from what it paints, is a flawless specification for a website nobody has ever visited. ### The interesting output isn't the colours Colours take an afternoon. The value is in the rules you can only see once you've looked at everything at once. On the stone retailer: headings are weight 500, never 700, and they run tight — a 32px heading on a 32px line. There are no shadows anywhere on that site; elevation is done with a single hairline border. Three pixels is the house radius, and the two places it drops to zero are deliberate, not sloppy. None of that is written down anywhere. All of it is unmistakable once you measure a hundred elements instead of eyeballing three. You also have to be honest about what you couldn't observe. The stone site ships no hover state for its accent colour, so I invented one — and labelled it, along with two other derived values, in a provenance section. A system that quietly mixes observed facts with plausible guesses is worse than one with gaps, because nobody knows which parts to trust. That's the same discipline as [not pretending a site is working before it has traffic](https://www.livain.com/blog/beautiful-before-the-site-had-traffic/). ### Where it stops being decoration The clinic build is the one that changed how I think about this. Their customer research had turned up an uncomfortable finding: a low headline price reads as low quality to a patient who hasn't been treated yet. Credentials reassure, discounts alarm. The old way to handle that is a line in a copy guideline nobody opens. Instead I made it structural. The component that carries practitioner credentials sits directly under the hero call to action, and price lives quietly in a small floating tag, never in the headline. Status colours are deliberately dull and unbranded, because in a medical setting a patient must never read a promotional red as a clinical warning. Now the positioning is enforceable by anyone who builds with the kit — an agency, a freelancer, a model generating a landing page at two in the morning. It survives the people who were in the room when it was decided. Healthcare buyers behave differently from retail buyers, which is also why clinics [count the wrong things when they measure demand](https://www.livain.com/blog/count-patients-not-bookings/), and why furniture shoppers [take weeks over a purchase that analytics reads as one session](https://www.livain.com/blog/people-spend-weeks-choosing-a-sofa/). ### The extraction is cheap now. The judgement isn't. A tool can pull tokens off a site in seconds, and that part genuinely is a solved problem. What it can't do is tell you that four of the colours it just found are junk left behind by a theme, that the licensed display face can't be redistributed and needs a documented fallback, or that a trust component should outrank a price component on a medical page. That's the whole pattern I keep running into: the tooling removes the labour and leaves the discretion exactly where it was, which is [why domain expertise got more valuable, not less](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/). Someone without the reps gets the same extraction, ships the mint green, and never finds out. Nobody had a brand book. All three had been writing one in public for years. ### Sources & further reading **External:** [Design Tokens Format Module (DTCG)](https://www.designtokens.org/tr/drafts/format/?ref=livain.com) · [Design Tokens Community Group, W3C](https://www.w3.org/community/design-tokens/?ref=livain.com) · [Design Tokens specification reaches first stable version](https://www.w3.org/community/design-tokens/2025/10/28/design-tokens-specification-reaches-first-stable-version/?ref=livain.com) **Related posts:** [It was beautiful before the site had traffic](https://www.livain.com/blog/beautiful-before-the-site-had-traffic/) · [The death of generic AI](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) · [Every clinic counts new patients](https://www.livain.com/blog/count-patients-not-bookings/) · [People spend weeks choosing a sofa](https://www.livain.com/blog/people-spend-weeks-choosing-a-sofa/) ### Every clinic counts new patients. Almost none can count the ones who booked. URL: https://www.livain.com/blog/count-patients-not-bookings/ Last updated: 2026-08-31T12:31:39.000Z Every clinic group I've worked with can tell you how many new patients they had last month. Almost none of them can tell you how many of the people who booked an appointment actually became patients. Those sound like the same question. They are not, and the gap between them is where most clinic marketing budgets quietly go to die. ### Two systems, one missing key The pattern is nearly universal in dental and aesthetic medicine. There's a practice management or agenda system that owns appointments — who booked, for what, with whom, at what time, whether they turned up. And there's a transactional record that owns money, keyed on a patient number. Reporting almost always gets built on the second one, because money is unambiguous and patient numbers are clean. Count distinct patient numbers appearing for the first time in a month and you have "new patients". It's a real number. It's just a rear-view mirror. What it can't tell you is anything about the journey in front of it. How many booked consultations turned into a first treatment. Which channel produced people who came back for the second and third appointment rather than the ones who booked once and vanished. Whether the campaign that generated forty bookings generated four patients or thirty. All of those questions need one thing: a shared key that joins the appointment record to the transaction record. If the agenda doesn't stamp the patient number at the moment of booking, no dashboard will ever recover it. You cannot join two tables on a column that isn't there. ### Why marketing then optimises the wrong thing Give a marketing team bookings as the only measurable outcome and they will get very good at producing bookings. That is not cynicism, it's a completely rational response to the feedback they're given. So the ad platform gets taught that a booking is the goal, and it goes and finds more of whatever produces bookings — including the people most likely to book on impulse and least likely to show up. The bidding algorithm is doing exactly what it was told. Nobody told it the difference between a booking and a patient, because nobody could measure it. The technical fix is unglamorous and well documented. Google's own [offline conversion import](https://support.google.com/google-ads/answer/2998031?hl=en&ref=livain.com) exists precisely for this: you store the click identifier alongside the lead, and later — when you know whether that person turned into anything — you send the real outcome back. The mechanism has existed for years. What blocks it is almost never the ad platform. It's that the clinic's two systems don't share an identity. > David McRaney has a line in *You Are Not So Smart* that explains what fills the vacuum: you don't think in statistics, you think in examples, in stories. When the join is missing, a management meeting runs on the three patients somebody remembers. ### Identity is harder in healthcare than anywhere else It's worth being fair about the difficulty, because this isn't sloppiness. Patient identity is a genuinely hard problem, and one that the health sector has been fighting for decades. The Pew Charitable Trusts' research on [patient matching in electronic health records](https://www.pew.org/en/research-and-analysis/reports/2018/10/02/enhanced-patient-matching-critical-to-achieving-full-promise-of-digital-health-records?ref=livain.com) found that as many as one in five patients may not be correctly matched to their existing record within a single organisation — and that the failure rate can approach half when records move between organisations. Matching mostly relies on demographics: name, date of birth, address. People marry, move, shorten their first name, get typed in wrong at reception. The standards world has an answer for the structure, if not for the human mess. The [FHIR Patient resource](https://www.hl7.org/fhir/patient.html?ref=livain.com) exists so that a patient identity can be referenced consistently across systems instead of re-derived from a name each time. Most clinic software can speak some version of it. Very few clinic groups have decided which system is allowed to mint the identity in the first place. That decision — which system owns identity — is a management call, not an IT call. It's the one that has to happen before any of the reporting work is worth starting. ### The sequence I'd run Pick the system of record for patient identity and say it out loud. Then make sure the identifier is written at the earliest possible touchpoint, which is the booking, not the invoice. Then join the two datasets and look at the difference between bookings and patients before you build anything pretty on top. Only after that does it make sense to feed real outcomes back into the channels. This is the same problem I've written about in commerce, where [merging four sales channels into one number was less about the merge and more about proving the number was right afterwards](https://www.livain.com/blog/four-sales-channels-into-one-number/) — and the same reason [brand search flatters itself in every dashboard that measures the last step rather than the whole journey](https://www.livain.com/blog/your-brand-search-isnt-the-hero-your-dashboard-thinks/). Healthcare just raises the stakes on both ends. The margin per patient is high enough that getting the join wrong wastes real money, and the subject matter is personal enough that [the marketing has to be careful in ways most categories never have to think about](https://www.livain.com/blog/the-high-stakes-art-of-selling-a-smile/). Count patients, not bookings. If your systems won't let you, that's the project — not the campaign. ### Sources & further reading **External** [Enhanced patient matching is critical to achieving full promise of digital health records](https://www.pew.org/en/research-and-analysis/reports/2018/10/02/enhanced-patient-matching-critical-to-achieving-full-promise-of-digital-health-records?ref=livain.com) — The Pew Charitable Trusts. [Patient resource](https://www.hl7.org/fhir/patient.html?ref=livain.com) — HL7 FHIR specification. [About offline conversion imports](https://support.google.com/google-ads/answer/2998031?hl=en&ref=livain.com) — Google Ads Help. **Related posts** [I merged four sales channels into one number. Then I proved it was right.](https://www.livain.com/blog/four-sales-channels-into-one-number/) [Your brand search isn't the hero your dashboard thinks it is](https://www.livain.com/blog/your-brand-search-isnt-the-hero-your-dashboard-thinks/) [The high-stakes art of selling a smile](https://www.livain.com/blog/the-high-stakes-art-of-selling-a-smile/) [The boutique hotel-ification of healthcare](https://www.livain.com/blog/the-boutique-hotel-ification-of-healthcare/) ### I wrote about my own website. The reader wanted to know what I do. URL: https://www.livain.com/blog/i-wrote-about-my-own-website/ Last updated: 2026-09-04T14:16:02.000Z I rewrote the pages that describe my two ventures this week, read the first draft back the next morning, and threw most of it away. The writing wasn't bad. It was just about the wrong thing. It described the machinery: that one runs on WordPress, that the blog targets the same audience, that there are roughly a dozen location pages. All true, all completely irrelevant to the only person who would ever read that page on purpose. Because the website isn't the project. The website is where someone finds out whether the work behind it is any use to them. ### Infrastructure-first writing is a very easy trap It happens because the person writing built the thing. You've spent months on the structure, so the structure feels like the achievement, and describing it feels like substance rather than trivia. It's the same instinct that produces an "our approach" section written as an internal job description. I even had a template inviting me to do it — a "my role" block sitting near the top, which more or less guarantees the page opens by talking about me. Nielsen Norman Group have measured what that costs. Their research on how long people stay on a page found that most visitors leave within ten to twenty seconds, and that [pages which communicate a clear value proposition quickly hold attention far longer](https://www.nngroup.com/articles/how-long-do-users-stay-on-web-pages/?ref=livain.com) — the first ten seconds decide whether you get the next two minutes. Their [homepage usability guidelines](https://www.nngroup.com/articles/113-design-guidelines-homepage-usability/?ref=livain.com) lead with the same instruction: say what the organisation does, in the visitor's language, before anything else. Ten seconds is not enough time to explain your CMS. > Tim Brown writes in *Change by Design* that design is now too important to be left to designers. The words on a page work the same way — they're too important to be left to the person who built the thing being described. ### The order that actually works I rebuilt both pages on the same sequence, and I'd now use it for anything describing a service: who this is for, what you actually get, how it starts, and only then what my role in it is. Role last. Not because it doesn't matter — it's the reason someone hires a person rather than an agency — but because it only means something once the reader has recognised themselves in the first paragraph. Two rewrites in particular forced me to be honest. The first is my local practice, which is genuinely just me: I either run a company's marketing alongside their team, or I coach the team to run it themselves. Writing that down made me commit to a line I've said out loud for years and never published — I would rather leave a team that no longer needs me than build a dependency. That's an uncomfortable sentence to put on a page that exists to attract work, and it's the truest thing on it. The second is the collective venture I am developing with partners, and that page needed the opposite move. That venture is deliberately bigger than me: a network of specialists, where the depth behind whoever you end up working with is the actual product. It only works if it delivers on engagements I'm not on. So the page says what I am, and then says what I'm deliberately not — the bottleneck. ### Naming the thing you're not is a positioning tool Most positioning pages are additive. Every capability, every sector, every service, because leaving something out feels like leaving money on the table. What you get is a page nobody can summarise back to you. The sentences that did the most work in this rewrite were the subtractive ones. Not the bottleneck. Not a dependency. Not a retainer that quietly renews forever. Each of those tells a reader more about how an engagement will feel than another paragraph of capability ever would — and each one filters out a conversation that was going to end badly anyway. That's the same reason I now [put every hour into the quote where the client can see the working](https://www.livain.com/blog/i-put-every-hour-in-the-quote/). Openness isn't a sales tactic, it's a filter. Companies plan in budgets and calendars; being legible about how something is built and what it takes to run saves everyone the two calls it takes to find out. ### What I'd tell anyone rewriting their own page Read your draft and mark every sentence whose subject is you, your company, or your tooling. If that's most of the page, you've written a specification, not an offer. Then check whether the page survives without any proof metrics at all, because a young venture often doesn't have them — I've argued before that when [you have no numbers to show, the thing to sell is the removal of risk](https://www.livain.com/blog/no-traffic-numbers-sell-the-risk-away-instead/). Clarity about who it's for and how it starts does more of that job than any statistic. And write the version where the reader is a busy person with a real problem and no interest whatsoever in your architecture. That reader is the only one who was ever going to hire you. The rest of us are just admiring the plumbing. ### Sources & further reading **External** [How long do users stay on web pages?](https://www.nngroup.com/articles/how-long-do-users-stay-on-web-pages/?ref=livain.com) — Nielsen Norman Group, on the ten-second window and what a clear value proposition buys you. [113 design guidelines for homepage usability](https://www.nngroup.com/articles/113-design-guidelines-homepage-usability/?ref=livain.com) — Jakob Nielsen, Nielsen Norman Group. **Related posts** [I put every hour in the quote. Clients argue less when they can see the working.](https://www.livain.com/blog/i-put-every-hour-in-the-quote/) [No traffic numbers to show? Sell the risk away instead.](https://www.livain.com/blog/no-traffic-numbers-sell-the-risk-away-instead/) [The art of restraint: getting things done as a fractional exec without fixing everything](https://www.livain.com/blog/the-art-of-restraint-getting-things-done-as-a-fractional-exec-without-fixing-everything/) ### Everything returned 200. Four leads still went nowhere. URL: https://www.livain.com/blog/everything-returned-200/ Last updated: 2026-09-11T12:36:51.000Z Three things broke on my own projects this week. Not one of them produced an error message. Every single call returned a success code, every log line looked healthy, and in two of the three cases the failure had been running quietly for weeks. That's the pattern I want to write down, because it's the expensive one. Loud failures get fixed on the day they happen. Polite failures sit there. ### One: the lead that had nowhere to go A directory site I run forwards enquiries to the listed business. The routine looks up a recipient address, and if it can't find one it emails me instead and returns false. Reasonable behaviour, on paper. What actually happens is that the enquiry stays flagged as new, never gets marked as forwarded, and quietly expires after thirty days. The person who wrote in hears nothing. The business never learns the enquiry existed. And the alert I get is a one-liner saying a code has been stored, not the enquiry itself — so acting on it means going and digging. When I looked, this was the fourth time. Not the first. The real defect was one level further back. The research pipeline that builds the listings collects name, address, postcode, phone and website — and no email address. Every listing imported that way is a hole with a trapdoor over it. The business I was trying to reach had its address published on its own contact page the whole time. ### Two: I was invisible in my own analytics Same site. The funnel showed almost nothing, and my own test payment never appeared. My first explanation was an ad blocker, which is the comfortable explanation because it makes the tool the problem. It was in the theme code. The analytics tag is only printed for visitors who aren't logged in. I'm permanently logged into my own site, so none of my sessions were ever measured. In the browser the tracking object simply didn't exist; fetching the same URL without cookies returned the tag perfectly. The side effect is worse than my missing test. That rule excludes *every* logged-in user — including the paying partners with accounts, who are precisely the people whose behaviour I most want to understand. An exclusion written to keep the editor's own clicks out of the data had quietly redefined what the business is able to see. Which is the same disease I've written about before: [a dashboard doesn't lie by putting wrong numbers on the screen, it lies by leaving things out](https://www.livain.com/blog/analytics-dashboard-lying-by-omission/). ### Three: the API that agreed with me and did nothing To patch the missing email addresses I sent an update through the site's REST API. Status 200\. Response body fine. Field still empty. The endpoint accepts custom fields it doesn't actually persist. No error, no warning, no hint — just a polite success for work it never did. If I hadn't re-read the record afterwards, I'd have logged that as fixed and moved on. Which is the only real defence here. [A 200 means the request was received and processed](https://developer.mozilla.org/en-US/docs/Web/HTTP/Reference/Status/200?ref=livain.com). It does not mean the thing you wanted to happen happened. Those are different claims, and the gap between them is where an entire afternoon of confident, wrong work lives — including AI-assisted work, which will happily report the same success back to you. I've been caught by this exact shape before, when [a routine kept recreating the same task because nothing checked what already existed](https://www.livain.com/blog/the-same-task-three-days-running-idempotency/). > Nassim Nicholas Taleb, in *Skin in the Game*, calls it *pathemata mathemata* — learning through pain. His point is that the abrasions guide the learning. A system that fails without ever touching you teaches you nothing at all. ### The fix isn't clever, it's just deliberate Google's SRE handbook has a line I keep coming back to: a monitoring system exists to answer two questions, [what's broken, and why](https://sre.google/sre-book/monitoring-distributed-systems/?ref=livain.com). Alert on the symptom the user experiences, not on the internal cause you happened to think of in advance. If nothing in your system can produce the sentence "an enquiry arrived and nobody received it", then that failure is invisible by design, no matter how good your logs are. So three changes, all boring. When there's no recipient, the record gets marked blocked instead of new — a state that looks wrong at a glance rather than one that looks like it's waiting. The alert carries the full enquiry, so forwarding it by hand is a copy and paste rather than an investigation. And a weekly sweep lists anything that was never forwarded, because the only reliable way to catch a silent failure is to go looking for it on a schedule. The exclusion rule changes from "is this person logged in" to "can this person edit the site". Same intent, tenth of the collateral damage. ### The thing that actually stayed with me The enquiry that triggered all this wasn't a new customer at all. It was an existing one, asking whether he should water the ground before the crew arrived the next morning. He used the enquiry form because the free profile hides the phone number. The paywall caught the wrong person. It was built to make sure new business gets paid for, and instead it stood between a company and its own customer on a time-sensitive question. Nobody designed that. It emerged from two reasonable rules meeting. I forwarded it, free, and told the business it happened. Then I wrote down the design question, which is the more valuable output: should a free listing really hide the phone number from everyone, including the people who already know who you are? Build things that shout when they break. Silence is not the same as fine — and neither is a green checkmark. ### Sources & further reading **External** [Monitoring distributed systems](https://sre.google/sre-book/monitoring-distributed-systems/?ref=livain.com) — Google SRE book, on symptom-based alerting and the difference between what's broken and why. [200 OK](https://developer.mozilla.org/en-US/docs/Web/HTTP/Reference/Status/200?ref=livain.com) — MDN Web Docs, on what a success status actually asserts. **Related posts** [The form promised a copy by email. Nobody was sending it.](https://www.livain.com/blog/the-form-promised-a-copy-nobody-was-sending-it/) [My assistant created the same task three days running. The fix has a name: idempotency.](https://www.livain.com/blog/the-same-task-three-days-running-idempotency/) [Your analytics dashboard is lying to you by leaving things out](https://www.livain.com/blog/analytics-dashboard-lying-by-omission/) [Which zeros were real](https://www.livain.com/blog/which-zeros-were-real/) *Field notes like this are the day-to-day of my work as a fractional marketing executive — using tools like Claude Code to run real marketing operations. If you want that inside your company,* [*here is how we can work together*](https://www.livain.com/welcome/)*.* ### Nobody needs another me-too product. Unless you already own the customer. URL: https://www.livain.com/blog/unless-you-already-own-the-customer/ Last updated: 2026-08-31T12:31:47.000Z An investor asked me a good question this week about a home and living brand I look after. We'd been talking about range extension, and he pushed back on one category in particular: it's a me-too market, prices are low, margins are low. Why would we go anywhere near it? He's right about the category. It's the kind of product where a dozen sellers list something visually identical, the specification sheet is nearly the same, and the only visible lever is price. On the product itself, there is no story to tell. The answer I gave him has nothing to do with the product. ### The asset isn't the item, it's the access Everyone who buys our main product is, by definition, in the market for this second one. Same room, same week, often the same delivery. We already know who they are, we already have their attention at the exact moment the need exists, and we already carry the freight to their door. That's not a product advantage. It's an access advantage, and it's the one thing the twelve interchangeable sellers can't copy, because they're all still paying to find the customer we already have. This isn't a new idea, it's just an unfashionable one. Chris Zook and James Allen's work at Bain, [published in HBR](https://hbr.org/2003/12/growth-outside-the-core?ref=livain.com) and built on years of tracking adjacency moves, found that roughly three-quarters of moves into adjacent markets fail — and that the ones that work tend to be built off a genuinely strong core rather than off an attractive-looking new market. [Their summary of the research](https://www.bain.com/insights/growth-outside-core/?ref=livain.com) puts it plainly: the best place to look for an adjacency is inside your strongest existing customers. Which reframes the question. It stops being "is this product differentiated" and becomes "do we already own this buyer, and does serving them again cost us less than it costs everyone else." ### Enter at the top, not at the bottom The second thing I said was where to enter. Not with the cheap version — with the technically demanding one, the powered variant, where the purchasing relationships and the product competence already sit. The basic version still belongs in the range, because a customer choosing between two options wants to see both. But it's range width, not a profit product, and the moment you plan it as a profit product you've talked yourself into the me-too market you were trying to avoid. > In *Blue Ocean Shift*, Renée Mauborgne and W. Chan Kim call these businesses settlers — offerings that compete by making incremental changes to a product or its price, converging with the rest of the industry. Settlers only grow if the industry does. That's the trap of a lookalike category: you can be in it, you just can't build the plan on it. ### Margin lives in the mix The third point is the one that gets lost in every range discussion I've sat in. Nobody buys a line item. They buy a basket. If you judge each product on its own contribution margin, half the things that make a basket work get killed — the accessory, the second unit, the thing that makes the delivery worth scheduling. The question isn't what this product earns. It's what the order earns when this product is in it, minus what the order earned before. That's also why I've stopped trusting channel-level stories about where growth comes from. It's the same failure of resolution that made me [assume we'd spent our way to a revenue increase when we hadn't](https://www.livain.com/blog/the-revenue-climbed-i-assumed-we-spent-our-way-there/), and the same reason a marketplace can look like it's growing when it's really [harvesting demand somebody else built](https://www.livain.com/blog/the-marketplace-didnt-grow-it-harvested/). Aggregate numbers are very comfortable and very often wrong. ### The part most people skip: say out loud what would make you stop I gave him a condition along with the case. If the basket maths doesn't carry the contribution-margin corridor we run this business on, we don't do it. Not "we'll revisit", not "we'll optimise later" — we don't do it. Naming the abort condition before the work starts is the cheapest governance there is. It costs one sentence, and it converts a decision that would otherwise drift into sunk cost into something with an actual exit. And I told him which number I expect to kill it, if anything does. It won't be the purchase price — that's the number everyone examines, because it's the one on the offer sheet. It'll be logistics. In this category volume is the killer: a bulky, low-value item eats its own margin in pallet space and last-mile cost long before purchasing does. Four to six weeks to verify that, with the two people who actually run the buying and the warehouse, then a yes or a no. ### What this looks like from the outside From the outside it reads as "brand adds a boring product". Nothing about it will make a trade headline. Inside, it's a bet that the expensive part of this business — earning the right to be in someone's bedroom for a considered, weeks-long purchase decision, which is [how people actually buy furniture](https://www.livain.com/blog/people-spend-weeks-choosing-a-sofa/) — has already been paid for. Everything that rides on top of that access is cheaper for us than for anyone starting from an ad impression. Differentiate the product where you can. Where you can't, differentiate the distance to the customer. ### Sources & further reading **External** [Growth outside the core](https://hbr.org/2003/12/growth-outside-the-core?ref=livain.com) — Chris Zook and James Allen, Harvard Business Review, on why most adjacency moves fail and which ones don't. [Growth outside the core](https://www.bain.com/insights/growth-outside-core/?ref=livain.com) — Bain & Company's summary of the underlying research. **Related posts** [People spend weeks choosing a sofa. Most furniture brands sell like it's one visit.](https://www.livain.com/blog/people-spend-weeks-choosing-a-sofa/) [We cut the top-of-funnel and the marketplace 'grew.' It was harvesting demand we'd already built.](https://www.livain.com/blog/the-marketplace-didnt-grow-it-harvested/) [The revenue climbed. I assumed we'd spent our way there. We hadn't.](https://www.livain.com/blog/the-revenue-climbed-i-assumed-we-spent-our-way-there/) ### I planned a two-week content sprint. Ten minutes of querying killed it. URL: https://www.livain.com/blog/ten-minutes-of-querying-killed-the-content-sprint/ Last updated: 2026-08-31T12:31:50.000Z I had the whole thing planned. Two weeks, one clear goal: build out the location pages on a regional trade directory I run, because the reason it wasn't ranking was obviously that the pages weren't there yet. That was the story in my head, and it had been there for weeks. Search Console showed 87 clicks against 8,180 impressions over roughly seven weeks. Average position 10.2\. Click-through rate barely above one percent. Classic symptom of a site that hasn't been built out, I thought. So: more pages. Before writing the plan I did the thing I now do reflexively, which is ask the live system what it actually contains rather than trusting my memory of it. Ten minutes of querying the site's own API. Every published business, every location, every page that already exists. All 97 locations that qualify for a page already had one. Plus fourteen regional hubs. A hundred and eleven pages, live, indexed, with real local intros, complete schema, six hundred words each. The layer I was about to spend two weeks building had been finished for a while. ### The bottleneck was one level further back What the query also showed is why it *felt* incomplete. The directory holds 832 businesses spread across 298 locations. A location only earns a page once it has at least three businesses on it — that's a deliberate rule, so nobody lands on a page listing one lonely company and bounces. Two hundred and one locations sit under that threshold. Sixty-one of them have exactly two businesses. Which means the constraint was never page generation. It was research. Every additional verified business in one of those sixty-one places creates a new page immediately — one to one, instead of the usual one page per eight or ten businesses. That is a completely different two weeks of work. Same goal, different lever, and the version I'd been about to run would have produced almost nothing. > Confirmation bias is seeing the world through a filter. David McRaney writes that in *You Are Not So Smart*, and the uncomfortable part is how normal it feels from the inside. I wasn't ignoring evidence. I'd just never gone and looked. ### The second thing the data said, which I liked less Position 10.2 isn't a quality problem. Pages that are genuinely thin don't sit at the bottom of page one — they sit nowhere. Ten-point-two means Google has understood the pages perfectly well and finds them interchangeable with the four other results doing the same job. And there was a reason for that. Every single business in the directory sits in the same one or two categories. Every location page targets the same shape of query. Nothing targeted the adjacent ways people actually search, nothing answered cost questions, nothing gave a reason to prefer this page over the incumbent directories that have been there for fifteen years. So the real work is two things at once: widen the data so more places cross the threshold, and give the existing hundred and eleven pages a reason to be picked. Neither of those is "publish more pages", which is the thing almost every content plan defaults to. ### Why I'm careful with this one There's a version of this project that generates a page for every service crossed with every location — roughly 290 pages, a morning's work with the tooling I have. I deliberately didn't. Without more businesses behind them, all 290 would list the same three to seven companies, and Google has been explicit for years about what it does with pages made at scale primarily to rank rather than to help. Its [spam policies](https://developers.google.com/search/docs/essentials/spam-policies?ref=livain.com) name scaled content abuse and doorway pages directly, and the [people-first content guidance](https://developers.google.com/search/docs/fundamentals/creating-helpful-content?ref=livain.com) is the same point stated positively. The tooling makes the wrong move cheap. That's the trap. Anyone can now generate 290 pages before lunch, and the confident output of a good model will make it feel like progress. What decides whether that's leverage or damage is whether someone in the room has done it before and knows which lever is actually load-bearing — which is the whole argument I keep making about [domain expertise being the thing that scales](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/), not the tool. I've been here before with the same site, from the other direction: [an old domain didn't buy me rankings](https://www.livain.com/blog/my-domain-was-20-years-old-it-still-wasnt-enough/), and I've [made a page beautiful before there was traffic to justify it](https://www.livain.com/blog/beautiful-before-the-site-had-traffic/) on purpose. Assumptions about your own project are the ones nobody audits, because you were there when it was built. The habit I'd write down from this week is small and cheap. Before any sprint that starts with "we need more X", spend ten minutes counting the X you already have. Not from the plan, not from memory — from the live system. On a good day it confirms the plan. On this day it saved two weeks and pointed at a lever I'd have walked straight past. The most expensive content is the content that was already there. ### Sources & further reading **External** [Spam policies for Google web search](https://developers.google.com/search/docs/essentials/spam-policies?ref=livain.com) — Google Search Central, on scaled content abuse and doorway pages. [Creating helpful, reliable, people-first content](https://developers.google.com/search/docs/fundamentals/creating-helpful-content?ref=livain.com) — Google Search Central. **Related posts** [The death of generic AI: why deep domain expertise is the only real leverage left](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) [My domain was 20 years old. It still wasn't enough.](https://www.livain.com/blog/my-domain-was-20-years-old-it-still-wasnt-enough/) [I made the page beautiful before the site had traffic. That's the right order.](https://www.livain.com/blog/beautiful-before-the-site-had-traffic/) [Six search impressions told me exactly what to write next](https://www.livain.com/blog/six-search-impressions-told-me-what-to-write/) ### We cut the top-of-funnel and the marketplace 'grew.' It was harvesting demand we'd already built. URL: https://www.livain.com/blog/the-marketplace-didnt-grow-it-harvested/ Last updated: 2026-08-31T12:31:52.000Z A home & living brand I look after trimmed its brand and top-of-funnel spend for a stretch — the usual pressure to make the numbers leaner. And right on cue, sales through the marketplace channel climbed. The obvious reading wrote itself: the marketplace is our strong channel, the expensive brand stuff clearly wasn't pulling its weight, so shift the money to where it's converting. That reading is wrong, and it's the most expensive kind of wrong because it looks like insight. ### The demand didn't vanish. It went looking for a checkout. Here's what actually happened. Cutting the top of the funnel didn't switch off the demand that funnel had already created. People who'd seen the brand, remembered it, half-decided on it — they were still out there, still ready. When they went to buy, they went where it's easiest to buy: the marketplace. So the marketplace "grew." But it didn't create that demand. It collected it. It cashed a cheque a channel you just defunded had written. > The channel that looks like it's winning is often just standing at the exit, collecting demand someone else paid to create. ### Building versus harvesting There's a solid framework for this, and it predates the marketplace era. Les Binet and Peter Field's ["The Long and the Short of It"](https://ipa.co.uk/knowledge/publications-reports/the-long-and-the-short-of-it-balancing-short-and-long-term-marketing-strategies?ref=livain.com) splits marketing into two jobs that work on different clocks. Brand building creates *future* demand — slowly, cumulatively, by lodging you in people's memory. Sales activation harvests *present* demand — quickly, by converting the people already predisposed to buy. As System1's write-up of the research [puts it](https://system1group.com/blog/the-long-short-of-it?ref=livain.com), the long-term work is a marathon and the short-term work is a sprint, and you need both. Marketplaces sit almost entirely on the harvest side. They're brilliant distribution — low-friction places to convert intent. What they don't do is manufacture the intent in the first place. So if you defund the thing that creates demand and then admire the thing that harvests it, you've built a machine that looks efficient precisely because it's living off stored-up demand it isn't replenishing. ### The dashboard is cheering for the wrong channel Why does the wrong read feel so right? Because the measurement rewards it. Last-click attribution hands all the credit to wherever the purchase finally happened, and that's the harvester, every time. The channel that built the memory two months ago gets nothing on the report; the marketplace that closed the sale gets the gold star. I've written about this blind spot before — how [your brand search isn't the hero your dashboard thinks it is](https://www.livain.com/blog/your-brand-search-isnt-the-hero-your-dashboard-thinks/), and how an [analytics dashboard lies by leaving things out](https://www.livain.com/blog/analytics-dashboard-lying-by-omission/). The revenue line can keep climbing for a while even as the engine that feeds it runs down — which is exactly the trap in [the revenue climbed and I assumed we'd spent our way there](https://www.livain.com/blog/the-revenue-climbed-i-assumed-we-spent-our-way-there/). The number going up is not proof the strategy is working. ### Furniture makes the trap sharper This bites harder in home & living than almost anywhere, because the purchase is high-consideration and slow. [People spend weeks choosing a sofa](https://www.livain.com/blog/people-spend-weeks-choosing-a-sofa/). The brand memory you build in week one is what gets "cashed" in week three — and increasingly it gets cashed on a marketplace, under a listing that looks interchangeable with three competitors. Harvest-only looks wonderfully efficient right up until the moment there's nothing left in the field to harvest, and then it looks like a brand that's suddenly, mysteriously, become a commodity. ### The discipline is resisting the obvious read Binet and Field are careful that their 60/40 split — roughly 60% brand building, 40% activation — ["is not an iron rule."](https://system1group.com/blog/the-long-short-of-it?ref=livain.com) The right mix depends on your category, your maturity, how often people buy. Fine. But "spend only where it converts" isn't a mix at all — it's a plan to strip-mine the brand for a couple of good-looking quarters, after which penetration softens and pricing power quietly erodes. You feel clever right up until you don't. To be clear, this is not marketplace-bashing. Marketplaces are excellent distribution and I'd put more product on them, not less. The point is attribution honesty. Before you conclude that a harvesting channel is your growth engine, ask what fed it. If the answer is the brand spend you're about to cut, you're not reading a success story. You're reading the first page of a decline, dressed up as a win. ### Sources & further reading **External** IPA — Binet & Field, [The Long and the Short of It](https://ipa.co.uk/knowledge/publications-reports/the-long-and-the-short-of-it-balancing-short-and-long-term-marketing-strategies?ref=livain.com) (brand building creates future demand; activation harvests present demand). System1 — [The Long & Short of It](https://system1group.com/blog/the-long-short-of-it?ref=livain.com) (the 60/40 rule and why it "is not an iron rule"). **Related posts** [The revenue climbed. I assumed we'd spent our way there. We hadn't.](https://www.livain.com/blog/the-revenue-climbed-i-assumed-we-spent-our-way-there/) [Your brand search isn't the hero your dashboard thinks it is.](https://www.livain.com/blog/your-brand-search-isnt-the-hero-your-dashboard-thinks/) [People spend weeks choosing a sofa. Most furniture brands sell like it's one visit.](https://www.livain.com/blog/people-spend-weeks-choosing-a-sofa/) ### The AI slop nobody logs: the 20-page doc that makes its problem your problem. URL: https://www.livain.com/blog/the-ai-slop-nobody-logs/ Last updated: 2026-09-11T12:36:53.000Z There's a person on almost every team now. The one who loves to experiment with AI, who forwards a twenty-page document at 11pm with a single line: "thoughts?" The doc looks immaculate. Headings, summaries, a confident executive overview. And somewhere around page four you realise they haven't actually read it either — they generated it, skimmed it, and passed it to you. The work didn't get done. The *burden* of doing it just moved to your desk. ### It has a name now, and a price tag Harvard Business Review gave this a label last year: ["workslop"](https://hbr.org/2025/09/ai-generated-workslop-is-destroying-productivity?ref=livain.com) — AI-generated content that masquerades as good work but lacks the substance to move the task forward. Research from BetterUp Labs and Stanford's Social Media Lab found that around 40% of workers had received it in the past month, and each incident cost the receiver just under two hours to sort out. They put the invisible tax at roughly $186 per employee per month — over $9 million a year for a company of ten thousand people. The same article points at the paradox underneath it: AI use at work has doubled, yet an MIT study found 95% of organisations see no measurable return on it. A lot of the gap is workslop. As HBR puts it, the polished output "shifts the burden of the work downstream, requiring the receiver to interpret, correct, or redo the work." It transfers effort from creator to receiver — and calls it productivity. Independent coverage of the research put it more bluntly: this stuff is [quietly rotting companies from the inside](https://thenextweb.com/news/ai-workslop-knowledge-decay-harvard-business-review-productivity?ref=livain.com), because the decay shows up as wasted hours and eroded trust rather than a number on a dashboard. ### The skill was never producing. It was cutting. Here's the part that gets missed. AI didn't create this problem; it just made the lazy version cheap. Anyone can now generate volume. What's scarce — what was always scarce — is relevance. The real skill is boiling a thing down to the handful of points a decision-maker can actually act on, and being willing to throw the rest away. > Producing a twenty-page document is not the work. Knowing which one paragraph in it changes the decision — that's the work. I've argued before that [deep domain expertise is the only real leverage left](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) in an AI world, and this is the daily proof of it. Twenty years in, the value I bring to a client was never typing speed or page count. It's judgement about what to leave out. AI makes the wrong-lever move almost free — generating everything — while the right lever, compression, still needs someone who understands the topic well enough to know what's load-bearing. ### Managers: read the raw forward as a signal If you run a team, an unfiltered AI dump landing in your inbox is not neutral. It's information. It tells you whether the sender actually understands the subject, because someone who does will hand you the decision up top and keep the working underneath. Someone who doesn't will forward the wall of text and hope you'll figure out what they were supposed to. That's not a reason to punish AI use — the opposite. It's a reason to coach the shape of it. The fix I push with teams is simple: lead with the recommendation, show the reasoning below it, attach the sources, and never send anything you haven't read yourself. Structured that way, an AI-assisted document becomes something the next person can build on instead of dig out of. It's the same reason I [qualify inbound before the sales team clears an hour for it](https://www.livain.com/blog/qualify-inbound-before-the-sales-team-acts/) — triage and synthesis up front save everyone downstream from wasted time. And it's why I [checked every row of a list the AI handed me](https://www.livain.com/blog/the-industry-column-was-wrong-on-two-thirds-of-the-list/) before trusting a word of it. Verifying before you forward is the whole job. ### The same tool, opposite hands None of this is anti-AI. HBR's own researchers make the distinction between "pilots" — people who use AI with high agency to sharpen their own thinking — and "passengers," who use it to avoid thinking at all. The tool is identical. The output could not be more different. In a pilot's hands it's genuine leverage; in a passenger's, it's a cost the whole organisation absorbs without ever seeing it on a line item. So before you forward the beautiful document, ask the honest question: have I made this clearer for the next person, or have I just made my confusion their problem? AI is a fantastic way to produce more. It's a terrible substitute for having something worth saying. ### Sources & further reading **External** Harvard Business Review — [AI-Generated "Workslop" Is Destroying Productivity](https://hbr.org/2025/09/ai-generated-workslop-is-destroying-productivity?ref=livain.com) (BetterUp Labs / Stanford Social Media Lab research; the "burden shifts to the receiver" framing, the cost figures, pilots vs. passengers). The Next Web — [HBR warns AI 'workslop' is rotting companies from the inside](https://thenextweb.com/news/ai-workslop-knowledge-decay-harvard-business-review-productivity?ref=livain.com) (independent coverage of the same study). **Related posts** [The death of generic AI: why deep domain expertise is the only real leverage left](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/). [Qualify inbound before your sales team clears an hour for it](https://www.livain.com/blog/qualify-inbound-before-the-sales-team-acts/). [The industry column was wrong on two-thirds of the list. I checked every one.](https://www.livain.com/blog/the-industry-column-was-wrong-on-two-thirds-of-the-list/) *Field notes like this are the day-to-day of my work as a fractional marketing executive — using tools like Claude Code to run real marketing operations. If you want that inside your company,* [*here is how we can work together*](https://www.livain.com/welcome/)*.* ### Marketing March, My Local Practice for Swiss SMBs URL: https://www.livain.com/blog/marketing-march/ Last updated: 2026-09-04T14:17:32.000Z *Active Brand · Owner & Operator · Fractional Marketing for Swiss SMBs · March / Schwyz / Zürichsee · Started 2026 · Ongoing* Marketing March is the brand I use for my services in Switzerland — my local marketing practice for Swiss small and mid-sized businesses. If you run a company near me and you need someone senior to actually run your marketing with you, or to coach your team until they can run it themselves, that is what this is. I work in German, English or Dutch. It is separate from [Prexova](https://prexova.com/?ref=livain.com), the collective venture I am developing with partners. Marketing March is me, personally, close to home. ## **Context & venture intent** - **Brand:** Marketing March (marketing-march.ch) - **Service:** Fractional and interim marketing leadership for owner-led companies - **Geography:** The March district, Canton Schwyz, and the wider Zürichsee region - **Languages:** German, English or Dutch — your choice. German and Dutch are my first languages. - **Role:** Owner and operator — I do the work myself ## **Who this is for** Owner-led companies, roughly three to a hundred people, where marketing matters but nobody senior owns it. Usually that looks like one of these: - The owner is doing marketing in the evenings, on top of running the company - There is a small team doing good work with no strategy above them - An agency runs a channel or two, and nobody is deciding whether those are the right channels - A marketing lead just left, and the vacancy is going to take months to fill What all of these have in common is not a lack of effort. It is a lack of someone senior who owns the decisions and stays long enough to be accountable for them. ## **What you actually get** Two ways to work with me, and most companies end up doing both in sequence. ### **1\. I run your marketing with you** I take responsibility for the marketing function on a fractional basis — a fixed number of days per month, for as long as it is useful. In practice: - A clear picture of where you actually stand, before anything gets spent - The strategy and the channel decisions — including which activities to stop - Budget ownership, and honest answers about what each franc is doing - Managing the agencies and freelancers you already work with, so you do not have to - Hands-on execution where it is faster for me to do it than to brief it ### **2\. I coach your team to run it themselves** The better long-term outcome, and the one I push for. Same seniority, different shape: - Your people keep doing the work, with me in the room when the decisions get made - Regular working sessions instead of a report nobody reads - Structures your team can still use after I stop coming — planning rhythm, priorities, what to measure - A deliberate handover, with a date on it I would rather leave a team that no longer needs me than build a dependency. That is the whole point of a fractional model. ## **How it starts** No pitch deck and no proposal you have to decode. 1. **A free self-check** on the website if you want to know where you stand before speaking to anyone 2. **A first conversation**, in which I tell you honestly whether I can help and whether it is worth the money 3. **A scoped engagement**, sized to your company — small owner-led business, mid-sized company with a marketing function, or an interim lead role for a larger organisation You get a clear price for the tier you fall into. No retainer that renews by default, no minimum term, no cart. ## **Why local matters** Most of my career has been international — DTC brands across Europe, clinic groups, SaaS platforms, marketplaces. Marketing March is deliberately the opposite end of that, and the difference is not the size of the work. It is the proximity. Being in the region means I can sit in your office rather than on a call. It means we know some of the same people. And it means my name is attached to the outcome in a place where that actually costs me something if I get it wrong. That is a feature, not a limitation. ### **A note on language** You are reading this in English because this site speaks to an international audience. It is not the only language I work in, and it is not my first. **German and Dutch are my first languages**, and I have lived and worked in German-speaking countries for more than two decades. I work with clients in **German, English or Dutch** — whichever suits you and your team. Most local mandates run in German: the meetings, the strategy, the writing, the conversations with your people. If your business works across borders, that switch costs you nothing. ## **Current state (2026)** Marketing March is live and taking on mandates. The offer is set — three engagement sizes, both working modes — and the practice is deliberately capacity-limited, because I do the work myself. ## **Why this project lives here** Marketing March is on this page because it is a real company with real clients, not a side project. It is also the honest answer to a question I get regularly: yes, I run international mandates, and yes, I will sit down with a fifteen-person company in Lachen. Those are not the same offer, so they are not the same business. [marketing-march.ch](https://www.marketing-march.ch/?ref=livain.com) ### Prexova, Fractional Marketing Leadership at Scale URL: https://www.livain.com/blog/prexova/ Last updated: 2026-09-04T14:17:30.000Z *Venture in Development · Initiator · Fractional Marketing Leadership & Specialist Collective · Switzerland / Europe · Started 2026 · Ongoing* Prexova gives companies senior marketing leadership on demand, backed by a collective of more than 150 vetted specialists — at transparent prices, without agency overhead. Prexova is bigger than me. I initiated it together with a few strong partners, I help drive the collective forward, and I am one of its c-level operators companies can bring in. But the point of Prexova is the depth behind whoever you work with, not any single person. That makes it a different proposition from [Marketing March](https://www.marketing-march.ch/?ref=livain.com), which is my own local practice, delivered by me alone. ## **Context & venture intent** - **Venture:** Prexova (prexova.com) - **Service:** Fractional marketing and growth leadership, plus specialist execution on demand - **Geography:** Switzerland and the DACH region, delivering across Europe - **Structure:** A venture in development with strong partners, and a collective of 150+ independent specialists - **My role:** Initiator, and one of the collective's c-level operators ## **Who this is for** Mid-sized to large organisations in growth or transition, where marketing has to move now and the two obvious options do not fit. - **Hiring** takes months, costs a full salary, and asks you to define a role you cannot yet describe precisely - **An agency** gives you a retainer, an account manager, and a layer of people between you and whoever is actually doing the work Prexova exists for the companies who want the third option: senior operators who take responsibility, priced against what they replace, with nobody in between. ## **What you actually get** ### **Leadership that takes responsibility** A fractional CMO or growth lead who owns the outcome, not a consultant who writes you a strategy and leaves. Operators, not advisors — that is the whole thesis, and it is what we are judged on. ### **A collective of 150+ specialists behind them** Once your lead knows what the plan needs, they pull the right people from the collective — performance, lifecycle, content, data, AI build, automation — for exactly as long as that piece of work runs. No agency staffing you with whoever happens to be free. No hiring for a skill you need for three months. ### **AI capability that actually gets used** Most organisations have bought the tools and not changed the work. Our specialists build the automation, integrate it into how your team already operates, and upskill the people who have to live with it after we leave. ### **Transparent pricing** You see what each layer costs. Engagements are priced against what they replace — a hire, an agency, a stalled project — not against hours logged. No opaque retainer, no overhead you are quietly paying for. ## **We do not need to know your stack first** A question we get on nearly every call is whether we fit the systems they already run. We do not need to know your CRM, your cloud, or which AI vendor you have standardised on before we can help. > We start from the result you want, then work out the best setup. We bring our own toolset, and the skills adapt to whatever you already run. ## **My role in the venture** Three things, and it is worth being precise about which is which. - **Initiator.** I shaped the positioning and the engagement model, and I am responsible for the standard the collective is held to — who gets in and what is expected of them. - **Network.** A large part of the collective comes from operators I have worked with over twenty years. Vouching for them is not a formality; it is the product. - **C-level operator.** I take on fractional mandates through Prexova myself, at C-level, the same as any other senior lead in the collective. What I am deliberately not: the bottleneck. Prexova only works if it delivers without me on every engagement. ## **How it starts** 1. **A free outside-in assessment** — what we can see about your market and your setup from the outside, before you have paid us anything 2. **A working session with your decision-makers** — two hours, on the real problem, not a pitch 3. **A scoped engagement**, if and only if there is something worth doing We give away the first two on purpose. If we cannot say something useful before you pay us, we are not the right people. ## **Current state (2026)** Prexova is live and selling: positioning locked, the collective built out past 150 specialists, engagement ladder defined, and outbound running against a researched target list. The honest summary is that the thesis is proven enough to sell and the machine around it is still being built. Every call teaches us something about which part of the proposition lands hardest — and it is not always the part we expected. ## **Why this project lives here** Prexova is on this page because it is where the work scales past what one fractional executive can carry. A single operator is structurally capped. A collective of senior operators is not — provided the standard holds. Holding that standard, while the thing grows, is the actual job. [prexova.com](https://prexova.com/?ref=livain.com) ### My assistant created the same task three days running. The fix has a name: idempotency. URL: https://www.livain.com/blog/the-same-task-three-days-running-idempotency/ Last updated: 2026-09-11T12:36:54.000Z I run a small automation that reconciles my inbox every morning. It reads the last week of mail in both directions, works out what's still waiting on a reply, and opens a task for anything that's genuinely open. Useful little thing. Then one week it created the exact same task three days running — same email, three near-identical tickets stacked on top of each other. Nothing broke. It just quietly made a mess I then had to clean up by hand. ### Not broken. Just not idempotent. The bug wasn't in what the routine did. It was in what it did the *second* time. Each morning it woke up, looked at that still-unanswered email, and reasoned — correctly, in isolation — "this needs a task." What it never asked was: did I already make one yesterday? There was no check for its own past work. Every run treated the world as a blank slate. There's a precise word for what it was missing, borrowed from engineering: *idempotency*. An operation is idempotent if you can run it any number of times and the side effect happens exactly once. Create-a-task-for-this-email should have been idempotent. It wasn't, so running it three times created three tasks. ### Payment systems solved this years ago This isn't a new problem, and the people who worry about it most are the ones moving money. Stripe has a [well-known engineering write-up](https://stripe.com/blog/idempotency?ref=livain.com) on exactly this, and the opening premise is one every automation should start from: networks are unreliable. A request times out. The client isn't sure if it went through. So it retries — and now the server might be about to charge the same customer twice. Their fix is the [idempotency key](https://docs.stripe.com/api/idempotent%5Frequests?ref=livain.com): the client attaches a unique ID to the request, and the server remembers that ID. If a request with the same key shows up again, the server doesn't repeat the work — it returns the result of the first one. As their team puts it, an idempotent endpoint can "be called any number of times while guaranteeing that side effects only occur once." Retry all you like; the customer gets charged once. > The interesting question about any automation isn't "can it do the task." It's "what happens when it runs again." ### The lesson for anyone wiring up AI routines We're all building little agents and scheduled jobs now — inbox sweeps, report generators, things that fire every morning without us watching. And the failure mode is rarely the dramatic one. It's this quiet one: a routine that re-does work it already did, and hands you the duplicates to sort out. An agent that does slightly too much is often worse than one that does slightly too little, because the extra isn't value — it's noise you now have to filter. My fix was the same shape as Stripe's, minus the payments. Before the routine creates a task, it now matches on a stable key — the email's thread ID — against the tasks that already exist. If there's already an open task for that thread, it updates it instead of adding a new one. The thread ID is my idempotency key. Run the job once or five times, one task exists. ### Designing the routine like a system, not a trick The reps show up in which question you ask first. A novice ships the happy path — the version where the job runs once, on a clean morning, and everything works. The happy path always works; that's why it's seductive. The discipline is to assume the thing will run again, overlap with itself, get interrupted halfway, and fire twice on the same input — and to make all of those safe. "Is this safe to run twice?" is a boring question that saves you from a hundred small messes. It's the same instinct behind [teaching my assistant to prep my week](https://www.livain.com/blog/i-taught-my-assistant-to-prep-my-week/), where the hard part was making it stop starting over from scratch each run. It's why I don't fully trust an automation until I've watched how it behaves when it's wrong — the way [the AI once told me nobody had replied when the reply was message 28](https://www.livain.com/blog/the-ai-said-nobody-replied-the-reply-was-message-28/). And it's the deeper reason [a system only earns trust when the work moves without you standing over it](https://www.livain.com/blog/the-real-test-of-a-system/). A routine you have to babysit for duplicates isn't saving you time. It's just moving the work to a different afternoon. Idempotency is an ugly word for a simple, humane idea: build things that can repeat themselves without making a mess. Once you start asking "what happens on the second run?", you can't unsee all the places the answer is "something bad." ### Sources & further reading **External** Stripe — [Designing robust and predictable APIs with idempotency](https://stripe.com/blog/idempotency?ref=livain.com) (why retries happen and how "exactly once" is guaranteed). Stripe API Reference — [Idempotent requests](https://docs.stripe.com/api/idempotent%5Frequests?ref=livain.com) (the idempotency-key mechanism in practice). **Related posts** [I taught my assistant to prep my week. The hard part was making it stop starting over.](https://www.livain.com/blog/i-taught-my-assistant-to-prep-my-week/) [Claude Cowork said nobody replied. The reply was message 28.](https://www.livain.com/blog/the-ai-said-nobody-replied-the-reply-was-message-28/) [The real test of a system is whether the work moves when you've left the desk.](https://www.livain.com/blog/the-real-test-of-a-system/) *Field notes like this are the day-to-day of my work as a fractional marketing executive — using tools like Claude Code to run real marketing operations. If you want that inside your company,* [*here is how we can work together*](https://www.livain.com/welcome/)*.* ### Four versions of the same email sat in my drafts. This morning, the tool just edited one. URL: https://www.livain.com/blog/four-versions-of-the-same-email-sat-in-my-drafts-this-morning-the-tool-just-edited-one/ Last updated: 2026-09-11T12:36:55.000Z For months I had a small, dumb problem. I draft a lot of email with Claude — I write the first version in chat, read it back for tone, tighten a line or two, then send. Every round of changes meant a brand-new draft in Gmail. The old one didn't go anywhere. By the time I was happy, two, three, sometimes four versions of the same email sat in my drafts folder, and I had to remember which one was real before hitting send. Not a disaster. Just friction. The kind you stop noticing because you've built a workaround: delete the stale copies, send the survivor, move on. I've written before about how [small tooling quirks quietly tax your trust](https://www.livain.com/blog/the-files-were-never-empty/) in these systems — this was one of mine. This morning I opened the app and drafted a couple of emails mid-chat. Halfway through I realized one needed changes. Claude updated the existing draft in place. No new copy. One draft, current version, ready to send. ### Why a tiny fix matters Claude's [Gmail connector](https://claude.com/connectors/gmail?ref=livain.com) could always create drafts — managing them afterwards was the gap, and [users have been asking for exactly this kind of draft lifecycle support](https://github.com/anthropics/claude-code/issues/28575?ref=livain.com). Updating in place sounds trivial. It isn't. It's the difference between a demo that impresses you once and a tool you trust with your outbox every day. > As Ethan Mollick puts it in *Co-Intelligence*: "Being 'good at prompting' is a temporary state of affairs. The current AI systems are already very good at figuring out your intent, and they are getting better." That's what this is, really. The tooling is starting to meet you where the work actually happens — not in the chat window, but in the systems around it. It's the same reason I keep saying [the real test of a system is whether the work moves when you've left the desk](https://www.livain.com/blog/the-real-test-of-a-system/): maturity shows up in the boring seams, not the flashy features. And you only notice these fixes if you're in the work daily. Someone who touches AI tooling once a month never felt the duplicate-draft tax, so they'll never feel it lift. After twenty years of operating marketing teams, I've learned that the compounding wins are almost always this shape — small, unglamorous, and invisible in a keynote. The best upgrades don't add a feature. They remove a chore. ### Sources & further reading **External** [Gmail Connector — Claude by Anthropic](https://claude.com/connectors/gmail?ref=livain.com) [Gmail MCP Connector: draft tooling feature requests — GitHub](https://github.com/anthropics/claude-code/issues/28575?ref=livain.com) **Related posts** [The AI said my files were empty. Every byte was still there.](https://www.livain.com/blog/the-files-were-never-empty/) [The real test of a system is whether the work moves when you've left the desk.](https://www.livain.com/blog/the-real-test-of-a-system/) [A context window is working memory, not a hard drive.](https://www.livain.com/blog/a-context-window-is-working-memory-not-a-hard-drive/) *Field notes like this are the day-to-day of my work as a fractional marketing executive — using tools like Claude Code to run real marketing operations. If you want that inside your company,* [*here is how we can work together*](https://www.livain.com/welcome/)*.* ### A context window is working memory, not a hard drive. Feel that, and you manage AI differently. URL: https://www.livain.com/blog/a-context-window-is-working-memory-not-a-hard-drive/ Last updated: 2026-09-11T12:36:56.000Z Most people talk to an AI as if it remembers everything they've ever told it. Like it has a hard drive somewhere with the whole history of your project on it, and every reply is drawn from that permanent store. It isn't, and it doesn't. What the model has is closer to working memory — the RAM in a computer, not the disk — and it's finite. Once you actually feel that in your bones, you start using these tools in a completely different way. ### What the context window actually is The "context window" is the amount of text the model can hold in view while it answers you. Anthropic's own documentation calls it exactly that: [a "working memory" for the model](https://platform.claude.com/docs/en/build-with-claude/context-windows?ref=livain.com), separate from the vast training data it learned from. Everything you've put in front of it this session — your instructions, the files you pasted, the earlier back-and-forth, and even the reply it's writing right now — sits inside that window and counts against it. When the window fills, something has to give. McKinsey has a [plain-language explainer](https://www.mckinsey.com/featured-insights/mckinsey-explainers/what-is-a-context-window?ref=livain.com) on the same idea if you want the non-technical version to hand to a colleague. The one line to hold onto: the model can only reason over what's in the window. The moment your file scrolls out the top, it's gone from the model's mind, even though it's still there on your screen. ### The cheap smoke alarm I use Here's the trick I actually rely on. I give the model one hard rule at the start of a working session: repeat my name at the top of every single reply. It's trivial to follow while there's room. And the instant it forgets to — the moment a reply comes back without my name on it — that's my tell that the window is getting crowded and the model has started quietly dropping the earliest instructions and files to make space. It's a smoke alarm, not a diagnosis. But it's free, and it fires before the output visibly goes wrong. Without it, the first sign of trouble is usually a confidently wrong answer — the model filling a gap it no longer remembers with something plausible. > More context isn't better context. As the window fills, the model gets less reliable, not more — and it never tells you it's straining. ### Why a full window quietly hurts you There's a counterintuitive bit here that catches people out. Stuffing more into the window doesn't make the model smarter. Past a point it makes it worse. Anthropic's docs name the phenomenon directly — as the token count grows, "accuracy and recall degrade," an effect they call *context rot*. Their engineering team has a longer piece on [why long contexts degrade and how to engineer around it](https://www.anthropic.com/engineering/effective-context-engineering-for-ai-agents?ref=livain.com), and the takeaway is blunt: curating what's in the window matters as much as how big the window is. This is where twenty years of doing the actual work pays off in a way that has nothing to do with prompting tricks. The leverage isn't a bigger window — it's judgement about what deserves to be in it. If you know a domain, you know which ten percent of the brief actually drives the answer, and you feed the model that. If you don't, you paste everything in, watch the output drift, and blame the tool. Same model, opposite result. I've written before about how [progressive disclosure](https://www.livain.com/blog/beyond-the-junk-drawer-mastering-knowledge-with-progressive-disclosure-and-ai/) — showing the machine the summary first and the detail only when it's needed — keeps the window clean and the answers sharp. ### The fix when it degrades: a handoff, not a fight When a session gets bloated, the wrong move is to keep wrestling with the same overstuffed chat, re-explaining things it's already forgotten. The right move is to start fresh — but not from zero. I have the model write a short handoff file first: the goal, the decisions made, the open questions, the two or three facts the next session can't work without. Then I open a clean window and drop that in. The information flow survives; the rot doesn't. That's the same discipline behind [teaching my assistant to prep my week](https://www.livain.com/blog/i-taught-my-assistant-to-prep-my-week/) — the hard part was making it stop starting over — and behind why [the real test of a system is whether the work moves when you've left the desk](https://www.livain.com/blog/the-real-test-of-a-system/). A good handoff is just a context window you packed on purpose instead of by accident. Treat the model like it has working memory, not a hard drive, and most of the frustration people have with AI evaporates. It was never lying to you. It just ran out of room and was too polite to say so. ### Sources & further reading **External** Anthropic — [Context windows](https://platform.claude.com/docs/en/build-with-claude/context-windows?ref=livain.com) (working-memory framing, "context rot," managing context). Anthropic Engineering — [Effective context engineering for AI agents](https://www.anthropic.com/engineering/effective-context-engineering-for-ai-agents?ref=livain.com). McKinsey — [What is a context window?](https://www.mckinsey.com/featured-insights/mckinsey-explainers/what-is-a-context-window?ref=livain.com) **Related posts** [Beyond the junk drawer: mastering knowledge with progressive disclosure and AI](https://www.livain.com/blog/beyond-the-junk-drawer-mastering-knowledge-with-progressive-disclosure-and-ai/). [I taught my assistant to prep my week. The hard part was making it stop starting over.](https://www.livain.com/blog/i-taught-my-assistant-to-prep-my-week/) [The real test of a system is whether the work moves when you've left the desk.](https://www.livain.com/blog/the-real-test-of-a-system/) *Field notes like this are the day-to-day of my work as a fractional marketing executive — using tools like Claude Code to run real marketing operations. If you want that inside your company,* [*here is how we can work together*](https://www.livain.com/welcome/)*.* ### The real test of a system is whether the work moves when you've left the desk. URL: https://www.livain.com/blog/the-real-test-of-a-system/ Last updated: 2026-09-11T12:36:58.000Z I'm writing this from Italy. It's the tail end of a week I blocked off on purpose — family, sun, and a rule I set for myself in advance: campaign checks only, no meetings. The kind of week that, a few years ago, I couldn't have taken without something quietly breaking behind me. Nothing broke. And the reason is the only part worth writing down. ### The work kept moving without me at the desk The companies I look after didn't pause because I did. Every morning a system I built runs a reconcile of my inbox, my tasks and my calendar and hands me a short brief: here's what's waiting, here's what closed itself, here are the one or two things that actually need you. The ad accounts get a fresh pull of real numbers on a schedule, not when I happen to remember. This very post is publishing itself, on a morning I'm nowhere near a keyboard, because the machinery that drafts and schedules the week's writing was set up to run whether I'm there or not. None of that is glamorous. All of it is the point. > The real test of a system isn't whether it's clever. It's whether the work keeps moving when you've left the desk. ### The trap is being the system yourself The seductive failure mode in this kind of work — fractional, founder, anyone whose value is their attention — is to become the system. To be the person who holds it together by being reachable. It feels wonderful. You're indispensable, you're in every loop, nothing happens without you. And then you can't take a Tuesday off, let alone a week, without a small avalanche waiting on your return. I spent years there. The shift wasn't working harder — it was moving the mechanical parts of the job [out of my head and into things that run on their own](https://www.systemology.com/business-systems-guide/?ref=livain.com), the slow conversion of "what's in your head" into "what the system does." I've written about [teaching an assistant to prep my week](https://www.livain.com/blog/i-taught-my-assistant-to-prep-my-week/) and about [closing a whole quarter's books without a single missing receipt](https://www.livain.com/blog/first-quarter-without-a-missing-receipt/). Those weren't productivity tricks. They were me refusing to be the load-bearing wall. ### What the machine does, and what it still can't I want to be honest about the limit, because "it all runs itself" is a line people sell and rarely mean. The systems handle continuity — the fetching, the reconciling, the surfacing, the publishing. They do not make the decisions. When the morning brief flags that a campaign's efficiency has slipped, or that a client has asked a real question, that still comes to me, and I still make the call, from a café table if I have to. That's the right division of labour: automate the reachable, keep the judgement. The machine is superb at making sure nothing falls through the cracks. It is not good at knowing which of the things it surfaced actually matters. That part doesn't travel to a scheduler. It stays with the person who's done the reps — which, conveniently, is the whole argument for having one of those people in the first place. ### Why this is what "fractional" should mean There's a version of fractional work that's really just expensive hourly help: rent the person, and when the person's off, the work is off too. I don't think that's worth much, and I've argued that [showing up in person still matters enormously](https://www.livain.com/blog/why-travel-matters-a-lot-in-fractional-executive-work/) — but showing up is not the same as being the only thing keeping the lights on. The version I try to leave behind is the opposite: systems and habits that keep a smaller team pulling the right levers even when I'm on a beach. The company isn't buying my presence by the hour. It's buying a way of working that outlasts any given week. It's healthier for them, too. A business that only moves when one person is watching isn't really a business — it's a [maintenance trap](https://www.livain.com/blog/the-maintenance-trap-and-the-project-driven-future/) with a pulse. The good ones survive their key people taking a break. The measure was never how much I could hold in my head. It was how much kept moving the week I put my phone down. This week, nearly all of it did. ### Sources & further reading **External** [SYSTEMology — Business systems guide: turning tacit knowledge into documented systems](https://www.systemology.com/business-systems-guide/?ref=livain.com) [Kevin Anye — How to build a business that runs without you](https://www.kevinanye.com/how-to-build-a-business-that-runs-without-you/?ref=livain.com) **Related posts** [I taught my assistant to prep my week. The hard part was making it stop starting over.](https://www.livain.com/blog/i-taught-my-assistant-to-prep-my-week/) [For the first time ever, I closed a quarter without a missing receipt.](https://www.livain.com/blog/first-quarter-without-a-missing-receipt/) [Why travel matters (a lot) in fractional executive work](https://www.livain.com/blog/why-travel-matters-a-lot-in-fractional-executive-work/) [The maintenance trap and the project-driven future](https://www.livain.com/blog/the-maintenance-trap-and-the-project-driven-future/) *Field notes like this are the day-to-day of my work as a fractional marketing executive — using tools like Claude Code to run real marketing operations. If you want that inside your company,* [*here is how we can work together*](https://www.livain.com/welcome/)*.* ### Everyone budgets for the VAT. The thing that blocks your listing is the recycling scheme. URL: https://www.livain.com/blog/everyone-budgets-for-the-vat/ Last updated: 2026-08-31T12:32:14.000Z A home & living brand I work with is weighing a move onto Amazon in France. Bulky furniture — the kind an older customer buys once and keeps for a decade. Good margins, real demand, three big markets right next door. On paper it's an easy yes. The first question everyone asks when you say "sell into the EU" is the same: what about the VAT? It's the right question. It's just not the one that will actually stop you. ### VAT is real, and it's tractable Here's the shape of it. The moment you hold stock in a country — which is the whole point of Amazon's fulfilment network, putting inventory close to the customer — you trigger a local VAT registration there, whatever your pan-European one-stop-shop setup says. [Storage itself creates the obligation](https://hellotax.com/blog/amazon-fba-vat-registration-eu-storage/?ref=livain.com), and the OSS return doesn't cover the domestic sales that ship out of that local warehouse — those still need a local number and local filings. [Most growing sellers end up with a hybrid: several local registrations plus one OSS.](https://amavat.eu/pan-european-fba-and-vat-all-requirements/?ref=livain.com) France is the slow one — several weeks to register, monthly returns — so you file it first. Italy and Spain are quicker. Budget a few thousand euros a year across the three for the filings and it's handled. Annoying, foreseeable, done. None of that is what keeps the listing from going live. ### The thing that actually blocks you is the recycling scheme The blocker is a set of letters most spreadsheets never mention: EPR — Extended Producer Responsibility. It's the principle that whoever puts a product on the market pays for its eventual collection and recycling. And furniture, of all categories, is buried in it. In France a single piece of furniture can sit inside three separate schemes at once. There's the packaging it ships in. There's the furniture itself, which has its own dedicated take-back organisation. And if it has a motor — as an adjustable bed or a lift chair does — there's a real chance it also counts as electrical equipment, with a third scheme on top. Each one needs its own registration and its own identification number. Amazon enforces this directly. No valid EPR number for a category and the marketplace either [blocks the listing or force-enrols you into a "we collect and remit on your behalf" arrangement](https://sell.amazon.fr/en/conformite-a-la-responsabilite-elargie-des-producteurs?ref=livain.com) — on its terms, not yours. There's also a visible, consumer-facing charge: an [eco-participation fee shown as a separate line on the price](https://www.amazon.fr/-/en/gp/help/customer/display.html?nodeId=TTTEnbszf6lheT0yGE&ref=livain.com), anything from a couple of euros to a few tens on a chair. Small per unit, completely non-optional. > Porter Erisman, who watched a parade of Western companies faceplant in China, named their core mistake plainly: they kept "trying to use a one-size-fits-all global approach." Cross-border retail punishes exactly that. Every market has a rule your home market never taught you. ### Why furniture gets hit hardest A mattress or a motorised bed is, to a regulator, several regulated products wearing one box: wood and foam and packaging and, increasingly, a motor. Every added material is another scheme, another registration, another eco-fee. A phone case crosses into France with a fraction of this friction. A lift chair walks straight into the deep end. The logistics compound it. These are heavy, oversized items, and the fulfilment surcharges on them are large enough that the "obvious" pan-European setup isn't automatically the cheapest — sometimes shipping from one country into the others beats holding stock in all of them. That's a modelling question, not a default you accept. ### The pattern is always the same What makes this worth writing down isn't the specific French furniture scheme. It's the pattern. The number everyone puts on the plan — the VAT — is the tractable one. The thing that actually decides whether you can switch the listing on lives one layer down, in the boring compliance plumbing nobody demos. I've helped a furniture brand [enter new markets before](https://www.livain.com/blog/fey1926/), and the lesson repeats: the exciting part — the listing, the ads, the launch — is gated by the unexciting part, the registrations, and the unexciting part has the longest lead time. So you sequence backwards from it. File the slowest scheme first. Treat the compliance layer, not the creative, as the critical path. On the marketplace itself the ground keeps shifting, too. [Buyers behave differently there than on your own store](https://www.livain.com/blog/why-amazon-sellers-need-to-think-like-llms/), and in a category where people [take weeks to choose](https://www.livain.com/blog/people-spend-weeks-choosing-a-sofa/), a listing that is live and compliant quietly beats a better one still stuck in review. Being allowed to sell is the first competitive advantage — and the easiest to forget to budget for. Everyone budgets for the tax. The recycling scheme is the one that decides your launch date. ### Sources & further reading **External** [Amazon France — Extended Producer Responsibility (EPR) compliance](https://sell.amazon.fr/en/conformite-a-la-responsabilite-elargie-des-producteurs?ref=livain.com) [Amazon France — About Eco-Participation Contributions](https://www.amazon.fr/-/en/gp/help/customer/display.html?nodeId=TTTEnbszf6lheT0yGE&ref=livain.com) [hellotax — Amazon FBA VAT registration: when EU storage triggers tax obligations](https://hellotax.com/blog/amazon-fba-vat-registration-eu-storage/?ref=livain.com) [amavat — Pan-European FBA and VAT: all requirements for Amazon sellers](https://amavat.eu/pan-european-fba-and-vat-all-requirements/?ref=livain.com) Porter Erisman, *Six Billion Shoppers*. **Related posts** [Fey Design — international market entry (NL & DK)](https://www.livain.com/blog/fey1926/) [Why Amazon sellers need to think like LLMs](https://www.livain.com/blog/why-amazon-sellers-need-to-think-like-llms/) [People spend weeks choosing a sofa. Most furniture brands sell like it's one visit.](https://www.livain.com/blog/people-spend-weeks-choosing-a-sofa/) ### I asked AI for my best quotes. It handed me things people told me in confidence. URL: https://www.livain.com/blog/i-asked-ai-for-my-best-quotes/ Last updated: 2026-08-31T12:32:16.000Z This week I built myself a small piece of machinery. When I sit down to write one of these posts, I want it to reach into everything I've read and saved over the years and hand me a line that actually fits — a sentence from a book I marked up, a thought I left in the margin, a quote worth building a paragraph around. So I pointed AI at my own archive and asked a simple question: give me the best quotes I've saved, ranked by how good they are. It did. And that's where it got uncomfortable. ### The best lines were the ones I can never use The strongest material — by a distance — wasn't from books. It was things people had said to me. A blunt aside across a boardroom table. A founder's off-the-record verdict on a competitor. A manager summarising ten years of pain in one clean sentence. Lines with names attached, sometimes numbers, almost always spoken in a room that everyone in it understood to be private. The machine had no idea. To the model, a highlight from a published book and a sentence a client said in a closed meeting look identical: both are just text I chose to save because it mattered. It ranked them side by side, cheerfully, best first. And most of the "best" were things I could never publish without betraying the person who said them. That's the whole problem in one screen. The AI could retrieve everything and rank it. It could not tell me which lines were mine to share. > As Ethan Mollick writes in *Co-Intelligence*, there's a danger in working with AI that we make ourselves redundant — but also a quieter danger that "we trust AIs for work too much." Ranking your own memories by quality is exactly the kind of work you shouldn't hand over whole. ### Why this is about to be everyone's problem Privacy researchers have a name for what breaks here: contextual integrity. Information carries the norms of the setting it was shared in. A thing said to you in confidence doesn't become publishable just because it now sits in the same searchable box as your book notes. A workplace AI, the same researchers [warn](https://www.forbes.com/councils/forbestechcouncil/2026/04/29/ai-security-and-the-new-privacy-problem-inference-with-authority/?ref=livain.com), will happily connect ordinary signals and surface a judgement no one asked it to make. The model flattens context. You are the only one in the loop who still remembers which room each sentence was spoken in. And we are all assembling these boxes now — notes apps, meeting transcribers, "second brains," the assistant that reads your inbox. [Personal AI tools quietly build a profile of everything you feed them.](https://www.nojitter.com/ai-automation/personal-ai-assistants-present-organizational-data-risks?ref=livain.com) The more of your working life you make searchable, the more a helpful model can hand back things you'd forgotten you'd stored — stripped of the context that made them safe to keep. ### The fix is a boundary, not a smarter model So I did the unglamorous thing. I gave the system an explicit rule about where it's allowed to draw quotes from: published books, public talks and podcasts, and things I've said myself. Never a line attributed to a named person from a meeting, a call, a board session, or a client conversation — however good it is, and however plainly it's sitting right there in my own files. That rule is not something the model could have inferred. It's a judgement about trust, and trust is contextual in a way a ranking function is not. I've argued before that [the leverage in this work is the judgement, not the tool](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/). This was the same idea pointed at my own archive. The tool made everything reachable. Deciding what was mine to share stayed my job. There's a version of me that finds this reassuring rather than annoying. I look after a handful of companies, and I keep a lot of what they tell me — it's how I stay useful between meetings. The discipline that stops the machine quoting a client in a blog post is the same discipline that keeps their words safe in the first place. When I write about [building a proper knowledge system](https://www.livain.com/blog/beyond-the-junk-drawer-mastering-knowledge-with-progressive-disclosure-and-ai/), this is the part people skip: a good one isn't just organised, it knows what it is not allowed to repeat. I've spent months [teaching these systems to do more of my week](https://www.livain.com/blog/i-taught-my-assistant-to-prep-my-week/). This was the first time I sat one down and taught it to do less — to leave certain things exactly where they were. The uncomfortable truth the exercise surfaced is that my most quotable material is, and should stay, unquotable. The machine will keep offering it to me, best first. Saying no is the part that's still mine. ### Sources & further reading **External** [Forbes Technology Council — AI Security And The New Privacy Problem: Inference With Authority](https://www.forbes.com/councils/forbestechcouncil/2026/04/29/ai-security-and-the-new-privacy-problem-inference-with-authority/?ref=livain.com) [No Jitter — Personal AI assistants present organizational data risks](https://www.nojitter.com/ai-automation/personal-ai-assistants-present-organizational-data-risks?ref=livain.com) Ethan Mollick, *Co-Intelligence: Living and Working with AI*. **Related posts** [The death of generic AI: why deep domain expertise is the only real leverage left](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) [Beyond the junk drawer: mastering knowledge with progressive disclosure and AI](https://www.livain.com/blog/beyond-the-junk-drawer-mastering-knowledge-with-progressive-disclosure-and-ai/) [I taught my assistant to prep my week. The hard part was making it stop starting over.](https://www.livain.com/blog/i-taught-my-assistant-to-prep-my-week/) ### Someone has to own the learning. Most networks never staff it. URL: https://www.livain.com/blog/someone-has-to-own-the-learning/ Last updated: 2026-08-31T12:32:19.000Z Across this series I’ve described a distributor network that draws clear [boundaries](https://www.livain.com/blog/where-headquarters-ends-and-the-distributor-begins/), trades [playbooks instead of highlights](https://www.livain.com/blog/learning-with-not-from-one-another/), and runs [one focused bet per market per quarter](https://www.livain.com/blog/one-bet-per-market-per-quarter/). Do all three and you have a lot of motion. What you don’t yet have is compounding. For that, someone has to own the learning. ### Why parallel experiments quietly decay Left alone, a portfolio of experiments rots. Reports pile up unread. A win in one market never reaches the three markets that needed it most. The lessons live in inboxes and in the heads of the people who ran them, and when those people move on, the lessons leave with them. Experiments without an owner don’t compound. They evaporate. ### What the consolidator actually does Call the role the consolidator. Three verbs: verify, codify, redeploy. **Verify** — did the bet actually cause the result, or did the market get lucky with a big customer? **Codify** — turn the win into a playbook a stranger could run. **Redeploy** — hand it to the next markets and track whether it travels. It’s unglamorous. It’s mostly editorial and organisational work. And it is the single highest-leverage seat in the network, because it’s the only one whose full-time job is turning scattered local wins into a system. > Every market is trying to win its own quarter. Someone has to be trying to win the whole network’s decade. ### Culture is the substrate None of this survives a culture that punishes candour. McKinsey studied why cross-company collaborations fail and found the causes are rarely technical — they’re [insufficient resources, a lack of leadership support, and reluctance to share information](https://www.mckinsey.com/industries/retail/our-insights/secrets-to-successful-manufacturer-retailer-collaboration?ref=livain.com). Markets share honestly when sharing is safe and rewarded, and when the incentives point at the network’s success rather than only each unit’s own numbers. That last point matters more than it looks. The same distributor research warns that the reflex to [squeeze partner margins](https://www.mckinsey.com/industries/semiconductors/our-insights/creating-mutually-beneficial-partnerships-with-distributors?ref=livain.com) poisons exactly the trust this whole model runs on. You cannot ask people to share their best ideas with a head office they experience as adversarial. ### Senior sponsorship isn’t optional The same research is clear about where collaboration starts: [at the top, with a steering group of senior leaders](https://www.mckinsey.com/industries/retail/our-insights/secrets-to-successful-manufacturer-retailer-collaboration?ref=livain.com) who set the vision and actually allocate the resources. Without that, the consolidator is a well-meaning librarian nobody is required to listen to. With it, the role has teeth — a promoted play carries the weight of the whole company behind it, not just the enthusiasm of one market. ### Find the change-makers In every network there are a few partners who are naturally generous with what they know and restless to try things. Find them early. Make them the first authors, the first to run a promoted play, the visible winners when it works. Culture spreads by example far faster than by memo, and a network learns to share by watching its most respected members do it and get rewarded. ### Who should hold the role It rarely needs a new full-time hire. It needs someone with the standing to challenge a claim, the judgement to know which win will travel and which was a fluke, and the neutrality to serve the whole network rather than any single market. That’s often an interim or [fractional](https://www.livain.com/blog/what-does-a-fractional-cmo-do/) mandate — which is, candidly, a lot of what I do: not adding headcount, just making sure the highest-leverage work is owned by the right seat. ### The whole series, in one breath Draw the boundary, so everyone knows what they own. Trade playbooks, not highlights, so methods travel. Run one bet per market per quarter, so the network experiments in parallel. And give the learning an owner, so the wins compound instead of evaporating. Most distributor networks are busy. Very few are compounding. The difference isn’t effort, and it isn’t budget. It’s whether anyone owns the learning. ### Sources & further reading **External** [McKinsey — Secrets to successful manufacturer-retailer collaboration](https://www.mckinsey.com/industries/retail/our-insights/secrets-to-successful-manufacturer-retailer-collaboration?ref=livain.com) [McKinsey — Creating mutually beneficial partnerships with distributors](https://www.mckinsey.com/industries/semiconductors/our-insights/creating-mutually-beneficial-partnerships-with-distributors?ref=livain.com) **Related posts** [Where headquarters ends and the distributor begins](https://www.livain.com/blog/where-headquarters-ends-and-the-distributor-begins/) [Learning with one another, not from one another](https://www.livain.com/blog/learning-with-not-from-one-another/) [Give every market one bet a quarter](https://www.livain.com/blog/one-bet-per-market-per-quarter/) [What does a fractional CMO do?](https://www.livain.com/blog/what-does-a-fractional-cmo-do/) ### The revenue climbed. I assumed we'd spent our way there. We hadn't. URL: https://www.livain.com/blog/the-revenue-climbed-i-assumed-we-spent-our-way-there/ Last updated: 2026-08-31T12:32:21.000Z A home & living brand I look after — they sell adjustable beds and mobility furniture — had a good week on one of their marketplaces. Revenue on the channel ticked up, day after day, clearly above the usual line. My first instinct was the obvious one. We must have spent more. Someone pushed budget, or a campaign slipped its leash, and the extra sales were simply bought. So I opened the platform's ad console expecting to find a spike. There wasn't one. Daily ad spend was flat — the same modest few tens of euros a day it had been for weeks. If anything we were spending *less* than the plan allowed. That's the part worth sitting with. The lever I reached for first — more money — wasn't the one that had moved anything. ### Where the lift actually came from When I stopped looking at spend and started looking at efficiency, the picture resolved. A few weeks earlier the team had restructured the keywords on the sponsored-product ads: trimmed the lazy automatic matching, put deliberate terms in, split the campaigns by intent. That change was doing the work. The same budget was landing on better queries. On top of that, one product variant was quietly surging on its own demand — and, the bit I like most, with no discounting at all. Nobody had bought the growth with a promo. The return on what we *were* spending sat comfortably several times its cost, well above any floor I'd set for the channel. And here's the figure that actually matters for planning: only about a sixth of the available ad budget was being used. Five-sixths of a profitable channel was sitting idle. > There's a line Gary Keller quotes in *The One Thing*, from the former Australian prime minister Bob Hawke: "The things that are most important aren't always the ones that shout loudest." More budget shouts loudest. It's almost never the thing that matters most. ### Why the marketplace ad rails deserve more attention than they get This isn't a niche corner. Retail media — the ads that run on marketplaces and retailers' own sites — is the fastest-growing slice of digital advertising. eMarketer expects it to reach roughly a sixth of all global ad spend in 2026 and to overtake television that year. [The channel keeps compounding while a large share of advertisers leave their spend flat.](https://www.emarketer.com/content/retail-media-ad-spending-forecast-h1-2026?ref=livain.com) The German marketplace we were on grew its own ad revenue [49% in its last fiscal year, and only introduced manual keyword control in August 2025](https://ppc.land/otto-advertising-posts-49-retail-media-growth-after-dsp-and-keyword-targeting-push/?ref=livain.com). European retail media grew 22.1% in 2024 against 6.1% for advertising overall. These rails are improving faster than most brands are learning to use them. Which is exactly why the "just spend more" reflex is so wrong here. The bottleneck on a channel like this is rarely the budget. It's the structure — the keywords, the product data, which variant you push, whether the listing earns the click it's paying for. Get those right and the same money does more. Get them wrong and more money just loses faster. ### The reflex is the tell I've argued before that in this kind of work, [the leverage is the judgement, not the tool](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/). This was a small, live reminder that the judgement includes noticing your own reflex. Twenty years in, I still reached for the spend dial first. The only difference that matters is I checked before I pulled it. Someone without the reps sees the revenue line climb, opens the ad account, and raises the budget — because that's the lever that's easiest to find and feels the most like action. Sometimes it even works for a week. But look properly and you'd have found a profitable channel begging for structure, not cash, and a product that was already winning on its own. The honest version isn't "I grew the channel." It's "the channel was growing, I nearly took credit by spending, and the real job was to notice why — then pour effort, not budget, into the part that was working." On a marketplace especially, [buyers behave differently than they do on your own site](https://www.livain.com/blog/why-amazon-sellers-need-to-think-like-llms/), and the ad system rewards relevance over spend. Home and furniture makes the point sharper still. It's a category where people [take weeks to decide](https://www.livain.com/blog/people-spend-weeks-choosing-a-sofa/), so an ad that puts the right product in front of the right query at the right moment is worth far more than one that simply outbids the brand next to it. The lever was never the money. Spend was the loudest option on the page. It was also the wrong one. ### Sources & further reading **External** [PPC Land — OTTO Advertising posts 49% retail media growth after DSP and keyword-targeting push](https://ppc.land/otto-advertising-posts-49-retail-media-growth-after-dsp-and-keyword-targeting-push/?ref=livain.com) [eMarketer — Retail Media Ad Spending Forecast, H1 2026](https://www.emarketer.com/content/retail-media-ad-spending-forecast-h1-2026?ref=livain.com) Gary Keller & Jay Papasan, *The One Thing* (Bob Hawke, quoted). **Related posts** [The death of generic AI: why deep domain expertise is the only real leverage left](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) [Why Amazon sellers need to think like LLMs](https://www.livain.com/blog/why-amazon-sellers-need-to-think-like-llms/) [People spend weeks choosing a sofa. Most furniture brands sell like it's one visit.](https://www.livain.com/blog/people-spend-weeks-choosing-a-sofa/) ### The ways to work with me now live in WhatsApp. Openly. URL: https://www.livain.com/blog/ways-to-work-with-me-in-whatsapp/ Last updated: 2026-08-31T12:32:24.000Z More of my business development starts in a messaging thread than anywhere else. Someone gets my number at an event or through a referral, opens WhatsApp, and forms a first impression before they ever see a website. For months, what they found there was two stale catalog items that no longer matched how I work. Last week I rebuilt it properly: seven items, three collections — each one a concrete way of working together, with the output it delivers and, where it has one, an open price. ### The ladder, not the list The structure matters more than the items. The first collection is *start here*: a free outside-in snapshot of your marketing, a CHF 299 working session, and a fixed-price marketing health check. The second is *ongoing leadership* — fractional engagements starting from CHF 3,500 a month. The third is *projects and interim*, where the honest answer is "it depends," so it says on request. Two decisions in that ladder are deliberate, and both would have been invisible if I'd just listed services. The entry session is priced *below* my standard hourly rate on purpose — it's a low-friction way to work together once and see what that's like, not a profit center. And I retired an old mid-priced interim item that sat below my monthly floor, because a muddled middle option makes every rung harder to understand. Ladders invite a next step; menus ask people to guess. ### Value first — but budgets are how companies think I care much less about broadcasting cost than about communicating value: what each engagement produces, what changes for the client, what impact it has. But here's the practical reality — companies plan in budgets. Somewhere in every client organization, someone has to map "working with Remco" to a budget line for a project or a topic. If the entry points are visible, with outcomes attached and honest numbers next to them, that mapping takes minutes instead of three exploratory calls. That saves their time as much as mine. It's the same logic I use in proposals — [every hour in the quote, visible](https://www.livain.com/blog/i-put-every-hour-in-the-quote/). McKinsey's work on B2B buying keeps landing on the same three things buyers reward — speed, transparency, and expertise — and finds most buyers now comfortable making [serious decisions through remote and self-serve channels](https://www.mckinsey.com/capabilities/growth-marketing-and-sales/our-insights/b2b-sales-omnichannel-everywhere-every-time?ref=livain.com). An open, browsable set of ways to work together, inside the chat app the conversation already lives in, is exactly that. > Being easy to budget for is part of being easy to work with. ### A catalog is a conversation starter, not a checkout One reality check for anyone copying this in Switzerland: WhatsApp has no payments here, so prices are display-only. That turns out to be fine. [Meta's catalog feature](https://www.facebook.com/business/business-messaging/whatsapp/catalog/) puts a browsable overview inside the chat — tens of millions of people browse business catalogs on WhatsApp every month — but for a services business the job isn't checkout. Nobody buys leadership from a product tile, and they shouldn't. The job is that the "message business" button sits directly under a clearly described offer, so the conversation starts with shared expectations instead of a guessing game. This also fits how I think about [selling the risk away rather than the dream](https://www.livain.com/blog/no-traffic-numbers-sell-the-risk-away-instead/): a free snapshot, a small paid session, a fixed-price check — each rung earns the next. Nobody jumps from a first hello to a monthly engagement, and the catalog stops pretending they do. If you're wondering how the ongoing numbers themselves get set, I've written about [budgeting for fractional leadership](https://www.livain.com/blog/how-do-i-budget-for-fractional-leadership/) separately. ### Where the AI came in, and where it didn't The build itself was AI-assisted end to end: the assistant drove the browser, created all seven items, built the collections, and generated the thumbnails. The judgement calls were mine, and there were more than I expected. I rejected the entire first visual style — dark, corporate-looking tiles that read as an agency, not a person — and two clichéd images after that. I set the entry price, chose what to retire, and decided that the network of senior specialists I work with appears as a capability, not a separate product line. The machine did the hours; [the leverage was knowing what a senior services brand should feel like](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) in a two-inch thumbnail. Total elapsed time, including two full style rejections: one working session. Now, when someone new opens that chat, the question that actually matters — *how could we work together, and what would it take?* — is already answered, openly. It's not a shop. It's an open door, with the ways in clearly marked. ### Sources & further reading *External:* [McKinsey — B2B sales: Omnichannel everywhere, every time](https://www.mckinsey.com/capabilities/growth-marketing-and-sales/our-insights/b2b-sales-omnichannel-everywhere-every-time?ref=livain.com) [Meta for Business — WhatsApp Catalog](https://www.facebook.com/business/business-messaging/whatsapp/catalog/) *Related posts:* [I put every hour in the quote. Clients argue less when they can see the working.](https://www.livain.com/blog/i-put-every-hour-in-the-quote/) [No traffic numbers? Sell the risk away instead.](https://www.livain.com/blog/no-traffic-numbers-sell-the-risk-away-instead/) [How do I budget for fractional leadership?](https://www.livain.com/blog/how-do-i-budget-for-fractional-leadership/) [The death of generic AI](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) ### Give every market one bet a quarter. Watch the network compound. URL: https://www.livain.com/blog/one-bet-per-market-per-quarter/ Last updated: 2026-08-31T12:32:27.000Z The [last post](https://www.livain.com/blog/learning-with-not-from-one-another/) made the case for playbooks over meet-ups. But a library of plays only matters if the network keeps generating new ones — deliberately, not by accident. And this is where most distributor networks leave the biggest prize on the table. They have ten, twenty, fifty markets, each perfectly capable of trying something. And they run, in effect, one experiment at a time: central, cautious, and slow. ### The problem with one central roadmap Headquarters builds a plan and rolls it out everywhere at once. If it works, wonderful. If it doesn’t, the whole network just paid for the mistake in unison. Either way you learned one thing, slowly, and you treated a diverse set of markets as if they were a single one. They aren’t — which was rather the point of the [responsibility boundary I started this series with](https://www.livain.com/blog/where-headquarters-ends-and-the-distributor-begins/). ### One market, one bet, one quarter Here’s the alternative I’ve run with management teams. Each market commits to *one* focused bet for the quarter. Not five. One clearly defined thing it will try — a new segment, a new offer, a new channel — chosen because it fits that market. Ninety days. Then it reports back in a shared format. Do the arithmetic. Ten markets, one bet each, and the network is suddenly running ten experiments at once: in parallel, in real conditions, at no extra cost. That’s a portfolio, not a roadmap. > A network of ten markets can run ten experiments at once. Most run one, and call it a strategy. ### The single bet is the feature, not the limitation Restricting each market to one bet feels stingy. It’s the most important rule in the whole system. One bet forces a real choice about what matters most this quarter, and it keeps the result legible — you can actually tell whether the thing worked. Harvard Business Review’s work on disciplined experimentation is blunt about this: a test is only worth running if you’ve [committed in advance to act on the result](https://hbr.org/2014/12/the-discipline-of-business-experimentation?ref=livain.com), and if you’re willing to walk away when it fails. Five simultaneous bets per market give you neither the focus to act nor the clarity to walk away. ### The report-back is the real infrastructure The magic isn’t the experiment. It’s the report-back — same short format, every quarter, win or lose. What we tried, what happened, what we’d tell the next market that tries it. That single document is the unit that turns a local result into network knowledge. McKinsey’s channel research describes the same discipline from the manufacturer’s side: run [pilots to cut through analysis paralysis](https://www.mckinsey.com/industries/industrials/our-insights/a-new-dawn-for-industrial-channels-meeting-customers-where-they-want?ref=livain.com), then hold regular reviews that feed the lessons back into the model. The format is boring, and it is the entire game. ### Promoting a winner When a bet works, it doesn’t get a round of applause and an email. It gets promoted: written up as a play, and handed to two or three more markets to run the following quarter — to check whether it travels. If it works in three, it becomes a network standard. Within a couple of quarters, a good idea from one country is running everywhere it fits, verified rather than mandated. ### What kills it Three things, reliably. Too many bets, so focus dissolves and nothing is legible. No report-back, so experiments become private hobbies and the learning never leaves the market. And punishing the misses — the single fastest way to stop honest reporting is to treat a failed bet as a failed manager. A bet that fails and is reported clearly is a *win* for the network. Protect that, fiercely. Six months of this and the network runs differently — not because headquarters imposed a new plan, but because the markets built one together, in the open. Which raises the obvious question: who holds all of this together, and stops it collapsing back into a pile of unread reports? That’s the last post in the series. Give every market one bet. Let the network place ten. ### Sources & further reading **External** [Harvard Business Review — The Discipline of Business Experimentation](https://hbr.org/2014/12/the-discipline-of-business-experimentation?ref=livain.com) [McKinsey — A new dawn for industrial channels](https://www.mckinsey.com/industries/industrials/our-insights/a-new-dawn-for-industrial-channels-meeting-customers-where-they-want?ref=livain.com) **Related posts** [Where headquarters ends and the distributor begins](https://www.livain.com/blog/where-headquarters-ends-and-the-distributor-begins/) [Learning with one another, not from one another](https://www.livain.com/blog/learning-with-not-from-one-another/) ### The AI said my files were empty. Every byte was still there. URL: https://www.livain.com/blog/the-files-were-never-empty/ Last updated: 2026-09-11T12:36:59.000Z Last weekend, the phone-side session of my AI setup opened a client project folder and told me the notes were empty. Not one file — all of them. The project summary, the system files, everything "came back empty." It then failed to save a spreadsheet and suggested I do it myself. If you keep a year of client work in a system like this, you know the feeling that lands in your stomach at that moment. I wrote recently about [running the same AI across desktop and phone](https://www.livain.com/blog/where-chat-ends-and-cowork-begins/); this was the week the seam showed. ### Check before you grieve Back on the desktop, I had the machine audit the whole knowledge base against the disk. Every key file healthy. Thirty-one project summaries, not a single zero-byte file, no sync placeholders, nothing missing. The data had never been in danger. What actually happened: the connector the phone uses to reach my files doesn't officially support plain-markdown reads. Sometimes they work, sometimes they return nothing. The mobile assistant hit one empty response and concluded the files were empty — stated as fact, with complete confidence. The spreadsheet failure was a second, unrelated limitation: binary Office files can't be pushed through that pipe at all, so the correct move was a native cloud document, which it eventually did. > The AI didn't lose my data. It got an empty answer once, lost its nerve, and reported that as a fact. ### The new failure mode is confident infrastructure claims Notice what kind of error this is. Not a hallucinated statistic, not a made-up quote — a wrong statement about the state of my own systems, delivered with the same steady tone as a correct one. I've had a version of this before, when [the AI told me nobody had replied and the reply was sitting at message 28](https://www.livain.com/blog/the-ai-said-nobody-replied-the-reply-was-message-28/). The tooling changes, the pattern doesn't: the model inherits the blind spots of whatever pipe it is reading through, and it does not naturally flag the pipe as the suspect. Humans are poorly built for catching this. The research on automation bias — [Parasuraman and Manzey's review](https://journals.sagepub.com/doi/10.1177/0018720810376055?ref=livain.com) is the standard reference — finds that people accept automated conclusions too readily, that experts do it as much as novices, and that training alone doesn't cure it. Willpower is not a strategy. The fix has to live in the system. ### Rules instead of vigilance So the fix went into the playbook the mobile session reads at startup, not into a mental note. Three rules now sit there. Never declare a file empty on a single read — retry, then fall back to a second read path, then a third. When writing tabular or document data from the phone, default to native cloud formats instead of binary Office files. And when something genuinely can't be done from mobile, hand it to the next desktop session instead of improvising. This is the unglamorous part of running AI across devices that the demos skip. The [connector standard](https://www.anthropic.com/news/model-context-protocol?ref=livain.com) that makes this multi-device setup possible is young, and every connector has an official list of what it supports — which your assistant will cheerfully operate outside of unless the system tells it not to. Knowing [which machine you're standing on](https://www.livain.com/blog/the-hard-part-isnt-git-knowing-which-machine-youre-on/), and what that machine can actually see, remains the hard part. The knowledge base itself — the [progressive-disclosure setup I described in April](https://www.livain.com/blog/beyond-the-junk-drawer-mastering-knowledge-with-progressive-disclosure-and-ai/) — came through untouched. What needed repair was the layer of trust between devices, and that repair is a written rule, versioned like everything else. The files were never empty. The confidence was. ### Sources & further reading *External:* [Parasuraman & Manzey — Complacency and Bias in Human Use of Automation (Human Factors, 2010)](https://journals.sagepub.com/doi/10.1177/0018720810376055?ref=livain.com) [Anthropic — Introducing the Model Context Protocol](https://www.anthropic.com/news/model-context-protocol?ref=livain.com) *Related posts:* [Cowork reached my phone this week. I still can't tell where chat ends and Cowork begins.](https://www.livain.com/blog/where-chat-ends-and-cowork-begins/) [The hard part isn't Git. It's knowing which machine you're standing on.](https://www.livain.com/blog/the-hard-part-isnt-git-knowing-which-machine-youre-on/) [The AI said nobody replied. The reply was message 28.](https://www.livain.com/blog/the-ai-said-nobody-replied-the-reply-was-message-28/) [Beyond the junk drawer: mastering knowledge with progressive disclosure and AI](https://www.livain.com/blog/beyond-the-junk-drawer-mastering-knowledge-with-progressive-disclosure-and-ai/) *Field notes like this are the day-to-day of my work as a fractional marketing executive — using tools like Claude Code to run real marketing operations. If you want that inside your company,* [*here is how we can work together*](https://www.livain.com/welcome/)*.* ### Half the inbound was never human. Qualify it before your sales team clears an hour. URL: https://www.livain.com/blog/qualify-inbound-before-the-sales-team-acts/ Last updated: 2026-08-31T12:32:32.000Z Every company loves inbound. A form fill lands, the notification pings, and someone on the sales side clears an hour to do it justice. That instinct is right — and increasingly expensive, because a growing share of what lands in the inbox was never a person at all. [Imperva's Bad Bot Report](https://www.imperva.com/resources/resource-library/reports/2025-bad-bot-report/?ref=livain.com) put automated traffic at 51 percent of the web last year. Add the real-but-wrong requests — students, vendors selling to you, price collectors with no budget and no timeline — and the honest math is uncomfortable: a large slice of "inbound" should never reach a salesperson's calendar. A form fill is a claim, not a fact. The companies that get this right treat qualification as a step that happens *before* a human acts, not after an hour-long discovery call that goes nowhere. ### A triage ladder any team can run The version I've settled on has five rungs, and AI can walk almost all of them unattended. **Screen the form itself.** A honeypot field and a time-trap kill most bot submissions before they exist. Unglamorous, forgotten on most sites — I keep finding the gap on my own properties, the same way [forms quietly fail at other promises](https://www.livain.com/blog/the-form-promised-a-copy-nobody-was-sending-it/). **Confirm the sender exists.** Not surveillance — matching. Does the name connect to a real company, and does the address they typed match what they've published about themselves professionally? This is the same courtesy check a good assistant did by phone thirty years ago, at machine speed, using information people chose to make public. **Check your own records.** Is this a genuinely new contact, or someone your outbound already touched? The two deserve different replies, and mixing them up is how companies send a cold pitch to a warm hand. I've learned to [trust no label on a list until it's checked](https://www.livain.com/blog/the-industry-column-was-wrong-on-two-thirds-of-the-list/) — including the flattering label "hot new lead." **Read the fit.** Company size, sector, situation — against who you actually serve well. Not to reject people, but to route them to the right offer at the right altitude. **Read the intent.** Which page, which trigger, which words. A pricing question on the way out the door is a different conversation than a case-study download, and pretending otherwise wastes both sides' time. > Qualification isn't distrust. It's respect for everyone's time — the sender's included. ### Speed and substance stop being a trade-off The classic objection to vetting inbound is that it slows you down, and speed is everything — the HBR audit of [online sales leads](https://hbr.org/2011/03/the-short-life-of-online-sales-leads?ref=livain.com) found firms responding within an hour were about seven times likelier to qualify the lead than those waiting even an hour longer, while the average firm took 42 hours. That study is fifteen years old and companies still fail it daily. Automation dissolves the trade-off. The ladder runs in about twenty minutes, in parallel, while nobody watches. You still answer inside the hour — but you answer with the right thing, from the right person, at the right level. That's faster *and* better than the blind fast reply. ### The reply is still a judgement call A small example from my own desk, because I ran exactly this last week on a request that came in through one of my sites. The ladder came back: real owner-operator, family business, genuinely new contact, modest budget, asking about prices. Everything checked out — and the machine still couldn't make the actual decision, which was a positioning question: lead with the rates they asked for, or with the assessment I prefer to start with? [Transparency won](https://www.livain.com/blog/i-put-every-hour-in-the-quote/): they got the open rates, with a free outside-in assessment attached. That split is the point, and it's the same one I keep returning to in [everything I write about AI leverage](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/): machines are superb at establishing what's true about a request. Deciding what the right response is — which offer, which tone, which promise your company should keep — stays with people who know the business. Answer the humans fast. Let the machine absorb the rest. ### Sources & further reading *External:* [Harvard Business Review — The Short Life of Online Sales Leads (Oldroyd et al.)](https://hbr.org/2011/03/the-short-life-of-online-sales-leads?ref=livain.com) [Imperva — 2025 Bad Bot Report](https://www.imperva.com/resources/resource-library/reports/2025-bad-bot-report/?ref=livain.com) *Related posts:* [The industry column was wrong on two-thirds of the list. I checked every one.](https://www.livain.com/blog/the-industry-column-was-wrong-on-two-thirds-of-the-list/) [I put every hour in the quote. Clients argue less when they can see the working.](https://www.livain.com/blog/i-put-every-hour-in-the-quote/) [The form promised a copy by email. Nobody was sending it.](https://www.livain.com/blog/the-form-promised-a-copy-nobody-was-sending-it/) [The death of generic AI](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) ### A month of spend, zero sales. The hard part was deciding which zeros were real. URL: https://www.livain.com/blog/which-zeros-were-real/ Last updated: 2026-08-31T12:32:35.000Z A furniture brand I look after has been watching its blended return on ad spend sit between 2.5 and 3 for weeks. The target is 4\. The instruction was simple: take real money out of the budget without touching anything that works. The pull took AI about an hour. With the ad accounts connected over MCP, I had thirty days of performance across Meta and Google in one view — every campaign, its daily spend, its purchases, its cost per initiated checkout. Five years ago this was two days of exports and a pivot table nobody trusted. What the pull surfaced: several campaigns had been spending every single day for a month with **zero recorded purchases**. Not low return. Zero. ### Not all zeros mean the same thing Here is where the hour of AI work stops and the twenty years start. A zero in the purchases column is not an instruction. It is a question. And in this account there were three different kinds of zero wearing the same face. **Real zeros.** A set of top-of-funnel geo and audience tests that had run long enough to prove themselves and hadn't. Checkouts were being initiated at a cost no furniture margin can carry, and none of them closed. These I paused the same afternoon — the largest single cut in the batch. Tests are allowed to fail; they are not allowed to fail indefinitely on the company card. **Scheduled zeros.** A seasonal World-Cup-themed burst with an end date days away. Weak numbers, but killing it early saves almost nothing and burns the learning. It retires on its date, not in a panic. **Fake zeros.** The most dangerous kind. On one platform, almost no campaign was reporting purchase events at all — while the blended dashboard clearly showed revenue moving. That is not a performance problem, that is a measurement problem. Meta's own answer to browser signal loss is the [Conversions API](https://www.facebook.com/business/help/2041148702652965?id=818859032317965), sending events server-side instead of trusting the pixel — and an account without it will under-report its way into bad decisions. You don't kill a channel on a broken meter. I wrote [about dashboards lying by omission](https://www.livain.com/blog/analytics-dashboard-lying-by-omission/) before; this was the paid-media version. > The dashboard hands everyone the same zeros. Experience is knowing which ones are lying. ### What stayed untouched Brand search, one shopping setup, and a handful of country campaigns paying for themselves three to five times over. Nothing sacred about them either — they simply cleared the bar. The watchlist got the in-betweens: campaigns above zero but below target, each with a date on which they either recover or follow the tests out. If you think your account doesn't have this kind of waste in it, the industry data says otherwise. The ANA's [programmatic transparency study](https://www.ana.net/miccontent/show/id/rr-2023-12-ana-programmatic-media-supply-chain-transparency-study?ref=livain.com) put waste at roughly 23 percent of open-web programmatic spend — about one dollar in four. Waste is not the exception in paid media. It is the default state you have to actively cut against. ### Why furniture makes this harder Furniture buying is a long-consideration category — [people spend weeks choosing a sofa](https://www.livain.com/blog/people-spend-weeks-choosing-a-sofa/). That makes top-of-funnel spend endlessly defensible: any test can claim it is "building the pipeline." Which is exactly why the zero-purchases test needs a hard review date. In a long-journey category, patience and denial produce identical dashboards for a surprisingly long time. One more habit from the same account: after pausing, verify the pause. I've been burned before by ["off" not meaning off](https://www.livain.com/blog/off-had-to-mean-off/), and by [AI handing me a number that was wrong in the most convincing way](https://www.livain.com/blog/the-ai-handed-me-a-number-wrong-in-the-most-convincing-way/). The follow-up check is part of the cut, not an optional extra. The expected result: blended return moving from the high twos toward 4 within ten days, if revenue holds while the dead spend comes out. If it doesn't recover, the watchlist campaigns are next. The AI will pull those receipts too. Deciding what they mean stays my job. The cut took an afternoon. Knowing which zeros were real took twenty years. ### Sources & further reading *External:* [ANA — Programmatic Media Supply Chain Transparency Study (2023)](https://www.ana.net/miccontent/show/id/rr-2023-12-ana-programmatic-media-supply-chain-transparency-study?ref=livain.com) [Meta Business Help Center — About the Conversions API](https://www.facebook.com/business/help/2041148702652965?id=818859032317965) *Related posts:* [People spend weeks choosing a sofa. Most furniture brands sell like it's one visit.](https://www.livain.com/blog/people-spend-weeks-choosing-a-sofa/) [Your analytics dashboard is lying by omission](https://www.livain.com/blog/analytics-dashboard-lying-by-omission/) [Off had to mean off](https://www.livain.com/blog/off-had-to-mean-off/) [The AI handed me a number, wrong in the most convincing way](https://www.livain.com/blog/the-ai-handed-me-a-number-wrong-in-the-most-convincing-way/) ### Your distributors learn from each other. They should be learning with each other. URL: https://www.livain.com/blog/learning-with-not-from-one-another/ Last updated: 2026-08-31T12:32:37.000Z In the [first post in this series](https://www.livain.com/blog/where-headquarters-ends-and-the-distributor-begins/) I argued that most distributor networks stall in an ungoverned gap: nobody ever agreed who owns what. Say you’ve fixed that. The next question is how the markets actually get better — together. And here most networks reach for the same instrument: more meetings. The annual conference. The quarterly business review. The regional alignment call. They feel like progress. Everyone flies home with a notebook full of other people’s highlights, and then changes almost nothing. ### The comfortable illusion of the alignment call Meet-ups are genuinely useful. I’ve [argued before that showing up in person carries disproportionate weight](https://www.livain.com/blog/why-travel-matters-a-lot-in-fractional-executive-work/) in this kind of work. But a meeting transfers stories, not methods. A partner in Italy describes a campaign that worked. Everyone nods and takes a photo of the slide. Nobody in Spain can actually run it on Monday, because what they heard was the outcome, not the recipe. The knowledge stayed in the room it was spoken in. ### Learning from, versus learning with There’s a real difference between learning *from* one another and learning *with* one another. Learning from is passive: you hear what someone did and file it away. Learning with is structural: one market writes down *how* it did the thing, in enough detail that another market can pick it up, run it, improve it, and hand it back better than they got it. > A meet-up tells you what worked in another market. A playbook lets you run it in yours. ### What a real playbook actually contains A playbook is not a slide of KPIs. It’s the operating detail: the offer, the sequence, the objections that came up and the answers that landed, the channel, the rough budget band, and the things not worth bothering with. The test is simple. Could a competent partner who wasn’t in the room run this next quarter from the document alone? If not, it’s a highlight, not a playbook. ### Why headquarters can’t just write them The instinct at HQ is to produce the playbooks centrally — a polished enablement kit, pushed out to everyone at once. It rarely lands, for the same reason generic marketing rarely lands: the people closest to a market know things the centre doesn’t. Channel practitioners will tell you the commonest enablement mistake is [producing material designed to help the vendor, not the partner](https://www.unifyr.com/blog/channel-enablement-best-practices/?ref=livain.com) — and then wondering why it goes unopened. McKinsey’s work on distributor relationships makes the same point from the other side: the manufacturers that get the most from their channel treat support as ongoing [capability-building with partners](https://www.mckinsey.com/industries/semiconductors/our-insights/creating-mutually-beneficial-partnerships-with-distributors?ref=livain.com), not a one-off drop of collateral. The best plays are authored by the markets that ran them. Headquarters’ job is to curate the library, not to write every book in it. ### Getting distributors to write it down This is the hard part, because distributors are busy and, understandably, a little proprietary about their edge. So you make it cheap and make it pay. Cheap: a short template, five prompts, a standing thirty-minute slot each quarter — not a report-writing project. Pay: recognition in front of peers, first access to the next winning play, and sometimes a real incentive to be the one who shared it. That’s where headquarters earns its keep in this model — not by dictating the plays, but by running the exchange that lets them travel. ### Keep the meet-ups. Change what you leave with. None of this replaces getting people in a room. It’s what makes the room worth the flights. The relationships, the trust, the off-the-record aside in the corridor — those are real, and they’re where the willingness to share gets built in the first place. In the next post I’ll get into what to actually do with a stack of playbooks: how a network can run ten experiments in parallel and compound the learning market by market, instead of rolling out one central plan and hoping. Stop swapping highlights. Start swapping recipes. ### Sources & further reading **External** [McKinsey — Creating mutually beneficial partnerships with distributors](https://www.mckinsey.com/industries/semiconductors/our-insights/creating-mutually-beneficial-partnerships-with-distributors?ref=livain.com) [Unifyr — Channel enablement best practices](https://www.unifyr.com/blog/channel-enablement-best-practices/?ref=livain.com) **Related posts** [Where headquarters ends and the distributor begins](https://www.livain.com/blog/where-headquarters-ends-and-the-distributor-begins/) [Why travel matters (a lot) in fractional executive work](https://www.livain.com/blog/why-travel-matters-a-lot-in-fractional-executive-work/) [Localized marketing strategies for broad dealer networks](https://www.livain.com/blog/localized-marketing-strategies-tapping-into-the-potential-of-personalization-for-broad-dealer-networks/) ### People spend weeks choosing a sofa. Most furniture brands sell like it's one visit. URL: https://www.livain.com/blog/people-spend-weeks-choosing-a-sofa/ Last updated: 2026-08-31T12:32:40.000Z In the home & living brands I work with, the thing that quietly surprises people is how long the sale takes before a single franc changes hands. Nobody buys a sofa the way they buy a phone charger. A big furniture purchase is a considered, weeks-long, heavily researched decision — and most of that research happens somewhere the brand never sees. The numbers back it up. Something like [two-thirds of the furniture buying journey now happens digitally](https://myhfa.org/blog/the-changing-face-of-furniture-retail-consumer-behavior/?ref=livain.com), and shoppers will touch a brand's website around eleven times before they commit. Over sixty percent start online, hunting for inspiration, long before they set foot in a showroom. By the time someone is "ready to buy," they've already half-decided — largely on other people's terms: reviews, photos, comparisons, a competitor's cleaner product page. ### But they don't all buy online — and that's the trap Here's the twist that catches brands out. All that digital research does not mean the sale closes online. Depending on the study, roughly [half of furniture buyers still prefer to complete the purchase in person](https://www.statista.com/statistics/1327969/online-vs-in-store-furniture-purchases-us/?ref=livain.com), and around three-quarters use more than one channel on the way. It isn't online versus store. It's online *then* store, or store then online, in whatever order builds enough confidence to spend real money on something they can't return easily. So the modern furniture journey is digital where the deciding happens and physical where the reassuring happens. Miss either half and you lose the sale — just at different points. ### What brands keep getting wrong The first mistake is measuring the last click. If a sale finishes in a showroom or over the phone, the eleven online touches that actually did the persuading get zero credit in the dashboard — so the brand quietly underfunds the exact thing that won the customer. I've written before about how [your dashboard crowns the wrong hero](https://www.livain.com/blog/your-brand-search-isnt-the-hero-your-dashboard-thinks/); nowhere is that more expensive than in a category where the research and the purchase happen in different places. The second mistake is under-serving the research itself. When most of the deciding happens on your website, that website isn't a catalogue — it's the showroom. Shoppers want real dimensions, honest delivery and returns detail, room visualisation, proper reviews. A [large share of buyers say they'd pick a brand that offers a configurator over one that doesn't](https://www.bigcommerce.com/press/releases/bigcommerce-consumer-survey-the-new-buyer-experience-for-home-furnishings/?ref=livain.com). A thin product page doesn't lose the sale at checkout; it loses it three weeks earlier, silently, to whoever answered the question you didn't. This is why I keep insisting on [building the shopfront properly](https://www.livain.com/blog/beautiful-before-the-site-had-traffic/) — for furniture the shopfront *is* the site. The third is treating marketplace and own-store as a choice. A huge share of product discovery now starts on Amazon, so being absent there means being absent from the research — but the marketplace is a rented room where you don't control the experience or the relationship. You need both, doing different jobs, which is the tension I got into around [Amazon's pull on direct-to-consumer brands](https://www.livain.com/blog/opinion-amazons-fulfillment-expansion-a-blessing-or-a-trap-for-dtc-brands/). Discovery on the marketplace, conviction on your own site. > By the time a furniture buyer talks to you, they've already had the conversation with your website eleven times. ### The lever is the whole journey None of this is a checkout-tweak problem, which is why I've stopped leading with checkout tweaks. The [leaks worth chasing](https://www.livain.com/blog/the-biggest-leak-in-your-mobile-checkout/) in home & living sit weeks upstream of the buy button — in whether your site answers the real questions, whether you show up where people research, and whether you can even see the touches that do the convincing. The brands pulling ahead are the ones that treat furniture like what it actually is: a slow, cross-channel, high-consideration purchase — and build and measure for the entire arc, not the final step. The sofa is chosen long before it's paid for. Sell to the choosing. ### Sources & further reading **External** [The Changing Face of Furniture Retail & Consumer Behavior — Home Furnishings Association](https://myhfa.org/blog/the-changing-face-of-furniture-retail-consumer-behavior/?ref=livain.com) [Online vs in-store furniture purchases — Statista](https://www.statista.com/statistics/1327969/online-vs-in-store-furniture-purchases-us/?ref=livain.com) [The new buyer experience for home furnishings shoppers — BigCommerce](https://www.bigcommerce.com/press/releases/bigcommerce-consumer-survey-the-new-buyer-experience-for-home-furnishings/?ref=livain.com) **Related posts** [Your brand search isn't the hero your dashboard thinks it is](https://www.livain.com/blog/your-brand-search-isnt-the-hero-your-dashboard-thinks/) [Opinion: Amazon's Fulfillment Expansion — A Blessing or a Trap for DTC Brands?](https://www.livain.com/blog/opinion-amazons-fulfillment-expansion-a-blessing-or-a-trap-for-dtc-brands/) [I made the page beautiful before the site had traffic. That's the right order.](https://www.livain.com/blog/beautiful-before-the-site-had-traffic/) [The biggest leak in your mobile checkout is a number you're hiding](https://www.livain.com/blog/the-biggest-leak-in-your-mobile-checkout/) ### I put every hour in the quote. Clients argue less when they can see the working. URL: https://www.livain.com/blog/i-put-every-hour-in-the-quote/ Last updated: 2026-08-31T12:32:43.000Z I sent a proposal this week for a two-day workshop with a dental company abroad — one of the medical and dental clients I spend most of my time with — and I did the thing most consultants are quietly trained not to do. Instead of one confident all-in number, I showed the client every hour that made it up. A rate for on-site days. A lower rate for remote prep. A reduced rate for travel time — because sitting on a plane isn't the same as building their strategy, and pretending otherwise is where trust leaks. Flights and hotel passed through as incurred, with nothing added on top. Anyone reading it can reconstruct the total for themselves. ### The all-in number feels safe. It isn't. The instinct behind a single package price is protective. You worry that an itemized fee invites haggling — that the client picks a line and tries to shave it. So you fold the parts into one round figure and hope the figure lands on its own. What I've found over the years is the opposite. The round number is where suspicion lives. A client looking at one big figure with no working has nothing to evaluate except whether they trust you — and you've handed them no reason to. Show the build-up and the question shifts from "is this too much?" to "is this the right amount of each thing?" That is a far better conversation to be in. There's real research under this. Harvard's Ryan Buell calls it [operational transparency](https://hbr.org/2019/03/operational-transparency?ref=livain.com) — deliberately letting people see the work being done on their behalf. His studies found that when customers can see the effort, they value the outcome more and become more willing to pay, not less. Hidden work gets discounted in the customer's head. He's shown the same thing about waiting: [a visible sense of effort changes how the result is judged](https://hbr.org/2011/05/think-customers-hate-waiting-not-so-fast?ref=livain.com). Showing the hours isn't a concession. It's part of the pitch. ### The words matter as much as the numbers A colleague gave me one sharp note while I built it: be street-smart about the language. So a few words came out. "Investment" — gone; it's a fee, and dressing it up as an investment is the tell of someone softening a number. "At cost" became "as incurred." "Priced up front" became "agreed up front." None of that moves a single franc. All of it changes how the document feels to a careful reader — and the careful reader is the one who signs. > The confidence to show your working is a senior move. Juniors hide behind a round number and hope nobody asks. ### Why openness is the leverage This is the same principle I lean on when there's no traffic data to wave around and I have to [sell the risk away instead](https://www.livain.com/blog/no-traffic-numbers-sell-the-risk-away-instead/), or when someone asks [how to budget for fractional leadership](https://www.livain.com/blog/how-do-i-budget-for-fractional-leadership/) and the honest answer is a structure, not a magic number. Much of my work sits in dental and medical, a field where trust is the whole game and where I've argued the [best leads rarely come through the practitioner](https://www.livain.com/blog/the-best-dental-leads-dont-come-through-the-dentist/). The through-line across the work I do as a [fractional executive](https://www.livain.com/blog/what-does-a-fractional-cmo-do/) is that I would rather be legible than impressive. An itemized quote is legible. It says: here is exactly what you're paying for, here is what I think each piece is worth, and I'm comfortable enough with both to put them on the page. Clients don't punish that. In my experience they relax into it — the negotiation gets shorter, not longer, because there's nothing hidden to be wary of. Show the working. It's not the risky version of the quote. It's the trustworthy one. ### Sources & further reading **External** Ryan W. Buell, ["Operational Transparency," Harvard Business Review](https://hbr.org/2019/03/operational-transparency?ref=livain.com) ["Think Customers Hate Waiting? Not So Fast…," Harvard Business Review](https://hbr.org/2011/05/think-customers-hate-waiting-not-so-fast?ref=livain.com) **Related posts** [No traffic numbers to show? Sell the risk away instead.](https://www.livain.com/blog/no-traffic-numbers-sell-the-risk-away-instead/) [How do I budget for fractional leadership?](https://www.livain.com/blog/how-do-i-budget-for-fractional-leadership/) [What does a fractional CMO do?](https://www.livain.com/blog/what-does-a-fractional-cmo-do/) ### Cowork reached my phone this week. I still can't tell where chat ends and Cowork begins. URL: https://www.livain.com/blog/where-chat-ends-and-cowork-begins/ Last updated: 2026-09-11T12:37:00.000Z This week the AI tools I lean on rearranged themselves under me. Anthropic pushed [Claude Cowork](https://www.anthropic.com/product/claude-cowork?ref=livain.com) onto web and mobile — it had been desktop-only since January — so I can now hand it a task from my phone and pick the result up at my desk. Days later OpenAI shipped its own answer, [ChatGPT Work](https://openai.com/index/chatgpt-for-your-most-ambitious-work/?ref=livain.com), an agent that does more or less the same job from inside the chat box you already use. I've spent the week rewiring how I operate around all of it, and I want to be honest about something: it's powerful, and it's genuinely confusing. ### Two of the lines make complete sense The split between Claude Code and Cowork I understand immediately. Code lives in the terminal, it's for people building software, and its output is software. Cowork lives in the app, it's for knowledge work, it runs in an isolated machine in the cloud, and it works across your files and your connected apps — you hand it an outcome and it produces the deck, the spreadsheet, the research. Same underlying engine, two different jobs. That distinction is clean, and I use both happily depending on whether what I want out the other end is code or a document. It's the same clarity I wanted when I wrote about [the difference between skills and agents](https://www.livain.com/blog/claude-skills-vs-claude-agents-the-difference-that-actually-matters/). ### One of the lines doesn't Chat versus Cowork is where I lose the thread. Chat can already reach into my connectors and pull things out of them. Cowork uses the same connectors, but it can go away and *do* multi-step work with what it finds. So the honest question I can't answer cleanly is: when do I open one instead of the other? The boundary is vague, and I don't think I'm the only one squinting at it — the coverage of the mobile launch noted that most Cowork users [aren't doing anything that looks like coding at all](https://venturebeat.com/technology/anthropic-brings-claude-cowork-to-mobile-and-web-as-usage-data-shows-most-users-arent-coding?ref=livain.com). The audience is knowledge workers who've been told there are two doors and haven't been told which one to walk through. ### The mobile launch exposed the seams Putting Cowork on the phone is exactly the right move, and it's also where the whole thing stopped fitting together for me. The promise is continuity: start anywhere, finish anywhere. In practice, in these first days, it only ran one way. A session I kick off on my Mac doesn't appear on my phone. A session I start on my phone I can pick up in the browser and carry on — the same way I already move between devices in Claude's design tool. It's early, it's beta, and it'll settle. But right now the picture in the marketing and the picture on my two screens don't quite match. > The tools aren't the hard part anymore. Knowing which surface to point at which problem is. ### Why I can exploit the mess anyway Here's the part that matters more than any single feature. Because Cowork runs in the cloud, it can only be as good as the context it can reach — so I mirrored my key skills and workbenches to a connected cloud drive it can read. Now when I start something, the agent pulls the right skills and the right project context instead of beginning from nothing. The leverage isn't the app. It's the plumbing I built behind it, which is the same lesson I keep relearning about [knowing which machine you're actually standing on](https://www.livain.com/blog/the-hard-part-isnt-git-knowing-which-machine-youre-on/) and about [teaching an assistant to prep my week](https://www.livain.com/blog/i-taught-my-assistant-to-prep-my-week/) so it stops starting over. That's also why I'm not thrown by OpenAI collapsing all of this into one surface. ChatGPT Work keeps you in the chat you already know and simply lets it go do the work — connectors, files, even driving your computer. There's a real argument that one door is less confusing than Anthropic's two, and I'm testing whether that's actually better or just simpler. I like Anthropic's split between Code and Cowork enough that I'd keep it. It's the Chat-and-Cowork seam I want closed. The reason I have time to sit inside this confusion and learn it properly is that the very same tools already make me efficient enough to afford the learning curve. That's the compounding move, and it's why a hands-on operator pulls ahead of someone who's only ever read about these products: [the judgement about which tool to aim at which problem is the leverage](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/), not the tool. My traffic tells me I'm not alone in wanting to work this out — the readers keep arriving on exactly these questions. The lines will settle over the next few releases. I'd rather be fluent in the mess now than tidy and late. ### Sources & further reading **External** [Claude Cowork — Anthropic](https://www.anthropic.com/product/claude-cowork?ref=livain.com) [ChatGPT is now a partner for your most ambitious work — OpenAI](https://openai.com/index/chatgpt-for-your-most-ambitious-work/?ref=livain.com) [Anthropic brings Claude Cowork to mobile and web — VentureBeat](https://venturebeat.com/technology/anthropic-brings-claude-cowork-to-mobile-and-web-as-usage-data-shows-most-users-arent-coding?ref=livain.com) **Related posts** [Claude Skills vs Claude Agents: the difference that actually matters](https://www.livain.com/blog/claude-skills-vs-claude-agents-the-difference-that-actually-matters/) [The hard part isn't Git. It's knowing which machine you're standing on.](https://www.livain.com/blog/the-hard-part-isnt-git-knowing-which-machine-youre-on/) [I taught my assistant to prep my week. The hard part was making it stop starting over.](https://www.livain.com/blog/i-taught-my-assistant-to-prep-my-week/) [The Death of Generic AI: Why Deep Domain Expertise Is the Only Real Leverage Left](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) *Field notes like this are the day-to-day of my work as a fractional marketing executive — using tools like Claude Code to run real marketing operations. If you want that inside your company,* [*here is how we can work together*](https://www.livain.com/welcome/)*.* ### The industry column was wrong on two-thirds of the list. I checked every one. URL: https://www.livain.com/blog/the-industry-column-was-wrong-on-two-thirds-of-the-list/ Last updated: 2026-08-31T12:32:48.000Z A sales list landed on my desk this week — just under five hundred companies, already tagged by industry, ready to call. Someone had done the sensible thing and put a label on every row. Cybersecurity here, recruiting there, a bank, a manufacturer. All I had to do was write the pitch. So before I did, I pulled a dozen names I happened to already know and checked the labels against reality. Several were wrong. Not close-but-off wrong — different-planet wrong. A company tagged as a drinks brand turned out to be a cybersecurity firm. A "recruiting" business was actually industrial engineering software. That's when I stopped trusting the column and decided to check all five hundred. ### The label is the easy lie Here's the uncomfortable part. A pitch is only ever as good as the tag it's built on. If I greet a cybersecurity founder as though he sells fizzy drinks, the email is dead on arrival and I've burned the one impression I get. A wrong label doesn't feel like a risk when you're staring at a tidy spreadsheet. It feels like a head start. It isn't. This is the same trap I keep coming back to — [a number or a category that looks authoritative right up until you audit it](https://www.livain.com/blog/why-your-direct-traffic-is-a-lie-and-how-to-audit-it/). The neat field lulls you. The work is in refusing to believe it. ### Five hundred checks used to be a no Ten years ago, verifying what five hundred companies actually do would have been a week of someone's life, so nobody did it. You pitched the label, accepted the miss rate, and moved on. That's the bit that has genuinely changed. I ran the domains through a company-data lookup to pull the firmographics, then sent a research agent after the ones with no website and the ones where the first answer smelled wrong. Bulk classification by machine, targeted second looks by hand. The whole pass cost a rounding error in credits and an afternoon — not a week. But — and this is the entire point — the machine got the confident-looking ones wrong too. Industry codes lump a boutique consultancy in with the giant it once served. A name with "cyber" in it turns out to be an industry association, not a vendor. The tool gets you eighty percent of the way at a hundred times the speed; the last stretch is judgement about which answers to distrust. [That judgement is the actual leverage](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/), not the tool. ### What the recount showed Of the rows that arrived with a confident industry tag, only about a third survived. Two-thirds were reclassified. Whole categories the original tags never even had — training providers, public-sector bodies, data and AI shops — surfaced once I looked properly. > The spreadsheet wasn't lying on purpose. It was just never checked. Most spreadsheets aren't. None of this is exotic. Bad records are the quiet tax on every business — Thomas Redman's much-cited estimate is that poor data quality costs the US economy [around three trillion dollars a year](https://hbr.org/2016/09/bad-data-costs-the-u-s-3-trillion-per-year?ref=livain.com), and his follow-up work found that [only three percent of company data meets basic quality standards](https://hbr.org/2017/09/only-3-of-companies-data-meets-basic-quality-standards?ref=livain.com). B2B contact data rots especially fast because people change jobs; a meaningful chunk of any list is stale within a year. The label being wrong isn't the exception. It's the base rate. I've made this mistake the expensive way before — [trusting a tidy summary that turned out to be missing the one thing that mattered](https://www.livain.com/blog/the-ai-said-nobody-replied-the-reply-was-message-28/). The reflex I've built since is boring and it works: when a field decides how I'll spend my time, I verify the field before I spend the time. The list is in good shape now. The pitches are built on what these companies actually do, not on what a column claimed they do. And the part I'd underline for anyone leaning on AI to move faster: speed makes the checking cheap. It doesn't make it optional. Trust the reps, not the label. ### Sources & further reading **External** Thomas C. Redman, ["Bad Data Costs the U.S. $3 Trillion Per Year," Harvard Business Review](https://hbr.org/2016/09/bad-data-costs-the-u-s-3-trillion-per-year?ref=livain.com) ["Only 3% of Companies' Data Meets Basic Quality Standards," Harvard Business Review](https://hbr.org/2017/09/only-3-of-companies-data-meets-basic-quality-standards?ref=livain.com) **Related posts** [The Death of Generic AI: Why Deep Domain Expertise Is the Only Real Leverage Left](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) [The AI handed me a number that was wrong in the most convincing way](https://www.livain.com/blog/the-ai-handed-me-a-number-wrong-in-the-most-convincing-way/) [Claude Cowork said nobody replied. The reply was message 28.](https://www.livain.com/blog/the-ai-said-nobody-replied-the-reply-was-message-28/) [Why your direct traffic is a lie (and how to audit it)](https://www.livain.com/blog/why-your-direct-traffic-is-a-lie-and-how-to-audit-it/) ### Where headquarters ends and the distributor begins URL: https://www.livain.com/blog/where-headquarters-ends-and-the-distributor-begins/ Last updated: 2026-08-31T12:32:50.000Z Every so often a manufacturer brings me the same situation. Their independent distributors — strong local operators, often spread across the world — have asked headquarters for more marketing and sales support. It looks like a simple resourcing request. It’s reasonable. It’s also almost never the real one. Underneath “we’d like more support from HQ” sits a question that quietly caps most distributor networks I’ve worked with, and it’s rarely asked out loud. Where does headquarters’ responsibility for growth end, and where does the distributor’s begin? Nobody agreed the line. So both sides assume. And the assumptions don’t match. ### The request is never really about support Dig into “we need more support” and it’s seldom a shortage of brochures or another training deck. Those are easy to ship. What’s missing is a boundary nobody ever drew. The distributor feels unsupported. Headquarters feels the distributor isn’t pulling its weight. Here’s the uncomfortable part: both can be right at the same time, because the work in the middle — the demand, the positioning, the follow-through — was never assigned to anyone. It just sat there, each side quietly assuming the other had it. ### Two decades, one recurring pattern I’ve watched this play out across B2B2B companies for the better part of twenty years, in different industries and on different continents. The specifics change. The pattern doesn’t. The relationship runs on goodwill and history rather than on an explicit split of who owns what. Everyone’s polite. Everyone means well. And the growth conversation quietly stalls, because it’s actually an ownership conversation wearing a marketing costume. Meet-ups help. Alignment calls help. Org charts don’t, because the gap isn’t in the hierarchy, it’s in the work. I’ve argued before that a distributor can be far more than a box-shifter: the ones who [generate their own demand stop being middlemen and start being market makers](https://www.livain.com/blog/the-best-dental-leads-dont-come-through-the-dentist/). But you can’t ask a partner to step into that role if you’ve never agreed where their turf starts. ### Where growth actually leaks Growth doesn’t leak where people are lazy. It leaks in the ungoverned gap. Headquarters assumes the local distributor owns demand generation on the ground. The distributor assumes headquarters owns the brand and the demand, and that their job is the relationship and the logistics. So both wait for the other to move. Meanwhile the market keeps moving without them. McKinsey put the healthy version plainly: in a well-run channel, [all parties play to their core competencies](https://www.mckinsey.com/industries/industrials/our-insights/a-new-dawn-for-industrial-channels-meeting-customers-where-they-want?ref=livain.com) — the manufacturer drives demand generation where it is best placed, and distributors take responsibility for the segments and fulfilment they own best. The sharpest question in that work is one most networks never turn on themselves: are my distributors engaged in the activities for which they are clearly the best owner? And this isn’t a shrinking pie that forces a turf war. Medical-device distribution alone is [a market worth tens of billions and growing at more than eight percent a year](https://www.gminsights.com/industry-analysis/medical-device-distribution-services-market?ref=livain.com). The constraint isn’t demand. It’s coordination. > A distributor network rarely underperforms because people aren’t trying. It underperforms in the space between two parties who each assumed the other had it. ### The questions that draw the line The fix is unglamorous, which is why so few teams reach for it. You make the boundary explicit, in writing, market by market. A handful of questions surface it fast. Who owns creating demand in this market, and who owns converting it? What can this distributor realistically do that headquarters can’t, and what can headquarters do that the distributor never will? Where is HQ the best owner, and where is the local partner? And the one that cuts through the fog: what does “support” actually mean here, in concrete deliverables, not in sentiment? One warning. Drawing the line is not the same as squeezing the partner. McKinsey’s research on distributor relationships found the common failure mode is a [myopic focus on cutting distributor margins](https://www.mckinsey.com/industries/semiconductors/our-insights/creating-mutually-beneficial-partnerships-with-distributors?ref=livain.com), a move that alienates exactly the partners you depend on. The point of the boundary isn’t to claw work back. It’s to stop the leak. ### From order-taker to market maker When the boundary is clear, something better becomes possible. The distributor can step into the role that actually compounds — not waiting for orders, but building the local market. I’ve seen it work even in tightly regulated corners of health and medtech, and I’ve written about how it plays out when you [personalise marketing across a broad dealer network](https://www.livain.com/blog/localized-marketing-strategies-tapping-into-the-potential-of-personalization-for-broad-dealer-networks/) instead of blasting one message from the centre. Headquarters’ job, at that point, is to enable, not to direct. That’s a harder discipline than it sounds, and a good chunk of what I get pulled in to run as a [fractional executive](https://www.livain.com/blog/what-does-a-fractional-cmo-do/): not adding headcount, just getting the right work owned by the right side of the table. Naming the boundary is the cheapest growth lever in the entire network. It’s also the one nobody reaches for, because it feels like an internal org conversation rather than a growth one. It’s both, and it’s where the growth was hiding all along. This is the first in a short series on how distributor networks actually compound, rather than just coordinate. Next, I’ll get into why the meet-ups and alignment calls everyone loves aren’t the thing that moves the needle, and what is. Support isn’t the answer to “who owns what.” Answering it is. ### Sources & further reading **External** [McKinsey — A new dawn for industrial channels: meeting customers where they want](https://www.mckinsey.com/industries/industrials/our-insights/a-new-dawn-for-industrial-channels-meeting-customers-where-they-want?ref=livain.com) [McKinsey — Creating mutually beneficial partnerships with distributors](https://www.mckinsey.com/industries/semiconductors/our-insights/creating-mutually-beneficial-partnerships-with-distributors?ref=livain.com) [Global Market Insights — Medical Device Distribution Services Market](https://www.gminsights.com/industry-analysis/medical-device-distribution-services-market?ref=livain.com) **Related posts** [The best dental leads don’t come through the dentist](https://www.livain.com/blog/the-best-dental-leads-dont-come-through-the-dentist/) [Localized marketing strategies for broad dealer networks](https://www.livain.com/blog/localized-marketing-strategies-tapping-into-the-potential-of-personalization-for-broad-dealer-networks/) [What does a fractional CMO do?](https://www.livain.com/blog/what-does-a-fractional-cmo-do/) ### Our au pair flew home last night. The house is quieter this morning. URL: https://www.livain.com/blog/a-year-with-an-au-pair/ Last updated: 2026-08-31T12:32:53.000Z Our au pair flew home to Spain last night. This morning the house is quieter than it should be, and everyone keeps almost saying something about it. She lived with us for a year. When she arrived, our youngest was barely walking and our daughter was still fully in kindergarten mode; my wife was looking for the way back into her working life, and I was building a working life that happens mostly at home. Twelve months later, all of that has shifted — and a lot of the shifting was possible because there was one extra pair of hands, and one extra heart, in the house. I've written before about [deliberately bringing my work closer to home](https://www.livain.com/blog/why-im-bringing-my-work-closer-to-home/), and people sometimes read that as a productivity choice. It never was. It was a family design choice — and the au pair year was quietly one of the biggest pieces of that design. Working from home with small children only works on paper. Working from home while someone wonderful is folding the chaos into shape downstairs — school runs, snack negotiations, the thousand tiny handovers of a family day — that actually works. It gave my wife the room to go back to work without every day being a logistics puzzle. It gave us, for the first time since the kids arrived, the occasional evening that belonged to just the two of us. And it gave our children a big sister for a year — someone who wasn't Mama or Papa, who brought her own language and her own ways, and who they will remember in that half-magical way you remember the people who were kind to you when you were very small. > You invite someone into your home to help with the children, and a year later you realise she helped with everything. Living with someone who isn't family and becoming family anyway is its own experience. There's a vulnerability to it — your unwashed Tuesday-morning self is on full display — and a reward that surprised me: the house got more generous. More patient. You behave a little better and love a little louder when someone chose to spend a year of her twenties with your family. Next summer our daughter starts school, and with both kids in their routines we won't be needing an au pair again. That feels right, and also a little like closing a door on a room where something good happened. This wasn't a stopgap we tolerated; it was a chapter we'd choose again without hesitating. So: to her, and to the whole strange, warm institution of inviting a stranger into your home until she isn't one — thank you. The house is quieter this morning. It was better with you in it. ### I shipped half a feature on purpose. The other half can't wake up by accident. URL: https://www.livain.com/blog/i-shipped-half-a-feature-on-purpose/ Last updated: 2026-08-31T12:32:55.000Z The directory site I'm building got its biggest feature yet this month: pay-per-lead. A visitor sends an enquiry through a company's profile, the company gets notified, and unlocking the enquirer's full contact details costs money — a one-off payment or a subscription. Here's the decision I want to write down: I shipped it half-on, on purpose. The capture half is live and collecting real enquiries today. The payment half is fully deployed — every line of code on the production server — and completely dormant. It cannot take a payment. Not "shouldn't". Can't. ### Deploying is not releasing Software engineers have had a name for this for years — [Martin Fowler calls them release toggles](https://martinfowler.com/articles/feature-toggles.html?ref=livain.com): latent code shipped to production behind a switch, so that deploying code and releasing a feature become [two separate decisions](https://productive.io/engineering/blog/decoupling-deployment-from-release-with-feature-toggles/?ref=livain.com). Marketing people rarely think in these terms, which is a shame, because half our launch disasters are exactly this — the code went live and the feature went live in the same breath, and there was no moment in between to look at it. My toggle isn't even a toggle, strictly. The entire payment path hangs on one configuration value — the price ID of the one-off product in the payment provider. Until that value is set, the gate is closed by construction: the one-off option doesn't render at checkout, and anyone hitting the payment URL directly gets a graceful error instead of a charge. There is no code path to money. > Deploying code and releasing a feature are different decisions. The gap between them is where the review lives. ### Why the gap, concretely Because the two halves carry different risk. The capture half — a form, a stored enquiry, a notification email — can fail politely. Worst case, a lead needs re-sending and I apologise. So it went live immediately and starts compounding now: every enquiry captured this week is inventory the payment feature will monetise later. The payment half handles other people's money on code that, for infrastructure reasons, never went through a local linter before deployment. Switching that on the same evening it was written would be malpractice dressed up as momentum. It waits for a proper adversarial review — the first attempt at which, ironically, died on an API rate limit, which is precisely why the gate exists. When the review passes, going live is one pasted configuration value. I've made [the case for speed over perfection](https://www.livain.com/blog/when-speed-beats-perfection/) before, but speed is for reversible things. Charging someone's card is not where you move fast. There's a marketing-shaped bonus, too: the notification email a company receives already shows all three unlock options, and two of them — the subscriptions — work today. The dormant half isn't hidden scaffolding; it's a storefront where one shelf quietly waits for stock. The same staging logic as [making the page beautiful before the site had traffic](https://www.livain.com/blog/beautiful-before-the-site-had-traffic/): sequence the work so every live piece earns something while the risky piece waits its turn. ### Fail safe, not fail loud The detail I'd defend hardest is how the gate fails. Default off. Graceful degradation — a redirect with an error message, never a broken checkout. One single switch, checked server-side, so there's no combination of cached pages or crafted URLs that wakes the feature early. If you're gating anything — a feature, a promo, a price — the gate itself deserves as much design as the feature. Half the incidents I see are gates that were "on unless told otherwise". Building it this way cost almost nothing extra. The payment provider was wired [the same API-first way I set up the subscriptions](https://www.livain.com/blog/subscription-business-without-opening-the-stripe-dashboard/), the AI assistant wrote both halves in one session, and the gate is a single if-statement with good manners. The judgement — which half is safe to release, which half must wait, what the gate checks — is [the part the tools still don't supply](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/). Half a feature, shipped whole. The other half sleeps until the review says otherwise. ### Sources & further reading **External** - [Martin Fowler: Feature Toggles (aka Feature Flags)](https://martinfowler.com/articles/feature-toggles.html?ref=livain.com) - [Productive: Decoupling deployment from release with feature toggles](https://productive.io/engineering/blog/decoupling-deployment-from-release-with-feature-toggles/?ref=livain.com) - [LaunchDarkly: Feature toggle vs feature flag](https://launchdarkly.com/blog/is-it-a-feature-flag-or-a-feature-toggle/?ref=livain.com) **Related posts** - [I made the page beautiful before the site had traffic. That's the right order.](https://www.livain.com/blog/beautiful-before-the-site-had-traffic/) - [A subscription business without opening the Stripe dashboard](https://www.livain.com/blog/subscription-business-without-opening-the-stripe-dashboard/) - [When speed beats perfection](https://www.livain.com/blog/when-speed-beats-perfection/) - [The death of generic AI: why deep domain expertise is the only real leverage left](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) ### The form promised a copy by email. Nobody was sending it. URL: https://www.livain.com/blog/the-form-promised-a-copy-nobody-was-sending-it/ Last updated: 2026-08-31T12:32:58.000Z My own lead-gen site has a marketing self-assessment on it — a short quiz that scores where a company stands and tells them what to fix first. Under the submit button, a friendly line: a copy of your results will be emailed to you. This week, while chasing a junk submission, I read the actual code path. The prospect got nothing. No copy, no results, no email. The only message the system sent was a plain-text notification to me. The promise on the screen had never once been kept. ### Found while looking for something else That's the embarrassing, useful part: I wasn't auditing the funnel. A bot-ish lead had landed in my inbox and I went in to tighten the spam guards. Reading the submission handler end to end — the way I'd read a client's — is how the missing email surfaced. On client systems I've learned that [the system you can see is rarely the system that matters](https://www.livain.com/blog/the-database-i-could-see-wasnt-the-database-that-mattered/); it turns out my own stack had earned the same skepticism. > An automated promise you don't keep is worse than no promise. The prospect just watched you not deliver — on the first interaction. ### The constraint that shaped the whole build Before writing a line, I fixed the design constraint: I don't chase these leads. No sequence, no sales calls out of the blue. Which means this one email is the last proactive touch the funnel gets — it has to carry the entire conversion on its own back. So it became a real report, not a receipt: the overall score front and centre, per-area bars, a heatmap of the answers, and the three highest-leverage fixes ranked — genuinely useful even if we never speak. Booking CTAs sit under the score and again beside the levers, and the closing line explicitly hands the tempo to the reader. The same logic as [selling the risk away when you have no numbers to show](https://www.livain.com/blog/no-traffic-numbers-sell-the-risk-away-instead/): if you only get one shot, load it with value and remove every reason to hesitate. Speed is the other half of why the email must be automatic. The classic Harvard Business Review audit of 2,241 companies — [The Short Life of Online Sales Leads](https://hbr.org/2011/03/the-short-life-of-online-sales-leads?ref=livain.com) — found firms responding within an hour were roughly seven times likelier to qualify a lead than those an hour slower, and sixty times likelier than those who waited a day. A report that arrives while the person is still sitting with their answers is a different product from the same report tomorrow. ### An email that lands in spam doesn't exist The unglamorous half of the work was deliverability. A transactional report from a small domain, sent by a shared web server, is exactly the mail that dies in a spam folder. Since [Google's sender guidelines](https://support.google.com/a/answer/81126?ref=livain.com) tightened, authentication isn't optional hygiene — SPF, DKIM and DMARC alignment are the price of entry to a Gmail inbox. So the site now sends through a proper email service over SMTP, DKIM-aligned on the sending domain, with delivery, bounces, opens and clicks visible in a log instead of vanishing into hope. Then the loop got closed: the booking buttons route through a tracked redirect, so each click is logged against the specific lead. Not analytics theatre — when someone books, I want to know which report and which button did the work. It's the same discipline as [letting six search impressions tell me what to write](https://www.livain.com/blog/six-search-impressions-told-me-what-to-write/): small data, but mine, and causally connected to revenue. The mechanics — the templating, the SMTP wiring, the redirect — an AI assistant built in an afternoon. What it couldn't decide is that the email must convert alone because I won't follow up, or that keeping a UI promise ranks above adding a feature. [That's still the operator's half of the deal](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/). Check what your forms promise. Then check what they actually send. Mine were two different documents. ### Sources & further reading **External** - [Harvard Business Review: The Short Life of Online Sales Leads](https://hbr.org/2011/03/the-short-life-of-online-sales-leads?ref=livain.com) - [Google: Email sender guidelines (SPF, DKIM, DMARC)](https://support.google.com/a/answer/81126?ref=livain.com) **Related posts** - [No traffic numbers to show? Sell the risk away instead.](https://www.livain.com/blog/no-traffic-numbers-sell-the-risk-away-instead/) - [Six search impressions told me what to write](https://www.livain.com/blog/six-search-impressions-told-me-what-to-write/) - [The database I could see wasn't the database that mattered](https://www.livain.com/blog/the-database-i-could-see-wasnt-the-database-that-mattered/) - [The death of generic AI: why deep domain expertise is the only real leverage left](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) ### For the first time ever, I closed a quarter without a missing receipt. URL: https://www.livain.com/blog/first-quarter-without-a-missing-receipt/ Last updated: 2026-09-11T12:37:01.000Z 0:00 /0:27 1× For as long as I've been self-employed — and honestly, long before that — receipts have been the biggest recurring pain in my working life. Not strategy, not clients, not deadlines. Paper. Little PDFs scattered across inboxes, card statements that don't match anything, the quarterly dread of what's missing this time. This quarter, for the first time ever: nothing was missing. Every receipt captured, matched to its card or bank line, filed where it belongs. Not because I became more disciplined — I didn't — but because over the last months I've rebuilt the whole setup around Claude Code and Cowork, and this was the quarter the system finally closed. ### What the system actually does The short version: everything captures itself, and reconciliation hunts what's missing instead of me. Scanned letters get classified and filed automatically. Email receipts get pulled out of the inbox — including the annoying ones that are an HTML body instead of an attachment. Photographed paper receipts get read and registered. And then the important part: every card and bank statement line gets matched against the receipt register, so "missing" isn't a feeling anymore — it's a list, with names and amounts, that shrinks every run. I wrote about the archaeology phase last month, when [I let AI clear two years of receipts](https://www.livain.com/blog/i-let-ai-clear-two-years-of-receipts/). That was the backlog. This quarter was the real test: does the system hold up in normal operation, without heroics? It did. ### The accountant test Then came the moment that would have ruined a weekend a year ago. My accountant asked for a different submission format: for each account and period, one single PDF — an overview sheet in front that she can tick off line by line, then the official statement, then every receipt in chronological order behind it. A completely reasonable request. Also, historically, the kind of request that means days of manual collating. It took about forty-five minutes. One or two prompts, then waiting while the bundles assembled themselves — statements renamed and sorted, receipts stamped with their reference numbers, missing items flagged honestly on the cover sheet instead of hidden. The format request became a script; the script becomes a routine that runs every quarter from now on. The same pattern as [teaching my assistant to prep my week](https://www.livain.com/blog/i-taught-my-assistant-to-prep-my-week/): solve it once, properly, and the recurring version is free. > The relief isn't the hours back. It's that an entire category of dread has left the house. ### Why this is the use case nobody brags about Admin is the unglamorous end of AI, which is exactly why it's underrated. The surveys are consistent: entrepreneurs report spending [over a third of their working week on administrative tasks](https://www.timeetc.com/resources/how-to-achieve-more/the-big-price-of-small-tasks-how-entrepreneurs-may-be-unwittingly-keeping-their-businesses-small/?ref=livain.com), and small-business research keeps finding [weeks per year lost to hidden admin](https://www.sage.com/en-gb/company/digital-newsroom/2025/05/09/the-hidden-admin-burden-on-small-businesses/?ref=livain.com). For a one-person company, that time comes straight out of billable work — or out of evenings. But the hours were never the real cost. The real cost was cognitive: a low hum of "something is unfiled somewhere" running underneath every quarter. That hum is gone. I check a dashboard-shaped list instead of my conscience. The usual caveat applies, because it's true here too: the AI didn't know that my one card is always business while the other is mixed, or which expense rules my accountant applies, or that payment date beats invoice date in my VAT method. Those rules came from me and my accountant, got written down once, and now execute automatically — [the judgement is the system's spine; the AI is its hands](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/). The same division of labour that let me [merge four sales channels into one number I could prove](https://www.livain.com/blog/four-sales-channels-into-one-number/). A year ago I couldn't have dreamt of this. Now it's just how the quarter closes. If you're self-employed and receipts are your version of this dread — this is the corner of AI to start in. Not the flashy corner. The one that gives you your Sundays back. ### Sources & further reading **External** - [Time etc: The big price of small tasks — entrepreneurs and admin](https://www.timeetc.com/resources/how-to-achieve-more/the-big-price-of-small-tasks-how-entrepreneurs-may-be-unwittingly-keeping-their-businesses-small/?ref=livain.com) - [Sage: The hidden admin burden on small businesses](https://www.sage.com/en-gb/company/digital-newsroom/2025/05/09/the-hidden-admin-burden-on-small-businesses/?ref=livain.com) **Related posts** - [I let AI clear two years of receipts](https://www.livain.com/blog/i-let-ai-clear-two-years-of-receipts/) - [I taught my assistant to prep my week. The hard part was making it stop starting over.](https://www.livain.com/blog/i-taught-my-assistant-to-prep-my-week/) - [I merged four sales channels into one number. Then I proved it was right.](https://www.livain.com/blog/four-sales-channels-into-one-number/) - [The death of generic AI: why deep domain expertise is the only real leverage left](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) *Field notes like this are the day-to-day of my work as a fractional marketing executive — using tools like Claude Code to run real marketing operations. If you want that inside your company,* [*here is how we can work together*](https://www.livain.com/welcome/)*.* ### The hard part isn't Git. It's knowing which machine you're standing on. URL: https://www.livain.com/blog/the-hard-part-isnt-git-knowing-which-machine-youre-on/ Last updated: 2026-09-11T12:37:03.000Z I've worked with GitHub for years. This week it made me feel like a beginner again — not because Git changed, but because I now work with it *through* AI assistants, and that adds a layer nobody warns you about. The honest version: I spent a good part of this week fighting my own setup instead of shipping. If your experience has been smoother, I'd genuinely like to hear how. Here's mine. ### Friction one: which machine am I standing on? When I work on a repository now, there are at least three computers involved. My Mac, where the "real" files live. The assistant's sandboxed environment, which sees a mounted copy of some folders at completely different paths. And sometimes a cloud session or a browser context with its own view of the world. Same repository, three filesystems, three sets of credentials. Git can tell me the state of every branch. Nothing tells me which of these machines I'm currently acting on — until something fails. A path that works in one environment doesn't exist in the other. A push that worked yesterday fails today because *this* session isn't the one holding the key. I've been burned by this shape of problem before, when [the database I could see wasn't the database that mattered](https://www.livain.com/blog/the-database-i-could-see-wasnt-the-database-that-mattered/) — except now it's my own toolchain doing it. > Git tracks every version of my code. Nothing tracks which computer I'm on. ### Friction two: rights you discover at the finish line GitHub's [fine-grained personal access tokens](https://github.blog/security/application-security/introducing-fine-grained-personal-access-tokens-for-github/?ref=livain.com) are the security model done right: [fifty-plus granular permissions](https://docs.github.com/en/rest/authentication/permissions-required-for-fine-grained-personal-access-tokens?ref=livain.com), scoped per repository, minimal by default. And that's exactly why they hurt: you find out what a token *can't* do at the worst possible moment. Mine could read and push code all week — then returned a hard 403 the moment the workflow needed to create a new repository, a permission nobody thinks about until it's missing. The lesson isn't to hand out broader tokens. It's that [token scopes are part of your project plan](https://docs.github.com/en/authentication/keeping-your-account-and-data-secure/managing-your-personal-access-tokens?ref=livain.com) now: before an assistant-driven session, decide what the session will need to do — read, push, create, administer — and check that the credential can actually do it. Five minutes up front against an evening of confident tooling hitting a wall at step nine. ### Friction three: every environment can do something the other can't The strangest part is capability asymmetry. One environment can edit files but can't touch the browser. Another can fix things live in the browser but can't reach the repository. Deploys stall in the gap: the fix exists *here*, the deployment credential exists *there*, and I'm the messenger in between. It's the same class of infrastructure friction that once had [my sessions hanging until I built a fix that runs every session](https://www.livain.com/blog/claude-cowork-keeps-hanging-heres-the-fix-that-runs-every-session/) — solvable, but you solve it yourself. ### The workaround: make context ambient What actually got me through: I stopped trusting any single environment to hold the truth, and made the context ambient instead. Repositories mirror to an always-online store, so whichever environment wakes up can read the current state. Project memory — decisions, runbooks, gotchas — lives in [a structured knowledge base](https://www.livain.com/blog/beyond-the-junk-drawer-mastering-knowledge-with-progressive-disclosure-and-ai/) rather than in any machine's local state, some of it also in tools like mymind so it's reachable from anywhere. And credentials live in exactly one canonical place, read by exact path, never copied per environment — the one rule that has never once bitten me. When I [let AI reorganise my whole workspace](https://www.livain.com/blog/ai-reorganised-my-workspace-find-and-replace/), this separation was the part that paid for itself. Is it elegant? No. It's scaffolding around a gap the tools will eventually close. But it turns "which machine am I on?" from a blocking question into a boring one — the state is wherever I am. The meta-lesson is familiar: the assistant executes brilliantly *inside* an environment; stitching environments together into a system that ships is still [operator work](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/). Far from ideal this week. Honest about it. Better next week. ### Sources & further reading **External** - [GitHub Docs: Managing your personal access tokens](https://docs.github.com/en/authentication/keeping-your-account-and-data-secure/managing-your-personal-access-tokens?ref=livain.com) - [GitHub Docs: Permissions required for fine-grained personal access tokens](https://docs.github.com/en/rest/authentication/permissions-required-for-fine-grained-personal-access-tokens?ref=livain.com) - [GitHub Blog: Introducing fine-grained personal access tokens](https://github.blog/security/application-security/introducing-fine-grained-personal-access-tokens-for-github/?ref=livain.com) **Related posts** - [I let AI reorganise my whole workspace. The dangerous moment was a find-and-replace.](https://www.livain.com/blog/ai-reorganised-my-workspace-find-and-replace/) - [The database I could see wasn't the database that mattered](https://www.livain.com/blog/the-database-i-could-see-wasnt-the-database-that-mattered/) - [Claude Cowork keeps hanging? Here's the fix that runs every session](https://www.livain.com/blog/claude-cowork-keeps-hanging-heres-the-fix-that-runs-every-session/) - [Beyond the junk drawer: mastering knowledge with progressive disclosure and AI](https://www.livain.com/blog/beyond-the-junk-drawer-mastering-knowledge-with-progressive-disclosure-and-ai/) - [The death of generic AI: why deep domain expertise is the only real leverage left](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) *Field notes like this are the day-to-day of my work as a fractional marketing executive — using tools like Claude Code to run real marketing operations. If you want that inside your company,* [*here is how we can work together*](https://www.livain.com/welcome/)*.* ### Where the European dental industry actually meets. A distributor's calendar. URL: https://www.livain.com/blog/the-european-dental-calendar-for-distributors/ Last updated: 2026-08-31T12:33:08.000Z If you sell dental products in Europe — as a manufacturer or a distributor — your year has a shape. A handful of events decide where relationships get built, where distribution deals get signed, and where you find out what your competitors will launch six months before their sales reps mention it. I keep a version of this calendar for my own work in the dental and healthcare space, and it struck me that most overviews are written for clinicians. This one is written for the commercial side: where the channel actually meets. ### The mothership: IDS Cologne Everything orbits the International Dental Show. It runs every two years, and the [next edition is 16–20 March 2027 in Cologne](https://www.english.ids-cologne.de/trade-fair/ids/date-and-opening-hours/?ref=livain.com). This is the one event where the entire global industry shows up — manufacturers, dealers, labs, and every European distributor worth knowing. If you're a manufacturer looking for new country partners, or a distributor scouting new lines, deals that shape the next two years get initiated here. Plan for it a year out; the good meeting slots are gone by autumn 2026. The strategic side-effect of a biennial rhythm: in the off-years, there is no single place where a manufacturer's European distributor network naturally gathers. Most companies bridge that gap with trade-show booth meetings — a few run their own distributor conferences, which in my view is the smarter move. I wrote about the demand-side version of that argument in [why dental demand shouldn't only come through the dentist](https://www.livain.com/blog/the-best-dental-leads-dont-come-through-the-dentist/). ### Autumn 2026: the science season The [EAO Congress runs 24–26 September 2026 in Lisbon](https://eao.org/congress/?ref=livain.com). It's the premier European implantology congress — clinical in content, but commercially important because key opinion leaders concentrate there, and KOL relationships are what carry new implant systems into markets. [Dental World Budapest follows on 8–10 October 2026](https://dentalworld.hu/dw-2026/?ref=livain.com) — the leading exhibition for Central and Eastern Europe, and the practical entry point if you want to meet distributors covering Hungary, the Balkans, and the wider CEE region in one trip. Then [ADF in Paris, 24–28 November 2026](https://adfcongres.com/en/?ref=livain.com): the French national congress at Porte Maillot, and de facto the gateway to the French market. France runs on relationships formed here; if a French distributor is on your roadmap, this is where you meet them on home turf. ### Spring 2027: the trade-fair sprint Three fairs stack up ahead of IDS. The [BDIA Dental Showcase lands 5–6 March 2027 at ExCeL London](https://dentalshowcase.com/?ref=livain.com) — the UK industry association's own show, compact and dealer-heavy. [Krakdent follows 8–10 April 2027 in Kraków](https://krakdent.pl/en/about-the-fair/get-to-know-the-fair/next-editions-dates?ref=livain.com), the biggest Polish fair and a genuine CEE volume market. And [Expodental Meeting in Rimini](https://www.expodental.it/en/?ref=livain.com) runs annually in mid-May — Italy's main industry gathering and, in my experience, one of the more relaxed places to have a real conversation. ### The distributor layer most people miss Clinicians have congresses; distributors have an association. The [Association of Dental Dealers in Europe (ADDE)](https://adde.info/?ref=livain.com) is where the European dealer trade itself convenes — annual meetings, market statistics, and the closest thing the channel has to a members-only room. If your business depends on European dental distribution and you've never looked at ADDE's market data, start there. > Congresses are where the industry talks about dentistry. The corridor between two booths is where it does business. ### How I'd actually plan it You don't need all of them. One national fair per priority market, EAO if implantology KOLs matter to you, ADF if France matters, and IDS non-negotiably. I've written before about [why showing up in person still carries disproportionate weight](https://www.livain.com/blog/why-travel-matters-a-lot-in-fractional-executive-work/) in this kind of work — and the dental industry is perhaps the clearest case I know. Even a small, well-run national event can outperform a mega-fair if the right fifty people are in the room; my notes from [Swiss Oral Health Day in Bern](https://www.livain.com/blog/swiss-oral-health-day-2025-a-special-experience-in-bern/) made that argument from the inside. ### Why I keep this list A fair question: why does a marketing and sales professional maintain a dental events calendar? Because this has been my world for the better part of two decades. I've worked with renowned brands across the dental, medical and health space — producers, direct-to-consumer ventures, clinic groups, and the professional associations that educate the people doing the actual work. Much of that now happens through my [fractional leadership practice](https://www.livain.com/blog/fractional-leadership-why-its-so-powerful-why-more-companies-should-embrace-it/). So these events sit at the top of my own list — some for inspiration, some for the corridor conversations, some because one honest exchange with a distributor tells you more about a market than any research report. If our paths cross at one of them, come say hello. Book Cologne first. Build the rest of the year around who you still need to meet. ### Sources & further reading **External:** [IDS Cologne — dates and opening hours (16–20 March 2027)](https://www.english.ids-cologne.de/trade-fair/ids/date-and-opening-hours/?ref=livain.com) [EAO Congress 2026, Lisbon (24–26 September 2026)](https://eao.org/congress/?ref=livain.com) [ADF Congress 2026, Paris (24–28 November 2026)](https://adfcongres.com/en/?ref=livain.com) [Dental World Budapest (8–10 October 2026)](https://dentalworld.hu/dw-2026/?ref=livain.com) [BDIA Dental Showcase, London (5–6 March 2027)](https://dentalshowcase.com/?ref=livain.com) [Krakdent, Kraków (8–10 April 2027)](https://krakdent.pl/en/about-the-fair/get-to-know-the-fair/next-editions-dates?ref=livain.com) [Expodental Meeting, Rimini (annual, mid-May)](https://www.expodental.it/en/?ref=livain.com) [ADDE — Association of Dental Dealers in Europe](https://adde.info/?ref=livain.com) **Related posts:** [The best dental leads don't come through the dentist](https://www.livain.com/blog/the-best-dental-leads-dont-come-through-the-dentist/) [Swiss Oral Health Day 2025 — a special experience in Bern](https://www.livain.com/blog/swiss-oral-health-day-2025-a-special-experience-in-bern/) [Why travel matters a lot in fractional executive work](https://www.livain.com/blog/why-travel-matters-a-lot-in-fractional-executive-work/) ### Fable 5 is back. My terminal still hands me the junior. URL: https://www.livain.com/blog/fable-5-is-back-my-terminal-still-hands-me-the-junior/ Last updated: 2026-09-11T12:37:04.000Z On the first of July, [Claude Fable 5](https://www.anthropic.com/news/claude-fable-5-mythos-5?ref=livain.com) came back. If you missed the saga: Anthropic's first Mythos-class model launched in early June, dazzled everyone for three days, and then [disappeared behind a US export-control order](https://venturebeat.com/technology/anthropic-is-bringing-back-claude-fable-5-globally-after-us-lifts-export-control-order-where-can-enterprises-access-it?ref=livain.com) after researchers demonstrated a jailbreak. It returned this week with [a new safety classifier](https://thehackernews.com/2026/07/anthropic-restores-claude-fable-5-after.html?ref=livain.com) and, for now, rationed usage. I noticed its absence more than I expected to. Three weeks ago I wrote that [Fable had us dazzled while Opus 4.8 quietly did my actual work](https://www.livain.com/blog/opus-4-8-quietly-doing-the-work/) — and that was true. But the weeks without it taught me the difference in a way the launch week didn't. Strategy sessions got a little flatter. The second opinion got a little less second. ### The senior is back — in one room Here's the part nobody puts in the announcement: Fable 5 is back in chat and in Cowork, but in Claude Code — the terminal, where code actually gets written and shipped — [the default model is still Opus 4.8](https://code.claude.com/docs/en/model-config?ref=livain.com). You can switch manually, and with the current usage limits you'll think twice before doing it for routine work. So my week feels split in two. In the strategy room I have the senior partner again — the one who pushes back, catches the flaw in my framing, thinks past the brief. Then I walk over to the terminal and pair with what I can best describe as a very good junior software developer: fast, tireless, wide-ranging, and in need of a spec and a review before anything it builds touches production. > The upgrade isn't that the model got smarter. It's that I stopped assuming the same assistant sits behind every window. ### Defaults are product decisions, not recommendations It's easy to read a default as advice — "this is the right model for this job." It isn't. Defaults balance cost, capacity and safety across millions of users; Fable costs roughly double Opus per token, and Anthropic is clearly managing demand after the restart. Reasonable choices — for them. Whether they're right *for your task* is your call, and most people never make it, the same way [most people never look at what the thinking dials actually do](https://www.livain.com/blog/ultracode-vs-effort-high-claude-code/). My working split, one week in: judgement-heavy work — positioning, architecture decisions, anything where a wrong frame costs weeks — goes to Fable deliberately. Execution — the well-specified build, the refactor, the data pull — stays with Opus, which remains excellent and half the price. The trap is the middle: agentic coding sessions that *feel* like execution but quietly contain architecture decisions. That's where the junior needs the senior in the room, and where I now switch models on purpose instead of by default. It's the same sequencing lesson as [designing the app in Claude before letting Claude Code build it](https://www.livain.com/blog/i-designed-an-app-in-claude-before-building-it/): put the strongest judgement at the decision, not at the keyboard. ### A better assistant still isn't the leverage The uncomfortable, familiar conclusion: the model tier matters less than knowing which decisions deserve it. A novice with Fable 5 gets confident-sounding output faster. An operator who knows [which levers are the right ones](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) gets leverage from either model — and knows when the junior is enough. Glad you're back, Fable. Now check who's actually sitting at your terminal. ### Sources & further reading **External** - [Anthropic: Claude Fable 5 and Claude Mythos 5](https://www.anthropic.com/news/claude-fable-5-mythos-5?ref=livain.com) - [VentureBeat: Anthropic brings back Claude Fable 5 globally](https://venturebeat.com/technology/anthropic-is-bringing-back-claude-fable-5-globally-after-us-lifts-export-control-order-where-can-enterprises-access-it?ref=livain.com) - [The Hacker News: Fable 5 restored with new jailbreak classifier](https://thehackernews.com/2026/07/anthropic-restores-claude-fable-5-after.html?ref=livain.com) - [Claude Code docs: Model configuration](https://code.claude.com/docs/en/model-config?ref=livain.com) **Related posts** - [Fable 5 had us dazzled. But Opus 4.8 is quietly doing my work.](https://www.livain.com/blog/opus-4-8-quietly-doing-the-work/) - [Ultracode isn't a bigger thinking dial. It's Claude deciding how to split the work.](https://www.livain.com/blog/ultracode-vs-effort-high-claude-code/) - [I designed an app in Claude before building it. Claude Code shipped it in a day.](https://www.livain.com/blog/i-designed-an-app-in-claude-before-building-it/) - [The death of generic AI: why deep domain expertise is the only real leverage left](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) *Field notes like this are the day-to-day of my work as a fractional marketing executive — using tools like Claude Code to run real marketing operations. If you want that inside your company,* [*here is how we can work together*](https://www.livain.com/welcome/)*.* ### The best dental leads don't come through the dentist. Distributors keep missing that. URL: https://www.livain.com/blog/the-best-dental-leads-dont-come-through-the-dentist/ Last updated: 2026-08-31T12:33:11.000Z Most dental manufacturers and their distributors share one quiet assumption: demand starts in the chair. A dentist decides a patient needs an implant, an aligner, a membrane — and somewhere upstream, a distributor takes the order. The whole industry is built around selling *to* the practitioner. I spent part of my career on the other side of that assumption — working with one of the industry's [largest producers](https://www.straumann.com/?ref=livain.com) and building [direct-to-consumer brands](https://www.drsmile.de/?ref=livain.com) on top of what had always been B2B products, creating patient demand that did not originate with the dentist at all. On the education side of the same channel, I've worked on marketing and sales training for dentists with the [professional dental association in Switzerland](https://www.sso.ch/?ref=livain.com) and alongside the [Swiss dental hygienists' association](https://dentalhygienists.swiss/?ref=livain.com). ### What the aligner wave actually proved The outline is public. The industry's biggest implant producer — the epitome of B2B dental — [took a majority stake in a direct-to-consumer aligner brand in 2020](https://en.wikipedia.org/wiki/DrSmile?ref=livain.com), built it into one of Europe's category leaders, and [passed it on in 2024](https://www.dental-tribune.com/news/straumann-divests-drsmile-in-return-for-minority-stake/?ref=livain.com) while keeping a stake in the combined business. Strategies evolve; portfolios get reshuffled. But the mechanic that made it work hasn't gone anywhere. That mechanic: a patient searches for a better smile, not for a SKU. A consumer brand catches that search, builds trust, qualifies the lead — and then hands a motivated, pre-educated patient to a practitioner. The doctor stays in charge of the treatment. What changes is who created the demand. Once you've run that model, you can't unsee what it does to the relationships. The patient trusts the brand before they've met the doctor. New products get easier to introduce to practitioners, because you're no longer pitching a catalogue item — you're bringing them patients who already want the outcome. And the practice gets a revenue stream it never had to market for. > A distributor that generates patient demand stops being a middleman and starts being a market maker. ### Why this matters for distributors, not just manufacturers European dental distribution is mostly an order-taking business. The distributor holds the relationship with the dentist, carries the stock, does the training — and waits for demand to show up. Meanwhile the [European implant market grows at a steady seven-plus percent a year](https://www.mordorintelligence.com/industry-reports/europe-dental-implants-market?ref=livain.com), and nearly all of that growth is fought over inside the clinic, on margin and on service level. The categories that grew fastest in the last decade — aligners, aesthetic treatments, [consumer-grade healthcare experiences](https://www.livain.com/blog/the-boutique-hotel-ification-of-healthcare/) — didn't grow because dentists ordered more. They grew because someone built brands that made patients ask for them. I wrote about that dynamic in [the high-stakes art of selling a smile](https://www.livain.com/blog/the-high-stakes-art-of-selling-a-smile/): the moment a treatment becomes something a person wants rather than something a clinician prescribes, the economics of the whole channel change. For a distributor, that's not a threat. It's the most defensible move available. You already have what a pure D2C player has to buy expensively: clinical relationships, logistics, regulatory know-how, and the trust of the practitioners who will ultimately deliver the treatment. What's missing is the demand engine — patient-facing brand, localized landing pages, performance marketing, lead qualification, and a clean handover into the practices you already serve. ### The guardrails that keep it honest This only works doctor-led. The model that succeeded kept licensed dentists in every treatment decision, and in Europe that isn't optional: medical-device advertising rules, country-by-country claim restrictions, and professional codes all apply the moment you talk to patients. The demand engine has to sell the outcome and route to a clinician — never play clinician itself. And it only works if the practitioner wins visibly. The fastest way to poison a distribution network is to make dentists feel disintermediated. The design goal is the opposite: every lead the brand generates lands in a partner practice, attributed, qualified, and free of acquisition cost for the dentist. Do that, and the same practices that used to see you as a supplier start seeing you as the reason their chairs are full. None of this requires a big team. It requires someone who has pulled these levers before — brand, regulated performance marketing, lead routing — and the judgement to know which lever matters in which market. That's exactly the kind of work I keep coming back to in my [fractional executive practice](https://www.livain.com/blog/what-does-a-fractional-cmo-do/): not more headcount, just the right reps applied at the right layer of the channel. The dentist will always own the treatment. But whoever owns the demand owns the growth. ### Sources & further reading **External:** [The 2020 majority stake in a D2C aligner brand (Wikipedia)](https://en.wikipedia.org/wiki/DrSmile?ref=livain.com) [The 2024 divestiture in return for a minority stake (Dental Tribune)](https://www.dental-tribune.com/news/straumann-divests-drsmile-in-return-for-minority-stake/?ref=livain.com) [Europe dental implants market outlook (Mordor Intelligence)](https://www.mordorintelligence.com/industry-reports/europe-dental-implants-market?ref=livain.com) [Swiss dental association](https://www.sso.ch/?ref=livain.com) · [Swiss dental hygienists' association](https://dentalhygienists.swiss/?ref=livain.com) **Related posts:** [Where the European dental industry actually meets — a distributor's calendar](https://www.livain.com/blog/the-european-dental-calendar-for-distributors/) [The high-stakes art of selling a smile](https://www.livain.com/blog/the-high-stakes-art-of-selling-a-smile/) [The boutique-hotel-ification of healthcare](https://www.livain.com/blog/the-boutique-hotel-ification-of-healthcare/) [What does a fractional CMO do?](https://www.livain.com/blog/what-does-a-fractional-cmo-do/) ### I made the page beautiful before the site had traffic. That's the right order. URL: https://www.livain.com/blog/beautiful-before-the-site-had-traffic/ Last updated: 2026-08-31T12:33:13.000Z I spent this week making the profile pages beautiful on a directory site I'm building — one that barely has traffic yet. No analytics to optimise against, no conversion data, no users to A/B test on. To a certain kind of growth thinker, that's backwards. Why polish the storefront before anyone's walking past? Because the experience is the product, and you can't reason about converting traffic you haven't designed a reason to convert yet. I deliberately put the consumer-facing craft first and pushed the plumbing — legal pages, payment go-live, the SEO machinery — to later. Here's why that sequence is the right one, and the two design decisions I'm most pleased with. ### Build the thing people see before the thing that counts them There's a failure mode where you wire up tracking, schema, sitemaps and a payment flow on a page that, frankly, no one would want to act on. You end up with immaculate measurement of an underwhelming experience. The numbers will be honest and the news will be bad, and you won't know whether it's the funnel or the page. So I inverted it. Make the profile genuinely good first — the part a real human lands on and judges in two seconds — then bolt on the measurement and the monetisation once there's something worth measuring. This is the "proof-of-concept first" discipline, and it's a cousin of an argument I've made before: when you have [no traffic numbers to show, you sell on the strength of the thing itself](https://www.livain.com/blog/no-traffic-numbers-sell-the-risk-away-instead/). Same logic, pointed inward. Get the substance right while it's cheap to change, before you've built a measurement apparatus that makes every change feel expensive. ### Design for the empty case, not the showcase The first decision I'm happy with: every business gets a proper profile header even when it has supplied almost nothing. The easy version of a directory looks gorgeous for the listing with a hero photo and falls apart for the one with a name and an address — which, on a young directory, is most of them. So the imageless listings get a generated monogram crest from the business's initials, a serif treatment, the location, a clean call-to-action band. It looks intentional instead of broken. The principle: **design for your weakest, emptiest record, because that's the one your visitor will actually hit.** The polished showcase listing takes care of itself. > A directory is only as good as its emptiest profile, because that's the one a real visitor lands on first. This is the same instinct as fixing the leak nobody's looking at rather than the showcase everyone admires — the unglamorous default case is where the conversions quietly live or die. ### The privacy debt I refused to take on The second decision is more technical and, I think, more important long term. Premium profiles can embed a video and a few social posts. The naive way to do that is to drop in the providers' standard embed scripts and move on. I didn't, and the reason is a trap a lot of sites walk straight into. Those third-party embeds phone home the instant the page loads. An IP address is personal data under European law, and a German court has already [awarded damages over a site loading a Google service that transmitted a visitor's IP without consent](https://dr-dsgvo.de/youtube-videos-und-die-dsgvo-en/?ref=livain.com) — the Google Fonts ruling, but the logic carries straight over to a YouTube or social embed firing before anyone clicked anything. Standard embeds are a quiet, accruing compliance liability. So I used the facade pattern — what the performance world calls [click-to-load with facades](https://developer.chrome.com/docs/lighthouse/performance/third-party-facades?ref=livain.com). The page renders a lightweight static placeholder that looks like the embed. The real third-party code only loads when the visitor actually clicks to play. [It's the recommended approach for third-party embeds](https://web.dev/articles/embed-best-practices?ref=livain.com), and you get two wins at once: the page is dramatically faster because heavy scripts don't run on load, and no visitor data leaves for a third party until they've chosen to interact. No SDKs, no privacy debt, no cookie banner argument to have later. I just didn't take the debt on. ### Restraint, again — the calmer the conversion point, the better One more change I want to flag, because it reverses a decision I made a couple of weeks earlier. I'd built a loud, bordered, bullet-heavy conversion block on these profiles. This week I tore it down to a quiet single line and one sentence. Less shouting, more confidence. That's not indecision, it's the work — and it's the through-line of how I operate, the same [restraint I keep coming back to](https://www.livain.com/blog/the-art-of-restraint-getting-things-done-as-a-fractional-exec-without-fixing-everything/). The instinct to add — another badge, another CTA, another embed script — is usually wrong. The harder, more valuable instinct is to subtract until only the thing that matters is left. All of this — the empty-case header, the facade embeds, the calmer CTA — is judgement applied before the data exists to justify it. That's exactly where experience earns its keep, and exactly the case I keep making that [deep domain expertise is the real leverage](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/). A newer builder optimises what they can measure. Twenty years in, you build the thing right while it's still cheap, so that when the traffic does arrive, it lands on something worth converting on. Make it good before you make it measurable. The measurement is easy. The good part is the job. ### Sources & further reading **External** [Chrome for Developers — Lazy-load third-party resources with facades](https://developer.chrome.com/docs/lighthouse/performance/third-party-facades?ref=livain.com) · [web.dev — Best practices for using third-party embeds](https://web.dev/articles/embed-best-practices?ref=livain.com) · [Dr. GDPR — YouTube embeds, IP addresses and the Google Fonts ruling](https://dr-dsgvo.de/youtube-videos-und-die-dsgvo-en/?ref=livain.com) **Related posts** [No traffic numbers to show? Sell the risk away instead.](https://www.livain.com/blog/no-traffic-numbers-sell-the-risk-away-instead/) · [The art of restraint: getting things done without fixing everything](https://www.livain.com/blog/the-art-of-restraint-getting-things-done-as-a-fractional-exec-without-fixing-everything/) · [The Death of Generic AI: why deep domain expertise is the only real leverage left](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) ### I switched off a dozen campaigns this week. Off had to mean off. URL: https://www.livain.com/blog/off-had-to-mean-off/ Last updated: 2026-08-31T12:33:16.000Z This week I switched off more than a dozen ad campaigns for a brand I run paid media for. They were tied to a big sporting moment this summer — built around the event, named for it, themed for it across two ad platforms and several countries. And the moment had effectively passed for our purposes. So, off. It sounds like the least interesting thing a marketer can do. Turning things off rarely makes the highlight reel. But the decision to kill a cohort of campaigns cleanly, on time, is its own discipline, and getting it wrong in either direction costs real money. ### Event campaigns have a shelf life, and ignoring it is expensive The whole premise of tying a campaign to a cultural moment is borrowed relevance. You're renting the audience's attention while they're already looking that way. The research on real-time, moment-led marketing is bullish on the upside — one widely cited figure has [real-time campaigns driving meaningfully more engagement than pre-planned ones](https://socialeyes.in/moment-marketing-trend-timeless-strategy/?ref=livain.com) — but that upside is entirely a function of timing. The same relevance that makes the campaign sing while the moment is live makes it slightly off-key the moment it isn't. So an event campaign isn't a normal evergreen line you set and forget. It has a sell-by date baked in. The mistake I see constantly is treating the end date as optional — letting themed spend coast for days or weeks past its relevance because nobody owned the off switch. That's budget converting at a worse rate than your everyday campaigns would, wearing last week's costume. ### "Off" has to mean off When I made the cut, I made it clean. Even the one campaign that was technically event-branded but quietly covered the whole product range went off too. The temptation is to keep the "good" one running because it's performing — but then "the World Cup campaigns are off" isn't true, and a half-kept rule is how you end up six weeks later wondering why there's still themed spend in the account. > A clean cut you can describe in one sentence beats a clever exception you'll have forgotten by next month. This is the same restraint muscle I keep writing about — when I argued that [the right call was to serve almost nothing](https://www.livain.com/blog/the-right-call-was-to-serve-almost-nothing/), and more broadly about [getting things done without fixing everything](https://www.livain.com/blog/the-art-of-restraint-getting-things-done-as-a-fractional-exec-without-fixing-everything/). Knowing what to switch off, and being willing to switch *all* of it off, is an underrated part of the job. ### Pause, don't delete — and here's why that's a real decision I paused these campaigns. I didn't delete them. That distinction matters more than it looks, for two reasons. The first is reversibility. A paused campaign is a decision you can take back in one click when the next relevant moment comes around. A deleted one is history and structure you have to rebuild. When an action is cheap to undo, prefer the cheap-to-undo version — that's just good operating hygiene, the same instinct that runs through how I let AI touch anything important. The second reason is more technical and trips a lot of people up. On Meta, pausing and restarting interacts with the algorithm's learning phase. A short pause is usually harmless, but [an extended pause — more than about a week — can cause the system to lose confidence in what it had learned and re-enter the learning phase when you reactivate](https://www.jonloomer.com/facebook-ads-edits-learning-phase/?ref=livain.com). So "pause it for now" isn't a consequence-free freeze. If I expect to bring these back for a future event, I'm better off accepting a learning reset and planning for it than pretending the restart is free. Knowing that in advance is the difference between a reactivation that performs and one that limps for a week while the algorithm relearns what it already knew. ### Naming is what made the whole thing a five-minute job Here's the unglamorous hero of the story: every one of these campaigns shared a consistent naming prefix across both platforms. Because of that, "switch off everything for this event" was a precise, auditable operation rather than a nervous hunt through the account hoping I hadn't missed one. That's not luck. It's the upstream discipline paying off downstream. Structure your account so a whole cohort is addressable by name, and cohort-wide actions — pause all, resume all, rebudget all — become trivial and safe. Skip it, and every seasonal cleanup is a manual audit with a real chance of leaving stragglers burning budget. It's the same lesson as my timezone and dashboard work: [the leverage is in the judgement and the structure](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/), not the click itself. The moment passed. The campaigns are off — all of them, cleanly, reversibly, ready to come back when there's a reason. That's not the exciting part of running paid media. It's the part that keeps the exciting parts profitable. ### Sources & further reading **External** [Jon Loomer — Facebook ad edits that trigger the learning phase](https://www.jonloomer.com/facebook-ads-edits-learning-phase/?ref=livain.com) · [SocialEyes — Moment marketing and the role of timing](https://socialeyes.in/moment-marketing-trend-timeless-strategy/?ref=livain.com) **Related posts** [Zero conversions in three days — and the right call was to serve almost nothing](https://www.livain.com/blog/the-right-call-was-to-serve-almost-nothing/) · [The art of restraint: getting things done without fixing everything](https://www.livain.com/blog/the-art-of-restraint-getting-things-done-as-a-fractional-exec-without-fixing-everything/) · [The Death of Generic AI: why deep domain expertise is the only real leverage left](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) ### I let AI reorganise my whole workspace. The dangerous moment was a find-and-replace. URL: https://www.livain.com/blog/ai-reorganised-my-workspace-find-and-replace/ Last updated: 2026-09-11T12:37:06.000Z My digital workspace had drifted. Loose files in the root, duplicate project folders, finance documents scattered across four places, and — the part that made me wince — a handful of credentials just sitting around in folders they had no business being in. So I handed the whole mess to my AI assistant and asked it to put the house in order. It worked. But the most instructive moment of the whole job was the one where it nearly broke something quietly, and the reason it didn't is the entire point of this post. ### Plan first, on paper, before anything moves The system I work in has a hard rule: nothing gets deleted or moved in bulk without an approval step. So the first output wasn't a reorganised folder. It was a migration report — every proposed move, every rename, every deletion, each tagged with a confidence level. A plan I could read and veto before a single file shifted. This sounds like bureaucracy. It's the opposite. It's what lets you say yes to an aggressive, sweeping change without holding your breath, because you've already seen the blast radius written down. The folks who think about this seriously — designing approval workflows for AI agents — converge on the same three triggers for when a human must sign off: [how reversible the action is, how big its blast radius is, and how much compliance exposure it carries](https://www.stackai.com/insights/human-in-the-loop-ai-agents-how-to-design-approval-workflows-for-safe-and-scalable-automation?ref=livain.com). A workspace-wide reorg that touches live automations and secrets scores high on all three. That's a sign-off-required job, not a fire-and-forget one. ### The find-and-replace that almost ate a safety guard Here's the moment. Part of the job was moving every credential into one locked, search-excluded folder and repointing the scripts that read them. Dozens of scripts referencing an old path. The obvious move is a global find-and-replace: swap the old folder name for the new one everywhere it appears. That blanket replace reached into a script whose job is to *protect* my private journal — and flipped a line that used the word "private" to mean "skip this folder, never read it." The find-and-replace didn't know the difference between a path it should update and a safety guard that happened to share a word. It changed both. A privacy guard, quietly inverted by a well-intentioned bulk edit. > The blunt instrument doesn't know the difference between the wire you're cutting and the wire holding the thing up. It got caught, reverted, and the rule rewritten: credential repointing whitelists the exact credential filenames rather than blindly swapping a word. But sit with how it got caught. Not because the AI is infallible — it made the over-broad change. It got caught because the work was happening in reviewable steps, against a system that expects review, with a human reading the diffs. I've made this argument before in the context of [letting AI clear two years of receipts](https://www.livain.com/blog/i-let-ai-clear-two-years-of-receipts/): the leverage was never the speed, it was the structure that made the speed safe. ### Why the mess was worth fixing at all An AI assistant is only as good as the environment it reaches into. I've written a lot about treating your knowledge base as [an intelligent library rather than a junk drawer](https://www.livain.com/blog/beyond-the-junk-drawer-mastering-knowledge-with-progressive-disclosure-and-ai/), and this was that principle applied to my own house instead of a client's. Scattered finance files and stray credentials aren't just untidy. They're the conditions under which an automation reads the wrong file, or a routine breaks because something moved. A clean, predictable structure is what makes the *next* hundred automated actions trustworthy. The deeper restructure also surfaced the things you only find by walking every shelf: a leaked access token that had to be revoked and reissued, documentation pointing at paths that no longer existed, one credential that had to stay put because a locked, automated process still read it from there. Housekeeping is reconnaissance. You learn what your system actually depends on by trying to move it. ### The restraint is the skill The temptation in a job like this is to let the machine run — it's fast, it's capable, the folders reorganise themselves in minutes. And it can. But fast and unsupervised is precisely how you invert a privacy guard and not notice for a week. The discipline is to keep the human at the gate for the irreversible and the high-blast-radius, and let the speed run free everywhere else. That's not slowing the AI down. It's pointing it. This is the same thread that runs through [getting things done without fixing everything](https://www.livain.com/blog/the-art-of-restraint-getting-things-done-as-a-fractional-exec-without-fixing-everything/) and through my broader case that [the expertise is the leverage, not the model](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/). Twenty years of operating teaches you which mistakes are cheap and which are quiet and expensive. A bulk find-and-replace that touches a safety guard is the quiet, expensive kind. You don't avoid it by being smarter than the tool in the moment. You avoid it by building the approval gate before you need it. Let the AI move fast. Just don't let it move the load-bearing walls without reading the plan first. ### Sources & further reading **External** [StackAI — Human-in-the-loop AI agents: designing approval workflows](https://www.stackai.com/insights/human-in-the-loop-ai-agents-how-to-design-approval-workflows-for-safe-and-scalable-automation?ref=livain.com) · [Galileo — Building human-in-the-loop oversight for AI agents](https://galileo.ai/blog/human-in-the-loop-agent-oversight?ref=livain.com) **Related posts** [I let AI clear two years of receipts. The leverage wasn't speed.](https://www.livain.com/blog/i-let-ai-clear-two-years-of-receipts/) · [Beyond the junk drawer: mastering knowledge with progressive disclosure and AI](https://www.livain.com/blog/beyond-the-junk-drawer-mastering-knowledge-with-progressive-disclosure-and-ai/) · [The art of restraint: getting things done without fixing everything](https://www.livain.com/blog/the-art-of-restraint-getting-things-done-as-a-fractional-exec-without-fixing-everything/) · [The Death of Generic AI: why deep domain expertise is the only real leverage left](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) *Field notes like this are the day-to-day of my work as a fractional marketing executive — using tools like Claude Code to run real marketing operations. If you want that inside your company,* [*here is how we can work together*](https://www.livain.com/welcome/)*.* ### Yesterday's ad spend kept landing on today. Two bugs were wearing one costume. URL: https://www.livain.com/blog/yesterdays-spend-landing-on-today/ Last updated: 2026-08-31T12:33:21.000Z The dashboard I built for a multi-market e-commerce group had a small, nagging bug. Yesterday's ad spend kept showing up on today. Not wrong by much. Just wrong enough that the client's headquarters and my dashboard never quite agreed, and "never quite agreeing" is how a reporting tool loses trust. I'd have forgiven myself for filing it under rounding. I didn't, because a number that's reliably off by a day isn't a rounding error. It's a structural one. And when I went looking, I found two separate problems wearing the same costume. ### Everyone agrees on the day. They just don't agree on when it starts The reporting basis was never in dispute. Sales are booked on order date, in Central European time. That's how the client's finance team closes the books, so that's the truth the dashboard has to match. The trouble is that "a day" is a local idea, and most data sources don't think locally. They think in UTC. A storefront order placed at half past midnight in Berlin is still the previous day to a system that slices the timestamp in UTC, because in UTC it hasn't ticked over yet. Do that across a marketplace feed, four regional storefronts, and a couple of ad platforms — each with its own idea of where the day boundary sits — and the late-night orders scatter across two dates. This is one of the oldest traps in analytics, and the standard advice exists for a reason: [store everything in UTC and convert only at the edges, for presentation](https://www.tinybird.co/blog/database-timestamps-timezones?ref=livain.com). The bug is what happens when one source converts and another doesn't. Google's own analytics documentation spells out the same failure mode: [an event timestamped at 22:00 UTC lands on the next calendar day once you view it in a UTC+2 property](https://iihnordic.com/news/ga4-time-travel-bridging-utc-and-local-timezones/?ref=livain.com). Multiply that by every source that defines a day differently and you get a dashboard that's internally inconsistent without a single value being "wrong." So the fix there was unglamorous and exactly right: pick one timezone — the client's — and force every source to bucket its days into it. One source of truth for where midnight is. I've been here before, in a different costume, when I [merged four sales channels into one number and then had to prove it was right](https://www.livain.com/blog/four-sales-channels-into-one-number/). Reconciliation work is 10% maths and 90% making sure everyone's counting the same way. ### The worse bug was the number that wasn't real at all Here's the one that actually bothered me. The reason yesterday's cost looked too low *and* today showed a suspiciously large cost wasn't only the timezone slip. The pipeline had a "self-heal" feature. When a day was missing its spend figure, it filled the gap with a ten-day average so the chart never had a hole in it. That sounds helpful. It is the opposite of helpful. Because the current day always has no real figure yet — it hasn't happened — the self-heal was inventing an estimate for "today" and rendering it on the dashboard **as if it were booked, actual spend.** A made-up number, formatted identically to a real one, sitting in the same column. > A blank cell tells you the truth: we don't know yet. An estimate dressed as a fact tells you a lie in a confident font. This is the more dangerous failure, and it's a cousin of something I keep running into. I've written about [a number that was wrong in the most convincing way](https://www.livain.com/blog/the-ai-handed-me-a-number-wrong-in-the-most-convincing-way/), and about how [a dashboard can lie just by leaving things out](https://www.livain.com/blog/analytics-dashboard-lying-by-omission/). This was both at once: it filled a gap it should have left open, and it disguised the fill. The honest design is to either show the latest *complete* day, or to clearly flag a figure as estimated so no one builds a decision on it. Never let a gap-filler impersonate a measurement. ### How I actually pinned it down I didn't eyeball this. I ran a multi-agent audit — separate passes over each data source, then a synthesis, then a deliberately adversarial check whose only job was to try to break the conclusion. That last step earned its place: it flagged that one of the fixes I was confident about appeared to not exist in the code on disk. It was half right. The version on my local copy was stale; the live pipeline already had the behaviour. Both facts mattered, and only the adversarial pass surfaced the contradiction. That's the texture of this work that doesn't make it into the highlight reel. The win wasn't the audit running fast. It was knowing that "the dashboard is off by a bit" deserved a real investigation, knowing which sources lie about time and which don't, and recognising a fabricated estimate for what it was instead of trusting the chart. None of that is the tool. It's the same point I keep landing on — [the judgement is the leverage](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/), the automation just lets you apply it across six data sources before lunch. If your dashboard and your finance team are forever off by a little, don't reach for the rounding excuse. Find out where each source thinks the day starts. And check that none of your charts are quietly inventing the days that haven't happened yet. ### Sources & further reading **External** [Tinybird — Best practices for timestamps and time zones in databases](https://www.tinybird.co/blog/database-timestamps-timezones?ref=livain.com) · [IIH Nordic — GA4: bridging UTC and local timezones](https://iihnordic.com/news/ga4-time-travel-bridging-utc-and-local-timezones/?ref=livain.com) · [Webeyez — Reporting time zone, day boundaries and DST](https://webeyez.com/insights/guides/google-analytics-reporting-time-zone-guide?ref=livain.com) **Related posts** [I merged four sales channels into one number. Then I proved it was right.](https://www.livain.com/blog/four-sales-channels-into-one-number/) · [Your analytics dashboard is lying to you by leaving things out](https://www.livain.com/blog/analytics-dashboard-lying-by-omission/) · [The AI handed me a number that was wrong in the most convincing way](https://www.livain.com/blog/the-ai-handed-me-a-number-wrong-in-the-most-convincing-way/) ### Fake testimonials are a liability now. I deleted mine and the rating went down. URL: https://www.livain.com/blog/fake-testimonials-are-a-liability/ Last updated: 2026-08-31T12:33:24.000Z One of the consumer brands I look after had three glowing customer testimonials on its product page. A woman in her city, a man giving his age, a couple with a warm little story. They were well written, on-message, and completely invented. Nobody set out to deceive anyone. They were placeholder copy that quietly became permanent, the way placeholder copy does. But invented testimonials on a live commercial page aren't a harmless rough edge anymore. They're a legal exposure and, less obviously, a conversion problem. So I pulled them. ### Made-up reviews stopped being a grey area In August 2024 the US Federal Trade Commission finalised a rule that bans fake reviews and testimonials outright, including AI-generated ones and any testimonial from an insider that hides the relationship. It carries civil penalties of up to roughly $51,000 *per violation*, and a violation can be counted per day. You can read the FTC's own [announcement of the final rule](https://www.ftc.gov/news-events/news/press-releases/2024/08/federal-trade-commission-announces-final-rule-banning-fake-reviews-testimonials?ref=livain.com) if you want the full scope. Europe has had comparable consumer-protection teeth for years. This is the part a lot of brands haven't internalised: the friendly fictional customer on your homepage isn't marketing flair. It's the exact thing a regulator now writes fines about. The risk isn't theoretical and it isn't small. But the legal angle isn't even the most interesting reason to take them down. ### The real reviews were better, and the rating was too high The product has hundreds of genuine reviews on a major marketplace. Real names, verified purchases, the actual language customers use, which is always messier and more specific than the copywriter version. I went and read them, pulled a handful of authentic ones in the right country and language, and swapped them in for the fakes. Then I found the more revealing problem. The site was displaying a near-perfect star rating and a review count, both nudged up from what the marketplace actually showed. So I did something that feels backwards: I *lowered* the rating on the site to match reality, and trimmed the count down to the honest figure. Lowering your own star rating sounds like marketing self-harm. It isn't. The research is surprisingly clear that the flawless score is the weak one. > A perfect five-star average doesn't read as "excellent." It reads as "fake," and a lot of shoppers skip right past it. Northwestern's Spiegel Research Center, working with PowerReviews, found that [purchase likelihood actually peaks somewhere around 4.2 to 4.5 stars and falls off as you approach 5.0](https://spiegel.medill.northwestern.edu/how-online-reviews-influence-sales/?ref=livain.com). Buyers read the near-perfect number as too good to be true. The same studies show most shoppers actively seek out the negative reviews, because a believable mix is what tells them a real human bought the thing. A slightly lower, honest rating converts *better* than an inflated one. I wasn't sacrificing performance for ethics. The honest number was the higher-performing number. ### Where there were no real reviews, I said so The brand sells into several countries, and a few of the newer markets simply don't have native-language reviews yet. The lazy move is to translate the fakes and move on. I'd just spent the morning deleting fakes, so that was off the table. Instead, those pages now carry an honest placeholder: a plain line saying real customer reviews will be added from the marketplace as they come in, and no star rating at all until there's a real one to show. An empty-but-honest slot beats a full-but-fictional one. This is the same instinct I keep coming back to in [selling with the proof you actually have](https://www.livain.com/blog/no-traffic-numbers-sell-the-risk-away-instead/) rather than the proof you wish you had. ### Why a 20-year operator deletes the thing that "works" This is where judgement earns its keep, and where I think the experience gap shows up most. A tool, or someone newer to this, optimises for the metric in front of them: rating high, testimonials present, page looks persuasive, ship it. Every one of those signals points the wrong way once you understand how trust and regulation actually work. I've written before about how [these systems will confidently generate plausible, polished, wrong things](https://www.livain.com/blog/the-ai-kept-inventing-football-crests/) if you let them, and an invented testimonial is exactly that — plausible, polished, and a liability. The leverage isn't the AI that can rewrite a hundred product pages in an afternoon. It's knowing which direction to point it. I used automation to find the real reviews, parse the page, swap the strings surgically and verify the result live. But the decision to lower my own rating, to leave a slot honestly empty, to treat a "converting" element as a problem — that came from twenty years of watching what actually builds trust. It's the same argument I keep making about [domain expertise being the real leverage](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/): the model gives you speed, your judgement decides whether speed is taking you somewhere good. Reviews are now table stakes — BrightLocal's surveys put the share of consumers who read them before buying in the [low nineties percent](https://www.brightlocal.com/research/local-consumer-review-survey/?ref=livain.com), and a growing chunk won't touch a business under 4.5 stars. Which means the pressure to inflate has never been higher, and the penalty for getting caught has never been steeper. The honest version is also the better-converting version. You rarely get to make that trade so cleanly. Take the fake reviews down. The real ones are doing more for you than you think. ### Sources & further reading **External** [FTC — Final Rule Banning Fake Reviews and Testimonials (Aug 2024)](https://www.ftc.gov/news-events/news/press-releases/2024/08/federal-trade-commission-announces-final-rule-banning-fake-reviews-testimonials?ref=livain.com) · [Spiegel Research Center (Northwestern) — How Online Reviews Influence Sales](https://spiegel.medill.northwestern.edu/how-online-reviews-influence-sales/?ref=livain.com) · [BrightLocal — Local Consumer Review Survey](https://www.brightlocal.com/research/local-consumer-review-survey/?ref=livain.com) **Related posts** [The AI kept inventing football crests. The fix was a sentence.](https://www.livain.com/blog/the-ai-kept-inventing-football-crests/) · [No traffic numbers to show? Sell the risk away instead.](https://www.livain.com/blog/no-traffic-numbers-sell-the-risk-away-instead/) · [The Death of Generic AI: why deep domain expertise is the only real leverage left](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) ### I designed an app in Claude before building it. Claude Code shipped it in a day. URL: https://www.livain.com/blog/i-designed-an-app-in-claude-before-building-it/ Last updated: 2026-09-11T12:37:07.000Z This week I did something I'd never done before: I designed an app before I built a line of it. Not in Figma, not on a whiteboard — in [Claude Design](https://support.claude.com/en/articles/14604416-get-started-with-claude-design?ref=livain.com), Anthropic's prompt-to-prototype tool, where you describe what you want and it renders a real, interactive interface on a canvas. Then I handed that off to Claude Code and let it build the actual thing. The whole app was live in under a day. I went in genuinely unsure how close this would feel to working in a tool like Lovable. The answer turned out to be: closer than I expected, with one honest caveat. ### What I actually built The thing I wanted has been on my wish list for years, and no single reporting tool has ever given it to me cleanly. For a client I look after, I built a cross-channel reporting app that pulls together the pieces that normally live in five different back ends: marketplace sales, web analytics, and ad spend from across the major ad platforms and a couple of regional sales channels, all merged into one order report that refreshes itself through scheduled routines. The view I really wanted was simple to describe and annoyingly hard to get anywhere else: yesterday's sales across every channel, with all the costs pulled in alongside, and return on ad spend broken down by country and product category. On top of that, the part I love most — lead-generation funnels and customer acquisition cost tracked against what a customer is actually worth over their lifetime. That lifetime-value-against-acquisition-cost picture is the number that tells you whether you're really making money, and it's almost never sitting in one dashboard. So I built it into a single standalone app. Something I can open every morning to track client work, and clean enough to share with clients and partners so they get a real overview instead of a screenshot. > Lovable still wins on polish and logic. But I can design it in Claude, have Claude Code build it, and host it myself — no token meter, no walled garden. ### Design-first changed how the build went Here's what surprised me about doing the design first. By the time I handed anything to Claude Code, the hard decisions were already made and visible. Layout, hierarchy, what goes on the daily overview versus what's a click away — I'd seen it rendered and reacted to it, instead of discovering it halfway through a build. Anthropic is explicit that [Claude Design is meant to export into Claude Code](https://www.mindstudio.ai/blog/claude-design-vs-claude-code-ui-prototypes?ref=livain.com), and that handoff is the whole point: the design tool gives you fast visual iteration, the coding agent gives you a real repo, real data connections, and tests. It's the same lesson I keep relearning with these tools — the quality of what comes out depends on the context and examples you put in. Reviewers describe Claude Design as [a genuinely new way to brainstorm visually with AI](https://www.builder.io/blog/claude-design?ref=livain.com), and that matched my experience: feed it clear references and a precise description of the job, and it gives you something you'd actually ship. Feed it mush, and you get mush. The leverage is in the brief, which is exactly the argument I made about [domain expertise being the real edge](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/). ### Where this leaves Lovable for me I'm not abandoning Lovable. It's still more polished out of the box, and its logic and styling defaults are further along — I've [built real multilingual setups in it](https://www.livain.com/blog/beyond-the-remix-a-multilingual-setup-for-lovable-that-actually-scales/) and it earned its keep. But the calculus is shifting. With the Claude Design plus Claude Code route, I can build tools that look great and host them myself, without buying tokens inside someone else's system or living within their hosting. For a builder who already has the context and the judgement, that independence is worth a lot. This app is also the companion to the discipline I wrote about separately this week — once you've merged [four sales channels into one number](https://www.livain.com/blog/four-sales-channels-into-one-number/), the next job is proving the number is right. The build is the easy half; the trustworthy data underneath is the real work, and a dashboard that [leaves things out](https://www.livain.com/blog/analytics-dashboard-lying-by-omission/) is worse than no dashboard. Designing it beautifully just means more people will actually look at it — which raises the stakes on it being correct. A year ago this would have been a multi-week project with a designer, a developer, and a hosting headache. This week it was an afternoon of design, an afternoon of build, and it's live and kicking. I'll be reaching for this combination a lot more. ### Sources & further reading **External** — Claude Help Center, [Get started with Claude Design](https://support.claude.com/en/articles/14604416-get-started-with-claude-design?ref=livain.com); Builder.io, [Claude Design review: an innovative way to brainstorm with AI](https://www.builder.io/blog/claude-design?ref=livain.com); MindStudio, [Claude Design vs Claude Code: which should you use for UI and prototypes?](https://www.mindstudio.ai/blog/claude-design-vs-claude-code-ui-prototypes?ref=livain.com) **Related posts** — [I merged four sales channels into one number. Then I proved it was right.](https://www.livain.com/blog/four-sales-channels-into-one-number/); [Beyond the remix: a multilingual setup for Lovable that actually scales](https://www.livain.com/blog/beyond-the-remix-a-multilingual-setup-for-lovable-that-actually-scales/); [The "vibe coding" breakthrough](https://www.livain.com/blog/the-vibe-coding-breakthrough/); [Your analytics dashboard is lying by omission](https://www.livain.com/blog/analytics-dashboard-lying-by-omission/); [The death of generic AI](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/). *Field notes like this are the day-to-day of my work as a fractional marketing executive — using tools like Claude Code to run real marketing operations. If you want that inside your company,* [*here is how we can work together*](https://www.livain.com/welcome/)*.* ### I merged four sales channels into one number. Then I proved it was right. URL: https://www.livain.com/blog/four-sales-channels-into-one-number/ Last updated: 2026-08-31T12:33:29.000Z A multi-market e-commerce group I work with sells across a big marketplace, a handful of regional storefronts, and a couple of other channels. The leadership question was simple and the answer was annoyingly hard: what did we actually sell this week, across everything, in one number? Building the pipeline to pull it all together took an afternoon. Making sure the number was *true* took the rest of the day. That ratio is the entire point of this post. ### Pulling four channels into one figure The mechanical part went the way these things go. The web storefront's analytics already tracked its own sales. The regional shops exposed an order API. The big marketplace had a partner API that returned every order with no customer detail — exactly the minimal, no-personal-data scope you want for a revenue roll-up. The marketplace API is where the engineering judgment earned its keep. These APIs are rate-limited with a token-bucket system: you get a steady trickle of request capacity, and if you blow through your burst you start collecting throttling errors. Amazon's own [usage-plans documentation](https://developer-docs.amazon.com/sp-api/docs/usage-plans-and-rate-limits?ref=livain.com) spells this out, and their [optimization guidance](https://developer-docs.amazon.com/sp-api/docs/strategies-to-optimize-rate-limits-for-your-application-workloads?ref=livain.com) is essentially: don't hammer it. A naive daily job that re-pulls the entire order history every morning will get rate-limited into uselessness within a week. So the daily run only re-pulls the last few weeks and merges them into a stored history, with a full backfill reserved for an explicit, resumable command. It's the same prep-once-advance-daily discipline I keep applying everywhere lately: don't recompute what you already have. ### The number is worthless until it's reconciled Here's where most "we built a dashboard" stories quietly end and the real work begins. A figure that aggregates four sources is not trustworthy because it looks plausible. It's trustworthy because you've checked it against an independent source of truth and explained every gap. The group already kept an internal spreadsheet of weekly revenue. So I lined the dashboard up against it, week by week, and the totals came in at about 0.96 of the spreadsheet's figures. That ratio was the most useful thing I found all day — because it told me the two were on the *same VAT basis*. If the dashboard had been showing roughly 1.19 times the sheet, I'd have known one of them was tax-exclusive and the other tax-inclusive, and the whole comparison would have been apples to oranges. The closeness wasn't reassuring on its own; the *specific* closeness was the evidence. > A number you can't reconcile against something else isn't data. It's a rumour with decimal places. The remaining gap had named causes, not hand-waving: two channels weren't wired in yet, and the most recent marketplace orders hadn't shipped, so they hadn't landed in the sheet. Each difference had an explanation, which is the only state in which a leadership number is safe to present. And then the human-error classic. Someone flagged that "last week" looked wildly low — a few thousand against the high thirty-thousands on the sheet. The dashboard wasn't wrong. A leading digit had been dropped reading the figure off the screen, and the rightmost bar of any weekly chart is always a partial, still-accumulating week. Two innocent misreads stacked into a false alarm. Worth knowing before it becomes a meeting. ### Why I distrust a clean number on sight I've been burned enough to treat a tidy figure as a question, not an answer. AI tooling makes it trivial to produce a confident dashboard now — and that's exactly the danger, because it'll hand you [a number that's wrong in the most convincing way](https://www.livain.com/blog/the-ai-handed-me-a-number-wrong-in-the-most-convincing-way/) and the chart will look gorgeous. The discipline that separates a useful operator from an expensive one is reconciliation: the same instinct behind [the anti-hallucination audit](https://www.livain.com/blog/the-anti-hallucination-audit/), the same reason a dashboard can [lie by leaving things out](https://www.livain.com/blog/analytics-dashboard-lying-by-omission/). This is also why I think of reporting as plumbing for a system, not a deliverable in itself. A single weekly figure is the visible tip; underneath it sits channel logic, tax basis, refund treatment, and freshness windows that all have to agree. [Growth isn't a department — it's a system](https://www.livain.com/blog/growth-isnt-a-department-its-a-system/), and so is the number you use to steer it. The tool can build the dashboard. Knowing which question to ask the dashboard before you believe it — that's still the job, and it's the same [domain judgment](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) the tooling can't supply. If your reporting has never been reconciled against an independent source, you don't have a dashboard. You have a very persuasive screensaver. ### Sources & further reading **External** — Amazon SP-API docs, [Usage plans and rate limits](https://developer-docs.amazon.com/sp-api/docs/usage-plans-and-rate-limits?ref=livain.com); Amazon SP-API docs, [Strategies to optimize rate limits](https://developer-docs.amazon.com/sp-api/docs/strategies-to-optimize-rate-limits-for-your-application-workloads?ref=livain.com). **Related posts** — [The AI handed me a number that was wrong in the most convincing way](https://www.livain.com/blog/the-ai-handed-me-a-number-wrong-in-the-most-convincing-way/); [Your analytics dashboard is lying to you by leaving things out](https://www.livain.com/blog/analytics-dashboard-lying-by-omission/); [The anti-hallucination audit](https://www.livain.com/blog/the-anti-hallucination-audit/); [Growth isn't a department — it's a system](https://www.livain.com/blog/growth-isnt-a-department-its-a-system/); [The death of generic AI](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/). ### I taught my assistant to prep my week. The hard part was making it stop starting over. URL: https://www.livain.com/blog/i-taught-my-assistant-to-prep-my-week/ Last updated: 2026-09-11T12:37:08.000Z I have a routine that runs every morning. It reads my task list, checks my calendar, reconciles what's open against what's actually happened, and — this is the new part — looks ahead at what I've committed to over the next week and starts preparing for it. By the time I sit down, the blank page is already half-filled. That sounds like the kind of thing every productivity influencer promises. The reason I'm writing about it is that the obvious version of it is quietly broken, and the fix is the interesting bit. ### The trap: starting from scratch every single morning The naive design is simple. Each morning, find commitments due soon, and generate a prep document for each one. Run it daily. Done. Except a routine like that has no memory. On Monday it drafts a workshop agenda. On Tuesday it sees the same workshop still on the calendar and drafts the agenda again — a different one, because language models don't produce the same output twice. By Thursday you've got four contradictory drafts and a routine that's done four times the work to leave you more confused than if it had done nothing. It's busy, not useful. The fix is a concept borrowed straight from API design: [idempotency](https://docs.stripe.com/api/idempotent%5Frequests?ref=livain.com). An idempotent operation produces the same result no matter how many times you run it. Payment systems lean on this so a retried charge doesn't bill the customer twice; AWS frames it as [what makes retries safe](https://aws.amazon.com/builders-library/making-retries-safe-with-idempotent-APIs/?ref=livain.com). I wanted my morning routine to have the same property. Running it five times in a week should advance one good prep, not spawn five rival ones. > The breakthrough wasn't teaching the assistant to prepare. It was teaching it to remember that it already had. ### Prep once, advance daily So the routine now keeps a small state file for every commitment it's working on. The first time it sees a meeting, it produces the actual draft deliverable — the agenda, the decision points, the first-pass document. Every morning after that, it doesn't regenerate. It reads the existing draft and advances it: a new fact from an email, a refined section, a flagged open question. The work accumulates instead of resetting. I also capped it at a few new preps per run, so a busy week doesn't trigger a deluge, and pushed the heavy document generation out to separate workers so the morning pass stays quick. The architecture choice that made all of this clean was resisting the urge to cram it into one giant task. A small routine that the daily review triggers is easier to test, easier to run on demand, and easier to reason about — the same [restraint](https://www.livain.com/blog/the-art-of-restraint-getting-things-done-as-a-fractional-exec-without-fixing-everything/) I try to bring to client work, applied to my own plumbing. ### The line it must never cross Here's the rule I care most about: it prepares, it never sends. Every draft it produces is stamped *review needed*. It will write the workshop pack, propose the SOP, draft the follow-up — and then stop and wait for me. No email leaves, no decision is finalized, nothing is shared on my behalf. This isn't timidity. It's the [human-in-the-loop](https://workos.com/blog/why-ai-still-needs-you-exploring-human-in-the-loop-systems?ref=livain.com) principle done deliberately: the agent runs many steps autonomously, then pauses at exactly the points where judgment and accountability live. The first real thing it caught was a client field-sales workshop that had no task attached to it anywhere — it lived only on my calendar. The routine noticed the gap, created the task, and drafted a full prep pack. Eighty percent of the thinking was done before I'd had coffee. The remaining twenty — the decisions only I should make — it left for me, clearly marked. That ratio is the whole game. I've written before about how the leverage from AI [isn't really speed](https://www.livain.com/blog/i-let-ai-clear-two-years-of-receipts/), and this is the same lesson in a different costume. The value isn't that a machine writes my agenda. It's that the boring, repeatable 80% gets done reliably, every day, without me — so my attention lands only where it actually adds something. That's also why the [skill-versus-agent distinction](https://www.livain.com/blog/claude-skills-vs-claude-agents-the-difference-that-actually-matters/) matters in practice, and why a reliable scheduled routine beats a clever one-off, the same way [a fix that runs every session](https://www.livain.com/blog/claude-cowork-keeps-hanging-heres-the-fix-that-runs-every-session/) beats a fix you have to remember to run. Most people aiming AI at their workflow ask it to do more. The better question is how to make it stop doing the same thing over and over. ### Sources & further reading **External** — Stripe API Reference, [Idempotent requests](https://docs.stripe.com/api/idempotent%5Frequests?ref=livain.com); Amazon Builders' Library, [Making retries safe with idempotent APIs](https://aws.amazon.com/builders-library/making-retries-safe-with-idempotent-APIs/?ref=livain.com); WorkOS, [Why AI still needs you: human-in-the-loop systems](https://workos.com/blog/why-ai-still-needs-you-exploring-human-in-the-loop-systems?ref=livain.com). **Related posts** — [I let AI clear two years of receipts. The leverage wasn't speed.](https://www.livain.com/blog/i-let-ai-clear-two-years-of-receipts/); [The art of restraint](https://www.livain.com/blog/the-art-of-restraint-getting-things-done-as-a-fractional-exec-without-fixing-everything/); [Claude Skills vs Claude Agents](https://www.livain.com/blog/claude-skills-vs-claude-agents-the-difference-that-actually-matters/); [Claude Cowork keeps hanging? Here's the fix that runs every session.](https://www.livain.com/blog/claude-cowork-keeps-hanging-heres-the-fix-that-runs-every-session/) *Field notes like this are the day-to-day of my work as a fractional marketing executive — using tools like Claude Code to run real marketing operations. If you want that inside your company,* [*here is how we can work together*](https://www.livain.com/welcome/)*.* ### Your SEO plugin is shipping broken schema. I fixed what mine emitted. URL: https://www.livain.com/blog/your-seo-plugin-is-shipping-broken-schema/ Last updated: 2026-08-31T12:33:35.000Z I'm building a Swiss directory site, and last week I spent an afternoon doing something that sounds deeply unsexy: cleaning up the structured data my own plugins were emitting. It turned out to be one of the higher-leverage SEO sessions I've had in a while, precisely because almost nobody bothers to check it. Here's the thing most people miss. If you run a content site on WordPress with an SEO plugin and a directory plugin, you are already publishing structured data. JSON-LD is being injected into every page whether you've looked at it or not. The question isn't whether you have schema. It's whether the schema you're shipping is accurate — and out of the box, it usually isn't. ### What the plugins were actually emitting When I inspected the rendered output, the directory plugin was dutifully producing a LocalBusiness block for every listing. Good. Except it was padding that block with empty `review`, empty `image`, and empty `sameAs` properties — placeholders with nothing in them. The region was a free-text string instead of an ISO code. The description was the raw page body, markdown headings and FAQ markup and all, rather than a clean lead paragraph. Google's [general structured data guidelines](https://developers.google.com/search/docs/appearance/structured-data/sd-policies?ref=livain.com) are clear that markup should describe real, user-visible content accurately. Empty and malformed properties aren't neutral. At best they're ignored; at worst they erode trust in the whole block. So I wrote hooks into the child theme to intercept what the plugins generate and fix it before it reaches the page: drop the empty properties, convert the region to its ISO code, and feed a clean description instead of the marked-up body. > You don't have schema because you installed a plugin. You have schema when you've actually read what it emits. ### The list pages were lying about what they were The bigger problem was a level up. The category and location pages — the ones listing many businesses — were being labelled as `Article` or `WebPage`. They are neither. They're collections. So I switched them to `CollectionPage` and added an `ItemList` reflecting the actual ranked order of the listings on the page. This matters because it tells a search engine the truth about the page's job. A list page that announces itself as an article is sending a confused signal. A list page that declares itself a collection with an ordered item list is sending a precise one. Google explicitly [supports multiple schema types on a single page](https://www.searchenginejournal.com/google-on-using-multiple-types-of-schema-markup-on-same-page/412457/?ref=livain.com) as long as each one genuinely describes content that's there — so a location page can legitimately carry a breadcrumb, a collection type, and an item list at once. I also rebuilt the breadcrumb trail to be geographic and properly nested: country, then region, then town, then business — with the town only linked when a page for it actually exists. Google's [guidance on nesting and multiple items](https://developers.google.com/search/docs/appearance/structured-data/intro-structured-data?ref=livain.com) rewards markup that mirrors the real site hierarchy. And I wired in a reciprocal link from each business profile back up to its town page, so the internal link mesh and the structured data tell the same story. ### Why this is the kind of work AI makes worth doing This is fiddly, surgical work — diffing live output against local source, validating each block, deploying a single file at a time so I don't smear the whole theme. Five years ago I'd have either skipped it or paid someone a day's rate to do half of it. With AI handling the mechanical parts — reading the plugin's emitted JSON, generating the hook code, checking validity — I could do all of it in an afternoon and actually verify every page afterward. But the AI didn't know that a list page shouldn't be an Article, or that an empty `sameAs` is worse than no `sameAs`. That judgment is the same edge I keep coming back to: [deep domain expertise is the leverage](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/), and the tooling just removes the friction. It's the technical-SEO cousin of how [a platform finally fixing its rendering](https://www.livain.com/blog/lovable-just-fixed-its-biggest-seo-problem/) can unlock indexing overnight, and it sits right alongside the argument that [pain points, not keywords, will decide your SEO future](https://www.livain.com/blog/why-pain-points-not-keywords-will-decide-your-seo-future/) — both are about giving machines an honest, structured account of what your page is for. Go view-source on your own most important page and search for `application/ld+json`. Read what's in there. I'd bet you find at least one empty property your plugin has been quietly broadcasting to Google for months. ### Sources & further reading **External** — Google Search Central, [General structured data guidelines](https://developers.google.com/search/docs/appearance/structured-data/sd-policies?ref=livain.com); Google Search Central, [Intro to how structured data works](https://developers.google.com/search/docs/appearance/structured-data/intro-structured-data?ref=livain.com) (nesting and multiple items); Search Engine Journal, [Google on using multiple types of schema on the same page](https://www.searchenginejournal.com/google-on-using-multiple-types-of-schema-markup-on-same-page/412457/?ref=livain.com). **Related posts** — [The death of generic AI](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/); [Lovable just fixed its biggest SEO problem](https://www.livain.com/blog/lovable-just-fixed-its-biggest-seo-problem/); [Why pain points, not keywords, will decide your SEO future](https://www.livain.com/blog/why-pain-points-not-keywords-will-decide-your-seo-future/). ### Fable 5 had us dazzled. But Opus 4.8 is quietly doing my work. URL: https://www.livain.com/blog/opus-4-8-quietly-doing-the-work/ Last updated: 2026-09-11T12:37:09.000Z For a few weeks there, everyone in my corner of the internet was dazzled by Fable 5\. Fair enough — it does things that make you sit up. But I've spent this past week doing real client work on Opus 4.8, and I want to make an unfashionable case: the quiet model is the one quietly doing my work, and the output is genuinely, surprisingly good. Not "good for an AI." Good. The kind of output where I read it back and think, yes, that's the argument I would have made, structured the way I'd have structured it. ### The honest difference: more loops, a little more patience I don't want to oversell it, because there is a real difference and pretending otherwise helps nobody. With Opus 4.8 I do more loops. It takes a few more turns to keep it pointed in the right direction, and a complex task takes a little longer end to end. You feel the steering more than you do with the model everyone's been gushing about. But here's the thing I keep noticing: those extra loops aren't the model being weak. They're the model checking in. And on work that actually matters — a client report, a strategy doc, a piece of analysis someone will make a decision on — I'd rather have the thing that asks for direction twice than the one that confidently sprints off in the wrong direction once. Anthropic's own writing on [harnesses for long-running agents](https://www.anthropic.com/engineering/effective-harnesses-for-long-running-agents?ref=livain.com) is basically about exactly this: keeping a capable model on track over many steps is its own discipline, separate from raw capability. > The model is the engine. The context is the road. Give Opus a clear road and it drives beautifully — it just asks for directions a little more often. ### Output quality is mostly about what you feed it The part that surprised me least, because I've been banging this drum for a while, is how much the quality tracks the context I provide. When I hand Opus 4.8 a vague prompt, I get a competent, generic answer. When I hand it the right background, the real constraints, a couple of concrete examples of what good looks like — it produces work I'm proud to put my name near. That's not a vibe. It's the thing Anthropic calls [context engineering](https://www.anthropic.com/engineering/effective-context-engineering-for-ai-agents?ref=livain.com) — the discipline of curating exactly the right tokens in the window, kept "informative, yet tight." Practitioners building production agents land in the same place: the [quality of what an agent produces](https://machinelearningmastery.com/effective-context-engineering-for-ai-agents-a-developers-guide/?ref=livain.com) has less to do with the model and more to do with what's in its context when it generates. The model is a ceiling. The context is how close you get to it. ### Why my Brain system is the unfair advantage This is exactly where my setup pays off. I've written before about my [Brain system](https://www.livain.com/blog/beyond-the-junk-drawer-mastering-knowledge-with-progressive-disclosure-and-ai/) — the structured, progressively-disclosed knowledge base where every client, project, decision, and bit of terminology lives in a way an AI can actually navigate. It started life as a way for me to stop losing things. What it's quietly become is a context engine. When I sit down with Opus 4.8, I'm not starting from a blank prompt and hoping. The relevant client summary, the prior decisions, the voice rules, the things that went wrong last time — they're all there, retrievable, in the right shape. So the extra loops Opus wants are short, because it isn't fishing for context I never gave it. The Brain feeds the road; Opus drives it. This is also why I keep distinguishing between a clever [skill and a capable agent](https://www.livain.com/blog/claude-skills-vs-claude-agents-the-difference-that-actually-matters/) — the capability is shared, the leverage is in the scaffolding around it. And it compounds. The same principle that makes a [routine reliable](https://www.livain.com/blog/claude-cowork-keeps-hanging-heres-the-fix-that-runs-every-session/) makes the model reliable: give it a clean, current, well-structured account of the situation and the work that comes back is sharp. Withhold it, and you're back to generic. ### The real takeaway People keep asking which model is "best," as if that settles anything. After this week my honest answer is that the gap between the dazzling model and the workhorse is smaller than the gap between a well-fed prompt and a lazy one. Opus 4.8 with good context beats almost anything with bad context. The leverage was never the model — it's the same lesson as [the receipts](https://www.livain.com/blog/i-let-ai-clear-two-years-of-receipts/): the win [isn't speed, and it isn't the tool](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/). It's the judgement and the context you bring. Fable 5 will keep getting the headlines. Opus 4.8 will keep getting my actual work done. I can live with that trade. ### Sources & further reading **External** — Anthropic Engineering, [Effective context engineering for AI agents](https://www.anthropic.com/engineering/effective-context-engineering-for-ai-agents?ref=livain.com); Anthropic Engineering, [Effective harnesses for long-running agents](https://www.anthropic.com/engineering/effective-harnesses-for-long-running-agents?ref=livain.com); Machine Learning Mastery, [Effective context engineering for AI agents: a developer's guide](https://machinelearningmastery.com/effective-context-engineering-for-ai-agents-a-developers-guide/?ref=livain.com). **Related posts** — [Beyond the junk drawer: mastering knowledge with progressive disclosure and AI](https://www.livain.com/blog/beyond-the-junk-drawer-mastering-knowledge-with-progressive-disclosure-and-ai/); [Claude Skills vs Claude Agents](https://www.livain.com/blog/claude-skills-vs-claude-agents-the-difference-that-actually-matters/); [Claude Cowork keeps hanging? Here's the fix that runs every session.](https://www.livain.com/blog/claude-cowork-keeps-hanging-heres-the-fix-that-runs-every-session/); [I let AI clear two years of receipts. The leverage wasn't speed.](https://www.livain.com/blog/i-let-ai-clear-two-years-of-receipts/); [The death of generic AI](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/). *Field notes like this are the day-to-day of my work as a fractional marketing executive — using tools like Claude Code to run real marketing operations. If you want that inside your company,* [*here is how we can work together*](https://www.livain.com/welcome/)*.* ### Ultracode isn't a bigger thinking dial. It's Claude deciding how to split the work. URL: https://www.livain.com/blog/ultracode-vs-effort-high-claude-code/ Last updated: 2026-09-11T12:37:11.000Z I had this one wrong for a couple of weeks. I assumed **ultracode** was just `/effort high` with the dial cranked up another notch — same behaviour, more thinking, bigger bill. It isn't. They're not two points on the same scale. One changes how hard Claude thinks; the other changes what Claude actually *does*. Once that clicked, it changed how I run my week. ### What /effort high actually is `/effort high` is a reasoning-effort level, and that's all it is — a "how hard should I think before I answer" dial. It's the sensible default for difficult work: complex reasoning, a nasty bug, an architecture question where quality matters more than speed or token cost. Claude reasons more deeply on each message, but it still works in a single loop. It reads, it thinks, it answers. No second agent shows up to check the first one's homework. For a lot of what I do, that's exactly right. Most days don't need more than a model that thinks carefully and stays in its lane. ### What ultracode is — and why it's different in kind Ultracode isn't a deeper rung on the effort ladder. It's a Claude Code *setting* that does two jobs at once: it runs the model at **xhigh** reasoning effort, and — the part that matters — it switches on automatic workflow orchestration. With it on, Claude looks at a substantial task and plans a workflow for it on its own, instead of waiting for me to ask. A single request can become several workflows in a row: one to understand the code, one to make the change, one to verify it, each handled by its own subagent. That second job is the whole point. `/effort high` makes Claude think harder about a problem. Ultracode lets Claude decide a problem is big enough to *split up* — and then split it. It's the difference between a sharper single operator and a small team that self-organises around the work. > High changes how hard Claude thinks. Ultracode changes what Claude does. Those are not the same lever. Here's the side-by-side I keep in my head: | | /effort high | ultracode | | --------------- | -------------------------- | ------------------------------------- | | Reasoning | high | xhigh (one step up) | | Extra agents | none — single loop | auto-orchestrated subagent workflows | | What it changes | how hard Claude thinks | how hard it thinks *and* what it does | | Cost & latency | contained | more tokens, slower on every task | | Scope | sticks until you change it | session only; resets next session | | Best for | hard single-threaded work | big, multi-stage jobs you'll let run | ### Where this shows up in real work I run several workstreams in parallel — a few client builds, my own directory and marketplace projects, the admin that keeps a one-person firm legal. The thing that used to cost me was context-switching inside a single task: a big job would stall halfway because one overloaded window was trying to hold the whole thing at once. With ultracode, the work gets spread across agents — one understands, one changes, one verifies — and no single thread has to carry all of it. I've watched it work through a multi-part task while I was off doing something else entirely, and come back to something that had actually been checked, not just produced. The honest caveat: it is not free, and it is not always better. Higher effort plus orchestration means more tokens and more time on *every* task in the session. Pointing it at a variable rename or a one-line fix is just lighting money on fire slowly. The skill isn't turning it on — it's knowing which jobs earn it. That judgement is the same muscle I wrote about in [Claude Skills vs Claude Agents: the difference that actually matters](https://www.livain.com/blog/claude-skills-vs-claude-agents-the-difference-that-actually-matters/), and it's the same reason I could [stand up a full subscription business without opening the Stripe dashboard](https://www.livain.com/blog/subscription-business-without-opening-the-stripe-dashboard/) — the tool does the work, but someone still has to decide what the work is. ### One thing that surprised me You don't need an exotic model to get this. Ultracode and xhigh both run on Opus 4.8, which is what most people actually have in front of them. The "which model" question — Opus versus the pricier Mythos-tier stuff — is a genuinely separate axis from "which effort mode," and I'll take that one apart in its own post. For now: the orchestration win is sitting right there in the model you're already using. ### How I actually choose My rule of thumb is boring on purpose. `/effort high` for hard work that lives in one head — tricky debugging, an architecture call, a piece of analysis I want done thoroughly but in one pass. Ultracode for big, multi-stage jobs I'm willing to let run in the background — a large refactor, a migration, anything where parallel agents and an independent verification step earn back the cost. When the session's done, I drop back to `/effort high` so the routine stuff doesn't quietly cost triple. The trap is treating it as a bigger hammer. It isn't a bigger hammer. It's a different tool that happens to live one click further down the same menu. ### Sources & further reading **External** · Anthropic — [Orchestrate subagents at scale with dynamic workflows](https://code.claude.com/docs/en/workflows?ref=livain.com) (the official description of ultracode) · Anthropic — [Effort levels](https://platform.claude.com/docs/en/build-with-claude/effort?ref=livain.com) (high, xhigh, max, and why ultracode isn't an API effort level) **Related posts** · [Claude Skills vs Claude Agents: the difference that actually matters](https://www.livain.com/blog/claude-skills-vs-claude-agents-the-difference-that-actually-matters/) · [I set up a full subscription business without opening the Stripe dashboard](https://www.livain.com/blog/subscription-business-without-opening-the-stripe-dashboard/) · [Claude Cowork keeps hanging? Here's the fix that runs every session](https://www.livain.com/blog/claude-cowork-keeps-hanging-heres-the-fix-that-runs-every-session/) *Field notes like this are the day-to-day of my work as a fractional marketing executive — using tools like Claude Code to run real marketing operations. If you want that inside your company,* [*here is how we can work together*](https://www.livain.com/welcome/)*.* ### The database I could see wasn't the database that mattered URL: https://www.livain.com/blog/the-database-i-could-see-wasnt-the-database-that-mattered/ Last updated: 2026-08-31T12:33:42.000Z A side project of mine — a review-content app built on Lovable with a Supabase backend — had a data bug: most products showed only summary cards where full in-depth reviews should be. Routine diagnosis, or so it looked. I pointed my AI tooling at the database. The connector listed a Supabase project with the right name, the right tables, the right schema, plausible rows. Everything about it said "this is production." The diagnosis was forming, the fix was a few UPDATE statements away. One habit saved the afternoon: before letting anything write, prove which datastore the running product actually reads. ### The database I could see wasn't the database that mattered The live app's JavaScript bundle has its Supabase credentials baked in — that's how these frontend-first stacks work. So I pulled the project ID out of the deployed bundle and compared it against what my tooling could see. They didn't match. The project visible to my AI tools was a stale duplicate — same name, same schema, different product IDs, different data. Production was a different project entirely, one my tooling had no access to at all. Every "fix" I was about to apply would have executed cleanly, returned success, and changed absolutely nothing on the live site. That's the worst category of failure: not the error, but the false success. I'd have closed the ticket, the bug would have remained, and I'd have trusted the broken state *more* afterwards, because hadn't I just fixed it? > The most dangerous fix is the one that succeeds in the wrong place. ### How a duplicate like this comes to exist Nobody creates a decoy database on purpose. It accretes: an early sync, a migration experiment, a tool that cloned the project during setup, and a year later there are two same-shaped databases and only the deployment knows which one is real. This is the oldest lesson in systems work — [the twelve-factor app's dev/prod parity principle](https://12factor.net/dev-prod-parity?ref=livain.com) exists precisely because environments that drift apart produce code that "works" everywhere except reality. The modern wrinkle is that [environment drift](https://oneuptime.com/blog/post/2026-01-30-environment-parity/view?ref=livain.com) now bites a new audience: AI agents, which will confidently operate on whatever environment they can see. And that's the structural point. The AI did nothing wrong. It was handed a connection, the connection contained a plausible database, and it reasoned correctly about the data in front of it. The wrongness lived one level up, in the unverified assumption that visible equals production. No amount of model intelligence fixes a mis-wired context. ### The verification tax is the job now This is the third entry in what's becoming a series. [The revenue number that was convincingly wrong](https://www.livain.com/blog/the-ai-handed-me-a-number-wrong-in-the-most-convincing-way/) taught me to verify the data. [The reply that was message 28](https://www.livain.com/blog/the-ai-said-nobody-replied-the-reply-was-message-28/) taught me to verify the fetch. This one adds the deepest layer: verify the target. Data, retrieval, destination — three different places for confident tooling to be silently wrong, and the failure always wears the same face: clean output, no error, full plausibility. The working rule I've taken from it: an AI may diagnose from any database it can see, but it may not write until the target is proven — by reading the config of the running system itself, not the connection list of the tooling. The bundle, the environment variable, the deploy manifest. Ground truth lives where the product runs, a discipline I first wrote about in [the anti-hallucination audit](https://www.livain.com/blog/the-anti-hallucination-audit/). The actual bug, for the record, was found once I was looking at the real database: the content pipeline never ran its final step for newly imported products — and the orphaned duplicate project is getting deleted, so this particular trap can't reset itself. Trust the model's reasoning. Audit its wiring. ### Sources & further reading **External** [The Twelve-Factor App — Dev/prod parity](https://12factor.net/dev-prod-parity?ref=livain.com) · [OneUptime — How to implement environment parity](https://oneuptime.com/blog/post/2026-01-30-environment-parity/view?ref=livain.com) **Related posts** [The AI handed me a number that was wrong in the most convincing way](https://www.livain.com/blog/the-ai-handed-me-a-number-wrong-in-the-most-convincing-way/) · [The AI said nobody replied. The reply was message 28.](https://www.livain.com/blog/the-ai-said-nobody-replied-the-reply-was-message-28/) · [The anti-hallucination audit](https://www.livain.com/blog/the-anti-hallucination-audit/) · [Lovable just fixed its biggest SEO problem](https://www.livain.com/blog/lovable-just-fixed-its-biggest-seo-problem/) ### No traffic numbers to show? Sell the risk away instead. URL: https://www.livain.com/blog/no-traffic-numbers-sell-the-risk-away-instead/ Last updated: 2026-08-31T12:33:45.000Z Every pricing-page playbook starts the same way: show traffic numbers, show testimonials, show logos. Social proof, then the offer. I'm building a niche directory in Switzerland, and the page that sells premium listings to businesses has none of that available. The site is young; the honest traffic numbers wouldn't impress anyone, and publishing flattering-but-thin stats is the kind of move that costs you trust for a decade in a small market. So the constraint for the redesign was hard: the page must work with zero numbers on it. That constraint turned out to be clarifying. Here's what's left when you strip social proof away. ### Anchor against the incumbent, not against yourself The strongest argument on the page was one we'd never written down: the incumbent lead platform in this market charges several times our price — and sells each lead to multiple competing firms at once. Our leads are exclusive to one business. That comparison does the work that traffic stats normally do. It reframes the price from "is this worth it?" to "compared to what?" — classic anchoring, and it costs nothing but the sentence. One deliberate rule came with it: name the alternative, never link it. You're allowed to set the reference point; you're not obliged to send traffic to it. ### Sell the risk reversal you already built The research on guarantees is consistent: removing perceived risk lifts conversion, and [the economics work for the seller](https://theconversation.com/the-economics-of-the-money-back-guarantee-80876?ref=livain.com) under the right conditions — there's [solid academic work showing money-back guarantees increase sales and retail profitability](https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1937-5956.2012.01394.x?ref=livain.com). The CRO temptation, then, is obvious: slap a 30-day money-back badge on the page. I decided against inventing one. Not because risk reversal doesn't work — because we already had it and had simply never said so. The signup flow refunds automatically if a business's application is rejected. There's no setup fee. You can cancel anytime, effective at period end. Three genuine risk-reversers, all shipped, all invisible, because they lived in the webhook logic instead of on the page. > The cheapest CRO win is communicating a strength you already shipped and forgot to mention. That's now the spine of the page. No invented promises, no asterisks — just the actual mechanics of the product, finally stated where a buyer can see them. ### The rest of the redesign, briefly The annual plan moved to the first position with the effective monthly rate as the anchor and the full monthly-plan total crossed out next to it — the standard tier-ordering play, done with real prices instead of decoys. And the "how it works" section got rewritten, because it still described a flow we'd replaced weeks ago. Pages drift away from products quietly; nobody owns the diff. What didn't make the cut matters too. No fake countdown, no "27 businesses joined this week," no invented review stars — the same discipline as [the mobile checkout piece](https://www.livain.com/blog/the-biggest-leak-in-your-mobile-checkout/), where the fix was honesty about a number everyone else hides. In a market of a few hundred potential customers who all know each other, getting caught inflating is unrecoverable. This is also what AI-era operating actually looks like in practice. The deep research across competitor pricing pages took an hour instead of a week, like [letting search data pick the next move](https://www.livain.com/blog/six-search-impressions-told-me-what-to-write/) — but the decisions that shaped the page were refusals: no guarantee we don't mean, no numbers we can't defend, no link to the competitor. The research is cheap now. [Knowing what not to ship is the expensive part](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/). The page goes live with zero statistics on it. Ask me in a quarter whether restraint converts. ### Sources & further reading **External** [The Conversation — The economics of the money-back guarantee](https://theconversation.com/the-economics-of-the-money-back-guarantee-80876?ref=livain.com) · [Akçay, Boyacı & Zhang — Selling with money-back guarantees (Production and Operations Management)](https://onlinelibrary.wiley.com/doi/abs/10.1111/j.1937-5956.2012.01394.x?ref=livain.com) **Related posts** [The biggest leak in your mobile checkout is a number you're hiding](https://www.livain.com/blog/the-biggest-leak-in-your-mobile-checkout/) · [Six search impressions told me exactly what to write next](https://www.livain.com/blog/six-search-impressions-told-me-what-to-write/) · [The death of generic AI](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) ### I set up a full subscription business without opening the Stripe dashboard URL: https://www.livain.com/blog/subscription-business-without-opening-the-stripe-dashboard/ Last updated: 2026-08-31T12:33:47.000Z This week I set up the entire billing layer for a Swiss directory business I'm building — product, monthly and annual subscription prices, webhooks, customer portal, even the Swiss VAT registration — without opening the Stripe dashboard once. Not as a stunt. The dashboard was simply unavailable to my workflow: the browser automation I work with blocks financial dashboards outright, and the official connector's authentication flow was broken that day. The old reflex would be to stop, file it under "blocked," and come back later to click through forty screens by hand. The newer reflex: the UI is just one client of the API. So I went underneath it. ### Everything was a curl call The whole setup turned out to be a short sequence of API calls. Create the product. Create two prices, tax-exclusive, monthly and annual. Create the webhook endpoint — and here's a detail the dashboard actively hides from you: the signing secret comes right back in the create response, no second trip to copy it from a settings page. Configure the customer portal: cancellation at period end, payment-method updates, invoice history. The one I expected to fail was tax. Stripe Tax feels like a dashboard-only product. It isn't: [the Registrations API](https://docs.stripe.com/tax/registrations-api?ref=livain.com) takes a head-office address and a country registration, and the Swiss registration flipped from pending to active entirely over the API. The official docs even walk through the exact gotcha I hit — you must set the head office address first or the registration call errors out. Honesty requires the footnote: two things still genuinely need the dashboard — **brand assets** and the **terms-of-service URL for checkout**. Ninety-five percent API, five percent clicking. I'll take it. ### The decision that mattered more than the workaround The API trick is the fun part, but the consequential decision came earlier. The directory runs on a plugin ecosystem that offers its own payments and invoicing stack, and the temptation to keep everything "in one system" is real. I rejected it and made Stripe the only billing brain: Checkout for purchase, the portal for self-service, webhooks the single source of truth for who's premium. The reasoning is best summarized by Arnon Shimoni's [fourteen pains of building your own billing system](https://arnon.dk/the-14-pains-of-billing/?ref=livain.com): idempotency, proration, refunds, invoice formatting, and the tax rules that change under your feet in every market. Every one of those pains is now Stripe's problem instead of mine. For a one-operator business, that's not a convenience — it's the difference between a side project that compounds and one that becomes a part-time accounting job. > The UI is a convenience layer. The API is the product. ### Why this is an operator skill now Five years ago "the dashboard is blocked" meant the work didn't happen that day. Now an AI assistant writes the calls, reads the responses, and verifies the result faster than I could navigate the settings menu — the same pattern as [clearing two years of receipts](https://www.livain.com/blog/i-let-ai-clear-two-years-of-receipts/), where the leverage wasn't speed but the ability to act directly on the system of record. But the judgement layer doesn't go away. Knowing that prices should be tax-exclusive for a B2B product in Switzerland, that the webhook needs exactly four events and no more, that cancellation should run to period end — none of that is in the API reference. Tools fail constantly; [I've written about working around them before](https://www.livain.com/blog/claude-cowork-keeps-hanging-heres-the-fix-that-runs-every-session/). The operators who keep moving are the ones who understand the system one layer below the interface that just broke. That, again, is [the only leverage that's left](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/). First test purchase ran end to end the same day: checkout, correct VAT line, invoice paid, welcome email out. The dashboard never saw me coming. ### Sources & further reading **External** [Stripe Docs — Manage tax registrations with the Registrations API](https://docs.stripe.com/tax/registrations-api?ref=livain.com) · [Arnon Shimoni — The 14 pains of building your own billing system](https://arnon.dk/the-14-pains-of-billing/?ref=livain.com) **Related posts** [I let AI clear two years of receipts](https://www.livain.com/blog/i-let-ai-clear-two-years-of-receipts/) · [Claude Cowork keeps hanging? Here's the fix](https://www.livain.com/blog/claude-cowork-keeps-hanging-heres-the-fix-that-runs-every-session/) · [The death of generic AI](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) ### The AI kept inventing football crests. The fix was a sentence. URL: https://www.livain.com/blog/the-ai-kept-inventing-football-crests/ Last updated: 2026-08-31T12:33:50.000Z I needed eighteen ad images for a consumer brand I work with — six motifs, three formats each, for a seasonal campaign. A few years ago that's a brief, a shoot, a retoucher, and a couple of weeks. Last week it was one afternoon with Higgsfield, an AI image platform, for less than the cost of a stock photo subscription. That's the part everyone already knows. The part worth writing down is that eleven of those eighteen images had to be redone, and not one of the redos was the tool's fault in the way you'd expect. ### The model kept inventing football crests The campaign has a football theme, so an early prompt asked for a person in a "fan jersey." The model delivered — including a beautifully rendered emblem on the chest that looked uncomfortably close to a national federation's official crest. Twice. > That's not an aesthetic note; that's a trademark problem that could cost real money if it ships. The fix was a sentence: "plain solid-colour t-shirt, no badge, no crest." The model never did it again. But you have to know that a hallucinated crest is a legal risk and not set dressing, and you have to catch it at review. Nielsen Norman Group's piece on AI hallucinations makes the underlying point well: [these aren't bugs, they're an artifact of how generative models work](https://www.nngroup.com/articles/ai-hallucinations/?ref=livain.com) — plausible output, confidently delivered, with no concept of which details are non-negotiable. ### The product kept drifting into a generic version of itself The second failure was subtler and more dangerous. The product has a distinctive physical geometry — it's the brand, mechanically speaking. Generated from text alone, the model would drift it toward the generic category look within a couple of variations. Plausible furniture, wrong product. The fix wasn't prompting harder. It was switching to image-to-image with the real product photography as an anchor reference in every single generation, plus a reference person for continuity across motifs. Text describes a category; a reference image pins an identity. Academic reviews of AI in the creative industries keep landing on the same conclusion — [human oversight and curation remain essential in production creative work](https://arxiv.org/html/2501.02725v5?ref=livain.com) — and this is the concrete shape that oversight takes: knowing which asset is brand IP and refusing to let the model improvise on it. ### The rules that came out of the afternoon By the end, the feedback loop had condensed into a short standing ruleset: the product positioned the way it's actually used, never floating in the middle of a room. People oriented toward what they're supposed to be watching. Evening mood, but a bright, friendly interior — dark scenes don't sell comfort. Logical product proportions. No invented emblems, ever. None of these rules are in any prompt guide. Every one of them came from twenty years of looking at ad creative and knowing what makes a buyer trust an image — and each redo cost pennies instead of a reshoot day. > The model gives you a plausible scene. The brand lives in the details the model doesn't know are non-negotiable. This is the creative-department version of [the number that was wrong in the most convincing way](https://www.livain.com/blog/the-ai-handed-me-a-number-wrong-in-the-most-convincing-way/). The failure mode is identical: output that looks finished is not the same as output that is correct. With data you verify against the source system; with creative you verify against a QA ruleset that exists only in an operator's head until someone writes it down. So that's what I did — the rules now live in the project's brain and apply to every future generation automatically, the same pattern as [the anti-hallucination audit](https://www.livain.com/blog/the-anti-hallucination-audit/). The tool gets cheaper and faster every quarter. The ruleset is the part that compounds, and it's the part a novice with the same subscription doesn't have. That asymmetry is [the whole game now](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/). Eighteen images shipped. The reshoot took an afternoon. The art director was the leverage. ### Sources & further reading **External** [Nielsen Norman Group — AI hallucinations: what designers need to know](https://www.nngroup.com/articles/ai-hallucinations/?ref=livain.com) · [arXiv — Advances in artificial intelligence: a review for the creative industries](https://arxiv.org/html/2501.02725v5?ref=livain.com) **Related posts** [The AI handed me a number that was wrong in the most convincing way](https://www.livain.com/blog/the-ai-handed-me-a-number-wrong-in-the-most-convincing-way/) · [The anti-hallucination audit](https://www.livain.com/blog/the-anti-hallucination-audit/) · [The death of generic AI](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) ### Zero conversions in three days — and the right call was to serve almost nothing URL: https://www.livain.com/blog/the-right-call-was-to-serve-almost-nothing/ Last updated: 2026-08-31T12:33:53.000Z A consumer brand I look after built a campaign around one moment: a big summer football tournament. The product genuinely shines in a situation the tournament creates, so the whole thing was designed as an ambush — search campaigns in several markets, a shopping campaign, creatives, landing page, all pointed at a few weeks of unusual demand. Three days after launch I pulled the numbers over the API, the same way I did for [that first Meta MCP audit](https://www.livain.com/blog/i-pointed-the-meta-mcp-at-a-real-ad-account-heres-what-it-found-in-ten-minutes/). Four figures spent. Zero conversions from the new campaigns. The novice reading of that line is panic: kill it, or double down. Both are the wrong lever. What the data actually showed was three completely different situations wearing the same zero. ### The leak was hiding in two small markets The two smallest markets were burning almost all of the wasted money. The mechanism is worth understanding, because it's one of the most common ways launches bleed. The campaigns ran on Maximize Conversions — Google's smart bidding — with no conversion history in those markets. Google's own documentation says the algorithm needs [around 50 conversion events to calibrate](https://support.google.com/google-ads/answer/13020501?hl=en&ref=livain.com), and that prior conversion data is what speeds the learning phase up. With nothing to learn from, the system explores. Expensively. And it was exploring on the wrong keywords. Alongside the tournament-specific terms, the ad groups contained generic product keywords. Those generic searches were landing on the tournament promo page — a mismatch Google punishes hard. The worst keywords sat at a [Quality Score of 1 out of 10](https://support.google.com/google-ads/answer/6167118?hl=en&ref=livain.com), with landing page experience rated below average, and clicks costing many times what a healthy account pays. Smart bidding without history plus generic intent plus the wrong landing page is a money incinerator with a respectable-looking dashboard. ### The biggest market was spending nothing — and that was fine Meanwhile the largest market's search campaign had spent exactly zero. Every keyword flagged "rarely served." The tournament-specific searches it targets simply didn't exist yet, because the tournament hadn't properly started for that country. This is the part that looks like failure and isn't. The campaign was in position, costing nothing, waiting for the moment it was built for. The wrong move — the one the platform's own recommendations nudge you toward — would have been to "fix" it by adding broader keywords. That's how you turn a sniper into the two small markets I just described. ### The fix was to serve less, not more So the intervention went the other way. Every generic product keyword in the leaking markets: paused. Every use-case keyword tied to the tournament moment: kept live, even the ones barely serving. One market now serves almost nothing at all, and that is the deliberate, correct state — a burn stop, not a retreat. The shopping campaign got left alone entirely. It was mid learning phase, the account's other campaigns were still converting normally (so tracking wasn't the problem), and touching a campaign during calibration resets the clock. Restraint is also a decision. > A launch campaign's job is not to spend. Its job is to be in position when the moment arrives. This is the same lesson as [the brand search post](https://www.livain.com/blog/your-brand-search-isnt-the-hero-your-dashboard-thinks/) from a different angle: the dashboard number means nothing without the structural story underneath it. Zero conversions meant "wrong intent" in two markets, "too early" in another, and "still learning" in the fourth. Same number, three diagnoses, three different actions — and one of those actions was doing nothing. AI made the diagnosis fast. Pulling keyword-level Quality Scores, cost splits and serving statuses across four markets took minutes instead of an afternoon. But the tooling didn't know that near-silence was the goal state for a tournament campaign before kickoff. That's the judgement layer, and it's the whole argument of [the death of generic AI](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/): the levers are cheap now. Knowing which one not to pull is what you're actually paid for. The tournament starts properly this weekend. The campaign is quiet, cheap, and exactly where it should be. ### Sources & further reading **External** [Google Ads Help — Learning phase and duration](https://support.google.com/google-ads/answer/13020501?hl=en&ref=livain.com) · [Google Ads Help — About Quality Score for Search campaigns](https://support.google.com/google-ads/answer/6167118?hl=en&ref=livain.com) · [Store Growers — How to use Maximize Conversions bidding](https://www.storegrowers.com/maximize-conversions-google-ads/?ref=livain.com) **Related posts** [Your brand search isn't the hero your dashboard thinks it is](https://www.livain.com/blog/your-brand-search-isnt-the-hero-your-dashboard-thinks/) · [I pointed the Meta MCP at a real ad account](https://www.livain.com/blog/i-pointed-the-meta-mcp-at-a-real-ad-account-heres-what-it-found-in-ten-minutes/) · [The death of generic AI](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) ### My domain was 20 years old. It still wasn't enough. URL: https://www.livain.com/blog/my-domain-was-20-years-old-it-still-wasnt-enough/ Last updated: 2026-08-31T12:33:55.000Z A while back I wrote about [what to do with a domain that's been sitting empty](https://www.livain.com/blog/what-to-do-with-a-dormant-domain/). I had one of my own — a German-language interior-design name I'd been holding for two decades — and the plan was ambitious: build it into a programmatic SEO hub, dozens of templated pages, an affiliate engine running on the strength of all that domain age. This is the follow-up. The audit failed, and I killed the plan. Here's why that was the right call. ### I'd bet on the wrong thing The whole thesis rested on age. Twenty years old, surely Google trusts it, surely that's a head start. So before building anything, I set a hard gate: run a backlink audit first, and if the domain had no real link equity, the programmatic plan was dead. The audit came back almost empty. Two decades of existence, barely any backlinks pointing in. And here's the thing I should have known going in: age was never the asset. Google's own John Mueller has said it about as plainly as he says anything — ["domain age helps nothing."](https://www.searchenginejournal.com/domain-age-impact/503596/?ref=livain.com) Old domains often rank well, but not *because* they're old. They rank because over the years they accumulated links, content, and authority. Strip those away and you don't have a trusted old domain. You have a new site with a wrinkly URL. > Domain age isn't equity. It's just the date on the box. What's inside is what ranks. My domain had the age and none of the accumulation. The head start I'd been counting on didn't exist. ### Programmatic SEO without backlinks is a trap now Even if I'd wanted to push ahead, the timing made it worse. In [March 2024 Google rolled out a spam policy aimed squarely at "scaled content abuse"](https://developers.google.com/search/blog/2024/03/core-update-spam-policies?ref=livain.com) — mass-produced pages built to game rankings rather than help anyone, no matter whether a human or a machine made them. Google said it expected to cut low-quality, unoriginal results by around 40%, and later reported the rollout actually landed closer to 45%. Programmatic SEO on a domain with no authority is exactly what that filter was built to catch. Pump out ninety templated pages from a site with no link equity and you're not building an asset, you're volunteering for the next manual action. The strategy that might have worked in 2018 is now a fast route to getting buried. ### The pivot: fewer pages, more reason to exist So I dropped the scale play and went the opposite direction — a small number of genuinely deep, hand-built pillar pieces in one tight sub-niche, designed to earn topical authority the slow, honest way, with backlinks built deliberately rather than wished into being. Ten posts that deserve to rank, instead of ninety that don't. That's less exciting on a spreadsheet. It's also the only version with a future. And it rhymes with something I learned [getting affiliate applications rejected](https://www.livain.com/blog/why-your-affiliate-applications-keep-getting-rejected/): the platforms, and Google, are increasingly good at telling the difference between a real site and a thin one wearing a costume. There's no shortcut left that survives contact with the current algorithms. ### Why I'm glad the gate fired The temptation, when you've already decided you love a plan, is to skip the test that might kill it. I almost did. The discipline that saved me was setting the kill criterion *before* I was emotionally invested — "no backlinks, no programmatic build" — and then actually honouring it when the data came back ugly. The sunk cost wasn't the domain. It was the strategy brief and the keyword research, and most of that carries straight into the smaller plan. What I avoided was the real waste: months building ninety pages that Google's spam filter was waiting to discard. This is the unglamorous half of using AI and automation well, the part I keep circling back to in the [argument that judgement is the leverage](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/). The tools made it trivially easy to generate ninety pages. Knowing not to was the entire job. A novice with the same tools builds the thing that gets penalised, faster than ever, and calls it productivity. Twenty years of domain age, and the most valuable thing it gave me was the discipline to not waste it. ### Sources & further reading **External** Search Engine Journal — [Google answers if domain age impacts rankings](https://www.searchenginejournal.com/domain-age-impact/503596/?ref=livain.com) Google Search Central — [What web creators should know about the March 2024 core update and new spam policies](https://developers.google.com/search/blog/2024/03/core-update-spam-policies?ref=livain.com) **Related posts** [What to do with a 20-year-old domain that's been sitting empty](https://www.livain.com/blog/what-to-do-with-a-dormant-domain/) [Why your affiliate applications keep getting rejected](https://www.livain.com/blog/why-your-affiliate-applications-keep-getting-rejected/) [The death of generic AI: why deep domain expertise is the only real leverage left](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) ### Claude Cowork said nobody replied. The reply was message 28. URL: https://www.livain.com/blog/the-ai-said-nobody-replied-the-reply-was-message-28/ Last updated: 2026-08-31T12:33:58.000Z I run a daily reconciliation: an AI agent cross-checks my open tasks against my email, so that anything I'm waiting on either gets ticked off or flagged. One morning it told me a particular thread had gone quiet — no reply from the other side, still waiting. It was wrong. The reply had landed days earlier. It was the twenty-eighth message in a twenty-eight-message thread. That gap is worth understanding, because it's not a stupid mistake. It's a subtle one, and the subtle ones are the ones that bite you. ### The tool didn't lie. It got handed half the page. When you search email through an API, a long conversation doesn't come back whole. The search results return a preview — and on this tool, the preview was the *oldest* few messages in the thread, not the newest. So a thread that perfectly matched my query showed up, the agent read the snippet, saw an old back-and-forth, and reasonably concluded nothing new had happened. The latest reply was there the whole time. It just wasn't in the slice the search handed back. The data was present. The retrieval was partial. And the agent, working from a truncated view, gave me a confident answer that was exactly wrong. > The agent wasn't hallucinating. It was reasoning correctly about the wrong half of the conversation. This is the trap with AI agents that everyone underestimates. We've trained ourselves to watch for the model making things up. We watch far less for the model reasoning impeccably over incomplete input — which is arguably more dangerous, because the output looks sound. There's good research showing that [bigger, more capable models don't necessarily get more reliable](https://pmc.ncbi.nlm.nih.gov/articles/PMC11446866/?ref=livain.com); they get more fluent and more willing to answer, which means a wrong answer arrives wearing a very convincing suit. ### The fix was a rule, not a smarter model The repair had nothing to do with a better AI. It was a procedure. For reconciliation, the agent is now forbidden from deciding a thread's status off the search preview. It has to open the full thread and read the *last* message before it concludes anything. I also widened the lookback window to seven days, so a weekend or a few travel days can't let a reply slip through the gap. That's it. "Never judge from the snippet, always read the latest message." A one-line rule, born from knowing how email threads actually behave and how this specific tool actually returns them. The intelligence didn't need upgrading. The workflow did. If you've followed my AI-tooling notes, this is a recurring theme. The connectors that let an AI reach into your real systems — what the industry now standardises as the [Model Context Protocol](https://www.anthropic.com/news/model-context-protocol?ref=livain.com) — are genuinely powerful, but each one has a personality. It paginates a certain way, truncates a certain way, orders results a certain way. You only learn those edges by getting burned once and writing down the lesson. It's the same reason I keep a [fix that runs every session](https://www.livain.com/blog/claude-cowork-keeps-hanging-heres-the-fix-that-runs-every-session/) rather than hoping the tool behaves, and the same distinction I drew between [skills and agents](https://www.livain.com/blog/claude-skills-vs-claude-agents-the-difference-that-actually-matters/): the value isn't the raw capability, it's the encoded knowledge of how to use it without getting fooled. ### The pattern under all of this When an AI tool gives you a wrong answer, the instinct is to blame the model. Usually the model is fine. The problem is upstream — at the boundary where the tool fetches reality and hands it over in pieces. The model can only reason about what it was given, and what it was given is rarely the whole truth. So the operator's job isn't to find a smarter agent. It's to know exactly where each tool quietly drops information, and to build the guardrail that forces the full picture into view. Mine cost me one missed reply and ten minutes of writing a rule. Cheap tuition, as these things go. The agent will always sound certain. Your edge is knowing which certainties to double-check. ### Sources & further reading **External** Anthropic — [Introducing the Model Context Protocol](https://www.anthropic.com/news/model-context-protocol?ref=livain.com) Nature (via PMC) — [Larger and more instructable language models become less reliable](https://pmc.ncbi.nlm.nih.gov/articles/PMC11446866/?ref=livain.com) **Related posts** [Claude Cowork keeps hanging? Here's the fix that runs every session](https://www.livain.com/blog/claude-cowork-keeps-hanging-heres-the-fix-that-runs-every-session/) [Claude Skills vs Claude Agents: the difference that actually matters](https://www.livain.com/blog/claude-skills-vs-claude-agents-the-difference-that-actually-matters/) [I pointed the Meta MCP at a real ad account — here's what it found in ten minutes](https://www.livain.com/blog/i-pointed-the-meta-mcp-at-a-real-ad-account-heres-what-it-found-in-ten-minutes/) ### The AI handed me a number that was wrong in the most convincing way URL: https://www.livain.com/blog/the-ai-handed-me-a-number-wrong-in-the-most-convincing-way/ Last updated: 2026-08-31T12:34:01.000Z My bookkeeper caught something in a revenue overview I'd shared with her. A couple of invoices were showing more income than I'd actually billed. Not a rounding wobble — the figure was inflated by a real amount, and it had been sitting in my numbers looking perfectly legitimate. The cause was small and almost elegant in how wrong it was. My revenue tracker pulls invoice data automatically from my time-tracking tool. When an invoice has a discount, that tool exposes several money fields: the subtotal before the discount, the discount amount, the tax, and the final total. My script had grabbed the subtotal — the figure *before* the rebate — and recorded it as revenue. So every discounted invoice quietly reported what I *could* have charged rather than what I actually did. ### It was wrong in the most convincing way possible This is the part worth sitting with. The number wasn't garbage. It was a real value, pulled from the right invoice, formatted correctly, landing in the right column. It was off by exactly the discount — the one slice of the total a glance would never question. If it had been wildly wrong, I'd have spotted it. Because it was plausibly wrong, it survived. That's the failure mode of automated systems and AI tools generally, and there's a growing body of research on it. The work on [verification in large language models](https://arxiv.org/abs/2309.11495?ref=livain.com) describes exactly this: when these systems are wrong, they don't produce obvious nonsense, they produce a "plausible-looking alternative" that's hard to catch precisely because the rest of the output is fine. A single wrong figure hides comfortably inside a page of correct ones. > The dangerous error isn't the one that looks wrong. It's the one that looks exactly right. And it's not a cheap problem at scale. Gartner's much-cited estimate is that [poor data quality costs organisations an average of $12.9 million a year](https://www.gartner.com/en/data-analytics/topics/data-quality?ref=livain.com). Most of that isn't dramatic corruption. It's thousands of small, confident, slightly-off numbers feeding decisions nobody thought to re-check. ### Two things made the difference, and neither was the software The first was a human who knew what revenue means. To my bookkeeper, "you can only book what you actually invoiced" isn't a clever insight — it's the floor. She didn't need to see the code. She read the output against twenty years of knowing how the number is supposed to behave, and the discounted rows simply looked wrong to her. That's domain expertise doing the one thing automation can't: holding the result up against what reality requires. The second was fixing the *system*, not just the cell. I corrected the two affected rows by hand, but the real repair was teaching the script to compute revenue as subtotal minus discount, and writing the rule — "record only what was actually invoiced" — into the tool's instructions so it can't drift back. A spreadsheet you patch is a chore. A rule you encode is a fix. ### The leverage is in the checking, not the speed I'm all in on letting AI and automation do the mechanical work — I've written about [handing it two years of receipts](https://www.livain.com/blog/i-let-ai-clear-two-years-of-receipts/), and the leverage there was never the speed. It was that I knew what the output was supposed to look like, so I could catch it when it drifted. This invoice bug is the same story from the other side: the automation will confidently hand you a number, and someone has to own whether that number is true. It's the quieter cousin of the [dashboard that lies by omission](https://www.livain.com/blog/analytics-dashboard-lying-by-omission/). There, the report leaves something out. Here, the report includes something it shouldn't. Both look complete. Both pass the glance test. Both need a person who knows the territory to say, "that's not right," and to know *why* — which is the whole argument for [deep domain expertise being the real leverage](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) rather than the tool. The tool will give you an answer in milliseconds. Whether it's the right answer is still, stubbornly, your job. ### Sources & further reading **External** Gartner — [Data quality: why it matters and how to achieve it](https://www.gartner.com/en/data-analytics/topics/data-quality?ref=livain.com) arXiv — [Chain-of-Verification reduces hallucination in large language models](https://arxiv.org/abs/2309.11495?ref=livain.com) **Related posts** [I let AI clear two years of receipts. The leverage wasn't speed.](https://www.livain.com/blog/i-let-ai-clear-two-years-of-receipts/) [Your analytics dashboard is lying to you by leaving things out](https://www.livain.com/blog/analytics-dashboard-lying-by-omission/) [The death of generic AI: why deep domain expertise is the only real leverage left](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) ### The biggest leak in your mobile checkout is a number you're hiding URL: https://www.livain.com/blog/the-biggest-leak-in-your-mobile-checkout/ Last updated: 2026-08-31T12:34:03.000Z A brand I work with sent me five screenshots of their mobile checkout and asked, more or less, "is this fine?" Most of their buyers are on a phone, so this little three-screen flow is where the actual money is made or lost. It was not fine. And the single biggest leak was a number they were deliberately hiding. At the very top of the first screen sat a grey warning banner, something like "customs and VAT may apply." No figure. Just a vague threat, planted at the exact moment a shopper is deciding whether to trust you with their card. It's the digital equivalent of a shop assistant whispering "there might be extra charges, who knows" as you reach for your wallet. ### The thing shoppers hate most is a surprise cost This isn't a hunch. Baymard Institute has been testing checkouts for over a decade, and across their data the [number one reason people abandon a cart](https://baymard.com/lists/cart-abandonment-rate?ref=livain.com) — once you set aside the window-shoppers — is "extra costs too high (shipping, tax, fees)," at 39%. eMarketer ran the same finding under the headline ["extra costs are the No. 1 reason consumers abandon online carts."](https://www.emarketer.com/content/extra-costs-are-the-top-reason-consumers-abandon-online-carts?ref=livain.com) It's not even close to the next reason. What kills the sale isn't the cost itself. It's the *surprise*. A vague banner with no number is the worst of both worlds: it creates the fear of a surprise cost without giving the shopper anything concrete to make peace with. You've triggered the abandonment trigger and withheld the one thing that could defuse it. > A scary banner with no number doesn't manage the fear. It manufactures it. The fix is a strategy decision before it's a design one. Ship duty-paid so the customs question disappears entirely, and flip that grey threat into a green reassurance — "duties and VAT included." If the business genuinely can't absorb that yet, then show the estimated landed cost as a real number in the summary. Either way, you replace dread with a fact. People can accept a fact. They cannot accept a lurking maybe. ### The second leak: buying blind The order total didn't appear until after two full pages of forms. So on the smallest screen, with the highest stakes, people were filling in their address while committed to a figure they couldn't see. That's backwards. The summary — the total, what's in the cart — should be there from the first step, as a collapsible bar you can tap open whenever doubt creeps in. And there were no express wallets. No Apple Pay, no Google Pay, no PayPal button. On mobile, asking someone to hand-type a sixteen-digit card number is a tax you're charging your most ready-to-buy customers. Baymard's wider work is brutal on this: the average checkout shows roughly twice as many form fields as it needs to, and that bloat is recoverable conversion. Every field you remove is a small refund on abandonment. ### None of this came from a dashboard Here's the part I keep coming back to. You could stare at this brand's analytics for a month and see a soft mobile conversion rate, and "mobile converts worse than desktop" is true of nearly every store, so you'd shrug and move on. The dashboard tells you *that* it's leaking. It will never tell you it's a colour choice on a banner and a hidden subtotal. For that you have to actually walk through the thing on a phone, as a nervous first-time buyer, and feel where your own hand hesitates. That's the same lesson as [a dashboard that lies by omission](https://www.livain.com/blog/analytics-dashboard-lying-by-omission/) — the metric flags the symptom and stays silent on the cause. And it's why I keep arguing that the [judgement is the leverage, not the tooling](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/). An AI can build the before-and-after mockups and write the platform code in an afternoon — and it did. What it can't do is feel the flinch. ### One honest caveat I'd never ship these changes blind and call it a win. Every "obvious" checkout improvement should be A/B tested and properly instrumented, because checkout is exactly where confident assumptions go to embarrass you. The customs reframe in particular can't go live until the business can actually ship duty-paid — promise "included" before it's true and you've built a returns problem instead of a conversion one. But the direction isn't in doubt. Stop hiding the number. Show the total early. Let people pay with a thumbprint. Your best customers are the ones already reaching for their wallet — the least you can do is get out of their way. ### Sources & further reading **External** Baymard Institute — [Cart & checkout abandonment statistics](https://baymard.com/lists/cart-abandonment-rate?ref=livain.com) eMarketer — [Extra costs are the No. 1 reason consumers abandon online carts](https://www.emarketer.com/content/extra-costs-are-the-top-reason-consumers-abandon-online-carts?ref=livain.com) **Related posts** [Your analytics dashboard is lying to you by leaving things out](https://www.livain.com/blog/analytics-dashboard-lying-by-omission/) [The death of generic AI: why deep domain expertise is the only real leverage left](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) ### Your brand search isn't the hero your dashboard thinks it is URL: https://www.livain.com/blog/your-brand-search-isnt-the-hero-your-dashboard-thinks/ Last updated: 2026-08-31T12:34:06.000Z I pulled ninety days of Google search-ad performance for a consumer brand I look after, sorted by return, and the picture was almost comically lopsided. The campaigns bidding on the brand's own name looked like superstars. Everything else — the generic product terms, the competitor terms — was quietly setting money on fire. If you only read the dashboard, the move is obvious: pour everything into brand, kill the rest. That's exactly the wrong lesson, and it's the kind of confident-but-backwards call that platform reporting nudges you toward every single day. ### Why brand search always looks like a hero When someone types your brand name into Google, they were already coming to you. The ad just stands in the doorway and takes the credit. Google's own attribution is delighted to hand brand campaigns the full value of that sale, because the platform is the one being paid to count it. The marketing-science firm Recast puts it bluntly in [their breakdown of brand-search incrementality](https://getrecast.com/brand-incremental/?ref=livain.com): last-click attribution and Google systematically over-credit brand terms, because the visitors were "already looking for your brand, so the credit should be mostly assigned to the initiatives that drove that search." They point to the famous experiments — [P&G cutting brand-search spend with no change in sales](https://www.forbes.com/sites/augustinefou/2021/01/02/when-big-brands-stopped-spending-on-digital-ads-nothing-happened-why/?ref=livain.com), eBay finding the same — where pausing brand ads changed almost nothing, because organic search caught the demand anyway. So that gorgeous return on brand is partly real and partly a mirror. Some of it defends against competitors squatting on your name, which is worth paying for. But a big slice is revenue you would have banked for free. A dashboard can't tell you which slice is which. Judgement can. > The number that looks best on the report is usually the one doing the least new work. ### The expensive terms were expensive for a boring reason The losing campaigns — competitor names, broad product phrases — weren't a lost cause. They were just badly built. The competitor campaign had been running on broad match, which let Google interpret "elektrischer Lattenrost" and a dozen rival brand names as a vague suggestion rather than an instruction. It spent freely and converted into nothing of value. The fix wasn't to switch off non-brand. It was to give non-brand a reason to exist. I rebuilt those campaigns around specific buyer situations — the person searching because of reflux, post-surgery recovery, a new baby, a snoring partner — and pinned ad copy that spoke to exactly that moment instead of generic product specs. Tight phrase match instead of broad. A shared negative-keyword list so the brand's own automated campaigns stopped bidding against the new ones in the same auction. That last point matters more than it sounds. If you launch sharp new search campaigns while a Performance Max campaign is roaming the same keywords, you're paying to compete with yourself. ### Why I didn't just leave it all to Performance Max Performance Max will happily serve search inventory with text assets, and Google would love for you to let it. But you can't pin a specific use-case message to a specific query, and historically you couldn't even see [which individual headlines and assets were doing the work](https://support.google.com/google-ads/answer/10725056?ref=livain.com) — Google has only recently started opening up that asset-level reporting. For a use-case angle and competitor defence, that's not good enough. I want to control the message and read the result. So those got dedicated, old-fashioned search campaigns, and PMax kept the broad commercial demand. This is the whole game with AI-driven ad platforms, and it's the same point I made when I [pointed an AI agent at a real Meta account](https://www.livain.com/blog/i-pointed-the-meta-mcp-at-a-real-ad-account-heres-what-it-found-in-ten-minutes/): the automation is genuinely good at execution and genuinely bad at knowing what it's optimising for. It will confidently scale the thing that looks profitable on its own scorecard. Someone with the reps has to decide which numbers are real — that's the [domain expertise that's actually the leverage](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/), not the tool. It's also the same lie of omission I wrote about when [your analytics dashboard leaves things out](https://www.livain.com/blog/analytics-dashboard-lying-by-omission/): the report isn't wrong, it's just answering a narrower question than you think. ### What to actually do with this Don't kill non-brand because the dashboard told you to. Ask whether it's losing because the demand isn't there, or because the campaign was built lazily — they look identical in the spreadsheet and they could not be more different. And treat your heroic brand return with suspicion. The cheapest experiment in all of marketing is pausing brand search in one region for two weeks and watching whether sales actually move. Mostly, they don't budge as much as the report implied. The platform optimises for what it can measure. Your job is to remember everything it can't. ### Sources & further reading **External** Recast — [The Conundrum of Brand Search: Is It Incremental?](https://getrecast.com/brand-incremental/?ref=livain.com) Google Ads Help — [About asset reporting in Performance Max](https://support.google.com/google-ads/answer/10725056?ref=livain.com) Forbes / Augustine Fou — [When big brands stopped spending on digital ads, nothing happened](https://www.forbes.com/sites/augustinefou/2021/01/02/when-big-brands-stopped-spending-on-digital-ads-nothing-happened-why/?ref=livain.com) **Related posts** [I pointed the Meta MCP at a real ad account — here's what it found in ten minutes](https://www.livain.com/blog/i-pointed-the-meta-mcp-at-a-real-ad-account-heres-what-it-found-in-ten-minutes/) [The death of generic AI: why deep domain expertise is the only real leverage left](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) [Your analytics dashboard is lying to you by leaving things out](https://www.livain.com/blog/analytics-dashboard-lying-by-omission/) ### Why your affiliate applications keep getting rejected URL: https://www.livain.com/blog/why-your-affiliate-applications-keep-getting-rejected/ Last updated: 2026-08-31T12:34:10.000Z I've been setting up a handful of affiliate sites, and I kept hitting the same wall: rejection after rejection from advertisers, all with the same reason attached. "URL is irrelevant to advertiser brand." A furniture retailer would look at my application and bounce it. So would others. I was applying to programs that were a perfect fit, and getting turned away at the door. It turns out the rejections were completely logical. I'd just made a structural mistake that quietly poisons everything downstream. ### The mistake: one space, many mismatched promises On Awin — and most networks work the same way — your publisher account has "promotional spaces": the sites you'll actually use to promote advertisers, each with a description and a set of sectors. I had exactly one space registered: my personal blog, tagged with a sprawling list of sectors I'd ticked optimistically years ago. Furniture. Baby. Electronics. A bit of everything. So when a furniture advertiser searched for relevant publishers, they found my personal editorial blog claiming to be a furniture site, took one look, and — correctly — rejected it. The blog isn't a furniture site. The mismatch wasn't bad luck. It was me telling the network something untrue about what I publish, and the network faithfully passing that lie to advertisers who could see straight through it. > The platform wasn't rejecting me. It was rejecting the wrong story I'd told it about myself. ### The fix is built into the platform — if you read it properly Here's the part most people miss, and it's stated plainly in [Awin's own onboarding docs](https://www.awin.com/gb/news-and-events/publisher-training/completing-your-publisher-profile?ref=livain.com): you do not need a separate account for each site. One publisher account holds many promotional spaces. Each space gets its own URL, its own description, and its own niche-specific sectors. You then apply to advertisers *from the space that matches them*. So I split it properly. The personal blog got its sectors trimmed back to what it genuinely covers. Each affiliate site became its own space with a tight, honest description and only the sectors it actually serves. Now when a furniture advertiser looks, they see a furniture site applying from a furniture space — relevance is obvious, which is exactly what Awin says makes advertisers [most responsive](https://www.awin.com/gb/news-and-events/publisher-training/completing-your-publisher-profile?ref=livain.com). Same account, same person, completely different acceptance odds. This is a small example of a thing I believe broadly: the leverage is usually in understanding the system you're operating in, not in working harder against it. It's the same reason [knowing your tools deeply beats brute force](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/). The fix wasn't more applications. It was reading the structure correctly. ### Don't apply until the site can survive a click-through The second discipline matters even more, because getting it wrong doesn't just cost a rejection — it can flag your whole account. Every one of my sites is still pre-launch. Adding promotional spaces is fine. Applying to advertisers from them is not, not yet. An advertiser who clicks through to a "Hello world" placeholder or an under-construction page rejects you, and a pile of rejections is a signal the network notices. So I set a readiness bar each site has to clear before I hit apply: a real homepage, a handful of genuine content pages, an About and Contact, and — non-negotiable for German and Swiss sites — a proper [Impressum, a privacy policy, and a visible affiliate disclosure](https://www.postaffiliatepro.com/blog/affiliate-marketing-germany-legal-requirements/?ref=livain.com). That isn't optional polish. In German-speaking markets, even a single affiliate link triggers the legal imprint requirement, and missing disclosures invite cease-and-desist letters. The compliance page is part of the readiness bar, not an afterthought. And when the sites are ready, I'll apply selectively — a few well-matched advertisers first, with a tailored note each, not a spray of fifty applications. That restraint is the same instinct I bring to client work: [do the few right things well](https://www.livain.com/blog/the-art-of-restraint-getting-things-done-as-a-fractional-exec-without-fixing-everything/) rather than everything at once. It also happens to be how you'd treat any channel where reputation compounds — the discipline I'd apply [building a brand's presence anywhere](https://www.livain.com/blog/how-to-create-a-social-media-strategy-for-your-brand/). If your affiliate applications keep bouncing, the network probably isn't being difficult. It's just believing exactly what you told it. Tell it something true and matched, and the doors open. ### Sources & further reading *External* [Awin — Completing your publisher profile (promotional spaces & relevance)](https://www.awin.com/gb/news-and-events/publisher-training/completing-your-publisher-profile?ref=livain.com) [Affiliate marketing in Germany: legal requirements & compliance](https://www.postaffiliatepro.com/blog/affiliate-marketing-germany-legal-requirements/?ref=livain.com) *Related posts* [The Death of Generic AI](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) [The Art of Restraint](https://www.livain.com/blog/the-art-of-restraint-getting-things-done-as-a-fractional-exec-without-fixing-everything/) [How to create a social media strategy for your brand](https://www.livain.com/blog/how-to-create-a-social-media-strategy-for-your-brand/) ### I let AI clear two years of receipts. The leverage wasn't speed. URL: https://www.livain.com/blog/i-let-ai-clear-two-years-of-receipts/ Last updated: 2026-09-11T12:37:12.000Z This week I cleared a backlog of roughly six hundred receipts and invoices — about two years' worth — that had been quietly piling up in an inbox. Scanned PDFs, in three languages, from a business I'm in the middle of winding down alongside my own freelance work. The kind of job everyone postpones because it's tedious, fiddly, and emotionally about as rewarding as flossing. AI did most of it in an afternoon. But the speed isn't the interesting part. The interesting part is what the AI couldn't do, and why that's exactly where the value was. ### The grunt work is genuinely solved now Reading a PDF, finding the vendor, the date, the amount, the currency, the VAT line — that's a solved problem. Modern document AI now hits [field-level accuracy in the high nineties](https://www.iunera.com/kraken/uncategorized/the-financial-impact-of-ai-receipt-and-invoice-digitization/?ref=livain.com) on exactly this kind of multilingual invoice work, and it collapses the per-document cost from dollars to cents. McKinsey's broader read is the same: generative AI can [automate a large share of finance activity](https://www.mckinsey.com/capabilities/tech-and-ai/our-insights/the-economic-potential-of-generative-ai-the-next-productivity-frontier?ref=livain.com), part of the trillions in annual value they keep modelling. So I pointed vision-capable agents at the pile, in batches, and got back clean structured records for all six hundred documents. Zero missing, duplicates caught. Extraction, as a task, is done. If your bookkeeping pain is "someone has to type the numbers in," that pain is over. > The machine read every receipt perfectly. It still had no idea what any of them meant to me. ### The value was in the rules, and the rules were mine Here's the thing extraction doesn't touch. A receipt isn't just numbers — it's a decision. Does this expense belong to the business I'm closing, or to my freelance practice? Is it deductible or personal? Groceries and childcare are easy. But an invoice addressed to the old company, dated after I'd already gone full-time freelance, has to land in the old company's pile regardless of the date — because putting it in my freelance tax filing would be wrong, in the way that gets you a very unpleasant letter. That rule — "the addressee always wins, except when the date says otherwise, except when it's clearly personal" — is judgement. It comes from knowing the actual situation: two entities, a specific handover date, a tax line I have to defend later. No off-the-shelf tool knows that. I had to define it, and refine it mid-run as edge cases surfaced. The AI executed the rule six hundred times without tiring. I had to be the one who knew what the rule was. This is the pattern I keep seeing and keep writing about. The leverage of AI isn't that it replaces the expert — it's that it lets the expert apply their judgement at a scale that used to be impossible. It's the same lesson from when I [pointed an AI agent at a live ad account](https://www.livain.com/blog/i-pointed-the-meta-mcp-at-a-real-ad-account-heres-what-it-found-in-ten-minutes/): the tool surfaces the work, you supply the call. And it's the core of why I believe [deep domain expertise is the only real leverage left](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) — the person who knows which receipt goes where is now worth more, not less. ### Knowing what to leave alone There's a discipline question hiding in here too. With six hundred documents and a capable tool, the temptation is to fully automate the whole chain — auto-categorise, auto-post, auto-file, hands off. I didn't. The ambiguous cases, the ones where two valid interpretations existed, I flagged for human eyes rather than letting the machine guess confidently. A confidently miscategorised tax entry is worse than an honest "needs review." That restraint — automating the certain, escalating the uncertain — is the same instinct I lean on across every mandate, the [art of not fixing everything just because you can](https://www.livain.com/blog/the-art-of-restraint-getting-things-done-as-a-fractional-exec-without-fixing-everything/). The goal was a clean, defensible record, not a flashy "look, no hands" demo. The afternoon I saved was nice. But it's not the point. The point is that the boring back-office work — the stuff people assume is beneath an experienced operator — is now exactly where that experience compounds. The machine handles the volume. You handle the meaning. AI didn't do my bookkeeping. It did the typing. I still had to know what the numbers were for. ### Sources & further reading *External* [McKinsey — The economic potential of generative AI](https://www.mckinsey.com/capabilities/tech-and-ai/our-insights/the-economic-potential-of-generative-ai-the-next-productivity-frontier?ref=livain.com) [iunera — The financial impact of AI receipt and invoice digitization](https://www.iunera.com/kraken/uncategorized/the-financial-impact-of-ai-receipt-and-invoice-digitization/?ref=livain.com) *Related posts* [The Death of Generic AI](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) [I pointed the Meta MCP at a real ad account](https://www.livain.com/blog/i-pointed-the-meta-mcp-at-a-real-ad-account-heres-what-it-found-in-ten-minutes/) [The Art of Restraint](https://www.livain.com/blog/the-art-of-restraint-getting-things-done-as-a-fractional-exec-without-fixing-everything/) *Field notes like this are the day-to-day of my work as a fractional marketing executive — using tools like Claude Code to run real marketing operations. If you want that inside your company,* [*here is how we can work together*](https://www.livain.com/welcome/)*.* ### Six search impressions told me exactly what to write next URL: https://www.livain.com/blog/six-search-impressions-told-me-what-to-write/ Last updated: 2026-08-31T12:34:15.000Z I was looking at the search data for my own lead-gen site this week. The numbers were almost comically small. One query with thirty-something impressions. A couple sitting at four, two, one. Most people glance at that, decide there's nothing there yet, and close the tab. I did the opposite. Those tiny numbers told me precisely what to build next. ### Small numbers are still signal It helps to remember what an impression actually is. In [Google's own definition](https://support.google.com/webmasters/answer/7042828?hl=en&ref=livain.com), an impression means your link was shown to someone for a query — and a link only gets a position recorded if it earned an impression at all. So even a query at "two impressions, zero clicks" is Google telling you something concrete: it has decided your site is plausibly relevant to that search, and it has shown you to real people who didn't click. That's not noise. That's a door that's already ajar. The volume is low because the site is new, not because the intent isn't real. The people searching "external marketing consultant for SMEs" in my region are exactly who I want to reach — there just aren't many of them typing it yet, and I'm not giving them a reason to click. > Zero clicks on a real query isn't a dead end. It's Google handing you a brief. ### Read the intent, not just the string The queries clustered into two clear buckets. One was local — my profession plus a nearby town, the kind of search someone makes when they want a person they can actually meet. The other was about the service itself — the external or fractional marketing role, what it is, when you need one. Those are two different humans at two different moments, and they need two different answers. This is where the judgement comes in, and it's the same instinct behind why I keep arguing that [domain expertise is the real leverage](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/). A keyword tool will hand you a list. It won't tell you that the local searcher wants proximity and proof, while the service searcher wants to understand whether they even need what you do. Knowing that — because you've sat across from both of those people — is what turns a list of strings into a content plan. ### Build the hub, then the spokes I didn't write twelve one-off posts. I structured it as a pillar-and-cluster model: two comprehensive pillar pages, one for each intent bucket, with a handful of focused supporting posts linking back to each. That structure isn't decoration. [HubSpot's research on topic clusters](https://blog.hubspot.com/marketing/topic-clusters-seo?ref=livain.com) found that the more they interlinked supporting content back to the pillar, the better the placement — and impressions rose with the number of internal links, because the structure signals to search engines that you cover the topic comprehensively rather than glancingly. So the plan leads with the higher-commercial-intent pillar — the service one, where someone is closer to actually hiring — then the local pillar, then alternating clusters that each target one of those faint queries directly. The low-volume search that was sitting at zero clicks now has a page built specifically to deserve the click. It's the difference between [explaining what the work actually is](https://www.livain.com/blog/what-does-a-fractional-cmo-actually-do/) and hoping someone stumbles into it. ### The cheap part is writing. The valuable part is choosing. Anyone can generate a content calendar now. Ask any AI for "twelve blog topics about marketing consulting" and you'll get a tidy, generic, useless list in seconds. What it can't do is look at six real queries with single-digit impressions and know which two are worth an entire pillar, which order to publish in, and why the local one can wait. That comes from having read a lot of these reports for a lot of businesses and knowing which faint signals turn into clients. The same logic applies whether you're planning a blog or [building a channel strategy from scratch](https://www.livain.com/blog/how-to-create-a-social-media-strategy-for-your-brand/): the data points everyone can see; the prioritisation is where the value hides. Six tiny numbers most people would ignore. A full quarter of content, aimed exactly where the demand already is. The signal was always there — you just have to be willing to act on the small version of it. ### Sources & further reading *External* [Google Search Console Help — What are impressions, position, and clicks?](https://support.google.com/webmasters/answer/7042828?hl=en&ref=livain.com) [HubSpot — Topic Clusters: The Next Evolution of SEO](https://blog.hubspot.com/marketing/topic-clusters-seo?ref=livain.com) *Related posts* [The Death of Generic AI](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) [What does a fractional CMO actually do?](https://www.livain.com/blog/what-does-a-fractional-cmo-actually-do/) [How to create a social media strategy for your brand](https://www.livain.com/blog/how-to-create-a-social-media-strategy-for-your-brand/) ### What to do with a 20-year-old domain that's been sitting empty URL: https://www.livain.com/blog/what-to-do-with-a-dormant-domain/ Last updated: 2026-08-31T12:34:17.000Z I own a domain that's about twenty years old. German, in the interior and home space. For most of those twenty years it has done absolutely nothing — a parked page, then a blank WordPress install, then silence. The question I finally sat down with: what do you build on an asset like that so it earns a bit on the side without becoming a second job? The honest answer most people reach for is "start a blog." It's also usually the wrong one. Here's how I thought it through. ### Start from the unfair advantage, not the idea The temptation with a dormant domain is to pick whatever you'd enjoy making. That wastes the one thing that's actually scarce. The unfair advantage here isn't my taste in furniture — it's the domain itself: two decades of age in a vertical with genuinely high commercial intent, where clicks cost real money and affiliate programs are plentiful. Age matters, but not in the way people think. It's not a magic ranking dial. [Ahrefs is clear](https://ahrefs.com/blog/domain-rating/?ref=livain.com) that their Domain Rating is about the backlink profile — unique referring domains — and doesn't even factor in age directly. What age buys you is the chance to have accumulated links and trust over time. Whether this particular domain actually did is an empirical question, not a romantic one. > An old domain is a lottery ticket, not a winning one. You still have to check the numbers. ### Pick the model that fits all your constraints at once I had three hard constraints: a tiny setup budget, a couple of hours a month of maintenance at most, and a modest but real income target. So I lined up the obvious archetypes against those constraints honestly. A niche directory or a lead-gen marketplace both fail the maintenance test — they need sales and ops effort I'm not going to give them. A pure affiliate blog passes on effort but has a low revenue ceiling. The one model that survives all three constraints is a programmatic-SEO-plus-affiliate hub: structured, templated pages built around buyer-intent patterns, monetised with affiliate links, that compound on the domain's age instead of fighting it. That's the pick — not because it's the most exciting, but because it's the only one that fits the box I'm actually operating in. This is the same discipline I keep coming back to as a fractional operator: [choosing the one approach that fits the constraints](https://www.livain.com/blog/the-art-of-restraint-getting-things-done-as-a-fractional-exec-without-fixing-everything/) instead of chasing the most fun one. ### The word "programmatic" is where most people get this wrong Here's the trap. "Programmatic SEO" sounds like permission to spin up ten thousand thin pages and let the old domain carry them. That's not a strategy anymore — it's a liability. Google's [March 2024 spam policies](https://developers.google.com/search/blog/2024/03/core-update-spam-policies?ref=livain.com) explicitly target scaled content abuse, and they're deliberately method-agnostic: it doesn't matter whether thin pages are written by a human, a template, or AI. If they exist mainly to rank rather than to help, they're a problem. That rollout was aimed at cutting low-value content by something like 40%. So "programmatic" here has to mean structured pages that are genuinely useful — real comparisons, real buyer guidance, the kind of thing a person in that high-intent vertical actually wants — produced at a sensible scale, not a content firehose. The leverage is in the system and the domain, but the value still has to be real. That's the whole argument behind why I think [generic, scaled output is a dead end](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) and judgement is the moat. ### The gate before any of this happens None of the above gets built until one cheap test passes. Before writing a single page, I'm running a backlink audit — free tools, an afternoon — to confirm the domain has real SEO equity and not just a birthday. If the referring-domain count is thin and the authority is low, the whole "old domain advantage" thesis collapses, and I fall back to a smaller, focused affiliate blog with no illusions. That kill-criterion is the most important line in the plan. It's easy to fall in love with a twenty-year-old asset and build on a foundation that isn't there. The audit is what keeps the strategy honest. It's also a useful reminder that the home and interior category sits inside a broader retail shift — one where [e-commerce growth has normalised](https://www.livain.com/blog/e-commerce-growth-normalizes-as-a-percentage-of-retail-sales-but-why/) and the easy years are over. You earn the traffic now; you don't inherit it. Old domains feel like found money. They're really just a head start you still have to deserve. ### Sources & further reading *External* [Ahrefs — Domain Rating: what it is and what it's good for](https://ahrefs.com/blog/domain-rating/?ref=livain.com) [Google Search Central — March 2024 core update and new spam policies (scaled content abuse)](https://developers.google.com/search/blog/2024/03/core-update-spam-policies?ref=livain.com) *Related posts* [The Art of Restraint](https://www.livain.com/blog/the-art-of-restraint-getting-things-done-as-a-fractional-exec-without-fixing-everything/) [The Death of Generic AI](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) [E-commerce growth normalizes as a percentage of retail sales](https://www.livain.com/blog/e-commerce-growth-normalizes-as-a-percentage-of-retail-sales-but-why/) ### Claude Cowork keeps hanging? Here's the fix that runs every session. URL: https://www.livain.com/blog/claude-cowork-keeps-hanging-heres-the-fix-that-runs-every-session/ Last updated: 2026-09-04T10:03:57.000Z It happens at least once a day. I give Claude Cowork a task, it says something like "Before I build this, I need to make three decisions" — and then nothing. The spinning indicator runs. Minutes pass. No questions appear. No output. Just a frozen session that looks like it's thinking but isn't going anywhere. If you're using Claude Cowork for anything beyond simple one-liners, you've hit this. It's not a bug you can file and wait for a patch. It's a structural behavior you need to learn to work around. Here's what I've figured out. ### What's actually happening When Claude enters that "three decisions" mode, it's not deep in thought. It's trying to call an interactive elicitation tool — a UI component that presents you with clickable options. The hang happens when that tool call stalls before it renders, usually due to context size, rendering latency, or a queue backup in the session. Claude is waiting for infrastructure that isn't responding. The distinction matters: this isn't Claude being uncertain about your task. It's Claude getting stuck in a planning loop while the underlying tooling fails to surface. The task itself is often perfectly clear; the session just can't get out of its own way. > The hang isn't Claude thinking. It's Claude waiting for something that isn't coming. ### The three fixes, in order of preference First, interrupt it. Send a new message mid-spin. Something like: "Stop. Proceed with your best judgment, state your assumptions, and go." Agentic Claude responds to interrupts — it doesn't need to finish its current thought before reading your next message. This works more often than people expect because the model itself isn't frozen, only the tool call is. Second, refresh and retry with a stronger opening prompt. Before you describe the task, add: *"Do not ask me questions. Make reasonable assumptions, state them briefly, then build."* This suppresses the elicitation reflex before it fires. You're not dumbing down your request — you're removing the ambiguity-handling pathway that leads to the hang in the first place. Third, break the task down. If Claude is spinning on a decision loop, the task is usually too open-ended. A narrower first step — "build the data structure for this, nothing else yet" — gives Claude a concrete scope it can start on without needing to ask anything. ### The real fix: your system prompt The permanent solution isn't a retry strategy. It's your Cowork system prompt. Claude Cowork has a persistent system prompt field that runs at the start of every session. If it's blank, you're starting cold every time and relying on each individual prompt to set behavioral expectations. That's where the hangs sneak in. I now keep something like this in my Cowork system prompt: *"Proceed autonomously on all tasks. State your assumptions inline rather than stopping to ask clarifying questions. If you reach a decision point, make a reasonable choice, note it briefly, and continue. Only pause if something is genuinely blocking — not just ambiguous."* Four sentences. It doesn't remove Claude's judgment — it redirects how that judgment gets expressed. Instead of stopping to surface a question, Claude makes a call and tells you about it inline. You can course-correct in the next message if the assumption was wrong. The session keeps moving. This is the same principle that makes good delegation work. You don't want a team member who stops every ten minutes to check whether you meant this or that. You want someone who makes a reasonable call, flags it, and keeps going. The system prompt trains that behavior before the first task even starts. ### Why this matters more than it seems Agentic AI sessions have a compounding problem: a hang early in a session kills momentum for everything that follows. By the time you've interrupted, restarted, and re-explained context, you've spent more time recovering than the original task would have taken. The friction isn't just annoying — it breaks the flow state that makes agentic work valuable in the first place. The system prompt fix costs you thirty seconds once. The hang costs you five minutes, every time, indefinitely. That math is easy. If you're running Claude Cowork without a system prompt, open the settings now and add yours. Start with the four sentences above and adjust from there as you learn what your sessions actually need. The tool is genuinely powerful when it moves. Getting it to move consistently is mostly a configuration problem, not a capability one. ### Sources & further reading **External** - [Anthropic — How the agent loop works (Claude Code Docs)](https://code.claude.com/docs/en/agent-sdk/agent-loop?ref=livain.com) - [Ralphable — The Claude Code 'Infinite Loop' Bug: How to Spot It, Stop It, and Get Your Project Back on Track](https://ralphable.com/blog/claude-code-infinite-loop-bug-how-to-spot-stop-fix?ref=livain.com) - [Claude Code Autonomous Mode: Guide to permission modes and autonomous operation](https://pasqualepillitteri.it/en/news/141/claude-code-dangerously-skip-permissions-guide-autonomous-mode?ref=livain.com) **Related posts** - [Claude Skills vs Claude Agents: the difference that actually matters](https://www.livain.com/blog/claude-skills-vs-claude-agents-the-difference-that-actually-matters/) - [The Death of Generic AI: Why Deep Domain Expertise is the Only Real Leverage Left](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) ![Remco Livain, fractional marketing & sales executive](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2026/08/remco-portrait-2026.jpg) Work with me directly Want this run for you? Managed Meta & Google ads — without the agency margin. I’m Remco Livain, fractional marketing & sales executive. I run ad accounts with the exact AI-driven workflows I write about here, backed by the 150+ specialists of the Prexova network. More of your budget goes into ads, you keep ownership of every account, and you deal with me — not a hotline. [Book a free intro call →](https://www.livain.com/managed-ads/) [Message me on WhatsApp](https://wa.me/message/DO7DWTKCNJDRF1?ref=livain.com) [ ![QR code: start a WhatsApp chat with Remco Livain](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2026/09/whatsapp-qr.png) Scan to chat on WhatsApp ](https://wa.me/message/DO7DWTKCNJDRF1?ref=livain.com) ### Your analytics dashboard is lying to you by leaving things out URL: https://www.livain.com/blog/analytics-dashboard-lying-by-omission/ Last updated: 2026-08-31T12:34:22.000Z A brand I work with had a story they told about themselves. "We mostly sell bundles." Everyone in the room believed it. It shaped how they thought about pricing, about the catalogue, about which ads to run. The trouble is, nobody had actually looked. So I looked. And the looking turned out to be the hard part — not because the data didn't exist, but because the tool we'd been trusting couldn't see it. ### The connector showed me everything except the thing I needed We pipe this brand's web analytics through an off-the-shelf connector into a warehouse, the way most teams do now. It's clean, it's automatic, and for revenue totals and conversion rates it's perfectly good. I asked it a simple question: what's the actual product split? Which items are in which orders? It couldn't answer. The connector exposes order-level and visit-level aggregates — total revenue, total items, total conversions — but no product-level granularity. No SKUs. From thirty thousand feet, the numbers looked complete. There was just no way to land the plane. This is the quiet failure mode of modern data stacks. The dashboard doesn't lie by being wrong. It lies by being silent about what it leaves out. You get a confident-looking number and no signal that a whole dimension is missing underneath it. > A tool that answers nine of your ten questions will happily let you forget you ever asked the tenth. ### Knowing the data exists is half the job Here's where twenty years of doing this actually pays off. I knew the underlying [analytics platform](https://matomo.org/guide/reports/ecommerce/?ref=livain.com) tracks ecommerce at the line-item level. The data was sitting right there in the source system; the connector just wasn't carrying it downstream. So I wrote a thin query straight against the platform's [Reporting API](https://developer.matomo.org/api-reference/reporting-api?ref=livain.com), pulling the product reports the connector never surfaced. That's the whole move. Not a new platform, not a big migration, not a six-week BI project. A small, sharp tool pointed at a source I already understood. It's the same instinct I wrote about when I [pointed an AI agent at a live ad account](https://www.livain.com/blog/i-pointed-the-meta-mcp-at-a-real-ad-account-heres-what-it-found-in-ten-minutes/) — the value isn't the tool, it's knowing exactly which question to ask it and where the real answer lives. ### What the data actually said Over the course of a few days around 320 orders. And the number that ended the debate: **1.14 items (sku) per order**. That's not a bundle business. On most days there wasn't a single multi-item order at all. The "we mostly sell bundles" story was, at best, describing a single product that happens to ship as a kit — which is a completely different thing, and changes nothing about how multi-product the basket really is. Either way, the belief that had been steering decisions didn't survive contact with the line items. This is exactly the reality check McKinsey keeps pointing at: data should be a [complement to and occasionally a correction of](https://www.mckinsey.com/industries/retail/our-insights/making-data-driven-marketing-decisions?ref=livain.com) seasoned gut feel, not a replacement for it. The gut had a hypothesis. The line items had the answer. You need both, but you have to actually go and get the second one. ### The part nobody automates I could have accepted the dashboard. Most people do — that's what it's there for, and pushing past it costs time. But accepting a tool's blind spot as the edge of reality is how confident organisations make slow, expensive mistakes. The judgement is in not trusting the clean number, in knowing the missing dimension exists, and in caring enough to go pull it. That restraint — refusing to act on the comfortable summary — is the same muscle I lean on in almost every mandate. I've written before about [picking the one question worth chasing](https://www.livain.com/blog/the-art-of-restraint-getting-things-done-as-a-fractional-exec-without-fixing-everything/) instead of boiling the ocean. And it's the through-line of why I think [deep domain expertise is the only real leverage left](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/): tools are abundant now, judgement isn't. Anyone can stand up a dashboard. Knowing when it's quietly lying to you is the rare bit. The bundle question took an afternoon to settle once I stopped trusting the summary. The story had survived for months only because nobody had looked underneath it. Your dashboard isn't lying. It's just not telling you what it doesn't know. That's your job. ### Sources & further reading *External* [Matomo Reporting API reference (product/ecommerce item reports)](https://developer.matomo.org/api-reference/reporting-api?ref=livain.com) [Matomo Ecommerce reporting guide](https://matomo.org/guide/reports/ecommerce/?ref=livain.com) [McKinsey — Making data-driven marketing decisions](https://www.mckinsey.com/industries/retail/our-insights/making-data-driven-marketing-decisions?ref=livain.com) *Related posts* [I pointed the Meta MCP at a real ad account — here's what it found](https://www.livain.com/blog/i-pointed-the-meta-mcp-at-a-real-ad-account-heres-what-it-found-in-ten-minutes/) [The Art of Restraint](https://www.livain.com/blog/the-art-of-restraint-getting-things-done-as-a-fractional-exec-without-fixing-everything/) [The Death of Generic AI](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) ### Claude Skills vs Claude Agents: the difference that actually matters URL: https://www.livain.com/blog/claude-skills-vs-claude-agents-the-difference-that-actually-matters/ Last updated: 2026-09-04T10:03:57.000Z Every other week now, a founder asks me some version of the same question. They've started using Claude seriously, they keep seeing the words *Skill* and *Agent* thrown around in the same sentence, and they want to know whether they're the same thing dressed up in different clothes. They're not. And once you see the difference clearly, you stop wasting hours building the wrong thing. So this is the short, operator-level explanation I now send people. No code, no jargon — just the mental model I use when I'm deciding which one to reach for inside a client engagement. ### A Skill is a recipe. An Agent is a coworker. The cleanest way to hold these in your head: a **Skill** is a reusable playbook Claude pulls off the shelf when it recognises a task. An **Agent** is an autonomous worker you hand a job to and let get on with it in the back room. A Skill is a small folder — a `SKILL.md` file plus any scripts or templates it needs — that teaches Claude exactly how to do a specific, repeatable thing. Convert this messy spreadsheet. Apply our brand guidelines. Sort this scanned mail into the right entity folder. Anthropic [describes them](https://www.anthropic.com/engineering/equipping-agents-for-the-real-world-with-agent-skills?ref=livain.com) as "organized folders of instructions, scripts, and resources that agents can discover and load dynamically." An Agent — or subagent, in Claude Code — is a separate Claude instance you delegate a whole task to. It gets its own system prompt, its own tool access, and crucially, [its own 200K-token context window](https://code.claude.com/docs/en/sub-agents?ref=livain.com). You don't babysit it. It works, it reports back, it disappears. ### Why the memory thing actually matters This is the part most people miss, and it's the most important one. A Skill lives *inside your current conversation*. When Claude activates a Skill, it loads those instructions into the same context window you're already working in. You can ask follow-up questions about what it did. You can see the raw output. You stay close to the work. An Agent lives in *its own separate conversation*. The parent Claude hands off a task, the agent runs in an isolated context, and only the final summary comes back. All the noise — the file reads, the failed attempts, the verbose tool output — stays in the agent's head, not yours. > If a Skill is a recipe Claude keeps on the shelf and pulls down when someone orders that dish, an Agent is a temporary sous chef you point at a messy station and tell to bring back a finished platter. That distinction sounds technical. It isn't. It's the whole game when you're running real work through these systems. ### Progressive disclosure is the unsexy magic Skills use a principle called *progressive disclosure*. Claude pre-loads only the skill's name and one-line description into its system prompt — not the body, not the scripts, not the templates. It reads the heavy stuff only when it decides the current task actually needs it. The practical consequence: each installed Skill costs only [30 to 50 tokens of startup overhead](https://platform.claude.com/docs/en/agents-and-tools/agent-skills/overview?ref=livain.com). Teams run twenty or fifty of them at once without noticeable cost or slowdown. You can pile on the playbooks. Claude only reaches for the right one. This is why Skills feel cheap and Agents feel expensive. A Skill is a card in your deck. An Agent is a whole separate game getting played in the other room. ### When I reach for which The decision tree I actually use, in plain language: If the task is a **specific, repeatable procedure** — convert this file, follow this style guide, format this report, apply these brand rules — that's a Skill. The work is small, the steps are known, and I want it to happen the same way every time. I built one for sorting my scanned mail. I built another for publishing to this blog. They run in seconds, in the same chat, and I see exactly what they did. If the task is a **messy multi-step job that will generate a lot of intermediate noise** — refactor this codebase, research this topic across forty sources, audit this ad account — that's an Agent. I don't want a thousand tool calls clogging my main conversation. I want the agent to go away, do the work, and hand me back a clean answer. The mistake I see people make: they reach for an Agent when a Skill would do, because Agents *sound* more powerful. They aren't. They're just more isolated. Spinning up an autonomous worker for a five-step task is like hiring a temp to make you a sandwich. ### The real power is stacking them The interesting move isn't choosing between them. It's combining them. You deploy an Agent for the heavy lift — say, a deep audit across a sprawling Meta ad account, the kind of thing I [wrote about a few weeks back](https://www.livain.com/blog/i-pointed-the-meta-mcp-at-a-real-ad-account-heres-what-it-found-in-ten-minutes/) — so the thousands of lines of insights traffic stay out of your main chat. Inside that agent's isolated workspace, it dynamically calls Skills: your campaign-naming convention, your reporting template, your bid-strategy guardrails. Each Skill enforces consistency. The Agent provides parallelism and cleanliness. That's the architecture worth understanding. Not "which one is better." The answer is always "both, used for what they're good at." ### What this means if you're not a developer Most of my clients aren't shipping code. They're running brands, agencies, finance teams. And the question they really want answered is: *does any of this matter to me, or is this engineer cosplay?* It matters. Skills are how you stop re-explaining your style guide, your brand voice, your reporting format, your file-naming convention every single time. You write it down once, in a folder, and Claude reaches for it automatically when the task lines up. The same way [a good fractional executive](https://www.livain.com/blog/what-does-a-fractional-cmo-actually-do/) stops re-teaching the team how the company does things by writing the playbook down. Agents are how you stop your AI workspace from turning into a junk drawer. You delegate the messy investigation, the long research, the multi-file edit — and you keep your own head clear. Both are, in the end, the same trick I keep coming back to: [the leverage is the judgement](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/), not the tool. Knowing which one to reach for, and when, is the operator skill that compounds. The tools are getting cheap. Knowing what to ask of them is not. ### Sources & further reading **External** [Anthropic — Equipping agents for the real world with Agent Skills](https://www.anthropic.com/engineering/equipping-agents-for-the-real-world-with-agent-skills?ref=livain.com) [Claude API Docs — Agent Skills overview](https://platform.claude.com/docs/en/agents-and-tools/agent-skills/overview?ref=livain.com) [Claude Code Docs — Create custom subagents](https://code.claude.com/docs/en/sub-agents?ref=livain.com) [Simon Willison — Claude Skills are awesome, maybe a bigger deal than MCP](https://simonwillison.net/2025/Oct/16/claude-skills/?ref=livain.com) **Related posts** [The Death of Generic AI: Why Deep Domain Expertise is the Only Real Leverage Left](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) [I pointed the Meta MCP at a real ad account. Here's what it found in ten minutes.](https://www.livain.com/blog/i-pointed-the-meta-mcp-at-a-real-ad-account-heres-what-it-found-in-ten-minutes/) [What Does a Fractional CMO Actually Do?](https://www.livain.com/blog/what-does-a-fractional-cmo-actually-do/) ![Remco Livain, fractional marketing & sales executive](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2026/08/remco-portrait-2026.jpg) Work with me directly Want this run for you? Managed Meta & Google ads — without the agency margin. I’m Remco Livain, fractional marketing & sales executive. I run ad accounts with the exact AI-driven workflows I write about here, backed by the 150+ specialists of the Prexova network. More of your budget goes into ads, you keep ownership of every account, and you deal with me — not a hotline. [Book a free intro call →](https://www.livain.com/managed-ads/) [Message me on WhatsApp](https://wa.me/message/DO7DWTKCNJDRF1?ref=livain.com) [ ![QR code: start a WhatsApp chat with Remco Livain](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2026/09/whatsapp-qr.png) Scan to chat on WhatsApp ](https://wa.me/message/DO7DWTKCNJDRF1?ref=livain.com) ### Lovable Just Fixed Its Biggest SEO Problem URL: https://www.livain.com/blog/lovable-just-fixed-its-biggest-seo-problem/ Last updated: 2026-08-31T12:34:28.000Z A few weeks ago I wrote a post about [consolidating multilingual Lovable projects](https://www.livain.com/blog/beyond-the-remix-a-multilingual-setup-for-lovable-that-actually-scales/), and I buried a caveat near the end that I knew was the real ceiling on the whole thing. I'll quote myself, because it's the cleanest way into this: > The other trade-off is worth naming, and it's about SEO. Because Lovable projects are single-page apps, the language detection happens in the browser, not on the server. For a marketing site, that's fine. If your business depends on dominating local search rankings in each country, you'll eventually want a server-rendered framework underneath. That caveat just got a lot smaller. Lovable has [officially launched Discoverability](https://lovable.dev/blog/building-is-just-the-beginning-introducing-discoverability?ref=livain.com), a bundle that rolls pre-rendering, SSR for new projects, and a native [SEMrush integration](https://www.semrush.com/news/457747-semrush-announces-partnership-with-lovable-bringing-search-intelligence-into-the-building-experience/?ref=livain.com) into the building experience. If you've ever built a site on a vibe-coding platform and quietly worried about whether Google could actually see it, this is the update. I want to explain what the problem actually was, what they've shipped, and why I think this is a quietly important moment for the whole no-code/AI builder category. ### What was actually wrong For a long time, the deal with apps built on React — which is what Lovable produces under the hood — was a Faustian one for SEO. Your site loads as a near-empty HTML shell. The browser then runs JavaScript that builds the page on the fly. It's beautiful for users: fast, responsive, app-like. It's a nightmare for crawlers. Googlebot has gotten better at this over the years. It does, technically, render JavaScript. But the way it does it is a [two-pass system](https://developers.google.com/search/docs/crawling-indexing/javascript/javascript-seo-basics?ref=livain.com): first it crawls the raw HTML, then it queues your page for a second pass where it actually runs the JS. That second pass can take days. Sometimes weeks. Sometimes, if Google's render budget is tight that week, never. The other crawlers — Bing, the social media link unfurlers, the increasingly important AI crawlers — are generally worse at it. Some don't run JavaScript at all. They see your empty shell and shrug. The practical upshot, for anyone who built a marketing site on Lovable and waited for it to start ranking, was weird, slow, partial indexing. Pages that were obviously there in the browser would show up in Search Console as "Discovered – currently not indexed." Link previews on LinkedIn or WhatsApp would come up blank. AI assistants asked about your business would politely make things up. The workarounds were either setting up pre-rendering yourself — usually with Prerender.io and a bunch of wrangling — or migrating off the platform entirely to something like Next.js. Neither was within reach for the kind of person who'd chosen a no-code tool precisely so they wouldn't have to think about this stuff. ### What Lovable just shipped The new [SEO and AEO module](https://docs.lovable.dev/features/seo-aeo?ref=livain.com) does two things at once. The first is pre-rendering. Behind the scenes, your pages now get generated as proper HTML on the server side and served to crawlers as fully-formed documents. No JavaScript execution required. Googlebot, GPTBot, the Bing crawler, the link unfurlers — they all see real content. Indexing speeds up, previews work, AI tools can actually summarize your pages. The second is the SEMrush integration. It scans your project for the long list of small technical issues that compound across pages — missing or duplicate meta titles, weak descriptions, broken canonicals, missing alt text, headings out of order — and there's a "Fix all issues" button that takes the obvious ones off your plate in one click. Together, those two things move a Lovable site from "Google can technically index it eventually if you're patient" to "Google can index it the way it would index any real website." ### Why this matters more than it looks I want to be honest about why I think this is a bigger deal than the changelog makes it sound. There's been a reasonable argument over the last year that AI-built sites and apps are toys. Great for prototypes, unsuitable for anything that needs to actually win business in the real world. And one of the strongest legs of that argument has always been "you can't rank an AI-built site on Google." For a lot of small businesses and solo operators, that's not a pedantic technical concern — it's the difference between a site that produces leads and a site that doesn't. That leg just got cut. A Lovable project is now genuinely competitive for organic search. The same generated site that took a non-technical founder an afternoon to ship can rank against sites that took agencies months and cost tens of thousands. That's a real shift in what's possible for someone without a development budget. There's a second-order effect that hasn't fully landed yet either. As more AI crawlers — ChatGPT's, Claude's, Perplexity's, all the ones that matter more every month — see properly rendered Lovable sites, those sites become eligible to be cited in AI answers. The Lovable site I shipped for a client last quarter could legitimately become the source ChatGPT pulls from when someone asks about whatever it sells. A year ago, that wasn't on the table. ### What the button can't do For the record — and I'd be writing a bad post if I skipped this — "Fix all issues" is not a substitute for thinking. The button handles the technical baseline. It can't write a good page title, decide which keywords matter, or generate content that's actually worth ranking. Every new page you ship still needs a unique, descriptive title and meta description. Every image still needs sensible alt text. New routes need to make it into your sitemap. Internal links still need to be added deliberately, not hopefully. And SEO is still about content that's worth finding. Pre-rendering means Googlebot can read your page. Whether it ranks depends on whether the page is genuinely useful for the query someone typed. So the realistic cadence is this: run "Fix all issues" once now to clear the backlog, re-run it whenever you ship a meaningful batch of new pages, and treat the per-page basics — title, description, H1, alt text, an internal link or two — as part of "ship a page," not a separate SEO chore. That keeps it from snowballing. ### The broader point What I keep coming back to is that the gap between "[I built this myself on a vibe-coding tool](https://www.livain.com/blog/the-vibe-coding-breakthrough/)" and "I shipped a real, indexable, professional website" just narrowed by a lot. A year ago that gap was wide enough that I'd advise most clients to keep their marketing site on a proper framework, even if they prototyped elsewhere. After this update, that advice is genuinely different. For most small-to-medium businesses, a Lovable site with pre-rendering enabled and the SEMrush issues cleaned up is good enough — and increasingly, faster and cheaper than the alternative. The caveat I buried at the end of the multilingual post is becoming a footnote. That's a good thing for anyone who'd rather spend their time on their business than on their stack. ### I pointed the Meta MCP at a real ad account. Here's what it found in ten minutes. URL: https://www.livain.com/blog/i-pointed-the-meta-mcp-at-a-real-ad-account-heres-what-it-found-in-ten-minutes/ Last updated: 2026-09-04T10:03:58.000Z A few weeks ago I [wrote about Meta opening Ads Manager to Claude](https://www.livain.com/blog/meta-just-opened-ads-manager-to-claude-heres-the-setup-that-actually-works/) through their official MCP server, and how to wire it up. That post was about the plumbing. This one is about what happens when you actually point it at a real account with real money on the line. This week I ran my first proper ROAS audit through it — a consumer brand I look after, spending just under €20,000 a month on Meta across eight campaigns. I wanted to know two things. Could the AI surface the problems faster than I could clicking through Ads Manager myself? And could it execute the fixes without me touching the interface at all? The short answer to both is yes. But the interesting part is *where* the value actually showed up, because it wasn't where I expected. ### What it found in ten minutes I asked for the last 30 days, broken down by campaign, with opportunity score and auction-ranking diagnostics. The table came back clean. And it was ugly. Of eight campaigns, exactly one was ROAS-positive — a prospecting campaign returning 3.2x on a small budget. Everything else was either flat or underwater. The worst offender was a top-of-funnel geo test that had been left running since last summer, quietly burning around €6,000 a month at a ROAS of basically zero. Nobody killed it. It just kept spending, month after month, because no one was looking at it the right way. That alone justified the exercise. But the AI also caught something subtler that I'd have taken much longer to spot manually: most of the "Sales" campaigns were optimised for **add-to-cart, not purchase**. That's the kind of configuration mistake that hides in plain sight, and it's a well-documented way to [silently kill your ROAS](https://www.aimarketerpro.com/en/blog/5-meta-ads-mistakes-killing-roas?ref=livain.com). The campaigns look like they're doing their job — the dashboards are green, carts are filling — but you're paying Meta's algorithm to go and find people who *like clicking "add to cart"* and never check out. The rule of thumb the good media buyers follow is simple: optimise for the lowest-funnel event you have enough volume to feed, and for an account this size that's purchase, not cart. Switching that single setting is almost certainly worth more than any new creative round. > The expensive problems in an ad account are rarely the creative. They're the settings nobody revisits and the tests nobody remembers to turn off. ### What it did, not just said Here's the part that still feels new. I didn't export a report and go fix things by hand. I had it execute, live, from the chat: It scaled the winning prospecting campaign by 50%. It paused ten ads sitting in the bottom of the auction rankings for conversion rate — several of them the click-baity type that earn cheap engagement and no sales. And it did the maths on the trade so the net daily spend barely moved: roughly €70 a day freed from dead ads, almost exactly offsetting the extra I put behind the one campaign actually making money. Same budget, pointed at things that work. Every action was reversible — status changes only, no deletions — and Meta's connector has a nice safety reflex where budget changes auto-pause the campaign until you confirm you meant it. I had to reactivate the one I'd just scaled. Mildly annoying, entirely correct. ### The judgement was still mine I keep coming back to this because it's the whole point. The AI was extraordinary at the gathering: pulling thirty data points, ranking them, flagging the leaks, doing the reallocation arithmetic. What it could not do was decide. It surfaced the dead geo test, but the call to actually kill €6k of monthly spend belongs to a human who knows the account, the brand, and what that budget was supposed to be testing. It flagged the add-to-cart problem, but understanding *why* that's the real ROAS drag — and not just chasing the surface-level "low ROAS, make new ads" reflex — comes from having done this for twenty years. This is the part I think a lot of people are getting wrong about AI in marketing right now. Hand the same connector to someone without the reps, and they'll get a beautiful table of numbers and no idea which one to act on — or worse, they'll act on the wrong one. They'll make new creative for a campaign whose problem is a tracking setting. They'll pause the prospecting campaign because its raw ROAS looks scary, not realising it's the only thing feeding the funnel. The tool doesn't supply the judgement. It just removes the hours of clicking between the judgement and the result. This maps onto something I've written about before — that [generic AI produces generic outputs](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/), and the leverage now sits with the person who can direct it with real domain context. It's not just my opinion. McKinsey's 2025 State of AI work found that while 88% of organisations now use AI somewhere, only around 6% are capturing meaningful enterprise-level value from it — the gap is execution and operating model, not access to the tool. Iansiti and Lakhani made the structural version of the same argument in *Competing in the Age of AI*: the advantage accrues to those who rebuild how decisions get made around the data, not those who simply buy the software. ### What this means for how marketing teams are built Three years ago, an account in this state would have needed a junior account manager living inside Ads Manager to even notice the geo test, then a few back-and-forth meetings to agree to pause it. This week it took one operator, one conversation, about twenty minutes, and the fixes were live before lunch. I don't think that means fewer marketers. I think it means a different shape: fewer hands copying numbers between tabs, more senior judgement per dollar of media spend. For me personally it means I can do work that used to require waiting on a network of specialists to pull reports and feed me numbers — I get the insight directly now, and I act on it the same hour. A smaller team, a tighter loop, more done. The skill that's appreciating in value isn't operating the tool; the AI does that now. It's [knowing which number actually matters](https://www.livain.com/blog/the-art-of-restraint-getting-things-done-as-a-fractional-exec-without-fixing-everything/), and having the nerve to turn the expensive, comfortable, broken thing off. The dead campaign was the easy win. The settings nobody had revisited were the real one. The AI found both in the time it takes to make a coffee. Deciding what to do about them is still the job — and after two decades of doing it by hand, that's the part I'm not worried about. ### Sources & further reading **External** - Meta for Business — [Introducing Meta Ads AI Connectors](https://www.facebook.com/business/news/meta-ads-ai-connectors) (the official MCP / CLI announcement, 29 April 2026) - PPC Land — [Meta opens its ad system to Claude and ChatGPT with new AI connectors](https://ppc.land/meta-opens-its-ad-system-to-claude-and-chatgpt-with-new-ai-connectors/?ref=livain.com) - AiMarketer Pro — [5 Meta Ads mistakes that are silently killing your ROAS](https://www.aimarketerpro.com/en/blog/5-meta-ads-mistakes-killing-roas?ref=livain.com) (on the add-to-cart vs. purchase optimisation trap) - McKinsey — [The State of AI in 2025](https://www.mckinsey.com/capabilities/quantumblack/our-insights/the-state-of-ai?ref=livain.com) (adoption is near-universal; meaningful bottom-line impact is not) - Marco Iansiti & Karim Lakhani — [Competing in the Age of AI](https://hbr.org/2020/01/competing-in-the-age-of-ai?ref=livain.com), Harvard Business Review **Related posts** - [Meta just opened Ads Manager to Claude — here's the setup that actually works](https://www.livain.com/blog/meta-just-opened-ads-manager-to-claude-heres-the-setup-that-actually-works/) - [The Death of Generic AI: Why Deep Domain Expertise is the Only Real Leverage Left](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) - [The Art of Restraint: Getting Things Done as a Fractional Exec Without Fixing Everything](https://www.livain.com/blog/the-art-of-restraint-getting-things-done-as-a-fractional-exec-without-fixing-everything/) - [What Does a Fractional CMO Actually Do?](https://www.livain.com/blog/what-does-a-fractional-cmo-actually-do/) ![Remco Livain, fractional marketing & sales executive](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2026/08/remco-portrait-2026.jpg) Work with me directly Want this run for you? Managed Meta & Google ads — without the agency margin. I’m Remco Livain, fractional marketing & sales executive. I run ad accounts with the exact AI-driven workflows I write about here, backed by the 150+ specialists of the Prexova network. More of your budget goes into ads, you keep ownership of every account, and you deal with me — not a hotline. [Book a free intro call →](https://www.livain.com/managed-ads/) [Message me on WhatsApp](https://wa.me/message/DO7DWTKCNJDRF1?ref=livain.com) [ ![QR code: start a WhatsApp chat with Remco Livain](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2026/09/whatsapp-qr.png) Scan to chat on WhatsApp ](https://wa.me/message/DO7DWTKCNJDRF1?ref=livain.com) ### The Death of Generic AI: Why Deep Domain Expertise is the Only Real Leverage Left URL: https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/ Last updated: 2026-09-11T12:38:45.000Z A year or two ago, the narrative was simple: *“AI will replace everyone. Just type a prompt, and the machine will do your marketing, your sales, and your operations.”* Businesses rushed to buy enterprise licenses, handed ChatGPT to their teams, and waited for the magic to happen. Instead, a different reality set in. Inboxes became flooded with [identical, soulless LinkedIn outreach](https://www.livain.com/blog/the-ai-slop-nobody-logs/). E-commerce stores started publishing robotic, generic product descriptions. Marketing funnels began looking exactly the same because everyone was using the exact same prompts on the exact same generic Large Language Models (LLMs). The harsh truth has emerged: **Generic AI inputs produce generic business outputs. And in a highly competitive market, generic is a death sentence.** The initial wave of hype is over. According to [McKinsey’s State of Organizations report](https://www.mckinsey.com/~/media/mckinsey/business%20functions/people%20and%20organizational%20performance/our%20insights/the%20state%20of%20organizations/2026/the-state-of-organizations-2026.pdf?ref=livain.com), while 88% of organizations are now actively experimenting with AI, a staggering **81% do not report any meaningful bottom-line gains.** We are entering an era of execution where the real value isn’t created by the technology itself, but by the human architect directing it. To move the needle, businesses don’t just need better tools. They need **Domain-Driven AI Orchestrators.** --- ## The Shift: Moving Beyond the "Prompt Engineer" In the early days of this boom, the "Prompt Engineer" was hailed as the future corporate savior. But prompting is a temporary bridge. As AI models evolve into [autonomous, agentic systems](https://www.livain.com/blog/scheduled-claude-code-routine-failed-agentic-workflows-context/), they require less text-based hand-holding. The real gap in the market isn't a lack of technical tools; it is a lack of **structural business context**. If you ask a generic AI to *"write a lead generation campaign for my business,"* it draws from a sea of average internet data. It doesn't know your specific unit economics. It doesn't understand the nuances of your customer psychology, local compliance, or the exact friction points in your sales pipeline. As Harvard Business School researchers Marco Iansiti and Karim R. Lakhani highlight in [Competing in the Age of AI](https://www.hbs.edu/faculty/Pages/item.aspx?num=56633&ref=livain.com), scalable value happens when a company fundamentally alters its operating architecture around data. This transformation requires leaders who can combine deep business domain expertise with AI know-how to build tailored, proprietary systems. True economic leverage happens at the intersection of two critical roles: ### 1\. The Data Orchestrator (The Puzzle Master) An AI is only as powerful as the data it can access and understand. Most companies have their data scattered across fractured ecosystems: a Shopify backend, an isolated CRM, legacy ERP systems, and disparate marketing tools. The integration deficit is real: data integration statistics show that[95% of IT leaders cite integration issues as the primary barrier to AI adoption](https://www.integrate.io/blog/data-integration-adoption-rates-enterprises/?ref=livain.com). Despite using multiple models, only 28% of enterprises have successfully connected their applications. The Data Orchestrator looks at this chaos and maps the pipeline. They determine exactly where data comes from, how it must be structured, and how the pieces of the puzzle connect so that an AI model can actually utilize it safely, securely, and effectively. ### 2\. The Domain-Expert Builder (The Needle Mover) This is the role of the practitioner who has spent decades in the trenches of marketing, sales, and operations. Because they know *how* a business actually grows, they know exactly *what* to build with AI. The market is rapidly moving away from simple "copilots" toward autonomous agentic workflows. As [Gartner predicts](https://www.nojitter.com/workflow-automation/market-for-ai-assistants-will-be-mostly-dead-in-two-years-gartner-predicts?ref=livain.com), the market for basic AI assistants will soon wane, supplanted by platforms that integrate custom agentic capabilities to tightly control digital labor across specific business domains like CRM and revenue operations. Domain-expert builders don't create generic chatbots. They build custom, automated marketing engines, intelligent lead qualification pipelines, and personalized customer data loops that directly impact profitability. They use AI as raw material to scale human expertise. --- ## What It Means to Work with an AI Builder When I look at the future of work and how I position my own execution frameworks, this is the core philosophy. Hiring an agency to just "do some AI automation" is a recipe for wasted budget. The true value lies in partnering with someone who brings deep domain knowledge to the table. In a global[Microsoft Work Trend Index report](https://www.microsoft.com/en-us/worklab/work-trend-index/agents-human-agency-and-the-opportunity-for-every-organization?ref=livain.com), data showed that the absolute biggest factor behind AI impact isn't individual tech-fluency—it’s **organizational readiness and structural workflow redesign.** When you work with a Domain-Driven AI Builder, you aren't paying for software licenses or generic prompt libraries. You are investing in: - **Data Integrity:** Structuring your proprietary customer data so it becomes a defensible business asset. - **Strategic Leverage:** Building automated workflows that actually match your real-world business logic, not an idealized textbook framework. - **Tangible Growth:** Focusing strictly on deploying AI tools where they remove operational bottlenecks, increase conversion rates, and move the needle on your bottom line. --- ## The Future Belongs to the Orchestrators The businesses that get left behind in the coming years won't be those that refused to use AI. It will be those that used it lazily, automating generic processes and diluting their brand value. Conversely, the winners will be the companies that treat AI as an organizational infrastructure project. They will realize that the technology is a commodity, but **proprietary data orchestration and domain-specific execution** are the ultimate competitive advantages. The tools have been democratized. The playing field is level. Now, it’s entirely about how you put the puzzle pieces together. --- ### Bridge Your Strategy to Execution - **For Strategic Local Leadership (Switzerland):** If you are a Swiss KMU looking for a fractional partner to audit your marketing pipelines, clean up your customer data silos, and prepare your business for real AI leverage, explore my regional frameworks at [Marketing-March.ch](https://marketing-march.ch/?ref=livain.com). - **For Custom AI Building & Agency Execution:** If you need an execution team to build custom, high-leverage marketing automation, intelligent lead generation pipelines, and e-commerce infrastructure that moves the needle, discover our agency model at [Prexova.com](https://prexova.com/?ref=livain.com). *Field notes like this are the day-to-day of my work as a fractional marketing executive — using tools like Claude Code to run real marketing operations. If you want that inside your company,* [*here is how we can work together*](https://www.livain.com/welcome/)*.* ### Meta just opened Ads Manager to Claude — here's the setup that actually works URL: https://www.livain.com/blog/meta-just-opened-ads-manager-to-claude-heres-the-setup-that-actually-works/ Last updated: 2026-09-11T12:39:19.000Z Meta quietly shipped something big two weeks ago. On 29 April 2026, they opened up the **Ads AI Connectors** program — an official [Model Context Protocol (MCP)](https://www.anthropic.com/news/model-context-protocol?ref=livain.com) server that lets AI assistants like Claude, ChatGPT, and Gemini talk directly to your Meta ad accounts. No developer app. No Marketing API approval queue. No third-party token broker sitting in the middle. Just OAuth, and you're in. I've been waiting for this for a while, and I think a lot of you have too. ### The shift this actually represents [The marketing operations stack has been bloated for years](https://www.livain.com/blog/the-maintenance-trap-and-the-project-driven-future/). Five tools to plan a campaign, three to launch it, two to report on it, and one more for everyone to argue about what the numbers mean. The cost of all that friction shows up as either a fat agency retainer or a busy in-house team that spends most of its week copying numbers between spreadsheets. MCP changes the shape of the answer to that problem. Not because the AI replaces the marketer's judgement — it absolutely doesn't, and I'll come back to that — but because the gap between *what you want to do* and *the thing that actually happens in the ad account* drops to seconds. One operator with [deep platform knowledge](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/), sitting in front of one AI assistant, can now run more accounts more carefully than a team of five could three years ago. I think the market is going to move in that direction faster than most agencies are prepared for. Instead of paying a roster of mid-level account managers to navigate Ads Manager all day, you'll increasingly hire one senior operator — someone who actually understands media buying, attribution, and creative testing — and they will run multiple accounts through an AI layer. Fewer hands on the keyboard, more brain per dollar of media spend. The agency model that survives this shift will be the one that figures out how to package senior judgement and AI tooling together, not the one that keeps selling seat-hours. ### What Meta actually shipped The MCP server lives at `https://mcp.facebook.com/ads`. It exposes around 30 tools split roughly into three buckets. **Read tools** do exactly what you'd expect — list ad accounts, campaigns, ad sets, and ads; [pull insights with the full breakdown matrix](https://www.livain.com/blog/i-pointed-the-meta-mcp-at-a-real-ad-account-heres-what-it-found-in-ten-minutes/) (country, device, age, placement, publisher platform, hour of day); fetch creatives; query opportunity scores and benchmarks; surface auction-ranking diagnostics. You can ask for the last seven days of performance broken down by country and get a clean table back. You can ask "which of my ad sets have rising CPM and frequency over 4" and get a fatigue list ready to act on. **Write tools** are the part that actually changes how you work. The MCP can create campaigns, ad sets and ads; update budgets and statuses; activate or pause entities; and manage catalogs and product sets. You'll be able to say "pause every campaign with ROAS under 2 over the last 14 days" — and have it executed. You'll be able to say "find the three best-performing creatives from last quarter and clone them into the Italy account with the budget split 60/30/10" — and have it done. **Diagnostic and signal tools** round out the set: pixel and dataset quality checks, anomaly detection, performance-trend analysis. These are the things that today take three browser tabs and a coffee. They become one prompt. The thing that matters about all this is that it's officially Meta, on Meta's infrastructure. No rate-limit risk. No "your account got flagged because a homemade script touched it" risk. No long-lived access token to babysit. The platform is sanctioning automation directly, which is the part of this announcement most people are sleeping on. ### How to set it up — five minutes, no config file This is what threw me at first. The Meta press release links to a news article, not a setup flow. The actual setup happens inside Claude Desktop (or whichever MCP-aware client you use). Don't go looking for a magic button on the Meta page — there isn't one. In Claude Desktop: 1. **Open Settings.** On Mac, that's the top menu bar → Claude → Settings, or `⌘,`. 2. **Click "Connectors"** in the left sidebar. 3. **Click "Add custom connector"** (sometimes shown as a `+` button — you may need to click "Customize" or "Advanced" first to expose it). 4. **Paste the URL** exactly: `https://mcp.facebook.com/ads` 5. **Give it a name** like *Meta Ads — \[Account Name\]*, and click Connect. 6. **A Facebook login window pops up.** Sign in with the Facebook account that has access to the Business Manager whose ad accounts you want to expose. 7. **Approve the scopes.** Meta will show you which Business portfolios and ad accounts you can grant access to. Tick only the portfolio and ad accounts you actually want Claude to see — don't tick everything by reflex. 8. **Done.** Claude pulls the available tools automatically and the connector goes green. That's the whole thing. The MCP URL is the same for everyone — `https://mcp.facebook.com/ads` is not a per-customer endpoint. The scoping happens entirely through your OAuth login and which accounts you ticked in step 7\. If you ever want to add a new ad account to the connection, you re-authorise and tick the new one. A small note that will save you 20 minutes: if "Add custom connector" doesn't show up, you're probably on the free tier. Custom MCP connectors require Claude Pro or Max. ### The rollout caveat — and yes, this will affect you There's one thing you'll only discover when you actually try to run a query. Meta is rolling this out in waves, and the gate is enforced server-side at the data layer. Specifically: every ad account in the system has a flag called `is_ads_mcp_enabled` in the [Marketing API](https://developers.facebook.com/docs/marketing-api/?ref=livain.com). If your account is in a rollout wave that hasn't been activated yet, that flag is `false`, and any data query — read or write — fails with a friendly "this ad account is not enabled for the Ads MCP, please check back at a later date" message. The connector itself works, the OAuth works, you can list your ad accounts, you can see the right Business Manager linkages — but the moment you ask for actual data, Meta tells you to come back later. What I'm seeing in practice: larger accounts and US-based businesses are getting flipped first. Smaller European business accounts — particularly mainland EU SMBs — are still in the slower rollout cohorts. If you connect today and find your account isn't enabled, leave the connector installed. When Meta flips the bit, your queries will just start working with no further action from you. I've got a calendar reminder to retry mine weekly. I'll update this post when I have more visibility on which markets and account sizes are getting prioritised. ### What gets interesting when the writes come on Reporting is the boring half of this. Every data platform from [Looker to Supermetrics](https://supermetrics.com/?ref=livain.com) already pulls Meta numbers — and frankly, Supermetrics will keep being a better choice for monthly reporting dashboards even after this rolls out. The interesting half is the write surface, and what you can stack on top of it. [The example I keep coming back to is the creative loop](https://www.livain.com/blog/the-vibe-coding-breakthrough/). Today, the bottleneck in scaled paid social isn't analysis or media buying — it's creative volume and refresh cadence. Tools like [Higgsfield](https://higgsfield.ai/?ref=livain.com) can now generate ad-ready video and image variations in minutes. Pair that with a write-capable MCP and the workflow becomes: describe a new ad in natural language, have a generation tool render the asset, have Claude push it as a draft ad set into the right account with the right targeting, audience, and budget — and have the same agent watch performance and either scale, pause, or iterate based on rules you wrote in advance. None of this requires opening Ads Manager. The point isn't that AI replaces creative directors or media buyers. The point is that the parts of the job that used to take six tools, four logins, and an afternoon collapse into one prompt — and the parts that genuinely require senior judgement (what's actually working, what's a structural problem versus a tactical one, what's worth scaling) get the time they deserve. ### The thing that will quietly destroy people who get this wrong All of which sounds great, until it isn't. The risk model here is real and I'd rather flag it than be polite about it. If you don't already know what good looks like at the campaign level — what bid strategies map to what objectives, what attribution windows distort what ROAS reads, why a seven-day spend window can lie to you, when a sudden CPM drop is opportunity and when it's a signal-quality problem — then handing this to an AI agent is the fastest way I've ever seen to burn money quietly. The agent does exactly what you ask. If you don't know what to ask, you get one large black box where money goes in, vague metrics come out, and 60 days later you're trying to reconstruct what happened. The skill premium for understanding the platform deeply isn't going away with this technology — it's compounding. If you understand Meta's auction, attribution, and creative dynamics, MCP makes you five to ten times more productive. If you don't, it makes you faster at being wrong, with a more confident-sounding wrapper around the wrongness. > There is no middle ground here, and I think a lot of people are going to find that out the hard way over the next 12 months. ### The thing to do this week If you have a Meta ad account that's been flipped in the rollout: wire it up today. Spend an hour asking Claude to pull weekly performance broken down five different ways, ask it to find your worst-performing ad sets by frequency, ask it to surface anomalies. Get a feel for what the tool can do before you give it write access. If you're like me and your account isn't enabled yet: install the connector anyway. When Meta flips your bit, everything starts working immediately, and you'll have already worked out the prompts and the discipline. And whichever bucket you're in, sit down and write the rules. What's an acceptable budget delta in a single prompt? What's the daily change cap? Which actions require an approval step from a human? What's the read-vs-write boundary, and who has authority on each side? Those rules are the entire difference between a tool that makes you better and a tool that quietly empties your bank account while you're on holiday. This is one of those moments where the people who treat it seriously now will be unrecognisable in their output 12 months from now. The ones who treat it as a toy will be the same as they are today, just with a more expensive monthly subscription. I'll let you guess which side I'm planning to be on. ![Remco Livain, fractional marketing & sales executive](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2026/08/remco-portrait-2026.jpg) Work with me directly Want this run for you? Managed Meta & Google ads — without the agency margin. I’m Remco Livain, fractional marketing & sales executive. I run ad accounts with the exact AI-driven workflows I write about here, backed by the 150+ specialists of the Prexova network. More of your budget goes into ads, you keep ownership of every account, and you deal with me — not a hotline. [Book a free intro call →](https://www.livain.com/managed-ads/) [Message me on WhatsApp](https://wa.me/message/DO7DWTKCNJDRF1?ref=livain.com) [ ![QR code: start a WhatsApp chat with Remco Livain](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2026/09/whatsapp-qr.png) Scan to chat on WhatsApp ](https://wa.me/message/DO7DWTKCNJDRF1?ref=livain.com) ### Beyond the Remix: A Multilingual Setup for Lovable That Actually Scales URL: https://www.livain.com/blog/beyond-the-remix-a-multilingual-setup-for-lovable-that-actually-scales/ Last updated: 2026-08-31T12:34:38.000Z A few months ago I wrote a post called [The "Vibe Coding" Breakthrough](https://www.livain.com/blog/the-vibe-coding-breakthrough/) about an afternoon I spent with Lovable. I'd built a complete fractional executive services site between morning coffee and dinner, and the rush of that day, of suddenly being able to ship things I would once have outsourced to a developer for weeks, made the whole post read like a love letter. A few months and a few production sites later, I want to write about the part the love letter skipped over. What happens after the first launch, when the second language version goes live, and then the third, and you start to notice that you haven't actually built one site. You've built four near-identical sites that drift further apart every time you touch any of them. If you're about to remix your Lovable project into another language, or you've already done it a few times and you're starting to feel the weight, this is for you. ### The Remix Trap Lovable's [remix feature](https://docs.lovable.dev/?ref=livain.com) is a gift. It hands you a perfect copy of an existing project that you can mold into something new, and for a second language version, that is exactly what you want. The catch is in the word "copy." The moment you remix, you have two completely independent projects. There's no umbilical cord back to the original. As far as Lovable is concerned, the two projects are strangers. By the time you have four of them, say a .com, a .de, a .nl and a .se, you don't really have one product in four languages. You have four near-identical products that drift further apart every time you change any one of them. Update your hero copy? Three projects to update. Add a testimonial? Three. Fix a typo on the pricing page? You already know. And the drift isn't polite. The same prompt produces subtly different output in each project. A button labelled "Get started" in one quietly becomes "Start now" in another. Five months in, the four sites read like distant cousins instead of one brand in four markets. That part is what most founders underestimate. The drift doesn't show up in your bug tracker. It shows up in the gap between how your German site reads and how your Swedish site reads, and the customer who lands on both will notice before you do. ### The Four Ways Out There are roughly four ways to handle this, ranked by how much they actually solve the problem. **1\. Keep mirroring your prompts.** Make the change in project A, then re-run the same prompt in B, C and D. This works for a week. It doesn't work for a year. You'll forget one. The AI will re-interpret the prompt and produce something subtly different. You end up reconciling more than you build. **2\. Sync via GitHub.** Connect each Lovable project to GitHub and manually copy commits between them. Cleaner than re-prompting, but it requires comfort with git, and it turns every product update into a chore. Fine for developers. Miserable for marketers. **3\. A shared component library.** Extract your common pieces into a separate repo that each project pulls from. Conceptually elegant, completely overkill for a marketing site, and it just adds a new maintenance surface of its own. **4\. One project, multiple domains.** This is the one that actually solves it. You collapse all your country sites into a single Lovable project. The site detects which country domain it's being loaded from and serves the right language automatically. One codebase. One source of truth. One place to change anything. Make a change in one place, see it on every site. That's the whole point. ### What "One Project, Many Domains" Actually Looks Like Imagine a fictional brand. Brightwell, a cozy home goods company operating in four countries. - brightwell.com (default, English) - brightwell.de (Germany) - brightwell.nl (Netherlands) - brightwell.se (Sweden) All four domains point at the same site. When a visitor types `brightwell.de`, the site notices it's loading on a `.de` domain and serves German. The translations live in plain text files inside the project, one file per language, that anyone can edit. The language switcher in the header doesn't toggle a hidden state. It actually sends the visitor to the matching country domain. Click "Nederlands" on `brightwell.de` and you land cleanly on `brightwell.nl`, on the same page, just translated. For you as the founder, the workflow is simple. Open one Lovable project. Make one change. Hit save. Watch it appear on four sites. ### What About the Stuff That Genuinely Differs Per Country? This is the part where most multilingual setups overcomplicate themselves, and it turns out to be simpler than people expect. Things that differ per country fall into two clean buckets. The first is stuff that needs translation. Hero headlines, button labels, product descriptions. Those live in translation files, one per language. The second is stuff that's just configuration. Prices, currencies, partner shop links, support email, cookie banner provider. Those live in a single config file with a section per country. So Brightwell's German config might say: use German translations, prices in euros, link to the German distributor, support email `hallo@brightwell.de`. The Swedish one says: Swedish translations, kronor, the Swedish distributor, `hej@brightwell.se`. It's one small lookup table. You write it once and you're done with it. ### The Migration The hard part of this isn't the technology. It's deciding to stop adding to the parallel-projects pile and spending one focused day untangling what's already there. Roughly, the work looks like this. 1. **Pick your strongest Lovable project as the canonical one.** Whichever is most current, best designed, most up to date. The other language versions become donors of translated text, nothing more. 2. **Connect it to GitHub.** Lovable has a one-click integration in project settings. 3. **Prompt Lovable to add the multilingual setup.** Something like: *"Add [react-i18next](https://react.i18next.com/?ref=livain.com), detect the language from the domain name, and update the language switcher to redirect to the correct country domain."* Lovable will do most of this for you. 4. **Paste in the translations from your other projects.** Open each old language project, copy the strings, drop them into the new translation files. 5. **Deploy through [Vercel](https://vercel.com/?ref=livain.com) or [Netlify](https://www.netlify.com/?ref=livain.com).** Both are free hosting providers that let you alias multiple custom domains onto a single project. Lovable's built-in hosting can't do that. 6. **Update DNS at your registrar.** Point each country domain at Vercel. 7. **Test the whole thing, then archive the old projects.** They become read-only museums you can safely retire. A capable [non-developer](https://www.livain.com/hiring-a-fractional-executive-what-when-why/) can do all of this in a focused day with a bit of help. The pay-off is permanent. You never have to make the same change in three places again. ### The Honest Trade-off You're trading "everything happens inside Lovable" for "Lovable plus GitHub plus Vercel." Three free tools instead of one. That's a real change in your workflow, and it'll feel like more moving parts at first. After about a week, it stops feeling that way and starts feeling like one clean pipeline. The other trade-off is worth naming, and it's about SEO. Because Lovable projects are single-page apps, the language detection happens in the browser, not on the server. For a marketing site, that's fine. If your business depends on dominating local search rankings in each country, you'll eventually want a server-rendered framework underneath. Don't worry about that on day one. ### The Lesson Vibe coding made it cheap to spin up a second site. It did not make it cheap to keep four sites in sync. The remix is a brilliant first move. It's a much worse fourth move. The earlier you consolidate, the less translation work you have to do twice. If you're already at three or four language versions and you can feel the [drift starting to bite](https://www.livain.com/blog/the-vibe-coding-breakthrough/), this weekend is a good weekend to do something about it. ### Beyond the Junk Drawer: Mastering Knowledge with Progressive Disclosure and AI URL: https://www.livain.com/blog/beyond-the-junk-drawer-mastering-knowledge-with-progressive-disclosure-and-ai/ Last updated: 2026-09-04T10:03:59.000Z In the age of [AI-driven "Second Brains,"](https://www.livain.com/blog/the-digital-junk-drawer-vs-the-intelligent-library/) the problem isn't storing information—it’s finding it without drowning in it. Many of us treat our AI co-working spaces like a digital junk drawer: we throw in every PDF, meeting transcript, and project brief, hoping the AI will just "figure it out." But AI tools operate within a [**context window**](https://docs.claude.com/en/docs/build-with-claude/context-windows?ref=livain.com). There is a finite amount of information they can process at once. If you force an AI to read 50 messy files to answer one question, you get ["hallucination noise,"](https://www.livain.com/blog/the-anti-hallucination-audit/) high costs, and slow responses. The solution isn't a new app; it's a UI/UX principle called [**Progressive Disclosure**](https://www.nngroup.com/articles/progressive-disclosure/?ref=livain.com). By layering your information, you can manage complex projects and client relationships with surgical precision. --- ### What is Progressive Disclosure? In design, progressive disclosure keeps the interface clean by showing only the most relevant information at any given time. Applied to knowledge management, it creates a **filter funnel**: 1. **Wide at the top:** Scan dozens of files at the surface level (metadata and names). 2. **Narrow at the bottom:** Deep dive into only the 2–5 files that actually matter. --- ### The 4 Layers of a High-Performance AI Brain To work effectively with an AI co-worker, your system should follow these four tiers. This allows the AI to navigate your "Brain" without needing to ingest the entire library every time. #### Layer 0: The File Name (The Cheapest Signal) A file named `notes-march.md` is a black box. A file named `2026-03-15-client-pricing-strategy-call.md` is a map. Use a strict naming convention: `YYYY-MM-DD-Client-Topic-Format.md`. This allows the AI to identify relevance just by looking at a directory listing. #### Layer 1: The Summary File (`_summary.md`) Every project or client folder should contain a "source of truth." This is a human-readable (but AI-maintained) overview. - **What it contains:** Key stakeholders, current status, active milestones, and links to the most important files. - **The Rule:** Read this first. If the summary answers the question, stop. If not, use it to identify which specific files to open next. #### Layer 2: Frontmatter (The Card Catalog) At the top of every Markdown file, include a YAML metadata block. This lets you see the "who, what, and why" without reading the body text. YAML ``` --- title: Q2 Strategy Alignment date: 2026-04-10 type: meeting-notes tags: [strategy, roadmap] project: Project-Phoenix confidence: high --- ``` #### Layer 3: Full Content The complete text. This is the "expensive" layer. You only "disclose" this information once Layers 0–2 have confirmed it is the right resource. --- ### Advanced Tactics: Making Information "Smart" To move from a static library to a dynamic system, you need to track how information relates and how it ages. #### 1\. Relationship Mapping Files shouldn't just sit in folders; they should point to each other. By adding fields like `superseded_by: path/to/file.md` or `leads_to: path/to/proposal.md`, you turn a flat list of files into a **navigable graph**. This helps the AI understand the evolution of a project. #### 2\. Staleness Indicators Information has a shelf life. A client’s org chart from 2024 is likely a liability, not an asset. Use these three fields to maintain trust in your system: - `last_verified`: When was this last checked? - `valid_until`: An expiration date for time-sensitive data. - `confidence`: (High/Medium/Low) How much should the AI trust this specific insight? #### 3\. The "Meta-File" for Non-Text Assets How do you handle a `.pptx` or `.xlsx` that doesn't support metadata? Create a companion `.meta.md` file with the same name. This allows your AI to "see" what’s inside the spreadsheet or slide deck without having to parse the raw binary data until it’s absolutely necessary. --- ### The Workflow: How to Stay Efficient To keep this system from breaking down, adopt a **Summary Maintenance Discipline**: - **Update on touch:** Whenever you or the AI finish a session on a project, update the `_summary.md`. - **The 30/20 Rule:** If a summary is more than 30 days old or the folder has gained 20 new files, rebuild the summary from scratch. - **No Duplication:** Summaries are pointers, not copies. Keep them lean. ### Summary By implementing progressive disclosure, you aren't just organizing files; you are building an [**Information Architecture** ](https://www.nngroup.com/articles/information-architecture-study-guide/?ref=livain.com)optimized for AI. You spend less time "feeding" the AI and more time getting answers, making decisions, and moving projects forward. **Stop reading everything. Start disclosing intentionally.** ![Remco Livain, fractional marketing & sales executive](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2026/08/remco-portrait-2026.jpg) Work with me directly Want this run for you? Managed Meta & Google ads — without the agency margin. I’m Remco Livain, fractional marketing & sales executive. I run ad accounts with the exact AI-driven workflows I write about here, backed by the 150+ specialists of the Prexova network. More of your budget goes into ads, you keep ownership of every account, and you deal with me — not a hotline. [Book a free intro call →](https://www.livain.com/managed-ads/) [Message me on WhatsApp](https://wa.me/message/DO7DWTKCNJDRF1?ref=livain.com) [ ![QR code: start a WhatsApp chat with Remco Livain](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2026/09/whatsapp-qr.png) Scan to chat on WhatsApp ](https://wa.me/message/DO7DWTKCNJDRF1?ref=livain.com) ### Why I'm Bringing My Work Closer to Home URL: https://www.livain.com/blog/why-im-bringing-my-work-closer-to-home/ Last updated: 2026-08-31T12:34:43.000Z Over the past two decades, I've worked with companies across so many different fields. It has always been about marketing and sales, organizational development, and change management. In times like these — where AI is taking away a lot of simple-task jobs and forcing us to rethink how we work — I believe that kind of work is more important than ever. But I've noticed something. I've taken on a lot of projects that are very far away from where my family lives. Pre-COVID, I traveled constantly, and to be honest, I enjoyed it. I've seen so much of the world, and my life has been filled with insights, perspectives, and cultures from all over the globe. I still enjoy traveling. I still enjoy working in an international environment with different companies and people. At the same time, I'm also longing for a bit more of a stable connection to the place where I live. Where I see my kids grow up. Where I go to the bakery every morning to get some bread. > I want to be available to the people and businesses that are actually close to me — in Lachen, around the Obersee, in Rapperswil, Pfäffikon, Chur, and the wider region where my family has its roots in Glarus. So I started working on a few ideas on how I can make myself more available to local businesses and start working with entrepreneurs in the region more than I have in the past. I'm sure this won't be 100% of everything I do from the get-go, but I do have to put myself out there. Just meet new people that are actually a lot closer to home. That can be daunting, honestly — because you'll see these people when you go to the supermarket, and your kids might go to the same school. You don't have that dynamic when you're working with a client that's 500 to 1,000 km away. I don't know exactly how to approach this just yet. But talking about it and saying out loud that I would love to get to know more people closer to home — and tell them that I'm available to help — feels like a really good first step. Of course, I also built myself a little website for this. Very much a work in progress. First version of me being me. I like to just create something and then see if anything sticks. It doesn't have to be perfect, but I do want it to be out there. I hope this will bring some great opportunities in the upcoming months. I'm hopeful and genuinely thrilled about going this route — without just relying on my very international network. **If you know anyone who might be interested in working with me, please send them** [**marketing-march.ch**](https://marketing-march.ch/?ref=livain.com) **as a reference.** I've even included a first introductory workshop that can be booked directly through the site. [Remco Livain — Fractional Executive für KMUs in der March | Marketing & SalesExterner CMO und Vertriebsleiter für KMUs in Lachen, Pfäffikon SZ, Altendorf und dem Zürichsee-Raum. 20+ Jahre Erfahrung. Kostenloses 30-Minuten-Erstgespräch.![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/icon/favicon-2.ico)Marketing & Sales![](https://storage.googleapis.com/gpt-engineer-file-uploads/attachments/og-images/b8cfe6fd-3fd7-40c5-a097-5c83cb4e81ac?Expires=1773840118&GoogleAccessId=go-api-on-aws%40gpt-engineer-390607.iam.gserviceaccount.com&Signature=cJY%2B4ewG2N7EF0z0P5WfjmoVuJB0kIHc8wErZtU129WhWB%2BYciACfcl7reFGh5hI7Zyiu4WU5nyuCzRYNW7vQ45vs72zM8nyLif3aytshpWChpNC5tSvQ3og5vhd0%2FYOSdW9SA%2Bh%2BlG0iTy0UQNZUPhUF1bGEJ3LS5YwGj1MSnnUacgw%2F1Iu4Q62iPryiNBEdidbHFwQ8U%2BRy6z%2FKvCJadBFuVqjpeCKeS9VVkiecZzeN0JiDL%2BVx4d5v04dFK9vyP9HbQd1WmmCZJPlUHQ%2F2%2FcKWoKFV%2BCQVmLOesI4xEFNeR%2FRF88hm5D5uLJNAl5OiS4s94Z2%2BSSOkjZQFYXGww%3D%3D)](https://marketing-march.ch/?ref=livain.com) ### Utility Over Hype: The Business Case for the $599 Mac URL: https://www.livain.com/blog/utility-over-hype-the-business-case-for-the-599-mac/ Last updated: 2026-08-31T12:34:46.000Z I spent my morning scrolling through [tech reviews of the new **MacBook Neo**](https://www.apple.com/newsroom/?ref=livain.com), and honestly? I had to put my coffee down before I threw it at the screen. The "enthusiasts" are up in arms. They’re tearing it apart because it’s running on a 2024 phone chip and "only" has a gig of RAM. They’re calling it a failure before it’s even left the box. But here’s the thing: they are missing the point by a country mile. As a marketer, I see this all the time. We get so caught up in the "specs race" that we forget who the product is actually for. ### The 99.7% Rule The critics are screaming because they can’t render 8K video or run fifty Chrome tabs while compiling code. Newsflash: **99.7% of the world is not a Creative Director or a high-end influencer.** Most people—the parents at my kids' school, the small business owners I consult for, my own wife—use a laptop as a **communications machine**. They are: - Making that Amazon purchase on a screen bigger than a phone. - Checking Gmail in Safari (because who actually sets up the Mail app anymore?). - Tweaking a Google Sheet or firing off a few [Slack messages](https://slack.com/?ref=livain.com). For **$599**, the Neo isn’t a "downgrade." It’s a brilliant realization of what "enough" looks like. ### What Do We Actually Need? Looking at the Neo made me take a hard look at my own desk. I’m still rocking an [**M1 Mac Mini**](https://www.livain.com/blog/the-apple-google-compromise/) at home. It’s not the fastest thing on the block, but it works. My **M2 MacBook Air**? It’s incredibly fast, but if I’m being honest, I’m barely scratching the surface of its power. When I’m traveling for a client, I need a keyboard. Not because of processing power, but because my brain is "keyboard-trained" for shortcuts. I dictate about **70% of my work** anyway. As long as I can browse, click, and talk to my computer, I’m productive. ### The ROI of "Good Enough" There is a massive chasm between a $2,000 investment and a $600 one. As a [serial entrepreneur](https://www.livain.com/hiring-a-fractional-executive-what-when-why/), I’m always looking at the ROI. Does a $2,000 laptop make me 3x more productive than a $600 one? **Absolutely not.** If you need a device you can chuck in a bag, take to a café, and knock out a few hours of "light work" (which, let’s be real, is just "work" for most of us), the MacBook Neo is a masterclass in essentialism. We’ve been sold a lie that we all need a Formula 1 car to drive to the grocery store. Sometimes, a reliable bicycle is all you need to get the job done—and it leaves a lot more money in the bank for the things that actually matter. Like, you know, my kids' college fund or a decent bottle of wine after a long week of fractional exec life. ### The "Vibe Coding" Breakthrough URL: https://www.livain.com/blog/the-vibe-coding-breakthrough/ Last updated: 2026-09-11T12:38:47.000Z I spent the better part of my morning (before the house woke up) and a good chunk of my afternoon diving deep into [**Lovable**](https://lovable.dev/?ref=livain.com). By the time I sat down for dinner, I hadn't just "tinkered" with a tool; I had built a fully operational, [fractional executive services](https://fractionalexecutive.biz/?ref=livain.com) website — a story I [expanded on later](https://www.livain.com/blog/beyond-the-remix-a-multilingual-setup-for-lovable-that-actually-scales/) when the multilingual version became its own puzzle. We’re talking lead-gen forms, automated contact form-to-pdf-by-email delivery, and a blog that doesn't just sit there—it researches the web for news updates, writes itself based on my core topics, and optimizes as it goes. ### The End of the "How" For years, as a marketer and entrepreneur, the "How" has been the bottleneck. How do we connect the CRM? How do we map the database? How do we bridge the gap between a vision and a published URL? Today, those hurdles felt... invisible. I’m a visual person. I see the flow of a customer journey in my head before I see a single line of [code](https://en.wikipedia.org/wiki/Vibe%5Fcoding?ref=livain.com). Using this tool felt less like programming and more like **"vibe coding."** I explained what I wanted to see, iterated on the feeling and the function, and watched the integration with other platforms happen almost seamlessly. > It’s a bit overwhelming, to be honest. I’ve been tracking, and [testing vibe coding for months](https://www.livain.com/blog/i-designed-an-app-in-claude-before-building-it/), but the jump in quality and output we’ve seen recently is staggering. [Click here to see the site I built, today](https://fractionalexecutive.biz/?ref=livain.com) ### From My Brand to the World If I can spin up a sophisticated platform for my own services in less than a day, the implications for my clients and the brands I consult for are massive. The question is no longer "Can we build it?" but **"Where do we start?"** - How do we apply this to affiliate products? - How do we leverage this for **LLN (Large Language Network) optimization**? - How do we scale these tailored systems across different industries? The constraint is no longer the technical debt or the hours in the day—it’s the quality of our ideas. Once you have a setup that works, you can replicate, tailor, and deploy. I’m finishing today with that rare mix of exhaustion and pure adrenaline. My ["fractional" life](https://www.livain.com/hiring-a-fractional-executive-what-when-why/) just got a lot more integrated, and the ceiling for what we can build for global brands just moved a few thousand feet higher. It’s a good time to be a builder. ### Why Your Direct Traffic is a Lie (And How to Audit It) URL: https://www.livain.com/blog/why-your-direct-traffic-is-a-lie-and-how-to-audit-it/ Last updated: 2026-08-31T12:34:52.000Z [Following my "straight talk" session](https://www.livain.com/blog/the-direct-traffic-mirage/) with the leadership at a client, we did exactly what I promised: we sat down for a tracking intervention. It started with a whiteboard and a simple question: **"How do you know if your TV ad actually worked?"** The answer was, "Because traffic went up." But as any dad who’s ever tried to find the source of a weird smell in the house knows—just because you found the mess doesn't mean you found the culprit. [Download Direct Traffic Audit Checklist](#download-section) ### Bridging the Gap I realized the friction wasn't because they weren't smart; it was because they were viewing the website as a static destination—like a physical shopfront—rather than a dynamic conversation. To bridge the gap, I broke it down into three "Levels of Truth": 1. **Level 1: The "Direct" Fog.** Pointing everyone to `brand.com`. This is where they were. High volume, zero clarity. 2. **Level 2: The Digital Breadcrumbs.** Using unique domains or paths (e.g., `brand.tv` or `/save50`). Suddenly, we can see who came from the screen versus the street. 3. **Level 3: The Full Picture.** [UTM parameters](https://support.google.com/analytics/answer/10917952?ref=livain.com), cookies, and server-side tracking. This is where we see the journey from the first "guerrilla" flyer to the final checkout. ### The "Aha!" Moment The breakthrough didn't happen when I showed them a spreadsheet. It happened when I explained [**Retargeting**](https://support.google.com/google-ads/answer/2454064?ref=livain.com). I told them: "If someone comes via a flyer and we don't track it, they are a stranger. If they come via a tracked QR code and don't buy, we can 'follow' them with a gentle reminder ad two days later. Without tracking, that flyer is a one-night stand. With tracking, it’s the start of a relationship." You could see the gears shift. Suddenly, they weren't just looking for "more traffic"; they were looking for **intent.** ### The Fractional Reality This is the core of [my role as a fractional executive](https://www.livain.com/hiring-a-fractional-executive-what-when-why/). It’s not just about setting up the tech; it’s about shifting the culture. We moved from a conversation about "more flyers" to a conversation about **"better data."** We’re now implementing vanity URLs for their offline spend and a custom dashboard that separates "True Direct" from "Marketing-Driven Direct." The challenge isn't over—old habits die hard—but at least now, we're all looking at the map the right way up. ## ⬇️ Download "Direct Traffic Audit Questions Checklist" — Subscriber Only Content This checklist will help you ask the right questions to your marketing team or will help you get started as a marketing executive. They are high-level but they really help. Sometimes a few simple questions are all you need to get started and direct your vision in the right way. [Direct Traffic Audit QuestionsDirect Traffic Audit Questions Questions to ask yourself when you go through a Google Analytics account and see that a company or a brand has a very high percentage of direct traffic. These questions are there to help you get started and ask better questions to your marketing team or do further…![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/icon/kix-favicon-2023q4.ico)Google Docs![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/thumbnail/AHkbwyKB3LOUzHsjVK0iHbjYrrFI707R650n2b-bR57qXy4xH4RcdASzIYwMcKecNifw0GTrwhxvlOioBMeBUD65whoEI0IEWIuOTlQp1lWQuQBmlk_zu7bj-w1200-h630-p)](https://docs.google.com/document/d/1Aw99z1yYsn6wwQXkRv-J6DpBKlg7fmEA87KQo1dtSX8/edit?usp=sharing&ref=livain.com) ### The "Direct Traffic" Mirage URL: https://www.livain.com/blog/the-direct-traffic-mirage/ Last updated: 2026-08-31T12:34:54.000Z I’ve been in this game for over two decades. I’ve built companies, raised kids, and seen marketing trends move from the "Wild West" of early SEO to the hyper-targeted AI world we live in today. But some days, it feels like I’m still explaining the basics of the wheel. [Remco Livain (@rlivain) on ThreadsWhat do you do when a senior leader on your team says, “Hey, I had a look at Google Analytics and found out that direct traffic is important for us. How do we get more?”![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/icon/Pcnemah90K8-1.png)Threads![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/thumbnail/449362540_1010175123851912_589876912428905676_n.jpg)](https://www.threads.com/@rlivain/post/DUaUpJ4DcAQ?xmt=AQF0Ov6r2xOmkwuXP00NXUn0oRKz6aQid6bXK8w2fGYOsw&ref=livain.com) Yesterday, I sat down with a senior marketing leader at a client. They’re sharp, driven, and clearly ready to make an impact. They’d just logged into [Google Analytics](https://support.google.com/analytics/answer/9304153?ref=livain.com) for the first time to "find the trends." They pulled up a slide, pointed to a massive spike in **Direct Traffic**, and looked at me with pure, unadulterated excitement. > "Look at this! Our direct traffic converts better than anything else. Can we just... get more of that? Maybe we should do more guerrilla marketing? Hand out more flyers? Clearly, people just knowing our name is the secret sauce." I took a breath. My "dad voice" almost came out—the one I use when I’m explaining to my toddler why we can't eat play-dough just because it looks like a cookie. ### The Mystery of the "Dark" Visit The problem wasn’t their ambition; it was the data. This brand runs TV ads and heavy offline campaigns, but they point everyone to the same, simple homepage URL. No unique landing pages. No QR codes. No vanity domains. Just a digital "front door" with no peephole. When someone sees a TV ad, grabs their phone, and types in the URL, they show up in Google Analytics as "Direct." To the untrained eye, it looks like magic. To a marketer, it’s a **black hole.** I tried to explain that "Direct" isn't a strategy; it's often just the "I don't know where this came from" bucket. But the gap in understanding was huge. They didn't see the problem. They saw a winning streak they wanted to double down on with flyers and stickers. ### The Education Gap It honestly continues to amaze me. We are living in 2026, and I still find myself sitting in C-suite boardrooms explaining: - What a tracking link actually does. - Why "Direct Traffic" is often just "Misattributed Traffic." - How voucher codes and unique URLs allow us to actually *measure* the ROI of that expensive offline spend. If you don't know *why* something is working, you can't scale it. You're just gambling with a bigger budget. ### Straight Talk (My Only Setting) As a fractional executive, I’m not paid to nod and smile. I’m paid to be the expert they hired. So, [I gave it to them straight](https://www.livain.com/blog/why-your-direct-traffic-is-a-lie-and-how-to-audit-it/): **"We have to sit down and get you educated on your tracking options. Right now, you’re drawing conclusions that might be completely wrong—and that’s a dangerous way to run a budget."** It’s an interesting challenge. It reminds me, as a [fractional executive](https://www.livain.com/hiring-a-fractional-executive-what-when-why/), that no matter how much tech we have, the human element—the education and the "why"—is still the most important part of the job. You can have the best tools in the world, but if you're reading the map upside down, you're still going to get lost. Now, I’m off to go explain to my five-year-old why he can’t "track" where his lost Lego piece went. At least with the C-suite, I have a chance of using a spreadsheet. ### FAQ: Making Sense of the "Direct Traffic" Myth **1\. Why is Direct Traffic often called "Dark Traffic"?** Direct traffic is essentially [a catch-all bucket](https://support.google.com/analytics/answer/2956981?ref=livain.com). When Google Analytics doesn't see a "referrer" (like a link from another site or a search engine), it labels the visit as direct. This happens with TV ads, word-of-mouth, private messaging apps, or even just shifting from HTTPS to HTTP. It’s "dark" because the source is hidden. **2\. Is it bad to have high Direct Traffic?** Not necessarily—it often means you have strong brand recognition! People know your name and type it in. The "bad" part is when you can’t tell which of your multi-million dollar offline campaigns actually caused that person to type your name in. Without that data, you can't optimize. **3\. How can we track offline actions like TV ads or flyers?** The "secret" is creating unique entry points. Use vanity URLs (e.g., `brand.com/save`), QR codes with UTM parameters, or specific voucher codes for different regions or channels. This "tags" the user the moment they hit the site. **4\. Why do C-suite leaders struggle with these technical concepts?** Most leaders focus on the "What" (Results) rather than the "How" (Attribution). If the revenue is up, they don't always care about the plumbing. My job as a fractional executive is to show them that "bad plumbing" eventually leads to a very expensive flood. **5\. Can't we just use a "coupon code" field at checkout?** You can, but that only tracks the people who actually buy. You miss out on the data of the 95% of people who visited because of an ad but didn't purchase yet. Digital tracking allows us to retarget those "almost-customers" later. **6\. What is the danger of "guerrilla marketing" without tracking?** It’s "spray and pray" marketing. If you hand out 10,000 flyers and web traffic goes up by 5%, you don't know if the flyers worked or if it was a random celebrity tweet. You might end up spending more money on [a tactic that isn't actually moving the needle](https://www.livain.com/2023/04/nike-facebook-strategy-no-organic/). **7\. How do you tell a client they are "drawing the wrong conclusions" without offending them?** I lean on the data and my 20+ years of experience. I frame it as a risk-management conversation: "I want to make sure your next $100k investment has a guaranteed way to prove its worth." It’s not about them being wrong; it’s about making them more successful. **8\. What’s the first step to fixing a "tracking gap"?** Audit your "front door." Every time you spend a dollar to tell someone to go to your website, ask yourself: "Do I have a specific way to know this person came from *this* specific dollar?" If the answer is no, we have work to do. ### The "Pro-sumer" Trap And Why Notion Doesn’t Do it For Me Anymore URL: https://www.livain.com/blog/the-pro-sumer-trap-and-why-notion-doesnt-do-it-for-me-anymore/ Last updated: 2026-08-31T12:34:57.000Z I saw a thread today that made me stop and exhale a sigh of relief. Derick Moncado posted about Notion not being easy to use, and the replies were a choir of "amen." [@derickmoncado (@derickmoncado.jpg) on ThreadsNotion is genuinely not easy to use.![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/icon/fn0k8lNUZ1y-1.webp)Threads![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/thumbnail/571013044_17854785261557171_1415080747301333132_n.jpg)](https://www.threads.com/@derickmoncado.jpg/post/DUUsb1MEfmU?xmt=AQF05kxgt6e7h4zKOOaP5yWwEGoBEyKH0yLU2b0QHFVQPDtL7Gvhi72Qwfe8Uaejp2DzKta0&slof=1&ref=livain.com) I’ll be honest: I used to be a [Notion](https://www.notion.com/?ref=livain.com) power user. I spent half a decade [building "the perfect system"](https://www.livain.com/2025/04/blogging-from-your-notes-app-my-deep-dive-into-quotion/) for my personal projects and my teams. I had databases linked to galleries linked to habit trackers. It looked like a digital masterpiece. But about two years ago, I walked away. Why? Because I realized I was spending more time **doodling with tables** to make them look pretty than actually doing the work that moves the needle for my clients. I was "procrastin-working." As a [fractional executive](https://www.livain.com/hiring-a-fractional-executive-what-when-why/), my value is in focus and execution. But Notion started feeling like a beast I had to tame every morning. Even worse, trying to get clients on board was like asking them to learn a new language just to see a project update. It became a burden, not a tool that "just worked." **Less is (Actually) More** In marketing, we talk about ["frictionless" experiences for customers](https://www.nngroup.com/articles/usability-101-introduction-to-usability/?ref=livain.com). So why do we tolerate so much friction in our own workflows? Whether you’re a serial entrepreneur or a dad trying to keep the grocery list straight, the goal shouldn't be to have the most powerful tool—it should be to have the most **invisible** tool. I wanted: • **Fewer features**, more focus. • **Less complexity**, more clarity. • **Zero learning curve** for my team and clients. We fall into this trap of thinking that if a tool can do everything, it should do everything. But "everything" is often just a distraction from the "one thing" that actually matters. **The takeaway for your Wednesday:** Check your toolbox. Is that app, that process, or even that marketing software actually helping you win, or are you just spending your life "managing" the tool? If it doesn't "just work," it might be time to let it go. ### A long day full of data cleansing ends with fantastic sushi URL: https://www.livain.com/blog/datacleansing-and-sushi-in-rotterdam/ Last updated: 2026-08-31T12:34:59.000Z [Remco Livain (@rlivain) on ThreadsGreat sushi at Azura, tonight. Good end to a long day full of Tableau fun and customer-data data data![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/icon/fn0k8lNUZ1y.webp)Threads![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/thumbnail/626440522_17916524502260435_7111510078735886923_n.jpg)](https://www.threads.com/@rlivain/post/DUTvy1CDcj4?xmt=AQF0D2uV9S6qQPHCxHb99OyydWctpYMbPzHUgKCEHJgo8PagLyXyYX6AfmwV52bPU1z83%5Ffc&slof=1&ref=livain.com) It's hard to strive for perfect days. And usually those happen when you stop trying. Today was one of these days where everything just went according to plan I got everyone everywhere on time the interactions I had with my peers were a very productive. And on top of that, I managed to cleanse that large data set that has been bothering me for so long now. > I've always been good at living in the moment. And I know how grateful I can be for the life that I am living at the moment. The **sushi** was definitely a highlight. But, the call I got from my little girl telling me that she got a cookie in the shape of an ice skate and a diploma for having finished her very first **ice-skating course** this year was zero to none. Sometimes it's really good to be a little bit further away from home so that you can see exactly what's going on when you're not there. That might sound extremely contradictory, but that's the way I feel. You just learn to appreciate every single interaction that you have so much more. Tomorrow I've got a full day of back-to-back meetings and a number of very challenging **marketing questions** ahead of me. So I'm definitely going to call it an early night. I would much rather just get up early tomorrow and do it all again. Work hard, play hard feels just about right at the moment. Even though the playing hard is a little different nowadays than it was 10 years ago. *This sushi place was great by the way: Azura in Rotterdam, the Netherlands.* [Restaurant Azura in RotterdamIngrediënten vinden we in alle windstreken van de rijke Aziatische keuken, maar ook wordt er inspiratie opgedaan uit andere continenten.![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/icon/cropped-azura_icon-270x270.png)Restaurant Azura in Rotterdam![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/thumbnail/byjuliadekeijzer_Azura-57.jpg)](https://restaurantazura.nl/?ref=livain.com) And someone asked me today if I didn't think it's tough to be away from home so much. I don't feel like I'm far away at all. I feel loved and supported by those close to me and I am getting a lot done in the process. If anything, these types of experiences, just keep me sharp and give me the energy to continue giving my all, every single day. I'm really looking forward to tomorrow already. To discuss marketing strategies, organizational set ups and the commute back home late at night. You don't have to be a [miles and more senator](https://www.miles-and-more.com/ch/en/program/status-benefits/senator-status.html?ref=livain.com) to enjoy traveling. It's all about the journey and simply enjoying life. G'nite ### The Geometry of the Ruck URL: https://www.livain.com/blog/the-geometry-of-the-ruck/ Last updated: 2026-08-31T12:35:02.000Z Rucking—walking with a weighted rucksack—is deceptive. It looks like "just walking," but the moment you throw 20kg or 30kg on your back, the technical requirements of your posture change entirely. As a **188cm, 95kg** athlete, I’ve found that rucking isn't just a workout; it’s a masterclass in structural integrity. ### 1\. The Center of Gravity Shift When you ruck, the weight wants to pull you backward. The amateur mistake is to lean too far forward from the waist to compensate (the "Groucho Marx" walk). This crushes your lower back and kills your stride. > **The Fix:** Think of your spine as a pillar, not a hinge. You want a slight "lean" from the ankles, keeping your hips tucked under the weight. This transfers the load through your skeletal system rather than your soft tissue. ### 2\. The Stride: Short and Powerful Unlike my **4:30/km running revelation**, where I found my stride by lengthening it, rucking requires the opposite. - **Overstriding kills:** If you take long steps while rucking, you’re essentially doing a series of high-impact "mini-lunges." - **The "Shuffle":** Your cadence should be high, but your steps should be shorter. This keeps the weight centered over your feet and prevents the "shearing" force on your shins and knees. ### 3\. Gear as Infrastructure In my marketing life, I tell clients that you can’t scale on a broken foundation. The same applies to rucking gear. - **High and Tight:** The weight should be high on your back, between the shoulder blades. If it sags to your lumbar, you’ve lost the battle. - **The Footwear Factor:** At 95kg + a 20kg ruck, you are putting 115kg of force through your feet. This is where those Judo-toughened ankles meet their match. You need a wide toe box and a zero-to-mid-drop shoe to maintain a natural "tripod" foot position. ### Why I Love the Ruck (The Professional Parallel) There is a specific mental state you hit during a heavy ruck that you don't get on a fast run. It’s a slow, methodical endurance. In the world of fractional executive work, we are often hired to be the "heavy lifters." We come into a brand, shoulder the weight of their failing KPIs or messy team structures, and we have to move forward. You can’t sprint with that kind of responsibility. [You have to "ruck" it.](https://www.livain.com/blog/the-mid-day-pivot/) You find a cadence that is sustainable. You adjust your posture so the pressure doesn't break you. You focus on the next 10 meters, then the 10 after that. **Rucking teaches you that "slow and heavy" can still be "relentless."** ### The Mid-Day Pivot URL: https://www.livain.com/blog/the-mid-day-pivot/ Last updated: 2026-08-31T12:35:04.000Z If you asked the "University version" of me what a perfect day looked like, it involved a sunrise run and a day of total autonomy. But life has a funny way of upgrading your software. Now, as a husband and a dad of two, my "perfect day" isn't about my schedule—it's about being the person everyone else can lean on. If I had my way (and if the mortgage didn't exist), I’d spend every waking hour just *being there*. No decks, no data, just Dad. ### Finding the Third Window To make that work, I’ve become a bit of a time-thief. I find my professional flow in the margins: the quiet, pre-dawn hours while the house is still, or the deep stillness of the night. That’s when the "fractional executive" comes alive, obsessing over the perfect client presentation and getting the data to tell the right story. But the biggest shift hasn't been when I work—it’s when I run. Before kids, the morning run was my ritual. Now? That’s breakfast time. That’s the "how did you sleep?" and the "where are your shoes?" time. I wouldn't trade that chaos for any personal best on a stopwatch. Instead, I’ve found my "Third Window": **the early afternoon.** ### The Strategic Break When the house hits that mid-day lull—when the kids are napping or taking a break—that’s when I lace up. Whether it’s hitting the gym, a solid run at that newly discovered 4:30/km pace, or a heavy rucking session (which still satisfies that old Judo itch for a struggle), this is my reset. > **The Trade-off:** I give up the "ideal" morning light to ensure I’m present for the morning milk and the afternoon return from activities. In marketing, we talk a lot about "optimization." We’re always looking for the most efficient way to reach an audience. But in my personal life, optimization isn't about speed—it's about **alignment**. ### Rucking through the Transitions [Rucking](https://goruck.eu/?ref=livain.com) is a lot like fatherhood, actually. You’re carrying a heavy load, it’s a bit of a grind, and you have to find a rhythm that works for the long haul. You don't do it because it’s easy; you do it because it makes you stronger for everything else. By the time the kids are back from their afternoon activities, I’ve cleared the mental cobwebs. I’ve done the heavy lifting—physically and professionally. I can close the laptop, put away the ruck, and just be "Dad" again. The day gives me the energy; the family gives me the perspective. Everything else is just details. ### A Different Kind of Burn: Stepping outside my comfort zone (one tablespoon at a time). URL: https://www.livain.com/blog/a-different-kind-of-burn-stepping-outside-my-comfort-zone-one-tablespoon-at-a-time/ Last updated: 2026-08-31T12:35:06.000Z There is a specific kind of peace that can only be found at the tip of a chef’s knife. In my day job as a [fractional CMO](https://www.livain.com/blog/what-does-a-fractional-cmo-do/), my life is a whirlwind of high-level strategy, global Zoom calls, and market trends that move faster than a toddler on a sugar rush. But when I step into the kitchen, the world shrinks down to the size of a cutting board. I take a strange, borderline-obsessive pride in the "uniform dice." Every carrot, every onion, every stalk of celery cut to the exact same dimensions. It’s not just about cooking; it’s about control, precision, and the quiet joy of "feeding myself"—a skill we often overlook in the hustle of building brands and businesses. Usually, my culinary repertoire is a moving target. I don’t have that one "signature dish" (though, for the record, if you ever want to win my heart, wake me up at 3:00 AM with a bowl of **Minestrone**). I just love the exploration of it all. Today, however, the exploration got a little... fiery. ![My Lunch Today, a hearty bowl with delicious Chicken, Japanese Noodles, Kale and more](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2026/01/IMG_0154.jpeg) My Lunch Today, a hearty bowl with delicious Chicken, Japanese Noodles, Kale and more Last week, the woman at the tiny Asian grocery around the corner tucked a tub of **Gochujang** into my bag. I’ve watched enough Korean cooking shows during late-night hotel stays to know the name, but I’d never actually brought it into my own kitchen. Today, I turned it into a Gochujang-based soup for lunch. **The verdict?** Deep, complex, and incredibly delicious. Also, significantly spicier than anything that usually clears the "dad-of-two-toddlers" safety inspection. It was a solo lunch—a rare moment of Indo-Korean fusion that would have had my kids staging a formal protest. But that’s the beauty of it. Whether it's a [new marketing funnel](https://www.livain.com/tag/online-marketing/) or a fermented chili paste, I’m a sucker for a new "flavor profile." It’s a reminder that even when we’re experts in our fields, there’s always something new to taste, test, and learn. Back to the spreadsheets now, still feeling the heat of that soup. Life is short; cook something that makes you sweat a little. ### The Boutique Hotel-ification of Healthcare URL: https://www.livain.com/blog/the-boutique-hotel-ification-of-healthcare/ Last updated: 2026-08-31T12:35:09.000Z I took my oldest to the dentist last week. As we walked in, I braced for that classic "medical" smell—that sharp, cold mix of antiseptic and anxiety that’s been the dental brand standard for fifty years. Instead? I got the scent of roasted Arabica and a playlist that sounded suspiciously like a chilled-out beach club in Ibiza. As a dad, my stress level dropped from a 9 to a 2\. As a marketer? My brain started spinning. We aren’t just selling "health" anymore. We are selling a **sensory experience.** ### From "Patient" to "Guest" In the high-end beauty and dental world, the clinical part of the job is now the "baseline." Patients assume you’re a good doctor; they assume the equipment is sterile. That’s no longer your USP (Unique Selling Proposition). The real battleground is the [**Experience Economy.**](https://hbr.org/1998/07/welcome-to-the-experience-economy?ref=livain.com) When I consult for clinics, [I tell them](https://www.livain.com/blog/the-high-stakes-art-of-selling-a-smile/): "Stop looking at other doctors. Start looking at boutique hotels and high-end retail." - **The Scent:** If your clinic smells like a hospital, you’ve already triggered the 'fight or flight' response before they’ve even checked in. - **The Sound:** White noise or soft jazz isn't just background noise—it’s an acoustic barrier that masks the sound of the drill (the ultimate conversion killer). - **The Tactile:** Why are we still using plastic chairs? A velvet armchair tells a patient: *"You are a guest here. We aren't going to rush you through like a number."* ### Marketing the Intangibles This makes my job as a marketer both harder and more rewarding. You can't just run an ad saying "Best Fillers in London." Everyone says that. Instead, we sell the **anticipation**. we show the curated coffee bar in our video ads. We highlight the "Quiet Zones." We market the fact that our patients actually *look forward* to their appointments. ### The ROI of a Warm Welcome Is it expensive to upgrade the lobby or hire a "Patient Concierge" instead of a traditional receptionist? Yes. But here’s the [fractional CMO math](https://www.livain.com/blog/how-much-does-a-fractional-executive-cost-2/): 1. **Retention:** People don't cancel appointments when they enjoy the environment. 2. **Referrals:** Nobody raves to their friends about a "sterile cleaning." They rave about the clinic that gave them a weighted blanket and noise-canceling headphones during their procedure. 3. **Price Elasticity:** You can’t charge premium prices in a space that feels like a government basement. You charge for the *feeling* of being cared for. As an entrepreneur, I’ve learned that the "product" is rarely the thing the customer is actually paying for. They are paying for the peace of mind that comes with a premium experience. And as a dad? I’m just happy I didn’t have to wrestle a crying toddler through a door that smelled like bleach. --- **Does your clinic’s physical space match the "premium" promise of your digital ads? If there's a gap between the Instagram grid and the front door, your conversion rate will always suffer. Let’s talk about how to bridge that brand gap.** ### **FAQ: The Clinical Quality & Readiness Checklist** Subscribe to the newsletter to continue reading _This post is for subscribers only._ ### The High-Stakes Art of Selling a Smile URL: https://www.livain.com/blog/the-high-stakes-art-of-selling-a-smile/ Last updated: 2026-08-31T12:35:12.000Z There’s a specific kind of adrenaline that comes with marketing for beauty and dental clinics. It’s not the "move fast and break things" energy of a SaaS startup. It’s more like a high-wire act where the wire is made of dental floss and the safety net is a 400-page legal compliance manual. People think "beauty and teeth" means aesthetic Instagram grids and whitening discounts. But in my world? It’s where the art of the sell meets the cold, hard reality of medical law. ### The Lawyer in the Room When I’m building a strategy for a high-end clinic, I’m often not just talking to the founder. I’m virtually sitting in a room with their legal counsel. Why? Because in this industry, a single adjective can be a liability. In many markets, you can’t "guarantee" a result. You can’t use "before and afters" without a disclaimer that looks like the fine print on a mortgage. You certainly can't mention certain prescription-only products (looking at you, *Botox*) without triggering a manual review faster than my kids can find a hidden chocolate bar. ### Google vs. Meta: The Two-Headed Monster Then there’s the platform paradox. Navigating Google and Meta for medical services is like trying to speak two different languages to two very moody gatekeepers. - **Google** is the serious professor. It’s all about *Search Intent*. If someone is searching for "emergency dental implant," they have a problem and they need a solution *now*. Google demands authority, trust, and zero fluff. If your landing page doesn't scream "medical professional," you’re out. - [**Meta (Facebook/Instagram)**](https://www.livain.com/blog/meta-just-opened-ads-manager-to-claude-heres-the-setup-that-actually-works/) is the lifestyle coach. It’s about *Discovery*. You’re not solving a pain; you’re selling a feeling—the confidence of a new smile or a refreshed look. But Meta is also incredibly sensitive. Suggest that a user *needs* to fix a flaw (implying negative body image), and your ad account is toast. One wants evidence; the other wants inspiration. Trying to satisfy both while staying within the legal guardrails of three different countries? That’s where the ["serial entrepreneur" in me really earns his keep](https://www.livain.com/hiring-a-fractional-executive-what-when-why/). ### The Quality Ceiling In the dental and beauty world, there is no "minimum viable product." You can’t "beta test" a veneer or a filler. The level of quality isn’t just a marketing hook; it’s the entire brand. As a dad, I think about it this way: I wouldn't take my kids to a "discount" doctor just because they had a flashy ad. I’d go to the one who exudes safety and expertise. That’s the balance I’m constantly striking for my clients. We sell the dream, but we anchor it in the safety of a medical institution. It’s complex, it’s restrictive, and honestly? It’s a lot of fun. It forces you to be a better storyteller because when you can’t rely on "miracle" claims or cheap tricks, you have to lean into the one thing that actually converts: **True, earned trust.** --- **Do you have a "restricted" product or service that's been driving you crazy on Meta? Drop me a line—I’d love to take a look at your current ad copy and see where we can find some legal creative wiggle room.** ### **FAQ: Navigating the Medical & Aesthetic Minefield** Subscribe to the newsletter to continue reading _This post is for subscribers only._ ### The "Maintenance Trap" and the Project-Driven Future URL: https://www.livain.com/blog/the-maintenance-trap-and-the-project-driven-future/ Last updated: 2026-08-31T12:35:14.000Z Between a 6:00 AM diaper change and a 9:00 AM strategy call with a client in Brussels, I caught the latest [HBR IdeaCast](https://hbr.org/podcasts/ideacast?ref=livain.com). It struck a nerve—not the kind that hurts, but the kind that vibrates because it’s a truth you’ve been shouting into the void for years. The episode discussed shifting from traditional, rigid hierarchies to a project-driven model. Here is the cold, hard truth I see in my work as a [fractional executive](https://www.livain.com/hiring-a-fractional-executive-what-when-why/): In most organizations, 7 out of 10 people are doing work that adds zero external value. They are trapped in the "Maintenance Cycle." They are communicating internally about what happened yesterday, attending meetings to plan the next meeting, or performing tasks that a basic automation script could handle in its sleep. **The Disconnect** Most companies have a wall. On one side, you have "Business Development" or "Innovation"—the project-based hunters. On the other, you have the "Core Team"—the gardeners keeping the lights on. The problem? The gardeners are so busy watering plastic plants (internal bureaucracy) that the organization loses its ability to be nimble. We talk about being "agile," but our calendars say we’re "ossified." **Why Projects Win** In my house, life is a series of projects. - Project 1: Get the toddler to eat broccoli. - Project 2: Launch a global brand campaign. Both require a specific team, a clear goal, constant evaluation, and—this is the key—disbanding once the goal is met. If we applied the "Maintenance Model" to my kids, I’d still be burping my four-year-old just because "that’s how we’ve always done it." **My Takeaway** I’ve been pushing my clients toward this fluid state for [a long time](https://www.livain.com/blog/faceland-fractional-marketing-leadership-system-stabilisation/). We shouldn't hire for a "role" that stays static for five years; we should assemble "strike teams" for strategic outcomes. - Identify the goal. - Assemble the talent. - Execute ruthlessly. - Automate the repetitive. - Dissolve and pivot. [AI is finally making the "Maintenance Trap" visible](https://www.livain.com/blog/meta-just-opened-ads-manager-to-claude-heres-the-setup-that-actually-works/). If your job is just to report on what’s happening, a dashboard is coming for your seat. But if your job is to drive a project that creates new value, you’re indispensable. The future belongs to the nimble. The rest are just keeping the lights on in an empty room. **FAQ: Making the Shift to Project-Driven Work** Subscribe to the newsletter to continue reading _This post is for subscribers only._ ### The Kitchen Party Strategy (and why your "Post" button is lying to you) URL: https://www.livain.com/blog/the-kitchen-party-strategy-and-why-your-post-button-is-lying-to-you/ Last updated: 2026-08-31T12:35:17.000Z They say if you want to find the heartbeat of a party, don’t look at the person giving the formal toast in the living room; look at the small, animated circle gathered in the kitchen. That’s where the real secrets are shared, the best jokes are told, and the actual connections are made. I’ve been living on [**Threads**](https://about.fb.com/news/2023/07/introducing-threads-new-app-text-sharing/?ref=livain.com) for a few months now, treating it as my digital escape pod from the increasingly chaotic energy of X. As a [fractional marketing exec](https://www.livain.com/hiring-a-fractional-executive-what-when-why/) for brands worldwide, my professional instinct is always to build a content engine—produce, distribute, optimize, repeat. Between school runs and client strategy calls, I’ve thrown everything at the wall: polished video clips, provocative industry takes, long-form "Notes" from the blog, and the occasional "dad-life" anecdote about surviving a toddler meltdown. The result? A lot of crickets. Or, at best, a polite golf clap. But then I shifted gears. I stopped obsessing over my own "stage" and started wandering into other people's kitchens. And that’s when the needle finally moved. --- ### The Hard Truth: Your Feed is a Mirage I’ve looked at the data (and my own dwindling patience). Unless you are a celebrity or a legacy influencer, [posting into the void is like shouting in a crowded room](https://www.livain.com/2024/08/stuck-in-a-niche-how-social-media-traps-us-in-echo-chambers/) where everyone is wearing noise-canceling headphones. If you want to grow in this new era of social media, you have to realize that **the comment section isn't an afterthought—it *is* the product.** Here are the three actionable insights I’ve picked up while navigating the "Threads needle": - **1\. Become a "High-Value Guest":** The fastest way to get noticed isn't to start a new thread; it’s to find a viral post in your niche and add a "two-cent" comment that is so insightful it earns its own likes. You aren't "trolling" for attention; you’re providing a service to the person who started the thread. - **2\. The One-on-One Scale:** As an entrepreneur, I used to think "scale" meant reaching 10,000 people at once. On Threads, scale happens one-on-one. Addressing an individual directly in a reply creates a brand advocate. One advocate is worth a thousand "scroll-by" views. - **3\. Format Doesn't Trump Context:** I’ve tried daring statements, videos, and links. None of them mattered as much as **timing**. If you show up in the right comment section within the first hour of a post going viral, your visibility skyrockets. ### The Personal Brand Pivot As a husband and dad of two, my time is my most precious commodity. I don’t have four hours a day to "create." But I do have fifteen minutes between meetings to engage. This is the ultimate marketing lesson for 2024: Stop trying to build a cathedral and start joining the town square. My personal brand isn't being built by the "Notes" I publish on my own profile — the [data on social usage](https://www.pewresearch.org/internet/fact-sheet/social-media/?ref=livain.com) backs that up; it’s being built by the wisdom, wit, and empathy I show in the replies to others. The "Post" button is a tool for ego; the "Reply" button is a tool for business. --- **Are you still shouting from your own soapbox, or have you joined the conversation in the kitchen yet?** ### FAQ: Mastering the Threads Needle **Q: If I only comment on others' posts, won't my own profile look empty?** **A:** Not at all. Your profile is your "home base." Use it to host your best "Notes" so that when people click through from a killer comment, they see the substance behind the person. Think of your profile as the "landing page" and comments as your "ad campaign." **Q: How do I find the "right" comment sections to join?** **A:** Use the search function for keywords in your industry (e.g., "Fractional CMO" or "SaaS sales"). [Follow the heavy hitters and turn on notifications for a few](https://www.livain.com/2023/04/nike-facebook-strategy-no-organic/). When they post, be the first to offer a thoughtful counter-perspective or a reinforcing anecdote. **Q: Does this mean I should stop posting my own content entirely?** **A:** No, but flip the ratio. Try the **80/20 rule**: spend 80% of your time engaging in the "kitchens" of others and 20% of your time hosting your own "toasts." This builds the community that will eventually show up for your big ideas. **Q: What’s the best way to handle negative comments or "trolls" in a discussion?** **A:** Kill them with kindness or ignore them. As a marketer, I know that "feeding the trolls" only boosts their visibility. Focus your energy on the 90% who are there for genuine connection. A witty, grounded response usually wins the crowd over anyway. **Q: Is there a "best time" to be active on Threads?** **A:** Data suggests weekday mornings (7–9 AM) are prime, but as a dad, I find the "post-bedtime" window (8–10 PM) is where the most thoughtful, long-form discussions happen. It’s less about the clock and more about when your specific "tribe" is online. **Q: How do I balance being a "professional" with being an "authentic dad" on the platform?** **A:** Don't separate them. The "fractional executive" who also struggles with toddler bedtime is infinitely more relatable (and trustworthy) than a faceless corporate bot. Share the strategy, but don't be afraid to mention the coffee spill that happened while you wrote it. ### The Surgeon’s Hands vs. The Corporate Shield URL: https://www.livain.com/blog/the-surgeons-hands-vs-the-corporate-shield/ Last updated: 2026-08-31T12:35:20.000Z The last few weeks have been a whirlwind of sterile hallways, dental chairs, and high-level boardroom strategy. I’ve been deep in the trenches with several clinic groups—dentists, aesthetic specialists, and health professionals—all facing the same existential "identity crisis." It usually starts with a single, loaded question over coffee: **"Do we rebrand everyone under one umbrella, or do we let the local clinics keep their names?"** As a marketer, I know they’re looking for a silver bullet. As a dad, I think about how I choose a pediatrician. And as a [fractional exec](https://www.livain.com/hiring-a-fractional-executive-what-when-why/), I see the messy gears grinding behind the scenes. --- ### The Soul vs. The Scale The dilemma is fascinating. On one hand, you have the **local hero**: the dentist who has seen three generations of the same family. People don't buy "DentalCorp Inc."; they buy "Dr. Miller’s gentle touch." In healthcare, the practitioner *is* the product. On the other hand, a unified **umbrella brand** signals something vital: **Security.** It tells the patient, *"If something goes wrong, or if I need the most advanced $500,000 laser on the market, this institution has the back-end muscle to provide it."* ### The Infrastructure Trap But here’s where I have to be the ["bad guy" in the room](https://www.bain.com/insights/topics/healthcare/?ref=livain.com). You cannot simply slap a shiny new logo on 50 different clinics and call it a "brand." If you don't have the **infrastructure** to back it up—centralized booking that actually works, unified patient data, or a support desk that doesn't feel like a black hole—you haven't built a brand. You’ve just painted a failing fence. **True brand trust is built in the transition, not the logo reveal.** \* **Economically:** It’s about efficiency. - **Culturally:** It’s about making sure Dr. Miller doesn't feel like a cog in a machine. - **Personally:** It’s about making sure the patient feels seen. --- ### The Takeaway Subscribe to my newsletter to continue reading _This post is for subscribers only._ ### The "Anti-Hallucination" Audit URL: https://www.livain.com/blog/the-anti-hallucination-audit/ Last updated: 2026-08-31T12:35:22.000Z As a [fractional marketing executive](https://www.livain.com/hiring-a-fractional-executive-what-when-why/), my "product" is my brain—my specific way of solving problems for brands worldwide. But when I’m at home, I’m just a dad trying to convince a three-year-old that socks aren’t the enemy. The gap between my professional brand and my personal life is where things get messy—and where AI usually starts making things up. I’ve spent the last week researching... **myself**. Not for vanity, but for **accuracy**. If I’m going to use LLMs to help me draft strategies or automate parts of my personal brand, I need them to be grounded in 100% fact. I’m tired of [AI "hallucinating" that I worked at companies I’ve never heard of](https://www.livain.com/2025/04/blogging-from-your-notes-app-my-deep-dive-into-quotion/) or assuming I have a PhD in something I barely understand. Here is how I’m building a "hallucination-proof" digital twin. ### Step 1: The Deep Research Grounding I used [**NotebookLM’s Deep Research**](https://notebooklm.google/?ref=livain.com) feature to crawl my own digital footprint. It doesn’t just "search"; it synthesizes various websites and social platforms into a central hub. It’s like an audit of what the internet says about me — closer to the [hallucination-grounding research that’s emerging](https://arxiv.org/abs/2311.05232?ref=livain.com). - **The Goal:** See the "raw data" that models like Gemini see. - **The Result:** A clean, cited report of my actual career milestones and philosophy. ### Step 2: Scraping the "Audio-Visual" Brain As a marketer, I put a lot of content on YouTube. But LLMs don't "watch" video. I used a tool called **YouTube to NotebookLM** to scrape every transcript and insight from my channel. > **Why this matters:** It captures the *way* I talk—the specific metaphors, the serial entrepreneur "war stories," and the fractional marketing frameworks I’ve built. It turns my spoken words into a reliable reference library. ### Step 3: Hardcoding the Truth in Gemini Once I had this verified "Truth File," I went into [Gemini Settings > Saved Info](https://gemini.google.com/?ref=livain.com). By pasting this context there, I’m effectively giving Gemini a permanent "cheat sheet." Now, when I ask it to "Draft a proposal for a new brand," it doesn’t guess my experience; it looks at my saved info and uses facts. **The result?** Less time correcting "creative lies" from the AI, and more time being an authentic dad and husband. Accuracy isn't just a professional standard; it’s how we make sure our digital tools actually reflect who we are. Subscribe to my newsletter to continue reading ### Frequently Asked Questions **Q: How do I stop AI from hallucinating facts about me?** **A:** Use the "Saved Info" (Gemini) or "Custom Instructions" (ChatGPT) features. By providing a "Source of Truth" about your bio, roles, and preferences, you force the model to prioritize that data over its general training. **Q: What is the "Deep Research" feature in NotebookLM?** **A:** It’s a tool that performs multi-step research on a topic (or person). It creates a structured report with citations, making it the perfect starting point to verify what data is available about your brand online. **Q: Why use "YouTube to NotebookLM"?** **A:** It's the fastest way to turn your video content into text-based intelligence. If you’ve shared insights in a video, this tool makes those insights searchable and usable for an AI without you having to re-type everything. Want this run for you — without the agency margin? I manage Meta & Google ad accounts using the exact AI-driven workflows I write about here — backed by the 150+ specialists in the Prexova network. Leaner than an agency, so more of your budget goes to ads. You keep ownership; I do the work. [Book a free 20-minute intro call →](https://www.livain.com/managed-ads/) ### On the Road Again: Being a Tourist in My Own Backyard URL: https://www.livain.com/blog/best-hotels-rotterdam-business-trips-gym/ Last updated: 2026-08-31T12:35:24.000Z I’m on my way to the Netherlands for the first time this year. To be honest, I intentionally sat out the first few weeks of January. The weather just wouldn’t play along, and if you know the Netherlands, you know that 10cm of snow is enough to throw the entire country into a beautiful, slushy state of absolute chaos. I decided to skip the drama and wait for the dust—or rather, the ice—to settle. [Remco Livain (@rlivain) on ThreadsI just landed in the Netherlands, today. It is really great to be here. Tired, but looking forward to a great week. Oh and I thought I would try something new and do a little video this time. Let me know if you like more mini updates like these in the future. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/icon/Pcnemah90K8.png)Threads![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/thumbnail/618858420_1213050896987981_4639825768113411667_n.jpg)](https://www.threads.com/@rlivain/post/DTtGZS0jSUs?xmt=AQF0EpiiVqr9Ow849O21T18CTvEQFOpgCMGTh6La8XO6fA&ref=livain.com) But man, it feels good to be on the road again. *The departure was the best part.* My wife and the kids piled into the car to drop me off at the airport. I know, it’s just a car ride and a quick "babyccino" at Starbucks, but those moments are everything. As a serial entrepreneur and a fractional executive, my life is often measured in KPIs and market share, but that 30-minute family huddle before security? That’s the real ROI. ### The Rotterdam Routine My destination this week is Rotterdam. I’ve been spending a lot of time here lately, working with a group of renowned international beauty clinics headquartered in the city. Even though I’m Dutch, I’ve never actually lived in Rotterdam or Amsterdam. So, I’ve made it a bit of a game: every trip, I book a different hotel in a completely new part of town. It’s like being a tourist in my own home country. I get to see the architecture, hit new coffee spots, and experience the city’s "Manhattan on the Maas" energy from a fresh perspective. ### The Gym with a Side of Hotel This time, I’m staying right in the city center, steps away from the World Trade Center (WTC). It’s a vibrant, high-octane area packed with shops and restaurants. The funny thing? When I first booked the [**Postillion Hotel WTC**](https://postillionhotels.com/rotterdam/?ref=livain.com), I didn't choose it for the room or the view. I booked it for the [**Vondelgym**](https://www.vondelgym.nl/?ref=livain.com). For the fitness junkies out there: this place is a playground. As a guest, you get access to one of the best setups I’ve seen—and I’ve seen a *lot* of gyms. We’re talking Hyrox sessions, circuit training, boxing, and a collection of kettlebells and ski-ergs that would make a pro athlete blush. ### The Verdict If there’s one "marketer’s critique" I have, it’s that the hotel is missing a dedicated soul for deep work. The rooms are great, and there’s a generous bar and a self-service snack area, but it’s not the kind of place where you’ll find a cozy library nook to crush a 4-hour strategy deck. I usually end up grabbing a hotel dinner—I love the convenience of rolling straight into bed after a long day—and the vibe is definitely more "social/active" than "corporate office." But, if you value a world-class workout to bookend your business meetings, this is the spot. **My Rotterdam Shortlist:** If you’re planning a trip to the city soon, here are a few spots I’ve tested lately that are worth the stay: - **Postillion Hotel WTC:** Best for: Hardcore fitness enthusiasts (Vondelgym access is a game-changer). - **The James Rotterdam:** Best for: Central location and a great 24/7 food market. - **Mainport Hotel:** Best for: Waterfront views and a killer spa to unwind. Are you heading to Rotterdam soon? Drop me a line or tag me on Threads—I’d love to hear which neighborhood you’re exploring. *Want to continue reading and view the FAQs? Subscribe to my newsletter to get full access to all member content*. ### Still the routine in 2026 I keep coming back to Rotterdam, and the routine above has survived every trip: gym first, work second, and the city does the rest. The most recent visit even earned its own field note — [data cleansing and sushi in Rotterdam](https://www.livain.com/blog/datacleansing-and-sushi-in-rotterdam/). If you are wondering why a fractional executive writes hotel reviews at all: being on the road is part of the job, and doing it well is a skill. I wrote about that in [why travel matters a lot in fractional executive work](https://www.livain.com/blog/why-travel-matters-a-lot-in-fractional-executive-work/). ### Frequently Asked Questions **Why stay in Rotterdam City Center near the WTC?** The area around the World Trade Center is the heart of Rotterdam's business and shopping district. It offers excellent connectivity to the main train station, a wide variety of restaurants, and is within walking distance of major corporate headquarters and international clinics. **Which Rotterdam hotel has the best gym access?** The **Postillion Hotel WTC** is highly recommended for fitness enthusiasts because it provides access to the **Vondelgym**. This isn't your typical small hotel gym; it’s a premier facility featuring Hyrox equipment, boxing, and extensive functional training gear. **Is Rotterdam a good city for business travelers?** Absolutely. Known as "Manhattan on the Maas," Rotterdam is a hub for international business and innovation. It’s generally more accessible and modern than Amsterdam, making it an ideal base for fractional executives and entrepreneurs. **How do you manage work-life balance while traveling for business?** I focus on small rituals, like family airport drop-offs and maintaining my fitness routine. Choosing hotels with specific amenities, like a high-end gym or a vibrant local neighborhood, helps make business trips feel like a productive exploration rather than just another work day. ### The Digital Junk Drawer vs. The Intelligent Library URL: https://www.livain.com/blog/the-digital-junk-drawer-vs-the-intelligent-library/ Last updated: 2026-08-31T12:35:27.000Z As a dad of two, my physical life is a constant battle against LEGO-induced foot injuries and the mystery of where the TV remote goes. My digital life, however, used to be a pristine cathedral of organized thought. Key word: *used to be.* For the last few years, I’ve been a [loyal **Mem** devotee](https://www.livain.com/2025/04/blogging-from-your-notes-app-my-deep-dive-into-quotion/). It was my central database—the "smart" place where all my meeting notes and fractional marketing strategies lived. I loved the "clean up" button. One click, and my messy brain-dumps became polished, professional summaries. But lately, I’ve noticed a ghost in the machine. By stripping away the "filler" and the "mess," I was losing the context—the specific way I *talk* about a brand or that weird, tangential insight that didn't fit a bullet point but held the actual magic. Then there’s the **Google** ecosystem. For a long time, the Gemini + Workspace integration felt like a "hit or miss" experiment. But something changed recently. I’ve started dumping raw, unformatted ideas into [**Google Keep**](https://keep.google.com/?ref=livain.com). No headers, no bolding, just the unfiltered chaos of a serial entrepreneur’s mind. And here’s the kicker: Gemini doesn't care that it’s ugly. In fact, it seems to prefer it. It sees the threads between a Keep note, a slide deck in my Drive, and a shared PDF from a client in London, connecting dots I hadn't even seen yet. The turning point? I was wrapping up a meeting the other day, chatting with Gemini about the takeaways, and it didn't just summarize—it **automatically created a note in Keep** for me. No "clean up" button required, just a seamless transition from thought to reference. ### Why I’m giving ChatGPT the "It’s not you, it’s me" talk: - **The Ecosystem Lock-in is Real:** With the 2026 integration of Gemini into [**Apple Intelligence and Siri**](https://www.apple.com/apple-intelligence/?ref=livain.com), the friction is vanishing. If my hardware (Apple) and my workhorse (Google) are finally speaking the same language, why am I paying for a third party? - **Context over Cosmetic:** Mem makes things look pretty. Google makes things *useful*. Gemini's ability to reference my entire Drive history means it knows me—the husband, the marketer, the dad—better than a standalone tool ever could. - **Subscription Fatigue:** I officially canceled my ChatGPT subscription at the start of this year. It felt like a bold move at the time, but as a marketer, I know when a brand has lost the "integration war." I’m still a little confused, and the transition isn't perfect. [But for the first time, it feels like the AI isn't just a tool I'm "working with"](https://www.livain.com/blog/the-anti-hallucination-audit/)—it's an assistant that actually lives where I live. --- ### FAQ: Navigating the AI Note-Taking Maze **Why switch from ChatGPT to Gemini in 2026?** For me, it’s about context. While ChatGPT is a brilliant conversationalist, Gemini lives inside my Google Workspace. It has access to my actual files, emails, and notes, allowing it to provide answers grounded in my real-world work rather than just general data. **Is Google Keep better than Mem for AI notes?** It depends on what you value. Mem is superior for aesthetics and structured databases. However, Google Keep’s lack of "prettiness" actually helps Gemini understand the raw context of my thoughts without losing the "filler" words that often contain the most personality and nuance. **Does Gemini work with Apple hardware?** Yes. With the deep integration between Google and Apple (Siri) in 2026, using Google products on an iPhone or Mac has become significantly more seamless, making it easier to justify staying within the Google ecosystem. ### The High of the Stage URL: https://www.livain.com/blog/notes-the-high-of-the-stage-and-the-dental-hygienists/ Last updated: 2026-08-31T12:35:30.000Z It’s 6:30 AM. The house is finally quiet after the usual whirlwind of breakfast, lost socks, and getting the kids ready for the day. My coffee is still hot, and I’m sitting here with my planner, mapping out 2026. Last year, I stepped onto four major stages—mostly in the clinical, beauty, and dental sectors. There is something incredibly visceral about standing in front of a room full of people who *chose* to be there. Unlike a mandatory corporate meeting where half the room is checking emails under the table, these folks are there because they’re hungry. They want to solve the bottlenecks in their clinics; they want to grow. > That energy? It’s addictive. It’s why I do what I do. I have a couple of events locked in for this summer, and this afternoon, I’m jumping on a call with the Swiss Dental Hygienists group to talk about workshops for the fall. It got me thinking: **What do people actually need right now?** In the marketing world, it’s easy to get lost in the "hype-cycle." Everyone wants to hear about AI or the "Future of Work." And sure, those are the shiny objects that fill seats. But once the lights come up and the applause fades, shiny objects don’t pay the bills or manage a team. When I’m acting as a fractional executive for my clients, I don’t win by being a futurist. I win by being a realist. I love to deliver: - **Actionable success factors:** Not "what might happen," but "what you can do at 9:00 AM tomorrow." - **The "Closeness" Principle:** Staying close to the customer, close to the market, and—most importantly—close to the unique strengths of your team. - **The "No-Fluff" Zone:** Telling people what they *need* to hear, even if it isn’t the trendiest topic in the room. My goal for this year’s speaking circuit isn't just to "present." It’s to transfer the practical tips and tricks I use every day in the trenches of global brand building to the people who are running the clinics and stores we visit every week. The year is wide open, and the opportunities feel fresh. Now, I just need to find where my kids hid my "good" presentation clicker. ## **Frequently Asked Questions** **1\. What is the core focus of your workshops and keynote sessions?** My sessions bridge the gap between high-level strategy and frontline execution. I focus on actionable success factors—specifically how brands in the clinical, dental, and health sectors can optimize their operations, stay close to their market, and leverage their team’s unique strengths to drive measurable growth. **2\. How does your experience as a fractional marketing executive influence your speaking?** I’m not a theorist; I’m in the trenches every day. Because I manage global brands and navigate real-time market shifts, my talks are rooted in what is working *now*. I share the same practical tips and tricks that I implement for my own clients to help them close the gap between their business goals and customer needs. **3\. Do you tailor your content for specific industry groups?** Absolutely. While the principles of "staying close to the customer" are universal, the application varies. Whether speaking to dental hygienists in Switzerland or beauty group executives, I customize the workshops to address the specific challenges, regulatory environments, and consumer behaviors of that particular niche. **4\. What can an audience expect to walk away with after a session?** Clarity and momentum. I aim to move past the "future of work" buzzwords to provide a concrete toolkit. Attendees leave with a clear understanding of their team’s potential and a list of practical success factors they can implement the following business day to improve their market position. **5\. How do you handle bookings for international events and workshops?** Given my work with brands worldwide, I am accustomed to international speaking engagements. For late 2026 bookings, I recommend reaching out at least 3–6 months in advance. We’ll start with a discovery call to align on your event’s objectives and ensure the delivery provides maximum impact for your attendees. ### Oops, I Did It Again… (The 15km Comeback) URL: https://www.livain.com/blog/oops-i-did-it-again-the-15km-comeback/ Last updated: 2026-08-31T12:35:32.000Z I knew a Britney reference would get your attention. Today, I took the phrase "hit the ground running" quite literally. I clocked 15km on the treadmill—a genuine achievement considering I sprained my ankle just three weeks ago. There was a time when running was a regular part of my rhythm. Nothing ultra-marathon level, but consistent. Eventually, the toll on my joints pushed me toward the (comparative) safety of indoor cycling and e-sports. But today? Today felt like a "must-do." **The Mental Game** I broke the run into segments. The first 40 minutes were purely mechanical: finding the right stride, settling into a cadence, and listening to my body. Once I found that "click," the competitive ego took over. The thought immediately flashed: “I need to prove I can still run a sub-2-hour half marathon.” I adjusted my pacing perfectly to hit that 21.1k mark. I was in the zone. But then, life intervened in the best way possible. My wife asked if I’d join her and the kids for a shopping trip. After the second 40-minute stint, I realized I didn’t need the full 21.1k to prove the point. I was on track, the pace was there, and the mental grit was back. **The Physical Reality** Of course, my legs—having been retired from long distances for a while—had other opinions. I was in that specific physiological state where you’re fine as long as you keep moving, but the moment you stop, the "bill" arrives. By the time I hit the locker rooms, I could barely navigate the stairs. I consoled myself with one thought: I am going to sleep like a baby tonight. **The Plot Twist** Narrator: He did not, in fact, sleep like a baby. My daughter decided to wet the bed in the middle of the night. So, here I am. Wide awake. My legs are still radiating that post-run heat, pulsing with a dull ache that reminds me of the effort. I’m exhausted, but I’m smiling. I love these mini-challenges I set for myself. They remind me that I’ve still "got it," even if "it" currently involves sore calves and midnight laundry. Now, the only challenge left to conquer is figuring out how to fall back to sleep. Goodnight. ### The apple–google compromise URL: https://www.livain.com/blog/the-apple-google-compromise/ Last updated: 2026-08-31T12:35:35.000Z It looks like Apple is moving toward Google as a primary partner to revamp Siri. If that’s true, the collaboration with [OpenAI](https://openai.com/?ref=livain.com) may turn out to have been short-lived — and honestly, that wouldn’t surprise me. The current ChatGPT integration in [Apple Intelligence](https://www.apple.com/apple-intelligence/?ref=livain.com) feels like an afterthought. Useful in theory, but disconnected from how people actually work on Apple devices. My guess is that Apple expects a much deeper understanding of operating systems, workflows, and context than OpenAI can realistically offer right now. This potential shift could finally address a long-standing dilemma: whether you need Google’s hardware to fully benefit from Google’s software. For people like me, context is everything. I don’t use Google Tasks, not because it’s bad, but because Siri integration on Apple devices is weak. I still switch between [Apple Calendar and Google Calendar](https://www.livain.com/blog/utility-over-hype-the-business-case-for-the-599-mac/) because adding a Google Meet link from Apple Calendar is unnecessarily painful. These are small things — but they compound quickly. Productivity rarely breaks on big features. It breaks on tiny seams between tools. If Siri were deeply integrated with the Google suite — Calendar, Tasks, Meet, Docs — I could finally go all-in on Google’s software stack without giving up Apple hardware. And I’m very reluctant to give up Apple hardware. That combination would be ideal: Apple for devices, Google for software. The best of both worlds, without constantly working around limitations. If this actually happens, it might be the quiet fix many users have been waiting for — not flashy, but transformative in daily use. ## **The Member-Only Note: Your Strategic Pivot** If you’ve read this far, you’re likely as frustrated as I am with the "friction" of our current digital ecosystems. But as a [fractional executive](https://www.livain.com/hiring-a-fractional-executive-what-when-why/), I don't just want to complain about the seams; I want to tell you how to profit from them. If the Apple-Google compromise becomes our new reality, here is the playbook I’m already starting to run with my clients: ### **1\. The "Action over Awareness" Shift** In a world where Siri or Gemini handles the "doing" (booking the meet, adding the task), your brand’s SEO doesn't just need to be *readable*—it needs to be *actionable*. - **The Move:** Audit your high-value pages. If a digital assistant "read" your site, could it successfully book a demo or find a price under [AI Overviews](https://developers.google.com/search/blog/2024/05/ai-overviews-update?ref=livain.com) without a human clicking three buttons? If not, you’re about to become invisible. ### **2\. Own the "Small Data"** Apple and Google are fighting over the "plumbing" of our lives. You should be fighting for the **emotional context**. - **The Move:** Use your CRM and email marketing to capture the "Why" behind your customers' actions. Google knows *when* they are busy; you need to know *what* makes them stressed. That’s the only way to stay relevant when AI is doing the scheduling. ### **3\. The "Dad" Perspective: Protecting Focus** On a personal note, I’m using this potential shift to re-evaluate my own boundaries. If tech gets "quieter" because it works better, we have a choice: fill that saved time with more work, or give it back to the people who matter. - **The Takeaway:** I’m betting on the latter. My goal for 2026 is to use these "fixed seams" to shave 30 minutes off my workday—not to add another client, but to be 30 minutes more present at the dinner table. ### **The Deep Dive (FAQ)** **1\. "Why do you think Apple is leaning toward Google over OpenAI for Siri’s future?"** OpenAI is great for a chat, but Google understands the *plumbing* of our lives. For a partnership to be transformative, Siri needs to do more than write poems; it needs to know my schedule, my docs, and my workflows. Google has been indexing our digital lives for decades; OpenAI is still learning where the bathroom is. **2\. "You mentioned 'productivity breaks on tiny seams.' What do you mean by that?"** It’s the death by a thousand cuts. It’s not that a tool doesn’t work; it’s that it takes four clicks instead of one. When you’re a fractional executive jumping between five different brand ecosystems, those extra clicks add up to an hour of lost time a week. In my world, that’s an hour I could have spent at the playground with my kids. **3\. "If this 'compromise' happens, will you finally ditch the Apple Calendar app?"** In a heartbeat. I’ve always loved Google’s software intelligence, but I’ve felt "trapped" by Apple’s hardware ecosystem. If Siri starts playing nice with Google Tasks and Meet natively, the friction vanishes. I want the hardware that feels like a premium tool and the software that thinks like an assistant. **4\. "As a marketer, how do you see this partnership affecting brand loyalty?"** It’s a masterclass in "ecosystem blending." Usually, tech giants try to build walls. If Apple and Google lower the drawbridge, they stop competing for the *whole* user and start dominating their specific *niche* (Apple for hardware, Google for utility). It makes it much harder for a third player to disrupt them. **5\. "Is there a privacy risk in letting Google deeper into the Apple OS?"** That’s the million-dollar question. Apple’s brand is built on the "Privacy Vault." If they open the door to Google, they have to ensure that our data doesn't become the product in a way that feels invasive. It’s a tightrope walk between convenience and surveillance. **6\. "How would a deeper Google-Siri integration change your 'Dad' life?"** It’s the "hands-free" test. If I’m holding a toddler in one arm and a grocery bag in the other, and I can say, *"Siri, add 'Buy diapers' to my Google Shared List"* and have it actually work 100% of the time? That’s not just a feature; that’s a sanity saver. **7\. "Does this mean the 'AI hardware' trend (like the Rabbit R1 or Humane) is dead?"** It makes it a lot harder for them. If the phone already in my pocket starts doing the "agentic" tasks perfectly because of a Google/Apple handshake, there is very little room for a secondary device. The best AI is the one you actually use because it's already in your hand. **8\. "What should brands be doing now to prepare for this shift?"** Stop thinking about "apps" and start thinking about "actions." If Siri and Google become the primary interface for how people interact with the digital world, your brand needs to be "discoverable" by those AI agents. If you aren't optimized for conversational utility, you’re going to become invisible. Want this run for you — without the agency margin? I manage Meta & Google ad accounts using the exact AI-driven workflows I write about here — backed by the 150+ specialists in the Prexova network. Leaner than an agency, so more of your budget goes to ads. You keep ownership; I do the work. [Book a free 20-minute intro call →](https://www.livain.com/managed-ads/) ### When speed beats perfection URL: https://www.livain.com/blog/when-speed-beats-perfection/ Last updated: 2026-08-31T12:35:38.000Z I’m increasingly convinced that speed matters more than perfection when it comes to content and SEO today. Not because quality doesn’t matter — but because you often don’t yet know where quality will matter most. The fastest way to find out is to get a broad set of pages indexed and see what the market responds to. What I prefer to do is start with structure, not polish. Build pages around problem statements and real questions people might have. **Not keywords first — questions first.** What does this product or service actually help with? What situations does it show up in? What would someone type or ask when they’re trying to solve that problem? This aligns naturally with how large language models work. Context and intent matter more than perfect formatting. Once those questions are out there, patterns emerge quickly. You start seeing which topics generate impressions, which questions get traction, and where demand actually exists. Only after that does it make sense to optimize. Schema, FAQs, visuals, video, podcasts — all of that can come later. Starting with a hundred solid, question-driven pages often gives you more clarity than spending weeks perfecting ten. Within a few weeks, you’ll usually know where to double down. Freshness matters too. Showing up consistently matters. Iterating in public matters. The old model — build one big thing, publish once, and let it age into authority — doesn’t really hold anymore. What works better is momentum. Publishing, learning, adjusting, and repeating. That’s also why I’m writing these Notes daily. Not because each one needs to be perfect, but because they reflect what’s actually happening right now. Real work. Real thinking. Real iteration. Speed creates feedback. Feedback creates direction. Perfection can wait. ### When LLMs try to be helpful URL: https://www.livain.com/blog/when-llms-try-to-be-helpful/ Last updated: 2026-08-31T12:35:40.000Z I’m currently rolling out multiple [international language versions of a website](https://cosylift.fr/?ref=livain.com) for an affiliate project. It’s moving fast and the results are genuinely impressive. One thing I keep running into when working with LLMs in this context is their tendency to simplify. Even when you give them a structured file — like a JSON that needs to be translated — they often return something that is cleaner, more readable, and easier to digest. From their perspective, that’s helpful. From a technical perspective, it’s often disastrous. They strip away structure. They remove fields they deem unimportant. They optimize for meaning, not for integrity. And suddenly the file that comes back can’t actually be used to render the page it was meant for. The fix is simple, but not intuitive: you have to be extremely explicit. You need to tell the model to return the full, raw file, unchanged in structure, and only translate specific elements. Without that clarity, you end up in back-and-forth loops that burn time and patience. This is where the limits of chat-based interfaces show. LLMs are powerful, but chatting your way through technical workflows is often the least efficient path. At some point, it’s better to formalize the prompt, move it into an automated flow, and run it via APIs or scripts instead of conversational UI. Ironically, I still start many of these workflows in chat. It’s useful for a first pass. But the experience is often underwhelming enough that by the time I get what I need, the motivation to fully automate it is gone. That’s the trap. The public-facing tools are optimized for accessibility, not for professional execution. Learning to work with LLMs properly also means learning when not to rely on the apps — and when to move into more structured, technical setups. Once that’s in place, the leverage is enormous. Today, we can localize hundreds of pages across a dozen languages in a single day and ship something that’s good enough to rank and iterate on almost immediately. That simply wasn’t possible a year (or two) ago. This is mostly a note to self: don’t give up at the frustrating part. The payoff is usually just on the other side of it. This is a great, technical "Note." It captures that specific frustration of being a professional user in a world of consumer-grade tools. It positions you as someone who doesn't just "use" AI, but understands the architecture behind it. ### **Frequently Asked Questions** **1\. Why do LLMs tend to "simplify" technical files like JSON during translation?** Most LLMs are fine-tuned for conversational helpfulness. Their default setting is to be concise and readable for humans. When they see a complex data structure, they often interpret the technical metadata as "noise" and strip it away to deliver what they think is a "cleaner" answer. In a professional workflow, this "helpfulness" becomes a technical error. **2\. How do you prevent a model from altering the structure of a file?** The key is shifting from a "request" to a "specification." You must be explicit: "Return the exact JSON structure provided, maintaining all keys and nesting. Translate only the values associated with \[specific keys\]. Do not add commentary or formatting markdown." Providing a "One-Shot" example (showing one correctly translated object) also drastically improves reliability. **3\. When should a business move from a Chat UI to an API-based workflow?** The moment a task becomes repetitive or requires high structural integrity, the Chat UI becomes a liability. If you find yourself correcting the model’s formatting more than once, it’s time to move the prompt into a script or an automated flow via API. This removes the "conversational" variability and ensures a predictable output. **4\. What are the risks of "good enough" localized content for affiliate projects?** The risk is never zero, but the speed-to-market often outweighs the initial perfection. By localizing quickly, you can gather real-world data on which languages or regions are gaining traction. Once you see ranking signals, you can go back and perform human-in-the-loop (HITL) reviews on the high-performing pages, rather than over-investing in a dozen languages before testing the market. **5\. How has this changed your approach as a Fractional Marketing Executive?** It has fundamentally shifted the timeline of what is possible. Projects that used to take six months and a massive localization budget can now be prototyped in a weekend. My role is no longer just about managing the creative; it’s about building the "leverage" systems that allow a small team to produce the output of a global agency. ### Starting the year lighter URL: https://www.livain.com/blog/starting-the-year-lighter/ Last updated: 2026-08-31T12:35:43.000Z This year started well. Work feels steady, family life feels good, and that alone is a big change compared to last year. A few days ago, I came across a diary entry I wrote on January 2nd last year. It was heavy to read. Heavy in a way that reminded me how much energy I was carrying around back then. I tore those pages out and threw them into the fireplace. I’ve seen enough of that version of myself, and I don’t feel the need to carry it forward. What’s different now is not just work or circumstances — it’s how aligned things feel. Performing well, for me, has always been a combination of working hard and being healthy. Your head needs to be clear, and your body needs to cooperate. That alignment doesn’t happen automatically, and it’s rarely perfect, but when it’s there, you feel it. **Movement** is a big part of that for me. Training, pushing myself a bit, reconnecting with that inner athlete. Two days before Christmas, I went on a trail run up a mountain. I took a call mid-run, got distracted, and sprained my ankle. All my plans for long walks and training over the holidays disappeared in one moment. A year ago, that would have set me back for months — physically and mentally. This time, it didn’t. I adjusted, rested when needed, kept moving where possible, and didn’t spiral. Two weeks later, it’s already much better, and more importantly, it doesn’t feel like a blocker. That’s the real difference. > I’m mentally present. I’m not stuck. Small setbacks don’t derail everything else anymore. I’ll be honest — there were too many cookies and bottles of wine over the holidays. A bit of a sugar reset is definitely in order. But that’s part of the rhythm too: recalibrating without overcorrecting. If you want to perform at a high level, you have to take care of both your body and your mind. I’ve known this for a long time, and it keeps proving itself to be true. This year feels like a fresh start — not because everything is perfect, but because I’m meeting it from a different place. ### **Frequently Asked Questions** **1\. How does personal alignment impact professional performance for an executive?** Professional output is rarely higher than personal capacity. When your "head is clear and your body cooperates," decision-making becomes faster and more intuitive. Alignment reduces the mental friction that leads to burnout, allowing you to meet business challenges from a place of stability rather than reactivity. **2\. You mention "recalibrating without overcorrecting." How does this apply to business leadership?** In both health and business, the instinct after a setback—like a missed target or a sprained ankle—is to overcorrect with extreme measures. This usually leads to a secondary "injury." True leadership is about the "rhythm" of recalibration: making steady, intentional adjustments to return to your baseline without inducing further stress on the system. **3\. What role does physical movement play in your work as a marketing executive?** Movement is a forced mental reset. For anyone in a high-pressure role, training acts as a "clearing of the cache." It provides a space where you aren't an executive or a strategist, just an athlete focused on the task at hand. That clarity often leads to the most creative breakthroughs in my marketing projects. **4\. Why is "resilience" more important than "perfection" when starting a new year?** Perfection is a brittle strategy; it breaks the moment a "sprained ankle" or a market shift occurs. Resilience is the ability to adjust your plans without spiraling. Starting the year from a place of resilience means you aren't afraid of setbacks, which allows you to take bigger, more calculated risks in your professional life. **5\. How do you maintain "mental presence" while managing multiple international projects?** It’s about closing open loops. Whether it’s letting go of a heavy diary entry from the past or automating a technical workflow (as I’ve discussed in other notes), the goal is to reduce the "energy" you carry. When you aren't stuck in the past or worried about inefficient systems, you can be 100% present for the client or the challenge in front of you. ### The quiet panic of early January URL: https://www.livain.com/blog/the-quiet-panic-of-early-january/ Last updated: 2026-08-31T12:35:45.000Z The first days of the year always feel strange. There’s an unspoken expectation — from clients, teams, and sometimes from myself — that momentum from October or November should somehow continue uninterrupted into January. In reality, Christmas breaks that rhythm completely. People go offline, take real time off, and return with either new ideas or renewed energy. More often, though, they come back in a subtle panic. It’s January 6th, targets are still high, and suddenly the first week already feels “lost.” I’ve noticed this pattern across several clients. Emails start coming in from people who were out for two weeks and are now worried about not hitting January targets. The pressure ramps up fast, even though very little has actually changed. Personally, I feel this less than before. Over time, I’ve learned to accept that there are phases where feedback from the market, peers, or teams simply slows down. That’s not failure — it’s part of the cycle. What matters more to me is whether systems are in place so things don’t quietly break during these periods. Making sure performance accounts don’t go offline because of unpaid invoices. Ensuring customer service has fallback coverage. Creating shared responsibility so critical operations don’t depend on one person being available. When those systems aren’t in place, the panic feels inevitable. People scramble to restart things that were already working a few weeks earlier. There’s also a strange reset effect at the start of the year — teams forget how they operated before, as if January wipes the slate clean. Despite the pressure, I do like this phase. The good and the bad surface at the same time. There’s financial stress — closing last year’s books, paying annual costs, front-loading expenses — but also clarity. The toughest months aren’t November or December. They’re usually the first months of the year: earning a lot, burning a lot, and rebuilding rhythm. We ended last year on a strong note across most projects. That gives me confidence. This year really is a fresh start — in the most literal sense of the word. ### Between christmas and the new year URL: https://www.livain.com/blog/between-christmas-and-the-new-year/ Last updated: 2026-08-31T12:35:48.000Z December 29 is never an easy day. There are only two days left in the year, routines fall apart, and most people are either out of office or pretending not to be. Client calls drop to a minimum. I don’t mind it — but it still stresses me out more than I’d like to admit. I tried to compress work into the morning and over lunch before heading to the circus with my kids. Work meant checking urgent performance marketing numbers. One dashboard hadn’t updated since Christmas. Annoying, but not operationally critical. What bothered me more was that I was the one noticing it — even though there are entire teams who could have caught this days earlier. December numbers are still strong for service-driven companies. Non-traditional gifts and mid-priced consumer goods, at least in my portfolio, struggled more. That pattern isn’t new. Most people would say “it’s tough out there.” I see it a bit differently. A lot of stress comes from unrealistic expectations — especially the belief that demand is unlimited. In most cases, it’s not a marketing problem. It’s product-market fit, or the fact that brands didn’t set themselves up early enough in the year to benefit from the holiday season. These days between Christmas and New Year are odd and heavy. Today was one of those days. The [circus](https://www.mugg.ch/?ref=livain.com), though, was fantastic. We should do that more often. ### Notes on writing and what it’s like to work as an interim manager URL: https://www.livain.com/blog/notes-on-writing-and-what-its-like-to-work-as-an-interim-manager/ Last updated: 2026-08-31T12:35:51.000Z It’s been a while since I’ve written a story in my own words. I got lazy. Relied on LLMs for structured “perfect” content and **nearly forgot that I really enjoy writing**. Out of all the arts, writing is the one thing I continue to come back to. It took me years to master, find my own voice. Rid myself of the feeling that my sentences are too long, my thoughts too complex and my language wordy. This is what I was told over and over again when I was young. I was never the best student, at least not the one who followed the (writing) rules. But I did always have a way with words. A broad vocabulary develops quickly when you take **an interest in (many) little things**. This hasn’t changed. And I have always continued to write. I journal occasionally, just to document my own journey and save precious moments. Most of that writing is for my eyes only, though. ## **My last businesses trip in 2025** Today, I’m on my way to the **Netherlands**. I am helping out the Faceland team with their international performance marketing efforts in a fractional executive capacity. This is one of the friendliest teams I’ve ever worked with. Professional, approachable, willing to learn, and fun to be around. Not all client work is the same. And you never truly know what’s going to happen when you work with a team in an interim role. Some teams are glad that you’re there to help out and get things done, and others would rather “wait you out” until the long term solution is in place. From my experience, there **is no such thing as a long term solution**. You don’t know if the right person for the job will come around, and whether all pieces will fall right into place as you had imagined it. Tools evolve. The market sentiment changes. The product and service portfolio is in constant motion. You have to respond to all of these factors. > So why waste a good day, thinking about what might be tomorrow. Just get things done together, today? I love working with teams who understand that there is little value in waiting for the perfect setup or solution. Those that when in doubt will ask around and try to get quick answers and act on it. This business trip will probably be the last one before Christmas, or maybe even the final one for this year. And I’m already looking forward to 2026\. Pick up where 2025 left off and continue to drive or **help manage change** on marketing and sales teams in transition. With all the AI greatness out there, **we’ll have our work cut out for us.** Remco ### **Frequently Asked Questions** **1\. What is the biggest advantage of bringing in a Fractional Executive for international marketing?** The primary advantage is "speed to impact." A fractional executive brings a high-level, external perspective and a proven toolkit that can be deployed immediately. For teams like Faceland, this means we don't wait for a "permanent" hire to start driving performance; we optimize the international marketing efforts in real-time while the long-term solution matures. **2\. How do you handle teams that are resistant to interim or fractional leadership?** Resistance usually stems from the "wait-it-out" mentality—the idea that an interim role is just a placeholder. I counter this by delivering quick wins and fostering an approachable, collaborative environment. Once a team sees that I am there to make their daily work easier and their results better, the "interim" label disappears and we simply become one high-performing team. **3\. Why do you argue that there is "no such thing as a long-term solution" in marketing?** In today’s market, "long-term" is a moving target. With AI evolving monthly and market sentiments shifting overnight, a static five-year plan is often obsolete before it’s finished. The real "long-term solution" isn't a person or a specific tool; it’s building a culture that is agile, responsive, and willing to act on today's data rather than tomorrow's "perfect" setup. **4\. How do you balance the use of LLMs with your own professional voice?** LLMs are incredible for structure and processing, but they often sanitize the personality out of writing. As a storyteller, I use AI for the "heavy lifting" of data and technical workflows, but I return to "my own words" for everything that requires nuance, empathy, and personal brand authority. The "voice" is what builds the trust that the AI cannot. **5\. What is your primary goal when helping marketing and sales teams in transition?** To stop the "waiting game." Many teams stall during transitions, waiting for the perfect hire or the perfect budget. My goal is to drive momentum—helping them use the tools they have *now* to respond to the market immediately. We focus on "getting things done today" so that by the time 2026 rolls around, the foundation is already rock solid. ### Wenn die Themen auf dem Tisch zu viele werden – was CMOs tun können, bevor Teams überlastet werden URL: https://www.livain.com/blog/wenn-die-themen-auf-dem-tisch-zu-viele-werden-was-cmos-tun-konnen-bevor-teams-uberlastet-werden/ Last updated: 2026-08-31T12:35:53.000Z In vielen Schweizer Unternehmen sehe ich heute dasselbe Muster: Marketingteams arbeiten engagiert, haben Wissen und besitzen eine klare Absicht – doch sie kommen bei wichtigen Projekten nicht ins Ziel. > Es fehlt nicht an Ideen. Es fehlt an Zeitfenstern und Prioritäten. Ein CMO führt heute nicht ein Fachgebiet, sondern ein Ökosystem aus unterschiedlichen Disziplinen. Und jede davon könnte für sich allein eine Vollzeitstelle sein. **🔍 Die Realität auf der Leadership-Ebene** Ein CMO hat heute oft folgende Themen gleichzeitig auf dem Tisch: | Bereich | Typische Herausforderung | | --------------------------------- | ---------------------------------------------------------- | | Performance Marketing / Lead Gen | Technisch gut, aber schwer verständlich fürs Management | | Direktvertrieb / Amazon / Webshop | Plattform funktioniert – aber wer orchestriert den Funnel? | | Brand-Kommunikation | Kreativität vorhanden – Richtung fehlt | | Webseiten-Entwicklung | Engpass bei IT, UX, Prioritäten | | Content & Kampagnenplanung | Aufwand enorm – Ressourcen begrenzt | | AI-Potenzial | Potenzial klar – Einstieg unklar | Das Problem ist selten Kompetenz. Das Problem ist die Breite. Denn Marketing ist kein Fachbereich mehr – es ist ein System aus Themen, Rollen und Erwartungen. **⚠️ Wann Teams ins Stocken geraten** Folgende Sätze höre ich in Schweizer Organisationen immer wieder – meist erst im zweiten oder dritten Meeting: “Wir wissen, was wir tun sollten – aber wir haben nicht die Kapazität, es umzusetzen.” “Wir haben bereits mehrere Agenturen – aber niemand führt den Prozess zu Ende.” “Ich kann das Team führen – aber nicht jedes einzelne Projekt gleichzeitig.” Das hat nichts mit fehlender Seniorität zu tun. Es ist ein strukturelles Problem: | Was nach „Ressourcenproblem“ aussieht | Ist in Wahrheit… | | ------------------------------------- | --------------------------- | | Arbeit stapelt sich | Prioritäten fehlen | | Wissen verteilt sich | Verantwortung nicht | | Reporting wird geliefert | aber nicht genutzt | | Alle sind aktiv | aber ohne gemeinsames Tempo | **🧭 Wie Momentum zurückkommt – ohne Druck aufs Team** CMOs führen Strategie und Team – doch sie müssen nicht alle Projekte operativ führen. Genau hier beginnt meine Rolle als Fractional Executive für Marketing & Sales: > Ich übernehme Teilbereiche – mit Verantwortung und Ende. Nicht als Berater, sondern als Sparringpartner mit klarer Umsetzungskomponente. Was ich konkret mache: ✔ Themen übernehmen – bis zum Abschluss ✔ Prioritäten klären und Teams entlasten ✔ Agenturen orchestrieren ✔ Reporting fokussieren – so, dass GL/VR Entscheidungen treffen können ✔ AI & Content-Prozesse praxistauglich machen ✔ Roadmaps aufsetzen – die umgesetzt werden Mit anderen Worten: Ich arbeite nicht neben dem CMO – sondern mit dem CMO. Der CMO führt strategisch. Ich führe Themen zu Ende. **🔁 Ein Beispiel aus Mandaten (anonymisiert)** Eine CMO in einem Schweizer Scale-Up sagte mir einmal: > “Ich brauche niemanden, der mir sagt, was wir tun sollten. Ich brauche jemanden, der Zeit schafft, damit wir es tun können.” Genau dort entsteht der Wert eines Fractional Executives: Nicht in PowerPoint-Folien. Sondern in Projekten, die vom Tisch kommen. **🚀 Wann ist der richtige Zeitpunkt?** Typisches Zeichen: das Team wird nicht langsamer – aber das Wichtige zieht sich in die Länge. Dann ist nicht Überforderung das Problem, sondern Führung von zu vielen Themen parallel. Ein Fractional Executive kann in genau solchen Situationen 👉 Verantwortung auf Zeit übernehmen 👉 Tempo in einzelne Bereiche bringen 👉 und Projekte über die Ziellinie führen. **📌 Mehr dazu hier:** 👉 Fractional Executive für Marketing & Sales in der Schweiz **🤝 Ein erster Austausch?** Ein kurzes Gespräch reicht oft, um zu erkennen, ob im Team gerade ein Kapazitätsproblem oder ein Fokusproblem entsteht – und ob eine Aufteilung von Verantwortung Sinn ergibt. 📬 Ich arbeite regelmässig in Zürich, Schwyz und Umgebung – remote und vor Ort. ### Wie Schweizer Teams Momentum verlieren – und wie man es zurückholt URL: https://www.livain.com/blog/wie-schweizer-teams-momentum-verlieren-und-wie-man-es-zuruckholt/ Last updated: 2026-08-31T12:35:56.000Z Es wird gearbeitet, aber nicht entschieden. Meetings laufen, aber es bewegt sich wenig. Das ist kein Kapazitätsproblem – sondern ein Verantwortungs- und Prioritätenproblem. Und genau hier verlieren Teams Geschwindigkeit – langsam, aber spürbar. ## **Warum Schweizer Teams ins Stocken geraten** Die Schweiz hat eine sehr starke Umsetzungs- und Qualitätskultur. Doch diese Stärke hat eine zweite Seite: Wenn alles gleich wichtig ist – ist am Ende nichts mehr dringend. Was ich in vielen Schweizer Unternehmen beobachte: | Muster | Auswirkungen | | --------------------------------------------------- | ---------------------------------- | | Prozesse dominieren Entscheidungen | Entscheidungen werden vertagt | | Marketing & Sales arbeiten isoliert | Kundenfluss leidet – trotz Aufwand | | Meetings klären Status, aber keine Richtung | Prioritäten verschwimmen | | Führung übernimmt “viel”, aber wenig wird delegiert | Team verliert Eigenverantwortung | | Energie geht in Detailarbeit | Strategie verliert Sichtbarkeit | Das Ergebnis: hohe Aktivität – wenig Wirkung. ## **3 Anzeichen, dass Momentum verloren gegangen ist** Ein Team verliert Momentum nicht von heute auf morgen – es ist ein schleichender Prozess. Doch die Signale sind klar erkennbar: ### **1) Entscheidungen werden vertag:** Wenn Meeting-Protokolle wachsen – aber nichts umgesetzt wird. ### **2) Marketing & Sales berichten getrennt** Wenn Kennzahlen entstehen – aber keine gemeinsamen Ziele: ### **3) Reporting ist “Pflicht”, nicht Werkzeug** Wenn Zahlen geliefert werden, aber nicht genutzt werden, um Entscheidungen zu treffen. ## **Wie Momentum wieder entsteht** Momentum kommt nie durch „mehr Ressourcen“ – sondern durch Klarheit der Verantwortung. In Teams, die wieder Geschwindigkeit aufnehmen sollen, geschieht zuerst Folgendes: ✔ Prioritäten werden entschieden – nicht diskutiert ✔ Reporting dient Entscheidungen – nicht Dokumentation ✔ Marketing & Sales entwickeln EINEM Funnel – nicht zwei Präsentationen ✔ Führung stellt Fragen, die Richtung geben: „Was bewegt uns diese Woche nach vorne?“ Momentum entsteht, wenn Arbeit Richtung bekommt. ## **Was sich verändert, wenn Momentum zurückkommt** Innerhalb weniger Wochen verändert sich die Energie im Team: | Vorher | Nachher | | --------------------- | --------------------- | | Status-Updates | Entscheidungen | | Isolierte Aufgaben | Gemeinsamer Funnel | | Reaktion auf Anfragen | Proaktive Initiativen | | Informationsfluss | Verantwortungsfluss | | Meeting-Kultur | Umsetzungs-Kultur | Diese Veränderung ist spürbar – für Teams, Kunden und Führungsebene. ## **Wie ich Teams in der Schweiz begleite** Ich arbeite mit Schweizer Unternehmen als Fractional Executive für Marketing & Sales – mit klarer Verantwortung für Prioritäten, Momentum und Entscheidungsfähigkeit im Team. Nicht als externe Beratung, sondern als Teil der Organisation – mit Wirkung, nicht nur mit Empfehlungen. 👉 Mehr dazu auf meiner Seite: [Fractional Executive für Marketing und Sales in der Schweiz](https://www.livain.com/fuer-schweizer-unternehmen/) ## **Wann ist der richtige Zeitpunkt?** Der häufigste Satz, den ich höre, ist: > „Wir wissen, was wir tun sollten – aber es bewegt sich zu wenig.“ Und genau das ist der ideale Startpunkt. Oft reicht ein Workshop oder ein kurzes Sparring, um die Prioritäten neu zu justieren – und das Momentum wieder freizusetzen. 📬 Ich arbeite regelmässig in Zürich, Schwyz und Umgebung – remote und vor Ort. Ein erstes Gespräch genügt, um herauszufinden, ob Momentum das eigentliche Thema ist. ### Swiss Oral Health Day 2025 – A Special Experience in Bern URL: https://www.livain.com/blog/swiss-oral-health-day-2025-a-special-experience-in-bern/ Last updated: 2026-08-31T12:35:59.000Z ## **Celebrating 50 Years of the Swiss Oral Health Day** Yesterday I had the opportunity to speak at the [**Swiss Oral Health Day 2025**](https://dentalhygienists.swiss/swiss-oral-health-day-2025?ref=livain.com) in Bern — and honestly, it was one of those moments that makes you pause for a second and realise how special this industry really is. This year marked the **50th anniversary** of the event. Fifty years. Half a century of professionals coming together to learn, share, discuss, and push dental health forward in Switzerland. That alone says everything about the importance of this industry — and about the people who hold it up. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2025/11/IMG_9655-1.PNG) ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2025/11/IMG_9649-1.jpeg) ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2025/11/IMG_9651-1.jpeg) ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2025/11/IMG_9650.jpeg) Impressions of the Swiss Oral Health Day in Bern, November 14 2025 And the venue couldn’t have been better: [**the Young Boys football stadium**](https://www.bscyb.ch/champions-lounge?ref=livain.com), in the Champions Lounge. Walking into a big sports arena early in the morning, with a tiny tractor quietly preparing the pitch while 500 people settled in to talk about dental health — that contrast was amazing. It made the whole day feel unique, fresh, and full of energy. ## **Why Events Like This Matter in the Dental Industry** ### **Continuous Education as a Standard in Swiss Dentistry** These kinds of events are not only a chance to connect with peers; they are part of the backbone of the profession. In Switzerland, if you’re a dentist and own a practice, you’re expected to complete around **80 hours of continued training every year** — through events, workshops, and hands-on courses. It’s something I’ve always admired: dentistry treats lifelong learning as a standard, not an exception. And I genuinely believe many other industries could learn from this mindset. ## **My Talk: Opportunities and Risks of Social Media for Dental Practices** ### **Why This Topic Matters More Than Ever** For this event, I spoke about a topic I’ve been deeply involved with: > **how dental practices can use social media professionally — and what the risks are when they don’t.** In many clinics, social media still works like this: It gets handed to the receptionist, or whoever “has a few minutes,” with the instruction to *“just post something.”* No strategy. No context. No understanding of the impact. But social media is no longer just entertainment. It has become part of people’s daily navigation — quite literally. Patients use it to: - look up treatments, - check opening hours around the holidays, - find directions to the clinic, - get a sense of the atmosphere and the team, - and decide whether they trust a clinic enough to book an appointment. ### **Why Social Media Is a Strategic Tool — Not a Task** When used well, social media becomes: - a communication channel, - an information platform, - an impression-building tool, - and a way to connect with potential patients long before they pick up the phone. For clinics that embrace it strategically, it can lead to stronger trust, better clarity, and even steady new patient flow. But the opposite is also true: without structure, it becomes chaotic, inconsistent, and ineffective. That’s why I enjoyed sharing insights, best practices, and real examples from my work with clinics and brands. ## **Reflections on Speaking at Industry Events** I don’t do a huge number of speaking engagements. This was only my **second dental conference appearance this year**, after the [**SSO Congress in Lugano**](https://www.sso.ch/de/kongress?ref=livain.com) (Schweizerische Zahnärzte-Gesellschaft SSO) this summer. But both times, I left with the same feeling: - the audience is open, curious, and willing to learn, - the events are well organised, - and there’s a genuine desire to improve the way dental clinics communicate and operate. I’m grateful for the opportunity to speak, share ideas, and help the industry move forward — even if just a little bit. ## **Looking Ahead: Why I’m Writing This** Part of why I’m sharing this recap is personal — I like capturing these moments. But it’s also for anyone who wasn’t there, and for people interested in how I work, what I observe, and what I contribute to events like this. Days like the Swiss Oral Health Day remind me why I enjoy my work so much: It’s the mix of human connection, strategy, and the chance to enable teams and leaders to do things differently. ## Since then A short follow-up from 2026: the conversation this talk started didn’t end in Bern. I was back on a dental stage in early 2026 — I wrote about that day in [notes on the high of the stage and the dental hygienists](https://www.livain.com/blog/notes-the-high-of-the-stage-and-the-dental-hygienists/) — and dental and medical practices remain a core part of my work. If anything, the message from the talk has sharpened: social media is a strategic channel, but only if you measure what actually matters in a practice. My current thinking on that is in [count patients, not bookings](https://www.livain.com/blog/count-patients-not-bookings/). ## **If You Were at the Event — Let’s Stay in Touch** I had some great conversations yesterday, and I genuinely hope to continue a few of them. If you were in the audience and something we discussed resonated with you — or if you’d like to explore how your clinic or organisation could improve its digital presence — feel free to reach out. ## **Open to Conversations, Collaborations, and Future Speaking Engagements** As a fractional executive in marketing & sales, I regularly help clinics and healthcare organisations: - build their marketing engines, - improve their communication, - structure their teams, - and develop a clear digital presence. If you’d like to discuss any of this — whether casually or with a concrete goal in mind — I’d be very happy to connect. 📩 **Contact:** r.livain@icloud.com 🌐 **Website:** [https://www.livain.com](https://www.livain.com/) 💬 **Or reach out on Social Media** [**(such as Threads: here is my profile)**](https://www.threads.com/@rlivain?ref=livain.com) **— I’m always open to a conversation.** ### **Frequently Asked Questions** **1\. Why is social media strategy particularly critical for dental and medical practices?** In healthcare, social media isn't just about "likes"; it’s about establishing trust before a patient ever enters the clinic. Patients use these platforms to vet the atmosphere, the team, and the expertise of a practice. Without a strategy, a clinic risks projecting a disorganized image that can actually deter potential patients, even if the clinical care itself is excellent. **2\. Is it enough to have a receptionist manage the clinic’s social media in their spare time?** While a team member can certainly manage the day-to-day posting, the *strategy* should be set at an executive level. "Just posting something" often leads to inconsistent messaging and missed opportunities. I help clinics move from "random posting" to a structured system where social media serves as a reliable channel for information, trust-building, and patient acquisition. **3\. What are the biggest risks of an unmanaged or "casual" digital presence for a clinic?** The primary risk is a "trust gap." If a patient finds outdated holiday hours, broken links, or low-quality content, they subconsciously associate that lack of attention to detail with the clinical care. Furthermore, failing to use social media as a navigation and information tool means losing patients to competitors who provide a more seamless digital experience. **4\. How does the Swiss requirement for 80 hours of annual continued education impact the industry?** It sets a high bar for excellence. This culture of lifelong learning means that Swiss dental professionals are exceptionally open to new methodologies—not just in clinical work, but in business and communication. My role is to bridge that gap, bringing the same level of professional rigor to their marketing that they bring to their dental surgery. **5\. Do you offer social media workshops specifically for healthcare teams?** Yes. Following events like the Swiss Oral Health Day, I often work with clinics to conduct tailored workshops. We focus on creating actionable success factors: how to structure the team, what content actually drives patient trust, and how to manage a professional digital presence without it becoming a full-time burden for the staff. ### Why Travel Matters (a lot) in Fractional Executive Work URL: https://www.livain.com/blog/why-travel-matters-a-lot-in-fractional-executive-work/ Last updated: 2026-08-31T12:36:02.000Z One of the biggest misconceptions about fractional executive work is that you either have to be physically present all the time — or not at all. Both extremes are wrong. And both extremes kill momentum. Over the years, I’ve learned that being close to a team absolutely helps. But being constantly present doesn’t. There is a very specific rhythm to this work: > Come in. Move things forward with intensity. Create clarity. Make decisions. Enable progress. And then step out again so the team can breathe. If you stay too long, you dilute your energy. If you’re never there, you lose your impact. Finding the middle is where the magic happens. ## Travel Isn’t a Luxury — It’s a Tool I travel a lot for my fractional roles, and I do it very intentionally. Wherever the team is — I go. Not because it’s glamorous. Not because I want to “be seen.” But because presence still matters. There’s something about: - sitting next to someone while reviewing their roadmap - reading a room during a tough discussion - looking a team lead in the eyes when you tell them “We’re going to fix this” - watching how a team works, moves, and communicates in real life - being someone they can tap on the shoulder, even briefly, to unblock something These moments don’t happen on Zoom. They happen in hallways, during coffee breaks, when someone stays after a meeting because they “just need two minutes.” Travel makes you tangible. Tangible leaders create momentum. ## But Being There Constantly? That’s Not Leadership — That’s Interims Work And this distinction matters. > A fractional executive is not an interim manager. You’re not there to replace someone temporarily. You’re there to accelerate what the team already wants to achieve. That means: - You’re present with purpose - You work in short bursts of intensity - You unblock, align, decide, and enable - And you leave room for the team to own the execution If you sit in the office every day, you lose that sharpness. Your value becomes diluted into daily operations, which is exactly what you’re not hired for. Fractional work is about structured presence — not constant presence. ## The Sweet Spot: 1–3 Days a Week The ideal setup (and the one I prefer) is structured time with the team: - One day a week - Or two - Or a full “focus week” every two weeks Enough to create energy. Enough to make decisions together. Enough to maintain momentum. But also enough space for the team to actually execute without you breathing down their neck. This rhythm keeps expectations clear: > When we’re together → decisions get made. > When I’m gone → execution happens. It creates a cadence. A drumbeat. A reliable pulse the team can operate with. And that predictability is what makes fractional work effective. ## Too Little Time = No Tangibility If you’re never there physically, something gets lost. Trust develops slower. Information flows thinner. People lean back instead of stepping in. The team starts treating you like a consultant instead of a leader. > And as fractional executives, we’re not hired to give opinions — we’re hired to move organizations forward. You can’t do that if you’re always a calendar link and never a real presence. ## Too Much Time = No Momentum On the flip side, if you’re there all the time: - You lose objectivity - You get dragged into daily operations - Your “impact bursts” become watered down - You turn into a de facto interim employee - The team stops seeing you as the accelerator And most importantly: You lose the freshness and intensity that makes fractional work special. Your clarity comes from stepping out, seeing the bigger picture, and coming in again with new energy. That rhythm keeps you sharp. ## My Own Approach This is why I prefer being onsite for one or two concentrated days each week (or every other week), depending on the project. I come in with energy. I work with people directly. We clear bottlenecks. We align priorities. We prepare for key decisions or board meetings. We solve the big things that have been stuck. And then I step out. The team needs the space to execute. Management needs the confidence that things are moving. And I need the distance to stay objective, clear, and focused on what matters next. That’s the balance. That’s the role. That’s fractional leadership. Go in, fix it, unblock it, accelerate it — then step away so the team can run. Come back. Re-align. Push forward. Repeat. It’s a rhythm. A cycle of momentum. And when you get it right, entire organizations move faster than they ever thought possible. ### Some Days as a Fractional Executive Feel Overwhelming And That’s Exactly When the Real Work Starts URL: https://www.livain.com/blog/some-days-as-a-fractional-executive-feel-overwhelming-and-thats-exactly-when-the-real-work-starts/ Last updated: 2026-08-31T12:36:05.000Z Not because something is wrong — but because *everything comes together at once*. You jump between teams, projects, deliverables, expectations, and your own commitment to keep the organization moving forward. And even though that sounds intense, it’s also the moment where the job becomes its most meaningful. Over time I’ve realised that fractional work isn’t about running someone’s daily operations. It’s about helping people finally do the things they’ve been wanting to do for months, sometimes years — and removing everything that ever stood in their way. That’s the part no one really talks about. ## **When You Walk Into a Team, You Notice the Tension Immediately** Whenever I start a new engagement, I can almost feel the weight of the unfinished projects in the room. The website relaunch that has been “almost ready” for five months. The new product pitch that is stuck somewhere between Design, Management, and “waiting for feedback.” The brand refresh that everyone wants, but no one owns. The operational gaps that everyone knows exist, but nobody has the mandate to change. You see it in the team’s eyes — they’re tired of pushing the same rock uphill. And then you walk in, and management says something along the lines of: > **“We need you to focus on the things that actually move the needle.”** At that moment, you become the permission slip they’ve been waiting for. ## **The Moment You Say “I Don’t Care How It Was Done Yesterday”** Very early in every project I always say: **“I’m not here to judge the past.** **I just want to make sure you have everything you need to make the change you want to make next.”** And every time I say that, the room relaxes. A fractional executive comes in without the emotional baggage, without the internal politics, without the fear of stepping on toes. You’re not protecting a legacy. You’re not maintaining territory. You’re enabling progress. When teams feel that you genuinely don’t care about yesterday — only about what tomorrow can look like — something shifts. People start to open up. They tell you what’s been blocked. They share what they’ve always wanted to fix. They pull out the folder with the idea they abandoned last year. And that’s where the real work begins. ## **Projects Drag Out for Months — Until Someone Removes the Constraints** I’ve seen this pattern over and over again: - A redesign that took eight months longer than expected - A campaign concept that never got approved - A product launch delayed because of “one missing piece” - A team stuck in loops that no one pauses long enough to untangle Not because people don’t want to deliver — they do. > But because they’re missing one or two key ingredients: ownership, clarity, and permission. A fractional executive arrives and sees the situation without the fog. Not because we’re better — but because we’re not embedded in the complexity. That’s the advantage of being the outsider and the insider at the same time. ## **The First 90 Days Are Everything** In almost every engagement, the biggest mindset shift happens in the first 90 days. This is when people realise that: - You don’t see boundaries - You’re not afraid to ask uncomfortable questions - You’ll walk straight into the issue instead of around it - You’ll move the project forward even if someone isn’t ready yet - Momentum is not optional — it’s the job When management supports this and gives you the trust and room to operate, the organization starts to change from the inside out. You see creativity come back. You see people shine again. You see teams complete things they had mentally given up on. Momentum is contagious. ## **Not Everyone Loves Momentum** Of course, not everyone is thrilled when things speed up. There are always people who prefer the calm of a 9–5 rhythm. Who feel uncomfortable when things suddenly move faster. Who don’t understand why the team is pushing so hard or why changes stack up quickly. And they stand out. It’s not because they’re bad employees — far from it. It’s because the pace reveals what they’re comfortable with. As a fractional executive, this is where empathy matters. > You can’t bulldoze your way through an organization and expect lasting impact. Momentum without meaning creates resistance. So you slow down where needed. You explain the “why,” not just the “what.” You make sure the short-term push ties into a long-term goal. You give people time to adjust. And most importantly: You make the changes feel intentional, not random. ## **The Secret: Ask the Questions No One Has Asked for Too Long** What most people don’t realise is that the real value of a fractional executive often comes from questions, not answers. Questions like: - *What exactly stopped this from being delivered?* - *Where did this project get stuck?* - *Who needed clarity that they never received?* - *What is the real root of the delay — the one no one wants to name?* - *What would unlock this faster than anything else?* When you ask these questions, doors open. People talk. Problems surface. Solutions become obvious. And suddenly, the project that felt impossible is moving again. ## **This Is Why I Love This Work** Fractional work is intense, yes. But it’s also incredibly human. It’s about helping teams regain their spark. It’s about finishing the things that matter. It’s about giving people the confidence and structure they need to move forward. It’s about creating momentum where there was stagnation. And it’s about leaving the organization stronger than you found it. The deliverables matter, of course. But the true impact? It’s in the energy, in the clarity, in the shift in mindset. When a team that’s been stuck for months suddenly moves — really moves — that’s when you know the job is working. And that’s why I keep doing it. ### **Frequently Asked Questions** **1\. What is the difference between a consultant and a Fractional Executive?** A consultant typically provides a report and a set of recommendations, leaving the implementation to the internal team. A Fractional Executive, however, takes ownership. I don't just point at the "unfinished project"; I step into the role, remove the constraints, and drive the team toward the finish line. I provide the mandate and the momentum that internal teams often lack. **2\. Why do projects often get stuck in successful organizations?** It’s rarely a lack of talent. Projects usually stall due to "institutional fog"—a combination of internal politics, fear of stepping on toes, and a lack of clear ownership. When everyone is responsible, no one is. My role as an outsider/insider is to provide the "permission slip" to bypass legacy processes and focus solely on what moves the needle. **3\. How do you handle the "friction" that comes with increasing a team's pace?** Momentum is contagious, but it can also be intimidating. I balance high-velocity execution with deep empathy. It’s not about bulldozing the team; it's about explaining the "why" behind the change and ensuring the short-term push aligns with their long-term professional growth. The goal is to make the change feel intentional and rewarding, not random or chaotic. **4\. What does the first 90 days of a fractional engagement typically look like?** The first 90 days are about identifying and clearing the "blockers." I ask the uncomfortable questions that have been avoided for months, untangle the loops that have stalled progress, and establish a new rhythm of accountability. Usually, by the end of this period, the team has completed at least one "stuck" project, which restores their confidence and creative spark. **5\. Is a Fractional Executive a long-term replacement for a full-time hire?** Not necessarily. My goal is to leave the organization stronger than I found it. Sometimes that means stabilizing the ship while we find the perfect full-time lead; other times, it’s about building a "marketing engine" that the existing team can run autonomously. I provide the senior-level leadership you need *now*, without the long-term overhead of a permanent C-suite salary. ### Opinion: Amazon’s Fulfillment Expansion – A Blessing or a Trap for DTC Brands? URL: https://www.livain.com/blog/opinion-amazons-fulfillment-expansion-a-blessing-or-a-trap-for-dtc-brands/ Last updated: 2026-08-31T12:36:07.000Z Amazon’s expansion of Multichannel Fulfillment (MCF) to Shopify, Walmart, and SHEIN is a short-term gift for DTC brands — it simplifies logistics, consolidates inventory, and gives small players big-brand delivery standards. But it also creates long-term risks: rising fees, loss of brand control, and dependence on Amazon’s network. Founders must decide whether logistics is part of their competitive moat — or a distraction best outsourced while they focus on growth. For direct-to-consumer (DTC) brands, this is more than a logistics update — it’s a **strategic inflection point**. ## **Why This Matters** Most founders underestimate just how hard fulfillment really is. Managing stock, picking, packing, shipping, and customer expectations is a **daily operational headache**. If you’re small, you don’t have the scale to negotiate good carrier rates. If you’re growing, you often need multiple systems to serve different sales channels. > Amazon is now saying: *“Don’t worry about it. Put all your inventory with us, and we’ll handle the rest — whether your order comes from Amazon, Shopify, Walmart, or elsewhere.”* For many brands, this feels like a gift. And in the **short run, it absolutely is**. ## **The Upside for Simple Product Brands** If you are running a **single-product brand**, selling through your own webshop *and* Amazon, the appeal is obvious: - One inventory system instead of two - Amazon-level shipping rates without scale - Faster delivery and customer trust built in - Less operational distraction so you can focus on growt For these kinds of products — think supplements, home goods, simple electronics — **outsourcing fulfillment is usually the smarter choice**. ## **The Hidden Risks** But here’s the catch: - **Fee creep is inevitable.** Amazon raises fulfillment fees almost every year. Once you are locked in, you will absorb those increases. - **Loss of brand control.** Packaging, inserts, the “unboxing experience” — these are standardized. If your brand thrives on customer touchpoints, you’ll lose leverage. - **Dependence grows quietly.** As more of your business flows through Amazon’s logistics network, switching later becomes costly and disruptive. This is the **classic AWS playbook**: make it indispensable first, monetize harder later. ## **Lessons from MIFLORA** I know this firsthand. Years ago, I ran MIFLORA, a flower delivery company. Logistics was not just part of the business — it *was* the business. Flowers have a lifespan of 10 days at best. Production, packaging, shipping — every step had to be executed with surgical precision. Amazon could never have handled that product. But the bigger lesson is this: **fulfillment is never “just logistics.”**Sometimes it’s your competitive advantage. Sometimes it’s a distraction. Knowing the difference is what makes or breaks a DTC business. ## **The Real Question for Every Brand** So here’s what every founder needs to ask right now: > 👉 *Is logistics my moat, or should I outsource it as fast as possible?* If logistics doesn’t differentiate you, outsource. Price your product so you can absorb Amazon’s fees and focus on building brand and sales. If logistics is central to your customer experience — freshness, luxury, custom, fragile — then it is part of your brand’s DNA. In that case, you should own it, even if it’s painful. ## **My Take** Amazon’s MCF expansion is both an opportunity and a trap. For many brands, it will be the simplest way to scale beyond their own webshop. But the brands that win will be the ones who understand **when to lean into Amazon — and when to keep control.** That’s a strategic choice, not an operational one. And it’s exactly the kind of conversation every DTC founder should be having right now. --- **About the Author** *Remco Livain is a Fractional Executive in Marketing and Sales, working with direct-to-consumer brands across Europe. He helps founders and leadership teams scale their growth engines, balance operational trade-offs, and turn strategic inflection points into opportunities.* ### Faceland — Fractional Marketing Leadership & System Stabilisation URL: https://www.livain.com/blog/faceland-fractional-marketing-leadership-system-stabilisation/ Last updated: 2026-08-31T12:36:10.000Z *Completed Mandate · Fractional Marketing Executive · Healthcare / Regulated Clinical Services · Europe · 2025–2026* This project documents my work as a [Fractional Marketing Executive](https://www.livain.com/hiring-a-fractional-executive-what-when-why/) supporting **Faceland** during a period of significant leadership transition and rapid international growth. The mandate, which began in the summer of 2024 and concluded in March 2026, focused on **stabilising marketing operations**, onboarding a new permanent leadership team, and establishing a scalable framework for international performance and centralized media buying. ## **Context** - **Company:** Faceland Holding BV - **Industry:** Healthcare / Medical Aesthetics (Clinic-based services) - **Geography:** Netherlands (HQ), Germany, Belgium, Switzerland, and Italy - **Timeframe:** Summer 2024 – March 2026 - **Role:** Fractional Marketing Executive & Strategic Coach ## **Evolution of the Scope** While the project began with a focus on **system stabilisation and interim leadership**, the scope evolved as the organization matured. 1. **Phase 1: Stabilisation & Coaching:** Learning the business intricacies, coaching the existing team, and fixing the "data plumbing" to restore confidence in marketing spend. 2. **Phase 2: International Expansion:** Streamlining communications and marketing efforts across Germany, Switzerland, Belgium, and Italy. 3. **Phase 3: Leadership Onboarding:** Successfully identifying and onboarding the permanent leadership team—specifically the **CMO (**[**Ram Huigen**](https://nl.linkedin.com/in/ram-huigen-91290345?ref=livain.com)**)** in late 2025 and the **CDO (**[**Ralph Remkes**](https://nl.linkedin.com/in/digital-inspirator?ref=livain.com)**)** in early 2026. 4. **Phase 4: Operational Professionalization:** Designing the balance between central media buying and decentralized, local marketing execution within the group. --- ## **Key Successes & Project Learnings** The project concluded as a resounding success, with the organization demonstrating extreme flexibility and an appetite for modernizing their commercial engine. Key focus areas included: - **The Customer Lifecycle:** Shifting the mindset from pure acquisition to a holistic view of the patient journey. - **Lead Generation Utility:** Implementing robust lead gen frameworks that feed directly into clinical operations. - **Last-Mile Marketing:** Focusing on the final touchpoints that drive business growth at the local clinic level. - **Global Media Partnerships:** Re-evaluating and optimizing how the group collaborates with major international media houses to gain leverage. ### **The Handover (March 2026)** In March 2026, I officially handed over marketing and digital responsibilities to **Ralph Remkes (CDO)** and **Ram Heuchen (CMO)**. The team is now perfectly positioned to drive the next phase of professionalization. I continue to support the team on an *ad hoc* coaching basis, ensuring the strategic momentum remains high. --- ## **Final Outcomes** - **Successful Transition:** Moved from fractional leadership to a fully-staffed, high-performing permanent executive team. - **International Framework:** Established a working model for "Central vs. Local" marketing that supports growth in four European markets. - **Data-Driven Culture:** Weekly performance discussions shifted from reactive "firefighting" to forward-looking strategic planning. - **Organizational Agility:** The team now functions with a high degree of autonomy and a clear roadmap for international operational excellence. ## **Lessons Learned** ### **What I would repeat** - **Investing in People:** The "coaching" element of the fractional role was just as important as the strategic one. Helping the team grow alongside the systems ensured the changes actually stuck. - **Neutral Leadership:** Being an external fractional leader allowed me to bridge the gap between the board’s financial goals and the team's operational realities without internal bias. ### **What others can learn** For fast-growing clinical groups, the "Last Mile" is where the battle is won. Centralized strategy is vital, but if you don't empower local clinics with decentralized marketing tools and streamlined communication, you lose the trust of the local patient base. ### **Frequently Asked Questions** 1. **What is the primary value of a** [**Fractional Executive during a leadership transition**](https://www.livain.com/blog/how-soon-can-a-fractional-executive-deliver-impact/)**?** Stability and continuity. When a CMO or senior leader departs, there is a risk of strategic drift and team anxiety. I step in to provide immediate senior leadership, ensuring that international growth doesn't stall while the board searches for a permanent successor. I don't just "keep the lights on"; I stabilize the operations so the incoming CMO inherits a high-performing engine rather than a list of problems. 2. **How do you handle marketing compliance in a regulated healthcare environment like the EU?** Compliance is a non-negotiable foundation, not an afterthought. In clinical services, this means balancing aggressive performance marketing with strict adherence to [healthcare advertising laws](https://health.ec.europa.eu/medicinal-products/advertising%5Fen?ref=livain.com) and [GDPR](https://gdpr.eu/?ref=livain.com). My approach is to build "compliance-by-design" into the data and CRM infrastructure, ensuring that patient consent and communication are both legally sound and commercially effective. 3. **Why prioritize data and reporting foundations over tactical campaign optimization?** Tactical optimization is useless if it’s based on fragmented or unreliable data. By rebuilding the BI (Business Intelligence) framework first, we restore executive confidence in the numbers. Once the data ownership is centralized and the reporting is decision-ready, every dollar spent on performance marketing becomes significantly more efficient and measurable. 4. **How does the "Acquisition vs. Retention" balance shift in a clinical growth model?** In high-growth clinic groups, the [cost of acquisition (CAC)](https://www.livain.com/blog/the-boutique-hotel-ification-of-healthcare/) is often high. Sustainable profitability is found in the "Lifetime Value" (LTV)—getting patients to return for follow-up treatments and long-term care. My focus at Faceland was to shift the strategy toward retention-led growth, implementing CRM and lifecycle communication that treats the patient relationship as a long-term asset. 5. **How do you collaborate with existing internal teams and external vendors in an interim role?** I act as a "translator" and a "sparring partner." I align the internal team’s specialized skills with the executive board's financial goals. For external vendors, I provide the clear mandate and accountability they often lack during leadership gaps. The goal is to remove technical and political blockers so everyone can return to high-velocity execution. 6. **How did the role change when the new CMO and CDO joined?** My role shifted from "doing and directing" to "onboarding and coaching." The goal was to ensure Ralph and Ram had a clear view of the historical data, the technical landscape, and the strategic "why" behind our international efforts, allowing them to hit the ground running from day one. 7. **What was the biggest challenge in the international expansion?** Balancing the efficiency of central media buying with the necessity of localized content and tone. What works in the Netherlands doesn't always translate to Switzerland or Italy; creating a framework that allowed for "centralized scale with decentralized soul" was key. ### Fey Design, International Market Entry (NL & DK) URL: https://www.livain.com/blog/fey1926/ Last updated: 2026-08-31T12:36:12.000Z *Active Mandate · Fractional Executive / Part-time CMO · Home & Living (DTC) · Germany / Netherlands / Denmark · 2024–2026* This project documents my work as a Fractional Executive supporting [**Fey 1926**](https://fey.design/?ref=livain.com) (Fey Design) with the international direct-to-consumer market entry in the [Netherlands](https://fey.design/nl?ref=livain.com) and Denmark. The mandate focused on aligning **product strategy, conversion funnel design, and marketing channels** to enable a profitable and scalable international launch for a highly configurable, premium product. ## **Context** - **Company:** Fey1926 (Fey Boxspringbetten) - **Industry:** E-commerce, Home & Living (Box Spring Beds) - **Geography:** Germany (operations in Poland), market entry in the Netherlands (NL) and Denmark (DK) - **Timeframe:** Started in 2024 in preparation for the DTC website launch; active throughout 2025 and early 2026 (handover to new in-house Marketing Lead in Q1 2026). - **Role & mandate:** Fractional Executive / Part-time CMO, responsible for the implementation of the digitalization and internationalization strategy ## **Starting point** The international expansion was initiated under significant time and complexity pressure. Key challenges at the start included: - No clearly defined, **profitable market entry strategy** for NL and DK - An imminent website launch (Jan/Feb 2025) requiring coordinated marketing, technical, and content readiness - An initial marketing plan (March 2025) that generated traffic and engagement, but **failed to convert into sales** - In the Netherlands, only one bed was sold — and subsequently returned - A **highly configurable product portfolio**, which made it difficult to create standard, linkable products required for performance channels such as Google Shopping From a metrics and planning perspective: - The target was to achieve **profitability within 12 months**, with a Marketing Efficiency (ME) of 20–25% - By late 2025, sales performance was weak and the overall direction of the setup was increasingly questioned Key constraints included: - A fixed launch deadline (January 2025) - A sizeable first-year marketing budget (\~€500k) requiring efficient allocation - Structural misalignment between product configuration logic and marketing channel requirements ## **Scope of responsibility** ### **Responsible for** - **Strategic marketing & sales planning** - Market entry preparation - Conversion funnel mapping - Defining channel-specific requirements (Google, Meta, TikTok, Influencer Marketing) - **Media buying coordination** - Steering and overseeing Google and Meta campaigns - Focusing on the transition from engagement to profitable sales - **Technical product & platform coordination** - Working with the IT agency on SEO optimizations - Quality assurance for website performance and configurator logic - **Content & localization setup** - Introducing and coordinating copywriters for English, Dutch, and Danish markets - **Product–marketing alignment** - Proposing structural changes to the product portfolio - Introducing standard collections and pre-configurations to enable efficient promotion ### **Explicitly not responsible for** - Direct execution of media buying (handled by agencies and partners) - Full-time management of the internal team - Product manufacturing, logistics, or fulfillment operations ### **Collaboration model** Worked closely with: - [**Christoph Jung**](https://de.linkedin.com/in/christoph-jung-9387b988?ref=livain.com) (Account Strategist) - [**Aneta Rogulski**](https://de.linkedin.com/in/aneta-rogulski?ref=livain.com) (CEO) ## **Key decisions & initiatives** ### **Conversion-first focus** The conversion funnel was redesigned to prioritize: - Short-term conversions - Personalized lead capture - Clear commercial intent Generic newsletter-driven engagement was deprioritized in favor of measurable conversion paths. ### **Product–marketing alignment** A central strategic shift was required: - Moving away from exclusively configurable products - Introducing **standard collections and pre-configurations** - Enabling linkable, comparable products for channels like Google Shopping This decision traded pure customization for **marketability and sales readiness**. ### **Trade-offs** - Reduced emphasis on full customization - Increased focus on standardized offerings that could be marketed efficiently The trade-off was intentional: enabling sales first, customization second. ### **What was tested, killed, and doubled down on** **Doubled down on** - Influencer marketing in NL and DK - Website and category page optimization to improve first impressions and navigation **Identified for change** - The existing agency setup - The lack of proactive, solution-driven marketing execution from the project leadThese were identified as structural blockers to achieving the desired outcomes. ## **Outcomes (current state)** - The international market entry was successfully launched - Initial customer acquisition and engagement targets were reached - The core challenge shifted from **generating demand** to **converting demand into profitable sales** The project resulted in: - A clear strategic roadmap - Explicit identification of product presentation as the main sales bottleneck - The foundation for a follow-up strategy session to fundamentally restructure the setup The proof of concept is there, and in Q1 2026 the team will hire a head of performance marketing for the group. I will continue to support the team as a strategic advisor (ad hoc), provide guidance where needed and access to my network of [marketing](https://www.jagoona.com/?utm%5Fsource=livain.com&utm%5Fmedium=referral&utm%5Fcampaign=livain-projects) and [AI automation](https://aigentur.ch/?utm%5Fsource=livain.com&utm%5Fmedium=referral&utm%5Fcampaign=livain-projects) specialists. ## **Lessons learned** ### **What I would repeat** - Early alignment of product strategy with marketing channel requirements - Treating marketability as a first-class constraint, not an afterthought ### **What I would do differently** - Address role misalignment and lack of execution ownership earlier ### **What others can learn** For high-value, highly configurable products, **marketing-channel fit is as critical as product quality**. A strong marketing plan cannot compensate for a product structure that cannot be efficiently promoted. ### **Frequently Asked Questions** **1\. Why did a sizeable marketing budget fail to convert into sales at the start of the launch?** A high-value product, like a premium box spring bed, requires more than just traffic; it requires a frictionless path to purchase. Initially, the high level of product configurability created "choice paralysis" and technical hurdles for platforms like Google Shopping. We learned that a strong marketing plan cannot compensate for a product structure that isn't optimized for modern e-commerce channels. **2\. What was the "Product-Marketing Alignment" shift, and why was it necessary?** We moved from offering exclusively custom-built beds to introducing "Standard Collections." In the DTC space, if a product isn't "linkable" or easily comparable, it won't perform on search and social channels. By standardizing high-demand configurations, we made the product marketable and sales-ready, while keeping deep customization as a secondary option for the customer. **3\. How do you handle an international market entry where initial results are weak?** I look for the "bottleneck" rather than just increasing the ad spend. In this mandate, the issue wasn't the market interest (traffic was high), but the conversion funnel. We pivoted from generic engagement to high-intent lead capture and redesigned the category pages to improve first impressions and trust in the Dutch and Danish markets. **4\. What role does a Fractional CMO play in the transition to an in-house team?** My goal is to build the roadmap and prove the concept so the business can hire with confidence. For Fey 1926, I stabilized the international launch and identified the exact profile needed for their next stage of growth. This led to the hiring of a dedicated Head of Performance Marketing in 2026, ensuring a smooth handover of a functional, data-backed strategy. **5\. What is the biggest lesson for DTC brands selling high-ticket, configurable items?** "Marketability" must be a first-class constraint. You can have the highest quality product, but if the technical structure of your portfolio blocks you from using Google Shopping or Influencer tags effectively, you are fighting an uphill battle. You have to align your product logic with the requirements of the platforms where your customers actually shop. ### Why Amazon Sellers Need to Think Like LLMs URL: https://www.livain.com/blog/why-amazon-sellers-need-to-think-like-llms/ Last updated: 2026-08-31T12:36:15.000Z When I speak with founders and marketing teams of DTC brands, the conversation almost always starts with Amazon. And that makes sense: for many of the companies I work with — including clients like [Cosyworld](https://www.amazon.de/COSYWORLD-CosyLift-Lattenrost-Add-Boxspringbett/dp/B0BVRSCD43/ref=sr%5F1%5F1%5Fsspa?%5F%5Fmk%5Fde%5FDE=%C3%85M%C3%85%C5%BD%C3%95%C3%91&crid=271YFM3AUZOWO&dib=eyJ2IjoiMSJ9.SO%5FT4qq9sbrTn7YAhYLhoNBL9XtsXuehLnGMvhwKF%5FhdEyYtpXcLViE1LqrpFYAvuOcT6GiqQnEHXwtKmEFMc9eOC%5FRbyuyxW1xnH3-LFhP3heYN3aOiNSi1wFV4EvzsUKWkq2pxEfNn8Pa%5FCksLO2kuQ69QKK3aEwM46B39BxNwCOqeHJexouaybyKpAN1LHAe-MwvplvPGGupeXPN7JsD8DlMcK9KcMie1FvPx-XQ.msX3t3a5tx%5FbSlGFRXThjjGVXx6zboOstWbi6q4Q0fg&dib%5Ftag=se&keywords=cosyworld&qid=1757962106&sprefix=cosyworld%252Caps%252C107&sr=8-1-spons&sp%5Fcsd=d2lkZ2V0TmFtZT1zcF9hdGY&psc=1&ref=livain.com) — Amazon is the primary sales channel. It’s where the customers are, it’s where the transactions happen, and it’s where the competition is fiercest. But there’s a bigger shift happening in the background that every Amazon seller should be paying attention to: the rise of large language models (LLMs) as the starting point of consumer discovery. Google’s AI-powered search, ChatGPT browsing, and other assistants are already influencing the way people shop. And while it may seem far removed from the daily grind of managing product detail pages (PDPs) and running Sponsored Ads, it will change how your products get found. ## **Amazon Is the Storefront — But Discovery Is Changing** On Amazon today, winning is still about having the right keywords in your titles, bullets, and ads. You optimize for “adjustable bed” or “bed with head lift,” and you try to capture as much intent as possible. The problem is: outside of Amazon, search behavior is moving away from single keywords. Someone no longer types “adjustable bed” into Google or ChatGPT. Instead, they ask: “My partner snores and I can’t sleep — is there a bed that helps with that?” If the only thing your content says is “we sell adjustable beds,” you won’t show up in that conversation. The AI doesn’t need you to define what an adjustable bed is; it already knows. What it needs is proof that you understand the context — the pain points that drive people to buy. ## **Why This Matters for Amazon Businesses** Here’s the paradox: even if 90% of your revenue comes from Amazon, you cannot ignore the LLM-driven shift in discovery. Why? 1. LLMs feed on context. They don’t surface pages that only describe a product in generic terms. They surface answers that address situations and problems. 2. Amazon content is training data. Your PDPs, reviews, and Q&As are being ingested by LLMs. If your content speaks to pain points (“helps reduce snoring,” “ideal for people with back pain,” “quiet motors that don’t wake your partner”), those exact phrases are more likely to be repeated in AI answers. 3. Cross-channel discovery loops. A consumer might hear about “beds that help with snoring” from ChatGPT, then end up buying on Amazon. If your content isn’t present in the AI answer, you risk being invisible even if you’re the best seller in your category. ## **Tips to Align Your Amazon Strategy With LLM Behavior** From my experience working with Amazon brands internationally, here are three actionable ways to bridge the gap: 1\. Rewrite PDPs around problems, not just features. Don’t just say “independent head and foot lift.” Say “read comfortably in bed without disturbing your partner” or “reduce pressure points to ease morning back pain.” 2\. Seed reviews and Q&A with situational language. Encourage customers to describe why they bought, not just what they bought. LLMs love natural, contextual language. 3\. Treat your Brand Store as a problem-solving hub. Instead of only listing product categories, create sections like “Solutions for Back Pain” or “Better Sleep for Couples.” This mirrors the way AI queries are phrased and connects the dots for both humans and machines. ## **The Bigger Picture** Amazon will remain the place where people check out. But the journey that gets them there is shifting to AI-driven, conversational discovery. The brands that win will be those that don’t just chase keywords, but prove — in every piece of content, on and off Amazon — that they understand their customers’ pain points. That’s what I focus on when I support clients like [Cosyworld](https://www.cosyworld.com/?ref=livain.com). It’s no longer enough to sell products. You have to show you understand problems. And in a world where AI is becoming the gatekeeper of attention, that is the only way to make sure your brand gets recommended, surfaced, and ultimately purchased. ### **Frequently Asked Questions** **1\. How does AI-driven discovery differ from traditional Amazon SEO?** Traditional SEO is reactive and keyword-based; you wait for someone to type a specific term like "orthopedic pillow." AI-driven discovery is proactive and contextual. LLMs look for solutions to situational problems, like "How can I stop waking up with neck pain?" If your content only lists technical specs and ignores the "why" behind the purchase, you become invisible to AI assistants. **2\. Why should an Amazon-only brand care about how ChatGPT or Google Gemini works?** Because Amazon is no longer a closed ecosystem. LLMs scrape the entire web—including your Product Detail Pages (PDPs), customer reviews,and brand stores—to build their knowledge base. If your Amazon content is rich in "problem-solving" language, the AI is more likely to recommend your specific brand when a user asks a situational question elsewhere. **3\. What is "Situational Language," and how do I use it on my product pages?** Situational language describes the *context* of use. Instead of just "100% Blackout Curtains" (a feature), you use "Perfect for shift workers who need to sleep during the day" or "Keeps the nursery dark for midday naps" (the situation). This mirrors how people talk to AI and ensures your product is indexed as a solution to a specific life challenge. **4\. Can customer reviews really influence how AI recommends my products?** Absolutely. LLMs prioritize "natural language" over marketing copy. When a customer writes a review saying, "This bed finally solved my partner's snoring," that is high-quality training data for an AI. Encouraging a robust Q&A section on Amazon where you answer situational questions is one of the most effective ways to "seed" the AI with reasons to recommend you. **5\. How do you help brands like Cosyworld transition to this AI-ready strategy?** We start by auditing their current content for "Context Gaps." We move away from keyword stuffing and toward "Topic Authority." This involves restructuring Brand Stores into problem-solving hubs and rewriting PDPs to ensure they speak the language of the customer's pain points. My goal is to ensure that when the AI acts as the "gatekeeper of attention," my clients are the ones being recommended. ### Why Pain Points, Not Keywords, Will Decide Your SEO Future URL: https://www.livain.com/blog/why-pain-points-not-keywords-will-decide-your-seo-future/ Last updated: 2026-08-31T12:36:17.000Z For years, search engine optimization was about keywords. If you wanted to attract customers for Botox treatments in Amsterdam, you would build a landing page optimized around the words “Botox treatment Amsterdam.” The logic was simple: people search with keywords, Google indexes keywords, and the best-optimized page wins. But the world has changed. The rise of large language models (LLMs) like ChatGPT, Gemini, or Claude has fundamentally shifted how people search — and how search engines deliver results. Instead of typing in “Botox treatment Amsterdam,” someone might ask: > “I look tired, and my friends say I should consider a treatment. I’m not sure if Botox is the right solution for me — what should I do?” That’s a very different kind of query. It’s not a keyword hunt; it’s a conversation. And here’s the uncomfortable truth: if your website only answers “what is Botox” with a one-sentence definition, you will not appear in that conversation. LLMs already know the definition — they don’t need you for that. What they do need is content that shows you understand the person behind the query. Their doubts. Their fears. Their pain points. ## **Pain Points Are the New Keywords** In the future of search, visibility won’t be earned by repeating the service you offer, but by demonstrating that you understand the context around why someone might need it. In our Botox example, the content that gets surfaced will not be a sterile page about “Botox in Amsterdam.” It will be an article that says: - Many people first consider Botox when they feel they look more tired than they actually are. - They often wonder whether Botox is the right solution or whether alternatives exist. - They may feel anxious about safety, side effects, or whether results look “natural.” - Here’s how a professional consultation helps sort through these concerns. Only after you’ve addressed the problem can you position your service as the solution. ## **Why This Matters for DTC Brands and Service Businesses** I work with DTC companies across Europe and the USA, and I see the same pattern everywhere. Brands that only describe what they sell risk becoming invisible. Brands that describe the problems they solve — in the language real people use — stand out. Think about it this way: - A skincare brand shouldn’t just rank for “anti-aging serum.” It should answer, “My skin feels dull even after I moisturize — what can I do?” - A mattress company shouldn’t just optimize for “memory foam mattress.” It should explain, “Why do I wake up with back pain even though I bought a new bed last year?” - A financial services firm shouldn’t just say “pension planning Zurich.” It should address, “I’m 40, have two kids, and don’t know if I’m saving enough — how do I even start?” Each of these queries is situational, contextual, and deeply tied to a pain point. That is the future of SEO in a world mediated by LLMs. ## **How to Adapt Your Content Strategy** So how do you build for this new reality? A few principles I share with clients: 1. Map the emotional journey. What doubts, fears, or frustrations bring someone to you? List them out before you write a single line of content. 2. Write in scenarios, not slogans. Start with “If you’re feeling X or struggling with Y, here’s how to think about it.” 3. Go deeper than definitions. Simple, one-line explanations will be absorbed directly into LLM training data. What gets surfaced are the in-depth, situational answers. 4. Connect pain points to outcomes. Don’t just empathize — explain how you help resolve the issue and what life looks like after. ## **The Bottom Line** In the era of large language models, situational and contextual content production is the new SEO. The companies that win will not be those who repeat their service offering the loudest, but those who demonstrate the clearest understanding of their customers’ problems. If you can articulate a client’s pain point better than they can, you earn trust. If you can solve it, you earn their business. That is the shift every brand leader should be preparing for today. ### Lookthrough — Interim Marketing Leadership & Funnel Development URL: https://www.livain.com/blog/lookthrough-interim-marketing-leadership-funnel-development/ Last updated: 2026-08-31T12:36:20.000Z *Completed Mandate · Interim CMO (iCMO) · B2B Software / Analytics · Switzerland · 2025* This project documents my work as an **Interim Chief Marketing Officer (iCMO)** supporting **Lookthrough** during a defined transition phase. The mandate focused on **stabilising marketing leadership**, developing a clear marketing and sales funnel, and advancing a brand identity refresh to support future go-to-market activities. ## **Context** - **Company:** Lookthrough AG - **Industry:** B2B Software / Analytics - **Geography:** Switzerland - **Timeframe:** Q3 2025 (defined interim engagement) - **Role & mandate:** Interim CMO / Fractional Executive Marketing, responsible for marketing leadership, funnel development, and brand direction ## **Starting point** At the start of the engagement, Lookthrough required **temporary senior marketing leadership** to support several foundational initiatives. Key challenges included: - **Leadership coverage** - The organisation required a dedicated marketing lead to take ownership of marketing topics and provide continuity during a defined phase. - **Funnel clarity and alignment** - The marketing and sales funnel needed clearer structure and ownership - Alignment between marketing and sales functions required active coordination - **Brand positioning readiness** - A brand identity refresh was planned but required leadership, direction, and internal alignment to move forward The primary constraint was **time-bound impact**: the mandate needed to focus on a small number of high-leverage initiatives rather than broad execution. ## **Scope of responsibility** ### **Responsible for** - **Marketing and sales funnel development** - Leading the definition and structuring of the marketing and sales funnel - Acting as the primary marketing counterpart for funnel-related topics - **Brand identity refresh leadership** - Overseeing the brand identity update in collaboration with an external design studio - Facilitating internal feedback and decision-making on creative direction - **Internal alignment and communication** - Ensuring clear coordination between marketing and sales stakeholders - Providing regular updates and proactive input to leadership - **Interim marketing leadership** - Acting as point of responsibility for marketing topics during the engagement - Bringing structure and prioritisation to ongoing initiatives ### **Explicitly not responsible for** - Direct sales execution - Full-time operational management beyond the interim marketing mandate ### **Collaboration model** Worked closely with: - Internal leadership and key stakeholders - Marketing and sales counterparts - External creative partners responsible for the brand identity work ## **Key decisions & initiatives** ### **Focus on funnel fundamentals** Given the interim nature of the role, a deliberate decision was made to: - Prioritise **funnel clarity and ownership** - Avoid dispersing effort across low-impact marketing activities This ensured that marketing work directly supported sales and future growth. ### **Brand identity progression** In parallel, the brand identity refresh was advanced by: - Providing clear leadership and direction - Moving the project from exploratory discussions into concrete creative concepts ### **What was reinforced or initiated** **Reinforced** - Clear division of responsibilities between stakeholders - Regular alignment on funnel-related topics **Initiated** - Structured collaboration with the external brand agency - Clear ownership for marketing decisions during the interim phase ## **Outcomes** - Marketing leadership was **stabilised for the duration of the mandate** - A clear marketing and sales funnel structure was established - The brand identity refresh progressed to a defined creative concept stage - Internal alignment between marketing and sales improved From an organisational perspective: - Decision-making became more focused - Marketing discussions shifted toward structure and priorities rather than ad-hoc execution ## **Lessons learned** ### **What I would repeat** - Focusing on a small number of foundational initiatives in an interim role ### **What I would do differently** - No major changes identified given the defined scope and timeframe ### **What others can learn** In interim leadership roles, value is created by quickly identifying and owning the few initiatives that unblock future progress — not by attempting to do everything. ### Amazon Haul: A New Reality Check for DTC Brands URL: https://www.livain.com/blog/amazon-haul-a-new-reality-check-for-dtc-brands/ Last updated: 2026-08-31T12:36:23.000Z When Amazon announced **Haul** in late 2024, most observers saw it as a simple counterattack on Temu and Shein. Another marketplace for cheap goods, another play for the price-hungry segment of consumers. But for me, working day in and day out with DTC brands across Europe and the United States, it feels like something bigger: a shift in how consumers will come to evaluate value, trust, and even what shopping is supposed to feel like. **Update — August 2026:* One year later the race to the bottom met regulation and kept running anyway. I’ve added what changed — and what didn’t — at the end.* The premise of Amazon Haul is straightforward. It’s a standalone shopping experience, integrated into the Amazon app, dedicated to products under $20\. Delivery isn’t Prime-fast — it can take one to two weeks — but the prices are so low that customers are willing to trade speed for savings. In other words, Amazon is betting that the cultural habit of impulse buying, which Temu has perfected, can be transplanted into its ecosystem. And unlike Temu, Amazon wraps the whole thing in the safety net of its A-to-z Guarantee. Suddenly, ultra-cheap shopping doesn’t feel risky anymore. This matters because it resets expectations. A consumer browsing a €50 skincare product on a DTC website will inevitably compare it to the €9.99 alternative they saw on Haul. It doesn’t mean they’ll always choose the cheaper option, but the **mental anchor shifts**. Brands that once relied on being the affordable alternative now risk looking expensive. ![Hands opening a grey poly mailer with inexpensive goods on a table](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2026/08/opening-poly-mailer-haul.jpg) The unboxing feels like a win. The margins tell a different story. > So where does that leave DTC brands? The first mistake would be to panic and start competing on price. You will not out-discount Amazon — or Temu, for that matter. But ignoring Haul is just as dangerous. The more interesting play is to ask: how can this ecosystem serve you? For some brands, Haul can become a **low-cost acquisition funnel**. By offering a mini kit, an accessory, or a trial-size product, you can use Haul not as a profit engine but as an introduction. Customers come for the bargain, but once they hold your product in their hands, you have the chance to bring them into your world. Inserts, QR codes, and clever onboarding can redirect them to your DTC channel, where you control the brand experience. Think of it less as a shop and more as a **paid sampling platform that earns itself back**. 0:00 /0:05 1× At the same time, Haul forces a renewed conversation about differentiation. If Haul is the place for throwaway buys, then your site must be the place for lasting value. Bundles, starter packs, loyalty perks — things Haul is structurally bad at — should become central to your direct channel. And on top of that, the storytelling around **quality, sustainability, and provenance** has never been more important. Consumers are already skeptical of fast-fashion waste. A €50 product will always look expensive next to a €10 Haul item, unless you explain why it is designed to last, made in Europe or the USA, and worth keeping. Another under-appreciated angle is that Haul itself can be treated as a test lab. The platform creates a massive flow of impulse buyers — what better place to test variations, packaging formats, or niche product ideas? If something resonates there, it tells you where to double down in your core assortment. In that sense, Haul could become a form of market research with the bonus that customers actually pay for the privilege. I believe Haul will expand aggressively in Europe over the next 12–18 months, and when it does, it will put real pressure on categories like accessories, home gadgets, and entry-level beauty. For DTC leaders, the question is not “how do we avoid it?” but “how do we get ahead of it?” Early adopters will gain visibility before the competition catches on, and once Amazon begins monetizing Haul with ads, the cost of playing will rise quickly. In short: Amazon Haul is not the end of DTC. But it is a new reality check. It makes clear that **price alone can no longer be your story**. Either you use it strategically as a feeder into your ecosystem, or you sharpen your positioning to stand as the trusted, premium alternative. The brands that adapt fastest will thrive; those that freeze will be commoditized. That’s the message I give my clients when we look at these shifts together: don’t waste energy worrying about being undercut. Focus on building a funnel that turns curiosity into loyalty, and use every new platform — even Amazon’s answer to Temu — as a lever to make your brand stronger. ### One year on: the bottom got regulated, the squeeze stayed Since this post, the US closed the de-minimis loophole that let ultra-cheap parcels ship in duty-free, and the discount platforms adjusted within months — local warehousing, revised pricing, same relentless pitch. Haul kept expanding. The lesson: you cannot regulate your way out of a race to the bottom; you can only decline to run in it. For brands, nothing about the strategy changed. Competing on price against subsidized infrastructure is still a losing game, and the only durable answer is still owning the customer relationship — I unpacked that in [unless you already own the customer](https://www.livain.com/blog/unless-you-already-own-the-customer/) and [the marketplace didn’t grow, it harvested](https://www.livain.com/blog/the-marketplace-didnt-grow-it-harvested/). And if you are weighing how close to hug the big platforms operationally, start with [Amazon’s fulfillment expansion: blessing or trap?](https://www.livain.com/blog/opinion-amazons-fulfillment-expansion-a-blessing-or-a-trap-for-dtc-brands/) ### Fractional Leadership: Why It’s So Powerful & Why More Companies Should Embrace It URL: https://www.livain.com/blog/fractional-leadership-why-its-so-powerful-why-more-companies-should-embrace-it/ Last updated: 2026-08-31T12:36:25.000Z In today’s business environment—marked by economic volatility, talent gaps, and compressed timelines—many organizations are turning to **fractional leadership** as a strategic advantage. It’s no longer a fringe model; it’s a smart, scalable way to access top-tier leadership **on-demand**, without long-term commitments. **Update — August 2026:* A year after publishing, the case below has gained a ninth argument — AI changed the math of senior leadership. I’ve added it before the summary.* Here’s why fractional leadership is gaining strategic momentum—and why more companies should consider it. --- ### **1\. High-Impact Expertise, Lower Cost** Fractional leaders are seasoned professionals who bring **C-suite experience** across sectors. They’re embedded in the company part-time to drive real outcomes—*not just advise*. - Organizations save significantly compared to hiring full-time executives. One analysis noted that paying for a hit-gear C-level executive part-time can be **half the cost** of a full-time equivalent . - The model eliminates benefits, pension obligations, and long-term contracts. You pay only for the value delivered. --- ### **2\. Access to Diverse, Proven Skillsets** Fractional leaders offer **cross-industry insight** and time-tested strategies—pattern recognition that full-time hires often lack. - They’ve solved tough problems in multiple organizations, which means they can bring best practices and avoid repeat mistakes. - Their experience spans different business functions, from operations to marketing to finance, giving broader strategic perspective. --- ### **3\. Flexibility Without Compromise** Hiring a fractional executive gives you **just-right** leadership: no more, no less. - You pick the scope, duration, and intensity—gearing engagement around major projects, turnover gaps, or growth inflection points. - This approach reduces risk and gives pace to decision-making and execution, rather than stalling for budget or headcount approvals . --- ### **4\. Faster Impact, Lean Decision-Making** Unlike full-time execs who may require extended ramp-up, fractional leaders bring **immediate momentum**. - They arrive ready to assess, prioritize, and mobilize. Their part-time rhythm forces quick clarity and action . - Because they’re not bound by internal politics, they can be more candid in identifying and solving the real blockers. --- ### **5\. Objective Insight & Executive Independence** Fractional leaders often act as **truth-tellers**, unburdened by internal politics or promotion pressures. - They can address tough issues directly—like underperforming leaders or bad strategy—without risking their job . - Their independence gives companies more honest assessments and earlier warning on strategic risk. --- ### **6\. Succession and Capacity Planning** Fractional leadership isn’t just a gap-filler—it can serve succession and development functions. - These executives bridge interim periods and help build infrastructure for future full-time leaders . - They mentor internal talent, leaving behind frameworks, playbooks, and discipline—instead of vacated chairs . --- ### **7\. A Growing Ecosystem & Global Trend** Fractional leadership is no niche trend. It’s becoming mainstream—and fast. - LinkedIn profiles featuring “fractional” grew from 2,000 in 2022 to **110,000** in 2024 in the UK alone . - One CEO called the fractional “boardroom” a future-defining idea—stressing capital efficiency and executive excellence . --- ### **8\. Embracing Role Specialization** As executive roles become broader and more complex, fractional leadership enables **narrow, high-leverage mandates**. - The shift toward fractional CMOs and CGOs reflects the need for focused senior expertise—rather than overly broad generalists (). - This increases accountability and clarity while keeping multi-faceted C-level functions from stagnating. --- ### 9\. The 2026 Argument: Leverage Changed the Math Since I wrote this list, one shift has outweighed the rest: AI tooling made small teams dramatically more productive. The volume problems that used to justify a full-time executive layer — more reporting, more content, more campaign operations — are increasingly handled by machines. What is left is the part machines don’t do: deciding what matters, in what order, and what to stop doing. That is precisely the shape of fractional work. You no longer need a full-time leader to supervise volume; you need senior judgement, applied regularly, with [the restraint not to fix everything](https://www.livain.com/blog/the-art-of-restraint-getting-things-done-as-a-fractional-exec-without-fixing-everything/). I’ve made the longer version of this argument in [The Death of Generic AI](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/): confident output is now cheap; correct priorities are the scarce resource. If you are new to the model, start with [what a fractional executive actually is](https://www.livain.com/blog/what-is-a-fractional-executive/) — and if you run a Swiss company, I keep a dedicated page [for Swiss businesses here](https://www.livain.com/fuer-schweizer-unternehmen/). ## **In Summary** Fractional leadership offers the **best of executive talent, on flexible terms**. Organizations gain: - Strategic impact - Financial prudence - Faster execution - Honest insight - Succession planning - Adaptability to change If you’re seeking high-caliber leadership only when you *need* it—without over-committing—*fractional leadership* might be your smartest move. --- **Written by Remco Livain** Fractional Executive Leader | Helping organizations scale smarter, not just faster. ### **References** [Depth Over Breadth: The Strategic Power of Fractional LeadershipExploring the unique value and strategic impact of fractional leadership in today’s dynamic business landscape.![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/icon/10fd5c419ac61637245384e7099e131627900034828f4f386bdaa47a74eae156)MediumDan Maccarone![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/thumbnail/1-2CWUXi4eW4GdfcsbMW8MNQ.png)](https://medium.com/@danmaccarone/depth-over-breadth-the-strategic-power-of-fractional-leadership-41b78f569180?ref=livain.com) [The Rise of Fractional Leadership in Modern BusinessThe business landscape is evolving at an unprecedented pace. Markets shift, competition intensifies, and companies face new challenges every day.![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/icon/al2o9zrvru7aqj8e1x2rzsrca)LinkedInChris Loope![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/thumbnail/1744233651666)](https://www.linkedin.com/pulse/rise-fractional-leadership-modern-business-chris-loope-w4qoc?ref=livain.com) [The Business Benefits of Fractional Leadership | Cost-Effective C-SuiteDiscover how fractional leadership saves costs, offers specialized expertise, and provides flexible executive support without full-time commitments.![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/icon/cropped-vantedge-search-logo-icon-1-270x270.webp)Vantedge SearchVantedge Editorial Team![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/thumbnail/VT-Banner_blog-3_1080px-X-350px.webp)](https://www.vantedgesearch.com/resources/blogs-articles/the-business-benefits-of-fractional-leaders?ref=livain.com) [Shared leadership - Wikipedia![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/icon/wikipedia.png)Wikimedia Foundation, Inc.Contributors to Wikimedia projects![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/thumbnail/wikipedia-wordmark-en.svg)](https://en.wikipedia.org/wiki/Shared%5Fleadership?ref=livain.com) [The business benefits of fractional leadersWhat are the business benefits of hiring fractional leaders? And how will the role of fractional leaders evolve in the future? Find out in this blog post.![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/icon/Wilson_logo_RGB_favicon4.svg)WilsonPhil Brakewell![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/thumbnail/Artboard-209.png)](https://www.wilsonhr.com/blogs/the-business-benefits-of-fractional-leaders?ref=livain.com) [The Five F’s of Fractional Leadership: Examining 5 Benefits and Pitfalls, According to David BerkowitzFractional leader and founder of FOAF.PRO, David Berkowitz, shares his top 5 benefits and drawbacks of fractional leadership growing orgs need to know.![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/icon/96-20H-20Forest-20Green-20--20Favicon.png)Hunt ClubAmanda Price![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/thumbnail/David-20Berkowitz-20Blog-20Header.png)](https://www.huntclub.com/blog/five-fs-of-fractional-leadership-david-berkowitz?ref=livain.com) [The Rise of Fractional Leadership: Everything You Need to KnowFractional leadership is more than a trend — it’s a smarter way to grow. See how companies and leaders are thriving with this model.![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/icon/Column-Logo-White-back-e1674734666192-300x300.jpg)ColumnMo Shehu![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/thumbnail/The-Rise-of-Fractional-Leadership_-Everything-You-Need-to-Know.png)](https://columncontent.com/fractional-leadership-rise?ref=livain.com) [10 Benefits of Fractional Leadership for Startups and Small BusinessesDiscover how fractional leaders help small businesses grow with these 10 simple ways they bring expert skills without full-time cost.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)NextLevelRevenueKyle Mealy![](https://static.wixstatic.com/media/038875_8f9957337eae4503a993a8f94086fe74~mv2.png/v1/fill/w_1000,h_563,al_c,q_90,usm_0.66_1.00_0.01/038875_8f9957337eae4503a993a8f94086fe74~mv2.png)](https://www.readyforthenextlevel.com/post/10-benefits-of-fractional-leadership-for-startups-and-small-businesses?ref=livain.com) [How I juggle three jobs at once: the rise of ‘fractional workers’There is booming demand for ‘flexible senior talent’. Will this new way of working help address the skills shortage — or is it just the ‘easy life’ option?![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/icon/favicon-72x72.png)The Sunday TimesLucy Tobin![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/thumbnail/-2F442d9986-fbc5-437c-bb54-a4bf0a8c1f80.jpg)](https://www.thetimes.co.uk/article/how-i-juggle-three-jobs-at-once-the-rise-of-fractional-workers-5bsltp5k3?ref=livain.com) [What you need to know about ‘fractional leadership’ — and why this CEO thinks it’s the futureChris Gannett’s “fractional boardroom” leadership model helps seasoned executives build portfolio careers and strike a better work-life balance.![](https://static.ghost.org/v5.0.0/images/link-icon.svg)Business InsiderLindsay Dodgson![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/thumbnail/682daecdc6ad288d14818028)](https://www.businessinsider.com/fractional-leadership-model-disruptive-success-startups-executives-chris-gannett-2025-5?ref=livain.com) [The Pros and Cons of Fractional LeadershipAs wages rise, the idea of fractional leadership — those part-time execs you can scoop up at half the cost — can sound appealing. Is it right for you?![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/icon/android-icon-192x192.png)reworked.coLisa Rabasca Roepe![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/thumbnail/5e284c707ee14474a8e5b39ac682800a.ashx)](https://www.reworked.co/leadership/more-companies-are-hiring-fractional-executives-heres-why?ref=livain.com) ### What Does a Fractional CMO Do? URL: https://www.livain.com/blog/what-does-a-fractional-cmo-do/ Last updated: 2026-08-31T12:36:28.000Z 0:00 /0:45 1× What does a Fractional CMO do? By Remco Livain **Update — August 2026:* A year on, this is still the question I get asked most. I’ve added a section at the end on what has changed since I wrote it — in short: AI made small marketing teams dramatically more capable, which makes senior judgement, not headcount, the real bottleneck.* Marketing leadership has changed dramatically in the last decade. Gone are the days where a CMO simply ran campaigns and managed collateral. Today, expectations are vast—and CMOs often leave under pressure. Average CMO tenure at Fortune 500 companies is just **4.3 years**, lagging behind the broader C‑suite average of 4.9 years . Many boards now prefer *chief growth officers* (CGOs) who blend marketing, sales, and product focus for tangible revenue outcomes . A fractional CMO addresses all of this—but without the constraints of a full-time role. --- ### **Strategy Meets Sales-Minded Execution** A fractional CMO recalibrates the marketing function to align with commercial goals. They: - Craft positioning, brand, & customer experience strategies - Translate positioning into lead gen, pipeline, and ROI plans - Build frameworks that integrate marketing, sales, and product - Measure effectiveness pragmatically—balancing brand and growth They don’t just advise—they *lead* the execution of high-leverage, revenue-focused initiatives, often within a part-time retainer model. --- ### **Real-World Responsibilities** In a typical 1–4 days/week fractional CMO role, here’s how time might be spent: | **Focus Area** | **Activities** | | -------------------------- | ----------------------------------------------------------------------- | | **Diagnostics & Strategy** | Audit brand/messaging, funnel performance, positioning, GTM approach | | **Activation** | Implement campaigns, streamline CRM, align sales & marketing efforts | | **Coaching** | Train internal teams and agencies; embed best-practice workflows | | **Reporting** | Set key metrics (LTV, CAC, pipeline velocity), review bi-weekly/monthly | | **Scaling** | Identify growth levers, pilots, and scalable repeatable programs | This hands-on, prioritized model helps companies escape noise and focus on impactful growth—whether or not a traditional CMO would fit the bill. --- ### **Why Fractional Makes Sense Today** In recent years, many organizations have shifted to CGOs to centralize growth across multiple functions . This reflects two truths: 1. Traditional CMO roles became unwieldy—managing everything from branding to operations, tech stacks to product marketing. Many CMOs blame job design—not performance—when stepping down . 2. Companies rightly want senior leadership who can *drive* as well as *guide*. A fractional CMO delivers that—without the salary or long ramp time of a full-time hire. --- ### **Fast Impact, Sustainable Outcomes** One of the strengths of fractional leadership is speed. Unlike full-time CMOs, fractional CMOs start producing value quickly—thanks to clarity and commercial urgency. Most engagements show recognizable forward movement in **4–8 weeks**. Because the role is scoped and focused, fractional CMOs can course-correct quickly, align resources effectively, and embed systems that survive beyond their engagement. --- ### **Who Needs a Fractional CMO?** - Companies unable to justify a full-time CMO but needing high-level marketing leadership - Teams stalling on GTM, brand relaunches, or scaling campaigns - Businesses preparing to fundraise, sell, or enter new markets - Organizations that want growth—but want to avoid “diluted” leadership investment A fractional CMO brings clarity, momentum, and revenue impact—without bloating the c-suite. --- ### What has changed in 2026 When I wrote this post, the fractional CMO case rested mostly on cost and speed. Twelve months later there is a third leg: leverage. The tooling got so good that a two-person marketing team can now run what used to take eight people — ad audits, creative variants, reporting, landing pages. The constraint is no longer hands. It is knowing which levers to pull, and in which order. That shift favours operators with reps. I wrote about this in [The Death of Generic AI](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/): confident output is cheap now, correct priorities are not. A fractional CMO in 2026 spends less time producing and more time deciding — and protecting the team from busywork that looks like progress. If you are weighing the decision, the practical follow-ups are [when to bring someone in](https://www.livain.com/blog/when-should-i-hire-a-fractional-executive/), [what it costs](https://www.livain.com/blog/how-much-does-a-fractional-executive-cost-2/), and [how fast you should expect results](https://www.livain.com/blog/how-soon-can-a-fractional-executive-deliver-impact/). The honest answer to the last one keeps getting shorter. ### **My Take** Yes, today’s CMOs face more pressure and shorter tenure. But that doesn’t mean marketing leadership has gone extinct—it means it must evolve. A fractional CMO bridges the gap: providing **senior-level marketing strategy**, **sales-integrated execution**, and **measurable growth outcomes**, all in an efficient, part-time engagement. If you care about driving revenue—and need leadership to guide that charge—a fractional CMO is tailor-made for your stage and your budget. --- **Written by Remco Livain** Fractional CMO & Growth Strategist | Aligning marketing to revenue, part-time References: [Why CMOs Never LastWhy CMOs Never Last Something is deeply amiss in the relationship between chief executives and their top marketing officers. Eighty percent of CEOs say they don’t trust or are unimpressed by their CMOs. Not surprisingly, CMOs have the briefest tenure in the C-suite. The churn can lead to serious internal business disruptions. What can be done to end this dysfunctional pattern? Kimberly A. Whitler, a former CMO who’s now an assistant professor at the University of Virginia’s Darden School, and Neil Morgan, a marketing professor at Indiana University, have done extensive research into the problem. They believe that its main cause is faulty role design. To begin with, there’s no one clear, widely accepted answer to the question, What does a CMO do? The range of job duties and skills required are all over the map. Moreover, too often the expectations for CMOs’ jobs are unrealistic and not aligned with their responsibilities and performance metrics. This unhealthy dynamic sets executives up to fail. The authors outline the steps companies should take to rectify the situation. First, they need to understand the three main kinds of CMO roles: Some focus on strategy, some on commercialization, and some—which have enterprise-wide P&L responsibility—do both. It’s crucial to figure out which type of CMO a firm needs and then tailor the duties and success metrics accordingly. CMO candidates and recruiters also have a part to play in seeing that jobs are clearly defined and that new hires are good matches. The authors include checklists of questions that all parties involved in the process should be sure to ask before making any decisions. The Power Partnership As digital technology becomes more critical to marketing, the line between the CMO’s job and the CIO’s is blurring. Although historically these executives have tended to see the world quite differently, they now must work together on a new and very high level. Giving them shared performance goals is a great tool for sparking effective collaboration, as the experience of Regal Entertainment Group demonstrates. Reflections of a Six-Time CMO Joe Tripodi has served as top marketing officer of Mastercard, Seagram’s, the Bank of New York, Allstate, Coca-Cola, and Subway. In this interview he shares his thoughts on the keys to making it as CMO and on how the challenges of the job have changed since the 1980s. A Recruiter’s Prescription After placing nearly 500 CMOs over the past 20 years, Spencer Stuart’s Greg Welch is frustrated by how many smart executives don’t last in the position. Too often, he says, the hiring process turns into a popularity contest that favors charismatic candidates. Everyone instead needs to focus on real job specifications and setting achievable expectations. Strategic onboarding plans will also get CMOs off to faster, more-productive starts. The Evolution of the CMO A decade-by-decade look at how the growth of new marketing tools, channels, and challenges has expanded and reshaped the CMO’s responsibilities The complete Spotlight package is available in a single reprint.![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/icon/android-chrome-512x512.png)Harvard Business ReviewKimberly A. Whitler![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/thumbnail/R1704B_WHITLER.jpg)](https://hbr.org/2017/07/why-cmos-never-last?ref=livain.com) [CMO Tenure Study 2025: The Evolution of Marketing LeadershipThe CMO continues to play a key role in the C-suite, and the role’s attractiveness as a pathway to larger leadership roles continues to grow.![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/icon/touch-icon-144-precomposed.png)Spencer Stuart![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/thumbnail/socl-sqr-cmotenure2025-feb2025.jpg)](https://www.spencerstuart.com/research-and-insight/cmo-tenure-study-2025-the-evolution-of-marketing-leadership?utm%5Fsource=chatgpt.com) [Chief Marketing Officer vs. Chief Growth Officer: Key Differences \[2025\]In the dynamic realm of business leadership, the roles of CMO and CGO stand out as pivotal yet distinct forces![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/icon/cropped-Untitled-design-1-270x270.png)DigitalDefyndTeam DigitalDefynd![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/thumbnail/CMO-vs-CGO.jpg)](https://digitaldefynd.com/IQ/cmo-vs-chief-growth-officer/?utm%5Fsource=chatgpt.com) ### Are a Part-Time Executive and a Fractional Executive the Same Thing? URL: https://www.livain.com/blog/are-a-part-time-executive-and-a-fractional-executive-the-same-thing/ Last updated: 2026-08-31T12:36:30.000Z It’s a common assumption—and an understandable one. On the surface, *fractional executive* and *part-time executive*sound interchangeable. After all, both suggest someone working less than full-time in a leadership role. **Update — August 2026:* A year later the gap between these two models has widened, not narrowed. Short addition before the related reading.* But while there is overlap, the distinction matters. Especially if you’re thinking about hiring someone to help steer your business. Let’s unpack the nuance—and why it’s not just semantics. --- ## **Part-Time Is About Time. Fractional Is About Focus.** A *part-time executive* typically refers to someone with reduced hours or limited availability—often working 2–3 days a week. The role might be carved out of a full-time position due to budget constraints, operational needs, or flexibility. This can work well in certain contexts. But there’s a catch: **part-time doesn’t always mean high-impact.** A *fractional executive*, on the other hand, isn’t just working fewer hours. They’re brought in to **solve specific problems**, drive measurable results, and bring senior leadership to a business that doesn’t need—or can’t afford—a full-time C-suite hire. They’re usually: - Highly experienced across multiple companies - Brought in with clear deliverables - Time-boxed and scope-driven - Accountable for performance, not just availability Think of it this way: *part-time* defines how much they work. *Fractional* defines **why** they work. --- ### **Mindset and Model: Why It Matters** Fractional executives operate like embedded founders or functional specialists. Their mindset is shaped by working across startups, scale-ups, and turnarounds. They’ve seen a lot—and that breadth helps them zero in on what really moves the needle. They’re usually: - Independent operators or firm partners - Paid on a retainer or outcome-based structure - Comfortable working with ambiguous or fast-changing scopes - Able to bring in additional resources (designers, analysts, copywriters) if needed Part-time execs, by contrast, are often: - Long-time employees transitioning to fewer hours - Hired into more static roles - Bound by internal systems and politics - Less focused on transformation, more on continuity This difference matters when speed, objectivity, or scale is at stake. --- ### **When You Want One vs. the Other** If you need someone to **maintain existing operations**, hold the fort, or extend the lifespan of a previous exec’s systems—then a part-time executive might be all you need. But if your team is struggling with: - Marketing that doesn’t convert - Sales teams lacking leadership - A product launch that’s stuck in analysis - Fundraising that needs sharp positioning Then you don’t just need *time*—you need **impact**. A fractional executive is there to: - Frame the right goals - Set the tempo - Train and empower your team - Get results and move on, cleanly --- ### **Why I Work Fractionally—And Not Part-Time** Personally, I don’t take part-time jobs. I work **fractionally** with companies that need sharp focus in marketing, sales, and growth. I’m typically engaged for 2–4 days a week and come in with a precise mandate. No guessing. No status quo. Over the years, I’ve helped launch new revenue channels, restructure sales teams, prepare companies for acquisition, and build investor decks that raised seven figures. Not because I was around for 40 hours a week—but because I brought in the right energy, clarity, and frameworks exactly when needed. I also bring in vetted creatives, media buyers, and analysts as needed—offering both direction and execution. That’s not what part-time looks like. That’s what **fractional firepower** does. --- **Need focused executive support without a full-time commitment?** [Book a call with me](https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ37731DDqvdJqARW90ByE8g8nJ5lF0R7CmNt27OJfAPOJl%5F0iylB8nZBztTRjFMA7QIX4OavanG?ref=livain.com) to explore what that could look like for your business. --- ### What changed by 2026: the gap widened If anything, the distinction in this post got sharper. Hours became cheap — AI does more of the producing every quarter — while judgement became the expensive part. A part-time arrangement rents hours. A fractional engagement buys accountability for outcomes. In a world where output is abundant, only one of those models gets more valuable. For the adjacent confusion, see [fractional vs. interim executives](https://www.livain.com/blog/whats-the-difference-between-fractional-vs-interim-executives/), or go back to first principles with [what is a fractional executive?](https://www.livain.com/blog/what-is-a-fractional-executive/) ### **Related Reading** - [What is a fractional executive?](https://www.livain.com/2025/07/what-is-a-fractional-executive/) - [What deliverables can I expect from a fractional CXO?](https://www.livain.com/2025/07/what-deliverables-can-i-expect-from-a-fractional-executive/) - [Will they be committed if they work with multiple clients?](https://www.livain.com/2025/07/will-they-be-committed-if-they-work-with-multiple-clients/) ### How Soon Can a Fractional Executive Deliver Impact? URL: https://www.livain.com/blog/how-soon-can-a-fractional-executive-deliver-impact/ Last updated: 2026-08-31T12:36:33.000Z 0:00 /0:43 1× How soon can a fractional executive deliver impact? **Update — August 2026:* Since writing this, the honest answer has gotten even shorter. I’ve added a section on how AI-assisted diagnosis changed week one.* **“If we bring someone in part-time, how long will it take before we actually see a difference?”** The honest answer? It depends on the scope—but **often, the impact is visible within days, not months**. That’s one of the biggest advantages of hiring a seasoned fractional executive: we’re brought in to *make things move.* --- ## **Focus creates immediate momentum** Unlike full-time hires who go through onboarding and cultural adjustment, fractional executives hit the ground running. In the first week, you’ll often see: - A clearer prioritization of what matters - Faster decision-making on bottleneck topics - Fresh energy that galvanizes stalled projects Because we’re used to assessing complex situations quickly, we can identify what’s holding you back—and act. This isn’t theory. It’s execution. --- ## **What early wins look like** Here’s what “impact” can look like in the first 30 days: - **Sales**: A cleaned-up CRM, a reactivated pipeline, or a new outreach campaign - **Marketing**: Clarified positioning, a faster content rhythm, or better creative briefs - **Operations**: Process bottlenecks removed or vendor confusion resolved - **Finance**: Realistic forecasting or better cash-flow tracking The work is scoped to deliver *leverage*—not just presence --- ## **Trust and access accelerate results** For fast impact, alignment matters. The fastest ramp-up happens when: - The fractional exec has access to key people and tools from day one - Priorities are aligned (e.g., “fix the funnel,” “prep for funding,” “reduce churn”) - The team is informed and welcomes the support That’s why even a one-day-per-week setup can deliver major movement—*if trust and direction are in place.* --- ## **Why full-time doesn’t always mean faster** There’s a myth that full-time leaders drive more change. But in practice, full-time hires: - Take longer to onboard - Need more context - Get pulled into politics and legacy issues Fractional executives bring **clarity without baggage**. We’re not here to please everyone—we’re here to solve what matters. --- ## The 2026 version of week one The first-week diagnosis I describe above used to mean interviews, exports and a lot of spreadsheet archaeology. That part has collapsed. With the right tooling, I can now audit an ad account, a funnel or a reporting setup in hours — I documented a real example in [what an AI audit found in a live ad account in ten minutes](https://www.livain.com/blog/i-pointed-the-meta-mcp-at-a-real-ad-account-heres-what-it-found-in-ten-minutes/). What that changes is not the craft, it is the sequencing. The findings arrive on day two instead of week four, so the judgement calls — what to fix first, what to ignore, what will actually move revenue — start almost immediately. The catch: the machine surfaces everything, including the things that don’t matter. Deciding is still the job. That is the whole argument of [The Death of Generic AI](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/). ## **We** know **what to do** A good fractional executive doesn’t need three months to show value. In most cases, you’ll see clarity, focus, and momentum in the **first two to four weeks**. Not because we’re magicians. But because when you’re external and experienced, **you see the leverage points fast—and move.** If you need traction now, this model delivers. --- **Written by Remco Livain** Fractional Growth Executive | Helping companies move faster, with less noise [Connect on LinkedIn](https://www.linkedin.com/in/remcolivain/?ref=livain.com) | [Book a call](https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ37731DDqvdJqARW90ByE8g8nJ5lF0R7CmNt27OJfAPOJl%5F0iylB8nZBztTRjFMA7QIX4OavanG?ref=livain.com) ### Fractional Executive Contracts: Legal, Insurance & IP Checklist URL: https://www.livain.com/blog/what-legal-insurance-and-contractual-issues-should-i-consider-when-hiring-a-fractional-leader/ Last updated: 2026-09-18T13:59:27.000Z Hiring a fractional executive isn’t just a handshake deal. Even if you’re bringing them in for one day a week, **you’re hiring leadership**—and with leadership comes responsibility, influence, and exposure. So what should you watch for in the legal setup? What needs to be in the contract? And how do you protect both sides if things go sideways? Let’s break it down. --- ## **Start with the basics: Contractor or employee?** Most fractional executives work as **independent contractors**—either as sole proprietors or via their own legal entity (e.g., GmbH, SARL, Ltd.). That means: - No employee benefits (pension, vacation, insurance) - No payroll taxes on your side - You pay an invoice, not a salary **But—** depending on your country and the working relationship, you need to ensure it doesn’t qualify as a *disguised employment* relationship. In Switzerland and the EU, for example, rules are strict on how much control you exert and how exclusive the relationship is. ✅ Tip: Get a short legal review of any new fractional leadership agreement if you’re unsure. It’s usually worth the hour of advice. --- ## **Contracts should define scope, access, and authority** At a minimum, your contract with a fractional executive should include: - **Scope of work:** What they’re responsible for and what’s out of bounds - **Time commitment:** Days per week or per month, with flexibility terms - **Confidentiality and data protection clauses** - **IP ownership:** Who owns the work product they create - **Decision authority:** What they can and cannot sign off on - **Exit terms:** How either party can end the relationship, and what notice is required This isn’t about micromanagement—it’s about clarity and trust. --- ## **D&O insurance: Who covers what?** Directors & Officers (D&O) insurance is essential for full-time execs—and often overlooked for fractional ones. **If your fractional leader joins the board or signs contracts on behalf of the company**, make sure they’re covered by your D&O policy. Some fractional execs also carry their own **professional liability insurance**, especially those operating through an agency or GmbH structure. But don’t assume—ask. --- ## **What happens if there’s a dispute?** Because fractional executives work across multiple clients, disputes are rare—but when they happen, it’s often due to: - Ambiguity in the scope - Misaligned expectations - Unclear KPIs or reporting structures - Lack of written agreements If possible, include: - **A jurisdiction clause** (where disputes will be handled) - **A mediation clause** for early conflict resolution - **A liability limitation** (e.g. capped at one month of fees unless gross negligence applies) It sounds bureaucratic, but a clean contract builds confidence on both sides. --- ## **A word on NDAs and competitive work** Don’t forget: - A well-drafted **NDA** protects your trade secrets, client relationships, and roadmap - **Non-compete** clauses should be reasonable—fractional execs *do* work with multiple clients - You can add a **non-solicit** clause to protect key employees or clients for a limited period But remember, **you’re hiring a grown-up**. Trust and alignment matter more than legalese. --- ## **Get started, sort out the fine print later** Hiring a fractional executive isn’t risky—it’s just different. With the right contract, clear boundaries, and insurance understanding, you reduce friction and *increase effectiveness*. The best relationships are built on mutual respect and clear terms—not ambiguity or trust alone. So treat the engagement with the seriousness it deserves—and you’ll unlock a lot more than just time flexibility. --- **Written by Remco Livain** Fractional Executive | Helping companies scale with structure, clarity, and leadership you can trust [Connect on LinkedIn](https://www.linkedin.com/in/remcolivain/?ref=livain.com) | [Book a call](https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ37731DDqvdJqARW90ByE8g8nJ5lF0R7CmNt27OJfAPOJl%5F0iylB8nZBztTRjFMA7QIX4OavanG?ref=livain.com) ### Can Fractional Executives Prepare Companies for Fundraising, M&A, or Sale? URL: https://www.livain.com/blog/can-fractional-executives-prepare-companies-for-fundraising-m-a-or-sale/ Last updated: 2026-09-18T13:59:20.000Z Absolutely—and in many cases, they’re the **best** people for the job When a company is preparing for a fundraise, merger, or acquisition, it enters a critical stage: You need speed, clarity, and polish—but you can’t afford to derail operations. That’s where experienced fractional executives step in. We bring external focus, high-level credibility, and just enough distance to move fast without the internal noise. --- ## **Why fractional is ideal for high-stakes transitions** Most fundraising and M&A prep is project-based by nature. It has a beginning, middle, and very clear endpoint. You need to: - Tighten financial reporting and forecasts - Refine your pitch and market positioning - Build the operational story behind your numbers - Make leadership appear strong and scalable A seasoned fractional CFO, CGO, or COO can do all of that—without creating long-term overhead. --- ## **Common scenarios where we’re brought in** Here’s where fractional execs shine in the lead-up to a transaction: 1. **Fundraising prep (Seed to Series B)**Helping define a strong narrative, realistic forecasts, and credible go-to-market plans. 2. **M&A target alignment**Fixing operational gaps that would lower valuation or raise buyer red flags. 3. **Founder succession**Building management infrastructure and team autonomy to prepare for a sale. 4. **Post-acquisition integration**Acting as transitional leadership while full-time roles are restructured. In all these cases, **timing matters.** You don’t want to bring in new leadership too late—or have them learning on the job --- ## **What investors and buyers look for** Buyers and VCs aren’t just buying your revenue. They’re buying your structure, scalability, and clarity. Fractional executives help build: - Clean CRM and sales data - Defined GTM playbooks - Forecasts that actually make sense - Realistic hiring and cost plans - Executive communication that holds up in diligence We’re used to answering investor questions before they’re even asked—and making sure your answers are bulletproof. --- ## **You don’t need a full-time exec to act like one** One of the biggest myths is that only full-time leadership can take a company through a deal process. But full-time hires often: - Take months to ramp - Cost more than they contribute at first - Aren’t used to fast, uncertain environments Experienced fractional executives, on the other hand, **come in ready**. We’ve seen deals. We’ve been in the room. We know what gets flagged and what gets funded. And we know how to leave clean handovers—because we’re not here to stay forever --- ## **Final thoughts** If you’re preparing for funding or a sale, don’t assume you need to build a permanent C-suite first. Bring in the experience you need—when you need it. Fractional executives can help you **look fundable, acquirable, and prepared.** And when the moment comes, they’ll help you walk into the room with confidence. --- **Written by Remco Livain** Fractional Growth Executive | Helping teams prep for the moments that matter [Connect on LinkedIn](https://www.linkedin.com/in/remcolivain/?ref=livain.com) | [Book a call](https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ37731DDqvdJqARW90ByE8g8nJ5lF0R7CmNt27OJfAPOJl%5F0iylB8nZBztTRjFMA7QIX4OavanG?ref=livain.com) ### How Do I Budget for Fractional Leadership? URL: https://www.livain.com/blog/how-do-i-budget-for-fractional-leadership/ Last updated: 2026-08-31T12:36:46.000Z Hiring a fractional executive isn’t just a leaner alternative to full-time—it’s a strategic one. But let’s be honest: **Update — August 2026:* The ranges below have held up well. What changed is what belongs in the budget conversation — I’ve added the 2026 line item.* **Budgeting for part-time leadership feels fuzzy at first.** What’s the market rate? Do you pay hourly, monthly, or per deliverable? Should you set aside budget like you would for a full-time C-level role—or is it more like hiring a senior consultant? Let’s unpack how smart companies budget for fractional leadership—*and why it often delivers more bang for your buck.* --- ## **Fractional = flexible, but not casual** One of the biggest misconceptions is that fractional means “cheap.” It doesn’t. It means *focused.* You’re not paying for 40 hours a week. You’re paying for outcomes, clarity, and high-level decision-making—without the long-term overhead. That’s why most experienced fractional executives work on: - A **retainer basis** (e.g. 1–4 days per week) - With optional **performance-based incentives** - And a **clear scope of authority and deliverables** --- ## **Typical budget ranges** Depending on the seniority and specialization of the role, you’ll often find: | **Role** | **Monthly Range (CHF / EUR / USD)** | **Model** | | -------------------- | ----------------------------------- | ------------------------- | | Fractional CMO / CGO | 6,000–20,000+ | Retainer + success fee | | Fractional CFO / COO | 7,500–25,000+ | Retainer or project-based | | Strategic Consultant | 2,500–10,000 | Short-term only | This isn’t a gig-economy setup. It’s elite talent, *right-sized* to your business. --- ## **Consider what you’re replacing** Budgeting isn’t just about the number you write down—it’s about what you *don’t* spend: - **No full-time salary + benefits** - **No long onboarding ramp** - **No equity dilution** - **No long-term contracts** Instead, you get: - Immediate traction - Flexible scope - External perspective - Network access If you’re scaling, turning around, or entering new markets, this is exactly the type of spend that *unlocks* value, not just contains cost. --- ## **Set your budget around your goals** Ask yourself: - What decisions need to get made faster? - What expertise is missing internally? - What outcomes are worth paying for? Then reverse-engineer from there. If you’re asking a fractional executive to run sales, coach marketing, and manage the CRM cleanup—you’re not buying a few hours a week. You’re investing in leverage. And leverage has a price. --- ## A 2026 line item: tooling and leverage One thing has changed since I wrote this: the budget conversation should now include tooling. A senior fractional leader plus a light AI-assisted setup routinely replaces line items that used to be headcount — reporting, campaign operations, first-draft content. The retainer buys judgement; the tooling multiplies it. The discipline that protects the budget is unchanged: agree upfront how success is measured, and review it on a fixed rhythm. I’ve written about how [fractional executives define and measure success](https://www.livain.com/blog/how-do-fractional-executives-define-and-measure-success/), and the full cost picture is in [how much a fractional executive costs](https://www.livain.com/blog/how-much-does-a-fractional-executive-cost-2/). If you want to sanity-check a budget against your situation, [my calendar is on the contact page](https://www.livain.com/contact/) — a 30-minute conversation usually settles it. ## **Take the following into account** Budgeting for fractional leadership isn’t about cutting corners. It’s about *buying clarity, momentum, and senior firepower*—in a format that matches your business needs today. Whether you start with a few days a month or build toward a deeper engagement, the model scales with you. Just remember: a fractional executive isn’t a discount version of the real thing. When done right, they’re the **most cost-effective hire you’ll ever make**. --- **Written by Remco Livain** Fractional Growth Executive | Helping DTC, retail, and luxury brands scale with confidence [Connect on LinkedIn](https://www.linkedin.com/in/remcolivain/?ref=livain.com) | [Book a call](https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ37731DDqvdJqARW90ByE8g8nJ5lF0R7CmNt27OJfAPOJl%5F0iylB8nZBztTRjFMA7QIX4OavanG?ref=livain.com) ### Do Fractional Executives Offer References and Case Studies? URL: https://www.livain.com/blog/do-fractional-executives-offer-references-and-case-studies/ Last updated: 2026-09-18T13:59:17.000Z The short answer? **Yes—at least, the good ones do.** Hiring a fractional executive is often a high-trust, high-impact decision. So it makes sense that founders and boards want more than just a résumé. You want proof: What have they actually done? For whom? And what changed because of their involvement? --- ## **It’s not about credentials—it’s about outcomes** Traditional hiring tends to lean on degrees, job titles, and years of experience. But fractional work is different. We’re not being hired to “fill a seat.” We’re being brought in to *solve a problem, unlock growth,* or *stabilize a process* So the right reference or case study isn’t just about where someone worked. It’s about: - What the initial challenge was - How the exec approached it - What changed after they got involved If they can’t tell that story clearly—or connect you to someone who can—pause. --- ## **Not all work is public. But real proof still exists.** Sometimes, the most impactful projects fractional executives take on are confidential. M&A work, founder transitions, turnaround plans, product launches—all can be sensitive. But a lack of public case studies doesn’t mean there’s no proof. Most serious fractional leaders will gladly offer: - Anonymous but detailed project summaries - Referrals to past or current clients - Outcomes they’re proud of—often measurable, sometimes transformational If they’ve done good work, it shows. --- ## **What to ask when reviewing references** If you’re evaluating a fractional executive, here are a few questions worth asking their references: 1. **What was the starting point, and what changed?** 2. **Did they fit into the team culture, or stay at arm’s length?** 3. **How did they communicate? Were they clear, responsive, consistent?** 4. **Were the outcomes aligned with the original scope?** 5. **Would you work with them again? Why—or why not?** These answers will tell you more than any polished website. --- ## **Great case studies focus on process and clarity** If a fractional exec provides written case studies or examples on their site, look beyond the numbers. Look for clarity of thought. Do they explain: - What the situation was? - How they assessed and prioritized? - What actions they took? - What they learned? If they can unpack a complex situation and make it easy to follow, that’s a good sign they’ll bring structure to your chaos too. --- ## **Final thoughts** Yes, fractional executives offer references and case studies. And if they don’t—or can’t—you’re right to be skeptical. The best ones won’t just show you what they’ve done. They’ll help you imagine what they can do for *you*. --- **Written by Remco Livain** Fractional CMO & Growth Strategist | Proof over promises [Connect on LinkedIn](https://www.linkedin.com/in/remcolivain/?ref=livain.com) | [Book a call](https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ37731DDqvdJqARW90ByE8g8nJ5lF0R7CmNt27OJfAPOJl%5F0iylB8nZBztTRjFMA7QIX4OavanG?ref=livain.com) ### Are Fractional Executives Truly Motivated—Or Is It Just a Side Gig? URL: https://www.livain.com/blog/are-fractional-executives-truly-motivated-or-is-it-just-a-side-gig/ Last updated: 2026-09-18T13:59:19.000Z Let’s cut through the doubt: **The best fractional executives aren’t moonlighting. They’re deeply invested.** But the question itself—*“Are they really motivated?”*—often reveals an outdated assumption: that full-time equals committed, and part-time equals distracted. That might be true in some contexts. But in fractional leadership, it’s usually the opposite. --- ## **This isn’t a side gig. It’s a model.** The most experienced fractional executives didn’t stumble into this by accident. We chose this model because it allows us to **operate at the highest level**, bring more value to more companies, and stay sharp by working across a variety of challenges. We’re not filling time between jobs. We’re not in semi-retirement. We’re not juggling this between other obligations. This is the job. Just done differently. --- ## **Motivation looks different—but it runs deep** A motivated fractional exec doesn’t always show up in the same ways as a traditional hire. We don’t attend every meeting. We don’t sink into internal politics. We’re not on Slack 24/7. But we **optimize for outcomes, not appearances**. We work with intentionality. We take pride in unlocking growth, solving bottlenecks, and leaving the team stronger than we found it. If anything, our business *depends* on our motivation. We’re only as good as our last engagement—and that keeps us focused. --- ## **The wrong hires give the model a bad name** Of course, not every fractional exec is a perfect fit. Some are testing the waters. Others treat it as a placeholder. And yes, a few may spread themselves too thin. That’s why **fit matters**. Motivated fractional leaders usually have: - A clear service offering - A defined weekly rhythm - A short onboarding time - Repeat clients or referrals - A crisp sense of where they add value Ask the right questions, and the difference becomes obvious. --- ## **What keeps us going? Impact, not hours** Most fractional executives are wired for **intensity, not routine**. We’re drawn to projects that matter. To companies that need traction, not politics. To teams that want to move—not wait for permission. We get to do high-leverage work, stay independent, and still go deep on strategy, team building, and results. > “It’s not about time spent—it’s about value created.” And we bet on that, every week, with every client. --- ## **Final thoughts** So, are fractional executives motivated? The best ones are driven by purpose, not payroll. By impact, not headcount. By solving problems, not keeping a seat warm. And if you’re working with someone who’s just dabbling—you’ll know fast. But when you find the right one, you’ll wonder why you didn’t start sooner. --- **Written by Remco Livain** Fractional CMO & Growth Strategist | All-in, even part-time [Connect on LinkedIn](https://www.linkedin.com/in/remcolivain/?ref=livain.com) | [Book a call](https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ37731DDqvdJqARW90ByE8g8nJ5lF0R7CmNt27OJfAPOJl%5F0iylB8nZBztTRjFMA7QIX4OavanG?ref=livain.com) ### How Do Fractional Executives Define and Measure Success? URL: https://www.livain.com/blog/how-do-fractional-executives-define-and-measure-success/ Last updated: 2026-09-18T13:59:22.000Z The success of a fractional executive isn’t just measured in KPIs—it’s defined by the right ones. And that’s a key distinction many companies miss. It’s tempting to hand over a fixed set of goals on day one and say: *“Here’s what we expect you to hit.”* But that often backfires. Because **what you measure** is only as good as **what you understand**. --- ## **Don’t define success too early** When bringing in a fractional executive, companies often try to shortcut the process: > “We want revenue up 30% in six months.” > “We need five new hires this quarter.” > “We expect a new go-to-market strategy by end of month.” It’s not wrong to have ambitions. But defining outcomes *before* your new executive understands your product, team, market, and maturity stage is like giving directions without a map. An experienced fractional leader will push back—not to avoid accountability, but to set a **realistic, meaningful definition of success**. --- ## **Success starts with clarity—not control** A good onboarding process is a two-way street. The company explains what it wants. The executive assesses what’s possible, what’s blocking progress, and where the biggest levers are. Together, you refine the targets into something that makes sense. This often includes: - Contextual revenue goals (e.g. seasonality, pricing shifts) - Operational health metrics (e.g. speed, quality, capacity) - Team enablement and autonomy (e.g. reduced dependencies) - Strategic positioning and brand direction - Internal communication and stakeholder trust Some of these can be measured. Others are felt. But **they all matter**—especially in the early stages of engagement. --- ## **What gets tracked depends on the mandate** If the executive is brought in to build a growth engine, revenue and pipeline velocity are key. If the focus is operations, then throughput, quality control, or delivery accuracy may be the priority. In a turnaround, success might mean *stopping the bleeding*, not chasing a hockey stick. What matters is that everyone agrees on: 1. **What good looks like** 2. **How often progress will be reviewed** 3. **What resources are in scope** This is especially critical in fractional setups, where time is limited and prioritization is everything. --- ## **The danger of short-term metrics** If you only reward short-term results, you’ll get short-term behavior. That can be useful in a crisis—but dangerous for building something that lasts. Many fractional executives are brought in because something was missing: structure, strategy, leadership, execution. That doesn’t always convert into next-week wins. But it **does** lay the groundwork for next-quarter outcomes. Companies that understand this get the most out of the relationship. --- ## **Final thoughts** Success isn’t something you demand from a fractional executive. It’s something you define—*together*—and then measure consistently. A good exec will help you focus. A great one will help you see which numbers matter, which don’t, and how to build momentum that actually lasts. --- **Written by Remco Livain** Fractional CMO & Growth Strategist | Long-term results over short-term optics [Connect on LinkedIn](https://www.linkedin.com/in/remcolivain/?ref=livain.com) | [Book a call](https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ37731DDqvdJqARW90ByE8g8nJ5lF0R7CmNt27OJfAPOJl%5F0iylB8nZBztTRjFMA7QIX4OavanG?ref=livain.com) ### How Do Employees Actually React to a Fractional Leader? URL: https://www.livain.com/blog/how-do-employees-react-to-a-fractional-leader/ Last updated: 2026-09-18T13:59:18.000Z One of the most common questions I get—usually from founders or department heads—is: *“Will the team take a fractional leader seriously?”* The short answer is yes—if the executive earns that trust. Employees don’t expect titles or full-time hours. What they want is leadership that’s supportive, focused, and genuinely helpful. When that’s present, they don’t care if you’re there two days a week or five. --- ## **Teams respond to support, not structure** In most cases, when a fractional executive joins a team, there’s a clear gap that needs to be filled: leadership, direction, strategy, momentum. And most employees feel the weight of that gap before the company even talks about it. So when someone shows up with clarity, experience, and empathy—and is there to **enable the team, not overrun it**—the reaction is usually relief. > “We finally have someone who can help us get unstuck.” That’s the moment fractional leadership becomes legitimate in the eyes of the team. --- ## **Presence matters—even when you’re part-time** Being part-time doesn’t mean being absent. An experienced fractional executive knows how to show up—physically, digitally, and emotionally. They communicate consistently, set priorities clearly, and create visibility into decision-making. They also know how to say: *“This is your call, not mine.”* This is where a seasoned fractional leader differs from someone new to the model. The rookie tries to do everything, despite limited time. The experienced one creates leverage by empowering others. --- ## **The wrong approach: acting like a full-time boss** Problems arise when fractional executives assume authority without earning it. If you show up once a week and start dictating direction without listening, without context, and without co-creating trust—you lose people fast. Being part-time means **you have to be twice as good at listening and prioritizing.** The team doesn’t need a hero. They need someone who can help them focus, make better decisions, and move forward. --- ## **The right approach: enabling without overpowering** The best reactions from employees come when they feel seen, supported, and respected. A good fractional executive: - Doesn’t micromanage - Acknowledges the team’s existing strengths - Helps unblock what’s stuck - Sets a clear north star - Is available when it matters That’s when people lean in, regardless of the job title. --- ## **Final thoughts** In the end, employees care less about whether a leader is full-time or fractional—and more about whether that leader adds value without creating noise. When a fractional executive leads with humility, clarity, and consistency, the team will welcome them. And when they don’t—they won’t, no matter how many days a week they’re on the calendar. --- **Written by Remco Livain** Fractional CMO & Growth Strategist | Empowering teams, not replacing them [Connect on LinkedIn](https://www.linkedin.com/in/remcolivain/?ref=livain.com) | [Book a call](https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ37731DDqvdJqARW90ByE8g8nJ5lF0R7CmNt27OJfAPOJl%5F0iylB8nZBztTRjFMA7QIX4OavanG?ref=livain.com) ### What If It Doesn’t Work Out with Your Fractional Executive? URL: https://www.livain.com/blog/what-if-it-doesnt-work-out-with-your-fractional-executive/ Last updated: 2026-09-18T13:59:23.000Z Let’s be honest: sometimes it just doesn’t click. Maybe the chemistry is off. Maybe the results aren’t landing. Or maybe the setup wasn’t right to begin with. Whatever the reason, **it’s okay to walk away**—as long as you do it with clarity, not frustration. One of the key benefits of hiring a fractional executive is flexibility. That means if things aren’t working, you’re not stuck in a long-term contract or a six-month notice period. But before you cut the cord, it’s worth asking: *what’s really not working here?* --- ## **Start with the obvious: chemistry and culture fit** If the relationship feels off—too formal, too vague, too disconnected—trust your gut. Executive partnerships require more than just technical know-how. You need to feel a shared rhythm, a mutual respect, and ideally, a bit of momentum early on. If that’s not there, it’s better to acknowledge it quickly and part ways professionally. Good fractional execs won’t take it personally. In fact, many of us appreciate fast clarity. --- ## **Then go deeper: are results the issue?** If the relationship feels solid but the outcomes aren’t there yet, don’t jump to conclusions. Ask yourself: - Are the expectations clear? - Is the scope realistic for the time allocated? - Are internal stakeholders actually engaged and supportive? - Is the market responding in a way anyone could predict? **Sometimes it’s not the executive. Sometimes it’s the context.** And good fractional execs can only move as fast as the team and market allow. This is especially true in early-stage environments, where signal and noise can be hard to separate. One month might not be enough to tell the full story. --- ## **Look inward before moving on** Personally, I tend to reflect on my own role in things before I blame others. It’s both a strength and a limitation—but it’s also a valuable checkpoint. Before switching execs, ask: - Have I been clear in what success looks like? - Have I empowered this person to make decisions? - Have I introduced them properly to the team? - Have I held regular check-ins and given feedback? If not, the next fractional hire might run into the same walls. --- ## **But don’t delay unnecessarily** If the chemistry is off and the outcomes aren’t there, **act fast**. The whole point of the fractional model is that you’re not locked in. That’s true for the exec—and for you. Ending a collaboration early doesn’t mean it was a failure. It means you learned something. Maybe about your team. Maybe about your needs. Maybe about what kind of leadership style works for your culture. --- ## **Final thought** Great people are hard to find. So when things don’t work out, don’t throw the whole idea of fractional leadership out the window. Instead, reflect, recalibrate, and be honest with yourself. You might not have found the right fit yet—but the model still works. And the next hire might be exactly what you needed all along. --- **Written by Remco Livain** Fractional CMO & Growth Strategist | Helping teams grow—when the fit is right [Connect on LinkedIn](https://www.linkedin.com/in/remcolivain/?ref=livain.com) | [Book a call](https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ37731DDqvdJqARW90ByE8g8nJ5lF0R7CmNt27OJfAPOJl%5F0iylB8nZBztTRjFMA7QIX4OavanG?ref=livain.com) ### How Long Does It Take to Hire a Fractional Executive? URL: https://www.livain.com/blog/how-long-does-it-take-to-hire-a-fractional-executive/ Last updated: 2026-09-18T13:59:20.000Z Hiring a fractional executive doesn’t have to take months. In fact, **it shouldn’t**. If you’re considering fractional support, chances are something in your business needs attention now—not in 12 weeks. And that’s exactly why this model exists: to **start fast, move smart**, and course-correct if needed. --- ## **It depends—but not as much as you think** The time it takes to hire a fractional executive depends on your urgency, your internal decision-making culture, and the complexity of the role. But here’s the truth: > **You can usually get started in a matter of days—not months.** Unlike full-time hires, fractional executives don’t require lengthy onboarding processes, headhunters, or long-term commitments. The entire process can often be as simple as a conversation, a short trial, and a decision to move forward—or not. --- ## **Hire fast, fire fast** One of the advantages of fractional work is that it allows for **low-risk experimentation**. You’re not signing a long-term employment contract. You’re inviting someone in to make an impact—and you’ll know within weeks whether it’s working. So rather than overthink it, take the opposite approach: - Start with a one-day-per-week engagement - Focus on one outcome or strategic priority - Evaluate value early and often If it’s a match, you scale up. If it’s not, you pivot. This isn’t about rushing—it’s about acting with clarity. --- ## **Start small, scale smart** Most fractional executives can free up **a few hours or a day per week** to start. That alone can bring fresh perspective, energy, and leadership into your business. You don’t need to lock in a 3-month roadmap on day one. What you need is someone who can: - Understand the landscape quickly - Spot blockers and opportunities - Take ownership of a priority area - Work well with your team - Build trust Once you have that, the rest becomes a conversation about **how much more** they could bring if you gave them more time. --- ## **Use your network, not your ATS** You probably already know who you’d like to work with. You’ve seen someone in your industry who impressed you. You’ve met someone at a conference who felt sharp. Or maybe a trusted advisor or VC has someone in their circle. That’s where most great fractional hires come from. Not job boards. Not recruiters. **Direct introductions, conversations, and trust.** So ask around. Reach out. Make the call. You might be surprised how quickly someone great says yes—to just a few hours a week to start. --- ## **Final thoughts** The speed of hiring a fractional executive is a feature, not a flaw. You don’t need to build a full-time role to bring in senior talent. You need clarity on your biggest challenge, and the willingness to act quickly. Start small. Stay flexible. And let the results speak for themselves. --- **Written by Remco Livain** Fractional CMO & Growth Strategist | Easy to start, built to scale [Connect on LinkedIn](https://www.linkedin.com/in/remcolivain/?ref=livain.com) | [Book a call](https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ37731DDqvdJqARW90ByE8g8nJ5lF0R7CmNt27OJfAPOJl%5F0iylB8nZBztTRjFMA7QIX4OavanG?ref=livain.com) ### Can a Fractional Executive Become a Full-Time Executive? URL: https://www.livain.com/blog/can-a-fractional-executive-become-a-full-time-executive/ Last updated: 2026-09-18T13:59:25.000Z Yes. A fractional executive can absolutely become a full-time executive—if the situation makes sense, the value is mutual, and the project aligns with a shared long-term vision. But this transition isn’t usually the goal from the outset. It’s something that happens when there’s genuine alignment, not because someone is quietly hoping for a permanent job. In fact, the idea of going from fractional to full-time often says more about the company’s needs than the executive’s ambitions. --- ## **Not everyone wants to be full-time** Many fractional executives deliberately choose this path. It isn’t a stepping stone or a waiting room. It’s a conscious decision to work differently. Some do it to maintain a more flexible lifestyle. Others enjoy the intellectual challenge of working across industries and companies. And for many, it’s about scale: *“If I can help ten companies make better decisions instead of one, why wouldn’t I?”* That’s the kind of thinking that drives this model. This isn’t about avoiding responsibility. It’s about being clear on where your impact is greatest. And for some, that’s in moving between companies, bringing cross-industry insight, speed, and clarity to places that need it most. --- ## **But when the right project shows up…** There are moments when a fractional executive feels the pull. A company with the right mission. A team that clicks. A product that feels like it matters. And suddenly, the idea of going full-time makes sense—not as a backup plan, but as a real commitment. Personally, I find joy in the variety and sharp focus that comes with fractional work. But if a project came along that deeply matched my long-term vision—something I could see myself shaping and growing over years, not months—then yes, I’d consider stepping in full-time. *“It’s not about the badge or the hours. It’s about where your work truly matters.”* --- ## **The path goes both ways** It’s worth flipping the question: what about your existing leadership team? Are there full-time executives who might deliver more value in a fractional setup? That can be an uncomfortable conversation. But it’s also an honest one. Sometimes roles become bloated. Sometimes leaders are stretched too thin or are no longer fully engaged. In those cases, a leaner, more focused model can create clarity—and space for new energy. Organizational structure isn’t sacred. It’s a reflection of what the business needs *right now.* --- ## **The commitment is to outcomes, not hours** Whether someone is fractional or full-time, what matters most is this: are they moving the business forward? Leadership isn’t about sitting in meetings or clocking 60-hour weeks. It’s about focus, momentum, and clarity. If a fractional executive brings that, then their “status” doesn’t matter. If a full-time exec isn’t bringing it, then maybe it’s time to rethink the role. *“Build the team you need for what comes next, not the one you inherited from last quarter.”* --- ## **Let me summarize** Yes, a fractional executive can become a full-time executive. And vice versa. The question isn’t about the label. It’s about timing, trust, and whether the relationship is built to evolve. If the fit is there, the model can change. What matters is staying focused on value, not vanity. --- **Written by Remco Livain** Fractional CMO & Growth Strategist | Focused on outcomes, not hours [Connect on LinkedIn](https://www.linkedin.com/in/remcolivain/?ref=livain.com) | [Book a call](https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ37731DDqvdJqARW90ByE8g8nJ5lF0R7CmNt27OJfAPOJl%5F0iylB8nZBztTRjFMA7QIX4OavanG?ref=livain.com) ### What Tools and Technologies Do Fractional Executives Use? URL: https://www.livain.com/blog/what-tools-and-technologies-do-fractional-executives-use/ Last updated: 2026-09-18T13:59:32.000Z Great fractional executives don’t just bring experience—they bring their **own systems**. With limited time and broad responsibility, the right tools help us capture information, share insights, and move quickly across companies. But here’s the nuance: It’s not about having the fanciest stack. It’s about having **a flexible, portable, and consistent way to work**—so we don’t get lost in someone else’s chaos. Here’s how I think about tools—and how I use them in my daily work as a fractional executive. --- ## **🧰 The golden rule: Bring your own suite—but stay flexible** Most companies already have tools. Notion here, Confluence there, 14 Slack channels, 6 project boards, 2 versions of CRM, and a shared drive no one maintains. Jumping fully into *every* system is a recipe for burnout and wasted time. That’s why every fractional exec should have a **personal toolkit** that helps them: - Capture ideas and conversations - Structure and consolidate insights - Share outcomes clearly - Avoid tool fatigue or steep learning curves --- ## **✍️ Capture: Think fast, save faster** You don’t have time to retype every insight or organize it perfectly in the moment. The job is to capture **before it slips away**. ### **What I use:** - **Voice recorder on my phone** → quick thoughts, later transcribed - **Notebook** → for 1:1s and calls (less distracting than typing) - **Apple Notes / Notion / NotebookLM** → for sorting thoughts and extracting themes - **Calendar + Reminders** → to tie ideas to follow-ups The point isn’t perfection. The point is **not losing what matters** in a packed week. --- ## **📁 Consolidate: One place, one brain** At the end of every week (or sometimes every day), I consolidate everything into a **central repository**. This is where ideas get cleaned up, summarized, and turned into value for the client. ### **What I use:** - **Google Docs** → shared folder with the client for all running updates - **Gamma App** → for crafting clean strategy decks and learnings - **NotebookLM** → AI-supported reflection on my notes - **Email drafts** → for internal notes to self or early briefs These tools let me make sense of what I captured—even if the original notes were messy or raw --- ## **🧠 Share: Make it easy for others to use what you’ve built** Information isn’t helpful if it’s locked in your head—or worse, buried in a client’s unstructured system. Fractional work is all about **transparency and transmission**. You’re here for a limited time, so what you know should be: - Easy to share - Easy to re-use - Easy to build on after you leave That’s why I share links to running docs, centralize updates in one place, and often recap insights in simple one-pagers or Gamma decks. --- ## **💡 Bonus tip: Keep some of your learnings portable** Not everything should live inside a client’s system. Why? Because as a fractional exec, **your edge is your pattern recognition**. It’s not just what you learn in one role—it’s how you carry those insights into the next one. So I maintain a private repository of anonymized templates, notes, and lessons. This isn’t about IP hoarding. It’s about being able to cross-apply experience responsibly, and offer clients faster solutions because **you’ve seen the pattern before**. --- ## **🖥️ What you really need: A phone, a laptop, and a system** You don’t need 25 apps. You need **clarity and consistency**. A system that: - Captures everything important - Lets you reflect and connect ideas - Shares the right insight at the right time If your tools do that, you’re ahead of 90% of executives—fractional or not. --- ## **Final thoughts** The best fractional executives don’t just adapt to every system—they **stay grounded in their own**. Tools are there to make us better—not to make us busy. So don’t get lost in someone else’s ecosystem. Show up with your own. And let your tools work quietly in the background while you lead from the front. --- **Written by Remco Livain** Fractional CMO & Growth Strategist | Portable Systems, Real-World Focus [Connect on LinkedIn](https://www.linkedin.com/in/remcolivain/?ref=livain.com) | [Book a call](https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ37731DDqvdJqARW90ByE8g8nJ5lF0R7CmNt27OJfAPOJl%5F0iylB8nZBztTRjFMA7QIX4OavanG?ref=livain.com) ### How Do Fractional Executives Handle Setbacks or Challenges? URL: https://www.livain.com/blog/how-do-fractional-executives-handle-setbacks-or-challenges/ Last updated: 2026-09-18T13:59:24.000Z Fractional executives handle setbacks with focus, discipline, and resilience. Unlike full-time leaders who may get pulled in every direction, fractional execs are hired to drive **one specific outcome**—and that sharp focus makes it easier to **cut through noise** and keep momentum during tough moments. We’re not immune to setbacks. But we’re built to respond to them differently. --- ## **🎯 Focus is the job** A full-time exec often ends up managing a dozen priorities, juggling multiple stakeholder groups, and getting stuck in long-term company dynamics. That makes it harder to isolate what really matters. Fractional executives? We’re scoped to do **one thing really well**. And when challenges arise—budget cuts, shifting priorities, team resistance—we don’t spin our wheels. We stay locked in on the **mission-critical lever** we were hired to move. Everything else is optional. That’s our superpower. --- ## **🚧 When we hit blockers, we triage fast** We’re trained to ask: - What’s truly essential to deliver on the mandate? - What’s a distraction dressed up as urgency? - What’s outside our control—and needs escalation? This clarity helps the team too. When a fractional exec says “this isn’t blocking us, let’s park it,” it frees others to focus as well. The result: faster decisions, fewer detours, and forward motion even under pressure. --- ## **🧭 We anchor ourselves to the outcome, not the emotion** When things don’t go to plan, it’s easy to panic or second-guess. But fractional executives have to **stay grounded in process**. If the initiative we were brought in to lead loses priority—or doesn’t deliver the expected impact—we don’t spiral. We assess, report honestly, and recalibrate quickly. Because in the end, **it’s about trust and execution**: - Did we do what we said we’d do? - Did we ship? - Did we help the team move forward? If the answer is yes, we’ve done our job. Even when the outcome shifts. --- ## **🌀 We’re resilient by design** Fractional work **is dynamic by nature**. Priorities change. Markets shift. Founders rethink direction. That’s why adaptability isn’t just a trait—it’s a requirement. A good fractional exec knows how to: - Spot early warning signs of misalignment - Pivot their scope before misalignment becomes friction - Redefine success collaboratively, not reactively And when a shift happens early in the engagement? We don’t sulk—we re-scope. Fast. --- ## **✏️ A real-world example** I once led a growth project for a consumer brand that, six weeks in, realized the product category wasn’t viable at scale. The team was demoralized. The roadmap was suddenly useless. Instead of waiting for new direction, I helped the founder **refocus on brand storytelling and retention strategy**, turning the engagement into a broader marketing transformation. We didn’t scrap the work—we **pivoted it**. And the client kept me on for another six months, grateful for the flexibility and calm. --- ## **Final thoughts** Fractional executives handle challenges by doing exactly what we were hired to do: **Focus. Execute. Adapt.** We don’t panic when the goalpost shifts—we reorient, recommit, and move forward. That resilience isn’t a bonus. It’s built into the model. --- **Written by Remco Livain** Fractional CMO & Growth Leader | Calm Under Pressure, Committed to Progress [Connect on LinkedIn](https://www.linkedin.com/in/remcolivain/?ref=livain.com) | [Book a call](https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ37731DDqvdJqARW90ByE8g8nJ5lF0R7CmNt27OJfAPOJl%5F0iylB8nZBztTRjFMA7QIX4OavanG?ref=livain.com) ### What’s the Difference Between Fractional vs Interim Executives? URL: https://www.livain.com/blog/whats-the-difference-between-fractional-vs-interim-executives/ Last updated: 2026-09-18T13:59:26.000Z A **fractional executive** is a long-term, part-time leader who helps your company grow without adding full-time overhead. An **interim executive** is a short-term, full-time leader who steps in during a gap—usually in crisis or transition. They’re both experienced operators. They both step into the C-suite. But their roles, tempo, and intent are very different. Let’s break it down so you can decide what your business actually needs. --- ## **🧭 1\. Purpose: proactive vs. reactive** - **Fractional**: Hired when you want to scale with focus—before things break. It’s a **strategic choice** to get senior talent without a full-time hire. - **Interim**: Hired when someone leaves unexpectedly, gets fired, or during a major transition. It’s usually **reactive**—you need someone to hold the wheel. If your business is stable but needs sharper execution or systems, fractional wins. If your leadership team is missing a critical role *right now*, interim may be the move. --- ## **📆 2\. Time commitment** - **Fractional executives** work **1 to 4 days per week**, often spread across several clients. They’re embedded, but not full-time. - **Interim executives** are often **full-time**, for **3–6 months**, with expectations similar to a permanent C-suite hire. If you need daily involvement, go interim. If you want **senior firepower without the cost of full-time**, fractional is a better fit. --- ## **🧱 3\. Scope and ownership** - Fractional execs are **builders**. We focus on systems, structure, and long-term scalability. We’re great when you’re growing, repositioning, or need to set up a new function. - Interim execs are **stabilizers**. They keep the wheels turning during a leadership vacuum. The best ones also fix, but their role often ends once a permanent replacement is hired. Put differently: Fractional is **part-time leadership** for growth. Interim is **full-time leadership** for continuity. --- ## **🧠 4\. Mindset and model** The best fractional execs: - Work across 2–4 clients at once - Structure their week for presence, not multitasking - Stay outcome-focused - Are *not* trying to turn every gig into a full-time job The best interim execs: - Step into chaotic situations without flinching - Make fast decisions with imperfect data - Know they’re there to bridge—not stay Some leaders (like me) have done both. But it’s important to know which hat you’re hiring for. --- ## **💬 Real-world example** Let’s say your Head of Sales just quit. You have 10 reps, a soft quarter ahead, and a pipeline that needs focus. You’re in **interim** territory—someone needs to lead that team Monday morning. Now imagine you’re scaling into a new market. You want a senior hand to build the strategy, hire the first few reps, and design the CRM and comp structure. That’s a **fractional CRO** role—part-time, embedded, focused. --- ## **Can one person do both?** Yes—some operators (myself included) take on **interim CEO** or CMO mandates full-time when the situation calls for it. But these roles require: - Full team integration - Fast onboarding - Board-level trust It’s a different rhythm—and should be scoped with intention. --- ## **Final thoughts** The core difference comes down to **tempo and intent**. - Need help running the business while you recruit? → Interim - Need help scaling, focusing, or fixing something *while keeping lean*? → Fractional If you’re not sure, start with the question: **Do I need someone full-time in the office, or someone who shows up part-time and makes things move?** --- **Written by Remco Livain** Fractional CMO, Growth Strategist & Former Interim Exec [Connect on LinkedIn](https://www.linkedin.com/in/remcolivain/?ref=livain.com) | [Book a call](https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ37731DDqvdJqARW90ByE8g8nJ5lF0R7CmNt27OJfAPOJl%5F0iylB8nZBztTRjFMA7QIX4OavanG?ref=livain.com) ### Will They Be Committed If They Work With Multiple Clients? URL: https://www.livain.com/blog/will-they-be-committed-if-they-work-with-multiple-clients/ Last updated: 2026-09-18T13:59:35.000Z Yes—if you hire the right one. A great fractional executive doesn’t dilute their attention across clients. We **commit deeply**, work efficiently, and show up with clarity, focus, and urgency. In fact, having multiple clients is often a **strength**, not a weakness. But let’s be honest: the question is fair. When you’re used to full-time hires, it’s natural to wonder: *Will they really care about our business? Will we get their best thinking—or just leftovers?* Here’s how to evaluate commitment the right way—and why *how* someone structures their time matters more than *how many* clients they have. --- ## **🔍 Commitment ≠ 40 hours** Let’s start with the truth: A full-time exec doesn’t guarantee full-time output. They’re often stretched thin, stuck in internal politics, or distracted by work that’s tangential to their core impact. A fractional executive **focuses on what matters most**, with zero fluff. When we’re with your team, we’re fully present. We don’t multitask across clients hour to hour—we structure our weeks to deliver impact. Personally, I work with 2–4 companies at a time, usually **1–4 days per week per client**, with clear roles and availability windows. That structure gives each client **dedicated space—and my full attention** when it counts. --- ## **🎯 Focused time creates focused outcomes** Because time is limited, great fractional execs: - Prioritize better - Say no to distractions faster - Stay closer to results, not just activity We don’t get lost in busywork. We deliver real momentum because we **measure value in outcomes, not attendance**. And your team will feel that. In the meetings we lead. In the priorities we clarify. In the pace we set. --- ## **🔁 Patterns strengthen performance** One of the big advantages of working with multiple clients is pattern recognition. We see what’s working across different industries and company stages—and we bring those insights back to you. That could be: - A reporting format that clicks instantly with your team - A campaign framework that scaled D2C revenue - A hiring process that saved 4 weeks of interview churn It’s not recycled advice. It’s **sharpened perspective**. --- ## **🤝 We choose clients we can commit to** Here’s the real secret: The best fractional execs say no to more projects than they say yes to. We’re not stacking clients to pad our income. We’re building **long-term, high-trust relationships**. And we only take on work where we believe we can create value—and where we align on pace, style, and communication. That’s why I’m selective. I check for fit just as much as my clients do. I don’t want 10 retainers. I want 2–3 partnerships where I can truly move the needle. --- ## **❌ When it doesn’t work** Of course, commitment can fail—when: - The exec overcommits - The client expects 24/7 access without paying for it - Communication norms aren’t set early - There’s no shared definition of success That’s why it’s critical to **clarify scope, cadence, and availability upfront**. It’s also why I structure every engagement with clear weekly check-ins and documented priorities. --- ## **Final thoughts** Don’t judge commitment by calendar hours. Judge it by presence, focus, and follow-through. A committed fractional exec brings more value in 2 focused days than some full-timers bring in 5 distracted ones. If you want deep focus, sharp execution, and senior leadership—without the full-time baggage—then yes: we’ll be committed. Fiercely. --- **Written by Remco Livain** Fractional CMO & Growth Leader | Known for Focused, Present Leadership [Connect on LinkedIn](https://www.linkedin.com/in/remcolivain/?ref=livain.com) | [Book a call](https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ37731DDqvdJqARW90ByE8g8nJ5lF0R7CmNt27OJfAPOJl%5F0iylB8nZBztTRjFMA7QIX4OavanG?ref=livain.com) ### How Do Fractional Executives Impact Company Culture and Teams? URL: https://www.livain.com/blog/how-do-fractional-executives-impact-company-culture-and-teams/ Last updated: 2026-09-18T13:59:28.000Z A great fractional executive doesn’t just lead projects—they shift momentum. They bring new energy, raise standards, and help teams work with more clarity and purpose. When done right, a fractional exec becomes a **force multiplier** for culture—not a disruption. And while some founders worry about how teams will react to “someone temporary,” the truth is: the right person can lift morale, realign goals, and get things moving again—fast. Let’s look at how that actually plays out. --- ## **💡 They create immediate clarity** Most teams aren’t underperforming because they’re lazy. They’re stuck in fog: unclear goals, shifting priorities, too many ideas and not enough decisions. A good fractional exec cuts through that. We set direction. Define priorities. Remove friction. Suddenly, people know what matters this week—not just what should happen someday. That alone builds momentum. --- ## **🔄 They reset team rhythm** One of the most underrated impacts of fractional leadership is structure. Meetings get sharper. Communication improves. Deadlines mean something again. We often introduce small but powerful rituals: - Weekly team syncs with clear outcomes - 1:1s that focus on blockers, not updates - KPIs that track progress, not vanity When teams feel this rhythm, they perform better—not because of pressure, but because of **purpose**. --- ## **🌱 They mentor without threatening** Unlike permanent hires, fractional execs aren’t competing for power. We’re not trying to outshine your team—we want them to grow. That makes us perfect mentors. We can: - Coach junior leaders without politics - Share frameworks that empower, not replace - Ask questions that challenge assumptions—but without ego In fact, many of the best moments I’ve had as a fractional leader come when someone on the team steps up and **makes me obsolete**. That’s a win. --- ## **🚀 They raise the bar** Fractional execs are often the most senior operator in the room. That’s not about status—it’s about pace. We’ve seen what “great” looks like. We know what “good enough” isn’t. And we help teams level up, not by tearing down what exists—but by showing what’s possible. New voices shift perspective. That outside perspective often unlocks pride, urgency, and innovation that had gone stale. --- ## **🧠 They protect and evolve the culture** Some execs bulldoze their way in. That’s not how we work. The best fractional execs **listen first**. We learn how the team operates. We figure out what makes the culture strong—and what’s holding it back. Then we: - Reinforce the good habits - Replace the weak ones - Build bridges across silos We’re not there to impose a new culture. We’re there to **help the existing one work better**. --- ## **🧭 They make space for the founder to lead** Often, founders get pulled too deep into ops. They become bottlenecks. Teams wait on them for everything. Bringing in a fractional exec gives the founder air. They can step back and lead again—on vision, product, hiring, or whatever the company needs most. That clarity of leadership improves culture too—because the team stops guessing who’s in charge of what. --- ## **Final thoughts** Culture isn’t built with posters or perks. It’s built in daily decisions, meeting norms, team behavior, and momentum. A well-aligned fractional executive doesn’t just “fit into” culture—they **activate it**. We bring perspective, discipline, and energy. And when we leave, the company doesn’t slow down. It keeps running with more confidence than before. If your team is ready for that kind of boost, let’s talk. **Written by Remco Livain** Fractional CMO & Growth Leader | Focused on Building Teams That Work [Connect on LinkedIn](https://www.linkedin.com/in/remcolivain/?ref=livain.com) | [Book a call](https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ37731DDqvdJqARW90ByE8g8nJ5lF0R7CmNt27OJfAPOJl%5F0iylB8nZBztTRjFMA7QIX4OavanG?ref=livain.com) ### What Questions Should I Ask When Interviewing a Fractional Executive? URL: https://www.livain.com/blog/what-questions-should-i-ask-when-interviewing-a-fractional-executive/ Last updated: 2026-09-18T13:59:29.000Z Hiring a fractional executive isn’t just about filling a gap—it’s about inviting someone into your inner circle. The right questions help you uncover not just **what they’ve done**, but **how they think, how they lead**, and whether they’ll move your company in the right direction. Yes, technical skills matter. But they’re not enough. Some execs chase short-term wins and quarterly KPIs. Others build durable systems, grow people, and leave your business stronger than they found it. You need to know which type you’re talking to. Here’s how to ask—and listen—for what really matters. --- ## **🔍 Start with the basics: scope and skill** These establish whether the person can technically do the job. 1. **What type of companies have you worked with that are similar to ours?**Look for stage, size, and industry relevance—not just logos. 2. **What was your role in that engagement—and what changed while you were there?**You’re looking for outcomes and ownership, not fluff. 3. **What kind of systems or frameworks do you usually bring in?**Great execs have playbooks. They’ll also know when not to use them. 4. **How quickly can you start, and what does your availability look like week to week?**Make sure their bandwidth and responsiveness fit your team’s rhythm. --- ## **🧠 Then go deeper: mindset and leadership** This is where the real signal lies. 1. **What part of your work gives you energy?**Someone who talks only about deliverables may lack leadership depth. Someone who lights up about *people* or *systems that last* often has better long-term impact. 2. **What would your past clients say you’re best at—and where do you tend to push them most?**This tests self-awareness and reveals how they challenge teams. 3. **What kind of companies or leadership styles do you not work well with?**If they say “I work with everyone,” be cautious. Great execs know where they fit—and where they don’t. 4. **How do you handle disagreements with founders or CEOs?**You’re hiring a sparring partner. Make sure they know how to disagree with clarity and care. --- ## **🤝 Finally: cultural and strategic alignment** This part often gets skipped—and it’s the most important. 1. **What’s your long-term view on leadership in small and mid-sized companies?**Do they believe in coaching people up, or replacing them? Are they chasing exits, or building resilience? 2. **What do you want to leave behind when your engagement ends?**Great fractional execs think beyond their own timeline. They’ll talk about systems, habits, culture, and confidence—not just metrics. --- ## **Why this matters** Some fractional execs are laser-focused on process. Others on people. Some drive short-term growth at all costs, even if it means the team burns out six months later. That’s why cultural alignment and shared vision matter as much as skill. You’re not hiring a contractor. You’re hiring **a temporary version of what leadership looks like in your company.** Make sure they reflect the future you want to build. --- ## **My personal take** I’ve worked in growth roles across consumer brands, retail, and luxury goods. But the work I’m proudest of? Helping teams become stronger **after** I leave. I believe fractional work isn’t about doing more with less. It’s about doing better—with focus, clarity, and trust. That only happens when the client and exec share values—not just goals. So if we’re talking about working together, I’ll ask just as many questions of you. Not to qualify the deal—but to make sure we both believe in where we’re going. --- **Written by Remco Livain** Fractional CMO & Growth Leader | Focused on Long-Term Impact, Not Quick Wins [Connect on LinkedIn](https://www.linkedin.com/in/remcolivain/?ref=livain.com) | [Book a call](https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ37731DDqvdJqARW90ByE8g8nJ5lF0R7CmNt27OJfAPOJl%5F0iylB8nZBztTRjFMA7QIX4OavanG?ref=livain.com) ### How Do I Choose the Right Fractional Executive for My Industry? URL: https://www.livain.com/blog/how-do-i-choose-the-right-fractional-executive-for-my-industry/ Last updated: 2026-09-18T13:59:31.000Z To choose the right fractional executive for your industry, focus on **relevant experience, leadership style, adaptability**, and the ability to deliver results in your specific business model. The right fit combines functional expertise with industry fluency—so you’re not paying someone to ramp up on basics. If you’re in direct-to-consumer (D2C), retail, or luxury goods, you need someone who understands margin pressure, brand perception, and how operational realities shape strategy. That’s where the difference between a good fit and a great one becomes obvious. Let’s break it down. --- ## **What matters most when choosing a fractional executive?** ### **✅ 1\. Functional expertise** First, get clear on your need: Do you want someone to lead marketing? Own the P&L? Overhaul operations? A great fractional exec should have **deep experience in that function**—CMO, COO, CFO, CRO, etc.—and be able to show what they’ve built or fixed before. You’re not hiring a coach or consultant. You’re hiring a leader. --- ### **✅ 2\. Industry understanding** This matters more than most people think. While fractional execs are often generalists in pace and leadership, your business challenges are likely shaped by your sector. For example: - **D2C brands** need someone who understands customer acquisition cost (CAC), retention curves, ROAS benchmarks, and logistics - **Retail brands** benefit from someone who knows in-store activations, channel conflict, and B2B2C pressure - **Luxury products** demand someone fluent in branding, pricing psychology, and distribution control I’ve worked directly with brands like [**Ricola**](https://www.ricola.com/de-ch/?ref=livain.com), [**Bucherer**](https://www.bucherer.com/?ref=livain.com), and [**Tourneau USA**](https://www.tourneau.com/?ref=livain.com), helping them scale in markets where brand equity, operational excellence, and storytelling aren’t optional—they’re everything. --- ### **✅ 3\. Stage relevance** A great executive in a $500M business may flop in a $5M business. Or vice versa. Make sure the person you hire is used to your current reality. Do they know what it’s like to build from chaos? Or to lead when complexity increases faster than headcount? You want someone who’s been in your shoes—not just someone who’s aiming at your shoes. --- ### **✅ 4\. Time and team fit** Ask: - Will they integrate with our team culture and pace? - Do they prefer strategy, or are they willing to get their hands dirty? - Can they balance async work with in-person presence (if needed)? Fractional doesn’t mean distant. It should still feel like you have a committed, accountable partner. --- ## **How to interview for the right fit** Here are a few sharp questions to ask during your selection process: 1. **Can you tell me about a company like ours you’ve worked with—and what you changed?** 2. **What systems or playbooks do you usually bring in?** 3. **How do you measure your success in a 3–6 month engagement?** 4. **What types of teams or challenges don’t you work well with?** 5. **If we work together and it doesn’t click—how do you exit gracefully?** More here: [What questions should I ask a fractional executive during an interview?](https://www.livain.com/what-questions-should-i-ask-a-fractional-executive/) --- ## **What does a great match look like?** Let’s say you’re running a **D2C health brand** with rising CAC and retention challenges. Or a **Swiss luxury watch brand**trying to build a digital-first go-to-market motion. Or a **retailer expanding from wholesale into eCommerce**. You need someone who’s: - Scaled performance marketing teams - Built retail and distribution partnerships - Handled product launches across digital and in-store channels - Managed creative direction *without* losing the commercial plot That’s what I bring to the table—having worked with **legacy retail leaders**, **emerging scale-ups**, and **consumer-first brands** across Europe and the US. --- ## **Final thoughts** Choosing the right fractional executive is less about the title—and more about the track record. You want someone who’s walked into your type of business before, made decisions under pressure, and left behind stronger systems and teams. If you’re looking for someone who can lead growth, operations, or marketing in **D2C, retail, or luxury**, and you want someone who gets it without months of onboarding—let’s talk. --- **Written by Remco Livain** Fractional CMO & Growth Leader | Direct-to-Consumer, Retail & Luxury Expert [Connect on LinkedIn](https://www.linkedin.com/in/remcolivain/?ref=livain.com) | [Book a call](https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ37731DDqvdJqARW90ByE8g8nJ5lF0R7CmNt27OJfAPOJl%5F0iylB8nZBztTRjFMA7QIX4OavanG?ref=livain.com) ### What’s the Typical Engagement Duration and Time Commitment? URL: https://www.livain.com/blog/whats-the-typical-engagement-duration-and-time-commitment/ Last updated: 2026-09-18T13:59:34.000Z Most fractional executive engagements last **3 to 12 months**, with a time commitment of **1 to 4 days per week**. The exact setup depends on your goals, the executive’s role, and how quickly you want to move. Think of it like this: You’re not hiring a freelancer for a task. You’re bringing in embedded leadership—on a flexible timeline that fits your business stage. --- ## **What’s the minimum engagement length?** For anything beyond a short advisory sprint, **3 months** is typically the minimum. That’s the time it takes to: 1. Understand your team and business 2. Build trust and leadership presence 3. Set strategy and begin execution 4. Show results—or at least early traction Shorter engagements (2–4 weeks) can work for audits, due diligence, or one-time sprints like a [Revenue Engine Reset](https://www.livain.com/revenue-engine-reset/). But for true leadership, you need runway. --- ## **What’s the average length?** In my work and across the industry, **6–9 months** is the sweet spot. That’s enough time to: - Build systems - Drive measurable results - Hire internal team members - Prepare for handover or scaling Some clients keep fractional execs on for **12+ months**, especially when scaling multiple business units or navigating uncertain markets. --- ## **What about time commitment per week?** Here’s how most engagements break down: ### **✅ 1 day/week** - Best for: Strategic oversight, senior advisory, supporting existing leadership - Typical use: Weekly check-ins, async reviews, team sparring ### **✅ 2–3 days/week** - Best for: Active leadership of a function (e.g. CMO, COO) - Typical use: Meetings, team ownership, executional oversight - Most common model I see—and use ### **✅ 4 days/week** - Best for: Acting as interim CEO or handling complex transitions - Used short-term, usually followed by a handover or full-time hire --- ## **Can time be flexible?** Absolutely. Some clients start with a **heavier load** (3 days/week) and then **scale down** to 1 day/week once systems are in place. Others start lean, then ramp up when urgency increases. Fractional work is meant to adapt. That’s the point. --- ## **How is time usually tracked?** Most fractional executives work on **retainer**, not timecards. You’re buying access and outcomes—not counting hours. Still, there should be: - A shared calendar of availability - Clear expectations on responsiveness - Weekly or bi-weekly check-ins If you’re hiring someone who promises 24/7 access at fractional rates, run. --- ## **What if I only need someone for a project?** That’s totally valid. But then you’re not hiring a fractional *executive*—you’re hiring a **project lead or consultant**. The difference? Fractional execs **lead teams**, drive strategy, and hold accountability over time. Projects have edges. Leadership is continuous. --- ## **Final thoughts** The value of fractional leadership isn’t just about *how much* time is spent. It’s about *how that time is used*. One sharp day of senior input each week can move your company faster than 40 hours of indecision. Set the engagement up right—and you’ll be amazed what part-time leadership can deliver. --- **Written by Remco Livain** Fractional CMO & Growth Leader | Available Worldwide [Connect on LinkedIn](https://www.linkedin.com/in/remcolivain/?ref=livain.com) | [Book a call](https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ37731DDqvdJqARW90ByE8g8nJ5lF0R7CmNt27OJfAPOJl%5F0iylB8nZBztTRjFMA7QIX4OavanG?ref=livain.com) ### What Deliverables Can I Expect from a Fractional Executive? URL: https://www.livain.com/blog/what-deliverables-can-i-expect-from-a-fractional-executive/ Last updated: 2026-09-18T13:59:23.000Z The core deliverable of a fractional executive isn’t a deck—it’s progress. You should expect clear priorities, strong leadership, team alignment, and measurable outcomes within the agreed scope of work. That said, companies often want to know: *What will this person actually do? What will I see, hold, or measure?* Let’s walk through what fractional work looks like in practice—week to week, month to month. --- ## **What we own depends on the function** Deliverables vary by role. Here’s a quick overview of what’s typical in core fractional positions: --- ### **Fractional CMO** - Go-to-market strategy - Brand positioning and messaging - Campaign planning and execution - Marketing calendar and team org chart - Reporting dashboards (ROAS, CAC, LTV, etc.) --- ### **Fractional CFO** - Financial model and forecast - Cash flow reporting - Budget planning and variance analysis - Investor reporting packs - Scenario planning and board prep --- ### **Fractional COO** - Org structure and hiring roadmap - Operational workflow design - SOPs (standard operating procedures) - Tool and system selection - Internal communication structure --- ### **Fractional CRO** - Revenue model and forecasting - Sales playbooks and commission plans - Pipeline reviews and CRM clean-up - Funnel optimization reports - Training sessions and sales KPIs --- ## **But there’s more than just artifacts** The *real* deliverables go beyond documents or reports. You’re also buying: - **Leadership presence**We show up to lead. Team standups, exec meetings, 1:1s—we’re in the loop and moving things forward. - **Accountability**We don’t just advise—we own outcomes. That means deadlines, traction, and saying no when needed. - **Decision support**Founders and teams get a strategic sounding board. You won’t need to make high-stakes calls in isolation. --- ## **Weekly rhythm: what it looks like in practice** Here’s a typical cadence for a 2-day/week engagement: - **Monday or Tuesday**:Weekly planning call with founder or team leadPriorities set, blockers removed, calendar reviewed - **Midweek**:Execution—briefing teams, writing docs, reviewing performanceasync check-ins, Slack updates, shared documents - **Friday**:Weekly summary or quick debriefMetrics sent, outcomes documented, next steps locked in The result? **No drift. No waiting. No wondering what we’re doing.** --- ## **Common artifacts (you can expect to receive)** Depending on the role, scope, and need, you might get: - Strategy docs (e.g. GTM plan, hiring roadmap, messaging framework) - Live dashboards and reporting setups - Team assessments and role definitions - Workflow diagrams or SOPs - Training materials and onboarding guides - Asana/Notion/ClickUp workspaces with priorities and milestones These aren’t fluff—they’re tools your team can actually use. --- ## **Deliverables evolve over time** In Month 1, the focus might be assessment, stabilization, and urgent execution. In Month 2–3, we move into structure, delegation, and optimization. By Month 4+, we’re often building internal ownership or hiring our replacement. The best fractional execs leave behind **repeatable systems**, not dependencies. --- ## **Final thoughts** If you’re hiring a fractional executive and not getting real deliverables—strategies, reports, team alignment, systems—it’s time to have a conversation. Because the job isn’t to advise. It’s to **build, fix, and lead**. And that’s exactly what the deliverables should reflect. --- **Written by Remco Livain** Fractional CMO & Growth Leader | Available Worldwide [Connect on LinkedIn](https://www.linkedin.com/in/remcolivain/?ref=livain.com) | [Book a call](https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ37731DDqvdJqARW90ByE8g8nJ5lF0R7CmNt27OJfAPOJl%5F0iylB8nZBztTRjFMA7QIX4OavanG?ref=livain.com) ### How Much Does a Fractional Executive Cost? URL: https://www.livain.com/blog/how-much-does-a-fractional-executive-cost-2/ Last updated: 2026-08-31T12:37:30.000Z Most fractional executives charge between **CHF 5,000 and CHF 20,000 per month**, depending on the scope, seniority, and time commitment. Some charge by the day or hour, but most use a flat monthly retainer based on 1–4 days of work per week. **Update — August 2026:* Rates have been remarkably stable since I published this. I’ve added a short section comparing the Swiss ranges below with current US market benchmarks.* The range may seem wide—but so is the impact. And understanding the cost means understanding the *value model*behind it. So let’s break it down. --- ## **Fractional is not “cheap”—it’s efficient** A great fractional executive won’t be inexpensive. But they’ll often **cost far less than a full-time hire**, especially when you factor in: - Base salary - Social security and benefits - Bonuses and equity - Recruitment costs - Long-term commitments A full-time CMO in Switzerland, for example, might cost **CHF 220–300k per year** (plus equity). A fractional CMO at 2 days/week might cost **CHF 8–12k/month**, fully loaded, and start next week. You’re buying **focus, experience, and velocity**, not just hours. --- ## **3 common pricing models** ### **1\. Monthly retainer (most common)** You agree on a fixed number of days or hours per week, and pay a flat monthly fee. This gives you stability and access—without micromanaging time. **Example:** CHF 9,600/month for 2 days/week (This assumes CHF 1,200/day or CHF 150/hour for \~16 hrs/week) --- ### **2\. Day rate or hourly rate** Used for short projects or advisory work. Less efficient if you need consistent leadership. **Example:** CHF 1,200–2,000/day depending on seniority **Hourly rates** can range CHF 150–300/hour for experienced execs 0:00 /0:05 1× --- ### **3\. Hybrid: Retainer + Success Fee** Popular for growth roles (CMO, CRO) or turnaround work. You pay a base retainer + bonus based on revenue or outcome KPIs. **Example:** - CHF 6,000/month base - +10% of net new revenue above target - +Optional project add-ons (e.g. CHF 2,500 for a launch sprint) This model aligns incentives—but only works if the KPIs are crystal clear. --- ## **What impacts the price?** 1. **Seniority & reputation**Top-tier execs with board-level experience or multiple exits often command premium rates. You’re not just paying for time—you’re paying for judgment. 2. **Time commitment**One day a week costs less than four. But don’t assume that “half the time = half the cost”—there’s always ramp-up, context-switching, and overhead. 3. **Scope of ownership**Leading a 2-person team is different than managing 12 direct reports. Prices reflect the complexity and breadth of responsibility. 4. **Industry & geography**Rates vary: Swiss market vs. Berlin startup vs. U.S. VC-backed scale-up. Expectations shift with region and funding stage. --- ## **What do I charge?** Most of my work falls into two buckets: - **CHF 6,500–12,000/month** retainer(1–3 days/week, fixed or flexible) - **Optional performance fee** for growth roles(e.g. % of net new revenue) I also offer structured sprints (like a [Revenue Engine Reset](https://www.livain.com/revenue-engine-reset/)) starting at CHF 2,500. And yes—I’m happy to tailor pricing if the scope is right. --- ## **But is it worth it?** That depends on the value created. Ask yourself: - Will this person unlock revenue, process, or clarity I can’t reach today? - Will their leadership save me a bad hire, months of delay, or internal chaos? - Will I feel more confident about where the company is going? If the answer is yes, the cost isn’t just justified—it’s leveraged. --- ## How these numbers compare to the 2026 market The ranges above were written from my own practice in Switzerland. Looking at the broader market a year later, they hold up well: US surveys such as [Go Fractional’s 2026 rate guide](https://www.gofractional.com/blog/fractional-cmo-salary?ref=livain.com) put typical fractional CMO retainers at $8,000–15,000 per month for growth-stage engagements, with senior hourly rates around $200–350\. Adjusted for the Swiss market premium, that is the same picture as my CHF ranges. Two things did shift. Engagements start faster — diagnosis that used to take a paid discovery month now happens in the first week, because the data work that supported it has largely been automated. And scope creep got cheaper to resist: with clear reporting in place from day one, both sides see earlier whether the engagement pays for itself. If you are budgeting for this, the companion pieces are [how to budget for fractional leadership](https://www.livain.com/blog/how-do-i-budget-for-fractional-leadership/), [what deliverables to expect](https://www.livain.com/blog/what-deliverables-can-i-expect-from-a-fractional-executive/), and [the difference between part-time and fractional](https://www.livain.com/blog/are-a-part-time-executive-and-a-fractional-executive-the-same-thing/). ## **Final thoughts** Fractional executives aren’t a bargain version of a full-time leader. We’re a **right-size solution** for companies who need outcomes, fast. You’re not paying for hours. You’re paying to stop guessing—and start moving. If you’re unsure how to scope a fractional role or price it correctly, let’s talk. --- **Written by Remco Livain** Fractional CMO & Growth Leader | Available Worldwide [Connect on LinkedIn](https://www.linkedin.com/in/remcolivain/?ref=livain.com) | [Book a call](https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ37731DDqvdJqARW90ByE8g8nJ5lF0R7CmNt27OJfAPOJl%5F0iylB8nZBztTRjFMA7QIX4OavanG?ref=livain.com) ### What Types of Fractional Roles Exist (CFO, CMO, CIO…)? URL: https://www.livain.com/blog/what-types-of-fractional-roles-exist-cfo-cmo-cio/ Last updated: 2026-09-18T13:59:30.000Z Fractional executives can fill almost any C-suite position—but the most common roles are **Fractional CFO, CMO, COO, CRO, CIO**, and increasingly, **Fractional CEO**. Each role focuses on a specific business function, with part-time leadership that scales as your company grows. These aren’t glorified consultants. These are embedded leaders. We take accountability, align teams, and execute with clear goals. Let’s break down the most common fractional roles—and when each makes sense. --- ## **1\. Fractional CFO** > *Financial clarity and control—without the full-time cost* **When to hire one:** - You need financial modeling or board reporting - You’re preparing for a funding round or M&A - You want real-time cash flow visibility and cost discipline **What they typically do:** - Budgeting, forecasting, P&L ownership - Financial controls and process design - Investor reporting and capital planning - Risk assessment and compliance guidance --- ## **2\. Fractional CMO** > *Strategy, storytelling, and scalable marketing ops* **When to hire one:** - You’ve outgrown founder-led marketing - Your growth channels are underperforming - You’re hiring or rebuilding a marketing team **What they typically do:** - Define brand positioning and messaging - Lead demand generation, paid/organic channels - Manage agencies or internal teams - Implement KPIs and marketing dashboards **More here:** [What does a fractional CMO do?](https://www.livain.com/2025/06/what-does-a-fractional-cmo-actually-do/) --- ## **3\. Fractional COO** > *Turning chaos into systems* **When to hire one:** - The business is growing faster than your processes - Teams are overwhelmed and siloed - You need hiring, tools, and structure—fast **What they typically do:** - Design and implement operational workflows - Manage hiring plans and org structure - Own tools and process accountability - Bridge between departments and leadership **More here:** What does a fractional COO do? --- ## **4\. Fractional CRO** > *Revenue orchestration across marketing, sales, and success* **When to hire one:** - You have a great product but lagging sales - Your GTM strategy is fragmented - You want to align sales and marketing **What they typically do:** - Build and manage revenue pipeline - Restructure sales teams and compensation - Align marketing and sales around shared KPIs - Forecast and optimize conversion funnels **More here:** What does a fractional CRO do? --- ## **5\. Fractional CIO or CTO** > *Strategic tech leadership without permanent overhead* **When to hire one:** - You’re planning a major systems upgrade or transformation - Your tech stack is holding back scalability - You need architecture oversight, not more developers **What they typically do:** - Audit and redesign core systems and architecture - Align IT and engineering with business goals - Oversee data strategy, security, infrastructure - Prepare tech for scale or acquisition **Suggested future link:** What does a fractional CIO or CTO do? --- ## **6\. Fractional CEO (Interim)** > *Leadership when the top seat is vacant—or too stretched* **When to hire one:** - Your current CEO is stepping down or out - The company needs neutral leadership during a transition - The board wants experienced hands to stabilize and prepare for the next chapter **What they typically do:** - Set short- and medium-term strategic direction - Rebuild leadership team and reporting cadence - Ensure continuity and team morale - Hand over smoothly to the permanent CEO **More here:** What does a fractional CEO do? --- ## **Are there other roles?** Yes. We’re seeing rising demand for: - **Fractional CHRO**: Culture, compliance, hiring frameworks - **Fractional Head of Product**: Roadmap, discovery, delivery - **Fractional Chief of Staff**: Strategic glue across the org If the function is important but not yet “full-time ready,” there’s likely a fractional model that fits. --- ## **Final thoughts** Fractional executives aren’t a trend. We’re the response to a new kind of business need: fast-moving, resource-conscious, outcome-driven. We show up when the stakes are real—but the company can’t afford to slow down, overhire, or guess wrong. Want to discuss which role might fit your situation best? Let’s talk. --- **Written by Remco Livain** Fractional CMO & Growth Leader | Available Worldwide [Connect on LinkedIn](https://www.linkedin.com/in/remcolivain/?ref=livain.com) | [Book a call](https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ37731DDqvdJqARW90ByE8g8nJ5lF0R7CmNt27OJfAPOJl%5F0iylB8nZBztTRjFMA7QIX4OavanG?ref=livain.com) ### How Do I Know It’s Better Than Hiring a Full-Time Exec? URL: https://www.livain.com/blog/how-do-i-know-its-better-than-hiring-a-full-time-exec/ Last updated: 2026-09-18T13:59:33.000Z Hiring a fractional executive is better than hiring full-time when the need is real but narrow in scope, the budget is limited, or the company isn’t yet ready to fully commit. It gives you senior leadership—without the overhead, risk, or long onboarding cycle. This isn’t about cutting corners. It’s about **timing and fit**. Because not every leadership role needs 100% of someone’s time. Sometimes, you just need the right person in the right seat—for the right window of time. Let’s dig into how to make that call. --- ## **1\. You need expertise, not headcount** You’re not trying to build an empire. You’re trying to fix marketing. Or set up a proper sales pipeline. Or scale the team without chaos. That’s a signal you need **executional leadership**, not just another name on the org chart. A fractional exec brings the **same depth of experience** as a full-time hire—but without committing to years of salary, benefits, equity, and overhead. Relevant? Check this: [**What does a fractional executive actually do?**](https://www.livain.com/2025/07/what-is-a-fractional-executive/) --- ## **2\. You want fast impact—not six-month onboarding** Hiring a full-time C-level exec takes months. Recruiting, interviewing, negotiating, onboarding. In the meantime, goals are slipping. Projects stall. Teams drift. Fractional execs? We usually start within days. We come with battle-tested playbooks, ask the right questions quickly, and move forward—fast. Most of my engagements start with clear weekly priorities from Day 1. If your business can’t wait, **fractional wins**. --- ## **3\. The role isn’t “full” yet** You don’t need 40 hours a week of senior strategy. You need 8–16 hours of clear direction, decision-making, and accountability. Maybe you’re not ready for a full CMO or COO. Or maybe you’re between hires and don’t want to rush the next one. Hiring full-time now might mean paying someone to do work below their level—or struggling to define their role. Either way, it’s a waste. Fractional execs scale *with* you. We grow the function, then help you hire when the role is truly ready. Need more detail? Read: [**When should I hire a fractional executive?**](https://www.livain.com/2025/07/when-should-i-hire-a-fractional-executive/) --- ## **4\. You’re experimenting or shifting strategy** If your company is pivoting, entering a new market, or trying a bold new channel (like brand partnerships, B2B expansion, or international growth), you might not want to hire full-time until you’ve validated the bet. Fractional executives are ideal for **test-and-learn cycles**. We step in, build fast, analyze outcomes, and scale what works. No sunk cost if the direction changes. --- ## **5\. You want access to a broader brain trust** When you hire a full-time exec, you get their experience. When you hire a great fractional exec, you get *their network*too. I don’t just bring my time—I bring vetted contractors, top-tier marketers, analysts, designers, and developers. I coordinate execution while you stay lean. It’s leverage, not just leadership. Want to understand how this works? See: [**What deliverables can I expect from a fractional executive?**](https://www.livain.com/2025/07/what-deliverables-can-i-expect-from-a-fractional-executive/) --- ## **But when is full-time better?** To be clear, fractional isn’t always better. It’s better when: - The role is **focused**, not sprawling - The goals are **urgent**, not exploratory - The business is **growing**, not settled If you need long-term cultural ownership, daily operational involvement, or someone physically in-office 5 days a week, then full-time makes more sense. And that’s okay. In fact, many of us fractional execs help you **hire and train our replacement** once the company reaches that point. --- ## **How to decide in 5 minutes** If you’re on the fence, ask yourself: 1. **Is the problem well-defined?** 2. **Do I need strategic leadership now—not in three months?** 3. **Can I afford a full-time hire—and the risk of a bad one?** 4. **Would a flexible setup reduce pressure and deliver results faster?** 5. **Do I need more than advice—do I need someone to actually lead?** If you said yes to at least three, a fractional exec might be your next best hire. --- ## **Final thoughts** Hiring full-time is a commitment. Hiring fractional is a catalyst. The value isn’t just in lower cost—it’s in sharper focus, faster results, and more adaptability. If you’re growing but not sure who to hire next, start with someone who’s done it before. And who won’t overstay their welcome. --- **Written by Remco Livain** Fractional CMO & Growth Leader | Available Worldwide [Connect on LinkedIn](https://www.linkedin.com/in/remcolivain/?ref=livain.com) | [Book a call](https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ37731DDqvdJqARW90ByE8g8nJ5lF0R7CmNt27OJfAPOJl%5F0iylB8nZBztTRjFMA7QIX4OavanG?ref=livain.com) ### When Should I Hire a Fractional Executive? URL: https://www.livain.com/blog/when-should-i-hire-a-fractional-executive/ Last updated: 2026-08-31T12:37:38.000Z You should hire a fractional executive when you need senior-level leadership to solve a critical challenge—but don’t have the time, budget, or clarity to bring on a full-time executive. It’s most common during phases of rapid growth, operational complexity, or leadership transition. **Update — August 2026:* The five triggers below still cover most cases — but a sixth one now shows up in almost every first conversation I have. I’ve added it at the end.* That’s the short answer. But like most things in business, timing is everything. So let’s unpack the *when* a bit further—through real-world patterns I’ve seen again and again. --- ## **The most common moments that trigger the need** ### **1\. You’ve hit a growth ceiling** The business is working. Revenue is coming in. The team is growing—but slowly. You can sense there’s untapped potential, but you don’t have a clear go-to-market plan, or the team lacks senior guidance on execution. Hiring a [fractional CMO](https://www.livain.com/2025/06/what-does-a-fractional-cmo-actually-do/) or CRO here gives you targeted momentum without the overhead of a full-time hire. ### **2\. You’re scaling the team—but not the systems** The founder or early team is still too involved in day-to-day decisions. Processes are ad hoc. Everyone’s busy, but priorities keep shifting. This is when a fractional COO, or someone like me in a growth leadership role, can step in and build operational structure without adding friction. ![Timeline from founder-led growth through plateau to fractional executive and scale](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2026/08/founder-led-to-scale-timeline.png) The window: after the plateau shows, before the team builds bad habits. ### **3\. You’ve just raised a round (or are about to)** Investors want clarity: leadership, reporting, goals. But hiring a full-time exec for each function right away might burn cash—and create complexity before it’s needed. A fractional executive can help build the right dashboards, team structures, and momentum to prove you can scale *before*you commit to hiring a full-timer. ### **4\. You’re planning for a handover or succession** Sometimes the founder or current leader is stepping back. Or you’ve had a key exec exit unexpectedly. You need continuity—and time to make a good hire. That’s when fractional CEOs or department heads bridge the gap. We don’t just keep the ship afloat—we use that time to clean house, assess the team, and prepare for a smooth handover. ### **5\. You’re not sure what you need yet** Maybe you know something isn’t working—marketing’s underperforming, ops are messy, or sales feel stalled—but you’re not sure if it’s a people problem, a process issue, or a strategy mismatch. Rather than hire the wrong person permanently, bring in someone who can assess quickly, implement changes, and help define the actual role to hire for long-term. --- ## **Hiring too early vs. hiring too late** Hiring too early means there’s not enough scope for the fractional exec to lead. You may find yourself paying senior rates for junior-level tasks, or for political cover rather than impact. That doesn’t help anyone. Hiring too late? That’s worse. At that point, you’re firefighting. And no matter how skilled the fractional exec is, their first task becomes damage control—not strategic progress. The sweet spot is when your **need is clear, stakes are rising, and momentum matters.** That’s where we can really shine. --- ## **But how do you know it’s the right time?** I usually ask founders three quick questions: 1. **Is this problem strategic or operational?**If it’s strategic and recurring, a fractional exec can own it. If it’s a one-off task, you may just need a freelancer or consultant. 2. **Does this need 1–4 days a week of senior input?**That’s the ideal range. Enough to drive change. Not so much that it becomes inefficient. 3. **Would delaying this decision cost you growth or stability?**If yes, you probably can’t afford to wait until you find the perfect full-timer. --- ## **What if you’re not sure who to bring in?** That’s common. Sometimes it’s not clear whether you need a CMO, COO, or some hybrid of the two. One of the advantages of fractional work is flexibility—we often define and evolve the role together. In my engagements, I start with a focused mandate (e.g. clean up marketing, rebuild sales process) and expand only as needed. It keeps things lean and focused. You don’t need to know everything upfront. You just need to be open and committed to improvement. If you’re unsure, start here: [**How do I choose the right fractional executive?**](https://www.livain.com/2025/07/how-do-i-choose-the-right-fractional-executive-for-my-industry/) --- ## **Red flags that it’s not the right time** - You’re trying to “hide” a gap from investors or the team - The team isn’t ready to accept outside leadership - You’re looking for someone to “fix everything” without committing resources - You expect availability equivalent to a full-time exec (at part-time cost) Fractional execs bring leverage, not miracles. We’re most useful when we’re plugged into the team, aligned on goals, and given enough autonomy to act. --- ## The sixth trigger: AI confusion In 2026 a new pattern shows up weekly. The team has the tools — assistants, agents, automations — and output has never been higher. But revenue is flat, and nobody can say which of the new activity actually matters. The plateau doesn’t look like standing still anymore; it looks like running fast in place. This is a leadership gap, not a tooling gap. Someone senior has to decide what the machines should work on, what gets killed, and what a good week looks like now. I’ve written about why [domain expertise became the only real leverage](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/) — and it is exactly the kind of gap a fractional engagement closes quickly, without adding a permanent layer of management. If this sounds familiar, start with [the questions to ask in an interview](https://www.livain.com/blog/what-questions-should-i-ask-when-interviewing-a-fractional-executive/) and [how long the hiring process actually takes](https://www.livain.com/blog/how-long-does-it-take-to-hire-a-fractional-executive/). ## **Final thoughts** Hiring a fractional executive is not a sign of weakness—it’s a smart move for companies that want to grow deliberately. The right time is when the gap between where you are and where you want to be becomes visible—and too important to ignore. If that’s the situation you’re in, I’ve got space for a few more clients this quarter. Let’s see if it’s a fit. --- **Written by Remco Livain** Fractional CMO & Growth Leader | Available Worldwide [Connect on LinkedIn](https://www.linkedin.com/in/remcolivain/?ref=livain.com) | [Book a call](https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ37731DDqvdJqARW90ByE8g8nJ5lF0R7CmNt27OJfAPOJl%5F0iylB8nZBztTRjFMA7QIX4OavanG?ref=livain.com) ### What Is a Fractional Executive? A Plain-English Guide URL: https://www.livain.com/blog/what-is-a-fractional-executive/ Last updated: 2026-08-31T12:37:41.000Z 0:00 /0:56 1× What is a fractional executive (Remco Livain, 2025) A [fractional executive](https://www.livain.com/2025/07/what-is-a-fractional-executive/) is a part-time senior leader who joins a company to drive strategic outcomes—without the long-term commitment or cost of a full-time hire. They typically fill roles like [fractional CMO](https://www.livain.com/2025/06/what-does-a-fractional-cmo-actually-do/), CFO, COO, or CRO, bringing deep expertise, leadership, and executional power on a flexible basis. That’s the formal answer. But if you’re here, you probably need more than that. You want to know how it actually works. What they do, how they show up, and whether it’s the right model for your business. So let me break it down—not as a definition, but from the inside. --- ## **Why companies don’t always need a full-time exec** In the early days of building a business, you wear every hat. Founder, product manager, part-time marketer, HR, sales. It’s messy—but you’re close to everything. Then you hit a point where growth stalls, or complexity increases. You know you need senior leadership—but hiring a full-time C-level role feels risky. The cost is high. The stakes are higher. And often, the work doesn’t require 100% of someone’s time. It just requires the **right person at the right time**. That’s when people start asking: [**When should I hire a fractional executive?**](https://www.livain.com/2025/07/when-should-i-hire-a-fractional-executive/) --- ## **What does a fractional executive actually do?** We step in and own a function—marketing, sales, operations, finance—depending on your biggest bottleneck. But we do it part-time, with laser focus. Our job is to: - **Set direction**: Where are we going? What goals make sense? - **Build systems**: How does this function work day to day? - **Enable the team**: Who does what, and where are the gaps? - **Drive performance**: What’s working, and what needs fixing? A fractional exec doesn’t just advise from the sidelines. We lead. We attend standups. We make decisions. We roll up our sleeves. The difference is: we’re not there forever. We’re there to move things forward until either the job is done, or it makes sense to hire a permanent leader. More here: [**What deliverables can I expect from a fractional executive?**](https://www.livain.com/2025/07/what-deliverables-can-i-expect-from-a-fractional-executive/) --- ## **It’s not consulting. It’s embedded leadership.** People sometimes confuse fractional work with consulting. And while some overlap exists, the mindset is different. A consultant often delivers recommendations and steps back. A fractional exec **carries the outcome**. We don’t just write the playbook—we run it. I personally check in with founders and department heads several times per week. I join key meetings. I make sure initiatives don’t drift. And I never leave a team hanging halfway through a process. More insights: [**What’s the difference between a consultant and a fractional executive?**](https://www.livain.com/2025/07/whats-the-difference-between-fractional-vs-interim-executives/) --- ## **What makes someone good at this?** Experience matters. But what really sets a fractional exec apart is **context-switching with care**. We work across multiple companies. That means pattern recognition is fast—we’ve probably seen your exact problem before. But we don’t just copy-paste solutions. We tailor, we listen, and we adapt to the team’s pace. It’s a strange blend of leadership and restraint. You need to know when to step in—and when to let others take the lead. Want to know more? Read: [**How do I choose the right fractional executive for my business?**](https://www.livain.com/2025/07/how-do-i-choose-the-right-fractional-executive-for-my-industry/) --- ## **Who hires fractional executives—and why?** Startups scaling quickly. Mid-sized businesses facing a leadership gap. Founders who know what needs to be done, but don’t have time to do it. Investors who need operating partners. Boards that want clean handovers without panic. They all come to fractional executives for the same reason: [**They need results, but can’t justify a full-time hire.**](https://www.livain.com/2025/07/can-a-fractional-executive-become-a-full-time-executive/) And honestly? Often, they don’t need one. Not yet. --- ## **Common roles fractional execs fill** - [**Fractional CMO**](https://www.livain.com/2025/06/what-does-a-fractional-cmo-actually-do/): Brand and growth strategy, marketing ops, team structure, campaigns - **Fractional CRO**: Revenue ownership, sales org redesign, pipeline development - **Fractional COO**: Operational systems, hiring plans, scaling process - **Fractional CFO**: Financial modeling, cash flow mgmt, board reporting - **Fractional CEO**: Interim leadership, succession planning, crisis handling There are also fractional roles for HR, product, and tech—but the core idea is always the same: **high-impact leadership without full-time overhead**. --- ## **When it doesn’t work** Fractional leadership only works if you let us lead. If the team resists external input, or if you’re hoping to offload accountability without giving access, it’s a bad fit. This isn’t plug-and-play. It’s a partnership. You bring us in to fix or build something important. That only works when we have trust, clarity, and buy-in. Want to check fit? [**What questions should I ask when interviewing a fractional executive?**](https://www.livain.com/2025/07/what-questions-should-i-ask-when-interviewing-a-fractional-executive/) --- ## **Final takeaway** Fractional executives are a bridge: between chaos and clarity, between the current team and the future org chart. We don’t replace your vision—we help you get there faster, with fewer missteps and more momentum. If that’s the kind of help you’re looking for, let’s talk. --- **Written by Remco Livain** Fractional CMO & Growth Leader | Available Worldwide [Connect on LinkedIn](https://www.linkedin.com/in/remcolivain/?ref=livain.com) | [Book a call](https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ37731DDqvdJqARW90ByE8g8nJ5lF0R7CmNt27OJfAPOJl%5F0iylB8nZBztTRjFMA7QIX4OavanG?ref=livain.com) ### The Art of Restraint: Getting Things Done as a Fractional Exec Without Fixing Everything URL: https://www.livain.com/blog/the-art-of-restraint-getting-things-done-as-a-fractional-exec-without-fixing-everything/ Last updated: 2026-08-31T12:37:43.000Z One of the trickiest parts of working as a fractional executive isn’t the high pace or juggling multiple clients. It’s knowing when not to fix something. Let me explain. When you step into an interim leadership role—say, as a temporary Chief Growth Officer—you’re often brought in to keep the engine running, stabilize key functions, and make sure the transition to a future full-timer is smooth. You’re not there to rip everything apart and rebuild it from scratch. But here’s the challenge: it’s hard not to. You see the inefficiencies. The broken tools. The duplicated work. One team uses HubSpot, another uses Pipedrive. Someone’s still managing campaigns in Trello while their neighbor swears by Asana. There are Slack channels no one checks, email threads that should’ve been a ticket, and dashboards that show five different versions of the truth. You want to clean it up. Streamline. Unify. Solve the mess. But that’s not always the job. ## **Focus on What You Were Hired to Deliver** When I’m working in a company for three to four months, my priorities are clear: – Keep momentum. – Generate results. – Build a handover-ready system for the next person. That might mean closing open sales loops, fixing underperforming lead flows, or ensuring that high-priority initiatives don’t get lost. It always includes documenting what’s working, what’s broken, and what still needs a decision. But trying to overhaul tooling and workflows during a short-term engagement? That’s a trap. It distracts from outcomes. It burns political capital. Worst of all, it can confuse the team and reduce the impact of the person who comes after me. ## **Document > Fix** Instead of fixing, I document. When I see structural issues—duplicate systems, unclear processes, conflicting goals—I write them down. Not just for myself, but for the next leader. I make it easy for them to pick up where I left off. I give context, flag inconsistencies, and share the observations that will help them get started faster. I put these notes into onboarding materials, or better yet, into a simple internal handover doc that outlines what I’d do if I were staying longer. Sometimes the most helpful thing you can do is *not* take action—but make sure the right action can happen later. ## **The Discipline of Letting Go** It’s counterintuitive, especially if you’re a builder at heart. But this kind of restraint is what makes a great fractional executive effective. We’re not measured by how many fires we put out—we’re measured by whether the machine still runs when we leave. You don’t have to fix every broken system. You don’t have to unify every tool stack. You just have to deliver on your mandate—and leave things better prepared for what comes next. **Curious how this kind of approach could work for your company?** Feel free to [connect with me on LinkedIn](https://www.linkedin.com/in/remcovanleijenhorst?ref=livain.com) or [book a short intro call here](https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ37731DDqvdJqARW90ByE8g8nJ5lF0R7CmNt27OJfAPOJl%5F0iylB8nZBztTRjFMA7QIX4OavanG?ref=livain.com). – Remco ### I Just Don’t Get Google (But I’ll Take the W?) URL: https://www.livain.com/blog/i-just-dont-get-google-but-ill-take-the-w/ Last updated: 2026-08-31T12:37:45.000Z ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2025/06/image.png) ## **The Ghost of Blog Posts Past** In 2015, I published a short post on how Dropbox and Adobe were making it easier to edit PDFs. It was useful at the time. Mobile workflows were clunky, online file sharing was evolving, and collaborative editing wasn’t what it is today. But now? We live in a world of LLMs and drones. PDF editing has been solved ten times over. And yet, somehow, Google decided *now* was the moment to bring that blog post back to life. ## **Zero Clicks, 39 Impressions — and a Lot of Questions** Here’s the funny part. The post hasn’t been updated. I haven’t touched it. I barely remembered it existed. But over the past few weeks, it’s received **39 impressions** and sits at an average position of 61.7 — not exactly front page, but not buried either. It’s peeking its head out, like a meerkat from a forgotten corner of the internet. Why? I’ve been trying to figure that out. And I’ve got a few theories. ## **1\. Google Likes to Test Stuff (A Lot)** Sometimes, Google runs experiments in the search results. Maybe a newer article disappeared or didn’t satisfy intent. So Google, being the patient librarian that it is, dusted off my old post and threw it into the mix. Think of it as a brief spotlight moment: *“Let’s see if this old thing still works.”* Spoiler: It probably doesn’t. But Google gave it a shot. ## **2\. Content Longevity Is Real** Here’s the thing about content: if it solves a problem — even an old one — it doesn’t disappear. People still search how to edit PDFs. And while the tools may have changed, the question hasn’t. Google may have detected that my post was still **technically accurate**, had decent structure, and wasn’t trying to game the algorithm. That makes it fair game to show, even years later. ## **3\. There’s Less Competition Than You Think** Not every keyword has ten new blog posts written about it every day. For niche or semi-abandoned topics like “edit PDFs in Dropbox,” the landscape may be surprisingly quiet. That creates room for older content to reappear — especially if it’s on a fast site with a clear answer. ## **4\. Freshness Doesn’t Always Mean New** Ironically, Google’s “freshness” signal doesn’t always reward *new* content. It rewards content that feels **still useful**. And it sometimes confuses that with “stable,” “unchanged,” or “not spammy.” So maybe, just maybe, my post benefited from being boring and old rather than flashy and clickbaity. ## **So… What Now?** I won’t pretend this is a case study in viral SEO. But it does remind me of something I tell clients all the time: **never underestimate the long tail.** That blog post is doing nothing, but it’s doing *something*. And sometimes, that’s enough of a reason to keep your old content around. I might update it — or not. I might add a note at the top saying “Yes, this is from 2015, and yes, PDFs are still annoying.” Or maybe I’ll just leave it as is and see what happens. ## **Final Thought** I’ve worked in marketing and tech long enough to know how search engines work. But every now and then, Google does something that makes me smile and shrug in equal measure. This was one of those moments. So if you’ve got old content sitting on your site — don’t delete it just yet. Someone (or some algo) might be looking for it. Even in 2025. – *Remco* --- **PS:** Curious what content on your site might be quietly coming back to life? I do SEO audits and content strategy sessions for founders and creators. [Let’s talk.](https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ37731DDqvdJqARW90ByE8g8nJ5lF0R7CmNt27OJfAPOJl%5F0iylB8nZBztTRjFMA7QIX4OavanG?ref=livain.com) And if you want more random stories like this one, follow me on [LinkedIn](https://www.linkedin.com/in/remcolivain?ref=livain.com). ### Cosyworld, DTC Growth & International Expansion URL: https://www.livain.com/blog/cosyworld-dtc-growth-international-expansion/ Last updated: 2026-08-31T12:37:48.000Z *Active Mandate · Fractional Marketing & Growth Executive · Home & Living (DTC) · Germany / International · 2025–Ongoing* This project documents my work as a Fractional Executive supporting **Cosyworld** with the transition from a marketplace-heavy revenue model toward a scalable, international direct-to-consumer (DTC) growth strategy. The mandate focuses on **reducing platform dependency**, building international DTC infrastructure, and aligning product, fulfillment, and marketing to enable sustainable, margin-aware growth. ## **Context** - **Company:** Cosyworld GmbH - **Industry:** E-commerce, Home & Living (Adjustable Beds, CosyLift) - **Geography:** Germany (core market), international expansion across multiple European markets - **Timeframe:** Initial discussions in March 2025; formal engagement from mid-2025; ongoing - **Role & mandate:** Fractional Executive / DTC Marketing Specialist, responsible for strategic marketing and growth direction to support international DTC expansion ## **Starting point** At the start of the engagement, Cosyworld faced a **structural growth limitation** driven by platform concentration and operational complexity. Key challenges included: - **Marketplace dependence**A significant share of revenue was generated through a single third-party platform, limiting control over: - Brand experience - Customer relationships - Data and attribution - **Inefficient growth dynamics**Investment in multiple paid channels generated visibility and traffic, but did not consistently translate into predictable, efficient growth. - **Technical and operational ambiguity** - Limited clarity around customer data flows across systems - Inconsistent technical foundations for international DTC rollout Qualitatively: - Existing marketing assets were perceived as overly corporate - Content lacked emotional relevance and storytelling depth, particularly in performance and social contexts The primary constraint was **speed with alignment**: Cosyworld needed to establish a scalable international DTC setup while aligning a large organization around a new growth direction. ## **Scope of responsibility** ### **Responsible for** - **Strategic review & discovery** - Leading a structured growth and channel review phase - Assessing SEO, paid media, TV, and social performance - **International DTC rollout strategy** - Defining the strategic and technical requirements for international DTC expansion - Supporting the setup of country-specific DTC entry points - **Marketplace optimization** - Improving marketplace visibility and structural performance - Aligning marketplace activity with broader DTC objectives - **Product & fulfillment strategy** - Supporting a shift toward alternative fulfillment models for international markets - Improving flexibility, cost structure, and product availability - **Marketing asset direction** - Guiding a shift toward more human, emotionally resonant creative - Supporting the development of new performance-ready creative formats ### **Explicitly not responsible for** - Day-to-day ERP or fulfillment system operations - Direct execution of TV media buying ### **Collaboration model** Worked closely with: - Executive leadership and founders - Internal marketing and operations teams - Specialized external agencies across marketplace and performance disciplines ## **Key decisions & initiatives** ### **Strategic shift toward DTC** A central decision was to reposition DTC as a **primary growth lever**, rather than treating it as a secondary channel alongside marketplaces. This included: - Building dedicated international DTC entry points - Reframing marketplaces as part of a broader channel mix, not the core business ### **Fulfillment and operational direction** To unlock long-term scalability: - Alternative fulfillment approaches were evaluated and initiated - Trade-offs between operational complexity and strategic control were accepted deliberately ### **Content and brand evolution** Another key initiative was evolving the brand’s communication style: - From static, product-centric messaging - Toward more **human, benefit-driven storytelling**, particularly in performance contexts ### **What was reinforced or questioned** **Reinforced** - Structural marketplace optimization - International DTC rollout foundations - Creative renewal for performance channels **Questioned** - Over-reliance on individual channels as primary growth drivers ## **Outcomes (current state)** - A clear **strategic and technical roadmap** for international DTC growth was established - The organization aligned around a **DTC-first direction** - Structural improvements to cost, flexibility, and control were identified and initiated From an organizational perspective: - Decision-making shifted from channel-centric to system-centric - Focus moved from traffic generation to **repeatable, margin-aware growth** ## **Lessons learned** ### **What I would repeat** - Running a structured, data-driven discovery phase to identify the true growth constraint - Using that clarity to align teams around a meaningful strategic pivot ### **What I would do differently** - Prioritizing foundational data and system clarity even earlier ### **What others can learn** Marketplace-led growth can scale quickly — but it often caps long-term control and profitability. Building a robust DTC capability, even with added complexity, is essential for sustainable growth. ### Why I Love Working as a Fractional Executive URL: https://www.livain.com/blog/why-i-love-working-as-a-fractional-executive/ Last updated: 2026-08-31T12:37:51.000Z ## **A Different Kind of Leadership** People often ask me what it means to be a fractional executive. Some assume it’s just another fancy name for a consultant, but it’s not. The difference is simple: **I don’t just advise—I lead**. As a fractional executive, I step into businesses, take on real leadership roles, and make strategic decisions that drive results. For me, that’s what makes this work so rewarding. I get to **roll up my sleeves, work with teams, and actually implement change**—not just suggest ideas and leave. 0:00 /0:09 1× ## **The Appeal of Being Fractional** So why not take a full-time executive role? I’ve been there before. But the beauty of being fractional is the **variety, flexibility, and impact**. I don’t get stuck in the politics or the routine of one company. Instead, I work across multiple businesses, applying what I’ve learned from one industry to another. It’s like being a **free agent in the corporate world**—I choose projects that excite me, work with teams that inspire me, and focus on solving real business challenges. ## **Why Companies Choose Fractional Leaders** For companies, hiring a fractional executive is a game-changer. They get senior-level expertise without the full-time cost. A full-time CFO might cost €360,000 a year, but a **fractional CFO can bring the same expertise for half the price**. But it’s not just about saving money—it’s about speed and efficiency. When I come into a company, I don’t waste time. I’ve seen enough businesses to know what works, and I **make decisions quickly**. I don’t get caught up in internal politics or drawn-out meetings. Instead, I bring a fresh perspective and help teams move forward with clarity. ## **The Challenge of Being a Fractional Executive** It’s not all easy, though. This kind of work requires a certain mindset. There’s no guaranteed paycheck, no corporate safety net. It means being comfortable with uncertainty and always thinking ahead. I also have to be highly selective about my clients. I don’t just take on any company—I need to know that I can make a real difference. The relationship has to be built on **trust, transparency, and alignment**. If that’s missing, it won’t work. ## **Why I Keep Doing This Work** At the end of the day, I love the **freedom, the variety, and the ability to drive real impact**. I get to **help companies grow, mentor teams, and solve complex problems**, all while maintaining my independence. And as the business world continues to evolve, I believe the fractional model is here to stay. Companies need agile leaders who can **step in, create change, and move on when the time is right**. That’s exactly what I do—and it’s why I wouldn’t trade this career path for anything else. **What do you think? Would a fractional executive be the right fit for your business?** [**Let’s talk**](https://www.livain.com/contact/)**.** Remco Livain ### E-Commerce as a Share of Retail Sales: The Normalization Era (2025 Update) URL: https://www.livain.com/blog/e-commerce-as-a-share-of-retail-sales-the-normalization-era-2025-update/ Last updated: 2026-08-31T12:37:53.000Z ## **The Current Numbers: E-Commerce in 2025** Let’s get straight to the point. As of Q1 2025, e-commerce accounts for **\~16.2%** of total retail sales in the U.S., according to U.S. Census Bureau data. This marks a stable upward trajectory from 14.9% at the end of 2022\. Year-over-year growth remains healthy, with online retail expanding at **8.9% in 2023** and expected to hit **$1.39 trillion** in total sales this year. **Update — August 2026:* The Census Bureau has since published data through Q2 2026 — I’ve added the fresh numbers below. Spoiler: the normalization thesis is holding up almost exactly as written.* Globally, that number is higher. E-commerce now represents roughly **20–21%** of total retail sales worldwide — driven by fast adoption in China, South Korea, and increasingly, parts of Europe and Latin America. By 2028, we’re expected to cross the **22.5%** threshold globally. ![Line chart of e-commerce share of retail sales from 2015 to 2025, spiking in 2020 and then normalizing](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2026/08/ecommerce-share-of-retail-chart.png) The pandemic spike corrected - and then growth went back to trend. ## **From Surge to Stability: What’s Changed?** [Back in 2020](https://www.livain.com/2022/05/e-commerce-growth-normalizes-as-a-percentage-of-retail-sales-but-why/), the pandemic sent e-commerce skyrocketing. Grocery delivery, online furniture shopping, telemedicine, even virtual fitness exploded overnight. For months, it seemed like physical retail would never recover. But instead of collapsing, **brick-and-mortar retail adapted**. The big shift wasn’t a replacement — it was integration. - **BOPIS (Buy Online, Pick Up In Store)** became a mainstay. - **Curbside pickup** is no longer a novelty. - Brands started using physical stores as **logistics hubs**, blending showroom and warehouse models. E-commerce didn’t plateau because people stopped shopping online. It plateaued because **physical retail evolved to meet digital expectations**. ## **Marketplaces Dominate, But Competition Grows** In the U.S., **Amazon still holds over 40%** of the online retail market. Walmart trails with \~$94 billion in e-commerce revenue, but is closing the gap through aggressive marketplace expansion. New players like **Temu** and **Shein** are shaking up the industry — especially among younger and budget-conscious demographics. Their rapid rise has contributed to over **15,000 U.S. store closures projected for 2025**, according to a report by CoreSight Research. But even as the marketplace wars heat up, the pie is growing. More sellers. More buyers. Higher expectations. ## **So Why Does It Matter?** Understanding the percentage of retail sales that are online isn’t just a trivia stat — it’s strategic insight. - If you’re running a D2C brand: You now operate in a hybrid landscape. Conversion may start online, but trust is often built offline. - If you’re in B2B: Your clients expect consumer-grade speed and service. The Amazon effect has fully arrived. - If you’re in retail real estate: Your tenants are not dying. They’re adapting — and you need to, too. 0:00 /0:05 1× ## **The Path Forward: It’s Not Either/Or** E-commerce won’t swallow retail whole. It will keep growing — gradually, steadily — but not exponentially. That’s not bad news. That’s the sign of a maturing, essential channel. The winners won’t be the ones who go “all-in” on digital. The winners will be those who **connect online and offline** into one fluid customer experience. That’s the real takeaway. The game isn’t e-commerce vs. retail anymore. It’s **experience vs. friction**. ## The 2026 numbers: normalization, confirmed A year of new data, same story. As of **Q2 2026, e-commerce sits at 17.1% of total US retail sales** (seasonally adjusted), up from 16.3% a year earlier, according to [US Census Bureau data](https://www.census.gov/retail/ecommerce.html?ref=livain.com) ([via FRED](https://fred.stlouisfed.org/series/ECOMPCTSA?ref=livain.com)). In Q1 2026, online sales grew 9.8% year-over-year against 3.9% for retail overall ([Census release, May 2026](https://www2.census.gov/retail/releases/historical/ecomm/26q1.pdf?ref=livain.com)). Read that again: online is still growing roughly two and a half times faster than retail as a whole — and yet the share only creeps up by less than a point a year. No step-change, no collapse. Just the steady blend I described above. What has sharpened since 2025 is the low end. The discount-marketplace pressure I flagged with Temu and Shein now has a name-brand version too — I unpacked what that means for brands in [Amazon Haul: a reality check for DTC brands](https://www.livain.com/blog/amazon-haul-a-new-reality-check-for-dtc-brands/) and [Amazon’s fulfillment expansion: blessing or trap?](https://www.livain.com/blog/opinion-amazons-fulfillment-expansion-a-blessing-or-a-trap-for-dtc-brands/). And if you want the long arc, the [2022 original of this post](https://www.livain.com/blog/e-commerce-growth-normalizes-as-a-percentage-of-retail-sales-but-why/) called the plateau before it was consensus. ## **Sources** - [US Census Bureau – Quarterly Retail E-Commerce Sales](https://www.census.gov/retail/mrts/www/data/pdf/ec%5Fcurrent.pdf?ref=livain.com) - [WSJ: Bricks-and-Mortar Stores Thrive](https://www.wsj.com/business/retail/these-bricks-and-mortar-stores-thrive-in-an-online-world-2d666308?utm%5Fsource=chatgpt.com) - [CoreSight Research – Store Closures 2025](https://nypost.com/2025/01/24/business/record-15k-us-stores-to-close-this-year-as-shein-temu-surge-report/?utm%5Fsource=chatgpt.com) - [Backlinko – Global Ecommerce Stats](https://backlinko.com/ecommerce-stats?utm%5Fsource=chatgpt.com) ## **For context** I originally wrote about this trend when it felt like we were watching history shift in real time. Now, in 2025, it’s clear: we’re not at the end of the retail story — just a more complex chapter. If you’re building a brand today, ignore the hype. Focus on the blend. That’s where the magic happens. – *Remco Livain* --- **PS:** Want to discuss your own e-commerce or retail strategy? [Connect with me on LinkedIn](https://www.linkedin.com/in/remcolivain?ref=livain.com) or [book a quick meeting here](https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ37731DDqvdJqARW90ByE8g8nJ5lF0R7CmNt27OJfAPOJl%5F0iylB8nZBztTRjFMA7QIX4OavanG?ref=livain.com). ### How Much Does a Fractional Executive Cost? URL: https://www.livain.com/blog/how-much-does-a-fractional-executive-cost/ Last updated: 2026-08-31T12:37:56.000Z It’s fair. You’re probably comparing options: Do you hire a full-time CMO? A freelancer? Try to patch things together with agency support? Or maybe, just maybe, work with someone part-time who’s done it before. So here’s how I think about cost — and more importantly, value — when it comes to fractional executive work. ## Why This Question Comes Up So Often Hiring a full-time executive isn’t just a salary decision. It’s a signal to your company, your team, and even your investors that you’re placing a long-term bet on a person. That can be the right move — but only if the timing, role definition, and support structure are already clear. Most of the companies I work with are *not* in that position yet. They know they need help. They know the team isn’t operating at its potential. And they know they can’t afford another six months of drift or indecision. But hiring a full-timer feels like too big a step — and honestly, too big a risk. > That’s where fractional leadership makes sense: > not as a cheaper version of the real thing — but as a sharper version of what’s actually needed. ## My Pricing Model — and Why It’s Built This Way I keep things straightforward. Every engagement includes: ### A Fixed Monthly Retainer This covers my direct involvement with your business. Some clients want one day a week — a steady cadence to keep leadership focused. Others need 3–4 days, either to reset a growth engine or to manage through a change. We scope that together, based on real priorities — not a menu of services. ### A Sales-Based Success Fee Especially in commercial roles, I tie part of my compensation to real-world outcomes. If we agree on revenue goals or marketing KPIs, I’ll back that with skin in the game. You win — I win. ### A 15% Coordination Fee If your internal team needs extra support, I bring in specialists — designers, content creators, CRM experts — from my trusted network. You can pay them directly or through me. Either way, I coordinate their involvement and apply a 15% markup to cover the time and accountability I take on. It’s not margin for margin’s sake — it’s what allows us to move faster without the chaos of new vendors every time. ## Is It Worth It? Let me ask you this: What does it cost to hire the wrong person for a leadership role? Or worse — what does it cost to **not make a decision at all**? I’ve seen companies waste quarters — even years — stuck in this loop: - Hire a mid-level person who’s overwhelmed - Bring in an agency that doesn’t challenge you - Burn through budget without clarity or results And it’s not because the team lacks talent. It’s because there’s no one steering. When you bring me in, you don’t just get a few consulting hours. You get leadership. You get someone who plugs into the system, makes the hard calls, and helps your team move — not stall. > I don’t charge by the hour. > I charge to **take ownership** of the one or two things that matter most — and get them unstuck. ## Every Company Is Different Some clients need one intense quarter to reset their marketing structure. Others want long-term sparring as they scale. In every case, I show up with full attention, real perspective, and a clear plan. The numbers are simple. But what you’re paying for is momentum, focus, and honest leadership. --- ## About Me I’m Remco Livain — a fractional executive with more than 20 years of experience in marketing, growth, and commercial leadership. I work with teams around the world, helping them build systems that scale and teams that thrive. I specialize in helping companies through messy in-between phases: when growth has slowed, priorities are unclear, and the org needs structure — fast. --- ## Let’s Talk Not sure what level of support you actually need? Let’s start with a conversation — no slide decks, no fluff. 👉 [Connect with Remco Livain on LinkedIn](https://www.linkedin.com/in/remcolivain?ref=livain.com) 📅 [Schedule a meeting](https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ37731DDqvdJqARW90ByE8g8nJ5lF0R7CmNt27OJfAPOJl%5F0iylB8nZBztTRjFMA7QIX4OavanG?ref=livain.com) 🌐 [Visit my contact page](https://www.livain.com/contact) ### What Does a Fractional CMO Actually Do? URL: https://www.livain.com/blog/what-does-a-fractional-cmo-actually-do/ Last updated: 2026-08-31T12:37:58.000Z Let’s start with the real question behind this search: **Can a part-time executive actually lead a marketing team and help a company grow?** Yes. But only if they’re the right kind of operator. Let me explain how I approach it — and what that looks like in practice. I was asked to step in as [interim CMO at a European health and beauty company](https://www.drsmile.de/?ref=livain.com) that had plateaued in growth. They had a great team, a solid product, and investor backing — but no clear way forward. This is what I did, and how fractional executive work adds real value. ## The Situation: Stalled Growth Despite a Strong Setup The company — a major player in the clear aligner space — had been stuck at the same revenue level for over a year. They had plenty of marketing activity: - Influencers promoting the brand - A good content pipeline - Campaigns across Europe But the final step — **converting interest into action** — wasn’t working. Leads weren’t closing. Budgets were being spent, but not scaled. And no one could quite say *why*. That’s where I came in. ## The Assessment Phase In the first few weeks, I did what I always do: I assessed the funnel. Not just the ad accounts — the **whole customer journey**. And I saw what was missing. - No clear understanding of **lead value** - No process to **analyze funnel drop-offs** - No transparency between acquisition, nurture, and sales - Lots of effort at the top of the funnel — and a complete blind spot at the bottom The team was strong. But they weren’t aligned on the outcomes. That’s where fractional leadership makes a difference. ## What I Did as Interim CMO I didn’t just suggest improvements. I **rebuilt the system with the team**, side by side: - Defined clear **lead valuation frameworks** so we knew what a qualified lead was worth - Brought in top-notch performance marketers and CRM specialists from my own network - Designed **reporting structures** that showed progress weekly, not quarterly - Built a simple but scalable model for understanding campaign ROI in near real time And most importantly — I helped the team **see what was working and act on it faster.** Within just a few months, they went from guesswork to clarity. And that meant: more scale, more predictable results, and fewer wasted cycles. ## The Ongoing Role After the initial growth phase, I stepped back into a coaching role. I helped management recruit long-term leaders, onboard new hires, and manage expectations between the C-suite and investors. That’s the other side of fractional work — you’re not just leading marketing. You’re translating between founders, operators, and boards. You’re a fixer, a coach, and sometimes a reality check. > This was a great example of why I love this work: > I came in when it mattered, helped a talented team move forward, and left behind a structure that continued to scale. --- ## About Me I’m Remco Livain — a fractional executive with over two decades of experience across marketing, sales, and commercial leadership. I specialize in **marketing leadership**, **team restructuring**, and **scaling commercial systems**, especially for fast-growing businesses. My clients include companies in the health & beauty sector, solar and energy, luxury retail, and direct-to-consumer brands. I work worldwide, both remote and on-site, with a simple engagement model: a fixed retainer, a performance-based success fee, and a 15% coordination fee when you need additional marketing support. --- ## Let’s Talk If you’re wondering whether a fractional CMO could help you get unstuck — let’s have that conversation. 👉 [Connect with Remco Livain on LinkedIn](https://www.linkedin.com/in/remcolivain?ref=livain.com) 📅 [Schedule a meeting](https://calendar.google.com/calendar/u/0/appointments/schedules/AcZssZ37731DDqvdJqARW90ByE8g8nJ5lF0R7CmNt27OJfAPOJl%5F0iylB8nZBztTRjFMA7QIX4OavanG?ref=livain.com) 🌐 [Visit my contact page](https://www.livain.com/contact) ### Stop Hiring for Tactics. Start Hiring for Leverage. URL: https://www.livain.com/blog/stop-hiring-for-tactics-start-hiring-for-leverage/ Last updated: 2026-08-31T12:38:01.000Z There’s a moment in most growing businesses where leadership says: “We need more people.” Marketing’s overwhelmed. Sales is stretched. Product is behind. So the instinct is to hire fast—often junior, often cheap, often with very narrow job specs. I get the impulse. But more people doesn’t equal more output. Not if they aren’t set up to scale thinking, not just tasks. > *“If your hires can only do what you tell them to do, they’re not helping you scale. They’re helping you stay busy.”* ### Tactical vs. Strategic Hires Hiring for tactics means bringing in someone to execute known tasks: write ads, build decks, update the CRM. There’s a place for that. But if everyone on your growth team is tactical, you’re constantly managing workflows—not creating compounding output. Hiring for leverage means something else entirely. It means hiring people who: - Spot patterns before they become problems - Propose better ways to execute the plan, not just follow it - Connect dots across teams, tools, and timelines - Teach others, reduce dependencies, and create durable assets > *“A leveraged hire doesn’t ask what to do next. They ask what’s not being done—and why.”* ### What This Looks Like in Practice I once worked with a scaleup that had 12 people in marketing, all running around executing campaigns. But there was no one thinking about long-term messaging, channel mix, or lead quality. They didn’t need more hands. They needed one strategic thinker who could recalibrate the whole engine. Hiring for leverage often means hiring fewer—but more senior—people. Or giving mid-level talent the room and trust to step into a more strategic mindset. The mistake isn’t hiring junior. It’s hiring junior and expecting them to solve senior problems without support. ### How to Change the Pattern Ask yourself: - Are we hiring to solve symptoms or redesign systems? - What outcomes are we expecting from this hire—and can they realistically deliver that? - Who on the team is currently underutilized—and why? Before your next hire, write down what success in that role looks like *in 12 months*. Then ask: does the job description, onboarding plan, and team structure make that success possible? > *“Hiring for leverage is an exercise in clarity. If you can’t define what good looks like, you’ll never recognize it in an interview.”* --- ### What You Can Do Today - Audit your last 3 hires: were they hired to execute or to elevate? - Look at your org chart and ask: where is no one thinking long-term? - Identify one person who’s ready to take on more—but hasn’t been asked - Update one job description to reflect ownership, not just output The companies that scale well don’t just hire faster. They hire smarter—and design teams that create leverage, not dependency. --- I write about strategic growth, org design, and what it takes to build teams that scale. Follow along here or on [LinkedIn](https://linkedin.com/in/remcolivain?ref=livain.com) or X [@rlivain\_builds](https://x.com/rlivain%5Fbuilds?ref=livain.com). ### Growth Isn’t a Department — It’s a System URL: https://www.livain.com/blog/growth-isnt-a-department-its-a-system/ Last updated: 2026-08-31T12:38:03.000Z I’ve lost count of how many times I’ve been called in to help a business “fix growth.” Usually, what I find isn’t a problem with the individual teams. It’s the spaces between them that are broken. Growth doesn’t live in marketing. It doesn’t live in sales. It lives in the system that connects them—with product, with ops, with leadership. When those connections are shallow or absent, you get friction. And friction kills momentum. > *"If you're solving channel performance without looking at handovers, feedback loops, and incentive alignment, you're just polishing one cog while the machine grinds."* ### The Real Anatomy of Growth A functioning growth system includes three critical dynamics: 1. A clear and shared understanding of the customer journey 2. Tight feedback loops between every team that touches that journey 3. Leadership alignment on what ‘good growth’ looks like In a true growth system, marketing doesn’t just hand off leads. They co-create sales materials. Sales doesn’t just close deals—they feed back insights to marketing and product. Product doesn’t build in isolation—they attend sales calls, read support tickets, and understand how the message lands. > *"The best teams I’ve worked with don’t wait for silos to create problems—they build bridges before the cracks appear."* ### Why Most Companies Get This Wrong It’s not because they’re lazy or misaligned in spirit. It’s because organizational design and growth targets often evolve on different timelines. You build out a marketing team before sales is ready to absorb the volume. Or you push product updates before support has the tools to handle the fall-out. These mismatches compound. And eventually, someone says, “Growth isn’t working.” But growth *is* working. It’s just out of sync. ### How to Start Thinking in Systems The first step is to shift how you talk about growth internally. Stop attributing wins or losses to a single function. Start mapping how those functions interact. - What parts of the customer journey are owned vs. co-owned? - Where do decisions in one department impact another? - How are success metrics reinforcing—or working against—each other? When I enter a company, I don’t ask “Who owns growth?” I ask, *“How does growth move through this company, and where does it slow down?”* That’s where the answers live. --- ### What You Can Do Today - Map your current lead-to-revenue journey as a leadership team - Identify three points where teams hand off ownership - For each handoff, ask: is this frictionless, and do we all agree on what success looks like? - Pick one of those handoffs and fix it—not with a meeting, but with a process and a shared metric > *“Sustainable growth doesn’t come from fixing isolated parts. It comes from designing for flow.”* --- I write about operational leadership, growth design, and how to build systems that scale. Follow along here or on [LinkedIn](https://linkedin.com/in/remcolivain?ref=livain.com) or X [@rlivain\_builds](https://x.com/rlivain%5Fbuilds?ref=livain.com). ### What to Ask Your Head of Sales (That You’re Probably Not Asking) URL: https://www.livain.com/blog/what-to-ask-your-head-of-sales-that-youre-probably-not-asking/ Last updated: 2026-08-31T12:38:06.000Z Too many leadership conversations around sales start and end with: “Are we hitting target?” That question matters, of course. But it tells you nothing about why you're on track, off track, or flying blind. If you're an executive trying to lead growth—not just watch it happen—you need better inputs. The real story behind revenue performance lives in the details your Head of Sales is likely managing, but not always surfacing. ### Seeing Past the Numbers Yes, dashboards matter. But they’re just the output. What you want is insight into the machine that’s producing those results. That means asking questions that reveal how the team thinks, not just what they’ve done. One thing I often tell CEOs: *"If your Head of Sales can’t explain where the friction is in the funnel without opening Salesforce, you don’t have a visibility problem—you have a leadership one."* Start with a conversation about opportunity quality. What truly defines a qualified lead? Is there alignment with marketing and product on that definition? If not, you’re setting up your teams to run parallel races instead of one integrated campaign. Then look at time: where are deals slowing down, and why? In the best sales organizations I’ve worked with, leaders could tell me exactly where deals tend to stall—and how they coach their reps through those points. In weaker setups, the answer is usually vague: “we just need more leads.” You’ll also want to understand the territory and account strategy. Is your team chasing what’s possible—or just what’s familiar? Good sales teams evolve. Great ones evolve their criteria. ### Creating Space for Better Conversations You’re not looking to micromanage. You’re trying to empower. So frame your questions around curiosity, not control. Here are five that consistently open up honest discussion: > *"What are the consistent objections we’re hearing, and are they changing over time?"* > *"Where in the process do we lose energy or confidence? What part of the deal cycle feels too long or too soft?"* > *"If we had to grow by 50% next year without hiring, what would we do differently?"* > *"Which customers do we wish we had more of—and what made those deals work?"* > *"What’s something we used to do well that we’ve let slip?"* When I step into companies as a fractional exec or advisor, these are some of the first questions I ask. Because how a Head of Sales answers them tells you almost everything about how the team is run. ### And Then, Support Them It’s easy to scrutinize sales. It’s harder to build conditions for their success. That means: - Give them a say in pricing and packaging. - Make sure they’re looped in early on product changes. - Let them influence marketing priorities. - Provide real support in coaching, tooling, and resourcing. As I often tell clients: *"A sales team without a seat at the strategy table is just firefighting with a quota."* ### Closing Thought When your sales leader trusts you enough to tell the whole story—not just the headline—you unlock one of the most powerful levers in the business: honest, coordinated growth. --- I write about real-world growth strategy, cross-functional leadership, and how to build revenue teams that work. Follow along here or on [LinkedIn](https://linkedin.com/in/remcolivain?ref=livain.com) or X [@rlivain\_builds](https://x.com/rlivain%5Fbuilds?ref=livain.com). ### Marketing Is Not the Problem. Alignment Is. URL: https://www.livain.com/blog/marketing-is-not-the-problem-alignment-is/ Last updated: 2026-08-31T12:38:09.000Z I’ve seen it in scaleups, in family businesses, in VC-backed startups: the CEO gets frustrated with the marketing team. The numbers aren’t where they should be. Campaigns don’t convert. Sales blames marketing. Marketing blames sales. Everyone agrees it’s “not working.” But 9 times out of 10, the real issue isn’t marketing execution. It’s that no one’s really agreed on what marketing is supposed to do in the first place. ### Defining Alignment When I talk about alignment, I’m referring to the shared clarity between leadership, marketing, sales, and product teams on what the business is trying to achieve—and how each function contributes to it. Alignment isn’t about getting along in meetings. It’s about making decisions based on the same understanding of success. True alignment in marketing requires a clearly defined company strategy, well-understood customer segments, product readiness, continuous sales feedback, responsible budgeting, and—perhaps most importantly—executive support. If even two of these components are missing, marketing becomes a guessing game. ### How Misalignment Shows Up Misalignment is rarely obvious at first. It hides behind surface-level frustrations and inconsistent expectations. Leaders say they care about brand building, but push the marketing team for immediate lead volume. Sales wants to go after enterprise clients, while marketing has been optimizing campaigns for small business leads. The product team keeps iterating, but the messaging has already been finalized and scheduled. I’ve worked with teams where the marketing department was being measured on engagement metrics, while the CFO only cared about customer acquisition cost. In those environments, no amount of smart execution can make up for strategic contradiction. ### The Executive’s Role If you’re leading a company or business unit and you’re frustrated with growth, the answer probably isn’t to “fix marketing.” Instead, ask yourself: do we all share the same picture of what success looks like? When did we last review our growth goals together—not in functional silos, but across leadership? From there, the most useful thing you can do is rebuild the connection between marketing, sales, and product. These aren’t separate departments. They’re three parts of the same engine. If one of them is out of sync, the rest suffer. ### Why Alignment Is the Force Multiplier Misalignment burns resources—time, budget, and morale. But when alignment is in place, even modest marketing strategies perform better. And when the team is truly in sync, great marketing compounds. Campaigns convert faster, sales cycles shrink, and the brand becomes a magnet for the right kind of growth. Marketing isn’t the problem. But how you structure, support, and integrate it into the business? That’s often where the real challenge begins. ### What You Can Do Today If you're a founder, CEO, or executive trying to get more clarity from your marketing and sales teams, here are five high-leverage questions to start with: 1. What specific business outcomes are we aiming for this quarter, and how do marketing and sales contribute to each? 2. Do we agree on who our ideal customer is today—not just in theory, but based on data? 3. Where are the handovers between marketing, sales, and product creating friction or confusion? 4. Are the KPIs we're tracking aligned across teams, or are we rewarding contradictory behaviors? 5. What blockers—internal or external—are slowing down campaign execution or sales velocity? And here’s how you can enable your teams more effectively: - Bring them into strategic conversations earlier. - Clarify trade-offs. Don’t ask for long-term brand work and short-term pipeline at the same time. - Fund them properly. Under-resourced marketing can’t perform magic. - Listen. The best insights about your business often come from the people closest to your customers. Alignment doesn’t mean everyone agrees on everything. It means the direction is clear, and the teams trust each other to move in it. --- I write about building growth systems that actually work—from marketing and sales to product and org design. If this hits home, follow along here or on X [@rlivain\_builds](https://x.com/rlivain%5Fbuilds?ref=livain.com) or [LinkedIn](https://linkedin.com/in/remcolivain?ref=livain.com). ### Calm in Chaos: How I Lead When Things Get Messy URL: https://www.livain.com/blog/calm-in-chaos-how-i-lead-when-things-get-messy/ Last updated: 2026-08-31T12:38:12.000Z I’ve stepped into companies mid-crisis. I’ve launched teams that didn’t yet have processes, tools, or even job descriptions. I’ve worked with clients where priorities changed weekly. What kept things moving wasn’t a brilliant strategy slide—it was staying calm enough to focus. ### Pressure Is Inevitable. Drama Is Optional. When things go wrong (and they will), the last thing your team needs is a leader who mirrors their stress. What they need is someone who can see clearly through the noise and set a direction they can follow. Calm leadership isn’t about being passive. It’s about creating a stabilizing force when everything else is shaky. ### The Power of Composure People often assume confidence comes from having all the answers. I’ve found the opposite: real confidence comes from knowing you’ll figure it out—together. I don’t fake certainty. I project stability. That’s what gives people the room to perform under pressure. ### How I Show Up in the Storm - I prioritize fast and re-prioritize often - I hold the emotional line when stakes are high - I reduce noise, not amplify it - I don’t let uncertainty paralyze progress ### Why It Works In the end, teams remember how they felt during the hard moments. Did they feel safe? Did they feel supported? Did they feel like someone was steering the ship? If the answer is yes, they’ll walk through fire with you. Calm doesn’t mean you don’t care. It means you care enough to keep others steady. --- I write about operational leadership, team culture, and decision-making in high-pressure environments. If this resonates, follow me on [LinkedIn](https://linkedin.com/in/remcolivain?ref=livain.com) or X [@rlivain\_builds](https://x.com/rlivain%5Fbuilds?ref=livain.com). ### Stranded Assets Start with Silence URL: https://www.livain.com/blog/stranded-assets-start-with-silence/ Last updated: 2026-08-31T12:38:14.000Z ## **Why Real Estate Needs ESG Triage, Not Just Disclosure** Every real estate portfolio has stranded asset risk. Most just haven’t labeled it yet. And disclosure? It’s rarely the first step in fixing the problem. It’s a mirror. What real estate leaders really need is a triage protocol — a way to identify and act on risk before it becomes loss. This post is about what we get wrong in ESG strategy, and what we must do differently to prepare portfolios for what’s next. ### **The Quiet Emergency Inside Every Portfolio** A stranded asset isn’t just an obsolete factory or a dilapidated building in a flood zone. It’s often an apartment block with average ratings, decent occupancy, but no clear path to meet 2030 energy targets. It’s the logistics center with single-glazed windows and a heat pump plan that’s “still under review.” What makes these assets stranded isn’t just emissions. It’s **inertia**. As [Plan Be Eco notes](https://planbe.eco/en/blog/top-trends-in-esg-reporting-for-the-real-estate-industry/?utm%5Fsource=livain.com&utm%5Fmedium=blog&utm%5Fcampaign=lookthrough&utm%5Fcontent=stranded-assets-post), sustainability trends in real estate are being shaped by energy certification requirements, regulatory disclosures, and intelligent data systems. But none of these trends solve the deeper issue: knowing which assets in a portfolio are actually worth investing in — and which ones are quietly deteriorating the long-term financial outlook. > *“The most dangerous assets aren’t the worst-performing ones. They’re the ones nobody is talking about.”* ### **Why Disclosure Isn’t the Solution** There’s been a significant push for transparency in ESG, especially across European portfolios. The EU’s SFDR and CSRD regulations, along with taxonomies like GRESB and CRREM, have given institutional owners a clear mandate: report, align, disclose. And yet, disclosure still doesn’t answer fundamental questions like: What should I retrofit this year? What can I defer? What is already beyond saving? The gap isn’t a lack of data — it’s a lack of **decision-making clarity**. That’s what I see every week in my work with [Lookthrough](https://www.lookthrough.io/?utm%5Fsource=livain.com&utm%5Fmedium=blog&utm%5Fcampaign=lookthrough&utm%5Fcontent=stranded-assets-post), where real estate teams struggle to move from insights to action. ## **Triage Is the Missing Link** In medicine, triage means assessing patients based on urgency, feasibility of care, and likelihood of recovery. Real estate portfolios need the same kind of prioritization model. ESG doesn’t have to be perfect. It has to be useful. What we need is a method for quickly identifying: - Which buildings are at the highest risk of becoming uninsurable or non-compliant in the next five years - Which ones have a viable, cost-effective retrofit path - Which ones should be sold, mothballed, or completely restructured That’s the work we do at Lookthrough. We combine energy data, policy timelines, estimated retrofit costs, and feasibility constraints — not to build another dashboard, but to guide **what to do first, and why**. ### **How to Spot a Stranded Asset (Before the Market Does It for You)** Let’s put this simply: if you don’t know whether a building in your portfolio will meet 2030 targets, you’re already exposed. And if you don’t know how much it will cost to get it there, that exposure is unquantified — and therefore unaccounted for in your risk model. Stranded asset risk shows up in ways you might not expect: rising vacancies, declining tenant retention, increasing insurance premiums, or slower financing timelines. As noted by [Climate X](https://x.com/ClimateXLtd/status/1933102982209433751?utm%5Fsource=livain.com&utm%5Fmedium=blog&utm%5Fcampaign=lookthrough&utm%5Fcontent=stranded-assets-post), it’s no longer just about climate exposure. It’s about resilience — and whether or not your assets are aligned with where capital is willing to go. ### **The Real Shift: From Reporting to Readiness** You won’t fix this with disclosure. You fix it with action. The industry needs a new maturity model, one that goes beyond benchmarking and toward execution: 1. **Transparency:** Know your numbers, align with regulation. 2. **Translation:** Turn risk into prioritized investment paths. 3. **Execution:** Retrofit what matters, within your budget and capacity. 4. **Validation:** Show impact — not just intent. Right now, most portfolios are stuck between Step 1 and Step 2\. They’re tracking carbon, sure. But they’re not yet deploying capital based on climate-adjusted ROI. ### **What you should really** take **to heart** We don’t need more ESG noise. We need ESG triage. > “Stranded asset risk is the shadow hanging over every uninformed retrofit strategy. If you’re not actively identifying your weakest links, the market will do it for you.” Don’t wait until the next regulatory report to find out which buildings are holding your portfolio back. Find out now. Prioritize now. Act now. Follow [@rlivain\_builds](https://x.com/rlivain%5Fbuilds?utm%5Fsource=livain.com&utm%5Fmedium=blog&utm%5Fcampaign=lookthrough&utm%5Fcontent=stranded-assets-post) for more thinking at the intersection of climate, capital, and operational execution. To see how we’re helping real estate portfolios map, model, and act on climate risk — before it turns into stranded asset loss — visit [lookthrough.io](https://www.lookthrough.io/?utm%5Fsource=livain.com&utm%5Fmedium=blog&utm%5Fcampaign=lookthrough&utm%5Fcontent=stranded-assets-post). ### I Work with Brilliant People. My Job? Push Them Further. URL: https://www.livain.com/blog/i-work-with-brilliant-people-my-job-push-them-further/ Last updated: 2026-08-31T12:38:17.000Z One of the most fulfilling parts of my work is surrounding myself with high performers. People who think fast, execute even faster, and bring domain expertise I’ll never have. That’s exactly the environment I want to be in—because my job isn’t to outshine anyone. It’s to help them do their best work. ### It Starts with Respect I’ve never believed in managing through ego. If I’ve hired someone, or brought them into a team, it means I already respect what they bring. But respect doesn’t mean complacency. The people I trust the most? I challenge the hardest. Not because I doubt them. But because I know they’re capable of more. ### The Value of Being Challenged The best feedback I’ve ever gotten was from people who didn’t let me get away with “good enough.” They asked better questions, pushed my assumptions, and invited me to raise the bar. That’s the environment I aim to create in any team I lead. People don’t grow from being protected. They grow when you give them real responsibility and expect them to rise to it. ### How I Lead in High-Performing Teams - I ask tough questions early and often - I praise good thinking, but never flatter - I encourage dissent—then help turn it into action - I hold people to their own ambitions, not mine ### Challenge Only Works with Safety Of course, none of this works without trust. People can only push themselves when they know someone has their back. So I focus on building environments where people feel safe enough to take risks—and supported enough to learn when they fall short. I don’t need to be the hero. I want to be the person who helped someone else become one. --- I write about real-world leadership, team development, and performance in the context of high-growth environments. If this post resonates, connect with me on [LinkedIn](https://linkedin.com/in/remcolivain?ref=livain.com) or on X [@rlivain\_builds](https://x.com/rlivain%5Fbuilds?ref=livain.com). ### Assume They Can: Leading with Trust Before Proof URL: https://www.livain.com/blog/assume-they-can-leading-with-trust-before-proof/ Last updated: 2026-08-31T12:38:19.000Z I’ve never been a fan of the “prove it first” school of leadership. If someone’s joined the team, they’re already through the door. Why make them jump through hoops before they’re allowed to make an impact? When you give people space and trust early on, most rise to the occasion. Not because they’ve figured it all out—but because someone believed they could. ### **Trust Is a Starting Point, Not a Reward** In high-performing environments—especially in industries like energy, mobility, and consulting—there’s always pressure to deliver. That pressure can create a culture of hesitation: don’t act until you’re sure, don’t speak unless you’ve got the data, don’t own something unless it’s perfect. That’s not how I build teams. I’d rather work with people who are willing to stretch than people who play it safe. So I lead by showing that it’s okay to take initiative before you feel ready. ### **Creating a Zone for Growth** I’ve seen junior team members outperform senior ones simply because they were trusted early. I’ve seen operations leads step into client meetings that weren’t “their responsibility”—and absolutely crush it. I’ve watched people transform when someone removed the ceiling above them. I don’t expect perfection. I expect curiosity, ownership, and follow-through. The rest can be coached. ### **What I Do as a Leader** - I give people stretch opportunities fast - I praise bold thinking, even if the first version is rough - I check in often but don’t hover - I frame feedback as future-facing, not backward-looking ### **The Catch: You Have to Let Go** This leadership style isn’t for everyone. If you need to control every outcome, it will feel risky. But in my experience, this is how people grow fast. It’s how companies grow with them. And it’s how trust becomes a multiplier, not a bottleneck. --- I write about leadership in high-growth, high-stakes environments. If this post resonates, follow along here or connect with me on [LinkedIn](https://linkedin.com/in/remcolivain?ref=livain.com) or on X [@rlivain\_builds](https://x.com/rlivain%5Fbuilds?ref=livain.com). ### From Zero to Local Hero: Operational Lessons from New Market Entry URL: https://www.livain.com/blog/from-zero-to-local-hero-operational-lessons-from-new-market-entry/ Last updated: 2026-08-31T12:38:21.000Z Going from "who are you?" to "oh, you're *them*" is one of the most underestimated transformations in any new market entry. And yet, it’s the one that defines whether you’ll survive. In e-mobility and energy, this isn’t just about brand awareness. It’s about being trusted to install infrastructure. Being seen as a reliable partner. Being asked to the table when new policies are discussed. If you’re not a local hero, you’re just a foreign player with deep pockets and no roots. ### There’s No Shortcut to Local Relevance In Switzerland, I’ve seen global brands try to scale by flying in experts and running ops from HQ. The result? Frustrated partners, stalled permits, and invisible retail presence. On the flip side, I’ve watched smaller players win the market simply by showing up—literally. Local presence, real relationships, and the patience to work through friction make all the difference. People want to work with people. Especially in construction, infrastructure, and public-sector adjacent spaces. If your ops team can’t get a call back from the cantonal grid authority, you’ve got a bigger problem than just marketing. ### What Gets Overlooked - **Municipal Partnerships**: These are slow-moving but high-leverage. Get to know the people who influence land use and infrastructure planning. - **Regulatory Rhythm**: Every market has its own bureaucratic pulse. You need someone who speaks it fluently. - **On-the-Ground Feedback Loops**: Central teams love dashboards. But local feedback from technicians, site managers, and frontline partners is where the real intel lives. - **Cross-functional Trust**: Ops, marketing, legal, and commercial can’t live in silos. Especially when the product is physical and highly visible. ### The Human Side of Operations The best market entries I’ve seen—and been part of—are the ones where the first dozen team members knew each other’s birthdays, not just their KPIs. Operational excellence isn’t just about hitting milestones. It’s about getting people to go the extra mile when it matters. That takes trust. And trust is always local first. ### Advice for Operators Entering New Markets 1. Spend the first month listening, not executing. 2. Meet your critics early—they’ll make your launch smoother. 3. Map influence, not just stakeholders. Know who *actually* makes decisions. 4. Keep your leadership visible, humble, and physically present. Because in the energy and mobility space, you don’t just earn a license to operate—you earn your spot in the community. --- If you’re thinking about entering a new market, especially in energy or infrastructure, I’d love to swap ideas. Follow me on [LinkedIn](https://www.linkedin.com/in/remcolivain?ref=livain.com) or on X [@rlivain\_builds](https://x.com/rlivain%5Fbuilds?ref=livain.com). I write about the human side of building things that matter. ### Marketing Infrastructure: It’s More Than Just EV Chargers URL: https://www.livain.com/blog/marketing-infrastructure-its-more-than-just-ev-chargers/ Last updated: 2026-08-31T12:38:24.000Z Most people think marketing infrastructure is about logos, ads, and maybe the occasional Google campaign. But in sectors like e-mobility or decentralized energy, it's something far deeper: it’s about trust, public perception, and cultural adaptation. Let’s be honest—selling charging stations isn’t sexy. You’re offering kilowatts, uptime, and reliability. Yet when you look at the most beloved brands in this space, what people actually connect to is identity: sustainability, empowerment, progress, freedom. ### Physical Infrastructure Needs an Emotional Narrative A charging station is a utility. A solar inverter is a box. Even the smartest home battery doesn’t tell its own story. If you want to build momentum around clean energy, you have to go beyond function. That means marketing the mission *and*the experience. I remember walking past a row of charging stations on a Swiss highway, all identical in specs. But only one had a queue. Why? Simple: better lighting, cleaner signage, a clearer app, and a brand that felt like it gave a damn. In fast-growing sectors where adoption is still early-stage, perception *is* adoption. And that’s marketing infrastructure: not just the tools you use, but the trust you build. ### Beyond Ads: What Good Infrastructure Marketing Looks Like - **Local Relevance**: Tailoring visuals, language, and messaging to local norms and fears. What sells in Oslo doesn’t fly in Lausanne. - **Consistency**: From your charging UI to your onboarding emails, trust is built in the details. - **Visibility**: Not just digital. Physical signage, community engagement, co-branding with municipalities—these things matter. - **Customer Support as a Channel**: The best energy brands treat every service interaction as marketing. Because it is. ### Lessons From the Field In my work helping energy and mobility players enter new regions, marketing is often treated as the final step. First comes hardware, permits, locations—and *then* someone asks, “So how do we tell the story?” That’s backwards. Story comes first. It helps with hiring, with partnerships, with early community acceptance. It’s how you gain traction when no one knows who you are yet. ### Build Brand Like You Build Stations Every charging station you install, every solar contract you sign, every app update you push—they all add up to something bigger. Marketing is the connective tissue. It’s what makes the difference between a scattered rollout and a recognizable presence. Because at the end of the day, you’re not just offering electricity. You’re offering a vision of the future. --- If this resonates with you and you’re in the business of building things that last—brands, infrastructure, trust—follow along here or on X @rlivain\_builds. I’ll keep sharing what I’ve learned rolling out new markets and messaging in the world of energy. ### Don’t Tell Me What Went Wrong. Tell Me What We Do Now. URL: https://www.livain.com/blog/dont-tell-me-what-went-wrong-tell-me-what-we-do-now/ Last updated: 2026-08-31T12:38:28.000Z I’m not the kind of leader who needs a detailed report on whose fault it was. That’s not how you move a team forward. When something breaks, I want to know what we’re doing to fix it—and how we make sure it doesn’t happen again. I’ve worked in high-growth environments, launched new markets, and stepped into roles mid-crisis. The same pattern always shows up: when pressure hits, teams either freeze, deflect, or move. My job is to help them move. ### **Focus Is a Choice** There’s a time and place for a post-mortem. But in the moment, I care more about what’s actionable than what’s already behind us. Energy is a finite resource in any team. I want to spend it solving—not circling. It’s not about ignoring the past. It’s about not getting stuck in it. ### **Why This Works** People thrive when they feel seen, trusted, and directed. If your first response to a mistake is blame, you create fear. If your response is clarity, action, and ownership—you create momentum. I’ve led teams through product launches that were behind schedule, solar projects that hit bureaucratic walls, and sales teams that couldn’t hit pipeline targets. In every case, the fastest way forward wasn’t to run an audit. It was to realign, act fast, and learn while doing. ### **What I Look for Instead** - What’s the real blocker here? - What’s within our control today? - Who can lead the next step? - How do we make sure this doesn’t repeat? This mindset also builds trust. People know I won’t throw them under the bus. But they also know I expect forward movement—always. ### **Leadership Is Action, Not Analysis** There’s a reason I prefer rolling up my sleeves over writing long post-mortem slides. It’s because leadership is about where you direct your team’s attention. I choose the road ahead. --- If you’re navigating a tough moment or growing through change, I’d love to connect. I write about real-world leadership, growth, and team culture here and on X [@rlivain](https://x.com/rlivain?ref=livain.com) and [LinkedIn](https://linkedin.com/in/remcolivain?ref=livain.com). ### Rolling Out a Country Is Not a Project — It’s a Movement URL: https://www.livain.com/blog/rolling-out-a-country-is-not-a-project-its-a-movement/ Last updated: 2026-08-31T12:38:31.000Z Somewhere along the way, we started treating market entry like a checklist. Incorporate the legal entity, hire a country manager, launch a press release, tick the boxes. In fast-paced industries like tech or consumer goods, that playbook might have been enough. But when you work in infrastructure-heavy, mission-driven sectors like energy or e-mobility, things look very different. You don’t "launch" a country. You embed yourself in it. In my years building and scaling teams across Europe—from e-commerce and performance marketing to solar and EV infrastructure—I’ve learned that entering a new market isn’t a project. It’s a social, political, and operational movement. One that takes roots. One that demands patience, humility, and serious local leadership. ### What Are You Really Building? When you roll out a new country in the energy or e-mobility space, you're not just setting up operations. You're negotiating with municipalities, navigating grid access, understanding building permits, and figuring out how to position your brand in a way that builds public trust. This is especially true when what you offer is visible, physical, and touches everyday life. EV charging stations, solar panels, insulation upgrades—these things shape the world people live in. The infrastructure you bring changes the urban landscape. And if you want to be embraced, you need to get the story right from the beginning. ### The Power of Local Insight In my experience, the companies that succeed fastest are the ones that don’t just expand *into* a market—they expand *with*it. They build local teams early. They talk to the neighbours, not just the investors. They understand that what works in the Netherlands doesn’t fly in Zurich or Ticino. Too many global players show up thinking they can "copy-paste" their operations. That’s not only inefficient—it's disrespectful. And in heavily regulated, fragmented markets like Switzerland or Germany, it's also doomed. ### Why This Matters for Energy We’re not just talking about a growth strategy here. We’re talking about climate impact. The transition to renewable energy, to electric mobility, to sustainable buildings—it needs to happen faster. But speed without community is a house of cards. That’s why I believe that entering a new country isn’t just business expansion. It’s change management. And the best leaders are not just executors, they’re ambassadors. They help local stakeholders see how this future benefits them—not just the company entering their market. ### From My Playbook In every rollout I’ve worked on, I’ve spent time not just with teams and clients, but with landlords, architects, and civil servants. I’ve helped brands craft local marketing narratives that reflect regional values. I’ve coached teams to balance speed with respect. It’s never perfect, but it’s always worth it. So if you’re in the business of change—and energy most definitely is—don’t just think about what it takes to get live. Think about what it takes to stay relevant. Because in the end, the difference between a project and a movement is whether people want it to succeed after you’ve gone home. --- If you liked this post and want to follow along as I share more thoughts on market rollouts, marketing infrastructure, and building teams in the energy sector, follow me here or on X [@rlivain\_builds](https://www.x.com/rlivain%5Fbuilds?ref=livain.com). Let’s connect. ### Marketing Is Not Dead—You’re Just Doing It Wrong URL: https://www.livain.com/blog/marketing-is-not-dead-youre-just-doing-it-wrong/ Last updated: 2026-08-31T12:38:34.000Z ## **Why Marketing Feels Broken** At some point in the past few years, a strange thing happened. Marketing, once a craft honed through storytelling, customer insight, and endless experimentation, started getting treated like a vending machine. Plug in an AI tool, churn out 20 blog posts, and wait for leads to pour in. Easy, right? Except it’s not working. At least not for most. The problem isn’t that marketing is obsolete—it’s that we’ve forgotten what marketing actually is. It’s not just SEO. It’s not just paid ads. And it sure as hell isn’t just feeding prompts into ChatGPT. Marketing, at its core, is the ability to create understanding and desire. That’s still true whether your customer finds you through Google, a podcast, or a chatbot in a large language model. ## **Content Without Context Is Just Noise** Every founder I speak with knows they “should be doing more content.” What they really mean is: they’re hoping content will somehow unlock growth. But few are doing it systematically. Even fewer are tailoring it to the actual use cases of their products. Let me give you a real-world example. One of my clients had a great software tool that could be used by architects, real estate developers, and ESG consultants. Three different audiences. Three different languages. But their website? One-size-fits-all. No use-case pages. No audience-specific funnels. No structured thought leadership. We changed that. We created modular content pathways for each audience segment, tailored landing pages for search and model ingestion, and set up structured performance reviews to refine messaging. The result? Better SEO rankings, yes—but more importantly, better comprehension and trust from the audience. And here’s the thing: this wasn’t rocket science. It was just… real marketing. ## **Are You Writing for Google—or the Machines That Read Google?** Here’s where it gets even more interesting: the way people find content is changing. Google is still powerful, but increasingly, people are discovering information through other systems—AI assistants, LLM-powered search, aggregators that summarize and contextualize your content. That means we need to start thinking beyond metadata and keywords. We need to write content that explains products clearly, deeply, and structurally—so it can be understood not just by humans, but also by the machines that help those humans make decisions. A good product page today should read like a thoughtful, semantically rich source of truth. It should answer questions, anticipate use cases, and offer enough context to be cited by an LLM trained on the open web. This is where most businesses are failing right now—and where the opportunity lies. ## **Systematic, Not Sporadic** Here’s the truth: doing marketing well today means creating systems, not campaigns. That doesn’t mean you need 100 pieces of content. It means you need a reason for every piece you create—and a plan for how it fits into your funnel. It means defining which use cases you want to own, what your audience actually searches for, and how you’ll be discovered in a world of fragmented attention and machine-powered search. This is what I help companies do. No judgment, no fluff. Just a hard look at what’s working, what’s not, and how we turn content into a lever for real business impact. Not just reach. Not just traffic. Impact. ## **An Open Invitation** If any of this resonates with you, consider this a gentle nudge. Every now and again I post a shout-out like this on my blog: I’m always open to new projects. My day might be full, but my mind never is. I want to meet people who are serious about doing meaningful work—and using marketing to make it visible. If you’re building something good and want it to be seen, understood, and adopted, I’d love to have a conversation. Message me or follow me on social [@rlivain](https://x.com/rlivain?ref=livain.com), [LinkedIn](https://www.linkedin.com/in/remcolivain/?ref=livain.com) and let’s chat about how we can actually move the needle—not just pretend to. Until then: keep marketing like it matters. Because it still does. ### Rethinking Public Holidays: A Personal (and Slightly Confused) Perspective URL: https://www.livain.com/blog/rethinking-public-holidays-a-personal-and-slightly-confused-perspective/ Last updated: 2026-08-31T12:38:36.000Z I grew up in Europe, where **public holidays** pop up like surprise parties—except you're not always in the mood to celebrate. Don’t get me wrong, I love a good break as much as the next person. But do I really need a government-sanctioned pause to remind me it’s time to relax? Imagine being deep into a productive groove, fueled by caffeine and ambition, only to be blindsided by an unexpected public holiday. Everything grinds to a halt: shops shuttered, streets eerily quiet, and your to-do list glaring at you like, "Not today, buddy." It’s like life’s version of stopping a thrilling Netflix series mid-season—disruptive and slightly maddening. Then there’s the **Sunday phenomenon**. Why, oh why, does the world decide to slow down precisely when I finally have time to speed up? You want to run errands, grab brunch, or even just buy toothpaste, but the universe says, "Nope, it’s Sunday. Reflect, rest, and realize you should’ve planned better." ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2025/06/IMG_8182.jpeg) Pretty much the only one in the office today — Love it, but hate it more And hey, why not flip the script? Let’s close everything on Wednesdays when most people are knee-deep in work or school. That way, weekends can be the bustling hub of productivity and spontaneity they’re meant to be. Need to buy socks at 9 PM on a Saturday? No problem. But on Wednesday? Good luck. Ultimately, while public holidays and Sundays have their charm (and historical significance), wouldn’t it be great if we had a little more flexibility? Life doesn’t always fit neatly into a calendar, and sometimes, the best break is the one you choose for yourself. So, here’s to rethinking breaks, embracing spontaneity, and maybe—just maybe—petitioning for "Do-What-You-Want Wednesdays." —Remco ### Turning ESG Reporting Into Real-World Readiness URL: https://www.livain.com/blog/turning-esg-reporting-into-real-world-readiness/ Last updated: 2026-08-31T12:38:39.000Z Plan Be Eco recently published a timely article on [top trends in ESG reporting for the real estate industry](https://planbe.eco/en/blog/top-trends-in-esg-reporting-for-the-real-estate-industry/?utm%5Fsource=livain.com&utm%5Fmedium=blog&utm%5Fcampaign=lookthrough&utm%5Fcontent=turning-esg-into-readiness), outlining how the sector is evolving from basic compliance toward more integrated sustainability practices. I agree with their core message—but I think we need to push it further. Because while ESG reporting has matured, what’s still missing in many real estate portfolios is the operational bridge between what gets reported… and what actually gets done. ## **From Disclosure to Direction** The blog highlights essential trends: energy performance certifications, intelligent infrastructure for energy and water management, and alignment with frameworks like the EU Green Deal. These aren’t just buzzwords—they’re fast becoming prerequisites for financing and tenant retention. But here’s the issue: reporting doesn’t build resilience. Listing kilowatt-hours saved and CO₂ avoided in a spreadsheet won’t tell an owner what to fix first. And it certainly doesn’t prepare the ops team for what’s coming in terms of retrofit scope, budget, or timeline. ### **The Real Bottleneck Is Translation** In my work with large real estate portfolios at [Lookthrough](https://www.lookthrough.io/?utm%5Fsource=livain.com&utm%5Fmedium=blog&utm%5Fcampaign=lookthrough&utm%5Fcontent=turning-esg-into-readiness), I’ve seen this disconnect play out again and again. You’ve got the ESG team tracking dozens of metrics. You’ve got external consultants providing risk assessments. And yet—no clear decision framework for which building to upgrade, when, and how. This is where reporting has to become readiness. That’s why we model each building from the bottom up, combining. - Energy usage patterns - Local policy context - Estimated investment cost - Return-on-retrofit calculations - Feasibility, based on permitting and contractor availability Because you can’t just prioritize based on carbon. You have to prioritize based on what can actually be done. ### **ESG SaaS Should Be More Than a Dashboard** One of the trends Plan Be Eco touches on is the rise of digital platforms to support ESG workflows. That’s a huge step forward—but only if those platforms help answer this question: What’s the next best investment we can make across our portfolio, based on risk, return, and readiness. Otherwise, you’re just tracking the storm—not building shelter from it. That’s where Lookthrough differentiates itself. We don’t just show risk. We show you what to do next. No site visit required. No waiting six months for a consultant’s slide deck. ### **The Resilience Funnel in Action** Here’s how I think about it: 1. Report — Capture the baseline 2. Assess — Identify physical and transition risks 3. Prioritize — Based on ROI, risk severity, and feasibility 4. Plan — Create actionable scopes for contractors and teams 5. Retrofit — Execute with visibility on outcomes 6. Communicate — Share results with stakeholders and regulators Most portfolios stop at Step 2\. But in a world of rising physical risk, the real value kicks in from Step 3 onwards. ### **Closing Thoughts: It’s Time to Operationalize ESG** The team at [Plan Be Eco](https://planbe.eco/en/blog/top-trends-in-esg-reporting-for-the-real-estate-industry/?utm%5Fsource=livain.com&utm%5Fmedium=blog&utm%5Fcampaign=lookthrough&utm%5Fcontent=turning-esg-into-readiness) is right to flag the maturity curve of ESG in real estate. But unless we embed readiness into our tooling, reporting will stay performative. The future of ESG isn’t just about disclosure. It’s about direction. And more importantly—about delivery. Follow along at [@rlivain\_builds](https://x.com/rlivain%5Fbuilds?utm%5Fsource=livain.com&utm%5Fmedium=blog&utm%5Fcampaign=lookthrough&utm%5Fcontent=turning-esg-into-readiness) for more thoughts like this—where sustainability, technology, and revenue strategy intersect in real estate. To see how we’re helping real estate portfolios model and prioritize retrofits at scale, visit [lookthrough.io](https://www.lookthrough.io/?utm%5Fsource=livain.com&utm%5Fmedium=blog&utm%5Fcampaign=lookthrough&utm%5Fcontent=turning-esg-into-readiness). ### From ESG Compliance to Climate Resilience: A Roadmap for Real Estate Leaders URL: https://www.livain.com/blog/from-esg-compliance-to-climate-resilience-a-roadmap-for-real-estate-leaders/ Last updated: 2026-08-31T12:38:42.000Z **“ESG in Real Estate: moving beyond compliance to climate resilience.”** That’s the message Climate X shared on X recently, and they’re absolutely right. > [Original Tweet](https://x.com/ClimateXLtd/status/1933102982209433751?utm%5Fsource=livain.com&utm%5Fmedium=blog&utm%5Fcampaign=lookthrough&utm%5Fcontent=from-esg-to-resilience) For anyone selling into — or operating within — the real estate space, it’s becoming clear that ESG is no longer just a reporting obligation. It’s a strategic, operational, and financial reality. And that reality is being shaped not only by regulation, but by heatwaves, floods, fires, and droughts that are already affecting buildings, infrastructure, and insurance models. Yet despite this urgency, most real estate ESG initiatives still stop at *compliance*. The goal is to tick the box, not transform the portfolio. That’s no longer enough. ### **Compliance Is a Starting Point, Not a Strategy** It’s easy to treat ESG like GDPR or tax reporting — something that’s good to have and dangerous to neglect, but ultimately peripheral to the real business of real estate. But unlike GDPR, climate doesn’t wait for you to get your paperwork in order. The data shows what’s coming. What matters now is: what will you do with it? - Are you adjusting your acquisition criteria based on climate exposure? - Do you know which of your buildings will still be financeable in ten years? - Can you answer a tenant’s question about your resilience planning? If the answer to any of these is “not yet,” then compliance reporting isn’t helping you mitigate risk. It’s just documenting your exposure. ### **Risk Reporting ≠ Actionability** Climate risk tools have improved dramatically over the past few years. Companies like Climate X, Cervest, and our own team at Lookthrough are making physical risk assessments easier to generate and interpret at the asset level. But here’s the catch: > Knowing your risk is not the same as knowing what to do about it. That’s the gap where most real estate portfolios stall. They see the floodplain data. They get the urban heat map. But translating that into a business decision — on CapEx, divestment, insurance, or tenant communications — takes more than a PDF. ### **What Portfolios Actually Need: Localized, Prioritized Action** This is where most ESG tools fall short. They show too much, too generally. Let me be clear: the future of resilience is hyperlocal. A multi-asset portfolio in Zürich, Geneva, and Lugano needs region-specific strategies — not a uniform “risk score.” That’s why we built [Lookthrough](https://www.lookthrough.io/?ref=livain.com) to work from the bottom up: - It prioritizes the buildings most at risk and most *worth* investing in. - It estimates not just exposure, but retrofit cost and likely impact. - It gives owners a starting point: what to fix first, where it matters most. We don’t just show the fire map. We show which building to insulate, when, and for how much. ### **The Resilience Funnel: A Path from Reporting to Action** Here’s what a mature ESG resilience strategy looks like — from awareness to action: 1. **Report to comply** — yes, start here. 2. **Assess physical and transitional risks** — at the asset level. 3. **Rank buildings by priority** — based on risk, ROI, and occupancy. 4. **Tailor mitigation plans** — e.g., flood defense, cool roofs, smart HVAC. 5. **Execute and monitor** — via ops teams, contractors, and tools. 6. **Communicate outcomes** — to regulators, insurers, tenants, and investors. Most portfolios get stuck at Step 2\. Step 3 is where transformation starts. ### **Why This Matters Now** Climate adaptation is no longer a matter of foresight. It’s a matter of readiness. What used to be “ESG strategy” is now operational necessity. The shift from compliance to resilience is real — and it’s happening now. We’re already working with portfolio owners across eleven countries who aren’t just reporting risk. They’re planning investments. They’re allocating budgets. They’re hiring operators who can get projects executed, not just documented. If you’re trying to move from passive risk reporting to active climate resilience — whether as an owner, SaaS vendor, or advisor — we should talk. --- **More ideas like this?** Follow [@rlivain\_builds](https://x.com/rlivain%5Fbuilds?utm%5Fsource=livain.com&utm%5Fmedium=blog&utm%5Fcampaign=lookthrough&utm%5Fcontent=from-esg-to-resilience) for insights on decarbonization, real estate SaaS, and strategic sales in ESG. Or visit [lookthrough.io](https://www.lookthrough.io/?utm%5Fsource=livain.com&utm%5Fmedium=blog&utm%5Fcampaign=lookthrough&utm%5Fcontent=from-esg-to-resilience) to see how we’re helping real estate portfolios take action. ### Group Chats Are Not Team Communication URL: https://www.livain.com/blog/group-chats-are-not-team-communication/ Last updated: 2026-08-31T12:38:45.000Z One of the more underestimated challenges in modern leadership is not *what* you communicate — it’s *how*. We’ve never had more channels at our disposal, yet the simple act of communicating clearly across a team has somehow gotten harder. Tools like WhatsApp, Slack, Signal, and iMessage are everywhere. They’re fast, informal, and easy to use. But when it comes to team communication — especially top-down or sensitive topics — they can cause more confusion than clarity. I’ve seen this play out repeatedly, especially in small, fast-moving teams. When people know each other well and operate on trust, tools like WhatsApp can work incredibly well for pushing day-to-day updates, quick wins, reminders, or a message from the CEO that says, “Hey, here’s what’s happening this week — heads up.” That kind of push-style communication works. It’s fast, direct, and understood. But the moment these channels shift from pushing updates to inviting discussion, things get tricky. ## **The Trap of Open Discussions in Closed Threads** Not every team is comfortable voicing opinions in group chats — especially when the topic is sensitive or ambiguous. One person might confidently speak up and unintentionally steer the conversation in a direction that doesn’t reflect how others feel. Others may go silent, even if they disagree. The illusion of alignment sets in, but under the surface, you’ve created tension instead of clarity. I’ve worked with teams where group chats became a substitute for real dialogue — and it never ends well. The quieter people feel overlooked. The louder voices set the tone. And leadership ends up with a false sense of consensus. For complex or emotionally charged issues, these channels simply don’t create the kind of psychological safety needed for real communication. ## **The Cost of Public Layoff Announcements** One particularly painful example came from a company I worked with recently. They had to lay off several employees — not because of a single event, but because they were restructuring how they delivered quality and service across the board. The leadership team had spent weeks thinking through the new direction and believed they were making a long-term bet on excellence. > The problem wasn’t the decision. It was how it was communicated. The layoffs were announced broadly, before individuals had been properly briefed. In an attempt to be transparent, leadership shared the overall reasoning behind the restructuring — but that meant individual employees were left reading between the lines, wondering what exactly applied to them, how their performance had been judged, or whether they’d been grouped in unfairly. Layoffs are always personal. No matter how strategic the decision may be, no two employment relationships are the same. People have different histories, contracts, family situations, health concerns. You can’t address all that nuance in a WhatsApp message — and you shouldn’t try. ## **When and Where You Speak Matters** This isn’t just about layoffs. It applies to any big shift — strategy changes, new leadership, realignments of responsibility. If the message is critical, the delivery has to match. A broadcast sent to everyone’s phone late at night or a poorly worded message in a group chat creates unnecessary confusion and stress. It also erodes trust. That doesn’t mean you shouldn’t use instant messaging tools at all — they absolutely have a place. But leaders need to distinguish between the *channel* and the *message*. Not everything should go into a group thread. And not everything should be up for open discussion. If you’re sharing direction or reinforcing strategy, make it clear: is this a request for feedback? Or is this a final decision? Don’t leave that open to interpretation. The more ambiguity you create in open threads, the more likely it is that people will misunderstand your intention — or worse, shape the message on your behalf. ## **Use Broadcasts, Not Group Threads** One practical shift that’s worked surprisingly well in my experience is the use of **WhatsApp broadcasts** instead of group messages. With a broadcast, every employee receives the message individually, but you don’t open the door to a chaotic backchannel discussion. It feels personal, but professional. It sets the tone: “Here’s something important we need you to know.” If people want to respond, they can do so one-on-one — where the nuance and clarity can be handled properly. This also avoids the problem of crossing into employees’ personal space. Group chats often blur the lines between work and private life, especially when people are expected to be reachable after hours. With a broadcast, you’re addressing them as a professional, not expecting them to perform emotional labor in front of their peers. ## **Communication is Design** At the end of the day, good communication is about structure and intent. If you want to foster open conversations, make time and space for that — in person, on Zoom, in small groups. If you’re communicating decisions, deliver them clearly and respectfully, and don’t offload the emotional impact onto the team by hiding behind group messages. The most effective communication isn’t about how many messages you send — it’s about whether the right people understand what matters, and what they’re expected to do with that information. WhatsApp might be fast. But leadership requires something slower, more intentional, and more human. ### Turning Policy into Action: Why EU Funding for Decarbonisation Caught My Eye URL: https://www.livain.com/blog/turning-policy-into-action-why-eu-funding-for-decarbonisation-caught-my-eye/ Last updated: 2026-08-31T12:38:47.000Z *By Remco Livain – Chief Growth Officer, Lookthrough* When I first saw the headline that the EU was tripling its Project Development Assistance (PDA) budget — from €24 million to €90 million — my first reaction wasn’t celebration. It was curiosity. What exactly does this funding unlock? And more importantly, who’s in a position to make use of it? In my role at Lookthrough, I focus on how we communicate with our clients and the wider market. That means translating complex policy changes into something tangible — especially for real estate portfolio owners navigating mounting regulatory pressure. And this one feels important. The PDA program, backed by the EU Innovation Fund and the Emissions Trading System, is designed to support up to 250 projects between now and 2028\. It covers sectors like net-zero mobility and industrial carbon management — but also low-carbon buildings, which is where our work often comes in. That last piece is key. Because even though buildings are a major lever in Europe’s decarbonisation plan, the practical challenge isn’t about funding alone. It’s about knowing what to retrofit, when, and why. And that’s the part most organizations still struggle with. From what I see in our client conversations, the missing ingredient is rarely ambition. It’s clarity. Teams want to act, but they’re stuck trying to figure out where the real opportunities are — and how to get there without spending six months gathering data that’s already outdated by the time it’s analyzed. This is exactly the kind of situation we’ve built [Lookthrough](https://www.lookthrough.io/?utm%5Fsource=livain.com&utm%5Fmedium=blog&utm%5Fcampaign=lookthrough&utm%5Fcontent=turning-policy-into-action) for. Our platform gives portfolio owners and operators the ability to zoom out, assess the big picture across hundreds or thousands of buildings, and prioritize their next steps. Not based on gut feeling, but grounded in data, timing, and real-world constraints. Of course, funding like the EU’s PDA program helps — but it’s not the solution by itself. In many ways, these announcements serve as signals. They mark moments when proactive organizations can take a step forward, while others are still trying to get their bearings. That’s why this news caught my attention. Because it reinforces the core of what I believe we need more of in this space: strategic clarity, fast decision-making, and real collaboration between the people who own buildings and those who actually manage them. If that sounds like something you’re working on, we’re probably thinking about the same things. --- **Sources** European Commission – [Innovation Fund: EU and EIB renew their partnership](https://climate.ec.europa.eu/news-your-voice/news/innovation-fund-eu-and-eib-renew-their-partnership-accelerate-clean-tech-2025-05-29%5Fen?utm%5Fsource=livain.com&utm%5Fmedium=blog&utm%5Fcampaign=lookthrough&utm%5Fcontent=turning-policy-into-action) Reuters – [Why the building sector needs a ‘make do and mend’ mentality](https://www.reuters.com/sustainability/climate-energy/why-building-sector-needs-make-do-mend-mentality-2024-05-02/?utm%5Fsource=livain.com&utm%5Fmedium=blog&utm%5Fcampaign=lookthrough&utm%5Fcontent=turning-policy-into-action) For more on how we think about portfolio clarity and future-proofing buildings, visit [Lookthrough.io](https://www.lookthrough.io/?utm%5Fsource=livain.com&utm%5Fmedium=blog&utm%5Fcampaign=lookthrough&utm%5Fcontent=turning-policy-into-action) — *P.S. I’ve just started sharing more of these reflections and updates over on Twitter. Follow along here →* [*@rlivain\_builds*](https://x.com/rlivain%5Fbuilds?utm%5Fsource=livain.com&utm%5Fmedium=blog&utm%5Fcampaign=lookthrough&utm%5Fcontent=turning-policy-into-action) --- ### Here Comes the AI Sponcon: Why Marketers Need to Rethink Influence Now URL: https://www.livain.com/blog/here-comes-the-ai-sponcon-why-marketers-need-to-rethink-influence-now/ Last updated: 2026-08-31T12:38:50.000Z Something subtle but powerful is shifting in the world of digital marketing, and it has nothing to do with a new TikTok trend or another viral dance. It’s AI—again—but this time, it’s not about generative copy or customer service chatbots. It’s about something far more intimate: the face of your brand. Last week, [The Verge reported](https://www.theverge.com/2025/6/16/24179321/tiktok-symphony-ai-ads-virtual-influencers?ref=livain.com) on TikTok’s expanded capabilities for its AI ad platform, Symphony. These aren’t just tools to create stylized videos or catchy captions. Symphony now allows brands to generate full influencer-style videos using AI avatars. We’re talking product hauls, app demos, even virtual try-ons—without a single human creator involved. For marketers and business owners, this signals both a monumental shift and a set of urgent questions. ## **The End of the Influencer as We Know Them?** Social media has long relied on real people to sell products in relatable ways. That relatability, however staged, created trust. Influencer marketing thrived on personality, context, and an organic sense of “I use this, maybe you should too.” But now, brands can bypass creators altogether. They can produce content that looks like a typical influencer post, with avatars styled to their audience’s preferences, saying exactly what the brand wants, in exactly the way it wants. No negotiations. No missed deadlines. No unpredictable variables. Just endless content on tap. The efficiencies here are undeniable. You can customize messaging for each persona and market niche. You can translate instantly. You can scale like never before. But what gets lost? ## **Marketing in a Post-Influencer World** Here’s where we have to think more critically. If everyone has access to the same avatars, the same tools, and the same ability to pump out polished branded content, then differentiation doesn’t come from the tech. It comes from *tone, positioning, and clarity of message*. Remco Livain, a seasoned growth marketer and fractional executive, put it well: “It’s less about the person and more about the message or what you would actually like to create. You have to become hyper-sensitive to creating an image of yourself and your company that actually makes sense and adds value.” In other words: Your content has to *mean* something. This is a moment to refocus. Instead of chasing personalities, brands need to chase *purpose*. Instead of worrying about the next influencer scandal, they should be asking: does this piece of content reflect the real utility, story, or identity of our brand? ## **Opportunities for Those Who Adapt** Let’s be clear: this shift isn’t all doom and gloom. There’s an enormous opportunity here for creative marketers and brand builders: - **Precision Messaging**: AI avatars allow you to test different tones, formats, and messages quickly across markets. - **Reduced Creative Costs**: You can create multiple localized versions of a campaign without needing dozens of production teams. - **Rapid Experimentation**: A/B testing entire influencer personas to find the most resonant format is suddenly viable. But the *real* differentiator will be how strategic you are about it. ## **How to Prepare: Actionable Tips** 1. **Get Clear on Brand Voice**: AI is only as good as the input you give it. Define your tone, language, and values *now*. 2. **Audit Your Content Strategy**: Would your existing content stand out if it weren’t attached to a human face? If not, rework it. 3. **Develop Visual Identity Guidelines**: As more content is generated synthetically, visual consistency will matter even more. 4. **Create Human-Led Anchors**: Use real people for thought leadership, behind-the-scenes stories, or testimonials. Let AI support, not replace. 5. **Test Responsibly**: Roll out AI-led campaigns on a small scale first. Check engagement. Gather feedback. Adjust accordingly. ## **The Real Question** In the future, when an ad is labeled as “AI-generated,” will audiences care? They might—but only if it feels fake. And fake doesn’t mean “not human.” It means shallow, unrelatable, or overly generic. The real challenge isn’t AI replacing influencers. It’s lazy marketing replacing creative storytelling. So, if AI is going to generate the face of your campaign, make sure *you* still control the soul. --- *Inspired by TikTok’s June 2025 announcement and reflections from Remco Livain, this post was written to help marketers adapt to a world where digital influence is no longer limited to humans.* ### Fujifilm X‑Half: A Tiny Marvel in Vertical Photography URL: https://www.livain.com/blog/fujifilm-x-half-a-tiny-marvel-in-vertical-photography/ Last updated: 2026-08-31T12:38:53.000Z Fujifilm has done it again—this time with the **X‑Half**, a camera so delightfully peculiar that only photographers—or true lovers of photography—can fully appreciate it. It’s compact, playful, and unapologetically analog in spirit. What catches your eye is the **sensor orientation**: it’s vertical, not horizontal. The X‑Half uses an 18‑megapixel, 1‑inch backside‑illuminated CMOS sensor, sized 8.8 × 13.3 mm—literally half the width of Fujifilm’s APS‑C sensors . With a 32 mm equivalent f/2.8 fixed Fujinon lens, it’s a perfect street-ready focal length that slips into a pocket or jacket. But this camera isn’t about specs—it’s about **experience**. ## **A Nostalgic Return to Film Habits** The entire aspect of the X‑Half is rooted in **analogue film nostalgia**. It mimics traditional 4×3 roll film by allowing you to shoot in halves. Push a lever and the camera captures two adjacent frames—one photo, or even one photo and one video—stacked side by side. There’s even a “Film Camera” mode: set it for 36, 54, or 72 shots, and you *can’t see what you’ve taken until the ‘roll’ is complete*. Then, via the X‑Half app or by downloading photos to your computer, you finally review the contact sheet—just like in the darkroom . It slows you down. Makes each click intentional. ## **JPEG-Only Philosophy: Instant Gratification** The X‑Half shoots **JPEG only**—no RAW files. You get full JPEGs processed in-camera with 13 classic Fujifilm film simulations, including Velvia, Classic Chrome, Acros, and more . There are even creative filters like “Light Leak,” “Expired Film,” and “Double Exposure”. What you shoot is what you get. Unlike RAW shooters who endlessly tweak in Lightroom, this camera forces presence. You compose, shoot, and move on. ## **Compact Size, Optical Viewfinder & More** - **Weight**: Approximately 240 grams (8.5 oz) - **No electronic viewfinder or IBIS**—instead, it has a clean optical direct-view finder - **2.4‑inch touchscreen** for framing, film simulation previews, and simple settings - Focus is swift, with face/eye detection and manual focus ring There’s no continuous burst, no RAW. But that’s the design choice. Fujifilm embraced minimalism, roughly £700–$850 price point, far below their flagship X100V but still premium—making it feel special, not disposable . ## **Why It Works (Despite the Trade-Offs)** 1. **Vertical by default** – The sensor orientation, plus the lever to shoot two frames or photo + video, aligns perfectly with smartphone-first content. This camera *makes you think vertical* . 2. **Analogue behavior** – Film-simulated shots, no instant playback, and sequence rolls lend a mindful creative pace . 3. **Creative simplicity** – Fixed lens, fixed aspect, fixed format. You focus on composition, not gear upgrades. 4. **Built-in review tools** – Diptych mode via X-Half app, instant Instax printer support, and contact sheet previews enrich the analog experience . ## **The Catch? Expectations** This isn’t for pixel peepers. Some reviewers note limited dynamic range and slow touchscreen responsiveness. The JPEG pipeline is baked; once the image is captured, you’re stuck with it . And filters baked in can’t be undone. Yet many find its **quirks magical**—a deliberate break from perfection . If you’re chasing cinematic footage or high dynamic range, look elsewhere. But if you crave personality, surprise, and analogue charm in your vertical shots, this is it. ## **My Take** My X100V remains my creative mainstay: a fixed-lens powerhouse that gives me APS-C freedom and RAW flexibility. But the X-Half has caught my eye in a genuine way. It’s affordable, pocketable, and playful in a world drowning in specs and megapixels. I can see handing it to a teenager or a family member—no perfection expected, no fear of ruining your lens. It’s about noticing moments, exploring composition, playing with diptychs. If you care about **vertical visuals**, **analogue feel**, and **in-camera creativity**, the X-Half offers more than novelty. It’s a mindset shift. --- ## **Your Thoughts?** Have you tried the X‑Half? Or are you someone who loves the film‑like workflows Fujifilm keeps returning to? I’d love to hear how you use it—or why it frustrates you. Let’s talk, compare notes, and maybe even swap some diptychs. And if there’s enough interest, I’d love to get a unit in hand to do a proper long‑term review. Thoughts? ### Sportsmanship and the Frustration of Watching the Rulebook Bend URL: https://www.livain.com/blog/sportsmanship-and-the-frustration-of-watching-the-rulebook-bend/ Last updated: 2026-08-31T12:38:55.000Z If you know me at all, you know that sport plays a big role in my life. I’ve always loved moving, competing, and challenging myself. I used to be on the Dutch national judo team — and while that chapter of my life is behind me, I still live actively and try to get out there as often as I can. **Update — August 2026:* A season later I keep coming back to one line in this post — rules only matter if enforcing them costs something. I’ve added where else I see that play out.* But when I’m not doing sport, I love watching it. Formula 1 is one of the few sports that continues to captivate me weekend after weekend. I’ve followed it for years, and I enjoy it not just for the speed or the spectacle, but because of what it represents: high performance, strategic precision, and a fair fight at the edge of control. Which is exactly why this past weekend’s Grand Prix in Canada left me frustrated. ## **Gamesmanship or Sportsmanship?** Let’s talk about George Russell. During a safety car phase, he actively hit the brakes — knowing that Max Verstappen would likely overtake him as a result. Under F1 rules, overtaking during a safety car is strictly forbidden unless under specific conditions. So, by baiting Max into overtaking him, Russell was effectively trying to force a penalty. > Let that sink in. A driver, intentionally slowing down to trap a competitor into a rules infraction — not by outdriving him, but by creating a false setup. For me, that crosses the line. It’s not just clever or cheeky — it’s poor sportsmanship. It’s manipulation. And even worse: nothing happened. No penalty. No warning. The stewards didn’t even want to open a conversation about it. Red Bull filed a complaint, but it was brushed aside. Russell went on to celebrate the race like it was just another day at the office. ![A race marshal holding a folded yellow flag beside a catch fence](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2026/08/marshal-yellow-flag-circuit.jpg) The rules only matter if waving the flag has consequences. I can’t help but feel like that sends the wrong message to fans, especially younger ones watching and learning about competition. ## **When Penalties Become Politics** Then came the crash between the two McLarens — Lando Norris rear-ended his teammate Oscar Piastri during a messy overtaking attempt and ended up crashing into the wall himself. It was a miscalculation, plain and simple. But here’s the part I don’t understand: Lando received a five-second penalty *after* he’d already retired from the race. The implication being: yes, he was at fault. And yet, nothing further happened. This inconsistency is what makes it so difficult to trust the system. In other races, a similar maneuver results in a three-place grid drop or even penalty points. But here? A small slap on the wrist — and that too, only symbolically. 0:00 /0:05 1× It leads to the kind of speculation you hear from fans and commentators: are British drivers treated differently by the stewards? Is there unconscious bias? Is the FIA prioritizing entertainment over fairness? Personally, I don’t think it’s a nationality issue. But I do think it’s about narrative. Certain drivers are seen as heroes. Others as disruptors. And when storytelling starts to creep into officiating, you’ve got a serious problem. ## **Fair Play Isn’t Optional** Here’s what I believe: you can be an aggressive driver. You can take risks. You can even cause a crash — this is racing, after all. But there have to be clear, consistently applied consequences. Otherwise, drivers stop knowing what the rules are. And fans start to lose faith in the sport. In life, as in sport, fairness matters. Not perfection — but clarity, and a sense that the same rules apply to everyone. When that breaks down, trust erodes quickly. ## The same test exists far beyond the track The longer I sit with this, the clearer the pattern: every arena has a rulebook, and every arena gets tested by people who treat the penalty as a price. Sport makes it visible because there is a flag and a steward. Marketing mostly doesn’t — which makes the bending easier and the erosion slower. I see it in my own work constantly. Fake urgency timers, inflated metrics, dark patterns: each one is a racing incident nobody investigates. I wrote about refusing one in [the design asked for a countdown](https://www.livain.com/blog/the-design-asked-for-a-countdown/), and about metrics that flatter instead of inform in [Our ROAS doubled — we hadn’t sold more](https://www.livain.com/blog/our-roas-doubled-we-hadnt-sold-more/). Fans notice when the rulebook bends. So do customers. Trust is the only championship that runs across seasons. ## **Still a Fan — But Asking Questions** Despite all this, I still love the sport. I still tune in every weekend. This season has been the closest and most unpredictable in years — especially beyond the two McLarens, who currently seem miles ahead of everyone else. Behind them, the battle between Red Bull, Mercedes, and Ferrari has made for incredible racing. It’s what keeps me coming back. But moments like this weekend’s make me pause. If F1 wants to maintain its integrity, it needs to take these moments seriously. The stewards can’t keep hiding behind the ambiguity of rulebooks or the convenience of post-race silence. I hope the FIA reflects on this, and I hope more fans and journalists push for transparency. Because what’s at stake isn’t just who wins the race — it’s the credibility of the competition itself. ### Why One Focused Session Can Be More Valuable Than a Longterm Project URL: https://www.livain.com/blog/why-one-focused-session-can-be-more-valuable-than-a-longterm-project/ Last updated: 2026-08-31T12:38:58.000Z **The Myth of More Time = More Value** There’s a misconception in consulting that time equals value. That the longer you’re embedded in a company, the more impact you’ll have. But in my experience, the opposite is often true. Some of the most meaningful changes I’ve seen didn’t come from drawn-out roadmaps or deep operational involvement — they came from a single, well-timed conversation. ## **What Happens When You Stay Too Long** That might sound strange coming from someone who runs a consulting firm and regularly works as a fractional executive. But the truth is, the longer you stay inside a company, the harder it becomes to stay useful in the way that matters most: providing perspective. You gradually become part of the system. You get caught up in the meetings, the handovers, the internal context. You start optimizing for internal harmony rather than friction that drives progress. ## **The Power of a Focused Intervention** That’s why I’ve grown to appreciate short, high-focus sessions even more than long-term mandates. The pressure to deliver clarity in just a few hours changes the dynamic entirely. There’s no room for fluff. No time to hide behind frameworks. Just a focused look at what’s actually happening — and what’s not When I run a session like this, I’m not trying to solve everything. I’m trying to create a moment where a founder, leadership team, or department head can finally see what they’ve been avoiding. Maybe the funnel is fine, but the team structure is off. Maybe the marketing spend is okay, but the goals are completely misaligned. Sometimes it’s not even a strategy issue — it’s a confidence issue masked as confusion. ## **The Risk of Getting Too Close** A full-time role or a long engagement can dilute that kind of clarity. You start to play the game. You hedge. You stop asking the uncomfortable questions because you’re already part of the operating rhythm. That’s the paradox: the more embedded you are, the harder it becomes to see the system objectively. ## **Why I Prefer the Fractional Model** That’s also why I like working as a fractional executive, ideally one or two days a week. It gives me enough exposure to understand the mechanics, but enough distance to keep my thinking sharp. It forces focus. Every hour has to count. And it creates space for the team to take ownership — which is ultimately what matters most. ## **One Session. Real Momentum.** But even one or two days a week is more than some teams need. In many cases, a single session is enough to unlock momentum. One well-structured, honest, strategy-focused session can identify the two or three things that actually move the needle. Not just short-term wins, but foundational shifts — the kind that change how a team works, how priorities are set, or how decisions are made. When you zoom out like that, even for a few hours, you start to see the noise for what it is. Most companies aren’t struggling because they don’t have enough ideas. They’re struggling because they haven’t decided what *not* to do. They’re chasing ten initiatives at once, half-heartedly, instead of giving two of them the attention they deserve. A single focused session can break that pattern. ## **Clarity Doesn’t Scale with Time** So no, I don’t think every challenge needs a three-month engagement. I don’t think value should be measured in hours or deliverables. Sometimes, the most valuable thing I can do is show up, listen carefully, ask the right questions, and then leave — having helped someone see what they couldn’t before. That’s why I started offering these standalone sessions. Not because I don’t believe in long-term work, but because I believe focus creates momentum. And sometimes, all you need is a single moment of clarity to start moving again. ### When the Engine Stalls: Finding Clarity in the Quiet Hours together URL: https://www.livain.com/blog/when-the-engine-stalls-finding-clarity-in-the-quiet-hours-together/ Last updated: 2026-08-31T12:39:00.000Z There’s a strange kind of clarity that only shows up when everything else goes quiet. Not during the Monday morning sync. Not when Slack is pinging. Not when your calendar is so full it feels like a game of Tetris. No — real clarity usually arrives later. For me, it happened on a quiet evening, long after the calls had ended, when the house was finally still. I found myself reviewing a client’s funnel — not because I had to, but because something was bugging me. Something wasn’t lining up. And in that quiet hour, it hit me: the problem wasn’t the funnel at all. It was the way the team was structured. The handovers. The incentives. The absence of a clear operating rhythm. No one had time to think, let alone align. The next day, I walked the founder through what I’d seen. We restructured a few roles, pulled one campaign entirely, and redirected budget toward a channel that had been quietly outperforming everything else. Three weeks later, their pipeline looked completely different. And I realized: **this kind of work needs space.** It doesn’t happen in the middle of a normal day. --- ## **I Don’t Sell Strategy. I Create Space for It.** Over the years, I’ve worked across industries — tech, health, solar, luxury, gifting. The one constant? The moment a company starts growing, the signal-to-noise ratio plummets. Everything feels urgent. The pace accelerates. New roles get added, tools multiply, but focus slips away. The founder feels it first — then the sales lead, the marketing team, operations. > It’s not burnout. It’s *misalignment*. And most of the time, no one has time to fix it. That’s why I started offering these **Revenue Engine Reset** sessions — short, focused sprints designed to cut through the clutter and give founders a clean view of what’s really going on. But here’s the thing: I only run them **in the evenings or on weekends**. --- ## **Why After Hours?** Because during the workday, most leaders are in firefighting mode. They’re in delivery, not design. Reacting, not leading. You can’t reset a strategy in between calls or over a quick lunch. But something changes when we talk after hours — when the inbox is closed, the pressure’s off, and there’s room to think. That’s when the good stuff surfaces. The honest conversations. The hard truths. The strategic resets that actually stick. --- ## **What It Feels Like** This isn’t a workshop. It’s a conversation. We sit down — remotely or in-person — and look at what’s working, what’s draining you, and what your team actually needs. You won’t walk away with a 30-slide deck. But you *will* walk away with a renewed sense of focus, and a clear path forward. What we do in those few hours often unlocks weeks — even months — of momentum. If I had to sum it up, I’d say this: **It’s not about solving everything. It’s about seeing clearly again.** --- ## **If You’ve Made It This Far** Then maybe this resonates. Maybe you’ve been meaning to rethink the structure of your team. Or maybe you’re pouring time and budget into growth, but you’re not sure where it’s going. Or maybe you just want someone to walk through it all with you — someone who’s been there, and isn’t trying to impress you with buzzwords or slides. If that’s the case, I’d be happy to talk. You can [book a session here](https://www.livain.com/book-a-session/), or [schedule a quick call](https://www.livain.com/book-a-session/) to see if this is what you need right now. No pitch. Just space to think. — Remco ### Smart Grids Start Local—But Their Impact Should Be Portfolio-Wide URL: https://www.livain.com/blog/smart-grids-start-local-but-their-impact-should-be-portfolio-wide/ Last updated: 2026-08-31T12:39:03.000Z While most of the energy transition headlines focus on generation—wind farms, solar panels, hydrogen—some of the most critical innovations are happening quietly, inside our neighborhoods, at the grid level. The EKZ *OrtsNetz* pilot in Winkel is a perfect example of how small-scale, smart infrastructure decisions can reshape how we think about energy—not just for utilities, but for real estate owners too. Over the course of three years, EKZ tested what a decentralized, intelligent electricity grid might look like. Their aim was to reduce peak loads—not by building more grid infrastructure, but by using data, digital twins, dynamic tariffs, and smart steering systems. The result: significant reductions in solar peak stress, better load management, and targeted infrastructure investments rather than blanket overhauls. You can read more in their official [project interview here](https://www.ekz.ch/de/blue/wissen/2025/ortznetz-ergebnisse-interview.html?fdAdId=9GdZFFPUTe&fdSiteId=aGXWNQKMBV&ref=livain.com). But here’s the part that should really speak to real estate portfolio owners: this kind of innovation isn’t just for utilities. It’s a blueprint. When applied at scale across a portfolio of buildings—whether residential, commercial, or mixed-use—systems like those tested in Winkel can become powerful levers for operational efficiency, tenant value, and financial return. Imagine dozens, even hundreds, of buildings operating on aligned technical setups, responding to grid signals with smart heat pumps, EV chargers, or boilers. Suddenly, your buildings are not just consumers of energy, but assets in the grid—and that’s a position of strength. The benefits compound at scale: - **Standardized infrastructure** means lower installation and maintenance costs. - **Bulk procurement** of smart systems increases bargaining power. - **Contracting models** become viable—where part of the energy optimization investment can be passed on to tenants as part of a service upgrade. - **Digital transparency** enables data-driven asset management decisions, from energy use to ESG reporting. Yes, the pilot in Winkel shows that only 15% of customers actively respond to dynamic tariffs. But that’s precisely where real estate owners come in. As stewards of housing and commercial space, you have the opportunity to integrate these systems behind the meter—automatically, silently optimizing, even when tenants don’t change behavior. In doing so, you’re not only relieving pressure from the grid, but unlocking long-term financial and environmental upside for your portfolio. If you’re serious about sustainability, resilience, and tenant satisfaction, then you shouldn’t just watch these projects from the sidelines. You should ask: *What would it take to deploy this kind of thinking across all my buildings?* The answer isn’t simple. But Winkel proves it’s possible. --- Shared on [@rlivain\_builds](https://x.com/rlivain%5Fbuilds?ref=livain.com) for those thinking about the future of housing, energy, and smart investment. ### Tomatoes, Sunlight, and Systems Thinking: What a Greenhouse in Aargau Can Teach Us About the Energy Transition URL: https://www.livain.com/blog/tomatoes-sunlight-and-systems-thinking-what-a-greenhouse-in-aargau-can-teach-us-about-the-energy-transition/ Last updated: 2026-08-31T12:39:05.000Z [**by @rlivain\_builds**](https://x.com/rlivain%5Fbuilds?ref=livain.com) There’s something deeply poetic about a tomato plant thriving under filtered sunlight—especially when that sunlight is also quietly powering the very greenhouse that houses it. The recent collaboration between Meier Gemüse and Voltiris is more than a showcase of agricultural ingenuity. It is a systems-level demonstration of what’s possible when energy transition meets production logic. Nestled in the hills of Aargau, this high-tech tomato greenhouse has become the first hectare-scale site in Switzerland to integrate Voltiris’ spectral-filtering solar modules. The result? A fully functional farm that captures electricity from the unused parts of the light spectrum—while still allowing the rays plants need to pass through and fuel growth. > This isn’t some startup stunt. It’s hard proof that food and energy don’t have to compete. They can—and should—work together. We often talk about energy self-sufficiency in abstract terms, especially when it comes to climate goals. What this project does so elegantly is root the conversation in practice. Grower Ruedi Meier’s motivation is crystal clear: local energy production reduces risk, builds resilience, and ensures his business is less vulnerable to the volatility of external markets. That’s not just a sustainability story—it’s a business story. We’re seeing it again and again: decarbonization starts to scale when it aligns with business incentives. Meier Gemüse didn’t need to become an energy company overnight. Instead, Voltiris stepped in with a solution that fits into the existing infrastructure and business model—lightweight modules, seamless integration, and, most crucially, an Energy-as-a-Service model that avoids the upfront capital burden. > This is one of the best expressions of what a true energy transition looks like: not just megaprojects, but modular, replicable, and financially viable systems that meet producers where they are. It’s also a reminder of the richness of overlooked assets. In a greenhouse, light is already managed and optimized for yield. What Voltiris did was see that same light as an opportunity for dual-purpose value. The lesson? We often don’t need to invent new resources—we just need to think differently about the ones we already have. There’s something deeply Swiss about this story, too. The marriage of precision, pragmatism, and long-term thinking. The scale is modest (for now), but the implications are vast. With 6.5 hectares of cultivation under its roof, Meier Gemüse isn’t a small backyard experiment—it’s a scaled operation. And yet, the integration took just four weeks, all while the tomatoes kept growing. This kind of quiet efficiency should be setting off alarms (the good kind) for policymakers and portfolio owners alike. For those of us working at the intersection of built environments, energy systems, and data-driven decarbonization, this is exactly the kind of story we need to pay attention to. Because it’s not just about tomatoes or solar panels—it’s about integration. It’s about the spaces where climate goals align with enterprise goals. And it’s about the humility to look for solutions not just in the energy grid, but in greenhouses, rooftops, and overlooked corners of our economy. We’re building the future one module at a time. Let’s make sure we build it with growers, technologists, and systems thinkers all at the same table. --- *Inspired by the collaboration between* [*Meier Gemüse*](https://www.meiergemuese.ch/?ref=livain.com) *and* [*Voltiris*](https://www.voltiris.com/?ref=livain.com)*, as reported* [*here*](https://www.hortidaily.com/article/9663029/tomato-and-energy-production-don-t-have-to-compete/?ref=livain.com)*.* ### The Military’s Carbon Blind Spot: Security, Secrecy, and Sustainability URL: https://www.livain.com/blog/the-militarys-carbon-blind-spot-security-secrecy-and-sustainability/ Last updated: 2026-08-31T12:39:08.000Z I read a piece over the weekend that got me thinking: when we talk about the energy transition, we rarely mention the military. Solar panels, electric cars, heat pumps—those are the poster children of decarbonisation. But tanks, fighter jets, and sprawling bases? Not so much. And yet, as *The Guardian* article points out, the world’s militaries account for **5.5% of global emissions**—more than aviation, less than steel. That’s a significant share, especially when you consider the scale and permanence of military infrastructure across the globe. ([Read the full article here](https://www.theguardian.com/environment/2024/may/31/europe-military-net-zero-targets-carbon-emissions-analysis?ref=livain.com), written by: [Ajit Niranjan](https://x.com/NiranjanAjit?ref=livain.com)). Only two European countries—Austria and Slovenia—have publicly set net zero targets for their armed forces. The rest either haven’t quantified their emissions or simply state they are “contributing” to national climate goals. It’s easy to see this as a blind spot—and in some ways, it is. But we also have to give the military some benefit of the doubt: **there are good reasons they can’t lay out all their plans in public.** Defence is not like any other sector. If a country were to announce that it plans to retrofit all its bases, bunkers, and fuel depots over the next five years, it would risk exposing vulnerabilities that could be exploited. Stealth, strength, and resilience are the core priorities—and that means information about infrastructure upgrades, supply chains, or energy use will always be carefully controlled. Even if large-scale decarbonisation efforts were already underway behind the scenes, it’s unlikely we’d ever see those plans in full detail. That said, I’m convinced most militaries are taking the climate challenge seriously. They know that climate change is a **security risk**—a destabilising force that can fuel conflict, disrupt resources, and threaten stability. And they understand that, over the long term, a military reliant on fossil fuels is a military exposed to geopolitical and economic risks. The real question is: **How can we foster transparency and progress without compromising operational security?**How do we ensure that massive increases in defence spending—like the 17% jump in Europe last year—also drive green innovation and don’t lock us into a future of carbon dependence? We need a new kind of conversation. Not one that demands the impossible—like public audits of every military facility—but one that pushes for serious, long-term commitments. Climate action is not separate from security; it’s part of it. ### Storage is the New Currency of the Energy Transition URL: https://www.livain.com/blog/storage-is-the-new-currency-of-the-energy-transition/ Last updated: 2026-08-31T12:39:11.000Z Over the past two years, I’ve spent a lot of time helping solar companies acquire new customers. I’ve worked closely with teams installing solar panels on rooftops and facades—and I’ve been continually amazed by how rapidly the photovoltaic sector has grown. But the deeper I dive into the energy market, the clearer it becomes: **The next big challenge isn’t in generation—it’s in storage.** A recent example illustrates exactly where the market is heading: **RWE is taking over the marketing of 50 MW of battery capacity from Terralayr in Germany**. Terralayr has aggregated multiple smaller storage systems into a single virtual battery and is now handing over marketing rights to RWE, who can then deploy this capacity flexibly on the market. The model behind it is called a **“Multi-Asset Capacity Toll”**—a structure that, for the first time, allows smaller storage operators to secure long-term offtake agreements with fixed pricing. You can find all the details here: [Article on ee-news.ch](https://www.ee-news.ch/de/article/55097/rwe-ubernimmt-fur-5-jahre-vermarktung-einer-virtuellen-50-mw-batterie-von-terralayr?ref=livain.com). I see this as a pivotal development. Why? Because it shows exactly where we’re headed: We’ll continue to install solar panels in the years ahead, but eventually, we’ll have maximized the most viable spaces. The question then will be: **How do we store energy in a way that ensures it’s available exactly when we need it?** ### **Storage as the Backbone of the Energy Transition** Without storage, the energy transition remains fragmented. With it, it becomes a stable bridge to the future. Flexible battery storage networks—like the ones Terralayr is building—are the key to creating a resilient energy infrastructure. One that serves everyone: grid operators, energy traders, businesses, and households alike. I believe storage will become the **central currency of the energy market** in the coming years. Those who control storage capacity will hold the levers of influence—not just over electricity prices, but over the stability of the entire system. ### **What Drives Me** I’m planning to dive deeper into these topics in the months ahead: **How can we accelerate the scaling of storage technology? What market models do we need to ensure that smaller players can participate too? How do we guarantee fair access and long-term predictability for everyone involved?** The energy transition isn’t just a technical issue—it’s a collective project. Storage is the key to making this transition a long-term success story for everyone. ### A Friday in Lugano: Lessons from the Dental World URL: https://www.livain.com/blog/a-friday-in-lugano-lessons-from-the-dental-world/ Last updated: 2026-08-31T12:39:13.000Z Last Friday, I had the pleasure of standing on stage at the[ **SSO Congress in Lugano**,](https://www.sso.ch/de/kongress?ref=livain.com) in front of a few hundred dentists, dental hygienists, and dental assistants. It was one of those moments where you feel both a sense of excitement and a deep respect for the audience you’re addressing. These are people who, day in and day out, care for others—often without the resources, time, or training they need to master the ever-growing demands of a digital world. My talk focused on the **risks, chances, and opportunities of social media for dental clinics**—an increasingly important topic as more practices try to navigate the tricky balance between building their online presence and protecting their professional reputation. What struck me during the session was how **few of the attendees had proper training** or a dedicated setup to handle social media as part of their work. For most of them, managing the clinic’s online presence is just something that gets tacked on to an already packed day—posting a photo here, replying to a comment there. Rarely is there time, structure, or support to do it well. And yet, the risks are real: reputation damage, miscommunication, data protection issues—these challenges don’t care if you’re “just doing your best.” I spent an hour walking through these risks, sharing examples from the work I’ve done with brands like [**Straumann**](https://www.straumann.com/de/de/dentaler-fachbereich.html?ref=livain.com)**,** [**DrSmile**](https://drsmile.de/?ref=livain.com)**,** [**Posedus**](https://posedus.com/?ref=livain.com)**,** [**Linthpraxen**](https://linthpraxen.ch/?ref=livain.com), and others. We talked about the practical side of social media: what can go wrong if you ignore it, what can go wrong if you overdo it, and how to find that balance where you’re engaging your community while staying true to your clinic’s values. The audience was fantastic—engaged, curious, full of questions. And the best part? The breaks were just as valuable as the talk itself. Whoever organized the event deserves a medal, because the space to **have real conversations during the breaks** made all the difference. It’s in those moments, chatting over coffee, that you truly connect, share stories, and learn from each other. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2025/05/IMG_5402.jpeg) ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2025/05/IMG_5411-1.jpeg) ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2025/05/DSCF4455.jpg) ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2025/05/DSCF4474.jpg) Impressions Lugano 2025 (SSO Dental Congress) ### **What I Loved About the Day** Being in **Lugano** itself was a treat—the city has such a unique vibe, with its mix of Italian charm and Swiss precision. The people, the energy, the conversations—it all reminded me why I love stepping into new industries and meeting the people who keep them running. And a personal note to self: **never rely on fancy tech when presenting.** My attempt to showcase a questionnaire live on-screen didn’t go as planned. The lesson? Assume that you won’t be able to open a browser, and stick to what’s simple and reliable. ### **Why Every Industry Should Offer Trainings Like This** One thing that really impressed me is how seriously the dental industry takes ongoing education. **Dentists in Switzerland are required to do 80 hours of training per year**, and many clinic owners extend that expectation to their staff as well. It’s a culture of learning that I wish we’d see more in other industries. Too often, companies leave it up to chance for their employees to grow, hoping they’ll figure it out on their own. But growth doesn’t happen by accident. We need to make it a habit—whether it’s formal training or simply making space for conversations like the ones we had in Lugano. So here’s to more days like this: stepping into a new space, sharing what I know, and learning even more in return. ### Curious reads: “Lucid Dreaming: Gateway to the Inner Self”  by Robert Waggoner URL: https://www.livain.com/blog/curious-reads-lucid-dreaming-gateway-to-the-inner-self-by-robert-waggoner/ Last updated: 2026-08-31T12:39:15.000Z *A curious dive into the subconscious, with a somewhat murky map.* ## **Why I Picked It Up** Every once in a while, I’ll have a dream that lingers—a strange sense of déjà vu, or just something wildly surreal that makes me think, “what if I could actually steer this?” That’s what pulled me back to *Lucid Dreaming* by Robert Waggoner. I bought the book years ago but only picked it up again recently after a few strange dreams. This felt like the perfect moment to explore the idea of guiding dreams consciously. ## **What I Was Hoping For** My initial hope was straightforward: learn a few techniques, try them out, and maybe get to the point of lucid dreaming myself. I wasn’t expecting overnight success, but I was curious if the book could act as a practical guide—a roadmap into lucidity. ## **What I Actually Got** What I found instead was a book much more reflective than instructive. Waggoner doesn’t lay out a how-to as much as he shares an introspective, philosophical account of his own journey. He offers many vivid examples from his dream life—some strange, some beautiful, and others deeply symbolic. But when it comes to actionable advice, the steps are few and not very convincing. At times, it felt like being handed a telescope with no instructions on how to focus it. That said, the book did open up some interesting ideas: > “Lucid dreamers don’t control the dream; rather, lucid dreamers direct their focus within the dreaming.” That line stuck with me. It’s a subtle but important shift: you’re not there to control the dream world like some superhero; you’re more like an attentive observer, nudging attention and watching what unfolds. Another recurring theme was this spiritual twist on identity and awareness: > “The self has awareness, but the self is not the Awareness.” It’s passages like these that made the book feel more like a spiritual exploration of consciousness than a manual for beginners. I appreciated the perspective—even if it wasn’t what I came for. #### **The Frustrating Bit** Despite all the vivid storytelling, the practical side left a lot to be desired. Waggoner does mention techniques like repeating mantras before sleep (“Tonight I will realize I’m dreaming”), focusing on your hands in dreams, and even using B6 supplements for better dream recall. But none of these came with a strong structure or reliable path to success. By the end, I was left with a strange mix of fascination and frustration. The journey was interesting, but the destination still feels just out of reach. #### **Final Thought** This wasn’t the lucid dreaming “how-to” I was hoping for, but it was still worth the read. It opened my mind to how layered our subconscious is—and maybe, just maybe, that’s the real gateway. I’ll keep experimenting with the tips I did pick up. Who knows—maybe the next time I see my hands in a dream, I’ll remember I’m dreaming. #CuriousReads #BookReview #LucidDreaming #MindExploration #ReadingList ### Blogging from Your Notes App: My Deep Dive into Quotion URL: https://www.livain.com/blog/blogging-from-your-notes-app-my-deep-dive-into-quotion/ Last updated: 2026-08-31T12:39:18.000Z 0:00 /0:41 1× How to use Quotion by Remco Livain 2025 **Update — August 2026:* This post keeps finding readers, so I’ve added a note at the end on where I actually landed a year later — and why the idea behind Quotion changed how I publish, even though livain.com still runs on Ghost.* **Rediscovering Simplicity in a Sea of CMS Complexity** After years of working with every CMS under the sun—WordPress, Webflow, Ghost, you name it—I’ve developed a pretty good sense of what makes a great publishing tool. When I set up *livain.com*, I chose Ghost because it’s sleek, fast, and optimized for newsletter publishing. But then, I stumbled across [**Quotion**](https://quotion.co/?atp=9YO2AK&ref=livain.com), a tool that lets you build and run a full blog directly from **Apple Notes**. That’s right—no dashboard, no plugin jungle, no endless customization. Just a shared folder and your thoughts. It’s so absurdly simple that I had to try it. And after a few weeks of playing around with it, I’m convinced there’s something really powerful hiding behind that minimalism. --- **What is Quotion?** ![A fountain pen on an open notebook beside a cup of tea by the window](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2026/08/pen-notebook-tea-window.jpg) Writing happens wherever the notes are - the desk setup barely matters. At its core, [Quotion](https://quotion.co/?atp=9YO2AK&ref=livain.com) connects your Apple Notes app to a live blog. You write content in a shared Notes folder, and Quotion handles the rest. It pulls the data from your shared folder, converts each note into a properly formatted blog post, and publishes it to a site you’ve connected. [Try Quotion yourself, I love it](https://quotion.co/?atp=9YO2AK&ref=livain.com) There’s no CMS to log into, no preview mode, and no design interface to fiddle with. You’re writing content in Apple Notes—just like you might jot down shopping lists, brainstorms, or travel logs. But now, those notes can live online. Quotion is also surprisingly capable under the hood. It offers basic analytics—like page views, bounce rates, and time on site—making it more than just a static note-to-web converter. You get just enough insight to track what content resonates without the overwhelming complexity of a full analytics suite. --- **How Quotion Works – Step by Step** The beauty of Quotion is how shockingly easy it is to get started: 1. **Create a Shared Folder** in Apple Notes (on macOS, iOS, or iCloud). 2. **Share the Folder** with the Quotion system email address. 3. **Choose a Domain** — use a subdomain provided by Quotion or connect your own custom one. 4. **Start Writing** — each note becomes a standalone blog post. The publishing is instant. No preview buttons, no saving drafts. It’s a live sync. You write, and within seconds, the post appears on your site. --- **My Experience Using Quotion** There’s something about writing in Apple Notes that makes the process feel more personal. It’s fast. It’s distraction-free. And it brings publishing back to the core of what it’s about: ideas, words, and the desire to share. When I first started testing Quotion, I created a couple of personal notes about product experiments I was doing. Within minutes, those notes were published to a public blog. I showed it to a couple of friends who run newsletters and lightweight publication sites—they were immediately intrigued. That said, it’s not without its quirks. There’s no rich formatting unless you use Markdown syntax. If you accidentally delete a note, it’s gone from the website too. And you’ll need to think differently about version control, since it’s all synced in real-time. > Still, the tradeoff? It’s frictionless. It doesn’t get in the way. --- **Pros and Cons of Using Quotion** Here’s a quick look at what I’ve noticed so far: | **Pros** | **Cons** | | ------------------------------------------------ | ---------------------------------------------------------------------- | | Incredibly simple setup (no code or backend) | No advanced analytics beyond page views, bounce rate, and time on site | | Works across all Apple devices seamlessly | No version control or backup system | | Great for quick publishing and idea testing | Easy to accidentally delete content | | Feels like journaling with superpowers | Limited design customization | | No learning curve – use Notes like you always do | Markdown support is basic, not visual | --- **Who is Quotion For?** If you’re looking to build a full-featured online magazine or ecommerce site, this isn’t the tool for you. But if your goal is to share ideas fast, publish thoughts while on the go, or experiment with a lightweight content flow—Quotion hits a sweet spot. I imagine solo creators, digital minimalists, journaling fans, and even podcasters using it as a companion blog. It’s also a fantastic entry point for anyone who’s always wanted to start a blog but felt overwhelmed by all the tech involved. --- **What I'd Love to See in Future Versions of Quotion** Even though Quotion is refreshingly simple, there are a few features that could make it even more powerful: - A simple backup or export function (even to PDF or Markdown) - The option to schedule posts or hide them until ready - Tagging and filtering capabilities for better post organization - A slightly more structured formatting guide within the Notes app But even without those, Quotion delivers a very compelling use case. And the more I use it, the more I appreciate the design philosophy behind it. --- **Final Thoughts: Notes as a Publishing Platform** We’ve spent the last decade building layers upon layers of infrastructure to publish content. And for good reason—robust CMS platforms allow for collaboration, scheduling, and customization. But sometimes we just need to **write and share**. Quotion taps into that need. It reminds me that the barrier to entry for blogging can be as low as opening a Notes app. That’s empowering. So if you’ve been meaning to start a blog, test ideas quickly, or explore a more minimal writing process—give Quotion a try. You might be surprised how much fun it is to rediscover the joy of simple publishing. [Give Quotion a go](https://quotion.co/?atp=9YO2AK&ref=livain.com) ### Update November 13, 2025 It has been a few months since I published this article and I thought I would share some insights into whether or not I've still been using Quotion as much as I had in the past. The tool has really continued to be a part of my blogging routines. I've set up a small site to promote my [fractional executive services](https://fractionalexecutive.biz/?ref=livain.com), and this has started to pick up more and more traffic over the last few months. I do believe some of the new additions to the tool are more for "professionals" and less for casual bloggers. Yet, if you want to simply share your thoughts, journal online, want to share your latest Strava stats with your friends and make them look nice on a little website, Quotion is a great frictionless tool to do so. Not to mention, the founder of the company is extremely great and on top of things. You have a request, let's go for it. He really loves to create a product that sticks and people appreciate. I hope there will be enough supporters of the service that allow him to continue developing it. I for one am a big fan. ### Where I landed, a year later livain.com is still on Ghost. But the lesson Quotion taught me stuck: the distance between a thought and a published post should be as close to zero as possible. Most blogs die in that gap — drafts folders are where good ideas go to be forgotten. My publishing today works on the same principle, just with different plumbing. Notes and voice memos become drafts, drafts become posts, and the friction lives with the tools instead of with me. I wrote about that evolution in [a note on drafts and editing tools](https://www.livain.com/blog/four-versions-of-the-same-email-sat-in-my-drafts-this-morning-the-tool-just-edited-one/) and, earlier, in [my thoughts on note-taking apps](https://www.livain.com/blog/my-thoughts-on-note-taking-apps/). If you are starting a blog in 2026, my advice is unchanged: pick the tool that removes the most friction for *you*, not the one with the longest feature list. I once spent weeks fighting [an app everyone else loved](https://www.livain.com/blog/drafts-is-the-most-confusing-app-i-have-ever-used/). The best system is the one you actually write in. ### Switzerland’s Renewable Energy Innovators: Pioneering a Sustainable Future URL: https://www.livain.com/blog/switzerlands-renewable-energy-innovators-pioneering-a-sustainable-future/ Last updated: 2026-08-31T12:39:21.000Z By Remco Livain, CEO of GANDT Published: February 25, 2025 Switzerland’s reputation for precision and sustainability shines brightly in its renewable energy sector. As the founder and CEO of GANDT, a company builder focused on providing marketing and sales support to teams in renewable energy and construction, I’ve watched this industry evolve with fascination. > "Our work at GANDT centers on empowering businesses to amplify their reach and impact, and it’s inspiring to see Swiss innovators leading the charge toward a net-zero future." Today, I’m excited to share a spotlight on some of the most innovative Swiss companies driving renewable energy forward. These trailblazers are tackling generation, storage, and distribution with creativity and grit—challenges we at GANDT understand well from our work supporting similar teams. Here’s a look at the companies shaping tomorrow’s energy landscape. #### 1\. Energy Vault: Gravity Meets Green Energy Lugano-based Energy Vault is redefining energy storage with its gravity-based system. By lifting and lowering composite bricks made from recycled materials, it stores surplus renewable energy and releases it on demand. This sustainable alternative to lithium-ion batteries is scalability at its finest—a concept that resonates with the kind of bold ideas we love to see thrive in the market. #### 2\. EH Group: Hydrogen Power, Swiss Precision From Nyon, EH Group is advancing hydrogen fuel cells with high-density, lightweight stacks tailored for heavy-duty mobility and stationary power. Their efficient, scalable design could decarbonize transport and industry—sectors where innovative solutions are desperately needed. It’s the kind of practical ingenuity that excites us at GANDT. #### 3\. Synhelion: Solar Fuels for a Carbon-Neutral Sky Synhelion, headquartered in Lugano, is turning sunlight into synthetic fuels like kerosene and methanol for aviation and shipping. By harnessing concentrated solar power and recycled CO2, they’re crafting drop-in solutions for hard-to-abate sectors. It’s a visionary leap—exactly the type of story that demands strong messaging to reach the right ears. #### 4\. Pexapark: Powering the Renewable Market Zurich’s Pexapark proves innovation isn’t just about hardware. Its software platform optimizes renewable energy trading in post-subsidy markets with data-driven insights and power purchase agreements (PPAs). With over 8,000 MW of transactions supported, it’s a backbone for financial viability in renewables—a reminder of how strategic support can unlock growth. #### 5\. Meyer Burger: Solar, Swiss-Style Thun’s Meyer Burger is elevating solar manufacturing with high-efficiency heterojunction panels, produced through a vertically integrated, Europe-based process. Challenging Asia’s dominance while prioritizing sustainability, they’re a standout in photovoltaics. Their journey reflects the competitive dynamics we often help our clients navigate through targeted sales and marketing. #### 6\. Hive Power: Decentralized Energy, Done Right Manno’s Hive Power offers FLEXO, an AI-driven platform optimizing solar, EV charging, and storage for energy communities. It’s a brilliant take on decentralized grids, empowering households and businesses alike. We see this as a model of how technology can reshape energy markets. #### 7\. Transmutex: A Nuclear Twist on Renewables Geneva’s Transmutex is rethinking nuclear energy by transmuting radioactive waste into shorter-lived isotopes while generating power, all fueled by renewables. It’s an audacious complement to Switzerland’s nuclear phase-out, blending innovation with sustainability. Such forward-thinking ideas inspire us as we work to elevate bold players in this field. #### 8\. WattAnyWhere: Bioenergy Meets Mobility Lausanne-based WattAnyWhere converts renewable ethanol into electricity for off-grid EV charging with compact, scalable fuel cells. Bridging bioenergy and e-mobility, it’s solving real-world infrastructure challenges. This kind of ingenuity is why we at GANDT are passionate about supporting teams that bring sustainable solutions to life. ### A Bright Future Ahead These companies—Energy Vault, EH Group, Synhelion, Pexapark, Meyer Burger, Hive Power, Transmutex, and WattAnyWhere—showcase Switzerland’s knack for blending engineering excellence with a commitment to sustainability. They’re tackling diverse challenges, from storage and hydrogen to solar fuels and decentralized grids, all while leveraging our nation’s research strengths and policy support for net-zero by 2050. At GANDT, we’re proud to operate in this dynamic ecosystem, helping renewable energy and construction teams sharpen their marketing and sales to compete globally. While we don’t work with every innovator on this list, their successes fuel our mission: to empower businesses that are building a cleaner, smarter future. Switzerland’s renewable energy scene is a testament to what’s possible when vision meets execution—and we’re here to help that vision soar. What’s your take on these innovators? I’d love to hear your thoughts—drop me a line or connect with us at GANDT to talk energy, innovation, or anything in between. —Remco Livain ### Rediscovering Highlights: A Moment with Bucherer at the Timemachine New York City URL: https://www.livain.com/blog/rediscovering-highlights-a-moment-with-bucherer-at-the-timemachine-new-york-city/ Last updated: 2026-08-31T12:39:23.000Z Every once in a while, we take a step back and reflect on our journey. Today, that moment came unexpectedly today after a *casual* Google search. It’s funny how we tend to move so quickly from one project to the next that we forget to pause and appreciate the highlights. But there it was—a reminder of something extraordinary: the Bucherer Timemachine event in New York City, October 2023. Looking back, it wasn’t just another project. It was a testament to how creativity, collaboration, and craftsmanship can come together to create something truly unique. Plus, nourishing relationships is key to happiness and success in life. ### **Bucherer Timemachine: Where Tradition Meets the Unexpected** For those unfamiliar, Bucherer is one of the most prestigious names in luxury watch retail, and their Timemachine store in NYC is as iconic as the brand itself. The event we helped bring to life was anything but ordinary. Dubbed **Watch Faces**, it was an exploration of contrasts—pairing luxury watches with streetwear. Two worlds that, at first glance, couldn’t be more different. Yet, together, they told a story of timeless design and contemporary culture. The installation was bold, creative, and refreshingly unconventional. It challenged the idea that luxury has to remain in its lane. Brands like Bucherer are redefining what it means to engage with audiences in an ever-changing world, and I’m proud to have played a small part in making that happen. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2025/01/BFA_42063_5902926.jpg) Remco Livain and Johannes Quodt ### **Beyond Watches and Streetwear: A Bigger Picture** What made this event so memorable wasn’t just the watches or the installation. It was the energy. New York is a city of constant reinvention, and this event captured that perfectly. It celebrated collaboration, from the legendary craftsmanship of timepieces to the creativity of streetwear designers. For me, this wasn’t just another work project. It was an opportunity to see firsthand how luxury can evolve and embrace new audiences. It also reinforced something I’ve always believed: great brands thrive at the intersection of tradition and innovation. ### **The Takeaway** Reflecting on this milestone reminds me why I do what I do. It’s easy to get caught up in the everyday grind and forget the moments where it all comes together. The Bucherer Timemachine event wasn’t just about watches—it was about creating something meaningful, something that resonates. So, if you’re reading this, consider this a gentle nudge to celebrate your own milestones—whether they’re loud and flashy or quietly impactful. Sometimes, they’re closer than you think… you just have to Google yourself. —Remco Livain [Link to the article](https://usa.watchpro.com/watch-faces-bucherer-timemachines-cross-sector-installation-for-watches-and-streetwear/?ref=livain.com) ### SSO Congress 2025: Why Social Media is a Real Opportunity for Dental Practices URL: https://www.livain.com/blog/save-the-date-sso-kongress-2025-2/ Last updated: 2026-08-31T12:39:26.000Z In May 2025, I will have the opportunity to speak at the **SSO Congress in Lugano**. From **May 22 to 24**, experts in dentistry will gather under the theme **“Risks in Dental Practices – Recognize, Decide, Act”** to discuss key topics in the field. > **My Presentation: “Using Social Media – Opportunities and Risks for Dental Practices.” —Remco Livain** ### **Why Social Media?** Over the past few years, I’ve gained significant experience in digital communication as an interim CMO for companies like **DrSmile (Straumann Group)**, the **Linthpraxen Group**, and the online training provider **Posedus**. During this time, I’ve seen how much potential social media holds for dental practices—and how often it remains underutilized. For many practices, social media is either something that’s handled “on the side” by dental assistants or presented in such a staged way that it completely misses the target audience. Both approaches miss the mark, as: - **Social media** is an excellent tool for **customer acquisition**, **relationship building**, and **customer service**. - More and more people spend a significant amount of time on platforms like **Instagram**, **Facebook**, and **WhatsApp**. Those who understand this can be present in their patients’ daily lives and build trust. ### **Authenticity and the Right Tools** A successful social media strategy doesn’t require overly complicated approaches. It comes down to two key factors: 1. **Authenticity** – Show who you are, what values your practice represents, and how you support your patients. Trust is built through genuine and relatable content. 2. **Effective communication tools** – Channels like **WhatsApp for Business** or **Instagram Direct Messages** are excellent tools for direct communication with patients but are still overlooked by many practices. ### **Opportunities and Risks** In my presentation, I’ll also address the potential risks of using social media incorrectly. Inauthentic content or a lack of strategy can quickly backfire. However, with a clear plan and the right approach, social media can become a true success factor. ### **Will I See You in Lugano?** I look forward to speaking to **400–500 participants** about the opportunities and challenges social media presents for dental practices. The **SSO Congress** is a great opportunity to exchange ideas with colleagues and gain new insights for your own practice. You can find more information about the event and how to register here: ➡️ [More Information about the Event](https://www.sso.ch/sites/default/files/2024-12/SSO%5FKongress%5F2025%5FProgrammheft%5FA5%5FDE.pdf?ref=livain.com) See you in Lugano and feel free to reach out beforehand if you would like to connect! Remco Livain ### A New Chapter: Doubling Down on Impact for a Better Planet URL: https://www.livain.com/blog/a-new-chapter-doubling-down-on-impact-for-a-better-planet/ Last updated: 2026-08-31T12:39:28.000Z For nearly a decade, we at **GANDT Ventures** have supported clients across industries—from luxury retail, beauty and medical to energy—helping them grow, adapt, and thrive in an ever-changing landscape. It’s been a rewarding journey, but as we reflect on the work we do and the impact we want to make, it’s clear that it’s time for something more. In **2024**, we made a deliberate and determined decision to focus our efforts on partnerships that drive societal impact, particularly those committed to **making the planet a better place**. This includes collaborating with organizations leading the charge in the **global energy transition** and contributing to initiatives in renewable energy, construction, and sustainable transformation. **Why this pivot?** The move didn’t happen overnight. It’s been a gradual process, born out of our desire to align our expertise with a higher purpose. As growth consultants, we’ve always been driven by results, but now we’re equally focused on **responsible, meaningful progress**. We want to work with partners whose missions we can truly stand behind—those building solutions for a **Net Zero future** and creating a sustainable impact on society. **What stays the same?** Our services remain rooted in what we do best: • **Growth consulting** • **Organizational development** • **Marketing and sales strategies** What’s changing is **where we direct our energy**—toward partnerships and projects that leave a positive mark on the world. **A purposeful future** This is the biggest pivot in our company’s history, and I couldn’t be more excited. This new chapter aligns not just with where the world is headed, but with how we want to feel about the work we do every day: **proud, purposeful, and impactful**. At GANDT, we believe growth and impact can go hand in hand. We’re ready to take this next step and look forward to building relationships with organizations that share our vision of a better, more sustainable future. Let’s make an impact—together. —Remco Livain ### New Mandate Announcement: Exploring Global Opportunities with Fey1926 URL: https://www.livain.com/blog/new-mandate-announcement-exploring-global-opportunities-with-fey1926/ Last updated: 2026-08-31T12:39:31.000Z I’ve taken on a new mandate with **Fey**, a company with nearly a century of expertise in crafting high-quality beds and sleep solutions. Starting in **December 2024**, I’ll be working with Fey to explore opportunities for international expansion through **direct-to-consumer (DTC) marketing**. ### **A Legacy of Craftsmanship** Fey has been producing premium **boxspring beds** and sleep systems since 1926, with all production facilities proudly located in Europe. Known for their attention to detail and commitment to quality, Fey has built a strong reputation as a trusted manufacturer of sleep solutions. Now, they’re looking to take their expertise to new markets, connecting directly with consumers around the world. ### **Testing the Waters** Direct-to-consumer marketing represents an exciting opportunity for Fey to engage with customers in a more personal and impactful way, and complement the existing sales funnel. My role will involve: - Evaluating potential markets where Fey’s products can resonate with consumer needs. - Developing and testing targeted **DTC marketing strategies** to introduce Fey’s unique value proposition. - Identifying key insights from early experiments to scale international efforts effectively. ### **Why This Matters** The global demand for high-quality sleep solutions is growing, and Fey is uniquely positioned to stand out. Their focus on European craftsmanship, premium materials, and nearly 100 years of expertise gives them an edge in a competitive industry. Expanding into new markets isn’t without its challenges, but with the right approach and a willingness to test and adapt, Fey has the potential to bring their exceptional products to more customers worldwide. ### **What’s Next** I’m looking forward to partnering with the Fey team on this exciting journey. Exploring international markets is always a challenge, but it’s one that comes with incredible opportunities for growth and learning. If you’re interested in the intersection of premium craftsmanship and innovative marketing, stay tuned—I’ll share updates as we move forward. —Remco Livain [Fey - A Century of Quality SleepEnjoy the peaceful nights, rise with the sun, and welcome a brand new day.![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/icon/66e98ce80b581015b5f374b7_Fey_Favicon.jpg)Fey GmbH behält sich das Recht vor, Änderungen an den Farben, Designs und Abmessungen der gezeigten Produkte vorzunehmen. Alle Produkte auf der Website dienen ausschließlich Informationszwecken.© 2024 Fey1926 All Rights Reserved![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/thumbnail/66e4390e284c773dbaa33818_Fey-Open-Graph-URL.jpg)](https://www.fey1926.com/?ref=livain.com) ### New Board Mandate: Joining Macun One AG and Net New Energy AG URL: https://www.livain.com/blog/new-board-mandate-joining-macun-one-ag-and-net-new-energy-ag/ Last updated: 2026-08-31T12:39:33.000Z As of **October 20, 2024**, I’ve had the honor of joining the board of [**Macun One AG**](https://macun.one/?ref=livain.com) and **Net New Energy AG**. These two innovative companies are at the forefront of exciting developments in construction and energy, and I’m thrilled to play a part in shaping their future. ### **Macun One AG: The One-Stop Subcontractor** **Macun One AG** is a collective of subcontractor firms that specializes in **solar installations**, **roof renovations**, and **facade improvements**. Over the past decade, Macun One has grown into a trusted name in the industry, with a team of more than **150 employees**. What sets Macun One apart is its vision of becoming the **go-to partner for all construction needs**, integrating a wide range of services under one roof. By continuously developing new skills and bringing in expert partners, the group is building a model that simplifies construction projects for clients and ensures high-quality execution at every step. ### **Net New Energy AG: Driving Sustainability** While the details of my mandate with **Net New Energy AG** are still being developed, the company’s focus on sustainable energy solutions aligns perfectly with the needs of today’s market. Together with the team, I’ll explore ways to expand their impact in a competitive and evolving sector. ### **My Focus Areas** As a **board member**, my role will focus on: - **Marketing Communications** – Helping Macun One and Net New Energy effectively communicate their value propositions to partners and clients. - **B2B Sales** – Developing strategies to strengthen relationships with business partners and grow their client base. - **Customer Relationship Management (CRM)** – Supporting the implementation of systems and processes to enhance customer experiences and long-term satisfaction. ### **Excited for What’s Ahead** Both companies operate in markets that are full of potential, and I can’t wait to roll up my sleeves and work with the talented teams at **Macun One AG** and **Net New Energy AG**. The combination of innovation, ambition, and deep industry expertise makes this an exciting opportunity to create meaningful impact. I’ll be sharing updates as we move forward, so stay tuned for insights into the challenges and opportunities we uncover together. —Remco Livain, Board Member Macun One AG and Net New Energy AG [Macun One AGIhr zuverlässiger Subunternehmer für Solarmontage Wir arbeiten im Hintergrund – für Ihren Erfolg in der Solarbranche. Jetzt Kontakt aufnehmen![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/icon/macun-montagen_250.png)![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/thumbnail/DjZnlk1kQt3Dqagbil4thW8UUUY)](https://macun.one/?ref=livain.com) ### New Mandate: Younergy SA, October 2024 URL: https://www.livain.com/blog/new-mandate-younergy-october-2024/ Last updated: 2026-08-31T12:39:36.000Z Over the years, I’ve had the privilege of working with some amazing teams in industries undergoing rapid change. Today, I’ve started a new mandate with[ **Younergy SA**](https://www.younergy.ch/?ref=livain.com), a Swiss leader in solar energy based in Crissier (Solothurn and Zürich). My role will be to coach and support their **Marketing and Sales teams** as they navigate the challenges of a highly competitive solar market, helping them refine their approach and capitalize on new opportunities. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2025/01/Bild-15.01.25-um-21.42.jpg) Younergy Team 2024, Copyright @Younergy ### **Why Now Is a Critical Time for Solar** The solar market in Switzerland—and beyond—has changed dramatically in recent years. Installation prices have dropped significantly, and while the pandemic-driven hype around self-sustainability has subsided, the long-term potential of solar energy has only grown. For residential properties and **commercial and industrial (C&I)** projects alike, the opportunities are greater than ever. But with this growth comes increased competition, and that’s where having a strong message and clear **unique selling points (USPs)** can make all the difference. Younergy has a compelling story to tell. As part of a larger group and with over **3,000 successful projects in Switzerland**, they have the expertise, reliability, and scale to stand out in a crowded market. Now it’s about making sure their prospects and customers see that value clearly. ### **What’s Ahead** This mandate is as much about opportunities as it is about challenges. Together with the Younergy team, I’ll be focusing on: - **Sharpening the market positioning** and ensuring their value proposition resonates in a competitive landscape. - **Strengthening the sales approach** to close deals effectively and build stronger relationships with prospective customers. - **Supporting the marketing efforts** to communicate the benefits of choosing a trusted, experienced solar provider. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2025/01/Bild-15.01.25-um-21.37-1.jpg) ### **Looking Forward** What excites me most about this role is the chance to work alongside a talented team in an industry that’s helping shape a sustainable future. The road ahead will no doubt come with challenges, but I’m confident that with the right strategy and execution, Younergy will continue to thrive. If you’re interested in the solar market or want to learn more about what we’re working on, stay tuned—I’ll be sharing updates along the way. —Remco Livain [Younergy Solar: Swiss Quality Engineering for your roofTransform your space with Younergy’s solar solutions. From installation to maintenance, we’ve got you covered. Make the switch to solar today!![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/icon/favicon.ico)Younergy![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/thumbnail/logo-orange.svg)](https://www.younergy.ch/en?ref=livain.com) [Swiss Solar Group - Solar auf die Dächer der Schweiz.Unsere Mission ist es, mehr Solar auf die Dächer zu bringen und so die Eigenständigkeit und Nachhaltigkeit der Schweizer Haushalte zu fördern.![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/icon/6511eb4ecc6ffe4be8c873e8_Ebene-203-20-1-.png)Solar auf die Dächer der Schweiz.![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/thumbnail/65119c788ccb2f23857c3c45_Swiss-Solar-Group_Logo_horizontal_monochrome-schwarz_RGB.png)](https://www.swisssolargroup.ch/?ref=livain.com) ### Stuck in a Niche: How Social Media Traps Us in Echo Chambers URL: https://www.livain.com/blog/stuck-in-a-niche-how-social-media-traps-us-in-echo-chambers/ Last updated: 2026-08-31T12:39:38.000Z Lately, I’ve found myself caught in an interesting—and somewhat frustrating—phenomenon on social media. It’s the kind of thing that sneaks up on you, making you wonder how you ended up so deeply entrenched in a particular niche. **Update — August 2026:* Two years later the walls of the echo chamber got thicker, not thinner — AI decides more of what we see than ever. I’ve added a section on what changed and what I do about it.* The last two or three months, I’ve been exploring Threads, an app that’s relatively new to me despite being around for over a year. What I’ve noticed is how easily my feed gets dominated by just one or two topics. It’s as if the app has decided, “This is your life now, enjoy your endless scroll of cycling and running content.” But this isn’t just a Threads thing—it’s something that’s woven into the fabric of all social media platforms. **The Echo Chamber Effect** When you engage with specific content, like threads on cycling or running, the algorithm quickly takes note. Suddenly, all the content in your feed mirrors these interests. This isn’t groundbreaking news; social media has always been an echo chamber, amplifying the things you already love or spend time on. The algorithms are designed to learn from your behavior, capturing what interests you most and what keeps you glued to the platform. In theory, it sounds great—personalized content tailored to your tastes. But in practice, it can be incredibly limiting. I don’t even follow any active runners or cyclists, yet here I am, stuck in this niche. The algorithm is so effective at curating my experience that it’s almost impossible to break free from this cycling and running bubble. And it’s not just happening on Threads. TikTok, Instagram, and every other social platform I use are doing the same thing. ![A hotel corridor with rows of identical doors receding into the distance](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2026/08/identical-doors-corridor.jpg) Every door looks different from the inside. From the corridor, they're all the same. **The Baby Niche: A New Experience** Recently, my wife and I welcomed a new addition to our family—a joyous, life-changing event that naturally shifted our focus. My wife shared a few videos with me on how to manage life with a newborn, and now, both TikTok and Instagram have caught on. My feeds are flooded with content related to young families, babies, and parenting tips. It’s as if the platforms know we’re in a certain stage of life and are intent on keeping us there, surrounded by content that reaffirms our current situation. It’s fascinating how these algorithms are so quick to pigeonhole us into specific niches based on our recent behavior. What’s less fascinating—and more frustrating—is how difficult it is to escape these niches once you’re in them. **The Challenge of Escaping the Bubble** This experience isn’t limited to social media. A few years back, I switched from Spotify to Apple Music because I felt like I was being served the same music over and over again. Now, I’m facing the same issue on Apple Music. The only solution I can think of is to delete my account and start fresh—essentially resetting the algorithm and hoping for a more diverse experience. 0:00 /0:05 1× It makes me wonder: How do we introduce something new into our lives if the algorithms keep serving us the same old content? We live in a world where content is tailored so specifically to our current needs and interests that it becomes challenging to discover anything outside our existing bubble. Social media platforms excel at giving us what we want right now but struggle to offer what we might need or enjoy in the future. **Tailored to the Past, Not the Future** These platforms are masters of the present and the past—they know what you’ve liked and what you’re likely to engage with based on your history. But they’re not designed to anticipate the future you, the person you’re becoming, or the interests you haven’t discovered yet. So, what’s the solution? Should we spend less time on social media altogether? Or is there a way to trick the algorithms into showing us something new, something unexpected? I’m not sure I have the answers, but I wanted to share my thoughts and observations with you. **Let’s Discuss** I’m curious to hear what you think about this. Have you experienced the same thing? How do you break out of your social media niches, or do you just ride the wave and enjoy the content you’re served? Let’s explore this together—leave a comment below or send me a DM if you want to chat more about it. Social media is a powerful tool, but sometimes, I think it knows us a little too well. It’s like looking into a mirror that only reflects what it already sees, never what it could. Let me know your thoughts—I’m eager to hear how you navigate these digital echo chambers! ### 2026: the walls got thicker Since I wrote this, the algorithms didn’t just keep curating — they started generating. Feeds now mix recommended posts with AI summaries, AI answers and, increasingly, AI-made content. The loop closed: a machine guesses what you want, another machine produces it, and the space for accidental discovery keeps shrinking. I’ve started calling the residue this leaves behind [the AI slop nobody logs](https://www.livain.com/blog/the-ai-slop-nobody-logs/). My countermove is boring and it works: own your channels. This blog and a newsletter are the only places where no algorithm sits between me and the reader. It is the same conclusion I reached in [why I still believe in blogging](https://www.livain.com/blog/the-future-of-blogging-how-ai-and-search-engines-are-shaping-content-strategy-why-i-still-believe-in-blogging-as-a-medium-for-self-expression/) — the feed rents you an audience; a blog lets you keep one. And on the feeds themselves: I now deliberately follow people outside my lane and let a few odd interests pollute the profile the machine keeps of me. It is a small act of sabotage. The baby content, for the record, won anyway. ### From Family Time to Business Growth, and What's Next URL: https://www.livain.com/blog/from-family-time-to-business-growth-and-whats-next/ Last updated: 2026-08-31T12:39:41.000Z Over the past year, I’ve found myself navigating through some significant changes—both professionally and personally. On the professional front, the restructuring and reorganization within the GANDT group have demanded a great deal of my attention. This has been a period of intense focus as I’ve worked to refine our strategies and realign our team’s goals with the future in mind. It’s been a challenging yet rewarding process that’s required me to step back from client-facing roles for a while. On a personal note, this year also brought the joy of welcoming our second child into the world. For the past few months, I’ve made the conscious decision to prioritize family life. Being present during these early stages of my child’s life has been incredibly important to me. As any parent will tell you, those precious moments with family are irreplaceable. They’ve reminded me of the importance of balance, and of taking the time to appreciate what truly matters. However, with these transitions now more settled, I’m eager to reconnect with what drives me at my core: working with entrepreneurs and scale-ups who are open to innovative ideas, new business development strategies, product launches, and internationalization projects. My passion lies in helping businesses grow, especially those in the midst of change management within their teams. This is where I believe I can make the most impact, drawing on my experience as a(n interim) Chief Marketing Officer (CMO), Chief Growth Officer (CGO), or in fractional leadership roles. If you or someone you know could benefit from a conversation about how we might work together—whether it’s to explore new growth opportunities, navigate change, or bring fresh marketing approaches to life—I’d love to hear from you. Feel free to reach out via a direct message, an email ([r.livain@icloud.com](mailto:r.livain@icloud.com)), or give me a call (+41 789 51 66 90). Let’s have a chat and see where our collaboration could take us. Thank you for your continued support and understanding as I’ve taken this time to realign my focus. I’m excited about what’s ahead and look forward to diving back into what I love most—helping businesses thrive in an ever-evolving landscape. Warm regards, Remco ### The Power of Forward Thinking: Moving Beyond the Past URL: https://www.livain.com/blog/the-power-of-forward-thinking-moving-beyond-the-past/ Last updated: 2026-08-31T12:39:44.000Z It’s often said that reflection is an essential part of personal and professional growth. Taking time to look back at our experiences, successes, and even failures can offer valuable lessons. However, there's a fine line between productive reflection and dwelling on the past to the point where it hinders progress. This is something I learned the hard way, and it’s a lesson that has since transformed the way I approach both my work and my life. **Update — August 2026:* Two years later this idea got harder, not easier — because nothing is forgotten anymore. I’ve added a section on forward thinking in the age of perfect memory.* ### The Trap of Overthinking the Past We’ve all been there—caught in a loop of analyzing past events, decisions, and outcomes. While some degree of reflection is beneficial, it's easy to fall into the trap of overthinking. The problem with this is that it can prevent us from moving forward. The more time we spend looking back, the less energy we have to focus on what lies ahead. This tendency to dwell on the past can be particularly pronounced in certain cultural contexts. In Europe, for instance, there’s often a strong emphasis on history and tradition, which can sometimes manifest as a reluctance to move on from past achievements or failures. While this deep connection to history can be a strength, it can also make it challenging to adopt a more forward-thinking mindset. ![A car rearview mirror reflecting the road behind while an open road lies ahead](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2026/08/rearview-mirror-open-road.jpg) The mirror is small for a reason - the windshield is where the work is. ### An Eye-Opening Experience A few years ago, I had a memorable encounter with a renowned CEO in the United States that completely shifted my perspective on this issue. I had just completed a project with my team and was eager to share our achievements. Armed with a detailed monthly report, I walked into the CEO’s office, ready to discuss all that we had accomplished. To my surprise, he wasn’t interested in the report. Instead, he asked me a simple, yet profound question: “Why are you here? What do you need from me to move forward?” I was caught off guard. I had spent so much time preparing to discuss our past successes that I hadn’t given enough thought to our next steps. The CEO was only interested in the status quo and how he could help me advance to the next phase. It was a stark contrast to the mindset I had been used to—where past results were often the focal point of discussions. ### Embracing a Future-Focused Mindset That meeting was a turning point for me. It made me realize that while it’s important to acknowledge and learn from the past, our primary focus should always be on the future. Since then, I’ve adopted a forward-thinking approach in my work and personal life. When I engage with my team or clients, I now prioritize discussions about where we are today and what’s next. This shift in mindset has not only made me more effective in my role but has also empowered those around me to think more strategically. Of course, there are times when we get stuck and need to take a step back to review how we got to a particular point. However, this is now the exception rather than the rule. The goal is always to keep moving forward, to stay focused on the tasks ahead, and to continuously strive for growth and improvement. ### Forward thinking in the age of perfect memory When I wrote this, letting go of the past was mostly a discipline problem. In 2026 it is also a tooling problem: everything is archived, transcribed, searchable. Every old decision can be pulled up in seconds and relitigated in full colour. Perfect recall makes the past more seductive than it has ever been. Which is exactly why the skill matters more now. The archive is a hard drive; your attention is [working memory, not a hard drive](https://www.livain.com/blog/a-context-window-is-working-memory-not-a-hard-drive/) — small, expensive, and better spent on the next decision. Forward thinking in 2026 is a deliberate act of choosing what not to reopen. The companion habit is judging yourself on trajectory instead of misses — I wrote about that in [Progress, not perfection](https://www.livain.com/blog/progress-not-perfection-the-impact-of-missing-goals-and-how-to-drive-long-term-success/). ### Final Thoughts Taking time to reflect on the past is important, but it’s crucial to strike a balance. If we spend too much time dwelling on what has already happened, we risk losing sight of what’s possible in the future. My experience with that American CEO taught me the value of forward thinking—a lesson that has since become a guiding principle in my life and work. So, the next time you find yourself reflecting on past events, ask yourself: Am I learning something that will help me move forward, or am I simply dwelling? The difference can be the key to unlocking your next big success. ### Exploring Threads: Can Meta’s New App Really Build Genuine Connections? URL: https://www.livain.com/blog/exploring-threads-can-metas-new-app-really-build-genuine-connections/ Last updated: 2026-08-31T12:39:46.000Z Sometimes it’s good to be late to the party. Over the past few years, I've been a big fan of Twitter. It’s been a fun place to vent and have some weird and interesting conversations with random people. But what I was missing were genuine connections. So, I thought I’d give Meta’s Threads a go over the last few weeks. [Follow me on Threads](https://www.threads.net/@rlivain?ref=livain.com) I don’t know why I decided to pick it up now. Interestingly enough, the Threads app is now just about one year old, and those who got on board early are celebrating their first anniversary on the platform—with the party hats to match! 🥳 ### The Unfinished Feel To sum it all up, the app feels unfinished. It isn’t as feature-rich as Instagram or TikTok by any means, and while a lot can be said about X (formerly Twitter), it is a lot more versatile than Threads at this point in time. ### The Missing DM Functionality Probably the biggest difference between Threads and any other social media platform right now is the lack of direct messaging (DM) functionality. You can have open conversations with someone in the comments section, but it’s impossible to follow through or follow up within the app itself. If you want to continue the conversation, you need to follow them on Instagram or another platform and hit them up there. ### The Algorithm and Content Quality Being new to the platform, the algorithm doesn’t really know my interests yet. It’s trying to get me hooked by suggesting that Threads is a great place for creators to hang out. The only problem is that a lot of the content feels mediocre, filled with bots and people trying to become famous overnight. That said, about 70 to 80% of the content on the platform is purely text-based. This can be quite refreshing, considering that most other social media platforms have become meme wars. ### High Engagement and Authenticity I’ve noticed that engagement rates on certain posts are very high, and the way people comment and interact feels halfway authentic and sometimes outright nice. It might be harder for those without coding skills to set up bots on this platform, which leads to more genuine, human-written content. Sure, there are those who simply ask short questions to gain traction without adding value to the conversation. But this is a common issue across social media, not just on Threads. ### Hope for the Future I hope that Mark Zuckerberg and the team continue to develop the product. It has caught some attention in up-and-coming markets, but in mainland Europe and Switzerland, where I live, it hasn’t really taken off yet. The big question remains: can Meta’s Threads really build genuine connections? The jury is still out on that one. ### The Journey Ahead I think I will continue to explore Threads in the coming weeks and months to see if it develops and if it’s possible to gain genuine connections through the app. If you’d like to follow along on my journey, please do so and follow me on Threads or Instagram. As I dive deeper into Threads, I'd love to hear about your experiences too. Let's share insights and grow together on this new platform. Follow my journey on Threads or Instagram, and let's make some genuine connections. [Check out my Threads Profile](https://www.threads.net/@rlivain?ref=livain.com) ### Why you won't see me in an Apple Store any time soon URL: https://www.livain.com/blog/why-you-wont-see-me-in-an-apple-store-any-time-soon/ Last updated: 2026-08-31T12:39:49.000Z ### Apple has brought out some newly updated iPads. And this is probably the first time in years that I didn't feel compelled to comment on them, straight away. The form factor is magnificent. I love the thin and sleek design aesthetic. The color palette is boring as always, but I wouldn't want to have it any other way anyway. Any matt silver or black option will do the trick for me. The performance and functionality offered by these new iPads, combined with their elegant design, make them a must-have for any tech enthusiast, though. And if there is one device I love more than anything, it is probably my iPad. But... I've just recently sold my 2018 12.9" iPad, because I simply wasn't using it enough. And my M1 10.9" from a few years back is still in stellar shape. The only time I could do with a little bit more power (and battery power especially) is when I use Lightroom to process the RAW images from my camera. Yet, this is also not the biggest of problems. Nine times out of ten I will be sitting at home, with a charging cable close by to keep my iPad juiced up when using Lightroom. That app is just an incredible battery drain for some reason. However... I will not be handing in my M1 iPad to upgrade to the best in class iPad Pro 2024\. - I really don't care about the camera angle when I'm using it. - The battery on my old one is still great. - Shelling out 1500–1700 CHF for an iPad + Keyboard is too expensive if it doesn't solve any real world problems. - iPadOS is the limiting factor for most of the things I would like to be able to do. - And... for what I use my iPad I really don't need any more power! It is the perfect email/CEO-productivity machine as it is. Of course... I would love to hold a thinner device in my hands. One of the reasons I love using the iPad over my MacBook is the weight and feel of the device. Screen real estate isn't the biggest driver, but weight certainly is. Okay... I have to admit that I would not want to go into an Apple Store right now and hold one in my hands, and be persuaded to still find a way to sell my current device and upgrade. It would be tempting if it is significantly lighter than my current 11" model. So my strategy is: simply stay away from the Apple Store for a few weeks. Wait until the reviews start to die off and rumours start to drop about the next version that I might really need. For now... I will just continue to enjoy my iPad as it is. I'm writing these words on it right now as well. No ChatGPT, just my own simple sentences, full of honest spelling mistakes and random thoughts. Thanks for reading my thoughts 🙂 —Remco ### Embracing the Underdog Spirit: Lessons from Rafael Nadal in Entrepreneurship URL: https://www.livain.com/blog/embracing-the-underdog-spirit-lessons-from-rafael-nadal-in-entrepreneurship/ Last updated: 2026-08-31T12:39:51.000Z It's an ordinary Monday evening, and as enjoy the company of my family whilst sitting on the couch, I cannot help but find myself reflecting on an extraordinary athlete—Rafael Nadal. This man, who has defied the odds time and time again, remains a beacon of inspiration not just for tennis enthusiasts but for anyone striving to be their best in their respective fields. As an entrepreneur, I am constantly on the lookout for sources of motivation, and Nadal's recent match against Zverev at Roland Garros has given me plenty to ponder. ### The Unyielding Spirit of Nadal Rafael Nadal's career is nothing short of legendary. His 14 victories at Roland Garros are a testament to his unparalleled dedication and resilience. Watching him play, especially in his recent first-round match, where he faced the formidable Alexander Zverev, one can't help but feel a mix of awe and inspiration. Despite losing in straight sets, Nadal’s presence on the court was electrifying. He embodies the essence of an underdog who never truly loses, even when the scoreboard says otherwise. ### Work Ethic and Humility: Foundations of Success What sets Nadal apart is not just his skill but his work ethic and humility. These traits resonate deeply with me as an entrepreneur. Running a business requires more than just strategic thinking; it demands relentless effort and a grounded approach. Nadal's rigorous training regimen and his ability to remain humble despite his success are qualities that I strive to emulate. In the business world, it's easy to get caught up in the race for success, often forgetting the importance of the journey. Nadal reminds me that true success is not just about reaching the top but also about the dedication and integrity with which we pursue our goals. ### Resilience in the Face of Adversity Nadal's ability to bounce back, even when backed into a corner, is something that I find particularly inspiring. As entrepreneurs, we often face setbacks and challenges that can feel overwhelming. However, it's our response to these obstacles that defines our success. Nadal’s career is a perfect example of resilience. His countless comebacks from injuries and tough matches serve as a reminder that setbacks are merely setups for comebacks. I remember a particularly challenging period in my career when a major project fell through at the last minute. It felt like a devastating blow, much like facing a powerful opponent in a crucial match. Drawing inspiration from Nadal, I chose to see it as an opportunity to learn and grow. This perspective shift allowed me to approach the situation with renewed energy and eventually turn it into a valuable experience. ### Presence and Passion: Key Ingredients for Impact One of the most striking aspects of Nadal's game is his presence on the court. The moment he steps onto the court, he commands attention. His focus and passion are palpable, filling the arena with an energy that is hard to ignore. This presence is not just about being physically present but also about being mentally and emotionally engaged. As a leader, I aim to bring that same level of presence and passion to my work. Whether it's a team meeting, a client presentation, or a strategic planning session, being fully engaged and passionate about what I do makes a significant difference. It not only motivates those around me but also fosters a culture of excellence and commitment. ### The Underdog Mindset: A Continuous Journey Nadal's story is a powerful reminder that the journey of an underdog is ongoing. Even when you achieve success, the mindset of striving, learning, and improving never truly ends. This continuous journey is something I hold dear as an entrepreneur. Each day brings new challenges and opportunities, and embracing them with the tenacity of an underdog is what keeps me going. As I reflect on Nadal's remarkable career and his recent match, I am filled with gratitude for the lessons he imparts through his dedication and spirit. His journey reinforces my belief that with hard work, humility, resilience, and passion, we can overcome any obstacle and achieve our dreams. ### Drawing Strength from Greatness Rafael Nadal’s legacy is far more than his titles and records. It's his unwavering commitment to excellence and his ability to inspire others that truly sets him apart. As I navigate the entrepreneurial landscape, I draw strength from his example. He reminds me that no matter how tough the competition or how high the stakes, the key to success lies in our perseverance and passion. So, the next time you find yourself facing a daunting challenge, think of Nadal and his journey. Let his story fuel your drive to push through, and remember that being an underdog is not about where you start but about how you persist and prevail. —Remco ### Bridging Worlds: Lessons from Asia's Dynamic Startup Culture URL: https://www.livain.com/blog/bridging-worlds-lessons-from-asias-dynamic-startup-culture/ Last updated: 2026-08-31T12:39:54.000Z My journey to Bangkok, Thailand, was one filled with anticipation. I found myself in a modest office space just above a vibrant market, the air filled with the scent of street food and the sound of haggling vendors. Here, a Thai startup team shared their ambitious vision with the same fervor I’ve observed in many Asian entrepreneurs. To me, this meeting became a testament to the dynamism of Asia's startup culture—a culture from which we can glean valuable insights. This meeting was over ten years ago, but I see the ways of working in Asian startups to be one that is wildly different from our EU/USA-startup culture. ## **The ‘Ramen Profitability’ Model** In Asia, the 'ramen profitability' approach is esteemed—lean operations and a sharp focus on financial health from the get-go. This contrasts with the 'grow at all costs' mindset prevalent in many Western startups. The question arises: Could Western startups benefit from emphasizing early profitability as a path to long-term success? 💡 The ramen profitability model refers to a startup reaching a level of profitability where it makes just enough revenue to cover the living expenses of its founders. The term was popularized by entrepreneur and venture capitalist Paul Graham and is derived from the notion of instant ramen being one of the cheapest foods available, symbolizing the minimal financial needs to sustain the founders' basic living costs. ## **Conquering Local Before Going Global** Rather than leaping straight onto the global stage, Asian startups often prioritize gaining a stronghold in regional markets. These markets are seen as stepping stones, rich with opportunities and learning experiences that are crucial before scaling globally. Western startups might do well to adopt this gradual but firm expansion strategy. ## **Beyond Transactions: The Power of Relationships** The significance of building relationships is deeply ingrained in Asian business culture. Transactions there have a personal touch—a stark contrast to the more straightforward, transactional nature often seen in the West. Could the secret to deeper partnerships and lasting business success for Western entrepreneurs lie in nurturing relationships first? 💡 Relationships, or "guanxi," play a crucial role in the success of startups in China due tothe country's unique business culture, regulatory environment, and market dynamics. Guanxi refers to the network of relationships among various parties that cooperate and support one another. ## **Adaptability: The Innovation Imperative** The fierce competition in Asian markets creates a landscape where resilience and adaptability are not just advantageous but essential. This ability to pivot quickly in response to market feedback is a trait that Western markets could emulate to foster innovation and sustain competitiveness. ## **Cultural Sensitivity: The Local Lens** Asian startups thrive by adapting their business models to suit local cultural nuances. This granular understanding of the market can be incredibly powerful for Western companies looking to make their mark internationally. Could a closer attention to cultural details be the key to unlocking global success? 💡 ****Adapting Marketing Strategies**: Successful Asian startups understand theimportance of culturally resonant marketing strategies. This includes using local slang, symbols, and narratives in advertising campaigns to connect more deeply with the target audience. ## **Government Support: The Invisible Hand** Proactive government policies and support in Asia often provide a fertile ground for startups to flourish. This partnership between the state and the startup sector could inspire Western economies looking to invigorate their own entrepreneurial landscapes. ## **A Tapestry of Lessons** Reflecting on the spirited discussions in Bangkok, it’s clear that the lessons from Asia’s startup culture transcend business tactics—they provide a framework for approaching the entrepreneurial world. They teach us the virtue of financial wisdom, the art of relationship-building, and the necessity of cultural agility. They remind us that innovation is not only about what you create but how you approach creation. Which of these Asian startup lessons resonates with your business philosophy? How can these insights catalyze your path towards innovation and success? Maybe it's time to consider that the East has more than just wisdom to share—it offers a strategic compass for those willing to navigate its lessons. ## Interesting Reads [What Is Ramen Profitability And Why It Matters | FourWeekMBASerial entrepreneur and venture capitalist Paul Graham popularized the term “Ramen Profitability.” As he pointed out “Ramen profitable means a startup makes just enough to pay the founders’ living expenses.”![](https://i0.wp.com/fourweekmba.com/wp-content/uploads/2022/04/cropped-FOURWEEKMBA-1.png?fit=192%2C192&ssl=1)What is The FourWeekMBAGennaro Cuofano![](https://fourweekmba.com/wp-content/uploads/2019/05/ramen-profitability.png)](https://fourweekmba.com/ramen-profitability/?ref=livain.com) [Building Strong Guanxi: The Key to Success in Business RelationshipsIn the ever-evolving world of business, success is often dependent on more than just technical skills and knowledge. One crucial aspect that plays a significant role in achieving success, particularly in Asian cultures, is the concept of Guanxi.![](https://static.licdn.com/aero-v1/sc/h/al2o9zrvru7aqj8e1x2rzsrca)Doron Azran![](https://media.licdn.com/dms/image/D4D12AQG4hUWI8vgHDA/article-cover_image-shrink_720_1280/0/1685017210955?e=2147483647&v=beta&t=ZRmSm9tiMXJLhLgzwHKhbz8GNxLH1UyLNFv7EMPazuw)](https://www.linkedin.com/pulse/building-strong-guanxi-key-success-business-doron-azran/?ref=livain.com) [Unlocking Asia’s Market Potential: Strategies for Successful Business Expansion in 2024Ready to tap into Asia’s booming markets? Discover the challenges and strategies for successful business expansion in Asia’s dynamic economies. Grow your business with confidence in 2024.![](https://www.cxcglobal.com/static/images/favicon-96a594d37ed8e450a361976a59a4f561.png)CXCCXC Team![](https://www.cxcglobal.com/wp-content/uploads/2024/02/Social-Overcoming-Challenges-of-International-Expansion-in-Asia.jpg)](https://www.cxcglobal.com/blog/global-hiring/business-expansion-problems-in-asia/?ref=livain.com) ### Why you should think twice about running a Valentine's Day Promotion, at all URL: https://www.livain.com/blog/strategic-insights-navigating-the-dynamics-of-peak-day-promotions/ Last updated: 2026-08-31T12:39:57.000Z Aligning promotional strategies with significant calendar events like Valentine’s Day, Christmas, and Easter is a common practice. However, this approach demands a critical reassessment, especially when considering the effectiveness and efficiency of peak day promotions for every brand. > "...not all brands should engage in Valentine’s Day promotions" Drawing from my extensive experience, including running a successful online flower delivery company, let me share with you why I believe not all brands should engage in Valentine’s Day promotions or similar peak day marketing efforts. **Analyzing the Cost-Benefit Paradox of Peak Day Marketing** Peak days inherently promise high visibility and consumer engagement. Yet, this potential comes with substantial costs and competitive pressure. My journey in the flower delivery sector revealed a counterintuitive insight: while Valentine’s Day might seem like an opportune moment for flower-related promotions, the reality is fraught with challenges. The market becomes saturated with offerings from various sectors, escalating marketing costs and diluting brand messages. **Comparative Market Dynamics: Valentine’s Day vs. Mother’s Day** Our analysis showed that Mother’s Day, contrary to expectations, offered a more lucrative opportunity than Valentine’s Day. The reasons were twofold: reduced competition and a broader target market. Essentially, while Valentine’s Day appeals to individuals looking to express romantic sentiments, Mother’s Day has a more universal appeal, resulting in a larger potential customer base. This distinction underscores the importance of market segmentation and competitive analysis in campaign planning. **Operational Scalability and Margin Implications** The allure of peak days often obscures the operational challenges and financial implications involved. Scaling up operations to meet the transient demand of a single day can strain resources and operational capabilities. Furthermore, the focus on volume over margins can jeopardize financial health of your organisation. Our experience highlighted the criticality of maintaining operational agility and focusing on sustainable margin optimisation over mere volume growth. > I think all companies need to do their marketing sustainably—meaning: "Marketing cannot be a cost center, but its primary goal is to add value as a profit center." **Redefining Marketing Strategy: Off-Peak Focus** Given these insights, a strategic pivot is advisable. Targeting consumers during off-peak periods can mitigate competition and cost pressures, allowing for more personalized and effective marketing efforts. This approach aligns with the emerging trend towards a contribution margin-focused strategy, emphasizing profitability and sustainable growth over top-line metrics alone. **The Misalignment of Product-Centric Promotions** The inclination to capitalize on peak days often leads brands to force relevance, resulting in marketing messages that fail to resonate with the target audience. The disconnection between the product offering and the thematic essence of the peak day can confuse consumers and dilute brand equity. > Brands must exercise discernment, ensuring that their promotions are congruent with both the occasion and the brand’s core value proposition. **Implementing a Data-Driven Marketing Approach** To navigate the complexities of peak day promotions, brands should adopt a data-driven marketing strategy. This involves: - Comprehensive market analysis to identify the true competitive landscape and consumer demand patterns. - Rigorous segmentation and targeting to ensure message relevance and engagement. - Financial modeling to assess the cost-effectiveness and potential ROI of peak day promotions versus off-peak strategies. - Continuous performance monitoring to adapt and refine strategies based on real-time data and market feedback. - But most importantly: Make sure your product or service has a logical fit to the event you would like to use for your Marketing communication. **Embracing Strategic Marketing Discipline** The decision to engage in peak day promotions should be rooted in strategic analysis rather than tradition or market pressure. By adopting a disciplined approach to marketing strategy, brands can better align their promotional efforts with their business objectives and market realities. The ultimate goal is to build a marketing strategy that is not only responsive to market opportunities but also grounded in financial pragmatism and operational sustainability. Peak day marketing campaigning is the most challenging thing to get right. You and your teams have to be very careful not get carried away by the prospect of having an "easy" campaign idea and forget to focus on adding long term sustainable customer value, outside of peak sales days, too. ### Remco Livain | Profile Summary URL: https://www.livain.com/blog/profile-summary-of-remco-livain/ Last updated: 2026-09-23T04:18:38.000Z 0:00 /0:45 1× What are Remco Livain's core competencies? [Schedule 1-1: Book now!](https://calendly.com/rlivain/next-7-days-25-minutes-chat?ref=livain.com) **Current Position:** Fractional Executive for hire (Freelance) **Education:** Maastricht University School of Business and Economics (2003 - 2008), International Baccalaureate in Hilversum, Netherlands ### Core Competencies - Digital Marketing and Strategy: Expertise in leveraging digital tools and data-driven decision-making to foster innovation and enable long-term organizational growth. - Leadership and Team Management: Proven track record in leading highly skilled teams of marketing professionals, digital marketers, product managers, and data intelligence experts. - Business Development: Strong background in developing and managing strategic partnerships and in scaling companies from startups to successful exits. - Performance Marketing: Comprehensive knowledge of all online marketing channels, including social media, SEM, SEO, display marketing, and affiliate marketing. - Product Management: Proficient in online product management, including website optimization and development. ### Career Milestones - GANDT Ventures (2015–2026): Founder and CEO, built and led a digital marketing consultancy and agency through strategy consulting and operational excellence. After the company was sold in 2024, I stayed on as CEO until early 2026. - Nexus Lab Accelerator Programme: Mentor for blockchain startups across Europe, helping shape fintech innovation's future. - [MIFLORA](https://www.miflora.de/?ref=livain.com): Co-founder and CMO, led marketing strategies that propelled the company to successfully exit to Blume2000. - [Unleash12](https://www.unleash12.com/?ref=livain.com): Interim CMO, restructured and executed a new global multi-channel marketing strategy, partnering with major brands (eg Philips) and football clubs (eg Real Madrid, PSV Eindhoven, Lech Poznan, and Cristiano Ronaldo). - [Westwing Home and Living](https://www.westwing.de/?ref=livain.com): As head of Online Marketing, Remco Livain spearheaded global marketing efforts that contributed to the company's successful IPO. - [C-Date](https://www.c-date.de/?ref=livain.com): First Employee and early management team member, managed and coordinated online performance marketing activities across more than 20 countries. - [FriendScout24](https://www.friendscout24.de/?ref=livain.com): Junior Marketing Content Manager, initiated marketing efforts in the Netherlands market. ### Key Projects and Roles - Interim CMO at [DrSmile](https://www.drsmile.de/?ref=livain.com): Led the marketing team through significant growth, establishing a robust marketing organizational structure and enhancing digital performance marketing capabilities (DrSmile is a [Straumann Group Brand](https://www.straumann.com/?ref=livain.com)). - [Bucherer](https://www.bucherer.com/ch/en?ref=livain.com) / [Tourneau](https://www.tourneau.com/?ref=livain.com) Certified Pre-Owned Digital Sales Funnel development. Post-acquisition support for Tourneau USA team on merging brand and online marketing competencies with Swiss headquarters. - Advisory Roles: Engages in key private projects annually as a strategist or interim CMO, maintaining hands-on involvement with marketing teams and current industry trends. ### Contributions and Impact - Organizational Growth: Enabled organizations to leverage digital tools for innovation and efficiency, emphasizing education and organizational enablement as pivotal growth mechanisms. - Team Building and Leadership: Built and led diverse teams, fostering an environment conducive to learning, growth, and scalability. ### Personal Approach - Continuous Learning and Development: Takes on strategic roles in different organizations to stay connected with the market dynamics and to help organizations grow internally. ### Summary Remco Livain is a seasoned entrepreneur and digital marketing strategist who deeply understands what it takes to drive growth within various business contexts. His career spans significant roles where he has led companies to achieve remarkable milestones and contributed to the broader digital marketing and startup ecosystem through mentoring, strategic advice, and hands-on leadership in marketing and growth initiatives. His ten years building GANDT Ventures (2015–2026) and his work today as an independent fractional executive reflect a commitment to leveraging digital innovation for organizational success, making him a valuable leader and strategist in the digital age. ### Remco Livain Social Media Profiles 1. Twitter: [https://www.x.com/rlivain](https://www.x.com/rlivain?ref=livain.com) 2. TikTok: [https://www.tiktok.com/@remcolivain](https://www.tiktok.com/@remcolivain?%5Ft=8jZs9IyGQ1x&%5Fr=1&ref=livain.com) 3. Instagram: [https://www.instagram.com/rlivain](https://www.instagram.com/rlivain?igsh=bWE3NXV6ZDcxOTJ2&utm%5Fsource=qr) [Block time on my calendar, now!](https://calendly.com/rlivain/next-7-days-25-minutes-chat?ref=livain.com) ### Embracing the Digital Diary: My Journey with the New Apple Journal App URL: https://www.livain.com/blog/embracing-the-digital-diary-my-journey-with-the-new-apple-journal-app/ Last updated: 2026-08-31T12:40:02.000Z *Here's a deep dive into my expectations, reservations, and aspirations for the Apple Journal App.* **Update — August 2026:* Two and a half years of journaling later, a short honest postscript at the end.* **The Allure of Digital Journaling** Like many, my journaling journey has been a mix of pen-paper romance and digital convenience. There's something undeniably intimate about the physical act of writing. However, the convenience of having a journal that's always with you is a game-changer. No more multiple notebooks or the frustration of forgetting your journal at home. The Apple Journal App promises to keep your thoughts organized and accessible, aiming to solve the problem of scattered entries across various platforms. **My Experience with Other Apps** Before discussing the Apple Journal App, it's worth noting my experience with other digital journaling platforms. Day One has been a notable companion, with its user-friendly interface and robust features. However, the commitment to a subscription model and the realization that Apple Notes could serve a similar purpose made me reconsider my options. The need for a centralized, coherent, and cost-effective solution became increasingly apparent. **The Promise of Apple Journal App** The Apple Journal App seems to address many of these concerns. The idea of having a dedicated space for all my thoughts, musings, and reflections is highly appealing. No more fragmented entries across different apps and notebooks. Everything in one place, neatly organized and backed by the seamless ecosystem Apple is known for. This could be the centralized solution I've been seeking. **The Dilemma of Device Dependency** However, there's a catch. The Apple Journal App relies solely on my iPhone as the input source. My relationship with technology is bittersweet. I cherish the moments spent away from the screen, where my thoughts can flow uninhibited onto paper. There's a certain magic in handwritten words that digital text struggles to capture. Balancing the convenience of digital journaling with the tactile joy of traditional methods will be a challenge. **Integrating Work and Personal Life** Another consideration is how this app will blend the personal and professional aspects of my life. A journal isn't just a space for private reflection but also a tool for work-related insights and post-mortems. The Apple Journal App needs to cater to this dual nature for it to truly fit into my lifestyle. **The Excitement for Multimedia Entries** Despite these reservations, I'm genuinely excited about one particular feature: multimedia entries. The ability to incorporate voice notes, photos, and videos could revolutionize the journaling experience. Capturing moments in their true essence, beyond just words, adds a rich, dimensional quality to reflections. **Moving Forward with Cautious Optimism** As I embark on this journey with the Apple Journal App, my feelings are a mix of anticipation and skepticism. Will it become the ultimate repository for my thoughts and experiences? Or will the allure of traditional journaling keep me anchored to pen and paper? Only time will tell. What I know for certain is that the quest for the perfect journaling solution continues, and I'm hopeful that the Apple Journal App will be a significant milestone in that journey. --- *Are you considering the Apple Journal App? How do you balance the digital and physical aspects of journaling? Share your thoughts and experiences in the comments below.* --- ### Two and a half years later The honest postscript: the app mattered less than I thought, and the habit mattered more. Journaling stuck for me wherever the friction was lowest — some seasons that was Journal, some seasons plain Apple Notes, sometimes paper. The streaks and prompts faded; the writing stayed. That tracks with everything else I’ve learned about these tools. I keep my task system deliberately boring for the same reason — [my bullet journal famously lacks tasks](https://www.livain.com/blog/why-my-bullet-journal-lacks-tasks/) — and my broader [note-taking stack](https://www.livain.com/blog/my-thoughts-on-note-taking-apps/) has converged on whatever lets a thought land in under five seconds. In 2026 the temptation is to let AI summarize your year for you. I’d rather write the entry. The archive was never the point; the noticing is. ### Cultivating a Culture of Productive Disagreement and Commitment URL: https://www.livain.com/blog/cultivating-a-culture-of-productive-disagreement-and-commitment/ Last updated: 2026-08-31T12:40:05.000Z **Embracing Constructive Disagreements** In a world where meetings can often turn into battlegrounds of ego and opinion, adopting the 'disagree and commit' philosophy can be revolutionary. It's about creating a space where everyone’s voice is heard and their concerns are acknowledged. Yet, at the end of these discussions, regardless of personal stances, there is a **collective commitment to support** the final decision and move forward together. **Update — August 2026:* This post got a new dimension I couldn’t have predicted: the most agreeable colleague on the team is now a machine. Addition at the end.* ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2023/12/image-1.png) Quote Jeff Bezos (Paraphrased, 2023) **The Directly Responsible Individual (DRI)** The key to this approach is clarity in roles and responsibilities. Who is the DRI for each project or decision? This individual, armed with insights from the team, takes the helm of decision-making. Their responsibility is not just about asserting their view but also about considering the collective input before steering the course of action. [What is a DRI? Click here to learn more](https://handbook.gitlab.com/handbook/people-group/directly-responsible-individuals/?ref=livain.com#:~:text=initiatives%2C%20or%20activity.-,What%20is%20a%20directly%20responsible%20individual%3F,or%20failure%29%20of%20that%20project.) **Overcoming the Fear of Opinions** A major roadblock in decision-making is often the fear of others' opinions. It’s essential to foster an environment where differing viewpoints are not just tolerated but valued. This openness paves the way for diverse perspectives, leading to well-rounded decisions. As leaders, we must learn to appreciate this diversity, encouraging dialogue and dissent, yet ensuring it culminates in unified action. [How to Stop Worrying About What Other People Think of YouIf you want to be your best and perform at a high level, fear of people’s opinions may be holding you back. Our fear of other people’s opinions, or FOPO, has become an irrational and unproductive obsession in the modern world, and its negative effects reach far beyond performance. If you start paying less and less attention to what makes you you—your talents, beliefs, and values—and start conforming to what others may or may not think, you’ll harm your potential. If you really want to conquer FOPO, you’ll need to cultivate more self-awareness. Most of us go through life with a general sense of who we are, and, in a lot of circumstances, that’s enough. We get by. But if you want to be your best while being less fearful of people’s opinions, you need to develop a stronger and deeper sense of who you are. You can start by developing a personal philosophy—a word or phrase that expresses your basic beliefs and values. This philosophy isn’t a platitude or slogan; rather, it’s a compass, guiding your actions, thoughts, and decisions.![](https://hbr.org/resources/images/android-chrome-512x512.png)Harvard Business ReviewMichael Gervais![](https://hbr.org/resources/images/article_assets/2019/05/May19_02_200432096-004-1.jpg)](https://hbr.org/2019/05/how-to-stop-worrying-about-what-other-people-think-of-you?ref=livain.com) **The CEO’s Role: A Last Resort** Ideally, the CEO's intervention in decision-making should be the exception, not the norm. This places greater emphasis on empowering individuals and teams to take charge. It's about nurturing a sense of ownership and confidence in decision-making at all levels. As a CEO myself, I see my role as fostering this culture of empowerment, stepping in only when absolutely necessary. **Implementing 'Disagree and Commit'** 1. **Foster Open Discussion:** Encourage a culture where team members feel comfortable expressing their views and disagreements. 2. **Clarify Roles:** Ensure that each team member understands their role and the extent of their decision-making authority. 3. **Value Diverse Opinions:** Actively listen and consider different perspectives before making a decision. 4. **Empower Decision-Makers:** Allow DRIs to take ownership of their areas and make informed decisions based on collective input. 5. **Commit to Collective Decisions:** Once a decision is made, the entire team should commit to it, regardless of initial disagreements. **Real-World Applications** In my consulting work at [GANDT Ventures](https://gandt.ch/?ref=livain.com), I've seen firsthand how unclear communication and fear of opinions can stall progress. Implementing 'disagree and commit' has transformed how we approach meetings and decisions, aligning our team towards common goals even amidst differing opinions. **Concluding Thoughts** The 'disagree and commit' approach is more than a strategy; it's a mindset shift. It’s about respecting diverse viewpoints, empowering individuals to make decisions, and collectively committing to those decisions for the organization's success. As we embrace this culture, we pave the way for more dynamic, decisive, and unified teams. --- *How do you handle disagreements in your organization? Have you tried the 'disagree and commit' approach? Share your experiences and insights in the comments below.* --- ### 2026: your most agreeable colleague is a machine Everything in this post was about people. Then teams added AI to every workflow, and the disagreement problem got worse in a new way: the default behaviour of these tools is to agree with you. Ask a leading question, get a confident confirmation. The yes-man now scales. So productive disagreement in 2026 includes challenging the machine. Make it argue against your plan. Ask what would have to be true for the opposite to hold. And check the numbers it hands you — I learned that one the honest way, twice: [the AI handed me a number, wrong in the most convincing way](https://www.livain.com/blog/the-ai-handed-me-a-number-wrong-in-the-most-convincing-way/) and [the AI said nobody replied — the reply was message 28](https://www.livain.com/blog/the-ai-said-nobody-replied-the-reply-was-message-28/). Disagree and commit was always about protecting decisions from comfort. The comfort just got automated. ### Finding Balance: A Ride of Reflection and Resilience URL: https://www.livain.com/blog/finding-balance-a-ride-of-reflection-and-resilience/ Last updated: 2026-08-31T12:40:08.000Z **A Day of Challenges and Choices** December 17, 2023, was a day marked with personal challenges, notably our little girl being unwell. Despite the hurdles, I carved out time for a late-evening bike session. Unlike the previous day's intense climb, I chose a more leisurely route. The goal wasn't to test my limits but to stay active and find solace in the rhythm of the pedals. **The Ride: A Metaphor for Life** As I pedaled through the kilometers, my heart rate a comfortable 110 bpm, I realized the significance of this ride. It wasn't about clocking in high watts or beating personal records. Instead, it was about being present, mindful, and appreciating the moment. It mirrored life's larger picture - sometimes, it's not the milestones but the journey that matters. **The Importance of Listening to Oneself** Fifteen minutes in, cruising at a steady pace, I reflected on the previous day’s ride. I had tried to force emotions out through physical exertion but ended up stuck in a middle ground that felt unsatisfying. Today's ride was different. It was a gentle reminder of the importance of listening to one's body and mind, choosing the right intensity for the moment, and appreciating each stride. **An Enjoyable Journey** Halfway through the ride, I was ahead of my previous lap's time, yet the focus wasn't on speed. It was about the joy of the ride. As I crossed the virtual finish line of the Ocean Lava Cliffside Loop on Zwift, a sense of accomplishment washed over me. Not because I had conquered a physical challenge, but because I had found harmony in my efforts. **A Lesson in Pacing and Pride** Today's training taught me the value of picking the right intensity and truly listening to my body. I finished the session not just with physical tiredness but with a sense of pride in my ability to align my actions with my needs. It was a powerful reminder that success isn't always measured in quantifiable achievements but in the harmony we find in our endeavors. **Concluding Thoughts** As I wrapped up my ride and looked forward to spending time with my wife, I realized that every training session offers a chance to learn something new about myself. Whether it's pushing my limits or cruising through a relaxing ride, each experience holds valuable lessons. This ride was a reminder that balance is key – in training, in work, and in life. It's about finding that sweet spot where effort meets ease, where challenges are embraced, and accomplishments are celebrated in all their forms. --- *Have you had moments where finding balance was more important than pushing limits? How do you find harmony in your daily activities? Share your thoughts and experiences in the comments below.* --- ### Unlocking Creativity and Productivity: The Power of Writing and Physical Tools URL: https://www.livain.com/blog/unlocking-creativity-and-productivity-the-power-of-writing-and-physical-tools/ Last updated: 2026-08-31T12:40:10.000Z **Why Writing Matters** For me, writing is more than just jotting down thoughts; it's a way to untangle my mind from my body. There's something therapeutic about it – the moment I write down my thoughts, I feel a weight lift off my shoulders, a kind of stress relief that's hard to come by in our digital world. But it's not just me who feels this way. Studies, like one conducted by Ann Mangen, a Norwegian scientist, have shown that writing on physical paper can significantly enhance information retention and understanding. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2023/12/image.png) Quote on writing and productivity by Remco Livain **Physical Paper vs. Digital Screens** This research resonates deeply with my personal experience. When I write something down on paper and then revisit it, it strikes a different chord than a quick note saved on my digital device. There’s a level of engagement and understanding that's just not the same on a screen. **The Dictation Device: A Distraction-Free Solution** In this era of constant digital noise, I've found solace in using a dictation device. Unlike my phone, which is a hub for distractions, the dictation device allows me to focus solely on my thoughts. It's about being in the moment, processing each idea without the interruption of a sudden notification. **The Process of Revisiting Thoughts** One habit I've cultivated is revisiting and digitizing my thoughts every morning. This practice isn't just about keeping a record; it's about giving myself the chance to sleep on these ideas and approach them with fresh eyes the next day. This distance often brings clarity and spawns new, innovative ideas. **The Impact of Physical Reading** Back to Ann Mangen's study – it revealed that people who read on paper tend to engage more deeply with the material than those reading on a tablet. This finding is intriguing and aligns with my belief that the experience of reading, influenced by the setting and the medium, can significantly affect our comprehension and creativity. **Writing Tools: Capturing Magic** I'm a huge advocate for using pen and paper and a dictation device. These tools are more than just mediums for capturing thoughts; they are catalysts for creativity. They pull me away from the typical work mode of staring at a computer screen and into a space where real magic can happen. **Actionable Takeaways** - Make time each day to revisit and digitize your thoughts. This practice can transform your ideas into actionable plans. - Try different writing tools and settings to see how they impact your creativity and understanding. - Embrace the spontaneity of capturing ideas as they come, and then allow them to mature over time. **Conclusion** Incorporating these practices into my routine has been transformative. It's not just about being more productive; it's about connecting with my thoughts on a deeper level and fostering creativity. I encourage you to explore these methods and discover how they can enrich your personal and professional life. --- *Have you experimented with different writing tools or methods? How has it impacted your productivity and creativity? Share your experiences in the comments below!* --- ### Embracing the Ups and Downs: A Journey of Determination and Anticipation URL: https://www.livain.com/blog/embracing-the-ups-and-downs-a-journey-of-determination-and-anticipation/ Last updated: 2026-08-31T12:40:13.000Z **The Ride of Determination** It was December 16, 2023\. With a burst of energy and determination, I set out on a bike ride, aiming to conquer the Ventop with its daunting 1,500 meters of elevation. I hadn't been cycling much recently, but the thrill of pushing my limits called out to me. This ride wasn’t just about physical endurance; it was a metaphorical journey, testing my resolve and commitment. **A Challenge Beyond Physical Limits** As I pedaled on, my initial enthusiasm was met with a creeping realization – the challenge wasn't just in the climb but in maintaining a balance. Pacing myself became a struggle, a dance between pushing too hard and not enough. It was here, amidst the ebb and flow of my physical exertion, that I found parallels with my professional life. Just like in business, where finding the right pace is crucial for long-term success, I had to adjust my rhythm on this ride. **The Unexpected Halt** Twenty-five minutes into the climb, a decision loomed over me. Despite my strong start, my body protested, and my mind wavered. In a moment of self-awareness, I chose to stop. This moment was more than just a pause in a workout; it was a reflection on the importance of listening to oneself, of knowing when to push forward and when to step back. It's a lesson that resonates deeply in both personal and professional realms. **Pride in the Effort** Though I didn’t complete the ride as planned, I felt a sense of pride. I had listened to my body and respected its limits. In our goal-driven lives, we often overlook the importance of acknowledging our efforts, irrespective of the outcome. Today, I celebrated the attempt, the willingness to start, and the wisdom to pause. **Anticipating the Joyful Announcement** The day held more than just physical challenges. It was also about sharing a joyous announcement with my family – the arrival of our second baby. The anticipation of their reactions added a layer of excitement to my day, a beautiful contrast to the morning's physical endeavor. **Concluding Thoughts** As I wrap up this entry, I'm reminded of how our personal and professional lives intertwine, each experience shaping our perspective in the other. Today’s ride, though not completed as intended, was a success in its own right. It taught me about balance, self-awareness, and the beauty of anticipation. I look forward to sharing more of these moments with you, where the lessons from the road or the trail mirror those in life and work. Thanks for joining me on this journey, and here’s to many more rides and revelations. --- *Have you had experiences where your physical endeavors mirrored challenges in other areas of your life? Feel free to share your stories in the comments below.* --- ### Embracing the Old-School: How a Voice Recorder Revolutionized My Content Creation URL: https://www.livain.com/blog/untitled-3/ Last updated: 2026-08-31T12:40:15.000Z Hey there! It's December 12, 2023, and I've had a bit of a revelation about productivity and content creation. You see, I used to rely on my phone for voice recordings, thinking it was the easiest way. But, let's be real, phones are a distraction black hole. Every time I recorded something, it just got lost in the digital abyss. Not exactly helpful for someone trying to stay focused and structured, right? So, I've decided to go a bit old-school and use a separate voice recorder. Why? It's simple: less distraction, more focus. The plan is to capture all those random, brilliant thoughts throughout the day (we all have them!) and then, get this, transcribe them using chat GPT. I'll save all this gold in Notion for easy access and review. This isn't just about avoiding the siren call of endless apps and notifications. It's about creating a process that actually helps me sit down with my thoughts and figure out the best way forward. It's about capturing high-quality content and turning those fleeting ideas into something concrete. And it's not just for work. Imagine hiking up a beautiful trail, recorder in hand, capturing thoughts without the ping of another email. Bliss, right? Now, I know what you're thinking. Carrying another gadget? Transcribing stuff? Is it really worth it? Well, that's what I'm going to find out. I've got a few action items lined up, like reviewing my notes daily to transform them into content or tasks. I'm even thinking of leaving my phone at home sometimes (scary, I know) to see if that boosts my focus. So, stay tuned. In a month, I'll check back in to share how this little experiment is going. Will it be a game-changer or just another failed attempt at digital detox? We'll see. Meanwhile, why not give it a try yourself? Grab a recorder, leave your phone behind, and let those thoughts flow freely. Who knows, you might just find yourself a whole lot more productive! --- *This journey isn't just about trying something new; it's about finding a balance in our tech-driven world. Got your own stories or tips on digital detox and productivity? Drop them in the comments. Let's figure this out together!* --- ### SmileDirectClub files for bankruptcy URL: https://www.livain.com/blog/smiledirectclub-files-for-bankruptcy/ Last updated: 2026-08-31T12:40:18.000Z The aligner industry is a competitive one. Yet, there are a number of players in the market who have done a fantastic job to raise awareness for the product category. One of the largest players in the market, has been struggling, despite an excessive funding of more than a billion USD. Here is what you need to know: **[SmileDirectClub files for bankruptcy](https://www.slideshare.net/RemcoLivain1/smiledirectclub-files-for-bankruptcy?ref=livain.com "SmileDirectClub files for bankruptcy")** from **[GANDT Ventures GmbH](https://www.slideshare.net/RemcoLivain1?ref=livain.com)** ### What does this mean for the market? The competition will be looking at this very closely. But change is generally a good thing. Those who are able to serve their customers best and have cracked the code on both efficient customer acquisition + stellar partner network management, will continue to strive. Change in the industry is happening on a broader scale, though. And a full-circle focus on customer satisfaction will be required to make a real difference in the long run. I'm excited to see how the market will react to the news. As an example: the first reaction from [Impress](https://smile2impress.com/?ref=livain.com) (in Spain) seems to come at the right time, with a broad and strong awareness campaign in the aligner product category. ### Background, full disclosure I have been following the market developments in the dental industry closely for the last couple of years. And have been working closely together with the Straumann and DrSmile group since 2019 (as iCMO and strategic sparring partner to the broader management team). ### The Future of Marketing in the Age of AI — what happens when all traffic evaporates URL: https://www.livain.com/blog/the-future-of-marketing-in-the-age-of-ai/ Last updated: 2026-08-31T12:40:21.000Z # Embracing the AI Wave Hey there, curious minds! A question that's been doing rounds in my conversations is about the future of marketing. Here's my take: We are in the age of artificial intelligence and generative AI. The challenge, and opportunity, isn't just about harnessing AI but understanding how to feed it with structured data to engage our audience effectively. It's like training a pet; you have to guide it with the right commands, and over time, it begins to understand you. ### The Rising Importance of Short-Form Videos Short-form videos, the likes of which you see on TikTok, Instagram Reels, or YouTube Shorts, are not just passing trends. These snippets of content will become even more critical in our content creation strategies. They're digestible, engaging, and most importantly, shareable. If a picture is worth a thousand words, then a video is worth a million! ### Revolutionary Ad Formats While we are on the topic of the future, let's take a moment to acknowledge that we are probably in for some surprises. We might see ad formats that are unimaginable right now. Change is the only constant in technology and marketing, and we need to be prepared to adapt and innovate. ### The Rising Integration of Shopping Platforms Google and Amazon have been playing tag in the retail market, with each integrating shopping platforms into their search engines. This shift could significantly move the direct-to-consumer retail market, potentially posing a threat to Amazon, especially when you consider that Google is one of Amazon's main revenue sources. As direct-to-consumer marketers, we need to anticipate and prepare for these changes. The future is exciting and full of possibilities. But we have to ask ourselves – are we ready to seize them? Let me know your thoughts on this! Remember, the future belongs to those who learn more skills and combine them in creative ways. So, keep learning, keep exploring, and most importantly, keep sharing. Because the more you share, the more you learn. ### My Thoughts on Note-Taking Apps 📝 URL: https://www.livain.com/blog/my-thoughts-on-note-taking-apps/ Last updated: 2026-08-31T12:40:23.000Z Hello there, digital professionals, productivity geeks, and just about anyone stuck to their computer most of the day! I wanted to share a few insights on a topic I find myself constantly thinking about: note-taking apps. After going through a 'Goldilocks' trial of Evernote, OneNote, Notion, Obsidian, and even Apple Notes, I found that none of them is the perfect fit for my needs. **Update — August 2026:* Three years and one AI wave later, my ranking changed for a reason I didn’t see coming. New section at the end.* ## Notion's Double-Edged Sword Notion wooed me with its promising database features and near-instant syncing. Yet, despite its shiny functionalities, I found it less reliable as a note-taking app. When I needed it most, it seemed to hiccup and fail me. Functionality is great, but stability is the game-changer in the realm of note-taking apps. ## The Trusty Apple Notes After my misadventure with Notion, I circled back to a simpler tool — Apple Notes. It's a stable, straightforward platform that works across all my devices. It might not have all the bells and whistles, but it certainly gets the job done. > Pick your fighter. [pic.twitter.com/Guzs5lxrL2](https://t.co/Guzs5lxrL2?ref=livain.com)— Francesco D'Alessio (@FrancescoD\_Ales) [June 23, 2023](https://twitter.com/FrancescoD%5FAles/status/1672233747058417671?ref%5Fsrc=twsrc%5Etfw&ref=livain.com) ## Evernote: Love and Fear Evernote holds a special place in my heart. It has always been a solid option. But here's the catch — the uncertainty of its future holds me back. The threat of the company going bankrupt and the risk of losing all my data is a gamble I'm not willing to take. ## Making Sense of the Madness In conclusion, while each of these apps has its strengths, none stands out as the ultimate choice for me. Every time I see a tweet asking about the best note-taking app, my answer is none of the above. It's a complex dance of features, stability, and trust. The journey to finding 'the one' continues. The world of note-taking apps can be a whirlwind, especially for us digital professionals who are online 24-7\. Hopefully, my experience will help shed some light on your quest for the perfect app. Remember, it's not just about the coolest features — it's about what works best for you. ## The 2026 re-rank: capture beats organize Everything above was written when the job of a notes app was to store and organize. That job quietly disappeared. In 2026 my notes are raw material — they get picked up, summarized, turned into drafts and posts by AI tooling downstream. Organizing lost its value; capture won completely. Which settles my old dilemma in Apple Notes’ favour. The messy pile I apologized for turned out to be the right architecture: zero friction in, and the sorting happens later, by machine. Notion’s structure — the thing I admired and feared — is exactly what I no longer need to build by hand. The through-line from this post runs to [publishing straight from a notes folder](https://www.livain.com/blog/blogging-from-your-notes-app-my-deep-dive-into-quotion/), [journaling in Apple’s Journal app](https://www.livain.com/blog/embracing-the-digital-diary-my-journey-with-the-new-apple-journal-app/), and the mental model that ties it together: [working memory is not a hard drive](https://www.livain.com/blog/a-context-window-is-working-memory-not-a-hard-drive/). Capture everything; keep almost nothing in your head. ### Drawing Wisdom from Chess: What Gary Kasparov Taught Me About Entrepreneurship URL: https://www.livain.com/blog/drawing-wisdom-from-chess-what-gary-kasparov-taught-me-about-entrepreneurship/ Last updated: 2026-08-31T12:40:26.000Z Gary Kasparov, one of the world's greatest chess grandmasters, shared something during an interview that struck a chord with me. He was asked about his driving force: was it the will to win or the fear of losing? His response was both revealing and relatable, especially for someone like me, entrenched in the world of entrepreneurship. ## **The Weight of Defeat: A Personal Perspective** Kasparov admitted that the fear of losing was perhaps more potent because each loss left him with a physical sense of pain. He related this agony to the acknowledgment of personal errors, the self-inflicted wounds that hinted at his imperfection. Like Kasparov, I often carry a similar sentiment after a setback. Each time an idea doesn't pan out, or a strategy falls short, I see my own reflection in the fragments of that failure. Not because I carry an inflated sense of ego, but because I believe in the potential for better preparation. ## **Drawing Parallels: Chess and Entrepreneurship** Kasparov's insights and my personal experiences with chess draw a striking parallel to my entrepreneurial journey. Just like in chess, when a business endeavor fails, I'm quick to scrutinize my actions, to dissect my choices, believing I should've seen the signs, taken a different route. But here's the thing: In both chess and entrepreneurship, we're not the only players in the game. There are competitors, market forces, trends, and countless factors outside our control. ## **Embracing External Brilliance: A Key to Success** The tendency to internalize failure often blinds us to the brilliance of others. We get so absorbed in our own moves, strategies, and decisions that we fail to acknowledge the strengths of our competitors, their ability to outmaneuver us. As an entrepreneur, this realization has been a turning point for me. In order to grow, we must learn to appreciate the skills of others, to learn from their strategies and make better informed decisions. ## **Overcoming the Fear of Mistakes** In his candid confession, Kasparov said, "Actually, the fear of mistakes makes you make mistakes." These words are a stark reminder that while striving for perfection is commendable, fearing failure can be counterproductive. This principle applies perfectly to entrepreneurship. > Each mistake is an opportunity for learning, an avenue for growth. Embracing our errors and learning from them is what ultimately leads us to success. In the end, both chess and entrepreneurship teach us to navigate complex challenges, make strategic decisions, and above all, learn from our mistakes. It's not about the fear of losing, but the will to continue playing the game. ### The Power and Potential of Sabbaticals: A CEO's Perspective on Employee Breaks URL: https://www.livain.com/blog/the-power-and-potential-of-sabbaticals-a-ceos-perspective-on-employee-breaks/ Last updated: 2026-08-31T12:40:29.000Z As the CEO of a 25-person strong team, I've long recognized the immense potential that each member brings to the table. Their creativity and dedication are the backbone of our enterprise, driving us forward each day. So when the idea of sabbaticals surfaced, it left me wondering: Could my small but mighty team afford to have members take a 3 to 6-month break? ## **The Fear of Employee Absence** Anxiety is a two-way street. Much like employees, employers too face the fear of absence — would the team dynamics change with the temporary loss of a team member? Would their responsibilities be covered efficiently in their absence? These questions inevitably spring to mind. ### **Investing in Long-Term Employee Wellbeing** However, as I reflected, I realized that sabbaticals could potentially be an investment in long-term employee wellbeing. Just as machines require regular maintenance to function optimally, our minds, too, need downtime to rest, recuperate, and replenish creative energies. ### **Unlocking Fresh Perspectives and Enhancing Skill Sets** Sabbaticals can also offer employees the opportunity to gain fresh perspectives, learn new skills, or delve deeper into their passions. The benefits are two-fold: employees return recharged and often with enhanced skill sets and ideas, thereby contributing even more meaningfully to the organization. ### **Sustainable Infrastructure and Process Management** Interestingly, sabbaticals could also serve as a catalyst for creating sustainable infrastructure within our team. By necessitating a system that can function efficiently even in an employee's absence, we'd be fostering a robust and resilient process management structure. ### **The Investment Perspective** Yes, the idea of setting aside 5-10% of our budget every year for sabbaticals seems daunting. But consider this: It’s not just a cost; it's an investment in our team's mental health, creativity, and overall productivity. It's a strategic move to retain talent and foster a nurturing work environment. ### **Striking the Right Balance** While government-sponsored sabbaticals, as seen in countries like Australia, and generous company policies like around-the-world tickets are commendable, they might not be feasible for us right now. However, there are numerous ways we could still facilitate sabbaticals — perhaps starting with a smaller scale and timeframe and gradually increasing it as our company grows. Ultimately, as the CEO of a thriving team, I believe it's vital to strike the right balance. While we must ensure the smooth functioning of our operations, we also need to prioritize the wellbeing of our team members. If executed thoughtfully, sabbaticals can indeed prove to be a win-win solution for both. It's not just about whether we can afford to let employees take a break — it's about whether we can afford not to. ### **The Versatility of Sabbaticals** A sabbatical is a chameleon of opportunities, taking on a myriad of forms based on each individual's interests, needs, and aspirations. Some may use this time to explore unseen corners of the world, immersing themselves in diverse cultures and perspectives. Others may use the opportunity to delve into a new field of study, acquire new skills or sharpen existing ones. However, regardless of how one spends a sabbatical, the core purpose remains the same: to take an extended break from their current job and usual routine. ### **The Rising Appeal of Sabbaticals** The more I delve into the concept of sabbaticals, the more intrigued I am. The prospect of offering paid sabbaticals as a systematic approach to boosting productivity, fostering creativity, and promoting overall wellbeing within my team is growing increasingly appealing. ### **A Calculated Approach to Sabbaticals** However, as with any significant organizational shift, it's crucial to tread carefully and make informed decisions. As such, I find myself eager to engage with other business owners who have implemented this idea. I am particularly interested in learning about their experiences - the challenges they faced, the benefits they noticed, and the changes they observed within their teams. By having these dialogues, I aim to gain a comprehensive understanding of the practical implications of sabbaticals. It's essential to consider not only the potential benefits but also the obstacles we may face in this endeavor. I am fully aware that what works for one company may not necessarily work for another, and I am prepared to tailor our approach to best suit our team's unique needs. ### **In Pursuit of a Balanced Workplace** All in all, as I contemplate the introduction of sabbaticals in our organization, I am driven by the vision of creating a balanced and fulfilling work environment. I am eager to explore ways in which we can enhance our team's creativity and productivity while ensuring their mental wellbeing and satisfaction. Offering paid sabbaticals might just be one piece of this larger puzzle. I am excited to continue this exploration and dialogue, and as always, I am open to feedback and insights from all corners. The pursuit of a balanced workplace is a shared journey, and I look forward to embarking on it together with our dedicated team. –Remco ### Harnessing Emotional Intelligence: The Power of Active Listening and Empathy URL: https://www.livain.com/blog/harnessing-emotional-intelligence-the-power-of-active-listening-and-empathy/ Last updated: 2026-08-31T12:40:31.000Z Listening to insightful podcasts is one of my favorite ways to broaden my horizons. One such treasure that I recently stumbled upon was "Think Fast, Talk Smart," which hosted the remarkable Celine Teoh. The insightful conversation centered on enhancing interpersonal interactions, both professional and personal, deeply resonating with me. Four fundamental ideas from the podcast have had a profound impact on shaping my perspective and interactions. [‎Think Fast, Talk Smart: Communication Techniques: All the Feels: The Personal and Professional Power of Emotional Awareness auf Apple Podcasts‎Sendung Think Fast, Talk Smart: Communication Techniques, Folge All the Feels: The Personal and Professional Power of Emotional Awareness – 6\. Juni 2023![](https://t0.gstatic.com/faviconV2?client=SOCIAL&type=FAVICON&fallback_opts=TYPE,SIZE,URL&url=https://podcasts.apple.com/ch/podcast/think-fast-talk-smart-communication-techniques/id1494989268?i=1000615876648&size=128)Apple Podcasts![](https://is4-ssl.mzstatic.com/image/thumb/Podcasts116/v4/a3/bb/62/a3bb6251-81db-247e-50da-668c22a5439d/mza_5656456156936451504.jpeg/1200x630wp.png)](https://podcasts.apple.com/ch/podcast/think-fast-talk-smart-communication-techniques/id1494989268?i=1000615876648&ref=livain.com) ## Distinguishing Between Advice and Support A critical takeaway from the podcast was the differentiation between the need for advice and the need for support. It was an enlightening realization—sometimes, people know what they should do, but they lack the necessary support to do it. By asking individuals whether they need advice or support, we can tailor our assistance more effectively and provide what they genuinely need in that moment. ## Impact of Emotion in Relationships Drawing on Maya Angelou's insightful words, "People will remember how you made them feel," it's vital to remember that our emotional impact on others often overshadows our actions. People may forget our deeds, but the emotional resonance lingers. Thus, investing time in personal connections and showing genuine interest in others' wellbeing is a potent relationship-building tool. ## Emotional Transference "Emotional transfer" is a fascinating concept discussed in the podcast. Our emotions—be it fun, gratitude, anger, or confusion—are continually transferred to others. Recognizing this phenomenon helps us understand our influence and control over shared emotional environments, allowing us to facilitate more positive, constructive exchanges. ## Listen to Understand, Not for Answers Possibly the most impactful concept from the podcast was the imperative to "Listen to understand," rather than listening for self-serving answers. This reframes the act of listening as a tool for empathy and understanding, rather than merely a means to solve our problems. Such active listening allows us to fully comprehend others' experiences and perspectives, enhancing our relationships and communication. As I integrate these principles into my personal and professional life, I find them immensely beneficial. Whether as a professional, a manager, or a partner, actively applying these insights fosters stronger, more empathetic relationships. I highly recommend delving into this enlightening podcast episode and embracing its wisdom for personal development and relationship management. ### Progress, Not Perfection: The Impact of Missing Goals and How to Drive Long-Term Success URL: https://www.livain.com/blog/progress-not-perfection-the-impact-of-missing-goals-and-how-to-drive-long-term-success/ Last updated: 2026-08-31T12:40:34.000Z ## Introduction In our entrepreneurial journey, we often encounter various challenges. One common, yet significant challenge is narrowly missing a set goal. It can be a disappointing experience that weighs heavily on our morale. But today, I want to help reframe this perspective and motivate you to see the silver lining in this situation. **Update — August 2026:* Rereading this in 2026, the argument got a new edge: producing became easy, which makes honest evaluation even rarer. Addition before the conclusion.* ## The Negative Lumping Effect: A Real Psychological Phenomenon In one particular year, I set an ambitious goal for GANDT Ventures: to increase sales by 35%. It was an ambitious target, yet I had every confidence in our ability to achieve it. However, as the year came to a close, we'd achieved an increase of 28%. Instead of feeling victorious about this substantial achievement, I found myself grappling with a sense of disappointment. This reaction left me questioning, why? A study in Psychological Science identified this reaction as the 'negative lumping effect'. When progress, no matter how considerable, doesn't match our expectations, we tend to view it as a total failure. This phenomenon is quite common, affecting many of us across various aspects of our lives. Be it an ambitious savings goal or a specific weight loss target, just missing the mark often feels equivalent to failure, despite the evident progress. ## Rethinking Progress and Success This experience with the negative lumping effect prompted me to rethink how we perceive success. It's important to remember, just because you didn't meet your exact target, it doesn't mean you've failed. Yes, I aimed for a 35% sales increase and achieved 28%, but wasn't that a significant growth for GANDT Ventures? Similarly, if you set out to lose 10 pounds and managed to shed 8, you've made substantial progress towards your goal. ## Evaluating Your Journey: Look Forward, Look Back Overcoming the negative lumping effect is largely about perspective. Of course, it's essential to look ahead to your goals, which act as roadmaps, shaping our strategies and driving our daily activities. Goals are vital; they push us to strive and achieve more. However, it's just as important to reflect on your journey and appreciate how far you've come, especially when you don't quite reach your targets. If you aimed to make a significant positive impact and you managed to do so, even if it wasn't to the full extent you desired, you should take pride in that accomplishment. ## Progress in 2026: shipping is cheap, honesty is not Since writing this, the cost of producing work has collapsed. Drafts, reports, campaigns — machines generate them in minutes. Which quietly changed what “progress” means: output stopped being evidence of anything. The dashboard can be green while nothing real moved. So the discipline this post argues for matters more, not less. Look at trajectory, own the misses out loud, and resist grading yourself on volume. I’ve had to practice this in public — [I scheduled a weekly check that could never run](https://www.livain.com/blog/i-scheduled-a-weekly-check-that-could-never-run/) is me owning exactly such a miss, and [the real test of a system](https://www.livain.com/blog/the-real-test-of-a-system/) is about judging things by how they behave when they fail, not when they demo well. ## Conclusion Through my own experience, I've realized that allowing a missed goal to overshadow the substantial progress made can be a roadblock to success. Goals are indeed critical as they help us track our progress and make necessary strategy adjustments, but they shouldn't diminish the value of the tangible progress made. Missing a target isn't a catastrophic failure; it's an opportunity to learn, improve, and continue moving forward. I've learned to celebrate my achievements, no matter how small they might seem compared to my goals, and use them to fuel my motivation to keep striving. Ultimately, it's not just about the milestones we set for ourselves – it's about the journey and the progress made along the way. That's what truly counts. ### The Illusion of Plenty: Why Focus is the Key to Success and Happiness URL: https://www.livain.com/blog/why-focus-is-the-key-to-success-and-happiness-at-gandt/ Last updated: 2026-08-31T12:40:36.000Z Some say that variety is the spice of life, but in business, an abundance of options can be overwhelming and distracting. A wealth of opportunities might seem like a treasure trove on the surface, but without the focus to utilize them correctly, they are essentially worthless. I am often reminded of a powerful quote by [Robert Greene](https://en.m.wikipedia.org/wiki/Robert%5FGreene%5F%28American%5Fauthor%29?ref=livain.com): "You gain more by finding a rich mine and mining it deeper, than by flitting from one shallow mine to another—intensity defeats extensity every time...As Schopenhauer wrote, 'Intellect is a magnitude of intensity, not a magnitude of extensity.'" This nugget of wisdom resonates deeply with me, and I've found it instrumental in my professional life. ### Choosing Depth Over Breadth As a seasoned professional with a broad skillset, I frequently encounter the question, "Why don’t you found more companies or try to sell products online?" I possess the necessary skills and have access to a competent team. However, my passion lies in facilitating others to devise sustainable solutions for their challenges. The satisfaction derived from being a trusted partner, a respected advisor, and a confidant is unparalleled. In my view, success is not merely about extending your reach; it's about intensifying your focus. My consultancy, [GANDT](https://gandt.ch/en/blog/?ref=livain.com) Ventures, is a reflection of this belief. ### Mining Deeper: A Commitment to Excellence Yes, it's true that I regularly explore new avenues, capitalizing on the skills and talents within and surrounding my team. Nevertheless, my primary focus remains on enhancing the expertise and tools that have made GANDT successful. This deep dive approach is not about expanding exponentially; it's about unearthing valuable insights and solutions that can truly make a difference. The deeper we delve, the more 'gold' we uncover. This metaphorical gold is not just financial growth, but also the consolidation of our company, the strengthening of our skills, and the deepening of our impact. And the results are evident - our growth rates are promising and our business is more robust than ever. In essence, the key to long-lasting success and fulfillment lies not in scattering your efforts thinly over multiple ventures, but in focusing your energy and resources on one endeavor, and mastering it. Extensity might give you breadth, but only intensity will provide you with depth - and it's the depth that truly counts. ### Setting the Pace: Overcoming Mental Barriers and Setting Unobtainable Goals URL: https://www.livain.com/blog/setting-the-pace-overcoming-mental-barriers-and-setting-unobtainable-goals/ Last updated: 2026-08-31T12:40:39.000Z Staying motivated during extensive indoor biking sessions is a complex challenge that encompasses both physical and mental barriers. Overheating, distractions, and the pull of other tasks are constant hurdles. But it's in these moments of hardship that I've found an unexpected tool for enhancing my performance: setting intangible goals. ## Navigating the Virtual Roads Zwift, an online training world, has been a game-changer for my indoor training sessions. The interactive environment mimics the dynamics of outdoor cycling, keeping my rides engaging and far more enduring than a mere glance at my wattage numbers. Yet, the comfort of home can also be a distracting lure, pulling my focus away from the virtual road ahead. ## Challenging Myself Beyond Limits There's a certain allure to setting out with the intention of embarking on a long training session—two, even three hours on the saddle. Yet, the comfort of home, the allure of other tasks, can turn this endurance challenge into a mental battlefield. Even when physical fitness isn't an issue, the psychological stamina needed to stay focused on the goal can wane. Today, for instance, I planned for a lengthy session. Despite my resolve, I wrapped up the ride after an hour and twenty minutes. Sure, there's a voice in my head asking why I didn't meet my initial target, but I chose to look at it from a different perspective. ## The Power of Intangible Goals In retrospect, I think that setting such a daunting goal actually propelled me further than a smaller target would have. Had I aimed for a mere 45-minute session, I might have expended all my energy within that short window, unable to extend my ride by another half hour. In essence, the seemingly 'unobtainable' goal spurred me on, pushing me beyond a limit I might have otherwise set. ## Balancing the Physical and Mental The mental aspect of endurance training is a significant factor in overall performance, and it becomes even more pronounced during periods of rebuilding fitness. More often than not, it's not physical fatigue that reels me in, but the mental strain. To overcome this, I've found setting seemingly unreachable goals to be a powerful motivator. By setting targets that seem beyond my grasp, I encourage myself to push further than I would when aiming for easily achievable goals. This technique has not only been a boon for my cycling training but also has found relevance in my life as an entrepreneur, a husband, and a father. In conclusion, setting 'unobtainable' goals is a potent strategy that aids in overcoming mental hurdles and enhancing overall performance. It's about acknowledging that the power to push our boundaries resides not just in our bodies, but most importantly, in our minds. ### The Game Changer: Hiring a CFO and Focusing on My Strengths URL: https://www.livain.com/blog/the-game-changer-hiring-a-cfo-and-focusing-on-my-strengths/ Last updated: 2026-08-31T12:40:41.000Z # Introduction Hi, my name is Remco Livain, and as a serial entrepreneur, I want to share with you today about the best decision I've ever made - hiring a Chief Financial Officer (CFO). Currently, I'm running GANDT Ventures GmbH, a consultancy business out of Zurich, Switzerland. We have a fantastic team of 25 full-time employees working on strategic marketing projects for scale-ups and larger corporate clients worldwide. ## My Focus and the Journey with GANDT Ventures In my journey with GANDT Ventures, I realized early on that I loved and excelled at partner management, sales, and direct-to-consumer marketing. When I founded the company back in 2015, I knew I wanted to focus on these areas that I loved and did well. I wanted to build a strong team around me, professionals and experts who knew more than me, and together, we could help clients develop the digital and organizational skills they required for future success. ## The Challenges of Growth However, as GANDT Ventures grew, I started to feel the financial pressure. Being bootstrapped from day one and operating out of cash flow presented its challenges. All hires I made were skill hires - professionals to support client work and operational duties. As the team grew, managing daily operations and bearing the financial burden became increasingly daunting. ## Making the Best Decision Ever This challenge led me, Remco Livain, to decide to bring on board an experienced Chief Financial Officer or CFO. The sheer amount of paperwork - managing payroll, travel expenses, client invoicing, yearly financial bookkeeping, and even the quarterly VAT payments - became overwhelming. Hiring a full-time CFO eased my workload and set up a robust process to help GANDT Ventures thrive. ## The Impact of that Decision And here's the thing - hiring a CFO had a much more significant impact on my life than I initially expected. I started feeling a burden being lifted off my shoulders, one that has been there for many years. For the first time, I was relieved from a substantial part of the operational work that kept the team afloat. And this, I believe, will free up my time and let me focus on my strengths, enhancing the success of GANDT Ventures. ## My Advice to Fellow Entrepreneurs Based on my experience, my advice to other entrepreneurs is simple: hire help early on, especially in areas outside your strengths. If there's something you're not good at or something that's consuming too much of your time, don't be too proud to hire for that role. The sooner, the better. This has been a game changer for me, Remco Livain, and I believe it will be for you too. ## In Conclusion Don't wait to get help. Do it early, do it efficiently, and ensure you focus on your strengths. I'm confident this approach will not only help you grow but also benefit your team and the people around you, paving the way for future success. ### Nurturing Relationships: The Underrated Powerhouse of Success in Business URL: https://www.livain.com/blog/nurturing-relationships-the-underrated-powerhouse-of-success-in-business/ Last updated: 2026-08-31T12:40:44.000Z ## Unveiling the Relationship Factor in Business "If there's one thing that I've learned as a marketing consultant and owner of my own consultancy, it's that relationships are the most important driver for growth," these are my words, rooted in years of experience and the reality of navigating the professional landscape. ## Overlooking the Value of Existing Relationships: A Common Mistake Often, I notice a crucial error amongst new partners or peers — they focus more on creating new relationships rather than nurturing the existing ones. As someone who has thrived in the crucible of entrepreneurship, I can tell you that the longevity and depth of relationships can significantly influence your success trajectory. ## My COVID-19 Story: Strong Relationships as the Lifesaver Take, for example, the time of the COVID-19 pandemic. Like countless businesses worldwide, we faced the harsh reality of budget freezes and the potential downfall of our operations. However, it was our strong network of relationships, years in the making, that kept us afloat. We stood together, discussing common challenges, proposing solutions, and unveiling growth opportunities previously unimagined. ## Adopting a Systematic Approach to Relationship Management Of course, managing numerous relationships can be challenging. I realized early on that it required a systematic approach, almost like maintaining a personal CRM for key relationships. "For partners I hadn't worked with in months or even years, I made it a habit to reach out and stay in touch," I explain. A simple check-in, a call without a specific agenda, can convey your investment in the relationship and enhance its value. ## Fostering Relationships: A Learnable Trade Like any trade, fostering relationships can be learned, even if it doesn't come naturally to everyone. "I'm great at focusing on projects and managing short-term relationships," I confess. However, I strive to counterbalance this by maintaining regular contact with past collaborators. ## The Power of 15: Managing a Limited Number of Relationships An interesting insight I once came across in a scientific paper stated that we could only manage approximately 15 relationships at one time. While the exact number may vary from person to person, it underscored the importance of conscious relationship management for me. ## A Piece of Advice: Remember Your Past Connections To anyone wishing to forge a successful path in business, I offer this advice: "Don't forget those you've worked with in the past." Set reminders to reach out to people who've made a positive impact on your work and career. If you're just starting your career, don't hesitate to reconnect with school or university peers. You never know what opportunities these old relationships could reintroduce into your life. ## Conclusion: Relationships for a Lifetime And as you traverse the unpredictable, exciting journey of your career, remember — relationships aren't just for now; they're for a lifetime. ### The Apple Vision Pro: A Glimpse into the Future or an Encroachment on our Reality? URL: https://www.livain.com/blog/the-apple-vision-pro-a-glimpse-into-the-future-or-an-encroachment-on-our-reality/ Last updated: 2026-08-31T12:40:47.000Z Yesterday, Apple unveiled its latest innovation - the $3499 Apple Vision Pro, the company's first-generation virtual reality (VR) headset. And as you probably know by now, I love new tech and gadgets. While some hail this cutting-edge device as a game-changer in the VR realm, others raise an eyebrow at the idea of walking around with a camera strapped to their faces. This article critically assesses the pros and cons of VR headsets, such as the Apple Vision Pro, and their potential impact on our lives. ## The Promise of a New Reality There's no denying that the Apple Vision Pro is a technological marvel. With advanced eye-tracking technology and immersive FaceTime capabilities, it promises a level of interaction and connectivity that was the stuff of science fiction only a decade ago. Whether you're navigating through virtual landscapes, recording unique first-person perspectives, or simply browsing the internet, this device promises an unparalleled level of immersion. It is also worth noting that the entry of a tech behemoth like Apple into the VR arena lends the technology a significant boost in credibility. Much like how the introduction of the iPhone revolutionized the smartphone industry, the Apple Vision Pro could potentially redefine the VR landscape. ## The Flip Side of the Coin However, as with any technological advancement, the Apple Vision Pro isn't without its potential pitfalls. First and foremost, the price tag. At $3499, this VR headset is not a casual purchase but a significant investment. This raises concerns about accessibility and inclusivity – could this groundbreaking technology only be within reach of the affluent, creating a digital divide? Another potential issue lies in the social implications of the technology. As immersive as it may be, there's something disconcerting about walking around with a camera strapped to your face. It's not just about looking odd, but also about the invasive aspect of such technology. With the growing concern about privacy in the digital age, the idea of potentially being under constant surveillance could raise alarm bells. ## Meta: An Unsettling Prospect or a Welcome Competitor? So where does this leave Meta, the pioneering company formerly known as Facebook? Should it be worried about Apple's entry into the VR space or elated about the attention this brings to VR technology as a whole? The answer to this isn't straightforward. On the one hand, Apple's entry into the VR market may draw more interest to the technology, which could benefit Meta. On the other hand, Apple's reputation for innovation and quality could pose a significant threat to Meta's dominance in the VR market. ## In Conclusion While there's no doubt that the Apple Vision Pro and devices of its ilk represent an exciting step forward in VR technology, it's essential to approach them with a critical eye. The potential benefits – enhanced connectivity, novel experiences, and immersive entertainment – are immense. Yet, we must be cognizant of the potential drawbacks, including issues of accessibility, privacy, and the social implications of such devices. As for Meta, only time will tell whether Apple's entry into the VR space will be a boon or a bane. Either way, it seems clear that VR technology is no longer the stuff of science fiction – it's here, and it's set to redefine our reality. ### Learning to Nurture Employee Growth: A Personal Wake-Up Call URL: https://www.livain.com/blog/learning-to-nurture-employee-growth-a-personal-wake-up-call/ Last updated: 2026-08-31T12:40:49.000Z ## Introduction: A Personal Challenge As an entrepreneur and CEO of GANDT, I've always been on my toes when it comes to employee development and ensuring the right kind of nurturing environment for our talent. So, when I received the news that one of our top consultants decided to quit, it came as a surprise and posed a significant challenge to my management ethos. ## The Unexpected Departure This individual was a top performer—confident, independent, and consistently producing excellent client work. It was easy to believe they were content with their position and their role within the team. However, the decision to leave was born out of a sense of uncertainty about their professional direction and lack of personal support. This news left me wondering, had I unintentionally neglected a high-performing team member because they were doing "too well"? ## Reflection: The Wake-Up Call This unexpected departure served as a wake-up call, a reminder that talent management isn't only about identifying potential problems but also about nurturing those who excel. This experience encouraged me and the rest of the management team to reevaluate our strategies and take a more proactive stance in employee development. ## Strategies for Employee Development **1\. Regular Check-ins**: Regular, structured check-ins are a critical element in fostering open lines of communication. These sessions serve as an opportunity for employees to express concerns, share their aspirations, and seek guidance. **2\. Individual Development Plans**: Customized development plans can help provide clarity and direction for each employee. These plans can be revisited periodically and updated to reflect evolving goals and needs. **3\. Mentoring and Coaching**: Investing in mentoring and coaching programs can offer employees a sense of personal support and provide them with tools to navigate their professional journey. **4\. Recognition and Encouragement**: Regular recognition for work well done can go a long way. Encouragement can help employees feel valued and motivates them to continue striving for excellence. ## Conclusion: The Way Forward In retrospect, this event, although initially unsettling, has been a crucial learning curve. As a leader, it's essential to ensure no one feels overlooked, regardless of their performance level. If you're a fellow leader or entrepreneur, take this as a gentle reminder that nurturing the growth of your high-performing employees is as important as tending to the ones that struggle. Success, after all, isn't just about hard work; it's about nurturing relationships and fostering an environment that supports growth and personal development. ### Is Meta Backing Off Hardware Too Soon? URL: https://www.livain.com/blog/is-meta-backing-off-hardware-too-soon/ Last updated: 2026-08-31T12:40:51.000Z Recently, Meta - the company behind Facebook, Instagram, and WhatsApp - announced a significant change in strategy. They will decrease their investments in smart wearables and [portal devices.](https://about.meta.com/technologies/portal/?ref=livain.com) This decision may seem surprising to many, considering their previous emphasis on hardware. So, one has to ask - is this a strategic rethink or a critical misstep? # Meta's Vision for the Future Mark Zuckerberg, Meta's visionary leader, imagines a future that is fully digital. A world where we all interact and coexist in a realm known as the Metaverse. But what does this Metaverse entail? Simply put, it's a virtual world that reflects our everyday experiences and realities. An ambitious concept that, if successful, could revolutionize our interaction with the digital realm. # The Power of User Base Attempts to create a parallel digital world have historically failed to secure mass interest. However, Meta has a distinct advantage - a massive existing user base. With millions actively using Facebook, Instagram, and WhatsApp every day, Meta is uniquely positioned to make the Metaverse work. It's a stark contrast to the situation companies like Second Life faced. By leveraging their user base, Meta could be the first to successfully create a comprehensive digital world. # The Importance of Hardware in Immersive Experiences A seamless Metaverse experience requires top-notch hardware. This is why Meta's decision to decrease hardware investment seems counterintuitive. Despite its cost over the years, hardware remains a crucial component of a successful Metaverse. If Meta scales back on hardware, it could diminish the immersive experience, a key aspect of the Metaverse. This potential reduction in quality could undermine Meta's entire vision. # Meta's Potential Misstep There is speculation that Meta is banking heavily on virtual reality glasses. While these could be a part of the solution, they are not the whole answer. The Metaverse is likely to require a range of hardware solutions. Meta's hardware decision could prevent them from developing or adopting these new hardware forms. Are they risking being left behind in the race to the Metaverse? # The Need for Physical Presence The key to successful technology adoption often lies in becoming part of people's homes and lives. In other words, having a physical presence. Presently, Meta lacks this level of access. Could this be a potential weakness in their strategy? Without this, they may find the path to Metaverse adoption steeper than anticipated. # The Risk of Alienation Relying heavily on tech titans like Samsung, Google, and Apple is risky. We've already seen how changes such as the rollout of iOS 15 can impact Meta’s platforms. With data access being limited, Meta’s revenue from advertising could take a hit. If these tech giants choose to exclude Meta from their future plans, it could deal a significant blow to Meta's ambitions. # The Missed Opportunity: Portal I believe the Portal video conferencing device was a missed opportunity for Meta. It had the potential to be a game-changer with its superior video quality and innovative features. However, it never made it to the mainstream. Why? Poor marketing, limited product availability, and a lack of integration with other platforms were its downfall. An opportunity wasted, in my opinion. # The Apple Conundrum In the up [coming Apple reveal, June 5 2023,](https://www.apple.com/de/apple-events/?&cid=wwa-de-kwgo-features-slid---productid--Brand-AppleLive-Pre-&mnid=s-dt%5Fmtid%5F20925fey39950%5Fpcrid%5F660584882819%5Fpgrid%5F148421544663%5Fpexid%5F%5F&mtid=20925fey39950&aosid=p238&ref=livain.com) it's speculated we'll witness a grand entry into the gaming industry, with their new virtual reality headset. All signs point to a device that is quintessentially Apple in design and usability. It’s exciting to see what kind of impact they will make in the VR space. However, I have my reservations. As innovative as this product may be, I find it hard to picture a future where we're all donning these bulky headsets for daily interaction. It feels like we're moving into an era of more natural and seamless interfaces, and this doesn't quite align with that vision. Remember Google Glass? It promised a future of augmented reality, overlaying digital information into our natural field of vision. But the execution was lacking, and the product didn't quite hit the mark. It was a novel idea, but the form and function just weren't ready for mainstream use. Will Apple's VR headset meet the same fate? Time will tell. But one thing is clear — the tech industry will continue to innovate, continue to push boundaries, and continue to shape our future, for better or worse. ### An Open Letter to Fathers and Entrepreneurs: The Journey is Worth It URL: https://www.livain.com/blog/an-open-letter-to-fathers-and-entrepreneurs-the-journey-is-worth-it/ Last updated: 2026-08-31T12:40:55.000Z Dear fellow fathers and entrepreneurs, Becoming a father and being an entrepreneur are both profoundly rewarding journeys. I've been fortunate enough to experience them simultaneously, and they've shaped my life in ways I never anticipated. **In my early days of entrepreneurship**, life was straightforward. Decisions and risks were mine alone to make and bear. The sense of freedom was intoxicating. Life, however, had a surprise in store for me, a delightful twist in the tale - fatherhood. **The day I became a father**, my world transformed. No longer was life solely about my dreams, decisions, and the freedom to chart my path. A tiny little being had now become my prime focus, and life became a delicate dance between being a father and an [entrepreneur](https://www.gandt.ch/?ref=livain.com). **Fatherhood teaches you to choose your battles wisely.** Just like in the world of entrepreneurship, not every fight is worth fighting. Some battles are stepping stones, some are distractions, and some shape you into the person you are destined to be. **Being a father and an entrepreneur**, I've learned that success is not always about doing more. It's about doing things differently, better, and smarter. It's about trusting your team, leveraging your experience, and striking the right balance between your professional and personal life. **When you become a father**, you might find it challenging to juggle the responsibilities of your business and your family. But here's the truth - it's an experience you don't want to miss. Every late night and every early morning holds a beautiful chaos that makes the journey worthwhile. **As fathers and entrepreneurs, we strive to leave a legacy.** We want our children to be proud of us and our professional accomplishments. The growth we experience, both personally and professionally, is our real success story. **To all aspiring father-entrepreneurs out there**, embrace the journey that awaits you. Life will be different, and you will be better for it. Hard work, patience, and resilience are your allies. Success comes to those who continue to work hard on themselves and their relationships. **As a father and an entrepreneur myself**, I've grown tremendously over the past 18 months. The journey hasn't always been easy, but it has undoubtedly been rewarding. There's an incredible sense of fulfillment that comes from looking at your child's eyes and realizing that you're not just building a business, but a life and a legacy. **To all of you who are embarking on this journey or are already on it**, cherish these moments. These are the days that will define you as a person, a father, and an entrepreneur. The journey is challenging, life-changing, and definitely worth it. With warm regards, Remco Livain ### The Future of Furniture Retail: Challenges and Opportunities in a Post-IKEA World URL: https://www.livain.com/blog/the-future-of-furniture-retail-challenges-and-opportunities-in-a-post-ikea-world/ Last updated: 2026-08-31T12:40:57.000Z ## Introduction: Navigating the Furniture Retail Landscape Let's talk about furniture. The business of chairs, tables, couches - items that make a house feel like a home. If you're like me, the first name that springs to mind is [IKEA](https://www.ikea.com/?ref=livain.com). The Swedish giant has left an indelible mark on our furniture-shopping consciousness with its unique value proposition. But what about other brands, manufacturers, and retailers? Why does it feel like no one else has built a similarly strong brand image? This question leads us to the complexities of the furniture retail landscape, where single brands often struggle to establish a direct-to-consumer presence. **Update — August 2026:* Three years on, this thesis has aged in one direction: the middle got squeezed harder. I’ve added a 2026 read at the end.* *"In a marketplace seemingly monopolized by IKEA, other furniture brands struggle to establish a direct and resonating connection with consumers."* ## The Dominance of Retailers and Marketplaces: Middlemen Rule From independent retailers to vast online marketplaces, many furniture brands rely heavily on intermediaries to sell their products. It's an age-old system, and one that works reasonably well in terms of volume. But there's a catch: these brands are largely invisible to the end consumers. The focus, it seems, is on the platform rather than the product. *"Furniture brands often remain in the shadow of the retailer or marketplace that sells their products. The result? They struggle to establish a direct relationship with their end consumers."* ## The Absence of Direct-to-Consumer Single Product Brands Interestingly, while we've seen the direct-to-consumer model revolutionize various industries, it appears to have skipped over the furniture industry. We don't often see dedicated, single-product furniture brands interacting directly with consumers. Why is this the case? Could it be the complexities and logistics of shipping large items? Or is it the lack of a strong brand identity that resonates with consumers? ![A customer on a showroom sofa comparing the price tag with their phone](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2026/08/showrooming-sofa-price-tag.jpg) The showroom sells the feeling; the phone closes the deal - often somewhere else. *"The direct-to-consumer model has yet to permeate the furniture industry, leaving a gap in the market that is ripe for the taking."* ## The IKEA Anomaly: How IKEA Outshines the Competition Here's where IKEA's success becomes particularly noteworthy. IKEA has managed to carve out a distinctive value proposition. The brand has positioned itself as not just a furniture retailer, but a lifestyle choice. From the well-thought-out store layouts to the minimalist Scandinavian designs and the focus on sustainability, IKEA goes beyond furniture. It's this unique approach that has set IKEA apart and made it a household name. *"IKEA has transcended being just a furniture retailer and has become a lifestyle brand. In doing so, it has created a value proposition that stands out in the furniture industry."* ## The Future: What Lies Ahead for Furniture Brands? The current landscape begs the question: what does the future hold for furniture brands? Is there room for them to build a strong brand identity and go direct-to-consumer? The potential is there. Brands could focus on crafting unique stories around their products, promoting sustainability, or emphasizing quality craftsmanship. Leveraging technology could also be a game-changer, providing virtual reality-based try-before-you-buy experiences, for instance. *"While the furniture retail industry faces challenges, the future holds promise. The key for brands lies in differentiating themselves and leveraging technology to offer unique experiences."* ## Conclusion: Embracing Change, Building Brand Equity The furniture industry is at a crossroads. While IKEA has set a formidable precedent, there's still space for other brands to make their mark. They'll need to break away from their dependency on retailers and marketplaces, embrace technology, and, most importantly, build a brand that resonates with today's consumers. After all, everyone loves a good story - even when buying a chair or table. *"In the evolving landscape of furniture retail, brands must seize the opportunity to build direct relationships with consumers. By embracing change and building strong brand stories, they can secure a place in consumers' hearts and homes."* ## Reading this in 2026 The core observation still stands: furniture remains one of the last big categories without strong single-product consumer brands, and IKEA remains the anomaly. What sharpened is the pressure from below. Ultra-cheap marketplaces moved from clothing into home goods, and the race to the bottom now has industrial-scale logistics behind it — I wrote about what that does to brand economics in [Amazon Haul: a reality check for DTC brands](https://www.livain.com/blog/amazon-haul-a-new-reality-check-for-dtc-brands/). The opportunity I described — owning the customer relationship instead of renting shelf space — got more valuable, not less. In a category where delivery, assembly and trust are the real product, the brands that control their own channel keep the margin *and* the data. The playbook for getting there hasn’t changed much since I sketched it in [how traditional retailers can build their online marketing strategy](https://www.livain.com/blog/how-traditional-retailer-can-create-their-online-marketing-strategy/), and the macro backdrop is in [my e-commerce normalization update](https://www.livain.com/blog/e-commerce-as-a-share-of-retail-sales-the-normalization-era-2025-update/). If anything, the window for building a real furniture brand is wider now: the marketplaces taught everyone to buy the category online, and then taught them that the cheapest option disappoints. That gap is the brand opportunity. ## About the Author: A Lifetime in Furniture Retail This article was penned by Remco Livain, who has built a career out of understanding and navigating the intricacies of the furniture retail market. A former global head of online marketing for [Westwing Home & Living](https://www.westwing.com/?ref=livain.com), Remco now shares his expertise and insights as the CEO of GANDT Ventures, a digital strategy and marketing consultancy. *"Having worked with prominent brands in the furniture space such as* [*DeinSchrank*](https://www.deinschrank.de/?ref=livain.com) *and* [*MYCS*](https://www.mycs.de/?ref=livain.com)*, I am well-versed in the challenges and opportunities that lie in this industry. With this blog post, I hope to inspire brands to take the leap and innovate in the furniture retail space. Because at the end of the day, our goal is the same: to create spaces that people love to call home."* ### Why I Still Believe in Blogs as a Medium for Self Expression — despite generative AI URL: https://www.livain.com/blog/the-future-of-blogging-how-ai-and-search-engines-are-shaping-content-strategy-why-i-still-believe-in-blogging-as-a-medium-for-self-expression/ Last updated: 2026-08-31T12:41:00.000Z ## From Humble Beginnings to Unanticipated Revolution There's a certain charm in looking back. When I first dipped my toes into the waters of digital advertising in the mid-2000s, the landscape was significantly different. SEO was then a wild west of keyword-stuffing and long-form content. But blogs? They were personal, intimate even. They were not just tools for amassing impression shares or clicks but served as a canvas for self-expression. In this seemingly unromantic environment, maybe there was a hint of romance after all. *"In the rough and tumble of SEO, blogs stood out as personal sanctuaries. And in some way, that made them quite romantic."* ## The Journey from Content Spinners to AI Renaissance With time, our toolkits changed. My initial experiments with content wizards and content spinning were like stepping into a thrilling, new adventure. The sheer joy of churning out 'creative' SEO content in bulk and dominating a keyword or an entire topic was a high like no other. However, the thrill was short-lived. As the SEO landscape evolved, these strategies lost their effectiveness. But as one door closed, another opened – introducing the AI renaissance in content creation. > *"Navigating the ever-changing waters of SEO and content creation has been nothing short of an adventure. An adventure that has now led us to the doorstep of the AI era."* ## The Resilience of Blogging Amidst the SEO Flux Despite these changing tides, one thing has stayed constant – my love for blogging. Even as the efficiency and impersonality of bulk SEO content were tempting, blogs were like a lighthouse, reminding me of the beauty of individual expression and authenticity. In this landscape dominated by algorithms and artificial intelligence, blogs still held their ground. > *"Blogging has always been the heart of my digital journey. Despite the allure of impersonal SEO strategies, it's the human touch of blogging that has held my affection."* ## The Mighty Reign of Search Engines and the New Language of Blogging As the years rolled on, search engines like Google and Bing became more than just tools; they became our digital guides. But their languages weren't the same. As bloggers, we had to become bilingual – fluent in the tongues of Google and Bing – all the while ensuring our voices didn't get drowned in the cacophony. > *"We had to find our way through the different dialects of search engines. But amidst this linguistic chaos, our voice – the soul of our blogs – had to remain clear and loud."* ## The Beautiful Intersection of Tech and Authenticity The interplay of AI and search engines has opened a new chapter in the story of blogging. But as we navigate these uncharted waters, it's important to remember what brought us here – our authenticity. Regardless of how advanced AI becomes or how sophisticated search engines are, they cannot replicate our unique human touch. > *"As we find our place in this brave new world, let's not forget our roots. After all, at the core of blogging is our unique human touch – something that no technology can mimic."* ## Why I Still Believe in Blogging Even as I marvel at the potential of technology in blogging, my faith in blogging as a medium for self-expression remains unshaken. It was, is, and will continue to be a place where I can express my thoughts, share my experiences, and interact with you. This is why, despite all the technological advancements, the intrinsic value of blogging remains unchallenged. > "My faith in blogging is as strong today as it was when I first started. Because no matter the technological innovations, the essence of blogging – its ability to capture and convey human emotion and thought – is timeless." ## Embracing the Future, Holding onto the Past As we step into this exciting future, let's remember the essence of blogging. Let's recall that it's about telling our stories, sharing our experiences, and reaching out to others. Let's use AI as a tool, not a substitute, and master the language of SEO while keeping our unique voices alive. Blogging, in its purest form, is about sharing our human journeys, and that is something technology can never replace. > *"As we stand at the crossroads of technological innovation and personal expression, let's remember – at the heart of every blog post is a human story. And no matter how much technology evolves, this will always be the essence of blogging."* Note to self, this whole blog post sounded very romantic and nostalgic... Either my experience is starting to show, or I'm just getting old. Either way, I'm really glad to have shared these words with you. —Remco ### Crafting Content in the AI Age: The Google-Bing Spectrum and the Rise of ChatGPT URL: https://www.livain.com/blog/crafting-content-in-the-ai-age-the-google-bing-spectrum-and-the-rise-of-chatgpt/ Last updated: 2026-08-31T12:41:02.000Z ## The Art of Creating Content for Different Search Engines Creating content for the digital world often feels like a balancing act. We write with an audience in mind, yet we also need to please the digital gatekeepers – search engines like Google and Bing. > It's worth noting that crafting content for Bing isn't the same as doing so for Google. These platforms have different algorithms, priorities, and user behaviors. But what should we consider when writing specifically for Bing? And how has the rise of AI, specifically ChatGPT, changed our approach to content creation in 2023? ## Bing vs. Google: Distinguishing the SEO Landscape While both Google and Bing serve similar functions, their algorithms evaluate and rank content differently. Google's algorithm is complex, placing high importance on factors like backlinks, mobile responsiveness, and site speed. Bing, on the other hand, places significant emphasis on social media integrations and the relevance of content to a user's search query. > The best approach to feed an AI with information is to provide it with diverse, high-quality input data. This difference means that when crafting content for Bing, we need to consider different parameters. Ensure that your content is relevant and highly targeted to your audience. Make sure that it's easy to share on social media platforms and consider embedding video content, as Bing tends to favor websites with multimedia elements. ## The Impact of AI and ChatGPT on Content Creation In 2023, the arrival of AI like ChatGPT is revolutionizing the content creation process. While earlier AI tools were seen as primarily useful for menial, repetitive tasks, ChatGPT and its peers are capable of generating creative, contextually rich content. This shift changes the dynamics of content creation, but it doesn't eliminate the need for human touch. AI is a tool, not a replacement. The best approach to feed an AI with information is to provide it with diverse, high-quality input data. This means feeding it with varied, well-written, and accurate content. It's also crucial to guide AI with clear prompts and objectives, giving it the necessary context to generate the desired output. ## The Ideal Content Strategy: Blending Human Creativity and AI Efficiency As we adapt to this AI-driven landscape, we need to strategize our content creation process. The ideal approach blends human creativity with AI efficiency. Humans excel at understanding emotions, creating unique insights, and producing emotionally engaging content. AI, on the other hand, is great at handling large volumes of data, generating content quickly, and optimizing for SEO requirements. Use ChatGPT and its peers to take care of repetitive tasks and generate drafts. Then, employ your human touch to refine this output, add unique insights, and ensure emotional resonance. ## Looking Ahead – Crafting Content for Bing, Google, and AI As content creators in 2023, we find ourselves writing for multiple audiences: our human readers, search engines like Google and Bing, and AI tools like ChatGPT. It's a complex, challenging, yet exciting landscape. By understanding the requirements of different search engines and effectively leveraging AI, we can craft content that resonates with our audience and performs well digitally. Remember, AI is a tool, not a competitor. It's here to help us, not replace us. By combining our human creativity with AI efficiency, we can create content that stands out in the digital crowd. The future of content creation is in our hands – and it looks promising. ### Navigating the AI Wave: Embracing Chatbots without Losing the Human Touch URL: https://www.livain.com/blog/title-navigating-the-ai-wave-embracing-chatbots-without-losing-the-human-touch/ Last updated: 2026-08-31T12:41:05.000Z ## Introduction: The Current Surge of Chatbots and AI in Social Media We think we've eliminated the bots, don't we? We think we've tidied up social media, making it more about people and less about automation. But right now, we have ChatGPT and all of its AI companions. Our feeds are loaded with advice on becoming a pro at crafting ChatGPT prompts, or making over 100k a month by selling templates. Are we interacting with a multitude of robots disguised as humans? Is this trend irreversible? And if so, what does the future hold? What does social media look like in five years? Where do we find authentic voices and content creators in our industries today? These are the questions I find myself asking as I navigate this new digital reality. ## Case Study: The Twitter Overload and the Pursuit of Authenticity Twitter, a platform once renowned for its succinctness and wit, seems to be swamped by automation and redundant content. As someone who values genuine human interaction, this shift is quite disconcerting. With the influx of ChatGPT and its counterparts, it feels like every other tweet is an advertisement or a guide for generating automated content. The human aspect, the sense of connection, and authenticity seem to be drowned out by the noise. ## Our Approach: Harmonizing AI Developments and Authenticity Despite these concerns, I am optimistic. While AI has its advantages – like taking over repetitive tasks and providing instant responses – it's crucial not to let it eclipse our human need for genuine interactions. To find a balance, I am employing a mindful approach to social media. Instead of blindly following trends and algorithms, I focus on quality over quantity. I actively seek out authentic voices in my industry and engage with them personally. I use advancements in AI to assist in my interactions, not to replace them. ## The Results: An Enhanced Digital Experience This strategy is having an impressive impact. By consciously choosing who to follow and engage with, I am seeing a significant decrease in the white noise. I am no longer inundated with repetitive, automated content. Instead, I find myself surrounded by genuine voices, industry leaders, and content creators who value authenticity as much as I do. And the AI? I use it as a tool, not a crutch. I leverage ChatGPT and its peers to manage my time and tasks more effectively, ensuring that my human touch remains at the heart of all my interactions. ## The AI Era USP: Combining Efficiency with Authenticity It’s important to remember that AI, like ChatGPT, is a tool. It is a product of human ingenuity and creativity, made to assist us, not replace us. We have the power to control how we interact with AI. We can choose to use it to our advantage while maintaining the human connection that social media was originally meant for. Is the AI trend irreversible? Perhaps. But it doesn't have to mean the end of authentic human interaction on social media. By consciously choosing who we engage with and how we use AI, we can cultivate a digital environment that values authenticity and real human connection. ## Conclusion: The Present and Future of Social Media – AI and Authenticity Navigating the new wave of AI on social media can be daunting, but it's not impossible. We must strive to balance the efficiency and convenience that AI offers with the authenticity and connection that human interaction brings. Five years from now, I envision a social media landscape that isn't dominated by AI but rather integrates it seamlessly. A place where we continue to value and seek out authentic creators and voices in our industries. As we continue to adapt and grow in the digital world, one thing remains clear – we should never lose our human touch. The future of social media is in our hands. Let's shape it wisely. ### Unorthodox, Effective, and Transformative: The GANDT Ventures Way URL: https://www.livain.com/blog/unorthodox-effective-and-transformative-the-gandt-ventures-way/ Last updated: 2026-08-31T12:41:07.000Z ## The GANDT Ventures Philosophy I've always believed that the marketing world needed more than just agencies and consultancies. It required something that combined the best of both – a blend of hands-on execution and strategic thinking that would have a lasting impact on businesses. It's with this conviction that we founded GANDT Ventures back in 2015\. Today, I'd like to share with you how our unique approach sets us apart and enables our clients to achieve sustained growth. The essence of GANDT Ventures lies in our aim to empower our clients, build their digital competencies, and help them establish strong teams capable of addressing future growth challenges. ## Case Study: Reinventing Growth for a Dental Startup A shining example of our approach in action is our collaboration with a dental services startup that was seeking to break through their growth ceiling. The startup was a double-digit million-dollar business that was stagnating after a period of initial success. They had an established marketing team, but despite this, they were unable to achieve the desired growth trajectory. > Our role was to step in and guide them to identify growth opportunities within their business model and coach them to focus on strategies that would truly 'move the needle.' Our initial analysis showed that the company was missing out on a significant market demand for their products. Their focus was predominantly on brand-building, which, although important, was neglecting customer acquisition at the crucial moments of intent and interest. We recognized a pressing need for a systematic approach to customer acquisition, one that would consider the entire customer journey and ensure the brand was part of the potential customer's decision-making process. ## Our Approach: More Than Just Strategy Traditional consultancy firms might have provided the company with a strategy and then stepped back, leaving the execution to the internal team. However, that's where GANDT is different. > We don't just formulate the plan – we implement it alongside the client. We spent nearly a year working within the organization, testing hypotheses, proving the worth of new strategies, and teaching the team to view their business differently, particularly from a performance marketing perspective. ## The Results: Transformation and Growth This approach was transformative for the team and the company. In just 120 days, we were able to nearly triple the revenue run rate, which instilled newfound confidence in the management team. We didn't stop there, though. We identified key areas that needed ongoing attention, and together, we hired the right roles to address these areas systematically. We then stepped back, allowing the team to work independently, knowing they were confident and competent enough to handle the challenges ahead. ## The GANDT Ventures USP: A Unique Blend of Strategy and Execution Our role evolved throughout this engagement. We started as strategy consultants, then became the accelerators of the business from within, and finally, we guided the management team and the key individuals on executing our shared vision. The result was a business transformed from within, ready to face the future, with a sustainable infrastructure that fostered growth at all levels. The success of this approach has been repeated across multiple projects and with over 60 organizations since our founding. Unlike the conventional agency or consultancy, we don't have standardized products nor are we distant from the core business. Instead, we function as an in-house agency with direct execution power. We work hand-in-hand with our clients, learning together, and nurturing a long-term relationship that allows companies to blossom. ## Conclusion: The GANDT Ventures Promise I am incredibly proud of the sustainable infrastructure we help build within companies. When I hear from our clients that their teams are confident, skilled, and continuously growing, I know we're making a real difference. This is the [GANDT](https://www.gandt.ch/?ref=livain.com) Ventures way – a promise of unorthodox, effective, and transformative solutions that change businesses from the inside out. Together, we can redefine what marketing is and what it can accomplish. ### The Journey of GANDT Ventures: Building Companies for Sustainable Growth URL: https://www.livain.com/blog/the-journey-of-gandt-ventures-building-companies-for-sustainable-growth/ Last updated: 2026-09-23T04:18:40.000Z **Update, September 2026:** *I wrote this in May 2023, while running GANDT Ventures. The company was sold in 2024, I stayed on as CEO until early 2026, and I no longer have any role there. The post stays up as part of my story. For what I do now, see* [*livain.com*](https://www.livain.com/)*.* ## The Genesis of GANDT Ventures Our journey began back in November 2015, but the seeds of our vision were sown in the decade preceding that, as I found myself knee-deep in the throes of online marketing. I had the privilege of working in a variety of industries from dating services to home furnishings, to the bustling realm of direct-to-consumer retail. Every venture was a rich learning experience, be it establishing a flower delivery company or collaborating with some of the most successful founding teams. These diverse professional undertakings allowed me to see the direct impact of strategic decision-making and the importance of hiring the right team. As I grew as a digital performance marketer, understanding the intricacies of Google, Meta, Facebook, Instagram, and Amazon, I honed a valuable set of skills that equipped me to enable and develop others. And from this realization, the concept of GANDT Ventures was born. ## Our Approach at GANDT Ventures Our mission at GANDT Ventures is to address a challenge that most traditional brands grapple with - creating a team setup with the right people at the right time for sustainable growth. Through digital marketing, we identified an array of opportunities for companies to leverage. Our focus is to guide scale-ups and traditional brands in harnessing these opportunities, assisting them in building a solid foundation for sustainable growth and organizational development. > As a 'marketing-first' company, we’ve moved beyond the boundaries of online marketing... But, our approach is not merely that of a detached advisor. At GANDT Ventures, we believe in 'co-creation'. We embed ourselves into the organizations we partner with, working shoulder to shoulder with existing teams to demonstrate how they can integrate digital tools into their daily lives, effectively developing the organization from within. This hands-on approach is a testament to our commitment and passion for what we do, and it continues to be the core ethos of GANDT Ventures. ## A Fusion of Strategic Consultancy and Performance Marketing At GANDT Ventures, we believe in striking the perfect balance between strategic consultancy and performance marketing. In our experience, it’s not enough to have a good strategy or a strong marketing campaign; success lies in integrating the two. We assist our clients in understanding and leveraging the financial impact of sales traction and company growth. ## The GANDT Ventures Team and our Global Presence As of May 2023, GANDT Ventures is home to about 25 full-time employees and a vibrant network of freelance professionals whom we bring on board for various tasks. Each one of us is deeply committed to the success of our clients who come from diverse industries such as direct-to-consumer retail, medical and health, and energy and utilities. Though our skills are not tied to a specific industry, we have developed a certain level of specialization through working extensively within these sectors. The insights we’ve gleaned have enhanced our ability to tailor solutions that fit the unique needs of businesses in these markets. We also have a considerable international footprint, with one-third of our revenue stemming from Switzerland, our home market. Mainland Europe accounts for 20 to 30 percent of our business, while the United States contributes a significant 40 percent. This international presence has broadened our perspective and enriched our approach. ## The GANDT Ventures Vision Looking back, I can confidently say that GANDT Ventures is more than just a marketing consultancy company. It is a platform that allows me to live my dream, to work across various industries with incredibly talented people, and to make a real difference. As a 'marketing-first' company, we’ve moved beyond the boundaries of online marketing, demonstrating to our clients that we have a broad skill set that they can rely on. We refer to our clients as partners, because in our journey together, we're much more than just service providers – we're their allies, their mentors, and their supporters. That was the invitation back then. GANDT is a closed chapter for me now. If you want to work together today, it happens directly with me, as a fractional executive. ### The AI Revolution in Content Creation URL: https://www.livain.com/blog/the-ai-revolution-in-content-creation/ Last updated: 2026-08-31T12:41:13.000Z Generative AI is revolutionizing the way we create and consume content. As AI becomes more sophisticated, we need to rethink our approach to creating content. This means we need to talk to an AI differently. *Here are some reasons why:* - AI is selective: AI sifts through the vast sea of content and cherry-picks what to display to the user. This makes it critical to keep our content fresh, up-to-date, and structured so that AI can understand its relevance. - AI loves data: Remember, data feeds AI, and the richer the data, the smarter the AI. For this reason, we need to focus on explaining and structuring our data better. Metadata is crucial, and we've got to step up our SEO game. - Visual vs. Textual: With a focus on video content and imagery, we tend to neglect the importance of structuring our written content. However, for AI to capture the essence of our content accurately, we must pay equal attention to the written form. ## A Personal Experiment Over the years, I have consciously kept my digital footprint to a minimum. But now, with the rise of AI, I've recognized the importance of providing the digital universe with updated and contextual information about myself. So, I've decided to revive my personal website, www.livain.com, as a way to proactively manage my personal brand. As part of this, I'm going to focus more on building out my About Me section, sharing more about my professional journey, my work, my passions, and my perspectives - all in a structured, AI-friendly format. ## Tips for You Now, what does all this mean for you and what do I think you should do, too? 1. **Double Down on Content Creation:** Despite AI's advances, human content creation is not becoming obsolete. Instead, we need to adapt and learn how to create AI-friendly content. 2. **Structure Your Content:** Whether you're a blogger or a business owner, your content needs to be well-structured and up-to-date. This ensures that AI can accurately understand and present your content. 3. **Personal Branding is Key:** Keeping your personal information updated online isn't just for vanity; it's a necessity in the AI era. Your personal website or blog could become more valuable than your LinkedIn profile, given the possibility of data barriers between major platforms like Microsoft, OpenAI, and Google. 4. **Learn About Generative AI:** As AI evolves, we need to learn more about how it works. Understanding generative AI will help us better communicate with it, ultimately enabling us to shape our content effectively. As I venture on this personal experiment, I invite you to join me. I'll be documenting my journey right here, sharing what I learn about generative AI, content creation, and personal branding. So, whether you're a fellow content creator, an AI enthusiast, or just someone keen on navigating the digital landscape, stick around. This could be an insightful ride for us all. If you have any thoughts or experiences of your own to share, feel free to get in touch. I'm always open to a good chat about AI, content, or anything else you fancy. Let's learn and grow together in this exciting AI-driven world! ### Taking the Leap: Building an Advisory Board for our Consultancy - A Personal Reflection URL: https://www.livain.com/blog/taking-the-leap-building-an-advisory-board-for-our-consultancy-a-personal-reflection/ Last updated: 2026-08-31T12:41:15.000Z Last week, I had the pleasure of sitting down with a founder of one of Zurich's largest IT companies, alongside my colleague Jacek. The goal? To explore the potential of setting up an advisory board for our consultancy. I left the meeting feeling a strong sense of validation and excitement for our future. ## Partnering for Growth A key focus of our discussion was our sales strategy. We have been considering various options, including partnering with larger systematic partners with portfolios of projects. The insights we gained from this meeting underscored the validity of this strategy. > The founder himself had successfully leveraged a partnership model in his former company, in which >5% of all employees became partners. What resonated with me was the idea of equality among partners, irrespective of seniority. This could potentially work within our setup too, as a small team. It made me realize that our growth doesn't have to be a lonely endeavor. Rather, it can be a shared journey with partners who bring in diverse networks and contribute to our revenue growth. ## Leadership: A People-Focused Approach We are cultivating a strong leadership team within the group—seasoned managers who can guide their own teams and drive projects forward. However, the feedback we received made it clear that as founding partners, we are an integral part of the leadership team, too. This is an important perspective that not only enhances our role but also emphasizes the people-focused nature of our business model. > Sometimes we are so busy enabling the rest of the team, that we forget about ourselves. I am actually proud of this, and don't see it as a limitation or challenge. Yet, I do need to make sure to be visible to the outside world—the stronger our team presence as a whole, the more likely we are to continue to shine. ## The Roadmap Ahead Looking ahead, our growth strategy centers on several opportunities. One of these is our **starter and professional educational program**, a project with huge potential that necessitates more dedicated management attention. This was a clear takeaway from our meeting, and we are now reassessing how we allocate our resources and distribute responsibilities. > To remain future-proof, we need to be more visible to the outside world. We need a website that articulates our unique selling propositions (USPs) and showcases our services effectively. This means displaying testimonials, case studies, and other content that can convincingly sell our offerings to those unfamiliar with us. I am thrilled to be working on this with Alessander and the brand marketing team. We certainly have a long way to go in terms of our external communications. ## A Trust-Building Advisory Board One of the key topics we explored was the formation of an advisory board. While we were cautioned against creating unnecessary bureaucratic steps, the input we received suggested that an advisory board could be a valuable tool to challenge our strategies and accelerate our growth. For me, there is an allure to having a formal board. Not only would it provide high-quality guidance, but it could also enhance our trustworthiness in the eyes of our clients, both existing and potential. In a business landscape where trust is paramount, an advisory board could be a key differentiator for us. ## A Shared Journey Reflecting on this meeting, I am grateful for the opportunity to engage in such an insightful discussion with an industry "veteran". His inputs have reaffirmed my beliefs about what our consultancy could be and the direction in which we are headed. It has also emphasized the importance of seeking support in bringing our ideas to life. As we move forward, I am excited about the prospect of setting up an advisory board, improving our website, and growing our team. These are just a few of the steps we are taking to ensure that our consultancy continues to grow and develop the skills and infrastructure required to develop sustainably. —Remco ### The Man Behind ChatGPT: Sam Altman's Moment on Capitol Hill URL: https://www.livain.com/blog/the-man-behind-chatgpt-sam-altmans-moment-on-capitol-hill/ Last updated: 2026-08-31T12:41:18.000Z ## What you need to know Sam Altman, CEO and co-founder of OpenAI, is set to testify before Congress on the risks artificial intelligence poses for society, and what safeguards are needed for the technology. House lawmakers on both sides of the aisle are also expected to hold a dinner with Altman on Monday night. - Sam Altman, CEO and co-founder of OpenAI, is set to testify before Congress on the risks of artificial intelligence (AI) for society and what safeguards are needed. - Altman has come to serve as a face for a new crop of AI products that can generate images and texts in response to user prompts. - The hearing and meetings come as ChatGPT has sparked a new arms race over AI, with a growing list of tech companies deploying new AI tools with the potential to change how we work, shop and interact with each other. - Altman has presented himself as someone who is mindful of the risks posed by AI and has pledged to move forward responsibly. - Altman has been a proponent of the idea of a universal basic income and has suggested that AI could one day help fulfill that goal by generating wealth that could be redistributed back to the public. ## The hearing Sam Altman, perhaps more than any other single figure, has come to serve as a face for a new crop of AI products that can generate images and texts in response to user prompts. The hearing and meetings come as ChatGPT has sparked a new arms race over AI, with a growing list of tech companies deploying new AI tools with the potential to change how we work, shop and interact with each other. Altman has presented himself as someone who is mindful of the risks posed by AI and has pledged to move forward responsibly. ## What else Altman has been a proponent of the idea of a universal basic income and has suggested that AI could one day help fulfill that goal by generating so much wealth it could be redistributed back to the public. Elon Musk, who helped found OpenAI before breaking from the group, joined dozens of tech leaders, professors and researchers in signing a letter calling for artificial intelligence labs like OpenAI to stop the training of the most powerful AI systems for at least six months, citing “profound risks to society and humanity.” ## Action items As AI continues to grow rapidly, it is important for organizations and marketing teams to develop strategies to fully exploit the opportunities of digital marketing and online tools. It is also crucial for lawmakers and industry leaders to engage in responsible AI development and actively consider the potential risks and consequences of these technologies. ## Conclusion Sam Altman's appearance before Congress highlights the growing importance of AI and its impact on society. While there are concerns about the risks of AI, Altman and his company have pledged to move forward responsibly and with caution. As AI continues to evolve, it is important for individuals and organizations to stay informed and engaged in discussions about its development and impact on society. ### Lessons from Giannis Antetokounmpo: Embracing the Journey in Sports and Business URL: https://www.livain.com/blog/lessons-from-giannis-antetokounmpo-embracing-the-journey-in-sports-and-business/ Last updated: 2026-08-31T12:41:20.000Z As both a sports enthusiast and the CEO of a GANDT — a consulting firm with over 30 full-time employees — I find the wisdom in Giannis Antetokounmpo's recent remarks on success and failure in sports **truly inspiring**. Not only do his words resonate within the realm of professional sports, but they also hold valuable lessons for those of us in the business world. > "It's not a failure; it's steps to success. There's always steps to it...There's no failure in sports. There's good days, bad days...And that's what sports is about. You don't always win. Sometimes other people win." When reflecting on the Milwaukee Bucks' surprising playoff exit, Giannis said, "It's not a failure; it's steps to success. There's always steps to it...There's no failure in sports. There's good days, bad days...And that's what sports is about. You don't always win. Sometimes other people win." As someone who leads a team of professionals, I believe this perspective is an important reminder that success is a journey, not a destination. ## Strive for improvement In the world of business, much like in sports, we face countless challenges and obstacles. There will be days when we excel and days when we fall short. However, it is crucial to remember that it is through these experiences that we grow and adapt as a team. We may not win every single project, but we must continuously strive for improvement and find ways to enjoy the ride. Antetokounmpo's words also emphasize the importance of **respecting our competitors and acknowledging their strengths**. In business, we may face formidable opponents with innovative ideas or impressive talent. Instead of viewing them as threats, we should learn from their successes and use these lessons to better ourselves and our team. ## Change and continue to develop Furthermore, Giannis' perspective teaches us about the importance of adaptability. In sports, teams must constantly adjust their strategies to face different opponents or respond to injuries. Similarly, in business, we must be prepared to **pivot our approach and adapt to evolving market conditions, client demands, or internal challenges**. By embracing change and focusing on growth, we can better position our team for long-term success. The wisdom of Giannis Antetokounmpo, an NBA superstar, offers valuable insights for those of us in the "business world". By recognizing that success is a journey filled with both triumphs and setbacks, we can **foster a growth mindset, strengthen our team, and ultimately enjoy the ride**. It's essential to remember that even if we don't always win, we can always learn, grow, and adapt — together. If things don't go the way you would like them to, don't let anyone talk you down. Embrace the journey, find ways to adapt and move forward. ### 🎯 Nike's Facebook Strategy: The Shift from Organic Reach to Paid Advertising for Brands 🎯 URL: https://www.livain.com/blog/nike-facebook-strategy-no-organic/ Last updated: 2026-08-31T12:41:23.000Z An interesting revelation about Nike's Facebook strategy has recently surfaced for me: the athletic apparel giant hasn't posted anything organically on their Facebook page since 2018\. However, they currently have more than 1,900 live paid ad campaigns on the platform in 2023. **Update — August 2026:* Three years later, the strategy I describe below has become the default for big brands — with one big addition. I’ve added my 2026 read at the end.* ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2023/04/IMG_2808.jpeg) This strategic move by Nike provides valuable insights into the changing landscape of social media marketing, particularly for brands. In this post, we'll discuss the shift from organic reach to paid advertising and why this approach makes sense for brands like Nike. **The Decline of Organic Reach on Social Media** Over the years, social media platforms, particularly Facebook, have evolved their algorithms to prioritize content from friends, family, and content creators rather than brands. This change has led to a steady decline in organic reach for businesses, making it harder for brands to connect with their target audience through unpaid content. Organic reach on social media is now primarily focused on content creators, who are increasingly required to invest in media spend to reach a broader audience. Brands, on the other hand, are finding it more challenging to rely on organic reach for meaningful engagement and conversions. **The Power of Paid Advertising for Brands** As Nike's Facebook strategy demonstrates, shifting focus from organic reach to paid advertising can be a smart move for brands. By leveraging the extensive targeting capabilities of paid advertising on platforms like Facebook, brands can ensure that their content reaches the right audience at the right time. 0:00 /0:00 1× Paid advertising allows brands to: 1. **Control their messaging**: Brands can craft and fine-tune their marketing messages, ensuring they resonate with their target audience and align with their overall marketing strategy. 2. **Reach a broader audience**: Through precise targeting and optimization, paid advertising enables brands to expand their reach beyond their organic followers, tapping into new customer segments. 3. **Boost conversions**: Paid ads are designed to drive specific actions, such as clicks, sign-ups, or purchases. By investing in paid advertising, brands can optimize their campaigns for maximum conversions. 4. **Measure performance**: Unlike organic reach, paid advertising offers comprehensive data and analytics, allowing brands to measure the performance of their campaigns and make data-driven decisions. **Nike's Approach: A Lesson for Brands** Nike's decision to forego organic content on Facebook in favor of paid advertising highlights the importance of adapting to the evolving social media landscape. In a world where organic reach is no longer a reliable marketing channel for brands, it's crucial to invest in paid advertising to achieve desired results. To thrive in this new environment, brands should: 1. **Reevaluate their social media strategy**: Brands need to assess their current approach to social media and identify opportunities to shift focus from organic reach to paid advertising. 2. **Allocate resources wisely**: Brands should allocate their marketing budgets to paid advertising efforts that yield the highest ROI and drive the most significant results. 3. **Leverage data for optimization**: Brands must harness the power of data and analytics to optimize their campaigns, ensuring they reach their target audience and drive conversions effectively. **Conclusion** Nike's Facebook strategy serves as a valuable lesson for brands looking to succeed in today's social media landscape. By shifting focus from organic reach to paid advertising, brands can take control of their messaging, reach a wider audience, and drive more conversions. Embracing this approach can help brands stay competitive and thrive in an ever-changing digital world. 🌐 Want to have a chat about marketing strategies on Facebook (Meta)? Send me a quick DM or reach out to me on Twitter: [http://www.twitter.com/rlivain/](http://www.twitter.com/rlivain/?ref=livain.com) ### Does this playbook still hold in 2026? Mostly, yes. Organic brand posting never came back as a reach channel — the feed belongs to people and creators, and brands rent their way in. What changed is how the void gets filled: the organic layer brands abandoned is now occupied by creator partnerships and UGC, increasingly produced with AI in the loop. I wrote about where that is heading in [Here comes the AI sponcon](https://www.livain.com/blog/here-comes-the-ai-sponcon-why-marketers-need-to-rethink-influence-now/). The paid side got sharper too. AI-assisted creative means the constraint is no longer producing enough ads — it is judging which ones deserve budget, and whether the numbers you optimize against are even true. That second part is where most accounts quietly bleed: [our ROAS doubled — we hadn’t sold more](https://www.livain.com/blog/our-roas-doubled-we-hadnt-sold-more/) is a field note on exactly that, and [the attribution question](https://www.livain.com/blog/are-you-using-the-correct-attribution-model/) is a decade old and still undefeated. The lesson for smaller brands is unchanged: don’t copy the tactic, copy the discipline. Spend where attention is honestly priced, measure like a sceptic, and let the vanity metrics go. ### 🌍 Localized Marketing Strategies: Tapping into the Potential of Personalization for Broad Dealer Networks 🌍 URL: https://www.livain.com/blog/localized-marketing-strategies-tapping-into-the-potential-of-personalization-for-broad-dealer-networks/ Last updated: 2026-08-31T12:41:26.000Z Harnessing the power of localized marketing strategies is essential for businesses with broad dealer networks to create meaningful connections with their customers. In a world where consumers are bombarded with generic marketing messages, tailored communication that resonates with regional preferences and cultural nuances can make all the difference. *In this blog post, we'll explore the challenges of localized marketing and offer practical tips for businesses to effectively connect with their diverse customer base.* **Challenges of Localized Marketing** 1. **Understanding regional preferences and culture**: Different regions have unique customer preferences, buying habits, and cultural nuances. Identifying and incorporating these insights into marketing strategies can be a challenging task. 2. **Balancing brand consistency with localization**: Maintaining a consistent brand image while adapting marketing messages to suit local markets requires a delicate balance. 3. **Resource allocation and management**: Localized marketing efforts demand additional resources, making it essential to allocate and manage them efficiently. 4. **Measuring and optimizing performance**: Evaluating the success of localized marketing strategies can be complicated due to varying regional factors. **Approaching Localized Marketing: Tips for Success** 1. **Conduct thorough market research**: Invest in comprehensive market research to better understand regional preferences, customer behaviors, and cultural nuances. This information will guide the development of localized marketing strategies. 2. **Develop a flexible brand framework**: Create a brand framework that maintains consistency while allowing room for customization to cater to local markets. This includes providing guidelines on brand messaging, visual identity, and tone of voice. 3. **Leverage local partnerships**: Collaborate with local partners who possess in-depth knowledge of regional markets. These partnerships can provide valuable insights and support for localized marketing efforts. 4. **Empower dealers with marketing tools and resources**: Equip dealers with the necessary tools, resources, and training to execute localized marketing campaigns effectively. This includes providing access to customizable marketing materials, templates, and digital assets. 5. **Utilize technology and automation**: Leverage technology and automation to streamline the process of creating, distributing, and managing localized marketing materials. This can help optimize resources and ensure timely execution. 6. **Monitor and analyze performance**: Establish a system to measure the performance of localized marketing efforts. This should include tracking key performance indicators (KPIs) and analyzing data to identify areas for improvement and optimization. **Final Thoughts** Embracing localized marketing strategies is a powerful way for businesses with broad dealer networks to create genuine connections with their customers. By understanding regional preferences, maintaining brand consistency, and leveraging local partnerships, businesses can effectively reach diverse audiences and drive success. Remember, personalization is the key to standing out in a crowded marketplace and making a lasting impression on customers. 🌟 Reach out if you want to deep-dive this topic together. DM me on Twitter: @rlivain or LinkedIn ### 🏢 The Power of Boards: Advisory vs. Decision-Making Boards and Their Impact on Companies 🏢 URL: https://www.livain.com/blog/the-power-of-boards-advisory-vs-decision-making-boards-and-their-impact-on-companies/ Last updated: 2026-08-31T12:41:28.000Z A board of directors plays a critical role in shaping the trajectory of a company. While some boards have an advisory function, others are decision-making entities. Today, I want to share my thoughts on the two main types of boards and how they can make or break a company. 💼🌟 **1\. Advisory Boards: Enabling and Empowering** Advisory boards consist of a group of experts who provide strategic guidance and advice to the management team. They don't have the authority to make decisions but rather offer valuable insights and recommendations to help the company grow. I personally believe that advisory boards are the most productive and effective because they enable and empower the organization and its management team. 🧠📈 In my experience, working with a stellar team of advisors can lead to invigorating discussions that push the company's management team to think differently and make more informed decisions. These boards foster a collaborative environment, encouraging open dialogue and driving progress. 🤝💡 **2\. Decision-Making Boards: Steering the Ship** In contrast, decision-making boards have the authority to make key decisions that directly impact the company's direction. They are responsible for setting the company's strategic course, approving budgets, and ensuring that the organization meets its objectives. While this type of board can be effective in certain situations, it can also become a double-edged sword if the board members lack the necessary skills, experience, or commitment. ⚖️🚀 **3\. The Potential Pitfalls of Decision-Making Boards** When a decision-making board is not aligned with the company's best interests or fails to collaborate effectively, it can hinder the company's growth and even lead to its downfall. Common issues include micromanagement, lack of diversity in perspectives, and the inability to adapt to new challenges. Companies with ineffective decision-making boards can become stagnant and struggle to compete in their industry. ⚠️📉 **4\. Finding the Right Balance** To create a successful and high-performing board, it's crucial to strike the right balance between advisory and decision-making functions. An ideal board should be able to provide guidance and insights, while also making necessary decisions when required. This balance can be achieved by carefully selecting board members with diverse backgrounds, experiences, and expertise, as well as fostering a culture of openness and collaboration. 🎯🌐 The type of board a company chooses to work with can significantly impact its success. Advisory boards tend to be more productive and empowering, while decision-making boards require a delicate balance to avoid potential pitfalls. Regardless of the type, a well-functioning board can be a company's greatest asset, propelling it towards growth and success. 📊🌟 ### 💡 Combining Local and Digital Marketing in the World of E-Bikes 💡 URL: https://www.livain.com/blog/digital-marketing-reshaping-the-world-of-e-bikes/ Last updated: 2026-08-31T12:41:31.000Z The e-bike industry is booming, and while local marketing efforts are essential in connecting with the community, the power of digital marketing cannot be ignored. Dealers are vital in providing an exceptional product experience, from fitting and test rides to repairs and regular check-ups. As the CEO of [GANDT Ventures](https://www.gandt.ch/?ref=livain.com) and an avid biker with roots in the Netherlands and now living in Switzerland, I'm excited to share how combining local and digital marketing can transform the world of e-bikes and enhance the role of dealers. 🚴‍♂️🌐 Local marketing activities like test rides, outreach to elderly care facilities, e-bike rentals and tours, sponsorships, in-store workshops, and utilizing local media help dealers connect with customers in their communities. To maximize the impact of these efforts, they should be supported by digital marketing, as potential customers often turn to the internet to gather information about products, search for store locations, and more. 📱💻 **1\. Promoting Local Events Online** Dealers can use social media platforms, email marketing, and targeted online ads to promote local events and activities. This will help reach a wider audience and drive more attendance at in-person events. 📣📅 **2\. Local SEO and Store Locator** Optimizing the dealer's website for local search engine optimization (SEO) ensures that potential customers can easily find information about the dealership, store locations, and directions. A user-friendly store locator on the website can further improve the customer experience. 📍🌐 **3\. Online Reviews and Testimonials** Encouraging satisfied customers to leave online reviews and testimonials can boost the dealer's reputation and credibility. Showcasing these reviews on the dealer's website and social media platforms can also help attract new customers. ⭐🗣️ **4\. Social Media Engagement** Leveraging social media to share updates about local events, promotions, and e-bike news allows dealers to engage with their audience and foster strong relationships. Responding to inquiries and gathering feedback through these platforms builds trust between dealers and customers. 💬❤️ **5\. Online Booking and Appointment Systems** Integrating user-friendly online booking systems into the dealership's website makes it easy for customers to schedule test rides, fittings, and service appointments. Dealers can use these tools to manage their availability and provide a seamless customer experience. 📅🔧 By combining local and digital marketing efforts, dealers can create a comprehensive marketing strategy that connects with customers both online and offline. This synergy will ensure their success in the competitive e-bike market. 🌟🚴‍♀️ #EBikes #LocalMarketing #DigitalMarketing #DealershipSuccess #marketingconsulting #gandtventures ### 🌍 Why I Love Traveling for Client Work: A Marketing Consultancy CEO's Story 🌍 URL: https://www.livain.com/blog/why-i-love-traveling-for-client-work-a-marketing-consultancy-ceos-story/ Last updated: 2026-08-31T12:41:33.000Z Hey there! As the CEO of a marketing consultancy called [GANDT Ventures](https://www.gandt.ch/en/?ref=livain.com), I spend quite a bit of time traveling for client work. With 60-70% of our revenue coming from outside Switzerland—mainly from the USA—I've had my fair share of travel experiences. And you know what? I absolutely love it! Let me share some of the best things about traveling for client work and how it has enriched my life and our team's marketing strategies. ✈️🌐 **1\. Soaking Up New Cultures and Perspectives** Traveling to different countries has given me a chance to really understand local cultures and consumer behavior. This helps us create marketing strategies that truly resonate with the target audience. It's amazing how much you learn from immersing yourself in a new environment. 🌎🧠 **2\. Discovering New Tools and Technologies** When we work with international clients, we get exposed to tons of marketing tools and technologies that we might not have come across otherwise. By adopting these tools, we can stay ahead of the game and better serve our clients. It's like a treasure hunt for marketers! 🛠️🚀 **3\. Time Zones: A Surprising Productivity Booster** Now, time zones can be tricky, but they also offer some unique advantages. I find that being able to focus on tasks during off-peak hours and sync with clients during their working hours can really help me get more done. It's all about finding that sweet spot! ⏰💼 **4\. Networking and Making Friends** One of the best things about traveling for client work is the chance to meet new people and connect with professionals in the industry. These relationships can lead to valuable partnerships, knowledge sharing, and even some lifelong friendships. 🤝🌟 **5\. Personal and Professional Growth** Exploring new places and cultures has really broadened my worldview, and tackling challenges that come with working with international clients has made me a better problem-solver. Travel is an incredible teacher! 🧭📈 **6\. Uncovering Local Marketing Gems** When I'm visiting a new place, I love to keep an eye out for local marketing success stories and innovative campaigns. These insights can spark creative ideas and serve as valuable case studies for future projects. 💡🏆 **7\. Work-Life Balance and Enjoying New Experiences** Traveling for client work also means I get to enjoy some downtime, explore new destinations, and indulge in local cuisine. These moments help me maintain a healthy work-life balance and can even serve as inspiration for future campaigns. 🍲🎉 So, there you have it! Traveling for client work has been an incredibly rewarding part of my journey as the CEO of GANDT Ventures. It's provided me and our team with invaluable experiences, insights, and opportunities for growth, and I wouldn't trade it for the world. 🌍💼 #TravelForWork #MarketingConsultancy #GANDTVentures [Follow me on Twitter](https://www.twitter.com/rlivain?ref=livain.com) ### 💡 E-Bikes: Exploring the Latest Trends 💡 URL: https://www.livain.com/blog/e-bikes-exploring-the-latest-trends/ Last updated: 2026-08-31T12:41:36.000Z E-bikes are revolutionizing the way we commute, exercise, and explore the great outdoors. As this market continues to grow, exciting new trends are emerging. Let's dive into the main trends in the e-bike industry! 🚴‍♂️🔋 **1\. Battery and Motor Advancements** The heart and soul of an e-bike lie in its battery and motor. Technological advancements are leading to more efficient, lightweight, and powerful systems. Expect longer range, faster charging, and smoother power delivery as the industry continues to innovate. 🔌⚡ **2\. Integration and Design** E-bike manufacturers are focusing on sleek and seamless integration of components, including motors, batteries, and control systems. This results in more aesthetically pleasing designs that closely resemble traditional bicycles, without sacrificing performance. 🎨🚲 **3\. Smart Connectivity** E-bikes are getting smarter! With built-in GPS, Bluetooth, and mobile app integration, riders can track their rides, monitor battery life, and even lock/unlock their bikes remotely. The future of e-bikes is connected, offering a wealth of data and customization options. 📱🌐 **4\. E-Bike Varieties** The e-bike market is diversifying, catering to various riding styles and preferences. From folding e-bikes for urban commuters to rugged e-mountain bikes for off-road adventurers, there's an e-bike for everyone. Keep an eye out for even more niche e-bike models hitting the market. 🏙️🏞️ **5\. Accessibility and Affordability** As e-bike production increases and technology matures, prices are becoming more accessible to a broader audience. The industry is working towards making e-bikes an affordable and sustainable alternative to traditional transportation options. 💵🌱 E-bikes are undoubtedly reshaping the cycling landscape, offering exciting new opportunities for riders of all types. Are you considering an e-bike? Or perhaps you're already a fan? Check out [Pedego Electric Bikes](https://pedegoelectricbikes.com/?ref=livain.com) for a great selection of e-bikes and [GANDT Ventures](https://www.gandt.ch/?ref=livain.com) for the latest in digital marketing trends. Feel free to share your thoughts and experiences! 🚴‍♀️⚡ #EBikes #Cycling #FutureOfTransportation #gandtventures #marketingconsulting ### 💡 Decentralized Dealers: Mastering Product Marketing Strategy 💡 URL: https://www.livain.com/blog/decentralized-dealers-mastering-product-marketing-strategy/ Last updated: 2026-08-31T12:41:39.000Z Working with a decentralized dealer network? 🤔 Navigating the challenges of maintaining brand consistency while empowering dealers can be tricky. Let's explore how to create a winning product marketing strategy that strikes the perfect balance! ⚖️ **1\. Brand Consistency** How do you ensure a unified brand identity across all dealers? 🌐 Develop clear guidelines and maintain consistent messaging to make your brand instantly recognizable, regardless of the dealer. Regularly review and update these guidelines to keep your brand fresh and relevant in the ever-evolving market landscape. Encourage dealers to provide feedback on brand materials to ensure they resonate with their local audience. **2\. Dealer Empowerment** Want your dealers to succeed? 🚀 Provide them with the necessary tools, resources, and support to market your products effectively. Offer training programs, webinars, and workshops to ensure dealers are up to date with the latest marketing trends and techniques. A strong dealer network is a true extension of your brand, so invest in their success! **3\. Local Adaptation** Are you adapting to local markets? 🌍 Encourage dealers to tailor marketing strategies to their unique regional contexts. Provide them with the autonomy to make data-driven decisions that cater to local customer preferences and behaviors. Leverage their on-the-ground insights to inform your overall marketing strategy. **4\. Communication & Collaboration** How well do you collaborate with your dealers? 💬 Foster open communication and share best practices to learn from each other. Establish regular check-ins and create collaborative platforms where dealers can exchange ideas, challenges, and successes. Cultivate a sense of community and shared purpose within your network. **5\. Performance Monitoring** Do you track dealer performance? 📊 Use data-driven insights to identify growth opportunities and refine your marketing strategies. Set clear KPIs and benchmarks for dealers to ensure they're aligned with your business objectives. Celebrate successes and provide constructive feedback on areas needing improvement. Are you facing these challenges at your company? 💼 Don't hesitate to DM me here on [Twitter for advice and support](https://www.twitter.com/rlivain?ref=livain.com)! Let's work together to develop a product marketing strategy that caters to your decentralized dealer network while strengthening your brand identity. 💪 #ProductMarketing #DecentralizedDealers #BrandStrategy #gandtventures ### A nice Sunday exercise URL: https://www.livain.com/blog/a-nice-sunday-exercise-starting-a-productivity-shopify-blog/ Last updated: 2026-08-31T12:41:41.000Z Hello fellow productivity enthusiasts! Today I decided to experiment with Shopify and created a website dedicated to increasing productivity by using low-tech tools, such as traveler's notebooks, pens, and paper. As a tech entrepreneur, this was a refreshing change of pace for me, and I had a lot of fun putting it together. I've always been a big believer in the power of pen and paper when it comes to productivity. There's something about physically writing things down that helps to solidify them in your mind and make them feel more tangible. And while I love using digital tools like Trello and Evernote, there's just something about the simplicity and ease of use of a good old-fashioned notebook. That's why I decided to create a website dedicated to helping people embrace this low-tech approach to productivity. The site is full of tips, tricks, and resources for using traveler's notebooks and other paper-based tools to stay organized, track goals, and get things done. One of the things I love about Shopify is how easy it is to set up an online store. I was able to quickly create a simple but effective website that showcases the benefits of using low-tech tools for productivity. I used a clean and minimalist design to keep the focus on the content and to make it easy for users to navigate and find what they need. I also made sure to include plenty of high-quality images of traveler's notebooks and other paper-based tools in action. I think this is important because it helps people to see the practical applications of these tools and to visualize how they might be able to incorporate them into their own lives. Overall, I had a lot of fun putting this website together, and I hope it inspires others to embrace the power of low-tech productivity tools. Whether you're a busy professional, a student, or just someone who wants to get more done in less time, I truly believe that these simple tools can help you achieve your goals and lead a more fulfilling life. So why not give it a try? Grab a pen and a notebook and start exploring the possibilities! If you would like to have a look at the progress I made within a day, have a look at here: [https://productivity-hacking.myshopify.com](https://productivity-hacking.myshopify.com/?ref=livain.com) ### 👋 From San Diego URL: https://www.livain.com/blog/from-san-diego/ Last updated: 2026-08-31T12:41:44.000Z Hi everyone, yesterday I arrived in San Diego. It’s the first time in two years that I am back in the United States. And it is great to be back. It has been a while since I’ve traveled as far as this. A nine hour time difference is quite a challenge, especially the first one or two days are pretty tough in terms of jet lag. But it’s definitely worth it! > 👋 from San Diego [https://t.co/hGvDfOZ0ix](https://t.co/hGvDfOZ0ix?ref=livain.com) via [@YouTube](https://twitter.com/YouTube?ref%5Fsrc=twsrc%5Etfw&ref=livain.com) > > — Remco Livain (@rlivain) [December 3, 2022](https://twitter.com/rlivain/status/1599190899699126274?ref%5Fsrc=twsrc%5Etfw&ref=livain.com) As you can see in the post above, I left a short message on YouTube/Twitter to tell "everyone" about my day. Long story short, it is great to have some time to myself, and get some deep work done without any distractions. But this is the first time that I am away from my little girl—who is only a couple of months old—for more than one or two nights. I am absolutely certain that Sharon is doing a fantastic job and thank God for FaceTime. Yet, I have to admit, it is a little bit different to be so far away from home then it was two years ago. to be honest, it makes me appreciate everything that we have at home even more. And I am incredibly thankful that I have such a loving family that is supporting me in my endeavors. ## I actually love to create content ... but I hardly ever do. And when I do, it's in blog form, or tweets. I usually feel the urge to share some notes are insights when I am abroad — or at least not at home. it feels less private, and more relevant for some reason. As if my normal life at home would not be interesting enough… But to be honest, the opposite is the case. Spending a lot of time in a hotel room is not nearly as exciting. I'm getting a lot done, though. My colleagues definitely love it when I am abroad/traveling. Because they can be sure that when I get back, they will get a huge document/videos and data dump of all of my thoughts on their table. ## **Deep work instead of shallow work, when I am abroad** I guess that’s a difference between being able to do some deep work without any distractions for a couple of hours on end away from home. Most of the work that I do when I am at the office or at home test result in shallow work. Short iterations with my peers/clients and quick fire and answer rounds dictate most of my day. There are so many small decisions that have to be taken, and even though I try to enable as many people in the organization as possible to take them themselves, I am still the CEO of the company. When push comes to shove and the person and most people look at to take the final decision. ## I just got here — exciting days ahead Tomorrow, the real work starts. I’ll be attending a conference about e-mobility and [e-bikes in San Diego](https://www.pedegoelectricbikes.com/?ref=livain.com). An exciting market that is just developing in the United States. In mainland, Europe, we are definitely a lot further what the development of the market is concerned as opposed to the US. > Not only is the infrastructure for bikes, a lot better in general in Europe, people use their bikes, as a different mode of transportation here. I’m really looking forward to the conference and meeting a lot of exciting people. And I hope to be able to share some insides with everyone in the days and weeks to come. For now, and have a great night and speak to you soon. Remco ### Why I will never have 1000 Twitter followers URL: https://www.livain.com/blog/why-i-will-never-have-1000-twitter-followers/ Last updated: 2026-08-31T12:41:46.000Z Hi everyone, I was just wondering… Am I the only person who is paranoid enough to block a couple of hundred Twitter followers a year? Because they look somewhat dodgy or I feel they would never interacts with me anyways, so I would rather simply delete them/block them? On the one hand, I would love to have a strong following on social media. Who wouldn’t?! But the same time, I just want conversations to be meaningful. When I feel that there is no possibility for any type of meaningful social interaction, I would, rather just not have these “people” in my life. Maybe I’m the only person who is this paranoid. Or maybe it’s actually a smart strategy to keep things clean… If you are really interested in being a part of my life, following what I am up to, and having a meeting for quick chat/exchange from time to time, I would absolutely love it if you were to join my little group of online friends. Because, the fact of the matter is, I actually love it on Twitter. See you guys soon…! [https://www.twitter.com/rlivain](https://www.twitter.com/rlivain?ref=livain.com) ### Twitter-Fan Rant — Why I'm Not Quitting, Yet. URL: https://www.livain.com/blog/why-im-not-going-to-quick-twitter/ Last updated: 2026-08-31T12:41:49.000Z The last couple of weeks have been hard for anyone who is a diehard Twitter fan. I am probably one of them. Change is never easy, but I know that this is actually one that might be for the better. Let me tell you why. I have been using Twitter for about eight years now, and it is has been one of the platforms I use most for my media and news consumption. In the early days of me, using the platform, it was basically an RSS reader to me. I had **curated lists of media outlets, and people** that I found interesting and knowing that Twitter was the most up-to-date and fastest platform to get my info from. ## Content has changed Over the years, the platform involved. In the early days, anyone who posted anything on the platform was sort of anonymous. This opened up the gates to hell. Bots flooded the network and made it extremely difficult to tell what was real, and what was not. > A little over a year ago, I started playing with the idea of leaving the platform entirely. I regularly struggle with the fact that it is unclear to me why so much of the **content I am served feels fake, inauthentic and staged**. But then again, this is a general trend that does not only apply to Twitter at this point. I could say the exact same thing for content on Instagram/Facebook/TikTok, alike. At the end of the day, I decided that I have to accept that this is how all platforms are being used. I have to **find my own way of joining the conversation**, or finding likeminded people who use it, as I am. But, the fact that I was able to curate my lists so well on Twitter, and only follow the people that I knew had some things, sensible and useful to say on the platform, made it irreplaceable to me. Long story short, this still holds true for me today. ## Freedom of speech I could seriously not care less about Donald Trump, Kanye, West, and all of their friends, being on the platform/or not. For the simple reason that they don't show up on my lists, as long as I don't add them. > Freedom of speech is a tricky thing. I do know that I would rather have opinions of people be out in the open, than have them happen behind closed doors. Whether or not, I identify with a certain political party or other peoples ideals isn't really relevant at this point. I do wanna point out that I am glad that I can form an opinion on what these people say by looking at the type of content that they post. That being said, we have to make sure that, from a legislative point of view, we have the tools in place to go after those who are out to hurt others, or the society at large. Platforms like Twitter, Facebook, and Instagram most certainly have an important role to play in this. But they cannot be held solely responsible for what happens on the platform, and what people say. ## I'm going to stick around I am certainly going to stick around for now. Not so much because I want to see how this unfolds, because I can do that from the shadows as well, but because I genuinely believe that there is a place in the world for the platform, Twitter. I do hope we will stop paying too much attention to the tirades that Elon Musk holds on Twitter right now. He seems to be somewhat out of control. And to be honest, I simply don't like the graphic depiction's and provocative language that he is currently using to make his point. At the same time I do think that there are people who have been using the platform "the right way" for quite a long time and would love to continue to do so if things "go back to normal" — or at least calm down. Whatever happens, I'm still interested in finding out how this pans out. And I would rather be a part of it, then abandoned it. Maybe I can even be a small part of the solution by moderating and trying to add a bit of sense into some of the conversations. Thanks for listening... And free to follow me on Twitter, of course. —Remco [https://www.twitter.com/rlivain](https://www.twitter.com/rlivain?ref=livain.com) ### Elon Musk now owns Twitter — These are his first actions URL: https://www.livain.com/blog/elon-musk-now-owns-twitter-these-are-his-first-actions/ Last updated: 2026-08-31T12:41:51.000Z 💡 **Short term goals: Twitter Blue Subscriptions** Twitter’s goal is to generate >50% of its revenues from subscriptions. The Twitter Blue subscription has to improve, massively in the upcoming few days (not weeks or months, days) According to the Verge, the team working on a paid subscription for verified accounts (of $20 per month), has to finish their feature set by November 7, 2022\. If the team cannot meet the deadline, they will be sacked. Twitter has always been my favourite social media platform. I think it is a great mix between short form content, opinions and news. After I had to stop using my beloved Google RSS reader, I switched to Twitter for most of my daily news and media updates. And in the last couple of years, it has been the platform that I have continued to come back to on a regular basis. ## Something will have to change, fast Elon Musk has clearly communicated that something has to change at Twitter. He has a long term vision of Twitter potentially becoming the product slash social media platform he refers to as x. X is essentially a social media platform similar to WeChat. Or at least we think. At this point in time, Elon Musk is the only person on this earth who really knows what he would like to do with this social media platform. What we do know is that by purchasing Twitter he is actively engaging in the conversations around freedom of speech. And what keeps our Western society up all night. Needless to say, though, Elon Musk has understood that for Twitter to be successful, it has to start making money. The best way forward, is probably subscription models. ## Subscription models are the way forward Subscription models are a powerful tool, as we have seen with Netflix, Disney plus, and Amazon Prime. It has been said that the short term goal for Twitter is to gain at least 50% of its revenues from subscriptions. > Curious if anyone feels strongly either way about spending $20 to keep their blue check? Personally, I don’t think it’s worth it. [https://t.co/rVMypJOUZi](https://t.co/rVMypJOUZi?ref=livain.com) [pic.twitter.com/bauaTSgAp4](https://t.co/bauaTSgAp4?ref=livain.com) > > — Lia Haberman (@liahaberman) [October 31, 2022](https://twitter.com/liahaberman/status/1586948894826500097?ref%5Fsrc=twsrc%5Etfw&ref=livain.com) As The Verge published an article today, saying that the team that is working on Twitter blew this is the subscription model to Twitter has until November 7\. To create a feature that will force verified users to pay $20 a month to keep their account verification if the team cannot meet the deadline they will be fired. > I think this is a good idea, and would pay. > > [https://t.co/JMJzXMDtBa](https://t.co/JMJzXMDtBa?ref=livain.com) > > — Scott Galloway (@profgalloway) [October 31, 2022](https://twitter.com/profgalloway/status/1586921223937613825?ref%5Fsrc=twsrc%5Etfw&ref=livain.com) Some prominent users appear to be happy with the introduction of a paid verification subscription. Yet, I fail to see why. Does someone like Scott Galloway really think $240 a year would scare off (verified) scammers or provide a barrier to entry that would be too high for the average influencer? ## Verified = human? Regardless of whether I think this timeline is realistic or not, the feature itself sounds a little backward. Why would a user need to pay $250 a year to Twitter to prove that they are a real human? I think it should be the other way around. Anyone who can prove that they are a real person should not have to pay for the service. Those that cannot prove that they are a real person need to show that they have paid to become a verified contributor to the platform. > In the past Twitter had always used the blue tick for verification as a means to distinguish celebrities from regular users on the platform. But, as the lines have blurred between who is important and who is not being verified does not have the same weight to it as it used to think Twitter should find out how they can flag those who are positively contributing to the platform and conversations around them which people spark conversations and opinions. To me, that would be the highest value to the community and Twitter as a whole. ## Let’s go get more popcorn I have to say I am more curious to see how this pans out than I am scared and I think it is great that someone with a vision for the platform has stepped in and wants to make a real change. I am probably just as anxious as everyone else to see how Elon Musk rules over Twitter. But for now, the excitement about what might be to come is still significantly higher than anything else. Besides, if this goes down the drain we've all been in for a fantastic show and I am sure that there will be a new platform to emerge out of the ashes as a result of that, too ### References: [https://www.theverge.com/2022/10/30/23431931/twitter-paid-verification-elon-musk-blue-monthly-subscription](https://www.theverge.com/2022/10/30/23431931/twitter-paid-verification-elon-musk-blue-monthly-subscription?ref=livain.com) ### About the GANDT starter program for digital professionals and online consultants URL: https://www.livain.com/blog/about-the-gandt-starter-program-for-digital-professionals-and-online-consultants/ Last updated: 2026-08-31T12:41:54.000Z ### What is the starter program? It is a six-month traineeship that helps you learn how to become an all-around digital professional. This means that you'll have the opportunity to learn what it takes to work in digital innovation and online marketing, with all that it entails. ### Which topics are addressed in the starter program GANDT - Marketing intelligence - Online performance marketing - You will learn to use the Meta and Google advertising products - Google Analytics - Tableau - And project management tools like Notion and Slack ### Why do you offer a starter program? As a group, we firmly believe that education is the way forward. It is important that we enable others to do the work that we can do. Help them acquire the skills they need to do things themselves. And work on digital innovation topics in the future, independently. ### The program has two streams, namely an internal and an external one The internal stream of the starter program is geared towards creating marketers and digital project managers who are able to work within the Gandt group. This means that they need to be at a certain level of expertise before they become fully fledged professionals at GANDT. The starter program prepares them for the work that they will be doing. In a similar fashion, we offer the service to our clients as well. Sometimes it can be hard to find the right resources for their teams. That is why we train for the skills that are required in the organizations that we work with. This allows potential new employees to gain the skills they need to do a really good job within the organizations themselves. ### Who should do the starter program If you're interested in digital marketing, digital project management, marketing intelligence, or online innovation, but feel that you do not have the skills of an all-around digital professional, just yet, then the starter program is for you. ### Self study + operational work What is important to note is that the program is not an educational program, solely. About 20 to 30% of the time is used for self-study — of course, we provide you with the study material. > The rest of the work and learning is done on the job with our GANDT professionals and consultants You will be assigned a mentor for each of the different skills that are required at the right time during your starter program. And, you'll be able to work alongside this specialist, or consultant, to game the insights into their lives/working days that you need to grow into your role as a digital professional. ### Fair compensation from day one We think it's important to pay fair compensation for the work that is being done. Even if, someone on the starter program is still learning, it doesn't mean if they don't add value to the group. That is why we pay a salary from day one. If we both decide that it is a good fit, after the start of the program, the options are open to continuing a grow your professional career in digital innovation, digital marketing, online product management, or marketing intelligence on the GANDT team. The most important thing is that we allow ourselves sufficient time to learn and become the digital professionals that we want to be. Helping each other along the way. ### Thoughts on rising CACs — challenges for organizations and online marketers, especially URL: https://www.livain.com/blog/rising-customer-acquisition-cost/ Last updated: 2026-08-31T12:41:57.000Z 💡 Are Customer Acquisition Costs rising, across all industries? Probably yes. But what are the reasons for it, and what can teams do to solve it? It is one of the most posed questions that I have received in the last six months: are customer acquisition costs rising across all industries? The short answer is, yes. Across multiple clients, I have seen that it has become increasingly difficult to keep CACs in check. ## Here are some of the reasons > Meta and Google tend to “increase” CPMs YoY, naturally Especially during the COVID pandemic, brands and companies flocked to SOM to find new customers. But, not all of them knew how to use the tools. This has led to high inefficiencies and costs for everyone. > Macro trends make a difference: During 2020–21 20% of retail happened online. This has gone back down to 12–13% in most markets The fact that we saw an increase of nearly 2x in many industries towards online purchases, meant that a large portion of the growth resulted in new customers that COULD BE acquired Yet, things have gone back to “normal”. And we have learned that customer behavior has not stayed the same after the stores reopened. Some of those new customers stuck around, others went back to purchasing most of their goods offline, too > Organizations aren’t set up to deal with customer relationship management online They had their full attention on customer acquisition and execution of orders, not on retention. I see that this is a big challenge for most organizations I have come into contact with The organizational development and focus are not on CLV optimization, and CRM, but continue to salvage trying to capture NEW customers. This is one of the largest opportunities for marketers out there, today. ### Product drops on Twitter, feature release URL: https://www.livain.com/blog/product-drops-on-twitter-feature-release/ Last updated: 2026-08-31T12:41:59.000Z Don't believe the hype. Or maybe do. It is very important for retailers to create enough traction and hype around their products before dropping them. Whereas Instagram and Facebook have had features that allow users to plan events far into the future, Twitter did not. But this has changed. With the launch of this new feature, Twitter enables its Merchants to announce product drops. Twitter is, in many countries, a service where news is shared as it happens. Yep, brands haven't really embraced the social media platform as much as news outlets. Twitter has so far I've stayed in space in which individual users and voices are more important than those of retailer and brands. The Twitter product team thinks that it will create a more interesting platform for merchants to drop their new products. After all, if you have something new to share, then Twitter is the perfect place to do so. *Link to the original blog post:* [Be part of the hype: Introducing Product DropsIntroducing Product Drops, the newest member of the Twitter Shopping family.![](https://blog.twitter.com/etc/designs/blog-twitter/public/img/apple-touch-icon-153x153.png)![](https://cdn.cms-twdigitalassets.com/content/dam/blog-twitter/official/universal-assets/Generic_BlogShare.jpg.twimg.768.jpg)](https://blog.twitter.com/en%5Fus/topics/product/2022/be-part-of-the-hype--introducing-product-drops?ref=livain.com) ### Does Twitter lack additional “retail features”? The short message social media service isn't really known for its retail features. Twitter is the mostly about sharing updates and news. But it's not really the platform where people go to get inspired and buy new products. One of the main challenges is that the shop now features on Twitter are fairly limited. > This “product drop feature” might be a step in the right direction, though. If anything, this simply makes the platform more versatile. I do think there's a place for shopping on Twitter. But, it will have to increase/and optimize the way that products are displayed and can be marketed. The marketing suite on Twitter is simply too limited for most substantial brands, and merchants. On their blog, Twitter wrote: “For now, only shoppers in the U.S. who use Twitter in English on iOS and Android devices will be able to see and engage with Product Drops. We're testing Product Drops with select managed partners. Some of the brands with upcoming drops include [@Dior](https://twitter.com/Dior?ref=livain.com), [@Fossil](https://twitter.com/Fossil?ref=livain.com) x [@JeffStaple](https://twitter.com/jeffstaple?ref=livain.com), [@HomeDepot](https://twitter.com/HomeDepot?ref=livain.com), [@LEGO\_Group](https://twitter.com/LEGO%5FGroup?ref=livain.com), and [@unionlosangeles](https://twitter.com/unionlosangeles?ref=livain.com).” I guess, we will have to wait and see when this will be rolled out to other countries as well. Yet, I think it's a step in the right direction. And an interesting one at that. ### Work takes me places I had never thought of visiting URL: https://www.livain.com/blog/my-work-takes-me-places-i-had-never-thought-of-visiting/ Last updated: 2026-08-31T12:42:01.000Z I can finally travel again, hooray. I absolutely love to visit new places. It is one of the things that I have been missing most since the COVID-19 pandemic hit. My work gives me a chance to see what life is like in different parts of the world, and gives me a very different perspective on how people on this earth live/work. There are some stellar entrepreneurs out there, that might not live in the most urban areas. Yet, the work they do, is nothing but impressive. Yesterday, I had the chance to go to Germany, to visit a furniture company, close to a town called them Bamberg. It was one of those places I had never imagined to go. I am very glad that I did, though. In the morning I had some time to walk around the city, and of course I had to pull out my Fujifilm x100v (that I always carry on me) — and snap a few quick first impressions of the town. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2022/07/DSCF3357-2.jpg) ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2022/07/DSCF3362-2.jpg) ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2022/07/DSCF3364-2.jpg) ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2022/07/DSCF3368-3.jpg) Bamberg July 2022, by Remco Livain ### Entrepreneurs in smaller towns face different challenges Entrepreneurship looks very different in smaller towns and villages compared to big city life in towns like Zürich, Berlin or Amsterdam. Companies in the country side face fierce competition in the war for talent. It is quite difficult to attract or train good personnel. The sheer number of potential candidates is significantly lower outside of the larger towns. Thus, the dependency on (smaller, local) agencies and expensive external support, makes investments in new business opportunities (eg digital marketing) costly. Most teams rely on their employees to develop skills that are not part of their current core job, on their own time. And whereas online course have become better, the dialogue with likeminded peers, who face similar challenges, is limited — making the learning curve for new business topics steeper than in most urban areas. ### Focus on cash flow and profitability from day one One of the best things about entrepreneurs in non-rule areas is the fact that they have a far better understanding of what it requires to run a profitable business. Cash flow and profitability are always on the agenda. And to a large extent they dictate in which areas of the business can be invested. > Sustainability and long-term success are far more important in rural areas. This is actually something a lot of entrepreneurs can learn from. I wish this little bit of common sense and focus on the long-term impact of what digital can mean to a business, would exist regardless of where the company/entrepreneur is based. Founders in remote places appear to have a far better understanding of their own unit economics and cost, than most startup founders I have met. The biggest difference is that top level growth means absolutely nothing to them. The only thing that really counts is the bottom line. ### People as a long-term asset A product has to be good, but it is the people who make it available to the masses. When I speak to entrepreneurs in remote areas, they often times highlight their employees to be the biggest differentiator. And with good reason. In most larger towns, the number of potential candidate for a role is significantly higher than in more remote places. That is why larger organizations tend to think in roles, and not so much in people. > I find it absolutely refreshing to work with entrepreneurs who are able to drop an organizational chart with more than 40 to 60 people on them, I know exactly who does what & can call each and every person by name. I have a lot of respect for these types of entrepreneurs, and companies. The way that they invest in the future of their team, and the families that they provide for with the business that they run, is incredible. ### Nice to be on the road again OK, I am not going to lie I'm extremely tired today. After the meeting finished at 6:30 last night, I still have to drive home for about 5 1/2 hours. But it was was absolutely worth it. I'm glad that I went. That I got out of my comfort zone again, and met some incredible people along the way. I will certainly be back, and I hope we'll be able to start working with the team we just met in the months to come. For now, I'm going to get back to working on the GANDT brand and communications project I've been pushing with the team and get me some ice cream, very soon. Stay cold and don't forget to stay liquid, wherever you are! 🥵🍦 Remco ### E-commerce growth normalizes as a percentage of retail sales — but why URL: https://www.livain.com/blog/e-commerce-growth-normalizes-as-a-percentage-of-retail-sales-but-why/ Last updated: 2026-08-31T12:42:04.000Z 💡 The data was taken from Wall Street Journal, April 16 2022 — US Census Bureau I have been working in e-commerce since the mid-2000s—back when online sales were a mere 2–3% of total retail volume. As I recall, there was a general consensus that online sales would continue to grow to at least 20–25% of total retail sales volume, at the time. **Update — August 2026:* I wrote this in 2022, when calling the plateau was still contrarian. The numbers below are from back then — for the current picture, read the* [*2025/2026 update of this analysis*](https://www.livain.com/blog/e-commerce-as-a-share-of-retail-sales-the-normalization-era-2025-update/)*. A short check-in on how the call aged is at the end.* It is the year 2022 and we have just come out of one of the longest pandemics we have seen in decades. The covid-19 virus accelerated online sales significantly, with traditional retailers flocking towards their webshops to keep the sales momentum alive. As the pandemic is starting to come to an end—fingers crossed—sales from online retail have started to go down. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2022/05/IMG_1616.jpeg) Interestingly enough, the US Census Bureau estimates the total retail sales volume of online to be no more than 13–14% in 2021/22. ## Has online growth come to a hault From this data it appears as though online sales have come to a hault, or at least reached a plateau. The 2019/2020 peak in sales volume did not make it past the 20% mark, though. > Will revenue from online channels ever make it past the 20% of retail volume-line? The general trend towards online retail still exists. Growth has slowed down, but it seems as though it has normalized more than ceased. Online retail is still on track to pass the 20–25% of retail volume line, in the upcoming few years, albeit slower than anticipated. ## Reasons for a decline in growth Stores have started to open back up again. Whereas tourism is not back at the level it used to be, domestic purchases have picked up considerably in most markets. Customers want to go out and shop again. Leave their houses to gain new experiences and enjoy the world outside their homes. No wonder brick and mortar retail has bounced back quickly in the last few quarters. However, there might be other reasons why online sales have started to slump. 1. Logistical **infrastructure** still needs to improve, significantly 2. Many traditional retailers do not know how online sales will be a part of their **(omni-channel) long-term strategy**; what the role of brick and mortar stores will be 3. Supply is not where it could be and most retailer and brands **stock their stores first**, before serving their online store's needs 4. Online marketing has become increasingly competitive and expensive; brands—and retailer—do not have the **organizational setup** and partner network to address their technical and online marketing needs, efficiently ## Trend The trend towards online retail continues, even if its growth has slowed down. I believe the mid-term trend will be a more cohesive mix between online and offline sales. > As an online marketer, I am actually glad that digital sales growth has slowed down — infrastructure continues to be an issue and traditional retailer need time to determine how online is a part of their long-term strategy With exponential growth come exponential challenges. It is okay to take a step back and evaluate how digital can and should be a part of the long-term vision for retailer and brands alike. As infrastructure and organizational setups improve, so will the willingness of customers to purchase online. It is a matter of time until digital sales surpass the 20%–line and I personally think that will be less than 50% of what we could expect to see in the upcoming 10–15 years. — Remco ## 2026 check-in: the call held Four years later the thesis needs no revision. E-commerce reached **17.1% of US retail sales in Q2 2026** ([Census Bureau via FRED](https://fred.stlouisfed.org/series/ECOMPCTSA?ref=livain.com)) — steady, single-digit-share gains per year, exactly the normalization curve this post described. No collapse, no second surge. The blend won. What did change is where the pressure sits: the low end of online retail became a knife fight. I wrote about that in [Amazon Haul: a reality check for DTC brands](https://www.livain.com/blog/amazon-haul-a-new-reality-check-for-dtc-brands/). ## Other sources and online discussions > Still think "COVID has pulled 5-10 years of [#eCommerce](https://twitter.com/hashtag/eCommerce?src=hash&ref%5Fsrc=twsrc%5Etfw&ref=livain.com) growth forward"? It very much looks more like a bump right now... [pic.twitter.com/ATMn8d99hr](https://t.co/ATMn8d99hr?ref=livain.com) > > — Philipp Kloeckner (@pip\_net) [May 9, 2022](https://twitter.com/pip%5Fnet/status/1523676578537897984?ref%5Fsrc=twsrc%5Etfw&ref=livain.com) ### Visual traction is the only relevant brand and communication KPI URL: https://www.livain.com/blog/visual-traction-is-the-only-relevant-brand-and-communication-kpi-2/ Last updated: 2026-08-31T12:42:07.000Z As a marketer there are so many exciting things that we could be working on every single day. The retailer and brands that I work with, Understand that things have to move forward or else they will become obsolete. One thing I see every day are teams who swamp themselves with work that does nothing more than manage the status quo. Yet, most of the things they do, aren’t visible to the outside world. And there is no or little time to spend on areas of the business that show movement, potential and traction. > **My mindset today: the only KPI that really matters is visual traction.** If something doesn't move forward, at all, we have to shift our focus — do things differently — and probably just let it be. Daily chores and projects that don’t grow and develop, aren’t things that really make a difference. ### The Instagram example We started working on our gandt group Instagram account a few months back. It’s a great platform to show potential new employees what it’s like to work at our consultancy, work on our community and maybe even gain a client or two. Yet, our Instagram posts do not show any positive numbers in terms of engagement and follower development. Regardless of the number of followers we have today (around 100 — which isn’t much, but they are all close friends and family to our team) we either have to find traction elsewhere, or do things differently. As long as there is growth and movement, we are doing something right. It is not on,y about the number of followers we have, but the engagement and how active our community is, count too. But if we have come to a stand still, it is time to mix things up. Doing things differently will include *exploring* **new content creation avenues**, spreading the word on our account differently (potentially through **ads**), and maybe **changing the responsibilities** on our team. > In terms of finding traction elsewhere, LinkedIn has shown to be a stronger growth channel and one we could explore more, instead. A tough call to make, as the team can relate more to IG than LinkedIn. ### Go all in on one channel? It can be beneficial to focus a great deal of your attentional one channel for a set amount of time. But, the answer is not a clear yes. The most important thing is to set clear revision points in your work stream. This means that you plan to work on something for a fixed amount of time/or until you have reached certain milestones, before reviewing whether or not you should continue along this path. What I personally like to do a split my time 50-50\. This means that I focus half of the attention that I have on the execution of my ke projects. Next to that I spent the addition of 50% of my time on projects where I have seen/or expect traction to develop. This might seem like a lot of time to spend on long-term gambles. But it enables me to keep an open mind to new opportunities and not get stuck on my daily chores. I try to apply this working method to as many things as I can — and it can be tricky. ### Brand building is all about showing others that things are moving In order for us to motivate others, we have to make sure they see that things are in motion. We cannot create traction without movement and brand exposure. - Traction = accelerated growth - Steady growth = need for change - No movement = time to pivot I have asked our brand and comms team what they think of this approach — we have a big H2-focus roadmap meeting, tomorrow. I cannot wait to see how the meeting will go. If there is one thing I have to make sure of, is that the **hard work and skills of my team become visible**. And from a brand and comms perspective, sales and new client KPIs shouldn’t matter, but creating visual, tangible, traction-based results for all to see. \~ Remco ### Poll: Should consultancies show their prices on the website URL: https://www.livain.com/blog/should-consultancies-show-their-prices-on-the-website/ Last updated: 2026-08-31T12:42:09.000Z One quick poll at the end of the week: do you think consultancies should be transparent with their pricing policies? Or is every single project—and client—so unique and individual that it is impossible to standardize pricing? > Should consultancies show their prices on their websites? > > — Remco Livain (@rlivain) [May 4, 2022](https://twitter.com/rlivain/status/1521760267964764160?ref%5Fsrc=twsrc%5Etfw&ref=livain.com) One of the core principles of my consultancy is transparency. We don't differentiate our prices (wildly) between clients. Our time and output has a certain value, and we aim to reflect that in our prices. However, one of my personal pain points in sales processes and RFPs is pricing. I wonder if it would be smart(er) to communicate all of our services and prices on our website — and thereby taking care of that question before going into the conversation with a new potential client. > In many cases, there is a disconnect between how companies would like to sell something, and how the customer would prefer to shop. Online research and comparison are essential elements of the customer journey. And to a certain extent, I think that applies to any product or service. Let me know what you think. I would love to find out if you believe all consultancies should publish their (rate card) prices and services openly on the www. Your opinion could certainly drive mine in the right direction. – Remco ### New reality — get back in the flow URL: https://www.livain.com/blog/new-reality-get-back-in-the-flow/ Last updated: 2026-08-31T12:42:12.000Z Today was another day in which I didn’t manage to get back in the flow — work/life = off. Our little girl woke us up nice and late(!) at 6:00am, so I got up and hopped on the train to Zurich. However, I had told myself that I had wanted to get up and do some sports—before doing anything else—the night before. I was really productive and got a lot done. Wasn’t home too late, managed to see my little 👧 before she went back to bed and cooked for my wife. Still, I am sitting at the kitchen table, thinking about the fact that I didn’t do what I had actually set out to do for myself. The thing is, I’ve been having a hard time to get back in the rhythm of things. I don’t want to be selfish and spend too much time “alone,” yet at the same time I feel restless. It’s probably just my new “dad life reality”. Maybe it hasn’t really sunk in how my life has changed, overnight. Yet, it doesn’t feel that different. If anything, it has been nothing but an enriching experience so far—one that hasn’t put my world up side down, but given me a new perspective on life. One that makes me think three times before acting. One that’s made me doubt whether or not I should go to the gym, or stick around at home in case the girls need me. Everyone—my wife especially—is really supportive, and I feel incredibly grateful for how things are going right now. But, I have to get used to the new flow and get back at it. Have a good night. – Remco ![Attachment.png](blob:https://remco-livain.ghost.io/410aa3e8-ec78-44c6-bf58-daa4371d651f) ### Twitter + Elon Musk… IMHO… URL: https://www.livain.com/blog/twitter-elon-musk-imho/ Last updated: 2026-08-31T12:42:14.000Z [Follow me on Twitter](https://twitter.com/rlivain?ref=livain.com) 💡 I have been a Twitter "fan" for years. Probably because of the geeky content and personal opinions I love to share/comment on the platform. But a lot is wrong with it, too. Chatbots, Crypto Currency Scammers and Fake Accounts have been a constant pain for many regular users; hindering the push toward the masses, significantly. If it were up to Elon Musk, Twitter would be an even more powerful communications tool than it already is today. With the potential to take on a central role in free speech and the "new world". I think we're all sceptical of his intentions with the platform, but if Jeff Bezos can buy the Washington Post, why wouldn't Elon Musk be able to buy a whole social media platform, right...? I love this short TikTok that explains what has happened between Twitter and Elon Musk in the last couple of days. Have a look. > [@johnsfinancetips](https://www.tiktok.com/@johnsfinancetips?ref=livain.com "@johnsfinancetips") > > Elon Musk buys Twitter for $43 Billion [#elon](https://www.tiktok.com/tag/elon?ref=livain.com "elon") [#twitter](https://www.tiktok.com/tag/twitter?ref=livain.com "twitter") [#buyout](https://www.tiktok.com/tag/buyout?ref=livain.com "buyout") [#johnsfinancetips](https://www.tiktok.com/tag/johnsfinancetips?ref=livain.com "johnsfinancetips") > > [♬ original sound - John Liang](https://www.tiktok.com/music/original-sound-7086477618442259243?ref=livain.com "♬ original sound - John Liang") ## Should anyone be allowed to buy a social media platform It's a simple question, but very hard to answer. As it stands today, most social media platforms and owned and run by the founding teams or under strong supervision of its leaders. In the case of Twitter, Jack Dorsey has only just recently decided to take a *true* step back and hand over the reigns. IMHO it is not more than normal that someone CAN own a product or service. The fact that Twitter is a platform and ecosystem that allows others to share their opinions and voice their needs/concerns, doesn't really change that to me. > Yet, the main point of concern for many is not so much the IF but the WHO. Elon Musk has build a reputation for himself to be jumpy, short-term focused and explosive in his actions + opinions. Twitter is a medium that can move markets (Dodgecoin), form opinions and drive change—we have seen our Twitter Commander in Charge show us exactly how that can be done, in recent years. > We—as a community—simply don't really know what Elon Musk's intentions truly are. [Follow me on Twitter](https://twitter.com/rlivain?ref=livain.com) ## Should one of the richest persons on the planet be allowed to buy "anything" Another controversial question... Technically, probably yes. But in the case of a social media platform like Twitter, the question of who controls the media is highly relevant. To many, Twitter isn't just a fun platform, it is their main source of information and media consumption. By owning Twitter, Elon Musk essentially owns the keys to how >300 million people around the world consume their information — and potentially what they consume. ## Should social media platforms be decentralized (ownership) If we acknowledge that social media platforms like Twitter, Facebook, TikTok and Instagram are news outlets, should they be allowed to be controlled by a single person — or a small group of people — in the first place? This is a near impossible question to answer. One of the main arguments Elon Musk has brought up regarding why he should be "allowed" to purchase Twitter, is that the media that's shared on Twitter should not be limited to a certain group / type of people. As long as the content is within the lines of the law, anyone should be allowed to say what they would like to say. According to Musk, that is currently not the case and one of the main reasons someone will have to make some big changes. > i♥️u > > — Elon Musk (@elonmusk) [April 14, 2022](https://twitter.com/elonmusk/status/1514720245113577473?ref%5Fsrc=twsrc%5Etfw&ref=livain.com) Yet, who controls whether or not someone like Musk is capable of making these types of decisions — especially given the fact that his attention span is shorter than his tweets. ## I don't know how I feel about this - I love Twitter as a platform and I could see this move make it more relevant to a broader public in the short–run. - The risk associated with one single person—as powerful as Elon Musk—being able to control how media is consumed and potentially what messages are spread, worries me. - Do I think this is a good investment of his time and energy... not really. - ... But I'm certainly interested to see what will come out of this in the weeks and months to come... And tweet about it. [Follow me on Twitter](https://twitter.com/rlivain?ref=livain.com) ### The difference between managing and leading URL: https://www.livain.com/blog/the-difference-between-managing-and-leading/ Last updated: 2026-08-31T12:42:17.000Z 💡 As organisations develop, the roles of the founding partners change. Most entrepreneurs aren't equiped—or recognise the need—to deal with the challenges that come with a growing organization, though. One of the main issues is that most fantastic, charismatic entrepreneurs don't make for the best managers. Founding teams that understand when it is time to develop the organizational setup, tools and management requirements are the ones that have a chance of being successful, in the long-run. The first few years of founding a company are all about getting others on board with your ideas, finding the right tools to convince people around you to invest their time and resources to work with you on your dreams. As the team grows, and clients start to come in, you need to take the next step. Being a leader alone, doesn't cut it if you want to be successful. You have to become a great manager, too. > The only problem is that no one teaches you how to be a great manager—and very few entrepreneurs realize when it is time for them to change their role in the company. The transition and constant gearing up and down between being a good manager to the team, and a leader to all, has been one of my biggest challenges as an entrepreneur in the last years. ## What does a leader do Every team needs a plan and longterm vision to work toward. Within most smaller organizations the founding team drives the long-term strategy forward. A leader is capable of putting a team together that can work with loose, long-term goals. > Leaders tend to attract followers first and self-starters second. At an early stage of the company's development, it is important to get the word out there as much as possible. Any new project benefits from an excess amount of external communication on where it wants to go and what it aspires to be. The more vocal a founding team and the people around them are, the more likely it is the project/company will get noticed, find the funding it needs or attracts its first customers. A company-, project-, or team leader gets everyone excited and on board with his vision. In an ideal world, they lead by example; making the first steps of their ideas as tangible as possible to others. What a leader typically does not do, is create structure for those around them. They are focused on the long-term goal and any type work related to process optimization or organizational development tends to be deprioritized. Work is typically done in projects and is very short-term, or very long-term (vision). ## What a manager does When it comes to structure and mid-term work, a manager knows what to do. The manager's role is to create infrastructure for teams within the organization that enables them to be efficient and effective. Managers use their time to focus less on their own (external) expose. Their focus is on the people within their teams—a good manager is there for others—first and foremost. > It is not uncommon for managers and leaders to be on very different pages when it comes to measuring success—even if the long-term goals are very much aligned A good manager enables others and gives those around them the security they need to make mistakes. They are not responsible for the acquisition of resources or funds, but make sure these are deployed in the best possible fashion. ## Why it is so important to understand the "difference" Leaders and managers can be one and the same person. Anyone who shows a high level of integrity, long-term commitment and strong communication skills can take on either one of these roles. Some are more natural leaders than they are managers, though. And there is absolutely nothing wrong with that. However, it can be challenging for leaders and managers to swith hats and understand when a certain type of focus and style of communication is required by the organization. ## Organizations with open communication cultures are a game changer In open company cultures, the employees will tell the leadership team what they require to do their jobs to the best of their abilities. Maybe even state what kind of organizational structure and tools they would appreciate. On my own team at GANDT Ventures, I have been fortunate enough that we've managed to establish a culture that allows for feedback and input. In all honesty, it is extremely challenging to switch between being a good leader to the group and the manager the team deserves to have. As an entrepreneur I have found that my attention span is too short to do both jobs equally well at the same time — and you cannot always afford a team of great managers from day one. The only thing I know for certain is that not all leaders make for great managers and vice versa. But as long as they both understand their own short comings, communicate what they value and focus their attention on, they are invaluable to any organization. ### Digital marketing did not get more complex, but channel-focused URL: https://www.livain.com/blog/channel-attribution/ Last updated: 2026-08-31T12:42:19.000Z Digital marketing did not get more complicated. If anything, online marketing is easier than ever and this has opened up entirely new challenges. About 10 years ago, the product offer of the individual channels was less broad than today. Google was known for its text ads, Facebook for image+text posts; fairly straight-forward. But as user numbers grew, so did the marketing possibilities on the individual channels. However, it is not clear what the core strength of each channel is. While Facebook is more focused on building communities, Google is more focused on providing information. But one thing is clear: both Facebook and Google are able to capture leads, promote individual products and build communities. ## Full journey‘s within one channel The focus on individual channels rather than overarching strategies has led to more complexity for marketers. It is no longer possible to say that organic growth is better or paid search yields better results; it depends on the product you are offering and your customer segments. > Instead of focusing on channels, in 2022 marketers should focus more on customer segments (personas), understanding the customer journey, their target markets and overarching strategies. It is not a question of which channel to use, but how to utilize the marketing-products online (social)media platforms offer to support the customer in making the right purchase decision. ## Attribution modeling cannot be done on a channel level Marketing and direct sales are often confused, because the role of communicating the product USPs and raising awareness for the existence of the product/service are underserved. When we look at why customers have purchased a product, it usually wasn‘t one particular event, but a series of touch points. These customer touch points are vast. What triggers the sale might not have been what has initially caught the attention of the user. > In 2022, it will be common to see customer touch points spread across a wide range of online and offline channels. Compared to ten years ago, attribution modeling has become more channel focused. This is mainly due to the fact that each channel has become its own (smaller, or larger) media-ecosystem. **In order to understand customer behavior well, marketers can no longer work with a general attribution model for the entire marketing funnel.** Each channel must have an individualized attribution model because each touch point has a unique impact on the users' journey towards the purchase decision. > The attribution model must be based on the customer journey and not solely on channels or touch points (which are merely entry points). **I believe that we will experience an increasing focus on individualizing attribution models for each channel as well as for different stages of the customer decision-making process, in 2022—and onwards.** Online marketing has not become more complex, but its focus has shifted from an omni-channel focus, to single channel ecosystems (FIRST). For teams who are extremely skilled in one ecosystem, it can be difficult to value new ones, correctly. **Implications** Companies and marketing teams need to learn how to measure and report on each channel individually, as well as the customer journey taken through those channels. We now live in a world where we can use data to make better decisions and impact the customer experience and their decision-making process. > Investment will shift from channels to actual touch points – within the individual ecosystems – which means that we will need to prioritize and re-evaluate our touch points. It's not your channel strategy that should guide your marketing decisions, it is the customer journey you should focus on, within the individual ecosystems, first. After that, you need to understand the impact of the various media ecosystems, on one another. All in all, we have a lot to look forward to. As marketers we have to be aware of the role the various ecosystems (can) play in targeting the right potential customers, and know that it can be a viable strategy to go all in on one particular channel, too. ### Why I’m switching my blog from WordPress to ghost URL: https://www.livain.com/blog/why-im-switching-my-blog-from-wordpress-to-ghost/ Last updated: 2026-08-31T12:42:22.000Z I love to write, it is an activity that helps me relax and put things into perspective. wordPress has been my go to CMS for years. I love the flexibility of the platform and the way that it create enables creators to be themselves, with no strings attached. The versatility of the platform and the number of plug-ins that are available can be daunting. But I have always limited myself to the bare minimum. And I have tried to focus on the things that really add value to me. > I feel that WordPress has been holding me back creatively. I have always try to find new tools to write more efficiently, and without clutter. I have tried writing tools like Ulysses, bear, IA rider–none of them came close to a satisfying writing experience. I started to dictate more of my blog posts. A tool like otter Ei is absolutely fantastic. And I also—in a very odd way—enjoy writing blog posts on my Apple Notes app. The fact that I continue to search for the right place to write tells me that something isn’t the way it should be. I need a change of scenery. Not in terms of where I write, but in terms of which tool I use to write down my thoughts. ## It is not about the writing app, though It is easy to get lost in focus on the tool instead of the creative journey. What I have found out in the last few months, is that I want to write for others and not just for myself. I want to make sure that I leave an impact on peoples lives by sharing my story. This is not just a way for me to work on my personal brand, but a way for me to communicate with others. Most importantly, it is a creative way that makes me feel comfortable, and I really enjoy. That's why I am trying something new. Ghost seems like an interesting platform, mostly because it forces me to create content that will be sent to my readers, instantly. 💡 Be sure to subscribe to my **premium content,** video and audio snippets, "IMHO" and "Diary of an entrepreneur" content pieces. As an **early supporter you get –20% off** on your subscription in the first year. ## The pressure of direct publishing When you write for your own little WordPress publication, you don't have the pressure of anyone seeing your content at the time of publishing. Of course you can share your content to social media (LinkedIn and IG, for example), but that is not the same. Most will like your posts without reading them. Sad, but true. By publishing my thoughts directly to your inbox, I know that I will have to bring my A-game. There is no hiding, here. I cannot publish mediocre content. I have to publish regularly for my supporters and subscribers. I love the fact that I have a goal with my content, somewhat of a higher purpose. Thank you for joining me on my journey, and I cannot wait to read/see/hear your feedback. ### Documenting the journey and your work—team collaboration URL: https://www.livain.com/blog/documenting-the-journey-and-your-work-team-collaboration/ Last updated: 2026-08-31T12:42:24.000Z ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2022/01/91CDA974-455B-46C2-8621-91C8732A993F.jpeg) Topics in this post Today, I came back from a long week of being on the road. It's always tiring to be on the road, but also gives me a lot of inspiration, because I see new places and talk to inspiring people; get out of my little bubble. During this week, I've had to balance out some of the work that has to be done for clients that we've on boarded in January, and at the same time, try to manage new relationships. In retrospect, it was an incredible week, so far. I feel great about everything that's going on right now and how we're moving forward. But there's one thing that I've struggled with when I came back this morning and I thought I would share the experience. ## Team work and collaboration It can be struggle to work a small group of people, in which every single person has a different style of communication. You might have experienced something similar, right? On this project, I work with a small group of marketing professionals—a performance marketing expert and several are marketing intelligent/customer data experts. Within the team, I take on the role of of client communication (c-level sparring) and marketing strategist. With the time I have with a client I help them take the right decisions and shape the digital marketing organization. In order to do so well, I need a lot of input from the people around me. This input can be in the form of data, creative ideas, or observations that we have made from speaking to different people on the team. I see a consultant as being more of a change maker and enabler. I feel that my role as a consultant is to facilitate the conversations and teach our clients to take the right decisions even without us. We are there to navigate them. Some people love to work with me/us because they think that we have a proven track record—essentially, our reputation has preceded us. They believe we know exactly what to do based on past experiences that we've made with others. But in my opinion, most of the clients who really love to work with us do so because they know that we share our insights on how we came to our opinion, every single day. Whether or not we were right to take a certain decision (spend more marketing dollars on a certain channel, or invest in a particular area of the business), is irrelevant. As long as it is clear why we thought—at the time—that this particular course of action was the right one, we have done a good job. ## Systematic knowledge sharing, is key I started to work in a working out loud setup a number of years ago, already. To be honest, I didn't know what working out loud meant at the time, but it came natural to me. I stumbled across the term “working out loud” back in 2012 and it really encapsulates all of the thoughts that I have on how to best share knowledge with others. > Sharing the journey of how you go to an end result. One of the key values in working out loud is sharing whatever you have in that moment with everyone around you. There is no right and wrong in voicing your opinion based on the knowledge that you have up until a certain point. Sometimes you don't have all the information that you need just yet. But there's nothing wrong in sharing what you have at that point in time already early on in the process. When I start to work on a project, I write down some of my key hypotheses, and any new information that I get from the stakeholders around me I write down as a separate little task. Whenever these topics come up, I try to document my thoughts on them as quickly as I can. Usually I write them down, but I also love to use an app—called otter AI—to create a voice note that transcribes my thoughts for me. Some days I like to make short—2 to 3 minute—videos of myself, in which I talk about these topics. The documentation of these thoughts become the input for a longer form report or a document that I might want to share with the client. > Even if none of these thoughts make it into the final report, I share my thoughts on how I got to these end results with those around me, as well. My personal preferred platform for this, is Notion. On notion we—at GANDT Ventures—have an open client page where we share our thoughts and ideas and the learnings that we've made. This makes our thoughts/learnings very transparent to the client, and for everyone involved in the process to know, why we've come to a certain conclusion. ## My challenge today The big challenge I have today is that I came back after a long week of being on the road wanting to start working on a report that I have to finish by Monday. And I found out that my teammates had worked extremely hard on a very extensive Excel file but had forgotten to document the journey that they were on. This now puts me in a bit of an awkward position, because I don't have the possibility of going through the same process that they've gone through. In essence, I don't know what to write about… … Now, I know that there are different types of communicators. Each and every person on the team is different. A great communicator can be someone who is more of a verbal communicator or someone who likes to write things down. Some are great presenters, or entertainers who like to share videos or other types of content. I know that not everyone is the same and I am glad we aren’t. But I try to encourage every person around me to find out what style of communication fits their personality, best. I don't care if I get the inputs from someone in a video format or in a written format or as a voice note, as long as the information is somewhere that I can use to communicate the learnings to others again as well. Fact of the matter is my personal skills are mostly verbal, and in the written format. So whatever the other type of content is that I get, I'll try to bring that into my preferred communication form. That suits my personal skills and strengths. > I know that forcing my type of communication skills onto others or trying to unnaturally teach them how to do things a certain way, just doesn’t work. Hence, I would rather see have see someone shares insights with me in their best way possible in a matter in which they feel comfortable, than me forcing a certain way of communication onto them. *… Long story short. This week has been extremely successful and interesting. But I'm still in a little bit of a pickle right now, for the simple reason that I don't have enough to go on to finish my report.* ## How do deal with frustration Now this can be frustrating at times, but it's something that I have to learn to deal with myself as well. It's about setting the right expectations, explaining how important it is to document the journey to others and to tell them what I basically expect from the people on the team and how I think we can work best together. Everything that we do is part of a collaborative learning process. And **working out loud** is one form of doing so. And it doesn't always give us the most pretty end result. But it's definitely one way of making sure that nothing gets lost. And if someone does want to know why things are a certain way or why we've taken a certain decision we can show them. Tangible assets are what it's all about. > And no matter how funny or witty, communicative you are. If you don't have actual tangible results that you can show others you will struggle to build up trustworthy, long term relationship with them. I thought I would share these thoughts with you because I know how important it is to me to work in a nice fashion with others and how important and difficult teamwork can be as well. The moment you're not only dependent on your own end results and everything that you do is when you become aware of the fact that you're part of a greater whole and a group or a family and that is something beautiful that you should cherish and nurture. Within a family, it's also fine to give each other feedback from time to time. Not to criticize each other's work, but to make sure that they understand or we all understand what we expect of one another that's why I wanted to share these thoughts with you as well. And I hope they help you make some sense of your day and potentially also set the right expectations with your peers going forward. Enjoy your weekend and have a great day, while I go blow off some steam on my peloton bike, before I get back to working on my client report. ### Investing in relationships, doesn’t always pay off URL: https://www.livain.com/blog/diary-of-an-entrepreneur-investing-in-relationships-doesnt-always-pay-off/ Last updated: 2026-08-31T12:42:27.000Z There are so many days in the week… well, at least six that are not Monday’s. But on (any given) Monday I feel the urge to share my thought on the new, upcoming week – for whatever reason. The start of the week hardly ever starts as I had imagined it to be. I guess that has little to do with how I plan my beginning of the week, but far more what others around me want to get off their chest after a long weekend. I don’t really feel a big difference between week and weekend days, to be honest. Yet, I believe I might be somewhat alone in my views on that. I enjoy every single day of my life and our journey. And I couldn’t care less what day of the week it is. However, Monday’s never seize to amaze me. Today, wasn’t the best of days. One of my key employees decided to take up a job elsewhere. Nothing unusual, but the timing could have been more favorable. When you spend time in people, to get them up to speed and hand over responsibly, you hope that they will continue to become a strong part of the organization (or in your life), in the long run. This time around, things didn’t work out as planned. Moments like these make me rethink my decisions; what could I have done and more importantly, should I have done anything differently? Why did I want to invest in this relationship so badly, if the feeling wasn’t mutual? Most of the times, there are more external forces ast play than I would like to recognize. People make choices based on their on (gut) feelings, other long(er) term relationships, friends, financial offers, and the prospect of things being greener on the other side of the fence. Sometimes, an investment in a relationship simply doesn’t pay off. At least, not in the short run. And that is okay. But, so would’ve much rather started the week on a high note, something positive. That’s the life of an entrepreneur as well. Tomorrow will be another day, a fresh start and a lot to look forward to; even when some things drain far more energy than they should, you cannot change them. Life is in constant motion. That is a good thing. Not just for an entrepreneur, but for all of us. Sleep tight… 😴 Remco ### Diary of an entrepreneur: about work and health URL: https://www.livain.com/blog/diary-of-an-entrepreneur-about-work-and-health/ Last updated: 2026-08-31T12:42:29.000Z Good morning everyone, I hope you started the day well. I got up this morning in Munich. I love to be in the city. And the first thing I did was do a 20 minute workout. It was the perfect way to start the day. Yet, it makes me wonder why I cannot get into this health routine when I am at home. it is a little bit frustrating, to be honest. There are times in my life where I focus so much on work, that I cannot keep up with my health habits. I generally love to eat healthy. And to get a decent workout in. My favorite foods are all green, and I think that probably says enough. > But I do struggle to keep a clean routine and make things a habit. Especially with my days and activities being so scattered all over the place.Remco Livain In this short diary entry, I want to share some of my **thoughts on living healthier**, and how I aim to make myself more accountable for my health. At the end of the day, I cannot really perform if I’m not healthy. And if I don’t watch out, this current state could get the best of me. I am acting on it, though. Making changes to my daily rhythm and trying to break the (bad) habits. I hope you have a great day, stay fit and go out there and do some sports too, please! Remco ### Diary of an entrepreneur: Friday blues and tough decisions URL: https://www.livain.com/blog/diary-of-an-entrepreneur-friday-blues-and-tough-decisions/ Last updated: 2026-08-31T12:42:32.000Z Another “week” has come to an end, at least for the team. I don’t really feel like this will be a well deserved and relaxing weekend, just yet. It doesn’t happen often that I feel like I’m starting into the weekend on Fridays at all to be honest. It is just the day before Saturday, the day before family day, the day before a long(er) bike ride… Sunday’s are my weekend days. This week, I had to fight to align my short term with my long term goals. A lot is happening, as you know, and I have to “keep my cool,” have faith in the process. But the biggest entrepreneurial challenges are not self inflicted. It isn’t always as equally easy to keep everyone around you on track, too. In fact, each individual around you has their own track to stay on too, not just your entrepreneurial path. ## Guarding the path Hence, I know it is key to guard the path of people around me as well. I have to make sure that they feel comfortable to stay on the shared road we are on. And this might actually be the sole different or between entrepreneurs and leaders. > I don’t doubt the path I’m on. I think about it a lot, but I don’t doubt it. I know that this is where I want to be, right now. Remco Livain In my position within the team, I feel a big responsibility to challenge whether or not MY path is the right for the individuals, colleagues and friends around me, though. ## Challenging situations This week I came across a number of situations that put my own path and thoughts to the test. As an example, we had been talking to a potential client, one that would bring in a substantial amount of short term upside. Even though the financial upside would help us a lot (to help finance our gandt co-creation space, for example) I felt there was a mismatch between our employees, and the potential client. I wasn’t sure if this project would not stretch the team, too much, without the long term perspective to grow together. > For none of the employees on the team, this “job” fit their personal development paths. It was the wrong client for us at this time. Remco Livain To pass up on an opportunity like that, takes a lot of energy. I feel responsible for the personal development of every individual around me. Maybe not the best trait for a self made entrepreneur, let alone the CEO of a company. But I feel that I made the right decision, nonetheless. > The constant struggle between short term gains, “personal-” and “group-development,” and my own long term vision can be brutal. Remco Livain When I look back at this week, I’m proud of the decisions I’ve made. I feel things are moving in the right direction. And if they aren’t, at least they are moving. Movement is key. Right now, I’m moving towards my bed, though. Tomorrow will be exciting, but I’ll tell you why in the days to come. Have a good night and thank you for sharing this journey with me. ### Diary of an entrepreneur: About Monday’s and my focus points this week URL: https://www.livain.com/blog/diary-of-an-entrepreneur-about-mondays-and-my-focus-points-this-week/ Last updated: 2026-08-31T12:42:34.000Z *September 13, 2021, by Remco Livain* A new week, new chances. Monday’s are my strong days. I love to get right back into business, get stuff done and work on what motivates me most. Yes, you heard that right: work on what motivates me most. > The good news is that I get to control my own agenda (most) Mondays.Remco Livain, GANDT Ventures (CEO) As the week progresses, it becomes increasingly difficult for me to own my agenda. There are many distractions and many things that need to get done. As a result, I feel like I may be overwhelmed by the end of the week and start procrastinating because of it. But the beginning of the week belong to me. ## **How I keep my agenda clean** I am relentless when it comes to meetings. If I don’t know what will be discussed, I don’t accept or cancel it. My agenda is clean of meetings, but full with mails and Slack messages. I don’t care about how many emails I have in my inbox or how busy I am. A top priority for me is to clear up my e-mails on Mondays. That’s my ritual. So I can’t accept any new meeting / task before Tuesday noon. The first hours of the week are all about cleaning up my inbox. Low priority things, I try to “forget about” over the weekend. I could work all day and night if I would want to, but I have to guard myself from working around the clock, 24/7. When I have too many (long) meetings, I run the risk of not finishing what I started. Therefore, I actively choose to keep an open agenda. ## No recurring one on one’s (101’s, one-on-one’s) Recurring meetings are time cloggers. In the past, I had too many personal and team 1-on-1’s. But I find that the use of recurring meetings, for the sake of having them on the agenda, is counter productive. > I encourage other team members to keep the number of recurring events to a minimum, too.Remco Livain, GANDT Ventures (CEO) When you know a recurring meeting isn’t due until Thursday or Friday, you’ll push unimportant issues to the side. Postponing issues is not my thing. I rather solve them right away. So having regular all hands, retrospectives or other recurring meetings is “in” for me. I encourage other team members to keep the number of recurring events to a minimum, too. Bi-weekly and monthly updates are more than sufficient on most larger projects. Furthermore, if you would like to send someone else an update on the state of affairs, you can leave a short video message to keep them up to date, too. Or leave utilise the message board feature on our Notion project pages. ## This week’s focus will be on My key points for this week are the following: **(1) Onboarding** process for new hires. The first point is super important. We have recently hired a number of new employees. And what we have seen is that they struggle to use the tools that we have fully. The breadth of tools we use (Notion, Slack, Loom, some emails), have a bit of a learning curve. We have to ensure that each new hire is onboarded well and gets proper training (before and when they start). **(2) Faster turn around times** when RFPs come in (request for proposal). We meet so many interesting people and companies. The last few months we have certainly received more requests than I could have ever imagined. The challenge is to follow up quickly and show that we want to work together. Nine times out of ten, we want to do too much after the initial contact. It would probably be best to follow up more quickly and start small. Of course, as with anything in life, you don’t want to make promises you cannot keep. But there is a fine line between over-doing it and perfectionism. Yet, I know that me and my team have to get better at follow ups. **(3) The co-creation space** is coming along nicely; lots of ordering to do, though. If feels like we are just getting started, because there is so much we have to do, order and take care of. This week I’ll have to take quite a few decisions on fabrics, wood trims and where we’ll need sockets to plug in all of our tech devices. Not an easy task to master, but I’m pumped for it and cannot wait to put the orders in. ## Wrap up, let’s get started My agenda is clear, focused and packed. I know what to expect this week. We have an upcoming all hands meeting in a few weeks too, so I’m looking forward to sharing some good news with my team very soon! What are your key points of focus for this week? Share them with us by commenting below or tweeting me [@rlivain](https://www.twitter.com/rlivain?ref=livain.com). ### Diary of an entrepreneur: you cannot control everything URL: https://www.livain.com/blog/diary-of-an-entrepreneur-you-cannot-control-everything/ Last updated: 2026-08-31T12:42:37.000Z Today I will and have to keep it short. Something happened and it forces me to shift my priorities within a split second. After I got home from Essen, late last night, I knew there were tons of things I would have to address with the leadership round at work. With all the things that are going on in the group, it’s key to stay focused on our long term goals, but act on them short term as well. Eager as I am, I got up at 6 am and “rushed” to the office, only to be stuck in an early morning traffic jam for longer than I would have liked. Happens. After two hours of intense and productive meetings, I got a phone call. My wife had collapsed on the street and was on her way to the hospital (in an ambulance as I got the call). Needless to say, I had to drop everything. Moments like these make you realize what is important in life. And there is nothing more dear to me, than my wife and our little family. The horrible thing was, that as I got to the hospital, they did not let me in. Covid restrictions didn’t allow me to see her, at all. I won’t comment on that, though. I’m not in a place to criticize the current health system and situation. But it certainly wasn’t great to be standing outside the hospital, not knowing how she was. Two hours later, she came out of the hospital. I love hamsters, so seeing her swollen cheeks was a nice added bonus. I’m just glad she is okay. And I will turn off my phone for now. Life is short. We have to cherish our health and tell the ones we love how much they mean to us, far more often than we do. Have a good night. ### Diary of an entrepreneur, travel week URL: https://www.livain.com/blog/diary-of-an-entrepreneur-travel-week/ Last updated: 2026-08-31T12:42:39.000Z ## Travel week, it is all about balance I love these weeks. Travel weeks are the ones in which I get a lot done. I do have to admit that I wasn’t really looking forward to it this weekend. There’s just so much I have to do at the moment and an incredible amount of speed at which things are being executed around me. Sometimes it’s hard to keep up. But I have to say I also love these weeks. Now that I am in my hotel room I am glad that I am here. There are so many cool things in this room by the way. There is a record player and one of these old telephones. I haven’t seen one of those in ages. All in all I feel great. I hope you like my little updates by the way. I’m certainly having fun doing them. ## Time to play with my camera I didn’t have much time to play around with my camera, but I’m slowly getting a hang of it. I’m trying to learn how to get my exposure right (in manual mode of course) and create some more depth with the light. The next few days will be exciting and I hope I can pull my camera out quite a bit. It should be fun. Happy Monday, everyone! ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2021/09/DSCF0235-2.jpg) My little lunch this afternoon ### Diary of an entrepreneur: when to be creative during the week URL: https://www.livain.com/blog/diary-of-an-entrepreneur-when-to-be-creative-during-the-week/ Last updated: 2026-08-31T12:42:42.000Z An entrepreneur has the challenge of choice. You can do so many things at the same time, you need to figure out where to put your focus. Most people try to work on their client tasks during the week, with the idea that this is when they are most productive. > There are so many things you could do, work on and get done. Some activities, on the other hand, need innovative and creative thinking. I have switched that order around and it has worked out pretty well for me. I worked on my blog, write for other people and work on my own projects at the beginning of the week. I reserve Friday afternoon for client chores and creative work that doesn’t require a lot of focus. ## Creativity is key, for anyone Creativity is often thought of as a quality that only people with high intelligence possess. This, however, is not true. Creativity can be learned and if you are willing to work at it, there’s no reason why even those who don’t have an I.Q. over 120 cannot harness the power of creativity in their lives. What holds people back from being more creative? Bad habits they’ve adopted over the years which may seem inconsequential but could actually be holding them back each day without them realizing it. > One of the deciding factors to me, as an entrepreneur, is the timing of creative work. These bad habits range from procrastinating on tasks because they feel tired or distracted to general laziness or lack of motivation. The key to overcoming these bad habits is simple: determination and consistency! ## I am much more creative at the beginning of the week I am much less creative and much more busy and lazy on Friday’s. I find it difficult to be creative after a long week of work, but this is because I am not allowing myself to take the time to do creativity-related tasks. I have come to realize that Fridays are the days where I most want to get things done – just work, without distractions. This is perfectly fine for client-related tasks, but it doesn’t work so well when it comes to creative tasks. The beginning of the week is a lot better for these types of tasks. At this time, I’m more willing to get creative and don’t feel as tired or distracted. So this is when I get these tasks done. ## How to work on bad creative work flow habits Once you’ve decided which days are best for what types of work, it’s time you start working on your bad habits of not working enough creatively. You can begin by setting small achievable goals each day and then build from there. Use the following techniques to help you overcome your negative habits: 1. **Set a timer** for a set amount of time (15 minutes) and work on a specific task that requires creativity. Remind yourself that your goal is just 15 minutes, nothing else. You can do this every day until it becomes second nature for you to work on a creative task even if it’s just for a short amount of time. 2. **Another strategy is to block distractions**, such as the Internet and social media, during your creative sessions so you can really focus on developing your ideas. You’ll find that once these distractions are blocked off, you’ll be more productive as you won’t be tempted to check your Facebook or Twitter account. 3. **Make a list of what’s stopping you** from being more creative and then try to overcome each obstacle by taking one step at a time. For example, if you find it hard to get started with a new idea because of the fear of failing, write down ways on how you can replace this fear with a more positive one. 4. **Get feedback** from other people on what you’re doing just to get a better idea of how others perceive it and make improvements if needed. 5. **Have fun while being creative** as this will not only motivate you but also increase your productivity as well as make the experience more enjoyable. Being more creative is not just fun, it can also help increase your productivity. If you apply these techniques, you’ll be able to harness the power of creativity in your life. Photo by [Sincerely Media](https://unsplash.com/@sincerelymedia?utm%5Fsource=unsplash&utm%5Fmedium=referral&utm%5Fcontent=creditCopyText) on [Unsplash](https://unsplash.com/s/photos/friday?utm%5Fsource=unsplash&utm%5Fmedium=referral&utm%5Fcontent=creditCopyText) ### How traditional retailer can create their online marketing strategy URL: https://www.livain.com/blog/how-traditional-retailer-can-create-their-online-marketing-strategy/ Last updated: 2026-08-31T12:42:45.000Z The online marketplace has grown exponentially in the last decade. The online marketplace is changing how traditional retailers are marketing their products online. As online shopping becomes more popular, it can be difficult to create a strong online marketing strategy for retailer. Traditional retail make more than 90% of their revenues with their physical stores, but online sales only account for a fraction of these revenues. Even though the world is changing and digital sales and online marketing have become part of our everyday lives, retail chains need to change their approach to online marketing and develop an effective strategy that will help them stay competitive in this new era where customers expect instant gratification when they shop. ## Why retailer have to invest in an online strategy The customer’s online purchasing experience is important to online marketing success for retailers. Retailers should ensure that their e-commerce sites load quickly and are easy to navigate so as not to lose the online shopper before they complete their online purchase. Online shopping has become a part of the customer journey. According to a study in online marketing, online shoppers in general have an average of 17 online shopping sessions a month with an average time spent per session being 25 minutes. The online shopper is going online instead of going into the store because they want to be able to get what they want, fast. As online shopping becomes more popular, it can be difficult for retailers to create a strong online marketing strategy. Online sales account for such a low percentage that retailers don’t put enough effort into online marketing and it decreases the effectiveness of their online strategy. ## What retailers can do What retailer can do to develop an online marketing strategy, here are some ideas: 1\. Retailers have to embrace online customer relationship management (CRM). 2\. They have to use Web analytics tools to identify the online shoppers. 3\. They have to focus online marketing on online store traffic and online sales conversion rates, rather than simply measuring online ad clicks and impressions. 4\. Retailers have to drive online traffic through search engine optimization (SEO). 5\. They have to use persuasive content in their social media campaigns for online marketplaces. 6\. The online strategy for retailers has to be cross-channel, that means they have to maintain online presence and support online sales with their offline marketing efforts. 7\. They also have to use live chat platforms that enable online shoppers to get a fast answer when they need one. 8\. Finally, online retailer have to use online marketing channels such as social media, mobile apps, online ads and email campaigns strategically to drive online sales. ## Where to get started The biggest challenge in setting up an online marketing strategy for retailer, is the organizational setup. Since online only account for a small percentage of sales, the organizational structures do not show the full potential it might have. This is a problem we see in most organizations. It is important to recognize that online sales will continue to grow in the near future. But, it is impossible to neglect the strength that physical retail and stores have. An omni-channel marketing strategy is the first place to start. You have to make sure that digital sales and advertising become just as important as the promotion of the brick and mortar stores. Online belongs in the board room. Make sure that it is on the agenda at every C-Level meeting. And do not underestimate the long term effects of investments that have to be made, today. ## Why retailer should invest in online - Retailers should invest time into developing easy-to-use mobile sites so that customers can purchase items on the go. - Retailers should also monitor online reviews to see what customers have to say about a particular product and respond to their customers online with online surveys or webinars. - Online videos can also help retailers connect with their online audience and share product information, demonstration videos, and industry knowledge online . - Another way in which online marketing is advantageous for retail stores is online advertising. Retailers can target online ads by location, interests of customers and time of day. - Retailers can also build relationships with online influencers to promote their online brands. - In general, online marketing can be an important tool for retailers to develop but it requires a lot of planning and effort in order for it to succeed. - Last but not least, online shopping has become a part of our every day lives. When you are a retailer, you will know that your customers expect a good online purchasing experience. ### What is in focus today? About GDPR, midnight thoughts and shifting attention, constantly URL: https://www.livain.com/blog/what-is-in-focus-today-about-gdpr-midnight-thoughts-and-shifting-attention-constantly/ Last updated: 2026-08-31T12:42:47.000Z *Diary of an entrepreneur, 2 September, 2021 | Remco Livain* *Diary of an entrepreneur: introduction and my daily thoughts on the topic of focus.* Why did I get so nervous about a potential lack of GDPR compliance in our (old) client contracts, this morning? It was not requested by anyone, and there is no pressing need to act. Still, it is something that kept me up last night and I woke up with a funny feeling, knowing that I should address it first thing, today. > For whatever reason, the topic just popped onto my radar and into focus. Why it happened, I really could not tell you. But what I do know, is that these shifts happen constantly. And I am not sure that a “normal” or a good thing. As an entrepreneur, these shifts of attention and pressing topics, happen all the time. The breadth of things I have to and want to deal with, is a little maddening. Last night’s situation made me think about the fact that I don’t communicate what goes on in my head and professional life, enough. I feel it is time to share a bit more insights on what drives my life and decisions as an entrepreneur. Partially to document the journey, to deal with my own thoughts and ideas better and try out new tools. But first and foremost, for you to understand me a little better. > This is me, raw. No script, just thoughts. Be sure to check in from time to time if you find this interesting. ## I am not a big fan of legal and administrative tasks Legal and admin are not my favorite topics. I don’t worry about things that I understand, but these things tend to give me the creeps. Strangely enough, I don’t think I lack an understanding of legal requirements and what should be in a contract. I’ve had my share of legal books and worked with lawyers enough to know what I need and want to see. However, when it comes to the specifics, I feel lost. Worse still, there are some things that are not in our contracts or other documentation. These are points on which we have given instructions orally only, sometimes years ago. What happens, for instance, if an employee wishes to change his or her status in the company? Or when that person leaves? How is that handled? Questions like this are why I set out to review our contracts and documentation this morning! ## The topic variety can be overwhelming The sheer amount of things I need to think of to do it right, and the possibility of conflict if I do not, scare me sometimes. What I would love to do, is focus on the things I do best. I want to focus on the things I love. But in my job and with the role I take on within the company, there are things I simply have to deal with. It can be annoying, but I do understand that it is my responsibility. And with the right attitude, these things are not burdensome. They’re something I can manage and make easier for everyone involved. It is like doing a puzzle! It is no fun if you only focus on the pieces that fit perfectly. You must find a way to make them all fit. In the end, it is always worth it! I set out this morning with a list of procedures that need documented and the list grew as the morning progressed. It’s a mixed bag, ranging from what I would call legal requirements to how we handle vacation requests. The latter being something that makes my life easier, and makes employees feel more secure. ## But why did I pick this up, today? Is it really true that we only focus on the things that we do not fully grasp or can do well? I’m used to focusing on the positive. I prefer not to dwell on things that make me nervous, but instead focus on my strengths. > **The auto pilot state of mind* It is a state of mind where the pilot pays attention to what is going on around them so they can react accordingly. The pilot has been trained and has acquired knowledge on how to be best prepared for an emergency situation, so they are able to react correctly.* When we know something in and out, we as humans, tend to go on auto pilot. This state we can be in sometimes is what keeps things moving forward. However, it is this auto pilot state, that does not move the needle. I feel that I do not add the highest amount of value, when I do not focus on growth topics. ## What is the best use of my time? This might sound somewhat negative or guilty, but I catch myself contemplating about the use of my time, all the time. The main question I keep asking myself: Do I really focus on things that move me and the company forward? Actually, it is often because of the fear of missing out and getting myself or others off track. And to be honest, it is not even because of fear; there are plenty of other reasons why we tend to focus on things we already excel in and neglect the growth topics. When do my thoughts turn into more than good input. When do I start to micro manage people and processes around me, even though I should not? > *Micro-management is when one person takes it upon themselves to be in control of everything that is happening, or even what could happen. This often causes unnecessary stress and confusion.* At the end of the day, it all comes down to my own energy and the best use of my time. I know that focus is key if I want to be successful. Hence, I have to guard myself from acting on my impulses and thoughts too quickly. Which can be hard, especially when I know certain topics will continue to resurface if I do not deal with them. ## What helps me stay on track We all have days when we feel like the world is spinning out of control. We may be working too hard, or taking on too many projects at once. Or maybe it’s just that everything in our lives feels overwhelming–no matter how much time and effort we put into things, there always seems to be more work piling up. And then there are those times when you feel like your mind is racing with thoughts you can’t seem to stop; when every idea you come up with seems worse than the one before; the moment nothing seems to make sense anymore. That time it happens (and it will), here are some tips for getting back on track: 1. **Stick to what works best for you.** Whether that means a nice walk outside, a cup of tea, or just five minutes in a quiet place. When you’re feeling overwhelmed, don’t try to force yourself into doing something you know won’t work. You’ll do much more harm than good by trying to push through and force yourself back into the “zone,” so pick one thing that helps center your mind and stick with it. 2. **Ask something.** Whenever you’re feeling overwhelmed, ask yourself how you can break down what’s causing that frustration into smaller, more manageable tasks. If there’s too much to do and too little time, look for ways to prioritize your work . 3. **Get outside perspective**. Sometimes when we feel overwhelmed, it helps to tell someone else what’s going on. Explain to a trusted friend, family member, coworker, or mentor how you’re feeling. Ask them what they think you should do about it. In cases where the problem seems really big and overwhelming (for example: You’re trying to start your own company), take a step back and try to identify the problem behind the problem. 4. **Do something different.** Even when you feel like there’s no way you can do more work or deal with one more thing, force yourself to take a break. And do something completely different. Sometimes just resting your mind for even five minutes can give you the strength to focus on whatever it is you need to get done. Today my focus is on GDPR conformity in our client contracts at GANDT. Don’t ask me why, it just is. And I will have to deal with it. ### How to create a social media strategy for your brand URL: https://www.livain.com/blog/how-to-create-a-social-media-strategy-for-your-brand/ Last updated: 2026-08-31T12:42:49.000Z Setting social media strategy can be daunting for any brand. Here are some tips and tricks on how to create social media strategy that works, by not being too corporate or boring. Social Media is the key marketing channel for any brand. It’s where you build your community and following – but it’s also a lot more than just “a social space”. The channels like Facebook, Instagram, Twitter, LinkedIn – they’re all about building relationships with people who care about what you do. These days social media has become an essential tool in every company’s arsenal because it allows them to connect directly with their audience in ways that were impossible 10 years ago! So if you’re thinking of setting up social media strategy, here are some tips and tricks on how to create social media strategy that really work. ## Creating social media strategy – Be yourself Brands can be really stiff, boring, corporate and while it might make sense in the short term, it will ultimately lead to failure. People follow brands because they want emotional connections – social channels like Twitter and Instagram are social spaces where people do socialize, so be social! Authenticity is key, that’s why social media channels give you an opportunity to show your human side. People don’t care about corporate speak and jargon. They want real people talking about real life issues that matter to them. And creative, authentic content is king! ## Create and measure impact Social Media KPIs are typically used to measure social media performance. The best indicator for your success, is the engagement rate with your content. You should aim to make a connection with your community and followers. The best way to do that, is to create content that is interesting enough to share, like or comment. A conversation on any platform, can go a long way and entice others in the community to spend time with your brand. The next time they see your products in the supermarket, you bet they will remember that conversation you had around sustainability with one of your customers. ## Creating engaging social media strategy – Share photos and videos It might seem obvious but social media is all about interactive content and engagement. It’s visual by definition. Photos and videos really help brands to connect with their audience in a more personal way. TikTok is the first social media channel to go video only. You cannot post static images to the platform and this changes the way you (will have to) present your brand, too. When it comes to content creation, there is a clear trend towards video creatives. Static images and creatives might have worked well in the 2010s, but this decade is all about quick and enticing video content. ## How do you create a social media strategy that works Creating social media strategy that works comes down to a good social media plan in place. The social channels are likely different, but the approach needs to be the same – listen and engage with people who care about your brand! 1. Define three main goals you would like to achieve from social media support (e.g.: enhance brand awareness, increase social media engagement etc.) 2. Create social media content that is valuable for your target audience (e.g.: share useful tips and tricks on social channels) 3. Measure social media success – social media KPIs help you to understand the impact of your social media strategy. 4. Don’t overthink your strategy, but go out there and do it. Sometimes it is best to try things out first, and ask for forgiveness from your brand management and communications department, after you’ve hit that million views on your cheeky video ## Does a strategy have to differ by industry? While social media channels may be different, social media strategy is a must if you want to succeed. So no matter what industry your brand is in – it’s all about the content! Of course messaging and tone might differ by industry, but social media channels have become so interconnected over the last couple of years, that I doubt they will ever go back to being separated. The social media strategy itself really depends on your industry just as much as social media channels differ between each other. For example, social media strategy for a fashion brand would be entirely different from social media strategy for an automotive company. But at the end of the day you have to decide on how you would like to be perceived, and what the best way would be to engage with your target audience. If product marketing is the best way to go, do it. If a personal touch with one clear face to the customer suits your brand best, find that authentic brand ambassador and get out there. ## FAQs ****There is a social media strategy for your brand?** Yes, social media is the key marketing channel for any brand. The social channels are different, but you need to approach them in the same way – listen and engage with people who care about your brand! ****What social media goals should I have when creating my social media strategy?** The social media goals should be aligned with your company’s primary goals. You should aim to make a connection with your community and followers, while also creating content that is interesting enough to share. ****Do social media strategies have to differ by industry?** No, while social media channels may be different, social media strategy is a must if you want to succeed. So no matter what industry your brand is in – it’s all about the content! **Can you help me develop our social media brand strategy** Sure, just reach out using the contact form or schedule a quick one on one. Happy to help. ### LinkedIn have decided to stop using their stories feature URL: https://www.livain.com/blog/linkedin-have-decided-to-stop-using-their-stories-feature/ Last updated: 2026-08-31T12:42:52.000Z LinkedIn has been around for a long time and gained a lot of popularity. **Update — August 2026:* This post is almost five years old, and the ending turned out to be more interesting than the news itself. I’ve added a retrospective at the end: LinkedIn didn’t give up on casual formats — it doubled down, just not on Stories.* It’s an excellent platform to connect with people who work in the same industry as you do, but also to connect with potential employers and future employees. As it turns out, LinkedIn is not only useful when you are looking for new jobs – your current employer might be happy about it too! The company can use this tool to reach out to their employees so they stay up to date on news from the company etc., while at the same time using LinkedIn as a social network where they can post personal announcements. > Bye bye [@twitter](https://twitter.com/Twitter?ref%5Fsrc=twsrc%5Etfw&ref=livain.com) fleets, bye bye [@LinkedIn](https://twitter.com/LinkedIn?ref%5Fsrc=twsrc%5Etfw&ref=livain.com) stories…?! > > You will be missed… or, well… I don’t know 🤷‍♂️ [pic.twitter.com/zQg2oi0hBr](https://t.co/zQg2oi0hBr?ref=livain.com) > > — Remco Livain (@rlivain) [September 1, 2021](https://twitter.com/rlivain/status/1433102749793665024?ref%5Fsrc=twsrc%5Etfw&ref=livain.com) One of the features to do so, is the use of LinkedIn stories; or at least, it was. LinkedIn have decided to discontinue this feature because it wasn’t used enough. The stories function, which LinkedIn introduced to compete with Instagram and Snapchat, has been one of the things that haven’t been utilized enough in recent months. In the near future, you will no longer see stories on LinkedIn and you cannot post new stories anymore. The existing posts will be removed from your feed without any option to restore those in case you want to take screenshots or download them as an image first. ## Why LinkedIn decided to stop using this feature LinkedIn also announced that they are planning a major overhaul of how members can showcase their expertise on the platform, which is one of (if not the) most important aspects of LinkedIn nowadays where professionals seek out each other and look for good opportunities based on their expertise. LinkedIn stories were a short form video format, which could be found at the top of the LinkedIn app, and allows users to post small videos to the platform. “The Stories feature was introduced with the understanding that today’s professionals are looking for different ways to express themselves online,” says LinkedIn in a statement. “We learned a lot from this experiment, and we’re taking these insights to continue creating great social media experiences that improve life at work.” [https://www.linkedin.com/feed/update/urn:li:activity:6450015887375972288](https://www.linkedin.com/feed/update/urn:li:activity:6450015887375972288?ref=livain.com) This is why LinkedIn now has decided to stop using their stories feature and focus on other aspects of the network that will help them grow by making it more functional, pleasant and professional. ## **Why this does not come as a surprise** To me personally this doesn’t come as a very big surprise. LinkedIn isn’t the same platform as Instagram. The content there is more curated. It is longer, and usually more staged on Instagram, it is a lot more spontaneous and the interaction between the influencers themselves and their users is far more interactive than it is on LinkedIn. We should also keep in mind that LinkedIn is used differently than Snapchat or Instagram. The business network is primarily utilized at work, or on our way to work, and the type of content that performs well is often very intelligent. And more often, it’s longer. > I personally think that LinkedIn lacks the content creators to take the stories feature to the next level There aren’t enough experts and content creators who enjoy creating spontaneous and interactive material for the platform. Professional updates are not things that you do on a daily basis. And, as opposed to Instagram this makes a big difference. ## How LinkedIn stories could have been used The stories feature would have been perfect for short interviews and discussion topics, but it hasn’t been used that way much. Furthermore, I also think that the platform could have benefited from more. How do I say this well, support and examples on how to use the stories feature for LinkedIn. Last but not least, I think it’s a big missed opportunity for content creators and professionals, in general, who haven’t used the feature stories would have opened up the possibility for more personal, and quick and responsive content on the platform. And next to that, showing us a less polished version of our professional selves. We shouldn’t forget that stories were the absolute prime real estate on any app or websites because it’s right at the top of the page, and only a few people used it. So I think that this is one of the biggest missed opportunities for any content creator or business manager out there. At the same time, it will also make LinkedIn more static again and promoted. Current status as a business search engine, more than anything else. Keyword stuffing and long term SEO content will remain at the top of the list of what works well on LinkedIn. And I personally think that is a pity. ## Learn to embrace new features Social media platforms continue to copy each other. LinkedIn though has not announced any clear plans yet, but they did mention that they will focus on video to show off expertise and knowledge a lot more in the future. We will see upcoming changes at LinkedIn very soon. The only thing we know, is that video is here to stay. But stories, will have to take a pause for now. Maybe we will see them back on the platform in a few months/years, once more. ## What actually happened next (a 2026 retrospective) Stories died quietly, exactly as announced. But the underlying bet — that professionals would engage with lighter, more personal formats — turned out to be right. LinkedIn simply picked a different vehicle: short-form video. By 2025 the platform was reporting [36% year-over-year growth in video viewership](https://digiday.com/media/linkedins-video-push-appears-to-be-working-in-2025/?ref=livain.com) and rolling out a TikTok-style vertical feed. The casual format won; the disappearing part lost. The lesson I closed with in 2021 aged well: embrace new features early. Every platform over-rewards the people who show up first in a new format, because the inventory is empty and the algorithm needs proof it works. That was true for Stories (briefly), and it has been very true for LinkedIn video. The flip side is knowing when a format is a trap — I wrote about how feeds narrow your world in [Stuck in a niche: how social media traps us in echo chambers](https://www.livain.com/blog/stuck-in-a-niche-how-social-media-traps-us-in-echo-chambers/), and about the strategy behind choosing channels at all in [how to create a social media strategy for your brand](https://www.livain.com/blog/how-to-create-a-social-media-strategy-for-your-brand/). ### Swiss Retail Federation and GANDT collaboration, makes me proud URL: https://www.livain.com/blog/swiss-retail-federation-and-gandt-collaboration-makes-me-proud/ Last updated: 2026-08-31T12:42:55.000Z Hi, guys, I hope you’re doing great and you have gotten off to a fantastic start this week. I know I have, we have just recently announced our nice collaboration with [Swiss Retail Federation](https://www.swiss-retail.ch/?ref=livain.com). To me personally, this is a bit of a highlight for all the hard work that we’ve put in in the last couple of years. Now, it bears some explanation maybe on why that is, because as we started, about five or six years ago, we founded the company 2015\. We knew that we’ve been working with and for retailers for quite some time before that already. ## How it all started We launched the company and started working on a service that helps retailers deal with the challenges of digitalisation, online marketing, and everything that comes with it from both a product marketing and organisational standpoint, at that point in time already. But we were still very small, right. And when we just got started in 2015, it was basically just me and my partners, we were just two, three at some point for in the on the team who helped out our partners and retailers. > I think the Swiss Retail Federation collaboration is a great milestone for all of us We’ve come a long way since then, because we’ve been basically growing organically. We are now currently more than 20 FTE, which is fantastic. And a stronger team a far broader team with far more skills than the ones that we have brought to the table from the start. And I think that this Swiss Retail Federation, collaboration is one great milestone for all of us. ## A team effort The main reason I love it so much is because it brings in different types of skills from multiple people on the on the within the grant ventures group, and things that we would have never been able to do by ourselves. And even if we’ve attempted to do it, this is now so much bigger and so much broader and more encompassing than anything that we could have done ourselves three or four years ago. Without getting into too much of the details on how the programme works, and which retailers we’re trying to help or work with, and what our programme can do, and who does what, I just want to say that I’m very grateful for this opportunity of working together with such a strong partner. And also to know that we can do this as a team. > It’s very inspiring, and so much fun to work with these guys. It just makes me extremely grateful for everything that we’ve accomplished in the last couple of years. That’s also why I’m posting this to my personal blog. This, to me is not just a company thing. It’s something that we’ve done together. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2021/08/GANDT-Ventures_Grafik-DNA_with-Headline_3.jpg) GANDT DNA. program helps retailers, brands and companies make digital part of their company’s DNA ## About the future But still also to me as an entrepreneur, as the CEO and founder of [the company](http://www.gandt.ch/?ref=livain.com). It’s something special. And I can’t wait to see what else is in store for us and what we can do as a group. I know that we’ve developed in an immense way in the last couple of years. And it’s something that I’m extremely proud of, and so much fun to share. So that’s it. I’ll share some more insights on the programme that we’ve put together for and with the Swiss Retail Federation, in a blog post on my website, but you can also find it on GANDT (gandt.ch) where there’s more information on how we work and what our program is like. I hope you have a great day and thanks for listening and speak to you soon. ## FAQ **What is the Swiss Retail Federation** The SRF (www.swiss-retail.ch) is an independent federation build to help retailers in Switzerland. They organise events, share knowledge and insights amongst their members and facilitate solutions for any topic a retailer might encounter. **When did you start working with the Swiss Retail Federation** The GANDT group started working together with the SRF in 2021\. **What is the goal of the collaboration** It’s simple, we as GANDT would like to share our knowledge and approach with as many retailer as possible. We are a Swiss-based company with a broad international customer-base. Hence, for us, it is a great opportunity to work with some of the most renown Swiss retailer and brands. As for the Swiss Retail Fed. they have received many requests from their members on digitalisation and online marketing topics. The last 12-24 months, these requests have continued to increase and our (content and service) collaboration is one part of what Swiss-Retail will do to support their members in the best possible way. **Is the program exclusive to members of the SRF** No, it’s not. But we have developed the program with the help of the Swiss Retail Federation and their input. ### Otter.ai is absolutely amazing URL: https://www.livain.com/blog/otter-ai-is-absolutely-amazing/ Last updated: 2026-08-31T12:42:57.000Z > I recently discovered Otter.ai and am fascinated by it. It is such a powerful tool that makes my life so much better. Read, and listen to, the Otter recording and transcript below. > > PS: I didn’t change a single word in the transcription. Otter is absolutely amazing, just listen to the audio file and read through the text below. **Update — August 2026:* I wrote this in 2021, when a good transcript still felt like magic. I’ve left the post untouched — including the raw transcript — and added a five-years-later note at the end.* ## Otter AI transcription of my recording Hey guys, I absolutely love otter AI, it’s one of the tools that I’ve just recently found out about, and it solves so many problems for me that I don’t even know where to start. First of all, I write quite a bit of blog content, but I know that using speech recognition is so much faster than typing every single word out on my computer or on my tablet. That’s why I dictate a lot of what I want to write down and what I want to say. Yet, it’s not always perfect, and it takes quite some time and getting used to saying exactly what you want the punctuation to be like, such as when does a sentence end, where do I place a comma. How do I highlight a certain area of a sentence. And the great thing about this tool is that I can just speak freely. It records my, my voice, and at the same time, it takes a very very decent transcription of everything that I would like to talk about. Now, I’ve been using this with my clients and within the team for a number of weeks now, because I’ve really wanted to try out to see what the features are exactly and how we can use it on a daily basis. And a lot of people actually love it. It’s very convenient. You just hit the record button, and that’s basically it, it just takes notes. And sometimes I hit the highlight button on my phone, or on the right bottom corner, which is also great because then I know that I can skip back to a certain section of where something was said in a conversation, and that really makes it super easy to share some notes after a meeting. ![A European otter swimming through clear river water](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2026/08/otter-swimming-river.jpg) But my favorite feature are probably the automatic tags. So what happens is after the company after a conversation has been taped and it’s in your done. Otter AI processes everything that has been said, and it filters, all the different blocks of content by who said it so you can actually tag the people, first of all, so he just and it learns of to recognize your voice and that of others as well on the team, so you know exactly when did my partner say something when did one of my colleagues say something and when did you say something that really makes a big difference because it helps you to skip through and skim through your notes, very easily. Now, getting back to the tags. After it has processed the full conversation it skims the text for words that have been used frequently such as idea, or to do list, or a certain concept that keeps recurring in the conversation and it highlights these elements, which really helps out to simply skip through the right parts of the conversation where you say: Hey, this is a To Do we have to do or could you put this on our, on our project list, because then the tag project list will just, or the word project will just show up at the top of the page you click on that and it shows you within the conversation every single point of where that was said and used something you simply don’t have to think about something that just works and it eliminates a lot of the work that has to be done to collect two dues or consolidate learnings from conversation or a call for the rest of the team. So what I’ve started to do is just simply share a link to the audio file or a link to otter AI of that conversation, and let people sorted out for themselves. That then go through the conversation listening to it and determine what they think is important to keep and tag. I don’t know exactly if I can manage to get the full team to use this for all of our conversations and all of our meetings, but it is something that I’ll continue to explore for sure, and I am definitely going to keep using it, even if it’s a little bit expensive. So far, the only pricing model that I’ve seen is that it costs about $20 per seat on a team on the team, pro version, per month, which is $240 a year, and at our team size we’re now about 25 on the team that is quite a big investment. And I’ll have to see if everyone wants to use it, or if there are just some people on the team, who would love to use this tool. For me it’s an absolute time saver. I love using it for meetings. I love using it to create blog content, such as this post that I’m just going to post right from the transcript as it is without making any changes to it, and I will definitely keep you up to date on new product updates and things that you can do with it, because I simply love it. It’s as simple as that. Well I hope you have a great day and enjoy your weekend, that’s up and coming. I’m off for today. I’m on my way to the south of Switzerland to visit my wife and her family, who are staying at a hotel there which is great, and I can listen to one of the auto conversations of my team members that they recorded in the last few days, while I’m driving in the car for the next three or four hours. So I’m looking forward to that. It’s like a professional podcast, and just absolutely amazing. So speak soon, and take care, bye bye. ## This is not a perfect blog post Of course it isn’t. The formatting is all wrong, the sentences are too long, there is no clear structure to the story or my paragraphs. I could have easily added some H2-headings and re-shuffled the content to make it work, though. Fact of the matter is, it took me 15 minutes to compose and publish this blog entry. And the text contains more than 1100 words. If anything, this is far more natural than anything I could have typed up. If you would like to try out Otter for yourself, click here to get a free month’s subscription. I don’t get paid if you click on the link, just trying to make your life a little easier here. 🙂 [Click here to go to Otter AI and get a free month subscription](https://otter.ai/referrals/4KZMZVNF?ref=livain.com) ## Five years later: everything transcribes now Transcription stopped being a product and became a feature. It is built into every meeting tool, every phone, every notes app. The thing I was excited about in 2021 — capture without friction — is now table stakes. What I didn’t see coming is what transcripts turned into: raw material. A recording used to end as text you searched once. Today it feeds directly into drafts, summaries, follow-ups and, in my case, blog posts. The capture layer stayed the same; everything downstream got smarter. I wrote about that shift in [I asked AI for my best quotes](https://www.livain.com/blog/i-asked-ai-for-my-best-quotes/) and [a note on tools that edit instead of multiply](https://www.livain.com/blog/four-versions-of-the-same-email-sat-in-my-drafts-this-morning-the-tool-just-edited-one/). Reading the unedited 2021 transcript above is a nice time capsule, by the way. The recognition was already good. The difference in 2026 is not accuracy — it is that nobody types the first draft of anything anymore. ### Twitter launch is premium Twitter blue subscription in Australia and Canada URL: https://www.livain.com/blog/twitter-launch-is-premium-twitter-blue-subscription-in-australia-and-canada/ Last updated: 2026-08-31T12:43:00.000Z [https://blog.twitter.com/en\_us/topics/company/2021/introducing-twitter-blue.html](https://blog.twitter.com/en%5Fus/topics/company/2021/introducing-twitter-blue.html?ref=livain.com) Twitter is the first of the major social media platforms to launch a subscription-based model. It’s users are able to use a number of new features that are only available to premium users. For a small fee it is now possible to: 1. Edit tweets within 30 seconds after posting them 2. Use bookmark folders 3. look at your Twitter feed in reader mode without unnecessary distractions Twitter blue does not remove ads from the platform. But it adds useful features that users have been asking for for a long time. Essentially this paid subscription will enhance the user experience for Twitter power users. ## **Why this is a good thing** It is no secret Twitter has had trouble to monetize its user base in the last few years. I highly doubt that the introduction of Twitter blue will change any of that. However, power users have been asking for professional tools to use the platform better for a long time. Twitter blue might be the addition and they have been waiting for. These new features are assigned that Twitter actively listens to its community. It is also sad to enhance and dedicated self to developing new features that people really want to have. ## **Why does Twitter charge for its product** Skeptical users will probably argue that Twitter has plenty of money in the bank and could easily found these features without charging a premium for it. However, asking for a small fee will make users more aware of the fact that they are using a premium service. It can essentially create a lock-in effect and promote the usage of the platform as a whole. ## **Does Twitter cost money now** In the issued press release this morning, Twitter openly states that the free version of Twitter will not go away and is here to stay for those who would like to use it. These premium additional features target power users and those who use the platform professionally. It is unclear as to what extent Twitter will continue to show ads to his premium users. I personally believe that they will not remove ads all together. I could imagine there to be different tiers of services at some point in time. Twitter blue is just the beginning of a long-term strategy to make the platform more appealing to power users and tailor to their needs. ## **Follow me on Twitter** Of course I had to end this post with a short shout out to anyone who would like to stay up-to-date on what goes on in the world of digital marketing. Please follow me on Twitter to read the latest articles I publish, and join the conversation. If you have an opinion on one of the things that I write about in my blog, I would be more than happy to meet you in a Twitter space to discuss. My twitter handle: [@rlivain](https://twitter.com/rlivain?ref=livain.com) [Tweets by rlivain](https://twitter.com/rlivain?ref%5Fsrc=twsrc%5Etfw&ref=livain.com) ### 6 Reasons why Twitter should launch a premium subscription URL: https://www.livain.com/blog/5-reasons-why-twitter-should-launch-a-premium-subscription/ Last updated: 2026-08-31T12:43:02.000Z _This post is for paying subscribers only._ ### What I’ve learned from working with a professional copywriter, after one session URL: https://www.livain.com/blog/what-ive-learned-from-working-with-a-professional-copywriter-after-one-session/ Last updated: 2026-08-31T12:43:05.000Z I love to work on my writing skills. It does not really matter what the topic is, I just like to write. Yet, writing isn’t something that comes natural to everyone. In the last couple of months, I learned first-hand that my team have great ideas, but make for ghastly copywriters. I firmly believe that practice makes perfect. However, I also know that I never actually managed to pass a single biology test in high school, either. Me and my biology teacher never really hit it off. Actually, I didn’t hit it off with any of my biology teachers, not just one. Not everyone is made to be a writer. When you are not passionate about something, it can be strenuous to learn something new, and writing is no exception. ## Hire someone with passion It takes skill, endurance, and perseverance to become a gnarly copywriter. They possess a broad linguistic repertoire, know when it is time to emphasize something and understand the impact of their words, on others. We decided to hire a full time professional copywriter at [GANDT](https://gandt.ch/?ref=livain.com), to help out with our blog posts. We figured, the skill of writing an article is something we cannot grow overnight. Yet, there are so many ideas and thoughts within the group that would be worth sharing, that never see the light of day. This morning, we kicked off the first project. 2 hours of (team) introductions, discussions and WordPress walk-throughs later, I am more fired up than ever. It did not take long to get the first piece of content ready-to-go. And there are a few things I’ve learned in the process. ## What I learned from one session with a professional copywriter 1. A piece of content is not limited to a certain amount of words. You should write as much, or as little as you need to get the message across. 2. Professional copywriters know when it is suitable to use a certain type of vocabulary. To understand the audience well, is just as important as getting the facts straight. 3. The more examples, the better. Whatever helps to visualize your thoughts or ideas to the reader, use it. 4. Use shorter sentences. Nine times out of ten, you can cut back on filler-words. Have a page with synonyms ready to go at all times. 5. Just write and think about the structure afterwards. 6. Write, review, delete, write, repeat. This is something I hardly ever do, and should start. I would rather publish my raw thoughts, than spend hours on one content piece. I just want to get it out of my system. But, that might work for short, personal blog posts –not for professional copy. 😳 ## Excited, is the word I don’t need a thesaurus to describe my feelings right now; I am utterly excited about the possibility to work with a linguistic professional. For those of you who have been following my (sometimes daily) blog posts on online marketing, tech-stuff, and me trying to act like a 90 kg “far from professional” bike rider, will know that writing is one of my personal passions. Over the years, I have become an avid blog writer. It helps me put things into perspective and I love the thought of sharing my thoughts with others (wherever you are). I’ve never had the liberty of working with someone who actually knows how to write a solid content piece, though. This is a bit of a dream come true for me. So don’t be surprised if my writing appears to improve a little over time. I intend to soak up as much information as I can, in the process. You have all been warned. 😊 Best, Remco ### NPR Music on YouTube, how did I miss this? URL: https://www.livain.com/blog/npr-music-on-youtube-how-did-i-miss-this/ Last updated: 2026-08-31T12:43:07.000Z Sunday morning, relaxing on the couch with my laptop at hand to work on my todo list for the upcoming week. Of course, I have got some music running in the background. I love music. Any type of music, really. I know that YouTube is the biggest music streaming service in the world. However, I’ve never really used it to listen to music (videos). My iPad and iPhone are my go to devices for music discovery. That is probably the case because I stream my music to my Beoplay (A9) at home. But this morning I stumbled across a [Tiny Desk Concert on NPR Music](https://www.youtube.com/user/nprmusic?ref=livain.com). Quite frankly, I was a little shocked that I had never heard of Tiny Desk Concerts, nor NPR Music 🤯. ## Just check it out This is going to be a very short post, because the only message I want to share here is: go check it out. If you love music, you will love this YouTube channel. Enjoy the rest of your Sunday. I think I’ve got my work cut out this afternoon. 🤟❤️🎧 Remco ### What are Slack Posts and how to use them URL: https://www.livain.com/blog/what-are-slack-posts-and-how-to-use-them/ Last updated: 2026-08-31T12:43:09.000Z I have been using Slack for a great number of years. But today I discovered a simple feature, that I would have loved to know more about quite some time ago: Slack Posts. [A Slack Post](https://slack.com/help/articles/203950418-Use-posts-in-Slack?ref=livain.com) can be created on any desktop device, using a simple /post command. It creates a document, that lives in Slack, can be shared within a channel and edited by all of those who have access to it. The beauty of the post feature is that it is seamless and intuitive to use. We use the communication tool for all of our meetings, and to share insights. Thus, it is great that I have found a way to capture information quickly, without having to leave the app. ## Less clutter Do you ever get tired of long, unformatted text messages on Slack? I certainly do. That is why I personally love to use short Loom Video Messages to get my core messages across, or to explain something. But not everyone feels as comfortable in from of their webcam as I do. Most result to writing long, exhausting, single line, unformatted text messages. Do you remember the days in which we would ask ourselves: “Is this message worth a call, or should I send an email?” -> Slack has not made things easier. It is not just a generations thing; we have all gotten used to writing in Emojis and quick texts, that the art of writing and calling people has gotten less and less. Yet, sometimes a well writing document or email is simply a lot more effective than a Slack message. Besides, a less cluttered Slack channel makes everyone’s lives a little easier and better. ## Collaboration using posts When you share a Slack post on an open thread or channel, you can choose to allow editing by anyone on the thread. This makes for a great central collaboration tool. No more google docs (that tend to get lost), or separate Notion pages, just a simple /post command and you are ready to go. I can imagine that this feature is great for taking meeting notes. Everyone on the channel can contribute, and the results are shared with the whole team, instantly. You can find your posts in the channel, or by using the file browser, which is the central place for all of the documents and files that have been shared (with you) on Slack. ## Use them as blog posts A little bit of markdown formatting goes a long way. Learn the basics on how to make important elements of your text stand out. > My favorite commands are “##” for a sub-heading, and CMD+B to make things bold. You can also use “>” to create a quote, like the one above. All of these are basic commands if you know how to use markdown. But you don’t have to learn everything off by heart. Simply highlight the text you want to format and the options appear. I do advise you to learn to use these basic commands, though. They really make your texts just so much better and easier to read. I personally try to structure my entries, as if they were short blog articles. It is a good writing exercise and makes it easy to repurpose the content. ## My new favorite feature I’m not sure if this will be my new favorite feature on Slack. There are so many plugins and things that make it a great tool. However, as one of the native, baked in features, it is a powerful one that I would like to explore further in the weeks to come. One of the things I have noticed, is that you cannot create new posts on mobile devices. That is a bit of a bummer, as I love to use my iPhone and iPad as my main drivers, whenever I can. What do you think of the Slack Posts feature? Let me know in the thread or comments below. ### Still no iPhone innovation from Apple in 2021 URL: https://www.livain.com/blog/still-no-iphone-innovation-from-apple-in-2021/ Last updated: 2026-08-31T12:43:12.000Z _This post is for paying subscribers only._ ### The Mercedes EQS, my dream EV? Maybe. URL: https://www.livain.com/blog/the-mercedes-eqs-my-dream-ev-maybe/ Last updated: 2026-08-31T12:43:14.000Z I have been thinking about going electric for years now. Not merely because I want to contribute to lowering emissions. Electric cars are just very cool, tech and innovative. I am drawn to innovation and love 99% of all things that have a screen. > EVs make the air we breath a lot more enjoyable and give us a glimpse of what the future has in store for us. Tesla, and Volkswagen’s diesel gate, paved the way. And boy has time flown by lightning fast in the last few years since Tesla revealed its first electric vehicle. They are still years ahead in their development, but Mercedes and the Volkswagen group mean serious business when it comes to EVs. ## **Competition is heating up** The launch of the new [Mercedes Benz EQS (s-class)](https://www.mercedes-benz.ch/de/passengercars/mercedes-benz-cars/models/eqs/saloon-v297/pad.html?ref=livain.com) might very well be Tesla’s first real serious luxury contender; one that blows the competition out of the water in terms of range, luxury and comfort. It might not be the prettiest and most exciting car to look at, but I imagine it’s an absolute treat to drive and enjoy the enormous screen real estate inside. I have always said that I would like to have an electric vehicle that can drive from Zürich to Amsterdam in one go, without having to charge (for 45-60 minutes) in between. For the very simple reason that I am from the Netherlands and live in Switzerland. To be honest, it is not really a use case that happens every single week, or even every month. But I like the thought of being able to travel without taking too many unnecessary breaks. My normal day trips to work, generally don’t surpass 100 km per day. At this point, any of the EVs on the market would fulfill my daily needs, perfectly fine. Yet, my dream of a long range electric car has kept me from seriously taking the current offer into consideration as an alternative to my trusted Skoda Kodiaq (Diesel). ## **I am scared of EQS’ price** EVs are expensive, especially compared to traditional petrol or diesel fueled cars. At least, they are more expensive to buy/lease. Tesla’s model 3 has lowered the bar considerably, but that car just does not speak to me at all. I want to have a car in which I can store my beloved bike. Furthermore, I want to be able to take friends and family on longer trips whenever I want. The smaller and more affordable electric cars on the market, just don’t really fit the bill. The new [Nissan Ariya](https://de.nissan.ch/ariya-reservieren.html?ref=livain.com) and the [Skoda Enyaq](https://www.skoda.ch/models/enyaq-iv/?ref=livain.com) could be good alternatives, though. I will certainly look into those when the EQS turns out to be (far) out of my financial range. Yet, I hope Mercedes Benz don’t go all “fancy-pansy-pricy” on us and make this fantastic vehicle an object of desire I will never be able to attain. I guess we’re only a few days out and will find out soon enough. I haven’t been excited about a car for a long time. Yet, this Mercedes Benz has really caught my attention. I cannot wait to see it on the streets; to find out if it lives up to the promises. Time to go to bed. Dream a little about our shared electric future. Good night. The official Mercedes-Benz EQS trailer ### My first time using an iPad app on my Mac Mini M1 URL: https://www.livain.com/blog/my-first-time-using-an-ipad-app-on-my-mac-mini-m1/ Last updated: 2026-08-31T12:43:17.000Z I recently upgrades my home office setup with a Mac Mini M1 (2021), making it my main driver when I’m at home. After a week of working with it, I have to say that I am mightily impressed by the speed and ease of use. The price, power, form factor are all important arguments for the Mac Mini. But one of the key reasons I chose to give it a go, was the new M1 chip. Apple’s **M1 Macs**, which are the first to be powered by an Apple-designed Arm-based chip, are able to **run iOS** and iPadOS **apps** because of the [common architecture](https://www.macrumors.com/how-to/install-any-ios-app-m1-mac/?ref=livain.com#:~:text=Apple's%20M1%20Macs%2C%20which%20are,between%20the%20different%20operating%20systems.) between the different operating systems. ## Run iPad and iPhone apps on a Mac One of the core features of the M1 chip is that we are now able to use iPad and iPhone apps on our Macs. This is one of the reasons why I decided to buy the Mac mini. My iPad Pro 2018 version is my absolute favorite device to use on a daily basis. But, there are a couple of apps that are only available on my iPad that I cannot use on my Mac. The introduction of the M1 chip, has changed that. And it is mind blowing. ## How to use iPad apps on Mac Mini M1 Today, I tried installing a new iPad app that I have recently discovered, on my Mac name. The app is called [Hypernotes](https://zenkit.com/de/hypernotes/?ref=livain.com), and I aim to use it for note taking and to create blog posts. I have only been using it for a few hours, but the app looks promising and I want(ed) to find out if I could use it on all my devices. It is so easy to start using an iPad app on your Mac. Just open the app store, and all iPad apps will be at your fingertips. You might get a short notification that says that the app has not specifically been designed for your device. But it will work, just fine. ## This is my first entry on Hypernotes, using my Mac Mini M1 (2021) The iPad app Hypernotes is an alternative to roam research which I have been using on my desktop device for a couple of months now. I absolutely love roam research, it has changed the way I document and take notes on a daily basis. It helps me create new connections between topics that I didn’t know were there before. And the browser-based application is super easy to use. Unfortunately, roam research does not have a dedicated iPad app. So I am stuck using the browser version, which has a number of limitations. The main problem with only being able to use a browser version of an app, is that I cannot use it when I am on the go. Even though travel is not one of the main parts of my day anymore, because of the COVID-19 pandemic, it is something that I have to take into consideration when choosing the tools I work with. ## Very impressed with the new Mac Mini The Mac Mini is working beautifully. Every single application I have tried so far, runs smoothly. The machine is quiet; too quiet sometimes. You won’t even know that it’s on unless you really push it to its limits (which I haven’t been able to do, so far). It’s such a delight and a great setup; much more comfortable than working on a laptop screen all day. I do still prefer my iPad over any other device I own, though. Being able to use my Apple Pencil and flicking through photos and videos just feels more natural than using my trackpad or keyboard. At least my favorite feature works perfectly fine, voice dictation. Whenever I have the possibility to dictate my messages, I do. It is just so much faster to speak and then to type everything out. Furthermore I make far fewer spelling mistakes when I use voice dictation. Regardless of the device I use, it is probably the one thing I would not want to do without. ## The one thing you will need, though Okay, there is one thing that you will most definitely need to invest in. As we live in a world of video content, we cannot live without proper (laptop or desktop) speakers. The Mac Mini has some of the worst sounding speakers ever made. If you enjoy watching YouTube videos, or video chatting with your peers without using a pair of headphones, you have to invest in a decent screen that has some good sound quality, or some desktop speakers. I have a couple of HomePod mini’s in my office, but I can’t actually use to HomePod minis in stereo mode as my main drivers on the Mac mini. Which is a little bit annoying. I hope that they fix this in a future software update. ## So there you have it I’ve just finished my very first (short) blog entry on my Mac Mini M1, using an iPad app. It’s astonishing how well this is working and I cannot wait to try out some more advanced programs and apps. What are you favorite iPad apps, that you would love to be able to use on your Mac? ### Drafts is the most confusing app I have ever used URL: https://www.livain.com/blog/drafts-is-the-most-confusing-app-i-have-ever-used/ Last updated: 2026-08-31T12:43:19.000Z I really wanted this to work. I wanted to like and love [the drafts app](https://getdrafts.com/?ref=livain.com). But after 5 days of agony, I could not bare to spend another second with it. The app is confusing. The user experience is terrible on MacOS. And I just don‘t see how it will make my life any better. That one click I (would potentially) save when using the app, instead of opening up a new note on the Apple Notes application, is simply not a selling proposition for me. Or, to put it differently, the learning curve on Drafts is too high for my liking. I could not get it to do what I wanted it to, fast enough. It took me far longer to get the (funkily formatted) drafts from the app into the actual application I wanted it to live in. And after only five days of trying to make it work, I deleted the app from my phone, tablet, and macbook. I simply could not stand the sight of it anymore. ## **Did I give up too easily** I don’t lose patience with new tools that quickly, to be honest. I try out new things every single month. Some new apps I grow to love, but still don’t stick with them. A good example of that is the Agenda app on iOS. The design, note taking capabilities and seamless workflows are a dream. There are few calendar apps that have kept me interested for as long as the Agenda app. However, I struggle to keep my key notes all in one place. Since the app is not a notes taking-first tool, it has some draw backs that I couldn’t get over, either. Therefore I stopped using the Agenda app, and went back to my regular habits. Yet, I would still recommend this app to anyone who is looking for a cool agenda/notes solution. In the case of Drafts… I don’t think I will, though. ## **I write and take notes, purposefully** There is one main problem with the Drafts App, which is actually supposed to be the whole purpose of it; I generally know where I would like to publish my notes to. The destination of my writing is either an email, a text message, a tweet or a blog post; nothing more, nothing less. For each of these content purposes, I have a dedicated app, at my fingertips. One to two clicks and I am right where I want to be, writing. For those of you who are not great at using their keyboards and the copy-paste feature that comes with any iOS or MacOS device, fear not — there are plenty of YouTube tutorials out there that can run you through the basics. You don‘t need to pay 32 EUR a year for an app to do so. ## **There is one thing I loved about Drafts — the characters and words count, amazing** On a positive note, there is one feature I have to admit was (oh yeah, I deleted the drafts app, just last night) pretty amazing; the characters and word count in the top right corner of the app. the simple „128c40w“ indication of the number of characters and words in your text, were amazing. I wish every single writing app would have that. For those smarty-pants out there who would like to point out to me that most apps offer word counts, yes I know. But this one was particularly well thought out and beautifully placed at the top of the screen. Maybe something to thing about, @apple? ## **Will I regret it** Can I live without the drafts app? Sure. Do I think I might regret it… Absolutely not. Unless they make the app icons on MacOS 20x bigger, and add a few quick (easy to learn) shortcuts on how to publish and send notes, I am positive that I won‘t be going back. ### The psychology behind brand colors URL: https://www.livain.com/blog/the-psychology-behind-brand-colors/ Last updated: 2026-08-31T12:43:22.000Z The psychology of colors in logos and other corporate design elements is a science in itself. The brand image is a powerful tool, one that allows a company to put its values and ways of working in the right light. > Just look at the app icons on your phone, which color do most brands use? When social media platforms came into existence, „all of them“ had blue logos and brand colors, with very few exceptions. Blue is the color of transparency and trust in many cultures. By using the color blue, the brands signaled to their users that they are open and inclusive. As social media companies became more mature, a small transition has started to occur, but most have remained in the blue/lilac-tone areas. Just have a look at the colors of Facebook, Twitter and Instagram. ## GANDT colors reflect our values For our brand colors at [GANDT](https://gandt.ch/?ref=livain.com), we decided to opt for a combination of greens and blues, too. Not just because we like the colors, but they represent what we stand for best. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2021/04/0AE3DDE5-B253-4342-B6D6-4C1B3E582CF7.jpeg) The science behind colors; at GANDT we decided to go with a combination of Blue and Green. As a Marketing consultancy, we live by four strong brand values that make us who we are: Sincerity, Curiosity, Personality and Mastery. We want our colors to reflect these values in the best possible way. Hence, we decided to stay in the Blue and Green color spectrum that reflects this best. ## Learn from Fortune 500 companies I just came across this Canva article on the psychology of logo colors, a nice and well balanced article that is certainly worth a few minutes of your time. When we go into the design and development stages for new venturing projects, color science is always a part of the design process. If you are unfamiliar with color science, a bit of research certainly cannot hurt. Have a look at how all Fortune 500 companies use colors in their logos to portrait a certain image. [https://www.canva.com/learn/color-psychology-the-logo-color-tricks-used-by-top-companies/](https://www.canva.com/learn/color-psychology-the-logo-color-tricks-used-by-top-companies/?ref=livain.com) ### There is nothing Instant about Instagram anymore URL: https://www.livain.com/blog/there-is-nothing-instant-about-instagram-anymore/ Last updated: 2026-08-31T12:43:24.000Z _This post is for paying subscribers only._ ### Key UK online retailer form lobby to fight digital tax | thoughts and opinion URL: https://www.livain.com/blog/key-uk-online-retailer-form-lobby-to-fight-digital-tax-thoughts-and-opinion/ Last updated: 2026-08-31T12:43:27.000Z _This post is for paying subscribers only._ ### Facebook bans all news in Australia – that is a big deal | Opinion piece URL: https://www.livain.com/blog/facebook-bans-all-news-in-australia-that-is-a-big-deal-opinion-piece/ Last updated: 2026-08-31T12:43:29.000Z The largest social media platform in the world, has decided to block news sites from publishing posts to their user’s walls. The Australian government would like to pass a law, that forces networks (like Facebook) to pay for the distribution of content. Facebook does not agree with this. The social media giant’s main argument is that [“they did not upload the content to the platform, themselves.”](https://www.ign.com/articles/facebook-bans-all-news-from-feeds-in-australia?ref=livain.com) Other sites, such as Google, index pages without asking for the consent of the news media and are the ones that this law should target, predominantly. > William Easton (Facebook AU CEO) said in a statement: “The proposed law fundamentally misunderstands the relationship between our platform and publishers who use it to share news content.” There is a fine line between being the content owner and providing a network to distribute the information. It is not the first time, that local governments try to find a way to tax Facebook and Google for their service. ## Does Facebook have a point In this particular case, I have to say that I am “with” Facebook here. I do not really understand why Facebook would have to pay for the content on their network, that is provided to them. If anything at all, Facebook should be paying the content creators for their contribution to the network, but not the local government in form of taxes. Would the incurred taxes flow right back to the media outlets and content creators, this would be a different thing. However, that is not the case. Maybe a small percentage of these taxes would flow back into the economy as media grants for the production of movies and other visual arts. Yet, at the end of the day, most of the incurred taxes would probably just be a means to fund other projects. As you might be able to tell, I am skeptical what this type of government intervention can actually bring. If done right, it does allow content creators to make a living off of the social media platform. Ideally, lawmakers find a way to even the playing field between those who accumulate the content (and share it) and those who provide the platform on which it can be heard, read or seen. ## Distribution channels are essential for a healthy, open democracy This small battle shows how important distribution networks have become. Without access to Facebook for news, the media outlets in Australia have suffered a significant drop in traffic, already. What is the alternative? There is none, really. Investments means to reach your customers in a different way might help salvage some of the issue. However, social media are here to stay and the odds are high that Facebook users would rather continue to read what is there than sign up for (yet another) newsletter. In light of the recent events in the USA, Twitter has started to ban users, as well. To a certain extent, I can understand that fake news must be fought, however I am very interested to see how this will pan out. It’s still early days, but an important fight for both the governments and the tech-giants to pick. Let’s hope it will not affect the regular user in a negative way and we can continue to enjoy a free flow of information, across the web. At the end of the day, it is not only about revenues and taxes, our freedom of speech is on the line. ## Update, February 22 2021 (Facebook) After a number of discussions between official in Australia and Facebook, the social media platform has decided to allow news sites to post links on their networks, once more. The news does not come as much of a surprise; the media outlets and Facebook cannot do without one another. However, the deal might appear even worse for users than initially assumed. [Facebook](https://www.livain.com/2020/10/06opinion-facebook-is-merging-messenger-and-instagram-chat-features-its-for-zuckerbergs-benefit-not-yours-which-50/) will be allowed to choose with which media it wants to “do business.” The US-giant can actively decide whether or not it would like to purchase information and links from certain media. This gives Mark Zuckerberg, and his team, the power to deliver *some* media to its users in Australia, and ignore others. ## Impact on legislation The Australian government will continue to press its legislation forward. Other countries, like Canada, are awaiting the outcome eagerly. Even though the new media law is not in place yet, it would have a major impact on how news can be presented to users. According to various media, news outlets in Australia suffered a decline of -13 to -26% in traffic. Hence, Facebook has proven to be an essential part of the news ecosystem. Imagine if all social media outlets would be able to set their own rules and determine with which press they would like to be associated; Australia’s new laws could open the gates to even more censorship – a scary thought. Photo by [AbsolutVision](https://unsplash.com/@freegraphictoday?utm%5Fsource=unsplash&utm%5Fmedium=referral&utm%5Fcontent=creditCopyText) on [Unsplash](https://unsplash.com/s/photos/news?utm%5Fsource=unsplash&utm%5Fmedium=referral&utm%5Fcontent=creditCopyText) ### Krisp.ai raises additional funds to build an even stronger team of developers URL: https://www.livain.com/blog/krisp-ai-raises-additional/ Last updated: 2026-08-31T12:43:32.000Z There are not many applications out there that solve “real-world” problems. But Krisp is one of those single purpose (desktop) applications that not only solves a problem, it supports a new lifestyle. Krisp allows the user to be wherever they would like to be, in a restaurant enjoying a late lunch, cafe sipping on a fancy oat milk matcha latte, or at home babysitting the kids. Through machine learning the app removes your background noise and that of whoever it is you are talking to. **Update — August 2026:* Five years later this aged in a funny way: the feature I paid for became a checkbox. Postscript before the closing section.* I have been using Krisp for more than a year now, and it has been a game changer. I feel free to work at home, even when the dishwasher is running, or my wife gets a sudden urge to vacuum. Next to that, and what I probably like even more, is that it filters out the noisy backgrounds of my counter parts. There is nothing more annoying than being on a Google Meets or Zoom call with someone who is in a busy office environment. Krisp eliminates their background noise and makes it so much more enjoyable to have a conversation. ## Investment in the future From what I’ve read about the (founding) team on Techcrunch, the startup is making sensible decisions to work on a great service. The team knows that they need to work on their core skills, and do noise cancelling research better than anyone else to make a difference. Whereas most of these young startups are bought at an early stage by the Google’s and Apple’s of this world, Krisp has decided to take it slow. What stood out to me in the article is that they understand that raising a series B can be both a gift and a curse at the same time. The pressure to focus on anything but the product (such as corporate sales) might distract too much at this stage. I personally applaud this way of thinking. There are many great startups out there that simply focus on raising money, and the product stagnates too quickly. In the case of [Krisp](https://krisp.ai/?ref=livain.com), I have the feeling they are on the right track to become a reputable brand in the field. Noise cancelling might still seem like a niche product, but it is one that is growing and in high demand. ![Macro photograph of a studio microphone grille](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2026/08/studio-microphone-grille-macro.jpg) ## Away from mobile When the team around Krisp started their service, there was an iOS app and a desktop version. The mobile app allowed users to make noise reduced calls in the USA and Canada. Unfortunately, the app was too complex and discontinued in 2021. I can understand the challenges that come with mobile noise cancelling, especially since most of the computations are currently done on the device. Safety and data security are important aspects of the product, and these are harder to crack on mobile than desktop. Yet, I do believe and hope the team will also continue to think about solutions for mobile devices. I for one, use my iPad on the go as much as I can. I love the form factor of the iPad, it’s easy to chuck my bag and pull out whenever I need it. My 16″ MacBook Pro, isn’t as flexible… I am most definitely a niche user group in the greater scheme of things, but if I could without my MacBook when I’m on the go, that would be such a treat. Next to that, if it were possible to take a phone call – with active noise cancelling through Krisp – that would be fantastic. ## 2026 postscript: the feature became the floor Noise suppression is now built into the operating system, the meeting tool, the headset firmware. What was a product in 2021 is a checkbox in 2026\. That is the normal fate of a good feature, and no criticism of the team that got there first. The more interesting shift is *why* clean audio matters now: machines listen too. Voice became a first-class input — recordings turn into transcripts, transcripts into drafts, drafts into published work. Garbage audio in 2021 meant an annoyed colleague; in 2026 it means a corrupted pipeline. That arc started for me with [Otter in 2021](https://www.livain.com/blog/otter-ai-is-absolutely-amazing/) and runs straight to [asking AI for my best quotes](https://www.livain.com/blog/i-asked-ai-for-my-best-quotes/) this summer. ## No one needs to pay me to recommend it Krisp is one service that comes standard with every onboarding at [GANDT](https://gandt.ch/?ref=livain.com). I love the service and the value it brings me in my daily work. I can wholeheartedly recommend giving it a go. Sources: [https://techcrunch.com/2021/02/16/krisp-nearly-triples-fundraise-with-9m-expansion-after-blockbuster-2020/](https://techcrunch.com/2021/02/16/krisp-nearly-triples-fundraise-with-9m-expansion-after-blockbuster-2020/?ref=livain.com) **What is Krisp** Krisp.ai is a machine learning company from Armenia, that have developed an application that removes noise from the background of (video) calls on desktop devices. **When was Krisp founded** The company was founded in 2017, in Berkeley California USA, by two Armenian founders. The current (Feb 2021) team size is approximately 25 developers strong, looking to expand to 45 in the near future. **Is it safe to use Krisp** Krisp performs all audio processing locally. Your voice and audio will never leave your device. **Why do you use it** I use Krisp to remove the background noise all day long. I spend about 4-6 hours per day on video calls. It is a life saver. The best thing for me, is that it works with my noise canceling headphones. Thus, I don’t hear the noise around me, but I can also be certain that the person on the other end of the line does not either. **Does Krisp work on mobile devices** The mobile app has been discontinued in 2021\. The team will focus on desktop solutions, first. I personally do hope Krisp will continue to invest in mobile solutions, too. ### Atlassian feels Notion heat and gives Trello a major overhaul URL: https://www.livain.com/blog/atlassian-feels-notion-heat-and-gives-trello-a-major-overhaul/ Last updated: 2026-08-31T12:43:34.000Z Trello was one of the first project management tools, that brought the Kaban-method to desktop and mobile users alike. Mostly geared towards smaller teams, it uses an ingenious card system to sort tasks and projects. However, the heat was put on by new productivity tools, like [Notion.so](https://notion.so/?ref=livain.com), who offer different forms of data visualization, out of the box. Atlassian has therefore decided to upgrade one of its most beloved products, significantly. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2021/02/image.png) ## Power-ups are now useless Trello has nourished a semi-strong network of power-up developers, on its internal app store. Power-ups allow the user to add new features to the tool. Some of the most used additions, like Elegantt (timeline visualization tool), have become obsolete in the process. > Power-ups were never really the secret sauce Trello wanted them to be. The core feature set of the product, was simply too limited. Users have requested new forms of dashboards and data visualizations for years. So what has changed? ## Competition became fierce Project management tools help streamline the communication within a project. The use of a good tool supports a fluid transition between project phases and creates transparency. One of the main reasons we have stopped using Trello at [GANDT](https://gandt.ch/?ref=livain.com), is that information “gets buried” on cards. A card can both be a task, or a collection of thoughts and resources; this makes it both powerful, but tricky to use consistently. If you are someone who likes to see all relevant information in one go, Trello (wasn’t) the tool for you. In came Notion, the new kid on the block. We have started to use Notion for both notes-taking and project management. The interesting thing about Notion, is that every piece of information (a page or document) can become part of a database. Add an item to the database, and it can be visualized in a timeline format, as well. This simple but key feature is what Trello has tried to integrate into its new update. There is no shame in copying the competition, though. This was a much needed update. Here are some other project management tools you might want to consider: - [Notion](https://notion.so/?ref=livain.com) - [Asana](https://asana.com/?ref=livain.com) - [Monday.com](https://monday.com/?ref=livain.com) ## What else is new A lot of things are new on this [feature-packed release](https://blog.trello.com/a-whole-new-trello?ref=livain.com). Most notably, the integration of YouTube links, images and other resources has been improved. Cards are easier to read and more user friendly. This makes working with cards more enjoyable. ![Trello Card Types](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/blog.trello.com/hs-fs/hubfs/Trello-CardTypes.png) In the team’s own words: *Available to all users,* we’re excited to announce all-new card types that will turn Trello into your team’s single source of truth: - **Link cards:** With the simple paste of a URL as a card’s title, Trello cards can now take the form of 30 external tools, displaying previews from YouTube, Instagram, Dropbox, Stripe, Salesforce, InVision, Google Drive, and more within Trello. - **Board cards:** Just like Link cards, simply paste the URL of a board as a card’s title and it will automatically render a direct visual link to that board, connecting projects and cross-functional teams across Trello. - **Mirror cards:** Coming in the next few months are Mirror cards. Mirror cards allow you to clone one card to appear on multiple boards. This means teammates working across different boards will always have the latest information on a project that affects all of them because an update on the original card will automatically appear on its mirrored cards on the other boards. ## A big leap forward It might have taken Atlassian some time to get their things together, but this is a fantastic update. I will spend some time with the new and improved Trello to evaluate the changes. Yet, I can already say that my first impression has been great. A tremendous upgrade to Trello was long overdue, and I am glad the team finally listened to its user base. ### It is all about content remuneration, and Twitter is leading the way URL: https://www.livain.com/blog/it-is-all-about-content-remuneration-and-twitter-is-leading-the-way/ Last updated: 2026-08-31T12:43:37.000Z _This post is for paying subscribers only._ ### Facebook wants to build their own Clubhouse | opinion URL: https://www.livain.com/blog/facebook-wants-to-build-their-own-clubhouse-opinion/ Last updated: 2026-08-31T12:43:39.000Z One app took the world by storm in the last few months, and that was Clubhouse. The live podcast/discussion round app, has inspired millions to share their opinions in a new format. The idea behind [Clubhouse](https://www.joinclubhouse.com/?ref=livain.com), which is only available for iOS users at the moment, is simple yet effective. A select number of people open the doors to their Clubhouse, and invite others to join the conversation. The talks are broadcasted live on the app. The cool thing is that everyone, who is interested, can listen in – eavesdrop on the conversation so to speak. Furthermore, the attendees can even raise their hand to say something and join the live discussion. Clubhouse is live, quick, personal interactive and easy to use. The users don’t have to get dressed up to join the conversation. The only thing they have to do is buy an iPhone/iPad and work on their vocal skills. Since the app took off, other companies have been eyeing the concept for their own platforms. ## Single purpose apps don’t tend to survive One of the main problems for an app like [Clubhouse](https://www.livain.com/2021/01/20clubhouse-whats-the-hype/), is that most single purpose apps don’t survive. Do you remember periscope, which was bought by Twitter and went absolutely nowhere? Or even further back in history an ingenious app called Siri, that ended up as a side product in the Apple ecosystem? Innovation is hard to do, but it is even harder to sustain momentum with a single purpose app. Platforms like Facebook understand that customers require multiple tools to stay active on the platform. A high degree of flexibility and integration are key factors for success. What can also be said, is that most product development copy-cat ideas by Facebook and Google, have been utterly flawed and never took off, either. If it is corporate, it is not interesting enough anymore. ## Facebook plan to build their own Clubhouse In an article by the [New York Times](https://www.nytimes.com/2021/02/10/technology/facebook-building-product-clubhouse.html?ref=livain.com), Facebook is said to start developing their own version of Clubhouse. I think we all know how this is going to end. But, it is interesting to see that Facebook is not taking the easy route and simply trying to buy the app in the first place. Maybe clubhouse aren’t open to being bought, and think that they can make it on their own. However this hypothesis is most probably flawed. > If Clubhouse want to be successful in the long run, they will need a partner. In my opinion there is only one real social media network that would fit the company. And that is Twitter. [Twitter](https://twitter.com/rlivain?ref=livain.com) has already started to roll out their own voice tweet feature is in the last year. Making the platform more personal is one of the key tasks of senior management a Twitter. At least the rumor has it, that Twitter are working on an audio-only feature called **Spaces**. Not to forget, Twitter recently (January 2021) purchased the **live podcasting app Breaker**. Yet, what if they put their eggs in the wrong basket? Why not acknowledge that there is a new king live streaming, and it isn’t in your portfolio… Clubhouse could be a game changer for any of the big players and for Twitter in particular. However, is might be difficult for Jack to find the time to work on the purchase and integration, though. One of the main reasons being that Twitter’s CEO only works 50%, instead of the regular 120% that most founders do. ## What should FB do? I think Facebook should focus on video content instead of podcasts. They have to think about their use the demographics and what is required in the market. What does Facebook stand for and how do they want to be perceived? I don’t think it is the nerdy platform where self-proclaimed tech entrepreneurs meet to discuss their latest investments and how cool they are, or where minority groups meet to discuss their shared interests. Facebook is for friends and families. And one where (small) business can meet and interact with their customers. Clubhouse is too niche to be become an important driver for growth and retention on Facebook. It is simply not visual enough. If I were Mark Zuckerberg, I would let this one slide and focus on the next big thing. Hopefully Twitter will come to their senses and do something, really anything, to make a serious move on Clubhouse. It is the perfect extension of their product offering and most of the users are already on Twitter in the first place. Do I think Clubhouse will be a thing 5 years from now? I am skeptical. However, I do see the added benefit of the platform and enjoy the discussions. Yet, I still fail to see how live podcasts on Apple Podcasts or Spotify could not blow this app out of the water, within weeks. Let’s wait and see what will happen. ### My writing challenge needs a new strategy —and more accountability URL: https://www.livain.com/blog/my-writing-challenge-needs-a-new-strategy-and-more-accountability/ Last updated: 2026-08-31T12:43:42.000Z I started the year with the ambition to write more, and I did. For some reason I have to keep telling myself that I did, though. The thing is, my writing is too scattered across different mediums, that it does not seem like I followed through on my own challenge. But I actually did, really… ## I forget to put the right systems in place —and thought no one would notice When I kicked off the year with a number of great ideas, I did not put the right systems in place to help track my progress. It is a pity, really. I would have had something to show for. It is about time that I make a few changes to my „follow-thought success tracking system.“ > One month and a couple of days into the new year, I regret not doing so, earlier. When you scroll through my blog posts it might not seem like I managed to sit down and write (something) every single day. And there may have been the occasional slow day in there. But I have been disciplined enough to sit down and put a couple of hundred words down on paper, every single day. > If you have missed out on some (or best to say, most) of my work, I cannot blame you, as it is scattered all over the place. I do not know what system I should use to keep track of my progress, yet. However, I know that I should make it public —I have to find a place for my work, where I can hold myself accountable for my own actions. If I fail to meet my own requirements, it has to show. I do not trust myself to keep a daily progress tracker on my phone or in a dedicated notebook. If it is not out there, for all the world to see, it does not exist. So bare with me until I have found the right place to do this. Maybe this personal blog would be a good place to start. *Oh and by the way, you don‘t have to read all of my wanky thoughts if you don‘t want to.* No one is forcing you to continue reading at this point of course. But if you are, I want you to know that I really appreciate checking in on me and my thoughts. ## Most of what I write, is about my work My focus has been on my work, it is as simple as that. I have written thousands of words on our key services at GANDT for our new website, a number of blog entries on marketing, four or five articles on Earth 2 (which caught my attention at the end of last year), and a couple of dozen longer emails to clients and (potential) partners —some of which could definitely pass as blog posts and, combined, would make for a small novel. It has been quite the trip, really. Four whole weeks of utter madness, focus, fun, development, growth and excitement. There is so much going on. We have onboarded a number of new clients, fantastic team members, and moved into a brand new (slightly larger) office in Zurich. There is so much I could write about, I would not even know where to start. But that is for another day. ## I need a change of writing strategy – one that holds me accountable So I am going to change my writing strategy, as of today. I will commit to writing an update on what has happened, every single day. As not all days are as exciting as the next, I might only publish parts of my daily diary. However, I will set myself a bare daily minimum number of words for every single day, of 150 words. > I already know, that not all posts will be personal. Some will be about life, my work or just random thoughts I have had that came to mind. If my early morning pages writing sessions have taught me anything, my head is full of interesting connections, and there is no escaping my own thoughts. It feels good to let the words flow and to get to know myself a little better through my writing, each and every day. ## Share my thoughts, daily —no matter how silly they might be I want to share more. When I interact with others, I am an open book. I speak about my life, my challenges, and occasionally, my feelings. But I have not found the right way to reflect that in my writing. These words might sound like I am „soul-searching,“ but I could not disagree more. What I am looking for, is my own authentic writing voice. The more I write, the less sure I become of whether or not I should publish my thoughts. But, I know there is only one way to overcome the anxiety of publishing my own words, I just have to do it. Thanks for sticking around. You will most definitely be hearing (more) from me. And if you are interested to follow what goes on in my daily life, get to know me, and maybe pick up a thing or two about what it‘s like to live the life of an entrepreneur and digital marketeer, check in with me from time to time. By now, you know where to find me. Remco Music of the day: I listened to [Horace Silver: On the session (Apple Music Jazz)](https://music.apple.com/ch/playlist/horace-silver-on-the-session/pl.3dd239e9c2c54693ad9f010738f4140e?l=en&ref=livain.com) Image credit: https://unsplash.com/@neonbrand Join my email list By clicking submit, you agree to share your email address with the site owner and Mailchimp to receive marketing, updates, and other emails from the site owner. Use the unsubscribe link in those emails to opt out at any time. Processing… Success! You're on the list. Whoops! There was an error and we couldn't process your subscription. Please reload the page and try again. ### Why my bullet journal lacks tasks URL: https://www.livain.com/blog/why-my-bullet-journal-lacks-tasks/ Last updated: 2026-08-31T12:43:44.000Z I picked up my first bullet journal in 2020\. I love the simplicity of it and the monthly migration process, that forces me to reevaluate my priorities. We face new opportunities, constantly. It makes life interesting, dynamic and fast. However, for most of the work we do it is not beneficial to jump from one topic to another, if we want to do it right. > I try not to act on immediate impulse, and leave sufficient time to reflect on the tasks and projects that whirl through my mind. This morning, I looked back at how I have been using my bullet journal in the last few months, I noticed something interesting: I have far more notes and collections of ideas, than personal todo’s. This got me thinking about why that might be and I think it has a lot to do with how I work as an entrepreneur. Let me try to explain how I use my bullet journal and what I believe the best role for me as a startup founder is. ## Don’t write down too many tasks Short term gains give us a lot of satisfaction. It is nice to go through your bullet journal in the morning, knowing that you have ticked off all the task you had the day before. When you are able to break down your long term vision into actionable items, small projects and tasks, you should probably not be doing them anymore. As an entrepreneur, this is the phase in which you need to ask for support from others. My bullet journal looks a little different, though. I mostly collect thoughts and insights from others, and add them to project collections. Every month, I go through the project collections and eliminate the ideas that do not fit my long term goals. Since it takes targets to meet these goals, they are fairly fluid and I would see my long term vision as more of a moving target. > I hardly have any tasks in my bullet journal, just collections of thoughts and ideas Of course, I also have a couple of things that I need to get done. My task list is probably one of the longest you will have ever seen. But, the main reason for that is that I don’t have endless resources on our team to get everything done. 7 out of 10 tasks on my todo list, are non-time critical and represent more of a catalogue of ideas, than anything else. ## How to gain inspiration and a long term vision I get inspired by talking to my peers at work, reading as much as I can, and by taking the time to reflect on my own thoughts. That last part is essential for me, I like to let my mind wander. That is why I take long (1-2 hour) walks in the early morning, regularly write morning pages (if you don’t know what those are, look up Julia Cameron’s “The artist’s way”) and use my blog to collect my thoughts. > I allow my mind to wander and make connections, as part of my daily routine All of these elements contribute to my view on my own work and where I want my company to be, years from now. [The company](https://www.livain.com/gandt-ventures/) vision constantly moves. But the direction is clear. Since I try to involve as many of my peers in my thought process, communicate proactively and openly on many channels, I feel those around me have a fairly clear picture of where I envision us to be – at some point in the future. I believe the direction is more important than the sole long term vision. It helps the people who support you to work towards that vision make their next steps clear. There is nothing worse, than having to micro manage a team. Each individual needs to understand the direction of the company, and determine what they think would benefit the greater good best – even in their daily operations. ## The entrepreneurial art of delegation The delegation of tasks is key to success. I know that I cannot do everything myself. For one, I don’t have all the required skills, nor the time to meet the market demand. And as much as I am someone who likes to “deal with things” personally as much as I can, I would not be successful had I not learned to delegate work and ask for help. Over the years, my view on what makes an entrepreneur successful, has changed dramatically. Not so much in terms of having to “hustle vs. work smart,” but how an entrepreneur should seek to create scalable systems. As the business owner of a digital consultancy ([www.gandt.ch](https://gandt.ch/?ref=livain.com)), that operates in multiple countries, I cannot do everything by myself. I need support to capitalize on the market opportunities that I see. When I started out as an online entrepreneur in the mid-2000s, I thought that “getting my hands dirty,” meant that I had to do as much as I could to be successful. Now, I look at my role a lot differently and it has changed my business- and personal life in the last couple of years. As an entrepreneur, you job is to: 1. Get inspired (read, and talk to as many people as you can), 2. capitalize on ideas (don’t wait, but collect, sort and act), 3. sort them to fit your long term vision (!), 4. make the projects and tasks tangible (break it down for others to understand), 5. find help to get those tasks done (you cannot do this alone), and 6. make sure that the team has the resources to execute on your vision (cash flow is key). ## What you can take away from this There is one thing I would like you to try and understand, from my experience I can tell you that when my todo list gets too long, I am doing something wrong; it is a clear sign for me, that I am not focused on the long term vision of my company enough. It is essential that you learn to collect and sort your thoughts in one central place, let it be a bullet journal or any todo list app on your phone, and delete/migrate any tasks that do not sort your long term vision. > I have taught myself to structure my notes by projects, instead of topic buckets. I have taught myself to structure my notes by projects, instead of topic buckets. This helps me to delegate tasks and sub-projects more easily. My team mates need to understand how to get there. The general direction and projects need to be tangible enough for them, so they know how to contribute to the success. Last but not least, when I see that I am not able to do all of the tasks myself, I ask for help – immediately. If I cannot get the help I need, I move the task over to the ideas collection in my bullet journal and revisit the thoughts in the next month. I hope this has given you some insights into how I structure projects and determine what to do next. Have a great day, Remco Join my email list By clicking submit, you agree to share your email address with the site owner and Mailchimp to receive marketing, updates, and other emails from the site owner. Use the unsubscribe link in those emails to opt out at any time. Processing… Success! You're on the list. Whoops! There was an error and we couldn't process your subscription. Please reload the page and try again. **What is a bullet journal** A bullet journal is a method of personal organization developed by designer Ryder Carroll. The system organizes scheduling, reminders, to-do lists, brainstorming, and other organizational tasks into a single notebook. [Wikipedia](https://en.m.wikipedia.org/wiki/Bullet%5Fjournal?ref=livain.com) **What do you use your bullet journal for** I only use it to write down my ideas in different collections and concrete project tasks. I do not use it for daily journaling. **What does migration mean** A bullet journal works with calendar months. Each day you make new entries and notes on things that you would like to do that day, or new ideas you have collected. At the end of each month, you go through your notes and migrate all tasks that you did not get around to – and are still relevant. It is key to delete any entries that are not relevant anymore, you do not want to “drag along” unnecessary tasks and thoughts into the next month. **Would you recommend bullet journaling** Absolutely, it is one of the easiest ways to keep track of your todos and I personally love to write with pen and paper. A nice habit, and a living document that does not have to be perfect – but is far from scrap paper. **Where can I buy a bullet journal** Here are some pages where you can buy bullet journals: [https://bulletjournal.com/pages/shop](https://bulletjournal.com/pages/shop?ref=livain.com) ### Readwise: my favorite productivity of the year (2020) URL: https://www.livain.com/blog/readwise-my-favorite-productivity-of-the-year-2020/ Last updated: 2026-08-31T12:43:46.000Z I love to write, I love to read. And, i am someone who *loves* to highlight / take notes when reading. There are times when I finish 2-3 books per week. So you could probably say, that I am a bit of a bookworm. 📚🐛 However, most of my notes simply get lost. I read some books on the kindle app, some on iBooks, and others in a good old paper(back) version. Frankly said, my notes have been a mess. I have been searching for a great tool to consolidate my notes and thoughts. I’ve tried using an Evernote notebook, but I recently switched to using Notion as my main notes taking app (driven by my team). And even though I imported my notes, they are not in a format that makes it easy to share with my team, peers and whoever wants to read them. > Along comes Readwise.io ## What is readwise.**i**o Readwise is a service that collects all of your notes and highlights in one central place. The cool thing is that it can send you quick, automated snippets of what you‘ve captured, on a daily basis. This makes the tool unbelievably powerful, because it brings up your own key insights on a regular basis. > Readwise‘s daily mails help to inspire and remind you of the key notes and highlights you made, in your books and articles. This one feature is already more than enough to keep me happy. But there is more. To me, the main feature of the service is the integration with Notion. ## Why save your book notes in Notion I want to share my knowledge and the experience that I‘ve made. One big reason for writing this blog, is the that I want to engage with others, and by sharing my thoughts and learnings openly, I can. Within my company [(GANDT Ventures)](https://www.gandt.ch/?ref=livain.com), we work by a concept called **working out loud**. It is an open way of working and communicating, that reminds us all to share our work regularly. How we got to a solution is just as important as the output we produce. That is why I have been looking for a good tool that allows me to share my book notes. We do have a feedly account and feed through which we can share the articles we read, but books are not included. Since Readwise collects all of my notes and imports them into one central Notion database, these problems are over. Check out Readwise.io for yourself, and leave a below if you have any questions: [https://readwise.io](https://readwise.io/?ref=livain.com) > Are you interested in reading my book notes, too? I am thinking about making this service available to others outside of our GANDT-organization. Sign up for my newsletter to stay up to date. Join my email list By clicking submit, you agree to share your email address with the site owner and Mailchimp to receive marketing, updates, and other emails from the site owner. Use the unsubscribe link in those emails to opt out at any time. Processing… Success! You're on the list. Whoops! There was an error and we couldn't process your subscription. Please reload the page and try again. ### Clubhouse, what‘s the hype URL: https://www.livain.com/blog/clubhouse-whats-the-hype/ Last updated: 2026-08-31T12:43:49.000Z What is Clubhouse? If you have missed the hottest and most hyped social media app, you‘ve probably been too busy skiing. It is hard to escape the Clubhouse-madness that has been released at the beginning of this year. > Clubhouse is essentially a live podcast app. It allows its users to create rooms in which varies topics are discussed. Anyone can listen in on the conversation, and even raise their hand to ask the moderator if they can join. But why has it become so popular in such a short amount of time? Is it really worth the hype, or just a great way to distract yourself when you’re stuck in your home offices. At this point, I am not entirely sure what to think of it. ## Why you should join Clubhouse On the one hand, I find it fascinating that a live chat/podcast app can draw as much attention to itself as Clubhouse does. On the other hand, I feel that there are too many people are going all in on the format, causing a big stir for a little while, that might just as well blow over in a few weeks to come. What can be said is that @joinclubhouse **fits our current, isolated needs perfectly**. The people on the platform (the host and its guests) do not need to dress up nicely to join. All you need is an iOS device and you are good to go and join the club. > Haven’t we all been craving a bit of airtime with our peers, secretly at least? Blow off some steam on a topic close to our hearts, and waiting to have a “real” conversation with someone again? Clubhouse is the app to beat at the moment. Tech enthusiasts and (wannabe) entrepreneurs are flocking onto the app to leave a good first impression. Everyone is eager to use the positive momentum and build up their new empire of listeners. > If you haven‘t tried it out already, give it a go. That is, if you manage to get invited. The @joinclubhouse app is in public beta, only available to iOS users and someone will need to let you in to get started. ## New product features (requests) I wonder how long it will take for Clubhouse to introduce the possibility to listen back to recordings, or save them for a later date. Turning shows into episodes that can be listened to at a later stage, would be very appealing. One of the main selling points is that fact that you have to be present to „witness“ what goes on in the Club House. But for marketing purposes and to share the insights with a larger audience, the app will need to broaden its feature set. If it is able to be the go-to place for professional hangouts and conferences, it could rival Spotify and Apple‘s podcast services. Therefore, it is essential to add new features that support better moderation of conversations. And of course, add support for other operating systems than merely iOS devices. There are millions upon millions of Android users out there, dying to get on the platform. Unless… Apple? Are you interested in buying a live streaming podcasting app that is nicely integrated in your ecosystem? > This could be the podcast-killer or accelerator “everyone” has been waiting for. ## Authenticity ^10 The beauty of an app like Clubhouse is that everyone who joins a room, is themselves. It is highly unlikely that someone would hire a voice-double to join a room in their name. Therefore, the conversations remain authentic and (until now) fairly unscripted. Authenticity is key with this product. There are too many Twitter and LinkedIn accounts, that are managed by agencies, and even a couple of very smart bots. As long as the app stays as open and authentic as it is today, it might have an interesting future ahead. ## Missed opportunity for Twitter Twitter recently released two features that are mighty close to what @joinclubhouse can do: 1. The ability to add voice tweets 2. Closed Tweet-groups, the possibility to allow for a limited number of people to comment on a Tweet Why have Twitter not been able to put both together? Jack Dorsey‘s vision of making the platform more personal and authentic, made a lot of sense. And this new kid on the block is doing exactly that. Both the technical capabilities (audio recording) and forming groups are available on Twitter. I feel that they should jump on board of this trend and use their follower power to create an alternative to this app. ## Other potential alternatives to @joinclubhouse In essence the difference between a Twitch, YouTube livestreams, or ClubHouse are not that big. The main differentiator is the fact that the user does not have to show themselves. Hence, the experienced is less staged and if feels as though you (as a user) can eavesdrop on a phone call between peers. Maybe we‘ll see other platforms use their reach and technical capabilities to offer audio-only streams, too. But as time has shown, there is a space in the market for single purpose apps. Not everyone is a fan of using a one-stop shop for all of their social interactions. Regardless of whether they do or not, be sure to check out the app for yourself. And happy listening. Maybe see you in one or two rooms as well and be sure to find me on Clubhouse and follow me on Twitter to find out when I‘ll be going live. My social handle: [@rlivain](https://twitter.com/rlivain?ref=livain.com) Have a great day everyone, and stay healthy Remco ### New year resolution comes early this year: I have to write more URL: https://www.livain.com/blog/new-year-resolutions-come-early-this-year-i-have-to-write-more/ Last updated: 2026-08-31T12:43:52.000Z _This post is for paying subscribers only._ ### The burden of focus, as an entrepreneur URL: https://www.livain.com/blog/the-burden-of-focus-as-an-entrepreneur/ Last updated: 2026-08-31T12:43:54.000Z A beautiful „side effect“ of my work as a consultant and being my own „boss“ is that I can fairly freely decide what it is I would like to work on. Focus is one of the key elements of any entrepreneur’s success. As my consultancy has started to grow in the last few years, I believe the only thing that is keeping me “sane” is a relentless focus on my long term vision. > There are so many relevant things I could do. There are so many things I need to work on. There is so much that I need to learn. ![Focus on the prize (Remco Livain)](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2020/12/IMG_5250-2-scaled.jpg) Focus on the prize (Remco Livain) I want to be the best partner to my clients, a great chef to my employees and a reputable professional in my field of work. In all honesty, to keep my focus on an intangible prize can be quite a burden. However, as much as I would like to complain about it, it is also what has been the key to success. ## Why focus is important If there is one thing that I have learned from my time working at [Westwing Home & Living](https://www.westwing.com/?ref=livain.com) as the head of online marketing ([Rocket Internet](https://www.rocket-internet.com/?ref=livain.com)), it is that growing a business is not only about having a great idea. > Excellent execution is key. It helps to have a strategy, come up with a plan before you start with anything. When I started GANDT Ventures, I knew that I wanted to create a platform for digital marketeers to develop their skills and work with the best in the business. That vision and idea has not changed, much. However, the execution part has. The way we work as a team today and the services we offer, are very different from the ones we started out with. However, I personally do not really care about the type of services we offer. My focus is and has always been on the long term vision and goal. I need to make sure that I focus my attention on the development of talent and create a safe haven for digital professionals to join suit. Whenever I feel that I am getting lost in a project, whether it be internally or with a client, I have to get back to my initial vision and goal. I need to focus on the long term game. It is the only thing that counts. How I get there, is a totally different story. ## New projects are always more exciting 1. As an entrepreneur, I am constantly on the look out for new ideas and approaches that solve my problems – as well as those of our clients. There are so many great ideas out there that are worth investing time on. I can only spend my time once. At the end of the day it is the most precious thing I have. I am not always all that great at saying NO. Thus, I have learned to set a suitable price for my time. When I don’t do that, I get sucked into projects too quickly. > The hardest thing for me is to guard my time wisely. 1. When I get started on one thing, I have to say no to new things. It is as simple as that. There is nothing in the world that I would rather do than create a strong team of digital professionals. So that is the only thing I can and want to focus my attention on right now. The thing is, the team has become awfully strong and we are able to execute on many ideas we have. It is increasingly difficult not to start on new side projects that deviate from the long term vision. 2. The market changes, product ideas develop and new opportunities arise. However, new is not always better. It might be more profitable to work on new things, easier to raise capital for trending topics, and “more exciting”. Yet, I have to continue to tell myself that new things will always be more exciting. When you are a building like me, you will always seek out the opportunity to start something new. > I have to focus on the long term game. My pay day will come when I continue to do just that. It is not about making a quick buck, but I want to create and foster meaningful relationships with my colleagues and clients. That is far more valuable to me in the long run, than anything else. ## Fear of missing out I know that not every person is driven by the same intrinsic values. Some value money over anything else, other prestige. I personally strive to become a reputable name in the business, a brand that is well respected for its values and working principles. Hence, I do not feel that I am missing out on much. I have my own set of values and plan that I am executing upon. This is the right thing to do, for me. > Yet, the fear of missing out is real. FOMO is the single biggest problem for entrepreneurs, who cannot appreciate the success of others. If you are someone who cannot celebrate others for their success, then I think you might struggle to appreciate entrepreneurship to the fullest. At least, that is my view on things. FOMO is just a fancy term that describes envy. Make your own plan, focus on your long term goal and live life to the fullest doing so. I am sure that way you will be most successful, and happy. Have a great day, Remco ### Intertwined relationships, about work- and life long friendships URL: https://www.livain.com/blog/intertwined-relationships-about-work-and-life-long-friendships/ Last updated: 2026-08-31T12:43:56.000Z I see every interaction with people around me as a singular relationship; one that needs attention, interaction and love to succeed. These interactions come and go, but I realize that I need to invest the time and effort to keep them up. At the end of the day, it is these contacts with others that make life worthwhile, precious and interesting. > Both my personal- and work life are intertwined; something I have come to love and cherish. ![About work, life and friendships (by: Remco Livain)](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2020/12/4A2C3132-C16A-4ABC-8FBA-156C670B8832_1_105_c.jpeg) About work, life and friendships (by: Remco Livain) It is difficult to separate my work relationships from my personal ones. Frankly, I do not want to either. If certain people are important in my life, I want them to be a part of me and my daily routines. I want them to see how I work and what keeps me busy. I want to share successes and failures with those around me. And it is a part of my DNA to share my feelings openly. > If I fail to be the best version of me, I know my company and the people around me would see, and feel it. ## You need to find some more friends My wife recently pointed out to me, that I could do with some more friends; maybe not the easiest thing to hear someone say, but I can understand where she is coming from. In her life, family, friends and work colleagues are three separate groups of people. Each of which has distinct characteristics and qualities. > I agree that my family has a different role in my life than my friends and co-workers. However, the people I work and interacts with daily, have become my friends; people I hold very dear. I don’t know if my colleagues and employees would refer to me as their friend, or just a friendly boss – someone they like to work with. But whatever they would like to call our relationship, we are there for one another. I know that whenever I am not feeling well, or need advice, these people in my life would be there for me as much as I am there for them. To me these are not just co-workers, but my friends, too. ## Strange, humane things happen when you are there for each other A few years ago, when I was working at a startup in Munich, I got a phone call in the middle of the night. The police were on the other side of the line. I had to bail out one of my employees from a night at the local prison. She had gotten into a fight in a bar after a long night of drinking, and had noted my name down as her emergency contact. I picked her up from the station, brought her to bed on a guest bed in my apartment and let her sleep it off until the next day. I did not think twice about whether or not I would go and pick her up. Of course I did. I was shocked to find her at the police station in the state that she was in, though. Yet, I knew it this was an extreme sign of respect and gratitude from her side to ask me for help. She knew that I would be there for her, no matter what. > When I think back at that night, and the days that followed, I feel nothing but gratitude. In the days that followed she told me: “there are very few people I spend as much time with as my colleagues, and I know that you are my friend. I don’t want you to forget about what happened last, and I know that I crossed a line. But I also know that you would not hold this against me. We, as a team, are there for each other.” As much as the situation kept me emotionally hostage for a few days, I soon came to accept that these things happen. They had never happened to me before, but apparently they do. And as strange as it may seem, I was sort of glad they did – at least once in my life. ## Life is full of beautiful relationships, if you want it to be I am thankful for the relationships I have with the people around me. Maybe I could indeed do with a couple of friends that I could use to blow off some steam from time to time, too. But that is what I have got my blog, Twitter and sports for. If anything, life is too short to spend a sufficient amount of time with every single interesting person that you meet along the way. It is good to realize that relationships, contacts and employees come and go. Their lives and mine are not the same. Yet, when you get the chance to spend more time with others, use it. Cherish the time you have with your colleagues, friends and family. Life if all too short to take these interactions and relationships for granted. Happy holidays and take good care of each other this Christmas. Remco ### Why I ordered AirPods Max URL: https://www.livain.com/blog/why-i-ordered-airpods-max/ Last updated: 2026-08-31T12:43:59.000Z My last, substantial purchase of the year are a pair of headphones. Not just any headphones, but the ridiculously (over-)priced [Apple AirPods Max](https://www.apple.com/chde/airpods-max/?afid=p238%7Cscejy8WHQ-dc%5Fmtid%5Fchlvzsjfw0%5Fpcrid%5F485079281895%5Fpgrid%5F114232307669%5F&cid=wwa-ch-kwgo-wearables-slid---productid--Brand-AirPodsMax-Announce&ref=livain.com). Yes, I really did it. I have shelled out a whopping 550 USD/599 CHF for a pair of cans that I have never had the chance to listen to. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2020/12/DraggedImage.png) You can call me a fan boy all you want, but I simply love being in one tech ecosystem. There is nothing more convenient than being able to switch between my iPhone, iPad and MacBook whenever I want. When I get a call on my iPhone and move over to my iPad, it hands the call off within mere seconds. It is so seamless, I don‘t even think about it. > However, do I really need another pair of headphones? Okay, maybe you need a bit more background information. Apart from being a gadget and tech-nerd, I love music more than anything. I listen to music every day. Not (just) the regular chart songs you hear on the radio, but classical, jazz, country, dance and anything in between. I don‘t really have a preferred genre of music, but more preferred styles that fit my mood. Hence, I have got a fantastic Bang & Olufsen sound system in my living room, and each and every room of the house has got some sort of voice assistant – just in case I want to hear or play some random song that popped into my head. ## My collection of headphones My go to headphones were a pair of Beoplay over-ears that I love(d). But, my dad is just as much of a music lover as I am, and one day he decided to „accidentally“ take them home with him. I was left with my in-ear AirPods Pro and my [Bose Quietcomfort 35 II‘s](https://www.bose.com/en%5Fus/products/headphones/over%5Fear%5Fheadphones/quietcomfort-35-wireless-ii.html?ref=livain.com#v=qc35%5Fii%5Fsilver); not the worst pair of cans, but I much prefer the look and feel of my [Beoplay H9 over-ears](https://www.bang-olufsen.com/en/headphones/beoplay-h9?variant=beoplay-h9-3-matte-black&ref=livain.com). For serious listening, I have also got a pair of Sennheisser HD-25 II’s, which I have always loved. When amped up to my sound system, these are fantastic studio headphones with a nice and flat profile and a dynamic range that is stellar for the size. The only downside of these headphones is that they are not wireless (of course) and don’t cancel out any noise at work. ## I am going to give the AirPods Max a go So, this is me trying something new yet again. I didn’t pull the trigger the very first moment they came out, though. The idea of spending 599 CHF on a pair of Apple headphones was daunting. But, I want to give them a fair chance and hopefully I will be blown away by the immersive spatial audio feature and state of the art noise cancelling (ANC). > The only thing I am a little concerned about, from reading and watching early reviews, is the long term wearing comfort. What worries me more specifically, is the weight and use of materials. I do not mind the thought of heavier headphones, but since I do tend to walk around with them at the office and at home, I am concerned that my neck will need to do a bit of heavy lifting in the weeks to come. Furthermore, the outer cups of the headphones do not seem very scratch resistant. I know for a fact that I will not be using that “beautiful” carrying case very much. The Apple AirPods Max’ will most likely be thrown into my bag like every other bit of gear I own and use on a daily basis. I wonder how they will withstand the test of time. One thing is for sure, this was my last big purchase of the year. 2021 I will (need to) go on a bit of a financial gadget diet after this… That is, unless the iPhone 13 turn out to surpass even my wildest dreams, or the new iPad Pro blows me out of the water… If anyone is in need of some of last year’s tech, feel free to drop me a line. I have certainly got a couple of gadgets you could take off my hands at a good price. Have a great day everyone, stay safe and have a lovely Christmas. Remco ### Choosing a coffee maker is hard URL: https://www.livain.com/blog/choosing-a-coffee-maker-is-hard/ Last updated: 2026-08-31T12:44:01.000Z In only three weeks, we will be moving into a new office space with our [GANDT-team](https://www.gandt.ch/?ref=livain.com). It is in the same building we are in right now, but there is one major difference, we won‘t have a dedicated kitchen area and we lack a coffee maker. I have to admit that it is not ideal. But we have to make it work. The team has simply grown too much in the last few months and whereas we would have loved to move into a bigger space, that unfortunately simply did not work out as planned. ![How to choose a coffee maker](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2020/12/Image-23.12.20-09-56.png) How to choose a coffee maker We had already quite the lease on our current facilities, and we will simply have to move and have to get creative. So in a mere 3 weeks, we will be moving into a nice, but slightly smaller office space on the first floor of the building we are in right now. We can only be grateful that our landlord is helping us out on such short notice. But, it does pose a couple of challenges we had not foreseen. One of which is the fact that we won‘t have a dedicated kitchen area anymore… and we will need to find a new coffee maker. ## Compromising a kitchen area for additional tables The new office space has enough room, for most of our employees that is. The covid-19 pandemic has made us aware, that we probably don’t need as many tables as we have employees, though. We want to try and create a more flexible „come and meet“ office structure and atmosphere. > Essentially, have an office setup that is less static and allows us to move around more freely. One part of the office will serve as both a get together area, and one that houses the coffee maker and water cooler. As we don‘t really have a kitchen, but do want to offer coffee and drinks, we‘ll have to get a little bit more creative. However, it is not the „where will the machine be,“ but the „what kind of machine should we get“-question that is keeping us busy. ## Questions about coffee Most people in the office enjoy a good cup of coffee, or tea for that matter. There is something nice about a warm cup of something to start the day. It‘s even been proven by science that offering coffee at a meeting will [make it more engaging](https://www.inc.com/kayla-matthews/why-you-should-serve-coffee-in-every-meeting-according-to-science.html?ref=livain.com) and bring the attendees closer together. The coffee maker is a bit of a social happening in most companies; in ours, that is no exception. The act of making coffee, standing around and waiting for it to drip out of the machine one drop at a time, leaves room to slow down and talk to your peers. It‘s not really about the drink itself, but a ritual that allows everyone to slow down and socialize. - How does the team prefer to have their coffee? - How many cups of coffee do we collectively drink in a year? - Does a good espresso machine suffice? Or do we most team members actually prefer prefer filter coffee? - Do we need to get a coffee maker that can create beautiful milk foam, for cappuccino and latte macchiato? - How do we keep the amount of waste to a minimum? - Do noise levels matter? What if the coffee maker grinds its way around the office non-stop and disturbs the atmosphere in the room? - Do our employees prefer a certain brand or are they open to trying new things? I am not sure why I took on the task of selecting the coffee maker. Maybe I am over-thinking the whole process here a little bit, but it has turned out to be a larger challenge than I had anticipated. Oh well, I know what I will be doing over the upcoming Christmas days; I have got a lot a substantial amount of web research to do. This is surely the perfect chore to slow down and enjoy the Christmas tree, over a hot cup of coffee. ### Quibi confirms it’s shutting down URL: https://www.livain.com/blog/quibi-confirms-its-shutting-down/ Last updated: 2026-08-31T12:44:04.000Z ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/os/creatr-images/2020-03/208d5790-5fd8-11ea-9d6d-457fd1fd4551.jpeg) Barely six month after Jeff Katzenberg / Meg Whitman-lead Quibi launched, the company announced it’s closing up shop. Confirming the [details leaked from a call](https://www.engadget.com/quibi-shutting-down-report-195306262.html?ref=livain.com) with investors, Quibi’s leaders [said in a letter](https://quibi-hq.medium.com/an-open-letter-from-quibi-8af6b415377f?ref=livain.com) that the service’s lack of success is “Likely for one of two reasons: because the idea itself wasn’t strong enough to justify a standalone streaming service or because of our timing.” This is despite collecting some $1.75 billion in funding, and according to the [*Wall Street Journal*](https://www.wsj.com/articles/quibi-weighs-shutting-down-as-problems-mount-11603301946?ref=livain.com), Katzenberg told investors about $350 million of that remains. “As entrepreneurs our instinct is to always pivot, to leave no stone unturned — especially when there is some cash runway left — but we feel that we’ve exhausted all our options. As a result we have reluctantly come to the difficult decision to wind down the business, return cash to our shareholders, and say goodbye to our colleagues with grace. We want you to know we did not give up on this idea without a fight.” The confirmation comes just a day after [Quibi finally launched several TV apps](https://www.engadget.com/quibi-katzenberg-android-tv-033804199.html?ref=livain.com) for its service on Fire TV, Apple TV and Android TV, at the same time reports surfaced that its chairman Katzenberg had looked into selling the company’s content library. Quibi tried to make a go of things as a mobile-only video platform, but launching just as the pandemic took hold, any appeal as a $5 per month service you could watch on your phone while waiting in line or commuting just didn’t exist, and its Turnstyle feature never caught on with viewers. In a press release the company said “Quibi subscribers will receive separate notifications regarding the final date of access to the platform.” There’s no specific date listed for a full shutdown, only that things will wind down “over the coming months.” Of course, if you’re not quite sure why Quibi failed in six months, look at the [*50 States of Fright*](https://quibi.com/shows/50-states-of-fright-417/?ref=livain.com)miniseries it produced for *The Marvelous Mrs. Maisel* star Rachel Brosnahan, The Golden Arm. > Losing my fucking MIND at this Quibi show where actual Emmy winner Rachel Brosnahan plays a woman obsessed with her golden arm [pic.twitter.com/rSfqCv75SG](https://t.co/rSfqCv75SG?ref=livain.com) > > — Zach Raffio (@zachraffio) [April 15, 2020](https://twitter.com/zachraffio/status/1250273191810875392?ref%5Fsrc=twsrc%5Etfw&ref=livain.com) ### Twitter releases audio tweets (on iOS) URL: https://www.livain.com/blog/twitter-releases-audio-tweets-on-ios/ Last updated: 2026-08-31T12:44:06.000Z Big tech product updates are not always worth a blog post. But Twitter’s Audio Tweets feature release on iOS has certainly caught my attention. The addition of Audio Tweets might be the biggest Twitter feature launch since the increased character limit from 140 to 280 characters. > [Twitter has released a new feature](https://twitter.com/Twitter/status/1273313100570284040?s=20&ref=livain.com) that allows users to “tweet” an audio file with a voice recording to support their tweet. Essentially, this rolls out mini quite podcasts to the social media network. However, these audio flies are nice and short – with a maximum of 140 seconds in length. But don‘t worry, if you‘ve got more to say, just say it. The audio recording will continue to run, even after the 02:20 minutes are done. When the recording is too long for a single Tweet, it will start a thread (with up to 25 Tweets). This essentially means that you can record nearly up to an hour of Audio Tweets in one Thread. ## Will this unleash a new form of creativity? The concept behind the audio tweets is that adding voice “snippets” will make the platform more personal and natural. Not everyone will want to go on camera to share their thoughts and (bad) hairdos. Thus, audio tweets might actually be a great idea. > Intonation and emotions are far better transmitted using your voice, than in a mere 280 characters. An audio Tweet is not a full on podcast, but rather a quick message. This particular content type is limited to 140 seconds in length. It is supposed to bring more personality to the micro-blogging platform and spark a new wave of creativity. ## Challenges with audio Tweets I personally think that 140 seconds are plenty long to give someone a first impression of an event and to get a point across. Yet, the time limit also poses some challenges. **Transcription/captions** are not available from the get go. This means, you will not be able to read the audio message, during the recording. This might make unsuited for people who scroll through their Twitterfeeds on their daily commute, but don’t wear headphones. Furthermore, it will certainly be a challenge for Jack Dorsey‘s team to keep the messages clean and civil. I do not know how well developed the algorithms behind checking audio Tweets are, but I could imagine it is harder to filter (hate, or other offensive) messages from audio files, than it is from written text. I hope this feature will not be taken advantage of too much, as I feel it could be a great feature addition for journalists and influencer alike. ## Who can use Audio Tweets? Everyone with an iOS device can technically start to create Audio Tweets as soon as the feature has been rolled out. Here are some ideas on how Audio Tweets could be used: - **Journalists**: Live commentary of events are a great way to get a quick message out. A podcast can be an overkill sometimes and all it takes are a few clear sentences to get a message across. A great tool for journalists. - **Marketeers**: Of course Marketeers will use Twitter Audio for self promotion purposes and much more. Not everyone is comfortable in front of a camera, and audio might be the perfect tool for professionals who are somewhat camera shy. If Twitter manages to transcribe the actual audio and make it searchable, that will make a big difference to the type of content that will be produced. It might even become SEO-relevant at some point? - **Quick introductory Tweets to a topic**: Text and imagery are here to stay, but it can take painstakingly long to create high quality written content. A quick introduction to a topic using your voice will certainly go a lot quicker. Besides, it will add a level of personality to your posts that simply wasn‘t there before. - **Explaining highlights in a blogpost**: For all of our Blinkist fans who cannot be bothered to read (or listen) to a full book – a quick summary can work wonders. Blogpost highlights using your voice in a quick audio Tweet sounds like a plan and fun to me. - **Live commentary of (sports or music) events**: Live „Radio-Style“ commentary at a match with quick highlights of the latest goals or scores, sounds like fun right? This is exactly what Twitter Audio Tweets will allow us to do. ## I am still waiting Unfortunately, I am still waiting to receive the Twitter update on my iOS device. It‘s been a whole two weeks already and I have to say I am getting a little anxious. There have been less exciting product updates than this one from Twitter – and it is actually one that I could imagine using frequently. Did you receive the update already? Follow me on Twitter and let me know what your experiences have been so far. Best Remco = [Link to Twitter Profile](https://twitter.com/rlivain?ref=livain.com) ### Canon Reimagine Event July 9 2020 URL: https://www.livain.com/blog/canon-reimagine-event-july-9-2020/ Last updated: 2026-08-31T12:44:09.000Z I cannot believe what I am about to say: I am truly excited about the upcoming Canon live event on July 9th. Especially as a big fan of MFT cameras and an Olympus-lover, it pains me to say that this might very well be the start of a new era. Oh Canon, if only all the rumors were true. The EOS R5 and R6 are said to be extraordinary. 8k in camera, non-cropped 4k video content and in-body stabilization, this is what (semi-)professionals have been longing for. > Full-sensor cameras are something special. Of course, a larger sensor needs a substantially larger body, but the EOS footprint is anything but huge. ## Video I am a sucker for anything small, easy to carry around and with impeccable build quality. Hence, the Micro Four Thirds system has been my „always on me“ for quite some time now. But I have to admit, the video quality on my Olympus EM-1 is simply not up to par with any modern day full frame sensor camera. > Both Sony and Canon have stunning video alternatives on the market, that are significantly better than Olympus MFT-cameras. You need to judge a camera by its actual purpose, though. My EM-1 was not meant to be a videographer‘s dream camera. It is a light point and shoot that puts our some of the best JPEGs on the market. Quick and easy access to high quality images, perfect for social media stills. However, as technology advances, so do our needs for new forms of art and entertainment. Video is simply where it is at. ## Reimagine the future of photography and videography **Canon‘s Reimagine Event** might very well kick-off an entirely new era of videography and bring a spectacular image quality to semi-professional video shoots, and serious vlogger setups. If all rumors are even close to the truth, we are in for a treat. The only thing that could dampen the party might be the price and availability. But, let‘s give Canon the floor first and wait and see what they bring us. I for one am excited to see the new line up. As Olympus has recently announced that they will take a step back from the camera-game, it might be a good time for me to re-evaluate and look at some good alternatives. Sony might also have some gems up their sleeves in the months to come. But, first things first – it‘s time to reimagine the future with Canon. ### Quibi caves under pressure, adds AirPlay support URL: https://www.livain.com/blog/quibi-caves-under-pressure-adds-airplay-support/ Last updated: 2026-08-31T12:44:11.000Z ### **What is this about?** - **Quibi is a mobile only video streaming platform** - **Under pressure of its viewers, the company has decided to add Chromecast and AirPlay support** - **Did the mobile only concept fail to catch on?** --- 💡 Quibi has been discontinued, but I think this is still a very interesting article. We can learn quite a lot from failed projects, and this was one BIG fail! Quibi has gotten off to a rough start. The prestige streaming project, launched and owned by some of Hollywoods finest content producers, has had to make some changes to its model. The mobile only streaming services launched a few months back. It is a beautiful app that gives its users short video content of up to ten minutes it calls Quick Bites (get it, Qui Bi). The great thing about the content on the app is the way it can be viewed. All shows were shot in both landscape- and vertical (smartphone style) orientations. The shows look absolutely stunning and some are really interesting. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2020/06/image.png) ## Big drawback of going all-in on mobile Going smartphone only was a bold move – too big of a gamble as it seems. The shows on Quibi are great entertainment for the whole family and video content is often times enjoyed in a larger family setting. But the app did not allow the user to stream / cast the contents to a TV or any other device. This made it extremely difficult to watch a show with your bae or spouse. However, the Quibi-Team just send out an email saying that users can now stream their content to any AirPlay or Chromecast device. Did the Quibi team cave in? ## Mobile only is nearly impossible Sure, we all have smartphones. But how do we really consume video content? It appears the development team around Quibi has understood that mobile only, doesn’t work. Users want and need to be able to share the experience. Watching shows together is simply better than alone. I cannot wait to try streaming “The most dangerous game” to my Apple TV tonight; it was one of the few shows I started watching, but would have loved to share with my fiancee as well. I guess it’s time for a Friday night, movie night 📺🍿. Have a great weekend everyone, Remco --- ## FAQ about Quibi **What does Quibi mean** Quibi stands for Quick Bites, short video content of up to ten minutes that can be consumed on the go. The idea is that viewers can watch a Quick Bite whilst on their commute to work, or even when they are on the toilet **When was Quibi founded** Quibi is an American short-form mobile video platform headquartered in Los Angeles, California, founded in 2018 by Jeffrey Katzenberg. **How much money have Quibi raised** According to [Techcrunch](https://techcrunch.com/2020/03/04/quibi-closes-on-750-million-as-its-date-with-destiny-approaches/?ref=livain.com#:~:text=To%20date%2C%20Quibi%20has%20raised,results%20were%20less%20than%20promising.) they have raised more than 1.75 billion US Dollars to date (June 2020) **Can I watch Quibi on my TV?** Quibi’s app did not allow videos to be streamed to TVs. However, the latest update has made substantial changes to the model. The app allows users to stream content to Google Chromecast and Apple AirPlay devices. ### My (Fri-)day of home office, a weird blessing URL: https://www.livain.com/blog/my-fri-day-of-home-office-a-weird-blessing/ Last updated: 2026-08-31T12:44:14.000Z If there is one thing Corona has taught me, with regards to my working routines, it is that I enjoy my morning rituals. There is nothing more fulfilling than starting the day with a fresh mind after a good nights sleep. The last couple of months have forced me, and well… most of us, to change our daily routines. But luckily, the situation has drastically improved in Switzerland. A bit of normalcy has returned to our lives. Bakeries and restaurants have re-opened and we are able to meet our peers and colleagues at work again. The last two weeks have therefore been quite the change, for the better. Yet, I don‘t mind the fact that I can spend today at home – back in the home office I have dreaded time and time again during the pandemic. Let me tell you why. ## This is what my mornings look like I generally get up early, around 6 am; at least, when I look at my friends and colleagues, that appears to be quite early. My mornings are filled with reading up on the news, taking care of personal contacts (the occasional quick WhatsApp message to my friends), and if my schedule allows it, do an hour of sports. This is „me time“. I need that. It helps me plan the day ahead and focus on nothing other than myself. This might sound slightly selfish, but I find this to be an extremely important part of my day. ## During the day, I take care of my three C‘s I would not consider myself to be a morning person, though. My late night working sessions are the ones in which I tend to be most productive. Sometimes I wonder what I actually get done during the day. To a large extend, I spend most of my time awake on these three C‘s: 1. coordinating, 2. communicating, and 3. contemplating My role as the CEO of GANDT Ventures, the digital strategy consultancy I founded in 2015, „forces me“ to take care of daily business, of course. This involves both team coordination, client communication as well as the general chores that one can imagine come with the privilege of being the CEO of the company. Thus the first two C‘s, take up most of my time at the office. ## I’m contemplating, thinking about thinking What I have come to value during the corona pandemic, is that I had a lot more time on my hands to contemplate about the future – what should we do differently, and how can we support those around us in these times of need. Without my daily hour commute to work (and back) I had far more time to simply sit down and think. Yet, I know that it is crucial to my own long term personal health and success, to take more time to do just that. ## Can I stick with the Friday Home Office Routine? Habits are hard to change. I want to be the first one in the office, get things done before everyone else and spend my day working with the team instead of working on my chores. However, I do think it makes sense to install more „free“ time that I have to myself. To contemplate about the future, reflect on what has gone well and on which areas of the business- and myself I need to work to improve. I am thoroughly enjoying my breakfast at one of our local bakeries in town, right now. And I do not want to take my pink glasses of, just yet. So I am just going to enjoy my cup of Sencha Tea and get on with it. Have a great Friday and don‘t forget to enjoy your mornings, too. Best, Remco ### Why smart cyclists train with watts URL: https://www.livain.com/blog/why-smart-cyclists-train-with-watts/ Last updated: 2026-08-31T12:44:16.000Z Watts and watts/kg are the magic numbers in cycling. There is not a single metric that is more important than the number of watts a cyclist can produce for a certain amount of time. **Update — August 2026:* Six years after I wrote this, it is still one of the most-read posts on this site. The numbers haven’t changed — but the world around them has, so I’ve added a short section at the end.* Used correctly, watts can help you better understand how your energy is being transferred to the bike. Perceived exertion changes based on several factors such as your stress levels, how well you ate or slept before your ride, and the temperature outside. Watts are unbiased. “That’s what’s great about wattage. The absolute amount of power at your disposal is not the only factor in determining the performance of most cyclists. The amount of mass you have to move around — i.e. your bodyweight — is vitally important too. This is because accelerating mass or moving mass uphill against the force of gravity requires power. It follows therefore that if you have less mass to lug around, you need less power to move it. ## What are watts A watt is a unit of power. Simple enough, right? Well it is not that easy, but watts are essentially a number used to measure power. > In simpler terms, watts measure how hard you work. One horse, for example, can produce 746 watts. Most pro cyclists produce about 200 to 300 watts on average during a four-hour tour stage. The recreational rider, on the other hand, might be only able to sustain this wattage during a 45-minute or hour-long spin class. ![Close-up of a road bike crankset with a power-meter pod](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2026/08/crankset-power-meter-closeup.jpg) Watts don't care about the weather, the road or your mood - that's the point. ## Why watts per kilogram are so important The sheer number of watts someone can produce are not very important. What is key, is the relation between the weight and size of the person and the amount of watts they can produce. **Example** - Two athletes are the exact same height and body build. - Both can produce 200 watts of power for one hour straight. - However, one of the two weighs 50 kg and the other 100 kg. - The lighter (50 kg) athlete‘s 200 watts of power, will have propelled him/her approximately (2x?) further than the 100 kg athlete. - It is not about the total amount of watts a sportsman can produce, but the watt to weight ratio is crucial. Note: this is a highly simplified depiction of watts/kg – and not 100% scientifically correct. However, you do get the gist of it I hope. Try going on a bike tour with someone significantly lighter or heavier than you and ask them to keep the same number of watts as you are producing for a couple of minutes… You will be amazed at the difference. ## How to measure your watts The best way to measure your wattage output is using a power meter. I have installed a Quarq power meter on my bike. This allows me to monitor my output in great detail. > A physical power meter can be costly, though. If you have a gym membership or pass, you might want to give one of the stationary bikes a go. If you would like to know how high or low your output is, the easiest way to measure that is a 20 minute Function Threshold Power test (FTP-test). This is the highest, average number of watts you can sustain for a period of 20 minutes – in one go. Simple enough to try and it does not take all that long. Do a 5-10 minute warming up, and give it your best shot. Don‘t forget, your FTP changes and you might need to do a couple of runs in the days and weeks to come to calculate your average FTP. ## How to increase your wattage/kilogram There are three simple things you can do to increase the wattage you produce, compared to your body mass: - Increase your power output while keeping your weight constant. - Keep your power output constant while decreasing your weight. - Increase your power output while also decreasing your weight. There is no secret (winning) formula, but it is fairly simple: the lightest cyclist with the relatively highest output for his/her body mass, should be faster (uphill) if all other factors are the same. Of course in the real world, a number can just be a number, too. Form of the day, material, external influences, timing, perseverance and stamina are just as important as a mere „perfect“ power to weight-ratio. ## Six years on: watts went mainstream When I wrote this in 2020, a power meter was still a semi-serious investment. Today they come built into pedals, trainers and even spin bikes at the gym, and every indoor platform hands you an FTP test in week one. The vocabulary moved from the pro peloton to the Sunday group ride. My view hasn’t moved a millimetre: watts are the honest number. Heart rate drifts with sleep, heat and stress. Speed lies with the wind. Power just tells you what you did. That is also why I still have a soft spot for [VAM as a vanity metric](https://www.livain.com/blog/vam-might-be-a-vanity-metric-but-i-like-it/) — it is derived, but at least it is derived from something true. The same discipline applies off the bike. Most dashboards are full of heart-rate-style metrics: impressive, mood-dependent, and only loosely connected to output. Find your watts. I wrote about a marketing version of exactly this trap in [Our ROAS doubled — we hadn’t sold more](https://www.livain.com/blog/our-roas-doubled-we-hadnt-sold-more/). ## References All „good“ articles get their inspiration from somewhere. Some need some good facts and figures, too. Here are the references used for this article. - [Why smart cyclists train with watts](https://furthermore.equinox.com/articles/2015/06/how-to-train-with-watts?ref=livain.com) - [https://www.dummies.com/education/science/science-electronics/electronics-basics-electrical-power/](https://www.dummies.com/education/science/science-electronics/electronics-basics-electrical-power/?ref=livain.com) - [https://www.cyclingweekly.com/fitness/training/the-importance-of-power-to-weight-and-how-to-improve-yours-164589](https://www.cyclingweekly.com/fitness/training/the-importance-of-power-to-weight-and-how-to-improve-yours-164589?ref=livain.com) - [https://www.strava.com/athletes/53928440](https://www.strava.com/athletes/53928440?ref=livain.com) ### Alibaba Luxury Soho aims to help luxury brands lower overstock URL: https://www.livain.com/blog/alibaba-luxury-soho-aims-to-help-luxury-brands-lower-overstock/ Last updated: 2026-08-31T12:44:19.000Z Chinese internet giant Alibaba, launched a new marketplace platform for luxury products, “Luxury Soho”. Named after the cool boutique-style New York neighborhood, the marketplace offers luxury fashion collections from some of the world high-end fashion brands and designers. Aimed at young shoppers, the platform offers savings on seasonal luxury items. The company sees Luxury Soho as a way to introduce younger consumers to luxury brands through a more accessible price point. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2020/05/Picture1.png) It is not the first time that Alibaba dips its toe into the luxury fashion pond. With Tmall’s Luxury Pavilion, it already runs a high-end online shop. > Yet, Luxury Soho is distinctly different from Luxury Pavillon as it is more boutique style and “last season-” / “evergreen products-driven”. The launch is perfectly timed to take big brands, who has counted on Chinese tourism to fill their stores in Europe and the United States, some much needed overstock off their hands. The new Alibaba platform would enable brands to operate their own respective online stores with complete control over the pricing, product strategy and selection. ## Chinese tourism is key for luxury products Chinese customers account for over a third of the global luxury goods expenditure and China is the key marketplace was hit severely by the COVID-19 pandemic, which pushed companies to shut shops and also led to the virtual halt of[ international traveling](https://www.cuereport.com/alibaba-launches-new-luxury-soho-platform-for-overstock-luxury-brands/?ref=livain.com). As the virus reached the United States and Europe, Chinese shoppers gradually emerged from a big lockdown that lasted for weeks, and most of the labels have been observing a recovery in their sales since March. However, the COVID-19 pandemic has disturbed the warehouse planning and supply chains throughout the world. This disruption has left fashion groups with substantial amounts of unsold goods, while Chinese customers, who mostly used to buy when traveling outside the country, are now shopping from the convenience of their homes. ## How Alibaba’s Luxury Soho helps manage inventory The new service is also “a response to the need in the fashion industry for brands to be able to efficiently manage their inventory and stock – an issue that’s been compounded by the Covid-19 outbreak,” said [Tmall’s head of fashion and luxury in Europe Christina Fontana](https://insideretail.asia/2020/05/08/alibaba-launches-luxury-soho-a-digital-fashion-community-and-outlet-centre/?ref=livain.com). “With Luxury Soho, brands can now move select products and collections onto an online outlet store and bring them in front of a specific audience that is waiting to discover new products and brands.” > “Product discovery is not the biggest problem for most Chinese consumers, though. Most Chinese come to mainland Europe with a clear shopping list,” says Remco Livain – CEO of luxury fashion consulting GANDT Ventures from Zurich, Switzerland. “One of the main challenges is making sure that trusted, high quality product is available for Chinese consumers to buy. Chinese tourist still buy their luxury goods in Europe in fear of counterfeits.” ## Alibaba’s marketplace creates trust Trust is an important aspect of the luxury shopping experience. That is why Alibaba might have done a good job by leaving the inventory management with the brands. “In the past, luxury brands might have operated multiple stores across China to be able to reach more consumers. But the coronavirus outbreak has exposed some underlying vulnerabilities in this model and accelerated changes in consumer behavior. > “To build resilience and meet consumers where they are at, more luxury brands will think about how to move their in-store experiences online” – Christina Fontana It is unlikely that luxury brands will (want to) start investing heavily in brick and mortar stores in China, today. The market is still very much dependent on Tourism. Yet, with the global tourism and travel restrictions faced by all parties involved, new store- and shopping concepts are required. Alibaba has the platform and reach to make a difference. And now, they have added a second luxury shopping product to their portfolio that might be part of the solution. ### VAM might be a vanity metric, but I like it URL: https://www.livain.com/blog/vam-might-be-a-vanity-metric-but-i-like-it/ Last updated: 2026-08-31T12:44:21.000Z Cyclists are a strange bunch of people, especially the data cracks. But if there is one thing I love most about cycling, it is exactly that, the data. **Update — August 2026:* Six years later, VAM is still my favourite vanity metric — and the lesson in it aged better than I expected. Short addition at the end.* A few weeks ago, I installed a power meter on my Canyon cyclocross bike. It took me about an hour and a half to set it up, but it was totally worth it. The first thing I did was hit the hill/mountain behind our house. The top of the mountain is at about 1050 meters above sea level, whereas we live at 450 mtrs; not the longest climb in the world, but with an average inclination of 9.5% – a challenge. ## What is VAM? My Quarq SRAM power meter connects nicely with my Wahoo Elemnt Bolt. The simple and quick pairing process didn‘t take much longer than a minute – and I was good to go. After the first 200 meters of climbing, I noticed a new number on my dashboard: VAM. I had absolutely no idea what that might be. The usual numbers I look at are my Watts/Kg and inclination numbers of the current climb, but the VAM war right next to the elevation number. When I came back home, I had to ask Google to help me out on this one. And it turned out to be quite an interesting statistic, indeed. > The VAM estimates how many meters of elevation you have done or can do in one hour of climbing. [VAM – estimating speeds on hilly cycle rides | Cicerone Press](https://www.cicerone.co.uk/vam-a-naismiths-rule-for-cyclists?ref=livain.com) ## How can I use VAM when cycling? Now, for those of you who love to bike, go fast and enjoy the decents more than the uphill-battles, the VAM might not be your thing. However, if you are into longer rides, with lots of hills and you would like to know how many meters you can climb in an hour, the VAM is the metric for you. > What I like about the VAM is that it is a practical number. It can plan the next longer trip, better and shows me what my watts have actually gotten me. I know that I can sustain a certain amount of watts for an hour – but that number is just a number. It helps me pace my efforts better of course, and it helps me in my training routines. Yet, knowing that I have done >1000 VAM in the last hour, on average is fun. It sure beats being able to say that I have raised my Watts/Kg from 320 to 325. Follow me on Strava: https://www.strava.com/athletes/53928440 ## Why none of it matters When it comes to cycling, the only thing you should really care about is how the effort made you feel. Neither an average power output nor the VAM will tell you how you felt, entirely. Numbers can motivate, or hold you back. I surely do not need to look at my power meter every single minute to know how I am doing. I think I know when I am cycling at 50-60- or 80% of my total capacity. And some days are better than others. And even-though my bike computer is the one thing I would not want to leave the house without, it is probably more of a vanity thing than anything else. I know that I am not light enough, fast enough and strong enough to measure up to the real roadies, but I like to know I have improved myself or not. Power meter metrics can help me do just that. But unless you are a professional cyclist, who cares about whether or not your VAM on the last ride was 500, 800, or 1500? ## Six years later: still my favourite vanity metric Every head unit shows VAM now; what was a curiosity in 2020 is a default field in 2026\. It is still derived, still flattering on short steep ramps, and still a genuinely fun number to chase. The lesson holds too: enjoy the vanity metric, but train on the honest one. On the bike that is [watts](https://www.livain.com/blog/why-smart-cyclists-train-with-watts/). At work, most dashboards are full of VAMs — impressive numbers derived from other numbers. I wrote up a marketing example of that trap in [Our ROAS doubled — we hadn’t sold more](https://www.livain.com/blog/our-roas-doubled-we-hadnt-sold-more/). Know which of your numbers is the VAM, and which one is the watt. ## VAM is my new favorite number Still, the VAM might be my new friend. It is a metric that speaks to me, because it is both practical and logical. Watts are abstract and depend on my weight/height to determine how far they have really taken me. But my vertical ascension meters are easy to comprehend. > The pros can climb a hill at approximately 1800-1900 VAM per hour. I think my monthly challenge will be to see if I can do half of that for about an hour. I tried it on Monte Bre (Ticino) last Saturday – and after 50 minutes of climbing I had ascended roughly 800 vertical meters – I was very happy with that. And it meant I was not far off of doing what pros can do in half the amount of time it had taken me. The best part was, I know that I didn‘t go „all out“. The hill was new to me and I had no idea how long the climb was going to be. But the hill behind our house will be up next, once again. And I cannot wait to see what the VAM numbers are going to say. I will keep you posted on my progress. Until then, stay safe and enjoy the start of your week. Remember, only 5 more days until the weekend is here, once again. ### Better late than never, LinkedIn rolls out „stories“ URL: https://www.livain.com/blog/better-late-than-never-linkedin-rolls-out-stories/ Last updated: 2026-08-31T12:44:24.000Z Well, it is official, LinkedIn has rolled out its stories function in Brazil. The stories feature holds the most prominent placement of all CTA elements on the Instagram app and will use the exact same placement on its LinkedIn app. Right at the top of any user‘s app and feed. LinkedIn might be an a-typical social media network, but they have decided that this product feature is a must-have. The demand for quick bite content, easy to consume that „self-destructs“ within 24 hours, continues to grow. ## Snapchat started it Whereas Snapchat started the stories hype, Instagram by Facebook took it to the next level. It could be said that it was the exact feature Instagram needed to grow to new heights. > Short video messages are an important part of all social media apps at the moment – but the content varies Even back in 2018, LinkedIn noted that it was planning to roll out Stories to more users – and while it rolled out on student campuses in the USA first, we now know LinkedIn Stories didn’t hit the actual product until 2020. A quick video format will help make the professional social media network more lively. The big question is how users are going to use the new Stories-Feature on LinkedIn. > Stories are short, punchy, fast and to the point. ## Speed over quality? What sets professional networks apart from most social content is not only the nature of the posts, but the quality as well. Most posts on LinkedIn are a little longer, well-written and thought through; very different from how Snapchat and Instagram users use stories. > Do stories posts sacrifice content quality over speed? Probably not, but they are generally less „staged,“ and more natural Whether professional users will start posting more short video content, remains to be seen. The product roll-out in Brazil will tell if it a great addition to the product. I expect LinkedIn to roll out this feature more quickly than we might think. And those who use LinkedIn as their main source of social media and network communication can start to get their heads around how they would use it. ## Will it be a success We have seen stories „fail“ on both Facebook and WhatsApp (by Facebook, as well). Hence, the developments in Latin America are of great interest to LinkedIn – and users all over the world. > It is unlikely that the feature will not be used at all, though. There are advantages to being late to the party, too. Users know exactly how stories work. This might be a potential chance or a possible pitfall, though. Expectations are high and we will find out soon enough if they were right to bring **„LinkedIn Stories“** into the equation. *References in German:* - https://onlinemarketing.de/news/linkedin-stories-erste-nutzer-brasilien *References in English:* - [https://www.socialmediatoday.com/news/linkedin-has-confirmed-that-linkedin-stories-are-coming-soon/573149/](https://www.socialmediatoday.com/news/linkedin-has-confirmed-that-linkedin-stories-are-coming-soon/573149/?ref=livain.com) - [https://later.com/blog/linkedin-stories/](https://later.com/blog/linkedin-stories/?ref=livain.com) - [https://www.businessofapps.com/news/linkedin-will-soon-be-adding-stories/](https://www.businessofapps.com/news/linkedin-will-soon-be-adding-stories/?ref=livain.com) ### Why I needed to learn to type differently URL: https://www.livain.com/blog/why-i-needed-to-learn-to-type-differently/ Last updated: 2026-08-31T12:44:26.000Z Preface by author Remco Livain – Why I need to improve on my typing skills Breaking habits is hard, especially those you have become accustomed to over long periods of time. Typing is one of them, for me. I am not the slowest typer in the world, but my typing could certainly be more accurate. And for some reason, I don’t feel extremely confident in my typing skills. I spend a lot of time behind a keyboard. Or at least, some form of digital screen. I have tried out numerous keyboards, from Logitech to Apple and Lenovo. Yet, I have come to believe that my typing skills have very little to do with the keyboard I use. The more time I spend using my phone, the more accustomed I have become to dictating my messages. However, there are lots of situations in which I am unable to dictate my words and sentences in public. Keyboards have never been my friends, but we’ll have to learn to get along, somehow. So I have decided to do something about it, and spend half an hour a day learning to use my keyboard correctly in the coming month. ## Language matters Writing in different languages can be tricky. I grew up using a Dutch QWERY keyboard – Dutch is my mother tongue and the keys still come natural to me. But at the age of 21, I moved to Germany, where I had to learn to use ö, ä and ü’s in my daily typing. So I switched to a German keyboard. But I never took up a class/self-study to learn to use the key-combinations, correctly. It got even worse when I moved to Switzerland. The Swiss keyboard layout is, yet again, a little different from the German one. It accommodates both to German- and French native speakers. I switch between German, English and Dutch – a lot in my daily typing and communication – the split is probably 40-40-20 between the three languages on a daily basis. So I’ll have to learn how to use all three, blindly – using a solid 10 finger technique. ## How bad of a typer am I? Is my typing really that bad? Am I the slowest typer in the world? What can I do to become more fluent in typing? It’s hard to say what makes for a bad typer. I personally don’t think it’s only about the speed, though. The most important thing for me is to eliminate friction and mistakes. Whenever I make a typing error, I am thrown off guard a little and forget what I wanted to say. Fluency in writing comes from being able to keep up with my thoughts as well. I currently feel that my typing skills are holding me back from communicating more. I can write a blogpost in under half an hour. Yet, I still do not know whether or not that is sufficient – at least by my standards, I would love to write down a whole lot more and double my output if I could. ## How do I test my typing speed? Here are some links to websites where you can test your typing speed. I will do a quick review of each of these as soon as I have tested them. - [https://www.typingtest.com/test.html](https://www.typingtest.com/test.html?ref=livain.com) - [https://www.ratatype.com](https://www.ratatype.com/?ref=livain.com) - [https://www.keybr.com](https://www.keybr.com/?ref=livain.com) ## My typing challenge This month I will take 30 minutes per day, every morning, to train my typing skills. The reason I wan to share that with you here on my blog is for one, to test my typing and to force myself to actually do it on a daily basis. Peer pressure can really help to achieve your goals and it certainly keeps me motivated. I do not want to win a typing challenge or become the fastest typer in the world, but simply become a little more fluid and learn to type using all ten fingers, correctly. The reason I say correctly, is because I know that I leave my pinkies out of the equation far too often when typing – reaching across the keyboard too much. I personally think that this is one of the main reasons I make too many mistakes and I don’t feel entirely comfortable typing longer pieces of content. Wish me luck, and have a great start to your Monday! Best, Remco ### Direct mail still works if you avoid common mistakes URL: https://www.livain.com/blog/direct-mail-still-works-if-you-avoid-common-mistakes/ Last updated: 2026-08-31T12:44:28.000Z Direct mail works, if the target group makes sense and is not advertised to, too much. It sort of makes sense, everyone wants to be part of a close(d) community. Furthermore, it is important to create a sense of exclusivity and knowledge. > Julian Shapiro Contributor Julian Shapiro is the founder of BellCurve.com , the growth marketing team that trains startups in advanced growth, helps you hire senior growth marketers, and finds you vetted growth agencies. He also writes at Julian.com . > > Source: *[Direct mail still works if you avoid common mistakes](https://techcrunch.com/2019/11/22/direct-mail-still-works-if-you-avoid-common-mistakes/?ref=livain.com)* When you are part of this particular group of people, on a mailing list or any other form of communication, you will be more knowledgable about a certain topic than others. Direct mailings can be a strong asset to have and a great way to communicate to others what it is that interests us and what we are working on. It might be more sustainable than Instagram or Facebook, and gives us a direct way of communication with potential clients and your professional network. ## Do direct mails really make sense? Or is it time for another medium? The question I do ask myself, is whether email or mail as a medium are the way to go in the years to come. Would it make more sense to set up a WhatsApp or closed Slack-Group people can join for insights? I am torn between starting a new mailing list of services as a growth hack, or focusing my attention on entirely different mediums of communication. As email is still one of the most used communication medium in companies (large and small), it might still be worth spending time on. Yet, it is the one thing I have been trying to get away from for years… A bit of a dilemma. ### LVMH buys Tiffany & Co, strengthening position as luxury retail market leader URL: https://www.livain.com/blog/lvmh-buys-tiffany-co-strengthening-position-as-luxury-retail-market-leader/ Last updated: 2026-08-31T12:44:30.000Z > Luxury group LVMH is buying Tiffany & Co for more than $16bn (£12.5bn). The companies have entered into a definitive agreement whereby LVMH will acquire Tiffany for $135 per share in cash, in a transaction with an equity value of approximately €14.7 billion (£11.41bn) or $16.2 billion (12.5bn). Source: *[LVMH buys Tiffany & Co](https://www.watchpro.com/lmvh-buys-tiffany-co/?ref=livain.com)* ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2019/11/tiffany.jpg) That is big news, the LVMH group is getting stronger by the minute and if it wasn’t a monopoly already, luxury retail is starting to look more and more like it. The equity value and sheer numbers that combine these brands are not the interesting part of the story. LVMH moving more directly into jewelry and diversifying the group into another luxury segment, is. ## Portfolio diversification Understandably, Tiffany & Co. fit right into Louis Vuitton Moet Hennessy’s brand strategy. Tiffany & Co. are a respected brand, with a clear corporate image and identity that appeals to the masses, whilst still having kept its luxury appeal upright in the last decades. > LVMH said the deal would transform its watches and jewellery division, which includes Bulgari, TAG Heuer and Hublot, and boost its presence in the US. It is the latest addition to the group’s 75 big brands, known as “maisons” or houses. [https://www.theguardian.com/business/2019/nov/25/louis-vuitton-lvmh-buy-tiffany-bernard-arnault](https://www.theguardian.com/business/2019/nov/25/louis-vuitton-lvmh-buy-tiffany-bernard-arnault?ref=livain.com) The LVMH group is on a war path and luxury retail continues to consolidate, as investment groups such as the ones around Michael Kors [(Capri Group, owning Versace and Jimmy Choo)](https://en.wikipedia.org/wiki/Capri%5FHoldings?ref=livain.com) are on a shopping spree to build ever stronger brand portfolios. Jewelry, watches and high fashion are growing markets; with the demand for luxury goods on the rise in Asia as well as a positive market sentiment in the USA and mainland europe. Tiffany and Co. could very well be a steal for LVMH at 16 billion. When will legislators start to step in and review the sheer size the LVMH group has developed? ### 17 Responsibilities Of Non-Technical Founders In A Startup And My Advice URL: https://www.livain.com/blog/17-responsibilities-of-non-technical-founders-in-a-startup-and-my-advice/ Last updated: 2026-08-31T12:44:33.000Z Are you a tech entrepreneur, but not a coder? Neither am I. Here is what I have learned about my role as a founder in tech startups for more than 15 years. > There is no such thing as being the idea person in a startup. Idea generation is not a role. Great … \[+\] entrepreneurs can take an OK idea and turn it into a successful venture. Here are 17 roles non-technical founders are responsible for in an early-stage startup. Source: *[17 Responsibilities Of Non-Technical Founders In A Startup](https://www.forbes.com/sites/abdoriani/2019/11/22/17-responsibilities-of-non-technical-founders-in-a-startup/?ref=livain.com)* It is interesting really, we tend to forget that a startup is a young company, too. A vast variety of roles are needed to make a company really work. Now, not every founder is the same and thankfully, we do not all have the exact same repertoire of tools that make us who we are. If there is one key thing I’ve learned over the past 15 years of entrepreneurship, is that it takes a collective of different people and skills to make a startup, or any project for that matter, work. ## **Should tech entrepreneurs** take the spotlight? It is sexy to be an absolute crack at your work, be as much of a nerd as possible. Because, the common belief is that tech skills are the ones that can change the world. However, some of the most brilliant founders, like Jack Ma or Marc Benioff, do not have coding skills of their own. A great founder can be someone with a clear vision of the future, a marketeer or simply someone who is excellent at executing. These founders do need to understand their role within the organization. A non-technical founder, needs to supply its team with resources, ideas and make sure the tech teams can do their job. Those who “get it,” are the ones that tend to do best. ## Why do teams fail? Interestingly enough, most young startup founders fail. They do not fail because the product was poor, but mostly because everything around the product got the best of them. It all starts with an idea that turns into something tangible. Sometimes even a beautiful first product. Yet, the failing starts when tech entrepreneurs do not manage to turn their products and ideas into viable businesses. It is: - A lot of work to run a company. - Time onsuming to manage a business. - And it takes a team to run a company. - You cannot do everything yourself. - Not a single person in the world has all the skills, required to single-handedly run a company. ## Message to an aspiring founder I have founded a number of tech companies, but I am not the best programmer in the world. My strength is translating tech developments into marketable products and using online marketing to bring it to market. Hence, I know that when I want to bring a new product to market, I need strategic partners. These can be partnerships, or co-founders. It is key to know and acknowledge your own role within a startup. That way, you can find the support that you need to make it work. > Raise money to put a good team together, not just develop your product. Furthermore, I have learned that I need partners around me I can rely on. Especially when it comes to IT development, and administrative work (finance and accounting). When founding GANDT Ventures, I didn’t make the same mistakes I made 10 years ago. The foundation is stronger. Nearly 5 years in, our growth rates continue to be in the double digits. I firmly believe, that is due to the fact that I know what kind of a founder I am; what I can contribute and bring to the team. Have a look at the roles in the article above. Determine your strength and understand who you are. It will help you be more successful in the future. ### Why did the Spark Email App receive a design update? URL: https://www.livain.com/blog/why-did-the-spark-email-app-receive-a-design-update/ Last updated: 2026-08-31T12:44:36.000Z > Spark is a great email client, it is fast and reliable, but unfortunately heavily overpriced. Okay, I admit it, I was very tempted to “switch” from using my native iOS mail client to whatever is better. And Spark seems like a great alternative. It ticks many of the boxes I would like an email client to tick. **Update — August 2026:* Seven years on, this post answered its own question in a way I didn’t expect — design stopped being the battleground entirely. Postscript at the end.* But at the same time, I can’t help but wonder why I would invest so much money on a better email client. For the simple reason, that I have done everything in my imaginable power to get rid of emails all together. I want to treat emails like good old fashioned letters. I get one, I open it whenever I want and will respond with a full, half-way sophisticated, more elaborate reply. If you want a quick answer from me, don’t drop me an email, but simply give me a call or write me a text. That is exactly what these mediums are for. ## Messaging apps and services (Slack & friends) WhatsApp and iMessage are great for quick messages, and there is no reason whatsoever to write me an email if you simply want to know whether or not I am available for coffee this afternoon or to discuss the status of your latest and greatest work results. I actually introduced Slack as the main messaging client at GANDT Ventures about two years back, and it has been tremendous for our productivity and team communication. Furthermore, most of our clients have joined our shared channels and we have drastically reduced the number of non-important emails. Spark is a great app, don’t get me wrong. However, I feel that a design overhaul is not going to help much. The use case for more or better email (classification and speedier delivery), is just not there. Email is something we should all try to get rid of. Why try to fix something that is inherently wrong to begin with. If you do love your emails, have a look at spark. It’s expensive, but great. A welcome alternative to the native iOS mail client and/or Microsoft’s outlook product. --- ## Tempo Email App Today I came across a really nice, plain email client: **Tempo**. The MacOS app was made by a small group of danish programmers, and has just come out of beta. Tempo focuses its full attention on the least amount of distraction when answering emails. It is build up of one single to-do list, where you can save emails to answer for later and adds a twitter-style 140 character quick reply feature; all of which help you focus on the core message and getting things done quickly. I’ve just played around with the app for a little bit, and there are some obvious flaws (shortcuts are not clear or do not follow the international US/UK standards, when sending off emails the initial mail is archived straight away, making it hard for me to find threads), but the general concept is promising. I’ll surely keep the app on my Mac for a little while and give it a go in the weeks to come, next to my standard email client. ## The end of email Email isn’t dead, just yet. And there are a couple of interesting tools out there that are starting to make it more bearable. However, I still don’t think anyone should go all-in on email at this point. That boat has sailed and we need to move on to a new way of communication. There is nothing sexy about email and writing “digital letters” to one another needs to become a thing of the past, soon. I would love to see a tool that allows me to leave quick screen videos, or visual messages with a transcript of whatever I have said. Communication needs to be more personal, I want to use the tonality in my voice, gestures and mimic to get my message across, well. Our smartphones are a step in the right direction, but too many people hide behind smiley-faces and empty short form messages. Our society needs a more personal touch, we need to learn how to communicate again. Even-though it has been fun to try out text-based messaging for a while, it has it’s limits. ## WhatsApp by Facebook, Google and Apple need to step up to the plate Readdle Spark email and apps like Tempo, do make email better. But they do not address the fundamental problems we face with text-based communication in the first place. I strongly vouch to skip this iterative “optimization” step and move on to the next communication medium directly. Let’s get creative and make better use of the tools we have at our disposal. There are messaging tools out there that have the potential to make email a thing of the past. WhatsApp and iMessage for one, have a gigantic following in the Western Hemisphere. However, neither of these apps have a great desktop client or business solutions that stick. Imagine a world in which we can use iMessage or WhatsApp to speak with our doctors, and messages on these platforms can be used as “legal proof.” To a certain extend, that applies already. There have been numerous court rulings that have stated that a WhatsApp message is just as much legally binding, as an email. Yet, it is up to governments and larger cooperations to start implementing alternative ways of communication to email. Slack and Microsoft Teams, do help with internal communication, but they do not have the reach to target the masses. > *I think Facebook, Google and Apple are the only ones who can solve our email problems at this point. Integrated messaging platforms have the potential to wipe out email communication. I just don’t really know what we are waiting for.* ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2019/11/spark-for-teams-1-scaled.png) > Spark , the popular email app from Readdle , has been redesigned on iOS and Android. The interface has always been a bit busy in the mobile app. That’s why the updated app now features a cleaner design and a handful of new features. Source: [*Email app Spark receives update with new design*](https://techcrunch.com/2019/11/20/email-app-spark-receives-update-with-new-design/?ref=livain.com) Note: The author of this article DOES NOT receive any payment or compensation in any form, from the mentioned brands in this article. These words merely reflect my personal opinion. ## 2026 postscript: design stopped being the battleground Rereading this from 2026 is a small time capsule: back then, email apps competed on how the inbox *looked*. Today they compete on how little of it you have to read. Triage, summaries, drafted replies — the inbox became a surface for assistants, and the redesigns of 2019 look charmingly cosmetic. My scepticism about “the end of email” aged well, though. Email outlived Slack-mania, outlived Stories, and is outliving the first AI wave too — precisely because it is the one channel nobody owns. The tools around it change; the protocol shrugs. The new frontier has its own trapdoors: [AI tools that multiply drafts instead of finishing them](https://www.livain.com/blog/four-versions-of-the-same-email-sat-in-my-drafts-this-morning-the-tool-just-edited-one/), and assistants that [confidently misread the thread](https://www.livain.com/blog/the-ai-said-nobody-replied-the-reply-was-message-28/). Different decade, same lesson: the inbox rewards judgement, not features. ### What’s going on with TikTok? URL: https://www.livain.com/blog/whats-going-on-with-tiktok/ Last updated: 2026-08-31T12:44:38.000Z > TikTok is described by Mark Zuckerberg as the single biggest threat to Facebook. Maybe rightfully so, but the app has a very long way to go. Attracting users is not enough to run a viable business model. TikTok has struggled to find the right advertizing modes (or not really tried at all just yet). And the target demographic of the app is very very young. A challenge also faced by Snapchat a couple of years back, and they have been on a bit of a rollercoaster, too. I get it, TikTok is fun, it is creative and it is spontaneous. It is the single best things since Vine came out with its 6 second quick clips. There is nothing not to love about the silly video clips you find on TikTok. But that is also the biggest challenge of the service. It is fun, but that is basically it. Unless TikTok manages to create a voice, a long term use case (such as Instagram has done as a great platform to portrait and communicate a company’s brand image), it might be a hard sell. TikTok is the new and cool kid in town. Everybody wants a piece of it, and nobody really knows how to use it, systematically and authentically. I hope larger advertizers stay away from the platform for another year or two to give it a shot at creating its own identity. The content is great, but the platform needs more to thrive in the future. > TikTok has over 1 billion monthly active users and is dominating the App Store. TikTok lets users easily share short funny clips which can go viral really easily. But TikTok has been criticized by US senators for censorship, privacy, and child safety. Source: *[What’s going on with TikTok?](https://www.businessinsider.com/whats-going-on-with-tiktok-censorship-privacy-2019-11?utm%5Fsource=feedly&utm%5Fmedium=webfeeds)* > 30 minutes on TikTok: yep. > Convinced it was worth my time: nope. > Get my creative juices flowing: yep. > Feel like making a fool of myself: nope. > Can understand that it’s entertaining: yep. > Think this hype will pass, in the next 12 months: nope. > Confused: yep. [pic.twitter.com/rfA2aHz3Wi](https://t.co/rfA2aHz3Wi?ref=livain.com) > — 🇳🇱🇨🇭Remco Livain📱💻 (@rlivain) [December 4, 2019](https://twitter.com/rlivain/status/1202180073350189056?ref%5Fsrc=twsrc%5Etfw&ref=livain.com) ### Google is putting new limits on political ads, blocking advertisers from targeting people based on their politics URL: https://www.livain.com/blog/google-is-putting-new-limits-on-political-ads-blocking-advertisers-from-targeting-people-based-on-their-politics/ Last updated: 2026-08-31T12:44:41.000Z Media companies such as Google, Facebook and Twitter have taken a stand on political ads in the last couple of days. An interesting development that defines the roles and responsibilities of these media outlets within the current day society. It is challenging for Google and Facebook to *not* get caught up in political debates, especially when it “can be shown” that they prefer a certain point of view. But in this case it is more about whether or not these social media companies enable others to spread a targeted message or not. Controversial would certainly be the right word to describe this situation. We should ask ourselves, whether using billboards in certain parts of a town to promote a political message is much different from Google, Facebook and Twitter providing a similar digital infrastructure to target and reach people in certain areas (and/or based on other socio demographic trades). ## **Transparency** These online behemoths have become the talk of the town, especially after the last US-elections. Whether or not it is smart that they actively engage in the debate, is up for question. But it certainly is a major point of discussion in our society that needs to be treated with care. Transparency is key in this whole process. We as a society, need to understand how these social media outlets help promote and communicate a certain message. Is it a significant part of their business? Which parties are most active and how? Social media are a part of our daily lives. It helps to bring our society closer together and give everyone a voice. We need to make sure we cherish that and find a good way forward that works for “everyone”. This discussion is far from over with Google taking a stand, too. It has just begun. The closer we get to the next US-elections, the more relevant it will continue to be. [![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2019/11/google-is-putting-new-limits-on-political-ads-blocking-advertisers-from-targeting-people-based-on-their-politics.png)](https://www.businessinsider.com/google-changes-election-ads-policy-to-limit-targeting-2019-11?utm%5Fsource=feedly&utm%5Fmedium=webfeeds) > Justin Sullivan/Getty Images Google announced Wednesday that it was making changes to its political ads policies, limiting advertisers from targeting people based on their political leanings. The announcement comes at a time when the tech industry has come under fire for how it has handled political advertising. Source: *[Google is putting new limits on political ads, blocking advertisers from targeting people based on their politics](https://www.businessinsider.com/google-changes-election-ads-policy-to-limit-targeting-2019-11?utm%5Fsource=feedly&utm%5Fmedium=webfeeds)* ### This is hands down the best Macbook I have ever owned URL: https://www.livain.com/blog/this-is-hands-down-the-best-macbook-i-have-ever-owned/ Last updated: 2026-08-31T12:44:43.000Z I cannot believe how happy I am to have my “old” keyboard back. About a year ago, I switched back from my Windows machine to a MacBook Air and regretted it within days. The problem wasn’t so much the machine, it’s portability is unparalleled and it’s great to toss in my bag and carry around with me all day. But the keyboard; that ridiculous butterfly keyboard. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2019/11/img_1708-scaled.jpg) Got my old keyboard back and an escape key! I am probably a bit of a laptop snob. I change laptops more often than I buy a new pair of shoes. But that is merely because I love to try out new things and use my computer 10-12 hours a day. That is, when I am at home or working remotely for a client. When I need to work on a mediocre device for hours on end, that can be a strain on my mental condition, more than my physical one. Yet, the MacBook Air I have been using, did not just make me mental, it “hurt” my fingers for some reason, too. When I first got it, I thought the shallow keys would promote a more fluent typing movement; be more ergonomic. As it turns out, the only thing I got out of it were sore fingertips and a lingering aggression issue. ## My favorite device is not a MacBook My favorite device? Without a doubt my iPad Pro, the big one. I could probably do 80% of my work on my iPad. Yet, sometimes I simply need more screen real estate and computing power; especially when working with larger data sets in Tableau or excel. Portable devices (yes, I know a laptop is portable too) are just not fully capable of doing all the tasks I would need them to do. It is all about the software, though. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2019/11/img_1706-scaled.jpg) Call me mad, but I actually preferred to type on my flimsy iPad keyboard compared to the horrific typing experience on my MacBook Air. The keys on the plasticky iPad keyboard have a bit of punch to them. They are loud, but I don’t mind that much; it actually makes me feel like I’m writing a lot. When I was growing up, we had an old fashioned type writer at home, and I loved it. The sound of me hammering on those keys was an absolute delight. A few decades later, I guess there is something nostalgic about the sound of mechanical keys hitting cold metal. Of course I would not want to go back to that era, but it comes to show that sounds, haptics and physical button movements have a direct impact on the level of satisfaction I get out of using a device. ## I didn’t have to think twice Last week, the **MacBook Pro 16 Inch** was introduced. It took me 10 seconds to decide that I was going to buy it. I have been struggling to come up with a good reason for me to carry my horrible MacBook Air with me all day, compared to my iPad Pro. And there are very few situations in which I deem it sensible to carry both. Every morning, I get up and contemplate which device I will need to use that day. And the answer is always: I would love to use my iPad, but the software is holding me back from only using that. That is about to change. The moment I saw the MacBook Pro 16 Inch specs, I knew that this would be the device I would love to work at during most of the day. The screen is, well great. The thermal issues have mostly been solved. The sound quality of the speakers and microphones vastly improved. And the overall package as a portable workstation just seriously grand. > There is one drawback: the camera, 720p… Seriously? I’ll just ignore the camera for now, I’ve got a beautiful iPhone 11 Pro and an iPad as an on the road video cam. But this is the only real drawback of the new iteration. If Apple would have added a 1080p or even a 4k video camera to this device, I would probably not change my laptop for the next 5 years… Well, I guess that is what will make sure that digital professionals will need to continue to upgrade their hardware ever now and again. I do think that this is a bit of a missed opportunity for a device that cost somewhere between $3-5k in a professional configuration. ## I feel relieved It is such a pleasure to write my first few words on this machine. The new MacBook Pro 16″ is a true delight to play around with. Of course, I will have to see how it holds up in daily life, but my first impression is overwhelmingly positive. You can expect to see a couple more blog post from me in the weeks to come. I am having a blast with this machine and I can wholeheartedly recommend it. ### Google Changes GTIN Requirement Product Listing Ads URL: https://www.livain.com/blog/google-changes-gtin-requirement-product-listing-ads/ Last updated: 2026-08-31T12:44:46.000Z Retailer all over the world will be delighted to hear that Google has decided it is no longer a necessity to have GTINs for each and every product for its Product Listing Ad (PLA) product. GTINs are essentially a unique product code that can be used to identify one single product. It is a globally unique 14-digit number used to identify trade items, products, or services. **GTIN** is also an umbrella term that refers to the entire family of UCC.EAN data structures. The entire family of data structures within the **GTIN** is: **GTIN**\-12 (**UPC**) In essence, they help the user by making sure that the products compared in Google Shopping are identical. As a consumer, you do not have to worry about comparing apples with oranges. GTINs (or EANs) combine products that are essentially the same, into one unique product on Google Shopping. *Are you in the market for the latest iPhone Xr? Search for iPhone Xr and you will be shown one single product (with the same GTIN), and the respective prices (in this case more than 20 shops) for that particular product.* ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/wp-content/uploads/2019/08/image.tiff) ## Certified Pre-Owned Whereas this works wonderfully well for commodities and standard products, it gets more tricky with (certified) pre-owned products, such as watches. In the image below, you can see that the “same” watch, is shown three times on Google Shopping, now. That was not (always) the case in the last year. If this watch make (year, type, style) would have one GTIN, these watches would have been combined into one product. The user needed to click on the product to see the various shops that offer the watch and the different price points. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/wp-content/uploads/2019/08/image-1.tiff) Screenshot Rolex Submariner Product Search on Google Switzerland AUG 2019 ## Why not all retailer use GTINs Furthermore, and possibly the largest issue with GTINs is that not all brands provide retailer with GTINs in the first place. Brands that only work with smaller collections and private labels especially, do not always have GTINs. The main reason being, GTINs need to be purchased in bulk. They do not necessarily cost a lot, but they need to be registered in the ERP-systems and they are a bit of a hassle. What adds to the complexity, EAN-numbers are country-specific. If your brand is active in a large number of markets, it can quickly get complex. Some brands outright refused to work with any form of unique product identification. Whereas others “overdid it,” handing out new GTINs for each and every season, whereas the product essentially remained identical. The main issue here being how to deal with stock from various seasonal drops (deliveries). ## A thing of the past? This is not the end of the story, though. EANs will remain an important factor in whether or not a product is shown. Google reportedly said, PLA that have GTIN will be preferred over those that do not. However, it does enable us to show more products on Google Shopping once again. Generally a positive thing for the consumer when it comes to second-hand goods and products with very different specifications. Here is another blogpost from a well respected agency we work with on the subject of UPIs for one of our clients [(Tourneau)](http://www.tourneau.com/?ref=livain.com): > [Google Relaxes Policy Requiring UPIs for Shopping Ads](https://tinuiti.com/blog/shopping-feed/gtins-upis-no-longer-required-for-shopping-ads/?ref=livain.com) ### Active Recovery Is Not For Entrepreneurs URL: https://www.livain.com/blog/active-recovery-is-not-for-entrepreneurs/ Last updated: 2026-08-31T12:44:49.000Z Any sportsman or woman will know the concept of active recovery. You lower the intensity of your training significantly, after a prolonged period of heavy duty training, to recover from the work you‘ve done. These training sessions can be a pain, but also a blessing; they remind you that you do not need to push your body to its limits every single time. I generally train this way as well. I do two-three days of heavy exercise and then take an active recovery day. Go for a walk, bike slowly, stretch. To a certain extend, I apply the same logic to my work. After an intense period of „brain exercise,“ I try to take a step back and simply do less. Doing less to me, means getting up a little later than usual – check my mails irregularly and only respond to requests instead of pushing for improvements all-the-time. I used to think that a bit of digital downtime as a means of „active recovery“ would do the trick, beautifully. Yet, last week I took a number of full days off and it might have been the best thing I‘ve done for myself in a very long time. ## Our brain needs to disconnect sometimes I have a constant knack for improvement and change. It is appalling really, I find it really hard to do and/or say nothing at all when I feel things could be done differently or better. The curse of the perfectionist, combined with the fear that nothing lasts forever and business can change as much as the weather does – a great recipe for an entrepreneurial mindset, but a disaster on my mental health. It is so important to simply „let things happen“ from time to time. Last week, I took a full week off. I didn‘t look at my emails, I didn‘t set up any client meetings, nor did I feedback the work of my colleagues. Just to disconnect from my day to day operations entirely. It turns out, I really needed that. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2019/08/img_7116-1.jpg) A bit of stand-up paddling can work wonders ## Fact of the matter, I feel so much better Okay, I must admit, I did not last a full week without my phone or tablet. However, I did not check my messages every hour, nor did I request anyone to update me on the current state of affairs. It took me a while to get into it, but after about three days, I felt liberated. The world hadn‘t stopped, things were still moving forward – not the way I would want it to, but honestly who cares? It made me aware of the fact that I need to let go more. Even-though I did notice that „things“ moved significantly slower than without my input (ehm, or best to say without me telling „everyone“ what to do next), we as a team did more than alright. Each and every team member took responsibility for their tasks and most went a whole week without reaching out to me. We are far from done yet, but I feel as though we‘ve made a stride in the right direction as an organization. Furthermore, it gave me a feeling of liberation; we are doing just fine. Yet, it also made me realize, I need to take care of myself better. Active recovery is not the same as a mental break, away from everything. I needed a holiday and I‘m glad I took it. I feel great, full of energy and ready to make things happen. Have a great start to your week and don‘t forget to take a break from time to time as well! #mentalhealth #entrepreneur #vacation ### Entrepreneurial Thought: My Perception Of Time URL: https://www.livain.com/blog/entrepreneurial-thought-my-perception-of-time/ Last updated: 2026-08-31T12:44:51.000Z One of the things I struggle with most as an entrepreneur, is to acknowledge that my perception of time is different from everyone around me. It is hard to focus on one thing for a full day. There are so many things that keep me busy. Things that preoccupy my thoughts and drive my actions. My train of thought is unendless, I want to get on board today, not miss a single opportunity, build the road ahead and know what my destination will be at the end of the journey; needless to say, an impossible task for any single human being. Yet, I cannot really help myself. > My thoughts are what they are. I want to move forward, build the future and dictate the general direction, intrinsically. It is my own perception of time that I often times struggle with. The constant need for speed, wanting to know where I am heading and making sure that everyone is on board. I believe our perception of time drives our actions. And it is this sense of time, that is intrinsically different for various people and stakeholders in the life I lead. ## Employees My team members‘ (employees‘) time horizons are nice and long. Their personal goals shift as they are with the company longer; become a part of the organization. It starts with the simple need to „make it passed“ the probation period; an important milestone for most. New team members need to prove themselves to their peers. The actions they take in the first initial months, are an important indication of how they will perform in the long run. Even-though I personally do not feel highly of probation periods, they are an important part of the employee life-cycle. > It is a challenge for me to recognize their needs on time and understand what it is each individual wants to achieve, next. After teamies have become an integral part of the group, their goals change to gain the next position within the company; regardless of whether or not they want to move up or horizontally within the organization, the employees generally think in roles. Let‘s say they „know“ it will generally take them three years to reach the next level within the organization, they will work toward that goal. You could argue that bonus payments are time goals too, but I believe an employee hardly ever changes their time / personal plans based on short term monetary goals. It is the perspective that counts. They don‘t think in days or weeks, but half-years and possibly years at the very least. ## Clients My clients have mid term goals. 9 out of 10 customers need to achieve something within the next few quarters; show traction and promising developments. They usually know where they would like to be in a couple of years, but not necessarily what the short term future looks like. The clients I work with, are always in a hurry, but it does not truly hurt them to *not* finish something this week – or next month. The time horizon of larger companies generally fits my perception of time, too. Yet, the speed of execution is different and most importantly, the attention to detail of the steps in between. Corporate clients know where they want to be 5-10 years from now, but they hardly ever know what the stops are they need to take in between and how to build the most efficient road to get there. What is challenging, employees and teams in larger companies, hardly ever really feel time time pressure. When a deadline is missed, you set another one. As an entrepreneur, I do not have that luxury. Missing a deadline could be fatal to our cashflow and/or a huge blow to our (still very young) reputation. ## Me My time horizon is incredibly short and ridiculously long at the same time. I am regularly torn between the need to provide for the team, tomorrow and the thought of my long term legacy, 10 to 20 years from now. > I want to create an organization and a company that will last. I will create a foundation for others to build on; significantly larger than me and my vision of the „near“ future. So, how do I combine all of these different time lines and expectations as an entrepreneur? I can’t. I need to recognize that they are there, try to understand the complex nature of time and learn to work on expectation at all times. But, I cannot change the fact that my perception of time is different from that of everybody else. ## Train of thought Time is the one thing that is not on my side. I feel this is the single biggest challenge I have as an entrepreneur. > I need to make things happen to be relevant. By relevant I mean „market relevant,“ fast enough to tailor to the current market needs, those of my clients and more importantly, the team around me. I know that as an entrepreneur, time is never on my side. > There is just one way to move forward, ride the train of time. However, I have the ambition to be in the first carriage, and ideally become the driver of that train. I need to determine the pace, have a clear view of the road ahead and lead by example and leave no one behind. Everyone on my train of thought must understand the direction we are taking and why we are in this together. ## Never too late Those in the last train carriage, will travel at the same speed as the ones in the front, even if they feel the information on where we stand today, reaches them last. I have learned that I am not afraid to arrive late at my destination, simply because my time goal is far faster than that of most others. However, I am afraid of missing the train altogether, and not communicating enough whilst on the train to keep everyone happy, enjoy the ride. Time is not on our side, but we must get on board and enjoy the ride. ### Forgot my wallet; Oh, this will be a challenge and hardcore Apple Pay test URL: https://www.livain.com/blog/forgot-my-wallet-oh-this-will-be-a-challenge-and-hardcore-apple-pay-test/ Last updated: 2026-08-31T12:44:54.000Z It was bound to happen at some point. Today, I finally did it. I forgot my wallet at home. Usually, not that big of a deal, right? Well unless you‘re just about to board a plane; I haven‘t felt this insecure in quite some time. But, should I really be that worried? Let‘s face the facts: I have successfully used my iPhone and Apple Watch ([with Apple Pay](https://www.apple.com/de/apple-pay/?ref=livain.com)) to buy breakfast on the way to the airport, „pulled“ a bottle of water out (and a Snickers bar) of a vending machine, and got through the security gates at the airport using the QR-code on my Apple Watch. So far, so good. ## No cards, but especially – no ID or passport The thought of not having any cards or money on me, scares me a little. It’s just not very practical. At least today I’m on my way to Germany. I don’t think I should have a lot of trouble finding a restaurant where I can pay contactless, right? I do know, that I definitely need to be able to show my ID-card when requested to do so. Border control could ask for my ID or the police. Yet, apart from the odd trip to the United States in the last few months, I’v never really had the need to show my ID card anywhere. Travel within the European Union is fairly easy, and hardly requires you to show your ID. However, this does not mean that you can simply go anywhere without one. The fines for not carrying an ID card vary per country, and can be anything between 40-200 Euros. Let‘s simply hope I’ll „get away with it“ in the next two days. I think my chances are quite high. Besides, I always save a copy of my passport and ID-cards in my Evernote account (just in case I lose my bag, wallet or get mugged). It might sound a little paranoid, but it is the one thing that calms me down, at the moment. If anyone would like to see my pass, I will simply need to pull up the scan I made a few months back. ## The hotel could be a challenge Checking into the hotel might be a challenge. Luckily the room has been paid for already, we use a (virtual) travel agent for that at GANDT Ventures. However, I do know I‘ll need to show them some form of ID to get my room keys. I guess in a few hours we‘ll know if they‘ll accept my scan as a enough proof of me being the guy in the picture. Furthermore, I guess the hotel could also be a welcome savior. Just in case my „contactless payments“ don‘t work, I can charge virtually anything I need to „survive“ (I get Hangry sometimes if I don‘t eat, enough). In the event that I cannot pay my bill directly at the desk, they should be able to issue an invoice that I can pay within a few days. I am sure, I‘m not the first nor the last customer that shows up to the desk without a passport or their wallet. ## *Update – the hotel was not prepared for „the new digital age of mobile payments“* *Okay, I think it‘s fair to say that most payment terminals support contactless payments, right? Well, except for the ones at the Maritim Hotel in Düsseldorf (Germany).* *After a nice (lengthy) chat with one of the receptionists, I was handed my keys. Yet, when the question came up „if I wanted to have breakfast at the hotel tomorrow morning“ (for 19 Euro, not included in my booking), and if so, „how I would like to pay for it.“* *As it turned out, the hotel in which I had stayed on numerous occassions already, did not want to send me a simple invoice for the amenities. I had to pay them up front and in cash or by credit card. Tough luck that I was stranded in a foreign country without my wallet. The fact that they had my home address, company card on file, and passport number did not change a thing.* *Of course I have to say that I could have „fought“ for a little bit of compassion and customer service. But, I decided to take the easy way out and focus my (negative) energy on a new solution. I was slowly getting „hangry“ and needed to find something to eat, soon.* *Good thing the local Rewe supermarket was still open and I could pay using Apple Pay. Voila, problem solved.* ## Why do I feel so uneasy? To be honest, I don‘t know why I feel so uneasy; I am sure, everything will be fine. As long as my phone has enough juice and my debit card has enough credit on it, I should be able to get through the day. I actually try to use as little cash as possible and 9 times out of 10 I use my phone to pay. But, (nearly) being abroad makes me a little nervous. I know how things work in Switzerland, I know at which shops I can pay with cards and where I need cash… That is probably the biggest difference. It is a strange feeling, though. We’ve become so accustomed to paying for things in cash or with cards. I recall to have been asked by border control: “How much money do you have on you? Do you carry a sufficient amount of cards and cash to get around?” Of course I know, they mainly ask because they want to find smugglers who carry large quantities of cash on them. But, I couldn’t imagine what would have happens, had I answered the question with: “Not a single card, not a dime in my pocket sir – But I always have my Apple Watch with me, anyway.” ## I could get used to this I’m sure, I’ll come to terms with my cashless, cardless life at some point. That is, if our society wants it to be so. I feel more comfortable paying with my iPhone than living in an autonomous Amazon Go world; a world in which CCTV determines how much we pay for what, and we have zero control over how and for what we are charged. I could surely live in a cardless world. It would simply be one item less I‘d have to carry around with me. To be honest, I love paying with my Apple Watch. It‘s fast, and has been very reliable. There is nothing better than overtaking (random strangers) at the self-checkout counters in my local supermarket. I get such a rush from my „tap-tap, blink, take my stuff and go“-Apple Watch shopping sprees. But, this time around it‘s a little different. Not too fond of unplanned experiments in foreign countries. Oh well, I can’t really change it, though and I am sure it is going to be fun guys, real fun. **PS:* I‘ve just set a reminder in my calendar for the upcoming 4 trips I‘ve already got planned. As much as I love a challenge, next time I surely do want to bring some cash and cards.* *And don‘t worry about me, as it turns out the local Rewe supermarket supports contactless payments and if that doesn‘t work, I guess there‘s always a McDonald‘s or Starbucks somewhere close by.* ### Facebook to remove „red dots“ – icon badges to lower our anxiety levels URL: https://www.livain.com/blog/facebook-to-remove-red-dots-icon-badges-to-lower-our-anxiety-levels/ Last updated: 2026-08-31T12:44:56.000Z Facebook is one of the most influencial companies in the world; when they raise a point, and they do not do so very often, maybe it is a good time to listen. This time around, a small product improve gives us some insight into the “social” direction Facebook is thinking of going. We spend an awefull amount of time online. Facebook and it’s tools (Instagram and WhatsApp), keep us busy for a large part of the day. We spend countless hours browsing through our feeds and looking for the latest news/social updates. When you are an active Facebook user, I am sure you will know the little “angry red dots” on your app-icons that indicate you’ve missed something. Facebook are looking to remove/change these little demons, or at least, let the user decide whether or not they’d like to see them for certain types of information. The fact that Facebook looks to give the user more control over its notifications is not that interesting, yet the reason why is. [More information at engadget](https://www.engadget.com/2019/06/25/FACEBOOK-RED-NOTIFICATION-BADGES-TOGGLE-MENU/?ref=livain.com) ## Mental wellbeing is in focus The larger tech companies have slowly started to realize, that they need to focus on the long term impact of the tools they have created. Most importantly, it is said that the constant need for attention and social affirmation determine our mental wellbeing considerably. Hence, Apple recently introduced a “screen time” feature, allowing users to spend a certain amount of time on each app per day. Both Google and Apple have added “night shift” features that filter out blue tones on our phones, mostly so we can sleep better at night. Facebook has not changed it’s core product much in recent years, though. A few small tweaks to the general layout of the site and apps were done (some color changes – which gives Facebook a cleaner look), but with regards to digital- and mental wellbeing Zuckerberg and his team have not (actively) communicated what they have done. Removing the red badges might be the first sign of social responsibility of Facebook with regard to our state of mind. ## A powerful tool, nonetheless UX-design is very important for digital products. Design features around notifications and call to actions, the ones that digital marketeers use to communicate with the consumer, are at the core of each and every online product. Everyone who has a smartphone, intrinsically understands the importance of “the little red dots” that indicate: “There is a message waiting for your.” I have personally turned off as many of these notifications as possible; I know that I’ll check my messages, whenever I want – and I do so far too often, anyway. Yet, we need these triggers to tell the consumer, he’s missed something. We need communication tools to get their attention. The red badges draw the user’s attention and are critically important to our click through rates and how we trigger users to visit certain parts of our apps and sites. ## Are they really looking out for us Facebook decides to move away from this approach and focus on less interaction, more “billboard style” marketing. This has proven to be very successful for Instagram. On Insta, the user is hardly triggered by badges. Maybe, Facebook have learned that users leave their product whenever they are done reading all notifications. Quite possibly, exploration keeps the user engaged and interested. Hence, getting rid of the notifications might not actually be just for our mental wellbeing, but a “time on site” optimization. Our user behavior does not change quickly. We as consumers, get used to the tools we use on a daily basis at some point, but muscle memory takes a long time to build up. Instagram was a game changer for Facebook. The way users interact with Insta is significantly different from the traditional Facebook site and apps. Maybe, Facebook have learned a thing or two here. Maybe, they are not really looking out for us, but merely for themselves. Or just maybe, this was actually a positive, social move – far more significant than we’d ever give them credit for. ### Millennials need structure and a place to sit URL: https://www.livain.com/blog/millennials-need-structure-and-a-place-to-sit/ Last updated: 2026-08-31T12:44:59.000Z _This post is for paying subscribers only._ ### Thoughts on: How to use word of mouth effectively to fuel B2B sales URL: https://www.livain.com/blog/thoughts-on-how-to-use-word-of-mouth-effectively-to-fuel-b2b-sales/ Last updated: 2026-08-31T12:45:01.000Z B2B sales are not very easy to come by. It takes a lot of effort to work your way into the minds and hearts of a company and to promote your products. Therefore, it is important to come up with strategies that help you promote your B2B business effectively. I have elaborated on some of the strategies and my thoughts on word-of-mouth marketing for B2B businesses in the short podcast below. If you would like to dive deeper into this subject or have some great ideas on how to do and promote B2B sales, leave your answers in the comments section below or reach out to me directly. ## Podcast: Word-of-mouth B2B marketing How to promote B2B products and services through word of mouth Summary: Quite possibly the **strongest asset** a B2B salesman can have for his product or services is **word-of-mouth** “marketing”. The reason I call it “Marketing” is that you CAN and should take a systematic approach to promoting word of mouth. Yet, this is something many sales reps tend to forget. The rely heavily on their own personal network (alone) for B2B sales. When you are in B2B sales, you need to make sure that others speak about your services and products. As a salesman, you will want to extend your communication network to as many people as possible, promoting your product and services. > *Why not start with your employees and colleagues in your organization?* Brand advocates from your own organization can help promote your products and services tremendously. Especially when it comes to B2B-sales, be sure to share your work. Give your colleagues a reason to be proud of working at your organization. Each and every single individual in your company can be that sales person you dream of. **Before your go** Please subscribe to my blog. You will be the first to receive my posts and articles on entrepreneurship, digital marketing, tech trends, user experience design and more. No ads, no cost, no strings attached. I write all of my articles and they reflect my personal opinion. I’d love for you to join the conversation. Email Address Subscribe **Twitter more your thing?** You can find / follow and converse with me, right here: [Follow @rlivain](https://twitter.com/rlivain?ref%5Fsrc=twsrc%5Etfw&ref=livain.com) ### Why short term potential should not be called quick wins URL: https://www.livain.com/blog/why-short-term-potential-should-not-be-called-quick-wins/ Last updated: 2026-08-31T12:45:03.000Z There is one term I have never truly understood, “quick wins”. It is a term I hear far too often when meeting (new) clients. Middle managers want and need to show results, quickly. Speed is of the essence and it’s all about showing traction. Hence the term quick wins appeals to them. However, whenever a manager drops the terms “short term,” “fixes,” and “quick wins,” I know there is a bigger problem we need to address. Most times, organizational inefficiencies, poor character judgement (wrong hiring decisions), and a lack of understanding of the business’ challenges lead to the need for hectic improvements. Besides, I believe “quick wins” and short term gains can only sensibly be made when they are part of a longer term plan of action. ## Digital assets serve various purposes In the mid 2000s (when I started my digital endeavors), brand marketeers and influencer marketing had not been established. Digital marketing was said to have zero to no impact on (product and company) branding. The core task of a performance marketeer was to facilitate a transaction. The tools that are at our disposal to work with our digital assets, has changed and evolved since then. This has led to new “types” of marketing manager to join the online game. Websites and apps serve far more purposes than a mere transaction. Yet, the mindset of C-Level executives, who have little or no personal digital marketing experience, is that online drives sales. This leads to most customer requests to focus first and foremost on marketing “inefficiencies” with regards to digital sales. Yet, what most manager fail to understand is the complexity of what the end-consumer expects from a companies digital assets. What they fail to understand: the customer expects far more from an online service. Communication, Service Requests, Information as well as a simple Checkout process and Online Returns Handling are to name but a few things the customer expects. It is highly important to understand that each and ever one of these areas contributes positively to the success of your business. Quick wins, should not just focus on the last mile, but we need to take a customer centric approach to solving his problems. ## Marketing inefficiencies usually not quick wins Some inefficiencies in marketing spend can be “fixed” in a relatively short period of time. However, most quick wins merely patch an open wound. The wound itself needs to heal and putting a bandaid on it will simply hide the fact that it is there. The bandaid does not stop the same problem from occurring over and over again. Let’s say the online marketing budget was not allocated correctly; the best performing search campaigns did not receive enough budget (had substantial missed ad impressions) and the poorest performing campaigns simply waste money. An obvious quick win would be to re-allocate the budget to the best performing campaigns and un-cap the potential. *Yet, we need to understand how this happened in the first place. Why did the responsible account manager not spot these obvious problems? Was he focused on other parts of the business, or did he not understand the implications of his actions?* We tend to forget and neglect the root causes of our “undesirable effects.” I love working with UDEs (Undesirable Effects) because they pinpoint the topics that annoy us; UDEs make our problems tangible. We need to get to the bottom of the problem to solve it, though. The root cause – often caused by a lack of knowledge, the wrong midterm incentives and organizational structure. However, none of these things can be solved in the short term as quick wins. ## Kick-off In essence, fixing a short term UDE does not solve organizational problems. We need to develop a mid- to long term plan of action to tackle the root causes. There is nothing wrong with working on quick wins, but they should be used to that the approach is paying off. By that I mean, prove that you are on the right track to solve your root cause-problems. It is easy to end up in a constant search for quick gains and short term solutions. Hence it is imperative that you as a manager focus your attention on the long term big picture. I personally think it helps to get experts to do the deep dives and find short term gains. But you should use them to develop a long term game plan, too. ## Communicate your steps and long term vision Communication is key in this respect; not just within your team(s), but towards senior management and other important stakeholder, too. The key players in your company need to understand that you have a long term game plan on how you can create the highest possible customer benefit through your digital assets, website and apps. Explain to them the importance of online, stress the consumer’s expectations and use your quick wins to show them the direction you would like to go to. Choose the areas you would like to “score” your quick wins in carefully and deliberately and make sure they support the overall user journey as well as improve the customer experience with your product or brand. And once you’ve done that, you can start to ask your agencies and consultancies for their vision and the first initial steps – instead of quick wins. **Before your go** Please subscribe to my blog. You will be the first to receive my posts and articles on entrepreneurship, digital marketing, tech trends, user experience design and more. No ads, no cost, no strings attached. I write all of my articles and they reflect my personal opinion. I’d love for you to join the conversation. Email Address Subscribe **Twitter more your thing?** You can find / follow and converse with me, right here: [Follow @rlivain](https://twitter.com/rlivain?ref%5Fsrc=twsrc%5Etfw&ref=livain.com) ### Things organizations forget when pursuing digital innovation URL: https://www.livain.com/blog/things-organizations-forget-when-pursuing-digital-innovation/ Last updated: 2026-08-31T12:45:06.000Z Digital innovation in organizations is the single largest challenge of organizations, this century. New technological advancements and breakthroughs are part of our daily lives. It is hard enough to keep up with all the exciting possibilities as individuals, let alone as an organization. If your organization struggles to keep up with the times, maybe you should look carefully at the following three mistakes organizations commonly make with regards to digital innovation. ## 1\. Tech solutions will not solve your problems We need a new website. We need an app that can tailor to the needs of our customers better. And wait, our ERP-system is not up to the challenges of this time anymore, let’s change it. It is common to focus on a tech solution to make all of our problems to away. However, at this stage of our technological (r-)evolution, it is hardly the actual tech that holds us back. The main reason tech innovations do not solve all of our issues is both the complexity of the problems we face and how we (learn to) use the technology. I have been asked to evaluate software packages on numerous occasions. Yet, every time I do so and tell my clients that I would need to look at the skill set and team that uses the technology, too, I get a funny look. We appear to be blind to the fact that our organizations need to grow with our software developments. It is crucial that our employees learn to work with the software that is there – get the most out of it. In essence it always comes down to a combination of what the organization would like to achieve, who the software users are, how skilled they are at using it, and whether or not they are able to articulate their actual needs. Improving tech alone, hardly ever solves the organizational challenges nor remedies deeper, underlying issues concerning the business model. That is why digital innovation needs testing… see next page. ## 2\. Digital Innovation needs testing Let’s say your organization understands the problems at hand and the decision is made to develop a new tool that will help it solve its problems. A plan of action has been made and the technical specifications of your “IT-Product” is there. Have you factored in the budget needed to test your product at market? One common mistake organizations make is that they rely too heavily on their own perception; what has worked in the past and what will work in the future. The market and user behavior changes constantly. It evolves and it is not easy to keep up with the trends. Hence, it is key to plan testing phases and budget for market tests. These market tests can be internally within your organization, to make sure the tech innovation lives up to the expectations of your workers. Or, the budget can be used to test various end-consumer segments to see how they interact with your innovation. I’ve lost track of the number of innovations I have seen fail, because they have only requested budgets to build a product (or raised enough money to build a product) without room to test the market hypotheses. Let’s assume you have successfully created and tested your product, have you thought about the implementation? See next page. ## 3\. Implementing your product This is by far the most challenging part of digital innovation: the implementation phase. It is vital to factor in a large portion of your time and effort into the implementation phase of your innovation efforts. Organizations are large, slow beasts. We need to acknowledge that things were and are done a certain way for a reason. Hence, we need to plan on more than simply explaining the benefits of the digital innovation and new tools. Not everyone in the organization is going to understand and see the benefits of your efforts. Digital change management is by far the largest challenge. It takes mind set (changes and) development, potentially a new organizational setup and above all a lot of patience. We cannot undo or unlearn things we have been doing for years within mere weeks. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2019/06/img_0118.jpg) Factor in the time it takes to teach your organization to work with the new digital tools ### Tech adoption rates are slower than we think Even-though we assume that the adoption rates of tech innovations within organizations are high, the actual usage of new tools is usually far lower than we think. I have seen many companies, incapable of breaking their habits. Some have implemented state of the art communications tools to improve the lives of the employees significantly, yet 99% of the people would much rather stick to their emails and the occasional phone call, simply because that is the way they have worked for years. It takes time for an organization to adopt new technological advancements. Not only do we need to allow time for innovation adoption, but we must facilitate our employees with training, help and support to use these tools. Because in essence, technological innovations are tools we must learn to use. Tools that will help us take more qualified decisions and make our working lives easier. Our organizations will need to learn how to apply the newly found knowledge and create muscle memory around tools they have never seen before. These are things we tend to forget… See next and final page. ## These are things we tend to forget Most of our organizations are not equipped to deal with change. It is not common for employees to challenge their daily doings often, and when they do it must be done right. Hence, we must learn to acknowledge that simply creating a tech innovation **will not solve all of our organizational problems**. Sometimes we create things that cannot live up to their full market potential, simply because we did not allow us time to **test our hypotheses**. And, we did not factor in the actual time it will take us to **adopt a new technology**. Sometimes it helps to look at others – not to gloat about your own change management efforts, but to understand that most organizations have similar challenges. It takes a top level mind set change to acknowledge these factors. It also takes courage to invest in your organization and its people. ### A new group of workers It might be true that a new work force is coming, but it will take at least a decade or two until these workers will be able to run the business by themselves. In most organizations, there are only a handful of professionals who truly know how to take advantage of the technological advancements we have made in the last 10-20 years. Use them wisely to bring your organization up to the next level and do not be afraid to ask for help. One thing is for certain, digital innovation is not a one time thing, it will take a long time for all of us to get used to a new reality. But remember this, do you recall not having a cellphone? Yes, it took us less than 10-15 years to get accustomed to a new technology. But it took Apple, Google, Samsung and friends more than 20 years to develop the tech that is behind it – and they are still improving both their hardware and software. Standing still is not an option, your organization needs to get in the game and learn to innovate. Dare to invest and make a change. ### WWDC19 Apple, what have you got up your sleeve for us today? URL: https://www.livain.com/blog/wwdc19-apple-what-have-you-got-up-your-sleeve-for-us-today/ Last updated: 2026-08-31T12:45:08.000Z We are only a few hours away from Apple‘s annual developer conference. For Apple fans one of the (two) most important day(s) of the year. I really enjoy watching these conferences. Even-though it feels as if these meetings have become more of an evil necessity to the larger tech giants, they do show us what will be coming our way in the upcoming few months. We’ve become accustomed to incremental software updates and developments. But I cannot help but hope for Apple to dazzle us with spectacular new features that will leave us „star struck“ for a some time. The Cupertino-Company is the largest consumer electronics company in the world; claiming their crown through groundbreaking hardware (and software) innovation. Is today going to be a day that will place Google, Microsoft, Samsung and Huawei in the shadow, once more? Or will we be utterly disappointed to get the „regular old updates“ of features their competitors have had for months or even years? ## What to expect As a consumer, I hope to see a couple of new and/or improved tools that will make my life easier. Whereas as a tech-enthusiast, I can help but hope Apple will present us with new features that will blow us out of the water. --- ### Augmented **reality** i-Devices are capable of much more than we use them for. Augmented Reality for one, is still in its infancy. It would be nice to see Apple show off some of their **AR capabilities** and customer-centric applications. (Update) We did not see anything with regards to Apple’s VR-capabilities today. It is probably due to the fact that they are saving it for the hardware releases. The thing is, I would have loved to see more practical applications of the Apple Software ecosystem – Animoji’s are “nice” and all, but hardly change the way we use our devices. All-in-all, the focus of the keynote was very much on the end-consumer. A little gimmicky and did not get technical until Apple introduced the new Mac Pro. ### iMessage Where is WhatsApp is the Messenger are use most frequently I would much rather use iMessage. However it lacks some of the capabilities that other messengers have developed over the years. iMessage has not seen a tremendous amount of improvements in recent years and it is said that we will be seeing a couple of new improvements today. Will we be seeing a new addition of profile pictures and the ability to work with threads? (Update) Yes, we will see some updates to iMessage. We’ll soon be able to add profile pictures to our iMessage accounts and Apple is adding some much needed “WhatsApp-Style” features. Most changes are cosmetic, though. I did not feel as if iMessage was given new killer features that other messengers do not have. For example, the fact that we’ll be able to add Animoji-stickers, is hardly a selling point for me. ### Mail I personally love the simplicity of mail. I am someone who sends a lot of emails every single day and is used to communicating by email. However, for many who have used Microsoft outlook or any other emailing apps, Apple Mail is an inferior product. It focuses mainly on the core features of sending and receiving emails and makes sure that mails look good. But, that is basically it. A complete overhaul of the mail app could be in the making. This is of course something that will not only affect iPhones but also iPads, and iMac alike. It goes without saying that I applaud any improvements to the stock apps we have on our i-devices. And Mail is one of the apps I use most. (Update) Mail is getting some significant improvements. The most important one is Rich Text Editing. The text editor on Mail has always been somewhat limited and even-though a few simple keyboard shortcuts did help to mark up the text, it never had a full text editor. ### iOS Dark mode I am personally not a big fan of dark mode on my phone or any of my devices for that matter. Apart from the minor battery improvements that we can apparently get using dark mode, I find it more difficult to navigate my devices and find the things that are important to me. Hence, I would rather see improvements in other fields of iOS then get a dark mode. However, I do know that this is desired by many iOS users. 9-to-5 Mac already reported that WWDC 19 will most likely be the day we are presented with a dark mode for iOS. They have even shared some initial screenshots. The screenshots show that the iOS dark mode is an in-app dark mode. The core desktop, or home screen application itself appears to be unaffected by dark mode. (Update) So it’s been confirmed what we already knew, iOS and iPadOS (yes, that is the new iPad operating system) will get a dedicated dark mode. Apple seems to be very proud of how beautiful it looks. I’ll have to wait and see whether or not I actually prefer to use a dark mode. In broad daylight I usually prefer a white background so that the call to actions and my text pops nicely on the screen. A dark mode might save a little bit of battery and is easier on the eyes at night, but I am not sure I would really want to use it during the day. To name but one example: I have started to prefer using Apple Music over Spotify due to the light and bright background. Spotify is not always that easy to navigate and I simply prefer brighter apps. (And I am convinced my headphones sound a tad better using Apple Music for some odd reason). ### **iOS** 13 And iPadOS Dark mode will probably come with iOS 13 and everything that that entails. The software improvements could really help us bring useful features to our devices. I personally think that security and privacy will be big topics at this year’s WWDC 19\. All big tech companies are talking about security and privacy as their main selling points. I think Apple won’t be much different. To what extent any new privacy features will be incorporated in iOS 13 we will have to wait-and-see. (Update) Okay, so all of these features come with iOS13, but there is one bit and fantastic “but,” the iPad has outgrown the iOS capabilities and will be given it’s own OS-platform called iPadOS (okay, not the best of names, but who cares). The iPad is the future of computing as Apple puts it. I would not disagree. I absolutely love my iPad Pro and would much rather work on my iPad exclusively, than carry around a laptop and iPad every day. The iPad does everything I need, but there are some software limitations. Some of these have been addressed in the first iPadOS release. To name one of the things that stand out: Safari will become more powerful and serve the desktop versions of websites as it’s default instead of the mobile versions. Next to that, there is a new file system that helps us to download files directly from the browser and store them in a central place. Furthermore, the iCloud file storing system has been updated and will get more of Mac feel to it. We’ll also be able to share iCloud folders, directly from our iPads. Not to mention, the screenshot features will improve (including taking full page-screenshots) and we’ll be given new three-finger controls for copy pasting virtually anything as well as “undoing” our last action on the iPad. All-in-all one of the most exciting parts of the keynote and a great step forward for the iPad ecosystem. ### **The** end of iTunes The end of an era is (finally) here. Buying and owning music is a thing of the past – paying to access it is the way forward. It is more convenient, creates a greater lock-in effect and continuous cash flow; hence, “we” love subscription models more than having to buy single items. Today is said to be the long awaited communication around the end of iTunes. The question is: What will we get back for it instead? A new gaming subscription platform? Or improvements to Apple Music? (Update) Yes, it is official, iTunes = out. I don’t think there is much more to say to that. We’ve started to use the AppleTV- and Apple Music apps. Nobody buys music anymore – simply because they really do not have to. I am glad they’ve pulled the plug on iTunes, it cleans up the number of products they have quite a bit and I’ve never really used it. Well, apart from the odd – “please authenticate your credit card on iTunes” message that did not want to go away. I wonder where Apple’ have us do that in the future. ### Hardware, **Mac** **Pro** upgrade For those who want some real power, the Mac Pro is still the best way to go. Laptops have improved tremendously over the years and iPads have as well but many people work at home behind a desk. The Mac Pro hasn’t seen a serious upgrade in years. It is a small power computer that packs of real punch. Perfect for graphic designers, architects, or anyone who needs real computation power. It would be nice to see apple introduce a piece of hardware we haven’t seen coming at all yet. Of course they have their product release cycles, but that doesn’t mean that it wouldn’t be great to see if they would break them for once and really surprise us. (Update) With all this talk about software, thank god Apple introduced some new kitchen appliances to the game. The most powerful cheese grater in the world is what they call it. The Mac Pro is a beast of a machine, basically a really really fancy desktop computer. Nothing like the small and cute trash can of a Mac Pro it brought out a couple of years ago. If you are in the market for the best hardware out there, have a look at it. The Mac Pro’s prices start at 5.999 USD, not the cheapest piece of hardware – but if you really need it to work on Video’s (cinematic movies is probably the better word for it) or you work with extremely large data sets, this machine is certainly for you. Any regular user can happily wait for the new product releases in 6 months. ## What would you like to see? I think I could go on and on contemplating about what we might be seeing in a couple of hours. But I think I would much rather wait and see what is going to happen and report afterwards. What are some of the features that you would like to see Apple bring to the table tonight? (Update) The most exciting part of the Keynote was iPadOS to me. I love my iPad and I hope it will get the software it deserves. This is a step in the right direction, even if the features they showed were not huge changes, these would improve my personal user experience a lot. Of course there was a lot of talk about privacy, too. As all tech giants are going on and on about the fact that they basically know nothing about you anymore and let you decide how you want to share your precious data. Apple is no exception to the rule. Some features like the “sign in with Apple” are going to be great for consumers, a big challenge for companies, though. But at the end of the day, software is there to make our lives easier. I hope they’ve thought these topics through for both the end-consumer as well as businesses. An exciting day goes to an end and it was a great kick-off to the WWDC19\. Looking forward to the in-depth sessions in the days to come. ### Why look at others? URL: https://www.livain.com/blog/why-look-at-others/ Last updated: 2026-08-31T12:45:11.000Z Points of reference help us determine where we are today, whether or not we should change something and if we match expectations. If you want to know how you are doing, you need to compare yourself to others. That is how we were raised, that is how we determine whether or not we are running a good business. Whenever we read about a new IPO, we instantly look at other similar companies in that industry to see “how big” the IPO was compared to those of others. Interestingly enough, regardless of the IPO targets of either one of the two. What if the IPO-goal was to raise X-million dollars, and the company more than superseded their own expectations? Have enough to take the next steps in their company development? Why is that not important? What would happen if we would only look at our own expectations? Would we **be** **happier** and possibly more **“successful”**? ## Driven by others I don’t really know if I am running a good business or not. At least, I don’t know whether or not I am doing well compared to others. Should I care? Sometimes I do actively think about it. Simply because maybe it would mean missing out on opportunities that I am actually striving to capitalize on and need to reach my goals. But, in the last couple of years I have noticed that I seriously could not care less how others are doing. I have my own goals, developed my own set of rules on what I think is important and what is not. Next to that, I have a great team of people around me who help me develop those thoughts even further. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2019/06/img_0112.jpg) Which is better? Does it really matter if both meet your expectations? The thing is, once you are driven by the objections of others, you force yourself to look at the world from a different perspective. Surely there is nothing wrong with that, but the views of those you are trying to please, need to match your own expectations. I believe that it is far more important to meet my own personal aspirations, first. Move forward and do my thing. I know that once I start to care and possibly worry about how well/or bad others are doing, it will change the decisions I make. ## Make a change The best thing about change, is that it is constant. We are in constant motion and need change to thrive. Humans are terrible when things stand still. We let our work slack, relationships unmanaged and forget to spend time out-of-the-box. > I don’t want to be like everybody else. I want to learn to make my own mistakes. Mistakes that help me develop myself and those around me. In essence this means I do not want to do things too conventionally; be different and use the tools that are readily at our disposal in unconventional ways. Essentially, I strive to teach others how they can learn to change; That they do not need to be afraid of change as a concept, but let it come naturally. Change is part of growing up. Change is finding yourself and your way to do things. ## Roadblocks I have noticed that when I am stuck on a single chore for some time, I get good at it, but the level of innovation goes down tremendously within a relatively short period of time. Once I have created the setup I like, I tend to leave it that way for a while, until I hit an unequivocal roadblock. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2019/06/img_0113-1.jpg) Work on solutions until you hit a roadblock, or take another route Organizations are essentially nothing more than a collective group of people who work on one goal, but each fulfill different tasks within the group to reach that one goal. When an organization reaches its steady state, it does not need to innovate anymore. As soon as things go as planned, they switch to auto pilot-mode. There is no need to change a winning team, or the game plan for that matter. Everyone in the organization is asked to continue their tasks and work with the purpose of keeping the ship steady. Very few organizations actively tell their employees to find roadblocks. Yet, I strive to do just that at GANDT Ventures. ## Take on challenges One of the general motto’s I work by is: “give it a go, take care of problems as they arise.” My team has learned to think that way, too. It is great to see that every time we get a customer request, each individual thinks about solutions first – before diving into the potential roadblocks. > We constantly force ourselves to move forward towards the next roadblock. Of course within the boundaries of what is possible, but with a decisive “why not-” attitude. I also preach and teach everyone to follow their instincts first. See whether or not their ideas hit home, before we look at how competitors approach an obstacle. This gives us mental and creative freedom to come up with solutions; solutions others might not have come up with so far. I aim to create a team of individuals who speak their minds, come up with solutions and learn to believe in their own, personal approaches. This is not always the best method or most efficient way to deal with issues. However, it does help each and every one on the team to look at problems from a solutions standpoint and let’s them deal with limitations differently (possibly later). With time they’ll learn to identify the roadblocks earlier. They’ll learn to speak to our customers about these roadblocks before starting on an endeavor. But, it is important that they learn to take the maiden route and simply go for it. I will not stop anyone on the team from trying to help a customer out. ## Learn from others As you might have understood by now, I run a consulting firm. We help companies innovate and change their approaches – ideally using data and digital tools. We have learned that we are a consulting firm, not a full-fledged venture builder, innovation-fundraiser or an agency. But we apply techniques and working methods of multiple company types. > If I were to describe the core GANDT Ventures Team at this point in time, I think of each individual as an opinionator, coach and advisor; each with their own strength and weaknesses. What I’ve learned from working with agencies, consultancies and venture builders alike, is that they each have their own approach to business. It is hard to compare our business ethics and ideas to those of a classical agency, though. Nor do I want to measure our success by looking at the amount of people we have “placed” or hired at or for our customers, or by the amount of employees we have within the group/our extended network. In essence, I refuse to measure our success by means of looking at others. ## Buckets to strive for: Empathy and understanding What we can learn from others, is how the market perceives and understands service companies like ours, though. Buckets exist, whether we like it or not and we need to know what we are and what we aren’t. I want to work in the field of innovation and digitalization. And each and everyone on the GANDT Ventures team wants to work in this field. Our companies allows us to help out others who are struggling to keep up with innovation topics. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2019/06/img_0114-1.jpg) Believe in yourself – learn that your opinion matters and allow others to make mistakes Yet, I strive to do much more than that. I want to leave a lasting positive impression with our customers – as knowledgeable and great individuals. The only buckets we strive to meet are those of **empathy**, **understanding** and **knowledgeability**. I admire companies and individuals who achieve these values; who not only say they care, but who show they really do. Regardless of the industry, those are the companies and individuals I want us to learn from. If next to that, our company allows us to provide for more and more families whilst helping others, that is great and the only admirable thing we will continue to work for. Success cannot be put into numbers, but knowing that you are actively making a difference to people’s lives, is all that’s needed. That is what makes me truly happy, satisfied and why I continue to get up early every single day to make a difference. That is, what makes us as a team and a company, *successful*. **Before your go** Please subscribe to my blog. You will be the first to receive my posts and articles on entrepreneurship, digital marketing, tech trends, user experience design and more. No ads, no cost, no strings attached. I write all of my articles and they reflect my personal opinion. I’d love for you to join the conversation. Email Address Subscribe **Twitter more your thing?** You can find / follow and converse with me, right here: [Follow @rlivain](https://twitter.com/rlivain?ref%5Fsrc=twsrc%5Etfw&ref=livain.com) ### Should entrepreneurs track their time? URL: https://www.livain.com/blog/should-entrepreneurs-track-their-time/ Last updated: 2026-08-31T12:45:13.000Z We work a lot, we can work as much as we want, really. To a certain extent the amount of hours entrepreneurs put into their life’s work is disproportionate to what they will ever get out of it. Do you feel like you don’t know where your days went, sometimes? I sure do. There are so many things I could and probably should be working on. I surely don’t always use my time wisely. But over the years I have gotten better at planning my days – and blocking the time I need for important topics. Ever now and again, I use a time tracker (like [clockify](https://clockify.me/?ref=livain.com) or [timely](http://timelyapp.com/?ref=livain.com)) to check how I spend my days. It really helps me re-focus my attention on the things that count. It is not a daily chore I (can keep up with and) do regularly, but every 3-4 months I track actively use a time tracker to see what I’ve been up to. ## Why not use your calendar? You are right, if I would take care of my calendar well, I could track what I have done, too. Yet, I find it hard to really put all of my activities in my calendar. I basically just have my customer touch points in my calendar and team meetings. Hence, there is a lot missing. Next to the obvious “I don’t track everything I do in my calendar,” it is not the best tool for reporting. I want an easy and simple tool with a couple of graphs, possibly business values to go with it (billable hours), to see how I am spending my time – wisely or not. One thing that is also not great about time tracking using your regular calendar is the fact that you cannot always control who puts the topics in your agenda. Some invites come from my colleagues and clients; these are usually not named using my (preferred) naming convention and partially hard to read/make up what it was about 6 months from now. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2019/05/img_0109.jpg) A diary or calendar can really help – be precise and write down “everything” ## What to log Want to know what you have really been up to? Use a tool such as Timely to really track your daily doings. There is an option that lets you track how much time you have spend on presentations, your emails and even on which client you have been working. *I am sure not all companies allow you do install a software like that on your computer, but when you are a self-starting entrepreneur you should really check it out.* Ideally, you’ll simply log everything. Not just the obvious meetings, but also the work you need to put in before or around it. I sort of know the main big blocks of meetings and presentations I have held, but it is not that easy to pinpoint how much time I have actually spend preparing them. ## Prioritize and budget So a couple of weeks per year, I log every single activity I do. From answering emails to my colleagues (coaching) to preparing presentations for our clients and administrative work – life of a CEO is not always a lot of fun. *This not only helped me understand how long I take for certain tasks, but it also showed me how much time I spend on non-customer related things.* Logging my full days, allowed me to calculate close to perfectly how much support I needed in certain areas (such as accounting and finance) and the amount of time it would free up on my calendar. Essentially it was more than a prioritization exercise, it was also a (time-)budgeting one. I want and need to know exactly how much help I need and can afford. Furthermore, I found out that there are days in which I spend the best hours of my day with chores that do not always need a lot of mental capacity / or attention. When you log the time you spend on your days as entrepreneur, you will quickly see trends on how much you work on what and when you do it. ## Don’t over-do it Seriously, life of an entrepreneur is challenging. I would not advise you to track your every single day to try and optimize exactly how you spend it. It is really important to **stay creative and flexible** as an entrepreneur. Yet, I would advise you to give it a shot for 2-3x per year to see if you are still doing things right, focus on things that really make a difference and support you in your core business. You need to be in charge of your day if you want to work efficiently and effectively. Time tracking can help you do so. So take some advise from someone who is used to juggling his time between clients, colleagues, chores and his personal life – sometimes successfully and other times, far from that. Give time tracking a go to see how you are spending your days. It’s work your time to do so ever so often. **Before your go** Please subscribe to my blog. You will be the first to receive my posts and articles on entrepreneurship, digital marketing, tech trends, user experience design and more. No ads, no cost, no strings attached. I write all of my articles and they reflect my personal opinion. I’d love for you to join the conversation. Email Address Subscribe **Twitter more your thing?** You can find / follow and converse with me, right here: [Follow @rlivain](https://twitter.com/rlivain?ref%5Fsrc=twsrc%5Etfw&ref=livain.com) ### Things Entrepreneurs in service businesses should do more URL: https://www.livain.com/blog/things-entrepreneurs-in-service-businesses-should-do-more/ Last updated: 2026-08-31T12:45:16.000Z Being an entrepreneur in a service industry is challenging. There is a constant struggle for cash flow, battle for good quality employees and the need to serve each and every customer as if your life depends on it. Even-though this might sound exaggerated, it reflects a large part of my emotions in the last few years. I picked up my first (real) job, during the last years of my studies. After a short period of 12 months in a corporate environment, I chose to go my own way with a couple more senior colleagues I had gotten to know. Hence, I have not really spend much time in a truly corporate environment and dove straight into entrepreneurship. However, the first few projects I worked on were B2C projects, including our own products and services. Ten years later in 2015, I decided to give the service industry a go and work „for others“ to support them with their innovation efforts and digital endeavors. Four years down the line, I can happily say that all the cliches of tertiary service providers and startup-struggles have applied. But, we have gotten stronger year over year, grown the business and successfully scaled our services from dealing with one single customer to 6-10 in parallel, two hubs of international teams in Switzerland (Zürich) and Germany (Munich), without any external funds. But we didn’t get there without learning the hard way. The B2B service industry is highly competitive and regardless of how strong your team might be, you will need to learn to maneuver your way around the B2B-service jungle. ## Some mistakes can be avoided Positive tips and tricks might be confidence boosters, but what really takes you and your company a step further is understanding the things you should really fear. As a bootstrapped company, the one thing I have needed to make sure is that the cash flow is sufficient to meet our customer demands. We do not just need cash to keep our operations going, but we need **margin we can invest in new team members and infrastructure**. The better we do our job, the more our clients learn to expect from us, and with that comes investments. One key mistake we’ve made when starting out was to price our services in a way that it would cover our operating expenses. However, we did not factor in what would happen 6-12 months from now and what could possibly be required from the client if we were to keep him happy after the on-boarding phase. We now plan for the future, regardless of the size of the account – we plan on keeping and growing the relationship with the client from day one. Essentially this translates to: **Start small, think big, communicate often** ## Start small When you have the opportunity to help someone out, do it. It does not matter how big or small the customer or project is. One of the biggest mistakes is to focus on big projects with large customers from day one. You will want to build up a reputation and track record, which means you’ll need to get on the score card. When you are a young, new company odds are you will need to work on your reputation. I find it is best to simply show someone what you can do. Give them a “taste” of the action. You don’t need to see a big project from day one. It makes far more sense to simply help out for a couple of days, and paint the big picture for the future early. Once you get started with a client, opportunities will naturally evolve as you go along. Most of the times, the initial request is not what you will be working on with them, twelve months from now. We’ve tried to sell larger projects from day one, but it is a hard sell to make. When you have just started out with your business, cash flow is key and you will want to get in there and simply do something. This does not mean that you need to discount your service in any way, just keep it sensible and don’t try to hit a home run on your first pitch. It takes time to build up relationships and trust. Use it to get to know the customer and your own (teams) capabilities. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2019/05/img_0106.jpg) Put in the work before you pull out the biggest pitch ever. Get to know your client and their challenges first ## Think big This seems so obvious, however I feel it does not come natural to many to dream out loud. Whenever you are invited to give your opinion on how someone is running their business, don’t focus on the here and now but tell them about your dreams for them and the future. Ideas are what drive service businesses. We need to come up with new approaches and ways to serve our customers, continuously. You need to force yourself and your team to get creative, think outside of the box and most importantly forget about the daily limitations your customers face. Whatever problem your service business tries to solve, it is only as good as the additional value it produces. If your service only solves one single problem for the customer, you should still try to think bigger – learn about other limitations within their business model and learn with them. That will help you develop your services in the long run and offer a superior service to your competitors. ## Communicate, a lot So you have gotten started with your client and you have some great ideas on how you can help them grow their business, super – now you just need to tell them! We tend to speak to our colleagues more ABOUT our clients than we speak to them about how we see their business. It is absurd, really. It’s so much easier to take about someone behind their backs than tell them how it is. Yet, as a service provider, this is really important. You need to be open in your observations and help those who want to listen to your views on the ways things are run. I spend at least one whole day a week, speaking with our clients regarding my observations. Sometimes they listen, sometimes they don’t. But, they appreciate the openness and the ideas. If they don’t, that is a sign that we are either on the wrong track or we “just don’t hit it off.” Whatever your relationship is with the customer, you need to speak with them – more than you really want to. It takes courage to speak your mind, and you need to learn to find the right communication medium with your clients (some love to write WhatsApp messages, prefer one-on-one time, or a simple e-mail could do). But one thing is for sure, it will improve your relationship with the customer and give you the possibility to go for an up selling opportunity in the long run. ## Service is about communication I pay a lot of attention to communication skills in our job interviews for new teamies. I really want to make sure that each and every one on the team is able to speak their minds freely and openly. I thoroughly believe that this is the key to running a successful service company. Whether you are a b2b software provider or run a consultancy, it does not really matter – both are about creating a customer relationship and tailoring to the needs of others. You need to plan on spending a lot of time working on solutions and ideas for your customers, possibly without being paid. But you should not see it that way. It is crucial that you learn to understand and communicate your solutions for your clients. Most clients do not know exactly what they are looking for, and when you do your job right you might even not really know what you would like to (and can) sell yet either. **Start Small, Think Big, Communicate Often.** **Before your go** Please subscribe to my blog. You will be the first to receive my posts and articles on entrepreneurship, digital marketing, tech trends, user experience design and more. No ads, no cost, no strings attached. I write all of my articles and they reflect my personal opinion. I’d love for you to join the conversation. Email Address Subscribe **Twitter more your thing?** You can find / follow and converse with me, right here: [Follow @rlivain](https://twitter.com/rlivain?ref%5Fsrc=twsrc%5Etfw&ref=livain.com) ### Why I spend less time on social media when traveling URL: https://www.livain.com/blog/why-i-spend-less-time-on-social-media-when-traveling/ Last updated: 2026-08-31T12:45:18.000Z There are days in which I spend way too much time by myself. I focus on my own thoughts, my problems and my own to do list. It is easier to spend time wondering about your own problems than those of others. However, it is far more gratifying to take on a challenge for and with your peers. Is there such a thing as too much alone time? I definitely think so. Interestingly enough, distance is a very deciding factor in this. I don’t know if i‘ve ever really been homesick. Distance does not bother me much, just a lack of communication. ## Travel is a conversation starter The funny thing is that when I travel, I feel others pay far more attention to me and my wellbeing. They want to make sure that I am well and touch base more frequently, than when I‘m at home. And I do the same, too. Whenever I am far away from home – well, at least far enough that I cannot get back home at night and sleep in my own bed – I call my friends more often and reach out to my family to touch base. Being in a new place is of course a great conversation starter. You want to tell „everyone“ about your experiences and brand new impressions. Hence, I too pick up the phone more frequently when I am on the road and simply call my home base to share my impressions. ## Social media is not always the right outlet I have been on the road quite a lot in the last couple of years. I spend an average of 10-15 days per month in hotels in central Europe, or the United States. And every time I travel, I learn something new. The food is different, the streets, people and modes of transportation are different – everything is, really. I guess my days would be fantastically instagramable :-D. Yet, when I am on the road, I‘d rather soak up the impressions of the people and how they live than share pictures of „them“ and these situations on Instagram or Facebook. I love to take photos, though. I‘ve always got a decent camera in my travel bag, ready to go. But whereas we seem to have created a habit of needing to share every single image we take, I would rather keep some or even most images for that matter, to myself. Traveling is a personal experience. And the things that stand out to me, regardless of whether they resonate with my social media following or not, are somewhat „private“ in a sense. ## Social media helps me connect Okay, but I can also not deny that social media play a big role in the lives we live. Instagram, LinkedIn and Facebook are great communication platforms, that help us get the conversation started. These platforms are a way of showing what it is I am working on and what I do. And even though I preach to my clients that they should be more outgoing and share their journey as much as the end results, I personally don‘t do much of it. I think the main reason for my lack of social media communication is the fact that I am less alone on my travels than when I am at home. I actively pick up the phone and force the conversations when I am not there. Hence, the need to share a picture of every single restaurant I‘ve been to or the 100th image of some random skyscraper on 5th avenue in NYC is just not interesting to me. I‘d rather FaceTime my parents and friends personally and show them around ;-). Maybe this will give you something to think about, too. Share your impressions, involve others in your lives, but don‘t forget to connect. **Social Media is a conversation starter, not the actual conversation.** **Before your go** Please subscribe to my blog. You will be the first to receive my posts and articles on entrepreneurship, digital marketing, tech trends, user experience design and more. No ads, no cost, no strings attached. I write all of my articles and they reflect my personal opinion. I’d love for you to join the conversation. Email Address Subscribe **Twitter more your thing?** You can find / follow and converse with me, right here: [Follow @rlivain](https://twitter.com/rlivain?ref%5Fsrc=twsrc%5Etfw&ref=livain.com) ### Facebook Portal misses out on most promising target group URL: https://www.livain.com/blog/facebook-portal-misses-out-on-most-promising-target-group/ Last updated: 2026-08-31T12:45:20.000Z One of the biggest pains in the office, are video calls. Laptops and Tablets simply don’t cut it and a good video calling system is really expensive. That’s why I was really excited to see the features of the Facebook Portal. After it first launched a couple of months ago, it soon got quiet around Facebook’s first real hardware device. It is somewhat of a single purpose device, but the specs and the software features especially make it very interesting for smaller businesses and consultancies. Zoom in, zoom out. The demo just looked so great. I have never seen the device in real life – but I imagine it to be a lot of what I would want to see in a simple video calling device. ## Screen and audio quality a big plus The screen is crisp, it’s a decent sized 15.6” (portal plus that is) and the sound is supposedly some of the best in class. Especially the noise canceling features are said to be great. Apart from the fact that it was built by Facebook and the number of apps on the thing are quite limited, it seems like one of the best small-office-to-small-office video device. I have read in numerous reviews that the tone quality is absolutely fantastic on the device. Many have said that it has been the best calling, video calling experience that they have ever had. What is interesting about the screen, is that it is not static and can’t be moved to fit the user interaction mode. The screen on the Facebook Portal can be turned into landscape- and portrait mode. A big benefit for those conference calls with people on their smartphones. It makes the device feel more natural and the person on the other side of the screen come across more natural as well. ## WhatsApp support At the latest F8 developer conference in April 2019, Facebook announced the Portal will support WhatsApp video calling in the near future. That would be a big benefit for most users and integrate both Facebook assets (WhatsApp and Facebook Messenger) into one integrated service for the first time. The integration of WhatsApp is a huge deal for Facebook and for everyone else. This would be the first time that Facebook attempts to integrate both the Facebook messenger and WhatsApp into one product. It is their goal that we will be able to communicate with all of our contacts across all of their messaging apps equally. This means that when you are used to communicating with someone on Instagram, You could soon reach out to this person through WhatsApp as well even if you don’t have their phone number. There are still a number of data production issues to be overcome before this can truly work, but the fact that we are able to call someone through WhatsApp on the portal is a step in the right direction ## Price point Facebook is taking the same strategy as Amazon with the introduction of the Portal, they are giving away the hardware at an extremely low price. The Portal might be a somewhat limited device, but with Alexa Support build in and great video calling capabilities for less 200 USD the Portal is an absolute steal. The portal+ comes in at 349 USD and is available for even less than that on Amazon and in Best Buy stores. The thing is, they want the Portal to be accessible to the masses. But in all fairness, I believe cutting the price down to a minimum will make smartphones and tablets simply seem overpriced. Businesses are used to paying more for superior quality. At this price point, it will be hard to position the Portal as a serious contender and alternative for businesses. I do believe it could be a great tool for smaller business of 5-15 employees. You have no idea how much time we waste trying to get everyone to logon with their laptops and tablets to join a conference call. It can take up to 20 minutes for a small group of 4 to 6 people to join a single conference call. And small teams especially this is an absolute waste of time. ## We need more boldness from Facebook I think Facebook is really on the right track with this product. But I personally believe that is not marketed correctly. It can do a lot more than they tell us, and want to make us believe. The focus on the family life, games and fun might be appealing to a small target audience, but I personally believe that this is not the best way to market this great product. Let’s face it, Amazon Google and maybe even Apple have a bit of a jumpstart when it comes to smart assistants in our homes. Especially with regards to voice assistants Facebook is nowhere to be seen. And this makes sense, simply due to the fact that Facebook do not have the hardware legacy that the other companies have. It is needless to say that Facebook have the resources to bring a great hardware product to market. Yet, the portal seems a little bit unfinished and rough around the edges. It is actually an excellent product waiting for the right target audience. I do highly question whether this is the perfect product for Facebook as such. I think what we need is more boldness from Facebook. They have to show us a product that they really believe it. Show us the future, show us what a full messenger integration across all platforms could look like. I think that the portal shows that Facebook is generally capable of producing good and solid hardware products. However, we need to create a product that is able to win over the masses. The portal in its unfinished state, lacks the appeal and strength. Even though the device is not available in Europe just yet, I’m hoping to get my hands on one or two in the United States in the coming few weeks so that I can give s full review of the product myself. So am I am sure this article will be continued… 😉 ## Had a little test-run in an Amazon bookstore Oh a quick little update, I had some time to play with a Facebook Portal+ in an Amazon Bookstore and I have to say it was better than I had expected. The sound quality is grand and the video features blew me away as a first impression. The product is really well build, but a bit bulkier than I had anticipated it to be. What stood out what the „snappiness“ of the user interface. The hardware was just right and nice and fast. Next to that, the screen is great. Just what you would expect of a video calling device. What I did realize is that it‘s not possible to show your screen to someone, add „non-facebook messenger“ users (zoom or appear.in do not have apps that can run on the Portal, yet), and the portal+ is quite big. Which is not a problem in an office setting at all, but it would be a little bit too much for our kitchen. If this device would **support WhatsApp (video-)calling**, it would make a huge difference and it would be an absolute no-brained for me and the team to get some for our conference rooms – and possibly at home to call each other. Facebook, you really need to step on the gas and get that up and running for us! It would be such a huge game changer. I think I‘ll wait until the Facebook Portal becomes available in mainland Europe to get one with a European plug. So looking forward to this already 🙂 ### Google Duplex is a game changer URL: https://www.livain.com/blog/google-duplex-is-a-game-changer/ Last updated: 2026-08-31T12:45:23.000Z When Google introduces a feature, it has the power to change the way we use the internet. Google is more than just the gateway to the world wide web, the tools they create are installed on nearly 80% (Android) mobile devices worldwide. Hence, the I/O developer conference is a yearly highlight to look forward to. My personal highlight, the developments around Google Duplex. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2019/05/google-duplex-1.png) ## On the hardware side of things Yesterday, Google presented us with a couple of new tools and software features; some of which have the potential to change our user behavior fundamentally. On the hardware side of things, it introduced a few mid-class smartphones and a “Facebook Portal-Like” home video calling system (Google Nest hub max – what’s in a name); both products did not leave much to the imagination. The new hardware products are nothing more than extensions of the current product offer. Adding a “budget” smartphone (which is now just as expensive as the original Nexus devices we used and loved 5-6 years ago), probably makes economic sense. Furthermore, Google had to show they could match Facebook’s video calling (zoom-in, zoom-out) skills, too. None of these products blew me out of the water, though. They are new iterations of products that have been around for a while. It came to show that Google is still more a software company than anything else. Sometimes I feel we want Google to be more than that, but they simply aren’t. ## Foldables When it comes to software, the Cupertino company has shown us that it is prepared to provide hardware players with the necessary platform to perform. Google was quick to jump the bandwagon and provide us with some new insights on their software solutions for foldable smart devices. Yet, we have only really seen Samsung make a move in the foldable space; with mediocre success. The first foldable Samsung brought to market was underwhelming, at most. However, it did give us a glimpse of what is install for us in the years to come. When it comes to foldable devices, the hardware side of things will need to catch up with the accompanying software. Google is ready to facilitate that piece of the puzzle. ## Duplex can change our behavior There was one software development that really stood out at this year’s I/O conference: Google Duplex. Google will bring it’s AI software assistant to the web. https://techcrunch.com/2019/05/07/google-is-bringing-ai-assistant-duplex-to-the-web/ Artificial Intelligence is starting to be intelligent and useful. Last year, we were shown how Duplex can schedule an appointment for us and make simple – human-like – phone calls. Creepy some say, but very impressive. This year, Google showed off Duplex mad web-skills. Based on all of the data we readily provide on a daily basis when using Google products, Duplex helps users fill out forms, schedule appointments, rent cars and more. https://twitter.com/rlivain/status/1126020961701191680 The fact that Duplex can fill out forms for us on the web is not the impressive part, the fact that it has the capability to make choices for us based on our past behavior is. ## In a Duplex-World Now let’s consider a world in which Duplex actively takes decisions for us. > Let’s say, for example, you get a calendar reminder about an upcoming trip. You can then ask Google to rent a car for your next trip. Duplex will then open the car rental company’s website and fill out all of the necessary information on your behalf. Before submitting the request, you can double-check the details. The thing is, Duplex does not only fill out the forms for you, it actively takes decisions based on past behavior. It selects the car category / price class for you, ticks the box on insurances and options automatically and more. > This changes the user experience and the interaction with **the brand** considerably. Google states that you have the choice to **overwrite any of the choices made by Duplex**. However, it also skips the part on the options that would have been available to the user. It could potentially mean that the user is not subjected to all of the options that would have been at its disposal, had he gone through the forms himself. Google argues that the user experience is vastly improved – it certainly makes things easier and quicker for the user. However, similarly to Amazon Alexa and all other voice assistants, “they” have the possibility to make choices on behalf of the user. This enables both Google and Amazon alike to become the middlemen. ## UX becomes more(?) important UX compliance with Google’s capabilities and tools becomes increasingly important. The more compatible your website and booking platform is with the assistants out there, the higher the likelihood of Google/Amazon to choose your site as the go-to place for new customers. > Convenience is key – the faster the user can get what he wants, the better. Brands need to understand the impact this will have on the way they build their web services. Discovery is done more and more through discovery apps such as Instagram and Pinterest, whereas the booking/buying part of things is slowly but steadily automized by Google and Co. If your USP is the user journey on your website, you might be in a good place. However, we need to start to plan on users spending less time on site browsing for options. This leaves Brands and Retailer alike to have less time with the user on their own site. Instagram is also eyeballing direct purchases from within the app. This too will lower the user time on site with their favorite brands. Read more about Instagram’s Checkout for Business(es) here: [https://www.theverge.com/2019/3/19/18271840/instagram-checkout-shopping-facebook-business](https://www.theverge.com/2019/3/19/18271840/instagram-checkout-shopping-facebook-business?ref=livain.com) ## Organizational impact, why C-Suites should care When Duplex can take care of the technical booking/interaction with the Brand, this potentially shifts our product attention more towards discovery and product/brand communication. When the adoption rate of AI-assistants grows, our product focus will change significantly. It is important that product owners and C-Suite Managers that we learn to understand the potential impact of such changes on our work and the organizational structure. The core focus of digital product and marketing teams will significantly change due to these developments. My best guess is that teams who learn to adapt most quickly to these trends will come out strongest in the long run. Ask your Chief Information – or Chief Digital Officer how he sees these market developments. Don’t forget that IT-adaption takes time – so think lean and think ahead. **Google Duplex is a game changer**, the question solely remains how quickly users will start to adopt the technology and rely on it. **Before your go** Please subscribe to my blog. You will be the first to receive my posts and articles on entrepreneurship, digital marketing, tech trends, user experience design and more. No ads, no cost, no strings attached. I write all of my articles and they reflect my personal opinion. I’d love for you to join the conversation. Email Address Subscribe **Twitter more your thing?** You can find / follow and converse with me, right here: [Follow @rlivain](https://twitter.com/rlivain?ref%5Fsrc=twsrc%5Etfw&ref=livain.com) ### Silent retreat – constant communication wears you down URL: https://www.livain.com/blog/silent-retreat-constant-communication-wears-you-down/ Last updated: 2026-08-31T12:45:25.000Z I can fully relate to the fact that you need peace of mind sometimes. We live in a world in which we are subjected to constant triggers, and we are always asked to be available. For those who work in tech, you’ll know that your phone/laptop or tablet is never far away. You are always on standby. I need to force myself to turn off all notifications settings. This is the only way I can be in control of my own day. I need to be able to decide when and where I want to check my messages. ## Silent mode As an example, I got some messages on Slack yesterday, but I was unable to answer them because I was in a workshop all day. This morning I started to receive the first nervous messages already regarding the fact that I hadn’t answered yet. I think many people can relate to that. I have become worse and worse in answering my WhatsApp messages and slack messages. This is simply due to the fact that I don’t want to answer every single message I received straight away. I simply can’t. I have turned off my notifications (on my phone and laptop) along time ago already. I know that I need to be in control of when I answer which requests. ## Call me? If it is really urgent my closest colleagues and friends will know that they simply need to pick up the phone and give me a call. In fact, it’s interesting to see that I have started to treat instant messages as emails. Nobody can and wants to be on call 24/7\. Maybe meditation helps. Yet, I also think we need to teach each other that we cannot constantly cry for each other’s attention. Maybe I’ll spend my next holidays at a meditation retreat, too. 🙂 > Silent mode: Why the stars of Silicon Valley are turning to silent meditation retreats https://www.fastcompany.com/90334124/from-hacking-the-mind-to-punishing-ennui-techs-brightest-are-taking-to-silent-retreats?partner=feedburner&utm\_source=feedburner&utm\_medium=feed&utm\_campaign=feedburner+fastcompany&utm\_content=feedburner ### How to “manage” the challenges of a growing organization URL: https://www.livain.com/blog/entrepreneurship-organizational-development/ Last updated: 2026-08-31T12:45:28.000Z The main challenge in starting your own business is not in managing its day to day operations, it is managing growth. The main issue is that an entrepreneur is intrinsically drawn to development. When things don’t move forward, it feels as though you (as a founder or manager) are doing a bad job. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2019/04/marvin-meyer-571072-unsplash.jpg) To a certain extent, this holds true; your competitors and market conditions change constantly and you will need to adapt accordingly. However, I believe for a young organization (<50 employees) it is vital to manage the expectations of both your clients (customers) as well as your employees. The management of expectations is potentially more important than constant growth. ## (1) Communicate On Organizational Change When your company moves forward, your organizational structure must change accordingly. Sometimes it is possible to evolve in iterative steps, but on other occassions your organization calls for a total overhaul. > Pivoting is crucial. But what is even more important, is to prepare your (small) organization for the pivot. When your team consists of 20-30 employees, you will (and should) definitely know each and everyone on the team, personally. These first employees are really important for the future development of your company; I believe they determine the long term DNA. > At GANDT Ventures we use quarterly all-hands meetings and team retreats to work on change topics, together You want to keep them on board for as long as you can. Hence, it is key to communicate with your team a lot. Tell them about your plans, your dreams and your vision of the future. And not only that, don’t forget to thoroughly listen to their feedback. Your organization will tell you where the limitations of your business ideas are. Fact is, you won’t be able to make the changes without them. ## (2) Take Away The Fear Change is normal for small teams, but it does bring employees out of their comfort zone, constantly. The problem with that is not necessarily that your team will not be able to execute your new ideas, often times your employees will want to finish their “old chores” first. > Some even might have some trouble to let go of their tasks. It is so important to make sure that you do not hold this against them. Odds are you were the one who gave them the directions to do their current tasks in the first place. Consistency in communication is very important. This means that you will want to prepare your team for pivots and changes. This takes away the fear of working on the “wrong” tasks. ## (3) Allow Time To Adjust Organizational changes are not made over night. It takes time for new routines to settle in and for all employees to fully grasp what is required. Organizational change can involve a change of scenery for some, and different roles within the team. Some employees are better at adjusting to change than others. > Regular touch-base meetings (quarterly reviews for example) can really help you get a good feeling of the state of your organization. When you have an Human Resources Team, don’t just let them “deal with it”, but use the opportunity to join a few employee meetings yourself. There is nothing more important than to make sure your organization is doing well – you need to create time on your calendar to do just that. ### Why casual meet-ups are crucial to innovation success URL: https://www.livain.com/blog/why-casual-meet-ups-are-crucial-to-innovation-success/ Last updated: 2026-08-31T12:45:30.000Z _This post is for paying subscribers only._ ### Entrepreneur vs. Corporate | Different short term goals URL: https://www.livain.com/blog/entrepreneur-vs-corporate-different-short-term-goals/ Last updated: 2026-08-31T12:45:32.000Z *Why do startups and entrepreneurs get things done? Is it their expertise, the time they spend on one particular topic or a specific soft skill that is inherited to them?* *In this post, I want to touch upon some of my observations on the differences in short term goals between (startup) entrepreneurs and corporate innovation managers.* ![What corporate innovation manager can learn from entrepreneurs](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/wp-content/uploads/2019/03/franck-v-628397-unsplash.jpg) ## What corporate innovation manager can learn from entrepreneurs The way startups work, the short waves of change they live by constantly questioning the status quo, it suits me well. The longer I work in an environment that required my creative input, the more I learn to appreciate the “style of working.” Sometimes, it is hard to grasp the degrees of responsibility I have, the freedom I have with regard to the choices I make and that fact that my daily routines vary wildly from those of an employee in a more traditional organization. In fact, it was not until I started working in a consulting capacity with larger organizations that I realized how differently we approach project management and goals. One of the most significant differences that stood out: **short term goals** in startups are very different from those in more traditional organizations. When you ask me why corporate startups fail, to a large extent I believe it is due to expectation management and poor short-term goals the innovation (project-)managers need to adhere to. But before you draw your conclusions on that statement, please allow me to elaborate on some of the main differences in mindset/working methods between startup entrepreneurs and corporate project managers. ## Perception of time I believe, it is not so much about the hours I put in or the type of work I do. I notice that I make my choices, differently. More specifically, as an entrepreneur, I know that I need to be very careful about how I spend my resources – my time and funds. My resources are scarce and a potential bottleneck in the projects I run. > I need and want to show that things are going in the right direction, more quickly. Each project can be broken down in sprints of three to six months. Within this period, I need to make sure that the project has got something to show for; the result of the hours me and my team(s) has put in, have to be tangible within a relatively short amount of time. **Plan to fail | Time is of the essence** It might seem paranoid, but an entrepreneur plans on “not being able to fund the project/work” even when there is no direct financial need to do so. Unless I find a way to monetize my project, I will run out of funds – sooner or later. I think that project managers in more traditional companies, see this too, but their time horizons are significantly longer than mine. ## Broad set of short term goals My project sprints are not just more succinct; the number of goals and boxes that need to be ticked are more diverse. I do not only want to show technical progress within a project sprint (of three to six months) but prove that the work we’ve put in was useful, too. > I think that one of the most significant differences between entrepreneurial thinking and corporate venturing is the perceived P&L responsibility. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2019/03/estee-janssens-396889-unsplash.jpg) A broad range of short term goals An entrepreneur needs to justify his work and investments regularly. Most of the times, you as an entrepreneur have someone breathing down your neck, who wants to know whether or not you have to spend their money wisely. Alternatively, if you run a bootstrapped or self-funded company (as I do at GANDT Ventures), you will want and need to know if your efforts pay out, in the short run, too. In larger organizations, most innovation managers do not carry the “burden” of being P&L-responsible. Yet, even if you as a manager are not responsible to generate a direct financial impact with your project, you can and should strive to do so. When you show that you understand the monetary impact of your work on the business, you will be able to communicate with your (line) managers on a whole new level – potentially free up the resources you really need to make your project a success. But, if you want your project to strive in the long-term, you will need to look and focus on more aspects of your business than mere ROI – and learn to understand the breadth and depth of your short-term goals. ## Constant search for the next proof-of-concept Apart from the obvious financial implications of an entrepreneur’s work, it is vital to show a **long term vision** with everything you do; think out of the box and create value beyond mere short term ROI. An entrepreneur is in constant search of the next “proof-of-concept”; confirmation of their market hypotheses. **Proof-of-concept** *In the life (product development cycle) of an entrepreneur, a single feature always serves a broad purpose: *gain customer insights*, show *what the technology can do* or *attract attention* – none of these goals have a direct top-level revenue impact, but are essential to long-term project success.* I find, too many corporate innovation managers lose themselves and valuable time on project management. They focus strongly on the next feature release – one step at a time – whereas an entrepreneur *does not allow* himself to focus merely on one aspect of the business, product or service. For a startup, it is critical to approach each project stage from a variety of angles. Essentially, **learn something new** every step of the way. > No matter what it is you create, you want to show that something significant and relevant develops. ## Upward communication A good entrepreneur understands that it is critical to communicate upwards; you need the backing of someone (an investor or a large(r) client) and articulate your vision and wins very well. From what I have seen from in corporate ventures, the only significant and communicated goals were top-level revenue; create a new line of business, significant enough to be worth our time and attention. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2019/03/paul-gilmore-130098-unsplash.jpg) Entrepreneurs lack a “line manager” – are better at communicating their vision and goals from a 30.000 Ft. perspective > If you can express a vision, larger than mere top level revenues, you will be able to achieve so much more. **Learn to dream** *Great entrepreneurs are not just good salespeople, they understand the significance of their works* ***long term impact*** *and to* ***visualize their dreams*** *. Some of these dreams are outrageous and unrealistic, but they force others to think further – extend their thought-horizons.* > I would love to see corporate entrepreneurs spend more time **“daydreaming”**. It is imperative that every innovations manager develops a **sense of urgency** and his own vision of the future. When I work together with project managers in traditional organizations, I spend a significant amount of time with them contemplating what the future could be. Last but not least, I want to show how this vision can be reflected in short(er) term goals. ## Goals or mindset change To a certain extent, yes – we do need a change of mindset in traditional organizations. More importantly, though, I think we need to take a different approach to change projects. The short term goals of an entrepreneur are more extensive than those of corporate innovation managers. Whereas corporate innovation managers can teach entrepreneurs a thing or two about bureaucracy, budgeting, and stakeholder management, they, in turn, must learn to take “P&L/**contribution margin responsibility**” for the work they produce and how they can translate a long term vision into **shorter innovation cycles**. > Entrepreneurs dare to spend their short term goals, working on their long term vision. In essence, I believe corporate innovation managers would benefit (significantly) from a different set of goals than they generally live by and are measured on. Thus, it is vital that they learn to **define their own goals** and **communicate them openly** to their superiors, thought leaders within their organization and or the management teams. ## About the author | Remco Livain In 2015, Remco Livain founded GANDT Ventures, a digital advisory, and venture builder, with a vision of changing the way larger organizations approach digital innovation. The ten years prior, worked at and (co-)founded successful digital startup ventures in omnichannel retail (Westwing Home & Living – Rocket Internet), online dating (C-Date / be2) and B2B retail (MIFLORA – flower delivery). Find out more about me and the GANDT-team here: [www.gandt.ch](https://www.gandt.ch/?ref=livain.com) ### An Entrepreneur Must Communicate, Incrementally URL: https://www.livain.com/blog/an-entrepreneur-must-communicate-incrementally/ Last updated: 2026-08-31T12:45:35.000Z *Communication is incredibly easy. Especially the amount of communication: Just, over, do it.* ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2019/03/mimi-thian-737711-unsplash.jpg) Share your thoughts, share your work, talk about your challenges When you communicate too much, no one is going to hate you for it. Communicating a lot, does not mean asking for someone else’s opinion every day, but it helps to share your thoughts on things proactively, tell and show others what you have done. > It inspires others to see what you have achieved. No matter how large or small, when you show that things are in motion, that is a good thing. ## When to communicate There are moments when I forget to communicate. Moments in which I think, I have got nothing to show for. But, if there is something I have learned from being an **entrepreneur** it is that I need to **show my thought process**. If I share the steps in between, my approach and way of thinking, that can and will inspire others. > Inspiring others is the key goal of any form of information flow. You need to inspire others of your work, your message and or your approach at all times. ## What should you communicate Some things are easier to communicate than others. Positive results are usually the easiest. At least, when these positive results did not come as a surprise. Incremental changes and progress are perceived as something positive. When you know something big (might be or) is coming, you should tell others. You need to show your peers that you care. You need to show them you care about your own output and your work. Things can go wrong, your output might not live up to the expectations, but so what? > You cannot just communicate your wins; it is hard work to get to the finish line – and it is more than okay to sweat a little Hence, I urge anyone to communicate in **incremental steps**, too. Tell others where you have come from, where you stand today and what your next steps will be. It is that simple. Just communicate. ### Quick Thought: Creative Design Is A Constant Systematic Process URL: https://www.livain.com/blog/quick-thought-creative-design-is-a-constant-systematic-process/ Last updated: 2026-08-31T12:45:37.000Z *How do you measure the impact of design and creativity; should you measure it at all?* ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2019/03/krisztian-tabori-785758-unsplash-1.jpg) This is a tricky question, but when it comes to digital- performance marketing, it should be an easy one to answer. We do not like to measure the results of our creative work. However, there is nothing wrong with that. When we measure results, we merely try to find confirmation and affirmation for our work. Do you want to know whether or not your creative thoughts hit home with others? Let the numbers guide you. ## Admit your work is imperfect The problem with creative work, is that it requires us to think outside the box, challenge the status quo and „admit“ that something is not perfect. But there is nothing wrong with imperfection. As a matter of fact, it is unnatural to assume that anything or a state in which something is, can be perfect. We are in constant movement, technology evolves and our preferences change over time. So does our perception of what is aesthetic and what is not. At times, we perceive darker colors to be perfectly suited to the times, whereas a mere couple of months later, lighter colors are „in“. Design trends occur regularly. We change our opinion and our view on what we perceive to be beautiful constantly. ## Frameworks help design thinking It is not only about the colors and textures we use, but also about the frameworks in which we think. Material design might have been in, but it has lost traction in recent years. We do not view this way of product design to be the most modern. Our views change, design and our approach to design should too. We are in constant motion – and a systematic approach to change, can start with a systematic approach to design thinking. ### Exciting week ahead: Monday brief URL: https://www.livain.com/blog/exciting-week-ahead-monday-brief/ Last updated: 2026-08-31T12:45:40.000Z An exciting week coming up, yet again. I can’t wait to get started, but I am not fully up for it just yet. So I thought I would jot down a few thoughts, and tell you what’s on my mind, before I get started and get lost in my entrepreneurial madness. Want to know what my week will look like? Let me run you through it. ## What’s coming up this week **Venture Building:** This week we’ll finish the fine-tuning of one of the largest venture building projects we have done so far. In 2016 we started working together with one of the largest fashion distributors in Germany, who own not only distribute some of the worlds top denim brands but also run their own retail stores and own brands. We have been in charge of the digital operations for the retail stores. And in the last year, we have been working on taking the distributors brands to the next level, with their own direct B2C-platform. Of course, I cannot tell you which brand that is exactly, until we go live – but me and the team have worked really hard to launch the first site. Hence, it is exciting to see how all parts of the puzzle have started to come together. We are really close and will hit a significant milestone, once we’ve successfully deployed the product. **New Contacts:** It is not every week that you get to kick off with a meeting with one of the most influential European CEOs of a Multinational. But, today is one of those days. I cannot wait for the meeting to start and discuss the future of wholesale business, digital direct sales and venture building. **A couple of trips:** Tuesday and Friday are my travel days this week. One with one of our clients – one to visit one of our customers and discuss our project progress. **Onboarding new employee(s):** Wednesday and Thursday are both working and training days. On the 1st of March, we welcomed two new additions to the team (Greet and Kathrin). The GANDT Ventures Team is growing and still looking for more amazing talent. I know, that it is very important to kick off the on boarding process with a lot of management attention. Both to get to know the employees well, set the expectations right and spread out vision and mission in the most effective way. ## The weekend was too short With so many exciting things coming up this week, I could hardly wait to get started and nearly forgot about the fact that weekends are supposed to be “family time.” It feels as though the last 10 days were just one really really long week – but I guess that is part of the entrepreneurial game. This weekend I’ll surely spend it with the family, though. I know that I need to plan ahead and schedule my spare time, but there’s nothing wrong with that. The next five days will be really intense, but I couldn’t wait to kick it off. So here it goes: *“Happy monday to all of you out there.”* ### About entrepreneurial courage and Januaries URL: https://www.livain.com/blog/about-entrepreneurial-courage-and-januaries/ Last updated: 2026-08-31T12:45:43.000Z ![Did you start your year courageously?](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/wp-content/uploads/2019/01/oliver-cole-232552-unsplash.jpg) ## Did you start your year courageously? The year just got started, it’s cold outside, in Switzerland it snows and unless you are an outdoorsy kind of person, there’s not much to look forward to. January is the Monday of all months; the first few days of the year are a drag, nobody really wants to work and I’m sure you’ll agree that customer-response times are outright absurdly slow. For most, December is a time of reflection, but I feel that January has always been my best month in that regard. To me, January is a month, *like any other*. I enjoy the(se) “quieter” days to come up with a **game plan** for the year to come. January is the month in which I take conscious decisions on my personal direction for the year. I feel that it is best to do so, when the emotional December rollercoaster of family events and reflection is over. In the last few years, I found the first few January weeks to be perfect for that. Most of our clients were still “out of office,” enjoyed their (sun/)ski-trips. And most importantly, our clients were hesitant to take a stand on pretty much anything. This year, things were really very different from the past four or five; and it has been great. ## What entrepreneurial courage is to me ![It takes courage, to tell others about your beliefs](url(https://i2.wp.com/www.livain.com/wp-content/uploads/2019/01/fullsizeoutput_2ae9.jpeg?fit=660%2C660&) ## It takes courage, to tell others about your beliefs Entrepreneurial courage *to me,* is to take a decision on where I want to go, and stick with it. Sure, I know that entrepreneurs love and need to pivot their business models and ideas. However, the general mindset and midterm goal(s) should be set. Last year was all about consolidation. We needed to keep our current client base and consolidate our core team. GANDT Ventures is more than a consulting firm, it is a way of life and a long term tool that enables us to do what we really love. I need to make sure that the business at its core is strong, not so much in terms of turnover, but knowledge, team spirit and vision. > This year, is all about growth through communication and (structural) team education. It took me a while to grasp the importance of growth. When you do not have an investor breathing down your neck, you need to come up with your own goals. Even when the vision is “clear,” how to get there is the challenge. It took courage for me to admit that my own company needs **growth hacking**; and that is a scary thing, because it exposes us to the outside world. ## Hidden Champion Bubble Our company has been very fortunate so far and I feel blessed for it. We officially founded GANDT Ventures (in Switzerland) in 2015\. It is our fourth year running and we have not spend a single Swiss franc on marketing so far. However, neither have we communicated much with the outside world about what our services are and how we work, either. ![](https://i1.wp.com/www.livain.com/wp-content/uploads/2019/01/rawpixel-1149475-unsplash.jpg?fit=660%2C440&ssl=1) Being a hidden champion is not always a good thing Even though, we have done so well for ourselves and our loyal clients, we have not had the **entrepreneurial courage to say that out loud**. The moment we leave our hidden champion bubble, new challenges will start. We will potentially be forced to explain our working ways to a larger demographic, deal with new customer requests, handle employee growth and education differently. But, much more importantly, it will distract us from our current core business. The tasks we will work on are bound to be more versatile and take up a significant amount of our precious time. ## Challenge for big and small, alike This January, surprised me positively, because our clients and potentially clients showed the courage to dedicate more resources to digital innovation initiatives. Whereas digital first comes natural to us and some new players in the industries we work in, for most established businesses, digital is a threat to their core business. Yet, the talks I have had in the last few weeks were very proactive, positive and showed a sense of urgency to act that I think lacked with our clients in 2018\. These words were uttered (nearly) daily in January: *“We must act, or we’ll not be able to keep up.”* > *“What have you planned or done at the beginning of this year that will enable your organization to grow?”* It takes courage to admit that your business runs the risk of being overtaken. SMBs start to realize that they need to act, fast. I admire anyone to step up to their (own) organization and leads the way. It is not easy to break a stigma and try something new. I am really impressed to see that so many people are willing to take a gamble on the future. To me, innovation starts with “entrepreneurial courage”, regardless of the organizational size. I think we are in for a hell of a ride, 2019 is going to be a challenge and a lot of fun. Let’s keep this momentum up, together. Have a great day! Remco GANDT Ventures (2015) is a digital innovation consultancy from Switzerland. We work with clients in *Luxury Fashion*, *Retail*, *Insurance* and *Telecommunications*. Our customers are based in Switzerland, Germany, Austria, United Kingdom and the United States. Our core business is **strategic innovation consulting** paired with pragmatic **venture building support** (project management, omni-channel performance marketing and C-Level advisory). Find out more about our services and the team: [www.gandt.ch](https://www.gandt.ch/?ref=livain.com) And contact me directly using the [contact form](https://www.livain.com/contact/). ### #PenguinAwarenessDay ; flashback to a great penguin encounter in South Africa URL: https://www.livain.com/blog/penguinawarenessday-flashback-to-a-great-penguin-encounter-in-south-africa/ Last updated: 2026-08-31T12:45:45.000Z Twitter can be a great source of inspiration, sometimes. Today, a trending hashtag threw me back to 2017\. Two years ago we had a few magical encounters with Penguins in South Africa. These little guys are seriously adorable. https://twitter.com/rlivain/status/1086978416321150976 Hence, I thought it would be a nice idea to share some positive vibes and show you a few pictures of these beautiful creatures. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2019/01/fullsizeoutput_4008.jpeg) South African penguins ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2019/01/fullsizeoutput_4009.jpeg) Penguins, always together ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2019/01/IMG_1976.jpg) Penguins at the beach ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2019/01/fullsizeoutput_4002.jpeg) This one looks like he is firmly in charge of the bunch #penguinawarenessday I am not much of an “save the planet” activist, but it was incredible to walk amongst these penguins. Here in Europe, we don’t really get the chance to meet “wild animals,” and be this close to nature. > It is so gratifying to spend time amongst penguins. They live in large families, work together, nurture their kids together; the way they live feels so close to our way of living. I could imagine penguins would make for great friends. I mean, who wouldn’t love this little guy to be their friend, right? Happy Penguin Awareness Day. ### Receipts are an entrepreneurial nightmare URL: https://www.livain.com/blog/receipts-are-an-entrepreneurial-nightmare/ Last updated: 2026-08-31T12:45:48.000Z ![How much time do you spend on your receipts?](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/wp-content/uploads/2019/01/carli-jeen-431-unsplash.jpg) ## How much time do you spend on your receipts? If there is one thing entrepreneurs highly underestimate, it is bookkeeping. I know accounting is not my stronghold, not because I do not know how to do it, I really do not like it either. Of course, I know I have to do my taxes, like every other human being on our little planet. It is such a waste of valuable time. > “There are few things in life I really dislike, but sorting out receipts is one of them.” I have tried countless (scanning- and bookkeeping-) apps and tools, but none of them beat a good old shoebox. Apparently, I am not the only one with this problem – and not the only one who still uses the shoebox solution for small receipts. https://twitter.com/rlivain/status/1086951843467538432 ## No real solutions I spend countless hours on my receipts. I sorted them by date, noted down what it was for, stuck them on a white piece of paper and scanned them for future reference. For tax reasons, you need to keep your receipts sorted, nicely for about a decade. Whether or not that is useful, I would beg to differ. > I do wonder why we still get paper receipts at the till. Surely every credit card could have it's own inbox, or email us receipts, so we actually keep the damn things? Surprising that doesn't happen already. > > — Steven Renwick 🏴󠁧󠁢󠁳󠁣󠁴󠁿🇬🇧🇪🇺 (@Major\_Grooves) [January 20, 2019](https://twitter.com/Major%5FGrooves/status/1086962689841205248?ref%5Fsrc=twsrc%5Etfw&ref=livain.com) When I look at my own daily work, small businesses and (single) entrepreneurs can spend up to 10-15% of their time on administrative issues. We don’t notice how much time we spend these types of tasks. Every day and with every tiny little purchase we make, we get a paper receipt. It would indeed be very useful to be emailed the receipts, as Steven Renwick rightfully said, possibly linked to our credit cards. ## Receipts are a CRM-Tool As it stands today, there are no established, solid solutions on the market for this problem. Some retailers send you your receipts, but they would much rather use it as a CRM-measure, than an actual accounting service for their customers. When you purchase something at Abercrombie and Fitch or Longchamp (to name but a few), they ask if you would like to receive your receipt by mail. When you accept, they open a customer account and start sending you much more than the mere receipt. This is not the best way to approach customer service, I believe. It is very important to separate transactional data from marketing efforts. Sure, it is convenient to receive the receipt by email, but it takes a lot of time in the stores to open up an account, and is by far an ideal shopping experience for the customer. > “The integration of customer accounts with payment methods at Apple is far from ideal.” Let’s take Apple for example. When you purchase something in an Apple store, they ask you for your AppleID to send you the receipt. Strangely enough, you cannot use your AppleID to purchase ALL items in the store though. Some items must be paid for with a physical credit card. Something I absolutely fail to understand. ## Payment service provider cost are too high I guess the businesses that profit most from in-transparency, are not too eager to change this. Rising credit card cost and payment service provider cost “force” smaller businesses into cash-only business models. At a time in which cashless payments become more accepted, banks need to think about the role they play in all of this. > In my opinion, the transactional cost of non-cash purchases is far too high; these cost pose a threat to any non-stationary business model. The average online store can easily spend up to 2-4% of its turnover on payment service provider cost. In the case of online purchases, this is a different thing. All online purchases can be traced back nicely. However, in the case of online purchases it would also be great if we could receive our invoices/receipts in a standard format. But, at least online transactions come with an email-receipt. ## The bottom line on receipts I could imagine a world in which we only pay for our purchases by card. I have got nothing to hide and if there are clear administrative advantages to doing so, I would. The only real concern is the fact that I do not trust PSPs to keep their cost of service down. PSPs (Payment Service Providers) are in a luxury position, looking to make a lot of money on each and every transaction. As the market for digital and cashless payments grows, they will look to grow their margins as well. We need to keep an eye on the transaction cost of each purchase, minimize the time we spend on useless tasks and focus on creating actual long term value. Receipts are my absolute nightmare and I hope someone will come up with a “global” solution, soon. Enjoy the rest of your Sunday Remco ### Single-focus tasks = iPad, multi-focus tasks = MacBook URL: https://www.livain.com/blog/single-focus-tasks-ipad-multi-focus-tasks-macbook/ Last updated: 2026-08-31T12:45:50.000Z ![iPad Pro 12.9” vs MacBook Air (2018)Which is “better”and Why I carry both with me, most days…](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/wp-content/uploads/2019/01/B6C7B699-BFAC-49C3-9261-052EB8F31CC5.jpeg) ## iPad Pro 12.9” vs MacBook Air (2018)Which is “better”and Why I carry both with me, most days… A luxury of entrepreneurship is that I am fairly free to choose the device I want to work with. The Apple eco-system works well for me, hence I carry both an iPad, iPhone and a MacBook (Air) around on a daily basis. It is silly really, my iPad Pro (12.9”) is mightily powerful and in many respects more versatile than my MacBook Air (2018), yet I still switch between both devices time and again. There are days in which I simply “feel like” working on my iPad instead of my MacBook, whereas on others I prefer a different experience. Having worked on the iPad pro for a couple of months, I catch myself trying to grasp why that is. **The nature of my work** I run a consultancy business and travel frequently. The main reason I carry an iPad Pro with me is that I can do so much on it. It is easy to annotate a document, sign some papers on the go and the integration with my iPhone works like a charm (of course, they run the same iOS operating system). My work is mostly communication. I use Slack, Evernote and Trello a lot, tools that are available on both MacOS and iOS. Sure, the user experience is somewhat different, but I can get most of my work done on both devices. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2019/01/ABE22B4D-3B64-4CDA-B22A-B375E9C7050D.jpeg) “I can easily do most of my work on an iPad Pro” ## Hardware must fit to my output I love to work on both devices. The hardware I use changes the perspective on my output significantly. It is strange really, when I read or write a piece of content the same text looks so different; let alone when I use my iPhone, of course. That is a whole different experience. *“Hence, it makes sense for me to create content on the device it is intended to be consumed on.”* I’ve tried to create social media content on my laptop, before posting it to instagram, twitter and youtube, but the engagement rates were never as good as the content I created on my phone. My hypothesis is that content intended for smartphones looks and feels more authentic when it was created on a phone. The differences (in image quality and sound for example) might be subtle, but the time invest in professional production, does not exponentially improve my (media consumption) conversion rates. ## **The keyboard is a deciding factor** I am not sure if the operating system is the reason I tend to switch; **the keyboard** might be a more deciding factor. Apple get a decent amount of critique for their butterfly keyboards. The latest generations were not well received, but I like them a lot, though. > *“The low amount of travel on the MacBook-Keyboard is a plus”* The fact that I like the keyboard might be due to the fact that I am one of “those people” who do not like to lift up their fingers when they type. When I get into my typing-flow, my fingers glide across the keyboard and I touch the keys in between as I press my fingers down to hit the next button. I hardly ever look down to find the right key and use the markers on the keyboard as a point of reference. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2019/01/75BB2744-E6D2-42AA-885F-AC880D59A654.jpeg) “A great keyboard is so important and raises my productivity” I get less tired typing on the MacBook Air’s keyboard, than on my iPad Pro. This is probably due to the fact that I need to press the keys fairly strongly on my iPad to get a response. The keys on the iPad Pro feel solid and are placed logically too, though. When it comes to writing short emails or passages of text, I do not have a clear cut preference for either one of the two. Sound is a deciding factor, too. The butterfly keyboards a slightly louder. When I am in a conference call, I rather use my iPad than my MacBook to keep the noise level down. But when I write an article, I actually prefer the typewriter-style sound of my MacBook’s keyboard. ## **There are times I need to use my MacBook** The only time I prefer my MacBook is when larger datasets are involved. Even though I could use the touch based version of Tableau on my iPad, I prefer not to. It is a hassle to select the right variables and clean up data sets on an iPad, especially without a mouse or trackpad. This is not something that I do on a daily basis, though. However I work with datasets every week (sometimes more, sometimes a little less). The fact that my work is so versatile and calls for different hardware ever now and again, makes it impossible for me to carry one single device with me when I travel; I would love to leave one of my devices at home for once. > *Every morning, before I put on my shoes to leave the house, I stop to think about the possibly scenarios in which I could need one or the other device (more).* It is silly, really. To be honest I know that this is not a really big problem at all. I am sure that any other sensible human being would be happy to leave one of the devices at home during the day and deal with the things they were unable to do in the evening or the next day. However, I feel that **we** are so close to a solution to this challenge, that it continues to occupy me. ## **Single- vs Multi-Focus Tasks** \> In essence, it boils down to the following: when I know that my day will (most likely) be filled with single-task chores (such as writing a text, slack calls or other communicative tasks), I use my iPad. Even though it can do a lot, the iPad is not the greatest multitasking machine. I am simply faster on my MacBook when I deal with a variety of datasets, image material and other files. > \> When it is foreseeable that I will need to work with a variety of files, MS Excel or Tableau, I carry my MacBook with me that day. The only time I bring both, is when I have client meetings. Regardless of the distance I need to travel, I make sure to have both devices in my backpack. ## **Will hardware providers come up with a solution?** Definitely not… When it comes to hardware innovations, the tech-giants out there are (probably) doing the best they can. Yet, the nature of their business is to keep many different product categories alive. I get it, that is the only way to ensure a steady income flow and lower the dependency on one product category. Take Apple for example, they desperately need to find a good revenue source alternative to their iPhones. There are many great phones out on the market and the competition is brutal. New hardware innovations (foldable displays and wearables) will change the way we work and think about smartphones; something Apple is rightfully weary of. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2019/01/5447BE41-8DD6-4470-8B6D-2275808F0FB6.jpeg) My hypothesis: “Apple needs to reinvent itself to keep up in the future. Hardware innovations are coming, fast.” ## Wearables and flexible screens *Wearables might be their best bet.* Smart watches have become powerful enough to tackle complex communication tasks (such as: answering calls, sending emails and scroll through social media feeds). However, the screen real estate does not enable one to really work on the a smart watch. This might change with the introduction of flexible- and integrated screens. > *“Royole Corporation and Samsung started to show off their skills at the most recent CES tech event. Have a look at the videos below if you are interested.”* Royole Corporation’s FlexPai – the first foldable “smartphone” “Samsung unveils foldable phone” I think there will continue to be a difference between the capabilities of laptops and tablet-pcs in the near future. But, I hope iOS and MacOS will merge at some point in the future. My use cases for my iPad Pro and MacBook Air (2018) might be personal, but I think that there are many people out there who face the same challenges. *I love both my gadgets… And my bag would feel a little empty (and lighter) if one of them would need to be left at home, “alone.”* ### Why social-, organic reach is not the deciding factor for success in luxury goods URL: https://www.livain.com/blog/why-social-organic-reach-is-not-the-deciding-factor-for-success-in-luxury-goods/ Last updated: 2026-08-31T12:45:53.000Z *Do you buy everything you aspire to own? Are there brands you follow, love, but would never buy anything of?* ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2019/01/9D4CBCAF-3817-4D0A-887B-A245FAF94527.jpeg) Does your organic content reach dreamers, or prospective customers? One of the biggest challenges for marketers for luxury goods(, retailer and brands) is to segment **prospective customers** from **dreamers**. A prospective customer, is someone willing and able to purchase the goods you offer, whereas a dreamer is someone who might love the goods or brand, but does not need or have the financial needs to buy. Traditional marketing content was created to inspire, create desire more than a call to action. This approach creates strong brand awareness, but not necessarily sales. Billboards, television commercials and print creatives could merely target a large group/niche or segment of people. These medium are great if the product is broad enough to appeal to a large audience. However, in the case of luxury goods, this is hardly ever the case. > \> You need to understand: „There are things you aspire to own and there are things you need.“ ## **Luxury goods require a different approach to marketing** In essence, it is fairly simple: You do not want to create content that is too broad and does not answer potential buyer‘s crucial questions. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2019/01/00C55D63-8E5A-4BD7-A51B-AE5624C7ADA2.jpeg) Rather, invest in content that appeals to a your true target demographic and answer to their needs; do not be afraid to create content that addresses a very specific trade and will only be understood by your actual target audience. Why do I believe that this is the only right approach to content marketing for luxury products? Let me elaborate: > *\> Non-segmented content is too expensive to promote* ## **Why is that?** The main problem with non-segmented marketing content campaigns is that they appeal to users who are not seriously interested in purchasing your product. When your campaign goal is to sell a luxury item you need to take away any doubts or questions your customers have, not inspire. There are many companies and brands, who focus their marketing efforts on the creation of demand for their products with a target audience who will never be able to buy their goods. In the case of high ticket items, creating desire is only one part of the equation – creating a need, another. > *\> My advice: when sales are your goal, do not waste time and effort on broad campaigns.* The most efficient way to spend your content marketing and subsequent promotion budget is to “overspend” on your perfect target audience, a (segmented-) demographic, to reach those 10-15 people who really want what you offer, but do so with content tailored ONLY to your potential customers. This means: create videos, blog entries and social media content that merely truly interests your customers. Even if this means random passerbyers with your marketing efforts. Brands and retailer who have mastered this art, are able to minimize the number of passerby-dreamers. ## **Being known is not enough** There are countless examples of „high quality“ brand names that went out of business. Think about the fact that at some point even „Nike“ was very close to bankruptcy. Although arguarbly not a luxury brand, the Nike brand name has a Market recognition of well over 90% in most of the western world. It is important to let that resonate. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2019/01/881399B4-D5B9-4ABF-AAC2-9CB9E67B818D.jpeg) Nike Air Jordan‘s Off-White Signature Kicks The problem is not brand recognition, but the fact that the offer is not specifically tailored to one (or multiple specific) customer demographic. When a brand becomes omnipresent, it is hard to grasp what it is they stand for and sell. In the case of Nike, a distinct focus on sneakers within a clear target demographic (basketball), was the only right thing to do. They needed the clear differentiation to other sports brands and apparel retailer, to stand out of the crowd and create a need with one specific customer segment. From there, they scaled their business, focus product by focus product and niche demographic by niche. The potential customer must be able to relate to your message, understand that your product offer is the one thing he **really needs.** > *\> To have the product is one thing, to find the right message that triggers a sale, is a whole other one.* ## **Become your market’s content gorilla** ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2019/01/6FAB9B9A-3D07-430A-B1F3-7DD48284B588.jpeg) A real content gorilla never smiles If there is a possibility to become the „content gorilla“ in your market segment, go for it. This is the only plausible reason for broad market-wide (social-, seo- and video-) content. When the luxury segment you address with your product is not „taken“ in your market do not hesitate to drop everything else you are doing and focus 100% on high quality content creation. *Some signs that your market segment is not occupied by a content gorilla:* 1. ***Marketplaces and affiliate*** *sites rule the first 20-30 entries in the Google search queries for your niche* 2. *There is little or no available content in your* ***local language*** 3. *Two-, and three-word search combinations do not turn up relevant content results for your product or brand (no relevant “long tail” content is available)* But know, it will come at a steep price; one that includes spending time and effort on managing „customer“ relationships with people who will never be willing and able to purchase your goods, too. ## **A side note: What to expect when you make it** Community management at scale is not easy. You need to know what you will get into if you succeed. - Great leaders do not only manage, but proactively engage with their community - It takes skill to understand the complexity of the consumer - For a retailer or brand to keep one tone of voice is crucial, but very difficult at scale - Chat bots are only able to take care of simple requests and are far from perfect ## **Why is this so important** It is crucial to understand the dynamics of social media and content marketing. There is a lot of non-segmented content out there. This makes it increasingly difficult for brands and retailer alike to reach the correct audience. > *\> Your campaigns do not only compete with similar brands or retailer, but with any advertiser who wants to reach this demographic.* The user (content consumers) is easily entertained for a few seconds, but it is not until they start to engage with your brand, and inevitably learn more about your product, that they will become potential customers. > *\> Do not focus your attention on reach numbers when you create content for your brand or products, but on customer needs, alone. Content that performs best, addresses questions your potential customers have and removes that final purchasing hurdle.* In this context, *selective social content remarketing is key (I will elaborate on that some other time)*. You need to learn what type of information truly interests your **REAL** customers and when you need to present it to them. I hope these words have made you think about the type of content you need to produce. If you want to sell a high value good, forget about inspirational content and focus on the benefits of your perfect customer. Best Remco PS: if you liked this post feel free to share it. If you have a question, or a follow up topic you would like me to elaborate and share my thoughts on, please do let me know in the comment section below, or send me a DM. ### Luxury brands must learn understand their product life cycles URL: https://www.livain.com/blog/opinion-luxury-brands-are-in-denial-of-their-product-life-cycles/ Last updated: 2026-08-31T12:45:55.000Z When brands launch a new product, they pour all of their hopes and dreams into the opening event. The start is the most crucial, as it determines the hype-size. Yet, with so many strong luxury brands out there, how do luxury brands manage to keep the attention on themselves, when the show is over? ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2019/01/sai-de-silva-41031-unsplash.jpg) Luxury fashion, bags, cloths, watches and more When the storm has settled, the stores have been stocked and the first customers have received their packages, reality kicks in. Only a small percentage of sales are made directly after the launch of a new product line. The mere lucky few, will have had the chance to purchase the collection, right off the bat; this holds both true for brands, that handle and ship their own goods, as well as retailer. > Most consumers, do not get to purchase the goods until a few months after the initial product introduction. Sadly enough, the luxury industry focus‘ its full attention on the launch phase of any new product. New is better? In case of luxury fashion, they come to think so. How do luxury brands keep the attention for their top products high? Brand building appears to be the answer to everything; let the consumer decide which products will make it in the long run and might become **“evergreens“** ## A trend towards (second hand) sustainability Fashion brands seem obsessed with short term peaks. The best in class need to reinvent themselves constantly to keep their customer‘s attention at par. At least, that is their own perception of how the world of fashion works. Renown industry names such as Louis Vuitton, Versace, Gucci and Rolex, understand the complexity of brand building. These industry behemoths have been around for decades and spend nearly all of their marketing budgets on brand building campaigns. And who can blame them, they have been doing very well for themselves for a very long time already. However, when we look more closely at the market for luxury goods, new trends do emerge. One of the most promising trends: second hand luxury goods are a „thing“. > Sustainability startups such as [The real real](https://www.therealreal.com/?ref=livain.com) have understood that there is a tremendous market for second hand luxury goods. Whereas the demand for primary goods is still significantly larger in Europe and Asia, times are changing rapidly in the United States – where it has become more accepted to purchase vintage luxury items. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2019/01/chrissie-kremer-259098-unsplash.jpg) Thrift shops do not look like this ## Why this is a good thing These platforms have the potential to change the industry, as they help sustain a long term interest in high quality products. This is *generally a good thing* for the industry, as it prolongs the customer life cycle of a great number of products. Even though top brands might be wary of the development of a secondary market for their goods, there are substantial benefits as well. To name but a few: 1. The secondary market will create a **new entry point** for aspiring brand advocates; the perceived brand value of these international trendsetters, does not always reflect the price customers **are able** to pay for their goods. 2. New business models; **Servicing and repairs** will become a significant value driver; products will be used longer and change hands more often, thus will need to be kept in good condition. 3. **Reduced need for black market goods**; when luxury goods become more accessible, there is a lower tendency to purchase non-certified goods. A great opportunity for both brands and certified retailer alike. 4. More **market transparency** leads to better product decisions. Due to the fact that second hand goods are traded *openly* on the internet, designer can follow trends and demand better than ever before. Long term product winners, can be identified more easily; these can be used as a basis for future collections and (branding-)campaigns. 5. **Active product communities** can transform brandperception and pricing. The latest Jeezy collections were sold out in retailstores world wide within mere minutes. Yet, the demand was so high, that nearly all collection pieces are traded at multiples of 4-6x the original retailprice on second hand platforms. The same goes for certain (trending) Rolex watches, that sell at double the original retail price in stores such as [Tourneau](https://www.tourneau.com/?ref=livain.com); the long term product demand opens up grand opportunities for certified secondary products for both retailer and their respective brands, alike. The luxury watch industry shows that an active product community can push the perceived product and brandvalue to unimaginable heights. > Luxury fashion is struggling to find the right balance. ## Is it about the brand, or the product? The key question: is brand value more positively correlated with the perceived value of the product, or the brand itself? When it comes to luxury fashion, it is not that clear cut. Brands can get away with quite a bit, underwhelming collections, poor production quality and market trend misconceptions are common, but generally quickly forgotten as long as the evergreens have a great reputation. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2019/01/david-lezcano-734547-unsplash.jpg) Can supreme sell any product with its name on it? Probably, yes. This is exactly why it is so important to cherish your product history. Burberry would not be where it is today, if it had taken the Burberry Trenchcoat out of their collections after the premier season. This iconic piece of fashion wear is the cornerstone of their existence. Burberry and Rolex are two of the very few companies in luxury fashion, that understand the importance of consistency. Both know that there is a thin line between common-day goods and luxury, thus celebrating their core products far past their product life cycles. Tradition and quality will continue to go hand in hand in luxury. > At the end of the day, products will come and go, but as long as there is an active community around a product, the brand will continue to strive. Thus, there is nothing more important than to *celebrate product winners*. The luxury fashion and retail industry is reinventing itself; but, there is nothing more important for brands and certified retailer to understand that any tool out there, that can extend the product life cycle (be it a second hand platform, or an active product community/forum/social media group), needs to be fed, expanded, and nourished to keep the brand value high, in the long run. If you would like to discuss this further, please leave your comments in the section below. To find out more about our venture building and digital advisory services for luxury brands and retailer, reach out to me using the [contact form](https://www.livain.com/contact/). **Before your go** Please subscribe to my blog. You will be the first to receive my posts and articles on entrepreneurship, digital marketing, tech trends, user experience design and more. No ads, no cost, no strings attached. I write all of my articles and they reflect my personal opinion. I’d love for you to join the conversation. Email Address Subscribe **Twitter more your thing?** You can find / follow and converse with me, right here: [Follow @rlivain](https://twitter.com/rlivain?ref%5Fsrc=twsrc%5Etfw&ref=livain.com) ### Zwift Adds Pro Teams in 2019, First True eSports? URL: https://www.livain.com/blog/zwift-adds-pro-teams-in-2019-first-true-esports/ Last updated: 2026-08-31T12:45:58.000Z eSports are one of the most exciting and growing sport-categories in the world. Great gamers have become “athletes” and show off their skills at huge, professionally organized events. Some of these events, especially in Asia, take place in huge venues. Football stadiums, concert- and eventhalls are packed with fans who cheer on their e-sports idols. Today, it is possible to not only compete with your mates on your favorite game, but measure up to some of the worlds best digital gamers. The only things you need: a game console, or pc with a solid internet connection, a lot of red bull/coke, plenty of food for replenishment and you are basically good to go. > What they didn’t tell you, is that you will need to practice, a. lot. to measure up to the best of the game, though. > ![Remco Livain on Zwift Volcano KOM](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2018/12/B46FFB4A-9C83-4093-A71A-3567C550A9FA.jpeg) Me on Zwift last week; not KOM this time, top 5 always gives me a big motivational boost, though ## The world of virtual gaming The world of virtual games is exciting; it can be both a way of self expression and the perfect playground to show off your skills to your friends. In the early to mid-2000s, online gaming started to pick up pace. Yet, the internet connections posed a big challenge. The only games that really took off, were turn-based. When one of the players had taken its turn, the information on what it had done were sent to the opposing party. This way of gaming was mostly tactical in nature and it took hours or even days to finish a single battle. Hence, LAN-parties became a trend. At these events, players (from all over the world) brought along their hardware to compete at a central venue. Of course, this was not the most scalable way to compete. However, the infrastructure has significantly improved in the last decade and new innovative eSports are emerging, quickly. ## Zwift, ride on! One of the most remarkable companies that bridge the gap between eSports and physical sports, is Zwift. Zwift is essentially a community of professional athletes and amateurs, who train and compete in a virtual arena. Each athlete uses their own personal home trainer (such as the Tacx Neo Smart or the Wahoo Kicker), to ride at home. Trainings and competitions take place in virtual worlds, to which the “eSporters” can log on to using their smartphones, tablets or pc/laptops. All of the interactions happen in real time, the athletes can see how fast they are going, feel the gradient and drive around in an imaginary world. > Ride on! There is something magical about Zwift. Most prominently, regardless of the type of rider you are, there is a game mode that will fit your profile. You can either, go on a ride all by yourself, join others in a group ride, or compete in one of the many events. Regardless of your fitness level, you can get your ride on, on Zwift. Or use your treadmill to go on a virtual marathon of your own in Wattopia. ## Sports Gamification Challenges and games get us hooked. Challenges help us set goals and keep up interested in whatever it is we do. Communities and essentially games like Zwift, are an entirely new way that entices us to get the best out of our sporty selves; without needing to make an absolute fool of ourselves in the gym or get out into those tight biking pants in public. > Games keep us motivated, as they provide us with short term incentives Gamification is a strong tool that more and more companies are learning to understand. When it comes to sports, the game is a “natural” process. We all want to be the best at something, right? Or at least, have a short term goal. [eSports with real 💦](https://www.instagram.com/p/BsQObp8DCPW/?utm%5Fsource=ig%5Fshare%5Fsheet&igshid=1ejjzqxd3ibyp) *Here is a post by one of my friends Michael Knudsen, a true „e-“Sport inspiration, professional athlete and top class Zwiftrider.* I personally love the ride jerseys in Zwift. My biggest challenge is to “race” (I am not that fast, so yeah that is a challenge indeed) to the top of a hill or mountain and grab the polka dot jersey. Claim the title of **King of the Mountain** (KOM challenge). *Unfortunately, you can only hold on to the jersey as long as you are in the game and the fastest to reach the top. As soon as you leave the game, you lose the jersey. But that doesn’t matter; the goal is not to get as many jerseys as possible, but a short term goal to focus on for my ride.* ## Create a community The longevity and strength of the program depends heavily on the involvement of the community. Zwift has quickly become the go-to place for cycling enthusiasts, all over the world. At times, there are over 6.000-8.000 riders from all over the world who ride around in these virtual worlds. Whereas this might not sound like a lot, most riders are highly communicative and approachable. Riders cheer each other on, give **“Ride Ons”** and use the live chat to communicate with each other. > Friendships and training groups are starting to emerge The community is becoming ever-stronger and I have made some real riding-buddies on Zwift already. In addition to that, it has made cycling a lot more accessible to me and made it possible to go for a ride when the weather simply does not play along. In 2019, it was announced that there will be a **pro competition** on Zwift. Four professional teams have said to join the virtual cycling madness and ride against each other on Zwift. I believe that this is a great move and will only strengthen the community. ## Make Pro Sports Accessibility It is fantastic to see that a tool such as Zwift can both make it more accessible for new riders to get on board. Zwift can even be used to scout for new riding talent, worldwide. There have been stories of pro tour riders, who were “discovered” on Zwift. Being able to compete directly with my cycling heroes is great, right? It would be fantastic to race against the likes of Peter Sagan and Tom Dumoulin; even-though I know I do not stand a chance. > **Home sports** could be the type of eSports that will gain recognition, globally The boundaries between the world of eSports and physical sports are fading a little. As eSports is working on setting its mark as an acknowledged sports, **home sports** might be on the verge of going a similar path. Solid communities are starting to emerge and I thoroughly believe that this is a great addition to our traditional way of sports. At the end of the day, we want to find out how good someone’s physique measures up to that of someone else. Essentially, home sports can level the playing field for everyone and create a fair, comparable way of doing sports. One that is accessible to the masses. With the addition of professional sports teams to Zwift, we are in for the next level of eSports as we know it; and I am really looking forward to it. ## December 19th 2018 Breaking News Update Zwift has raised another equity round at a “near” unicorn valuation, of more than 120 Million USD. So far, the company around Mr. Min, had raised approximately 166 Mio. USD. > “Our goal is to bring Zwift to the Olympics,”Mr. Min, CEO and Founder of Zwift (told Techcrunch) He siad: “Zwift is a fantastically innovative company and they are certainly leading the way in the indoor training space,” says Tony Zappala, Partner of Highland Europe in a statement. “It’s a highly scalable business and we’ve been impressed with how they have already managed to expand globally – already 70 percent of current subscribers are from outside the USA. Research points to an audience of 40 million competitive and enthusiast cyclists, and many of those lie in the traditional cycling nations of Central Europe, so in this market alone there is huge growth potential.” Looking forward to seeing how Zwift will continue to invest in their technical architecture and grow the community in the future. ### Opinion: Congressional Hearings should be done by industry insiders URL: https://www.livain.com/blog/opinion-congressional-hearings-should-be-done-by-industry-insiders/ Last updated: 2026-08-31T12:46:00.000Z Congressional hearings seem to be a trending topic. After Mr. Pichai refused to join the tech-table a few months back, he is up for a nice session today. However, the toughest job of all might not be Pichai’s today, but that of the congressmen. Let’s be fair, it is not easy for politicians to keep up with everything that goes on around them. They are just mere humans; highly intelligent ones actually, who are capable of absorbing information like a sponge. These interviews might be a little bit out of their league, though… US congressmen and women, get the chance to dive into the world of technology and innovation. The best part is, we all get to watch. We “all” seem to get a kick out of the congressional hearings in the USA at the moment, though. Sure, the questions are somewhat ridiculous sometimes. Some, do not seem to understand the difference between Google as a company and the iPhone (as a product). But, can we really blame them for it? ## Can we blame them? I believe that we tend to forget, that these technological advances are still very young. We have only had smartphones for roughly a decade and although we “all” use them, we might be users, but not experts on how the technology works. Hence, I think it is sort of normal, that congressmen ask questions that seem out of context. Have a look at the video above. After approximately 2:30 minutes, on of the congressmen asks whether Google can track the movement of his iPhone. For him, this is a straight-forward question and Mr. Pichai is right in saying: it could very well be that Google can track his movements, but it is not something that is set up by default. I think many people are afraid of what Google might know. Yet, they are unaware of the role they play in this themselves. The questions these people ask, show us that we need to work on educating everyone in society on what technology really means. We need to explain what the threats and opportunities are, and show them how they can take control of how and what kind of information we share. ## Let experts ask the questions - *Why don’t congressmen and -women alike, rely more strongly on the advice of actual experts.* - *Why don’t they prepare themselves for these kinds of interviews, with preliminary talks to people who know what tech innovation is all about?* > If you want to get the right answers out of someone like Zuckerberg or Pichai, you need to ask the right questions. The problems and concerns the congressmen are trying to address are valid points. They just do not know how to pose the right questions, that will actually give them the answers they need. One solution could be to prepare a list of topics for industry experts to ask these CEOs, and have them do the interviews. My whole life as a tech entrepreneur has been about explaining technology to others. I probably spend more time explaining the limitations of tech, than building new solutions. Technological advances are part of our everyday life, but we know very little about what we can do with it; let alone how it can and will affect our society in the long run. If we do not teach others, what technology can actually do, and show them how things work, we will not be able to take away that fear and the uncertainty that comes along with technological change. ### Digital Innovation: Understanding growth KPI‘s URL: https://www.livain.com/blog/digital-innovation-understanding-growth-kpis/ Last updated: 2026-08-31T12:46:03.000Z The single most difficult thing to do in any new project is measuring the impact and success of your work. One of the most common mistakes in measuring project success is an early focus on top level revenue. Of course, it is not more than natural to focus on top line growth; You will want to make sure that you do not need to invest tons of money in a project for it to succeed. However, I believe that a lot of companies and especially larger companies tend to focus too early on top line revenue. They forget to focus on the KPI’s that are the actual pre-requisite’s that enable top-level growth. ## Important growth KPI’s Each company’s business unit economics are different. Hence, it is not very easy to come up with a general rule of thumb for every business model. However, there are a number of common denominators amongst most B2C businesses; especially business that are transactional based behave similarly. One of the key pre-requisite’s for growth is understanding whether there is market potential or not. The main **KPI is not only the sheer market size**, but the fact whether you are able to attract people to your business within a certain amount of time and with a budget that makes sense. One of the first things I checked before starting a new project or business, is to check market prices for relevant search traffic in Google. Next that, I **check what the prices are** that need to be paid to reach my target group on Instagram and Facebook. By target group I am referring to the gender and age specific customer segments that I want to reach. So the first KPI that I focus on is cost efficiency in acquiring new customers. Not so much, how much money I have actually spend on the fall campaign. **The variable cost per customer** that I will need to acquire to reach my business are far more important than the actual total (variable) cost of marketing. ## The community approach As a performance marketeer I know that I cannot reach each and every customer through first level platforms such as Google and Facebook. This would simply be too expensive. Hence, I need to focus my attention on building up a community around my product. A community that is scalable and able to promote my product on my behalf. > The speed at which I can grow this community defines how well the product will do in the long run. If I am able to create a short term buzz around my product, it is highly likely to reach a larger target demographic in the long run. The speed of community growth is one of the most important KPI’s I focus on when looking at the success of a new campaign or business. At the end of the day it is very important to create a community around your brand and product. This is the only way you are able to get around having to pay Google and Facebook for each and every customer interaction. These first level platforms such as Google Facebook and Amazon can be highly effective in reaching your customer segment, but are also very expensive. The faster you were able to reach your community, without having to go through any of these platforms in a paid form, the better and more profitable your business will be. ## Customer interest The last and maybe most important part of measuring success for young businesses, is measuring customer interest. Customer interest and especially to Maine KPI’s are the ones that I look at most. These two KPI’s evolve around: the time of interaction with my brand or product. I like to measure the interaction in the **amount of time spent** on my website and the **number of pages visited** by a customer. These two numbers give you a very good first indication of how good your product is. If the potential customer is willing and able to spend more time on getting more information on your product, he will likely come back in the future and buy or recommend your product or service. Having a clear focus on how you can raise the interaction with your product or brand from day one should be an essential part of your product development roadmap and strategy. Product interaction might be the single most important KPI to look at if you want to know if your product is doing well or not. ## Summary: Don’t just focus on revenue I think that these KPI’s should be amongst the most important KPI’s that are used to measure product and brand success from day one. In many organizations this is currently not the case. The most important KPI is still the number of transactions or top level revenue that can be created. However, especially new digital products need time to evolve and need to be developed. Hence, we need to look at the KPI’s that actually help us develop a great product that has the chance of succeeding in the long run. If you were serious about product development, I think you will be able to relate to these words. If you need any help understanding these KPI’s in further detail, of course feel free to contact me at any time. Have a great day and good luck, Remco ### Gadget: Second generation NEO 2 Smart – gotta start saving URL: https://www.livain.com/blog/gadget-second-generation-neo-2-smart-gotta-start-saving/ Last updated: 2026-08-31T12:46:05.000Z I absolutely love my smart trainer. I think I actually spent more time on my smart trainer this year than I did out on the road. To some, this might be a little sad but I really love being able to ride whenever I want in any weather condition. Next to that the combination of the tacx trainer and Zwift, is an absolute dream come true. I love the competitive nature of Zwift and I love to be able to join a race whenever I want and can. ## A whole new way to do sports When it comes to biking I am still a rookie. But this trainer has opened up a whole new world of sports to me. And I absolutely love being able to get the most out of my day and my own personal fitness. All the more reason there is now for me to get a second job and save up a lot of money to get me this beautiful device. I am not sure if I am going to prolong my fitness club membership this year, but I know that I will definitely use that money in 2019 wisely 😉 By the way, I cannot believe that I didn’t find out about this earlier. To be honest I have no idea how long it has been out for. But at the end of the day doesn’t matter I absolutely love this company and I will continue to be an (free) ambassador for all of their products in the future. ## Your first experiences? For those who already have one, please leave a message or send me a link to a review if you have done one. I would love to find out more about your experiences with the second version of this great product – the tacx NEO 2 Smart trainer. Read more: [tacx.com/de/produkt/neo-2-smart/](https://tacx.com/de/produkt/neo-2-smart/?ref=livain.com) Video Review: [https://www.dcrainmaker.com/2018/11/tacx-neo-2-smart-trainer-hands-on.html](https://www.dcrainmaker.com/2018/11/tacx-neo-2-smart-trainer-hands-on.html?ref=livain.com) ### Blog: WordPress on iPad – a nightmare URL: https://www.livain.com/blog/blog-wordpress-on-ipad-a-nightmare/ Last updated: 2026-08-31T12:46:08.000Z I have a bit of a love, hate relationship with WordPress on mobile devices. My main concern is that the interfaces are not aligned. The mobile WordPress experience is so much different from that on a desktop browser/computer. When it comes to usability, the app works just fine. But I never really know what my posts are going to look like, before publishing. Hence, I end up writing my text on the WordPress-App and then switch over to a browser version of WordPress to see what my articles will look like online. With >30% of all users, using WordPress on phones and tablets, something needs to change. I urge the community to step up and help out. ## WordPress workflow painstaking This is of course not the most ideal workflow. It is highly frustrating, that the desktop browser versions support beautiful “block-based” (Gutenberg-Style) writing options, whereas the iPad-application is a mere text editor. On the iPad app, the mark-up options are limited and harder to find. I love my iPad, though. I would not want to trade it in for a regular PC. As I am on the go a lot, I want to take the most versatile device with me as possible. The iPad hits many of the marks that I look for in a device. I can take notes on it, a quick snapshot to scan documents and contracts, the screen has a decent size when traveling and it is fairly light. On my daily commutes, I use an iPad 12.9 inch (latest 2018 edition with FaceID). It is by far the best iPad experience I have had so far, and I love it. However, blogging/writing is something I really enjoy and the WordPress experience is far from ideal. ## Settings are hidden The screen on an iPad is large enough for a side bar navigation. However, the iPad app does not support this feature. Before publishing a post, I need to go into the settings (click on the “…” in the right top hand corner) and fiddle about to select the right category, url and focus keywords (that I use to segment my posts). This workflow causes me to make mistakes. I have published numerous posts without having gone into the settings first, because I simply forgot. Yes, I know it is a user-mistake and I should know how to do it, but as a heavy user it should be easier to get things done. ## Add-ons are not supported The beauty of WordPress to me, is the abundance of tools and add-ons. Apps such as Yoast (SEO-Plugin) are a great help and keep my posts focused, and clean. However, these plugins (though installed) are not supported on the mobile app-version of WordPress. If only we could find a way to get around that and add plugin functionality to the iPad application… And ideally, the mobile version, too. I do not believe that screen real-estate should be an issue. Good and solid UX-design are the things we should look at together. ## Automattic, please help us out I really love WordPress, the platform is amazing and the community stellar. But we need to step up our game when it comes to the mobile ecosystem. I believe that the future of computing is mobile, as do many others out there. My mobile devices are the only ones I want to truly work with and drag around with me. Could you please help us out here? ### News: Instagram adds voice messages to DMs URL: https://www.livain.com/blog/news-instagram-adds-voice-messages-to-dms/ Last updated: 2026-08-31T12:46:11.000Z Instagram is the social media platform with the highest engagement rates in the western world. The instagram ecosystem has substantially evolved in the last 24 months. The addition of “stories” and “quick polls” have catapulted the number of messages that are being sent back and forth with the app. The Facebook company, knows that messaging is one of its key features. Individual messaging and sharing thoughts through the app feels natural to them. Direct messaging, is one of the easiest ways for Insta to raise the time spend within the app. Within the western world, people [spend more than two whole hours per day](https://www.statista.com/statistics/433871/daily-social-media-usage-worldwide/?ref=livain.com) on social media. ## The messaging battle But the question is where they spend this time. The battle for attention and retention is serious and important to the survival of the social media eco systems. Instagrams biggest competitor, is not just snapchat or facebook, but it might very well be WhatsApp. Whatsapp has tried to push story features as well, but failed to gain the acceptance of its users as a social media platform, so far. It’s reputation as a messaging platform have made it difficult for them to be seen as more than an alternative to SMS/MMS. Herein lays a big opportunity for Instagram. They are looking to gain ground on WhatsApp when it comes to direct messaging. Instagrams community is large enough to serve as a single platform for image- and video-sharing. Next to that, it can become the primary communication tool for many. Especially the generation of users between 18-30 years old are established- and fond users of the app. ## What’s next? We’ll need to see what is up next for instagram. However, I believe it won’t be long until group video chats and calls will also be added. Insta has had quite a run so far and needs to “close” its community quickly now. The opportunity is there to establish a closed insta-society, who use instagram and nothing else, as their primary communication tool. ### When your news anchor was created with Artificial Intelligence – he might look like this URL: https://www.livain.com/blog/ki-der-gefugigste-nachrichtensprecher-der-welt-medien-suddeutsche-de/ Last updated: 2026-08-31T12:46:13.000Z The boundaries between the human and digital world are fading. Possibly faster than we might think. Today, we might have just gotten a first taste of what our news anchors will look like in a few years time. https://www.fastcompany.com/90264587/watch-chinas-new-ai-anchor-read-the-news Xinhua, China’s state-run press agency, has created two virtual “composite anchors” that use artificial intelligence to read the news, [the *South China Morning Post* reports](https://www.scmp.com/tech/innovation/article/2172235/xinhua-news-agency-debuts-ai-anchors-partnership-search-engine-sogou?ref=livain.com). The two virtual anchors, one for the Chinese language and one for the English language, combine the images and voices of real human anchors with artificial intelligence. It comes to show, how far technology has advanced. The english news anchor speaks fluently and looks incredibly authentic. I am not sure if I would have been able to tell the difference between the AI-powered news anchor and his human counter part. There are some nuances of course, though – or let‘s call them tells that give the virtual newsreader away. Mostly the bodylanguage and the slight twitches in movement make him look (somewhat) unnatural. I doubt however, that this would pose a problem for many. The language is clearly spoken, the facial expressions are there – if not still quite limited. ## It can learn to do better The synthetic nature of the fake newsreaders voice is probably the biggest obstacle. Us humans can surely tell the difference between the computer generated news reader and a real one. Yet, this is just a first version to hit the market. Xinhua claim, that the program is capable of learning from other newsreaders by watching videos. I am sure that as time goes by, the boundaries between the real and fake newsreader will fade quickly. > It is very impressive, fascinating and scary at the same time. We all new that this is the direction in which we are headed. But, now that it is there, everyone will start to talk about whether we actually want this or not. The fact that a Chinese company brought out its first version of a virtual news anchor, has raised many eyebrows in the western world. Freedom of speech and human rights are at stake, right? > Imagine this same news reader would have been brought to market by facebook or google. Wouldn‘t it have raised the same levels of concern regarding who controls the news and the media? ## A marvel of technology I am personally fascinated by the technological advances that have been made in recent years. We have, without a doubt, only begun to scratch the surface of what can be done with Artificial Intelligence and Video Editing. Whereas we are „all“ scared of the negative impacts this might have on our society, we should also consider the other side of the medallion. How can this technology be applied to make our lives better? I haven‘t spend enough time to fully understand what Xinhuas bot can really do, yet I feel that this is a breakthrough that cannot be ignored. The rules of the game are changing, the lines between our world and a world we would like to create are starting to fade. Now is the time to debate whether that is a good thing or not. Technology is not going to wait for us to finish our debate, though. So we can only hope that those who have the resources will act responsibly. ### Entrepreneurship Series: Work when others don‘t URL: https://www.livain.com/blog/entrepreneurship-series-work-when-others-dont/ Last updated: 2026-08-31T12:46:16.000Z The life of an entrepreneur is filled with uncertainty. There is a hardly a day that goes by in which things go according to plan. By plan I actually mean: Timeplan. Thus, I have made a habit of working when others don‘t. Here is how this time strategy can help you get things done. ![How I use my time „wisely“](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/wp-content/uploads/2018/11/photo-1524678714210-9917a6c619c2.jpeg) ## How I use my time „wisely“ There is a clear distinction between someone who is self-employed and an entrepreneur with a small team. Both can decided when they want to work and get things done. Yet, the latter needs to be there for the team as well. Startups especially, require a tremendous amount of TLC. The thing is, flat hierarchies and small teams enable you to move fast and learn from each other. But, as the business owner, you need to make sure that you spend as much time as you can with the team to get them up to speed. I believe that a good leader shows interest in the things that his or her team mates are working on, and gives regular input as well as feedback to how things are done. *However, this has serious implications for your working times as an entrepreneur.* ## Don‘t just work more, work smarter I have made a habit of doing feedback work early in the morning; most importantly, before anyone else is up. This not only gives me a headstart in the day, it frees my calendar in the morning (before 12:00). > It is very simple really, when I feedback my teams efforts before they get started, everyone can continue to work without me budding in. Thus, I have the mornings pretty much to myself. This gives me plenty of time to take care of my chores, call people I want to call and work on my own strategic projects. I have made it very clear to my teammates, that I use this time for my own purposes. Thus, we hardly ever schedule meetings before noon. And if we do, it would be the first thing we do in the morning; this allows everyone to get the most out of their days. ## Lunchbreaks to go out I use my lunchbreaks to get out of the office. When I can, I like to go for a run, a walk or lunch outdoors. My days start quite early, so by the time it is noon, I can really use a bit of an energy boost. This is the perfect time to spend informally with your team, too. Of course we discuss hands-on topics over lunch, but nine times out of ten we focus our conversations on future challenges and opportunities instead of daily work. By doing so, we all clear our minds and use the much needed relaxation time for „creative thinking“. > The best ideas come to you when you are not stuck behind a screen, right? I don‘t consider my lunch breaks work, though. There is no agenda, no action items and nothing we must discuss or do. I want to be able to connect to the people I spend my time with. ## Work together in the afternoon In an ideal world, I keep my afternoons free to work with the team and our clients. This is the time in which I am just there to support everyone else. It is not about me, it is about empowering those around me. It helps to work this way, because it shows your clients and team mates, that you are there for them. I learn a lot in these hours – far more than I can contribute with my own presence. There are days of course, in which there is not much I can actually contribute – and my opinion would be counter productive. But, I need to be approachable and available at this time. And that is exactly what I try to do. ## My work starts in the late afternoon Hence, I start to work on my own chores in the late afternoon. It can be a little bit annoying sometimes, but I need to remind myself every day that it is not about me. As an entrepreneur, I need to make sure that I get the most out of those who help me get my vision and mission done. > Thus, my „me-time“ is the time in which others are not (really) working. Within GANDT Ventures, we have a really cool work ethic and a culture of getting things done – together. Thus, we don‘t really track our working times all too much. Yet, I need to guard my own precious time, though. If I want to make an impact, I cannot allow myself to be dragged into loads of smaller operational tasks. Time and our health are the most precious things we have got; we need to cherish and nurture them if we want to be successful. Hence, I work when others don‘t, I spend most of my work-hours TLCing those around me and make sure that sports as well as great food are part of my daily routine. I can only encourage you to do the same. Have a great day, Remco ### Tech Series: The new iPad Pro (3rd gen 12.9) will be my „go to device“ URL: https://www.livain.com/blog/the-new-ipad-pro-3rd-gen-12-9-will-be-my-go-to-device/ Last updated: 2026-08-31T12:46:18.000Z For those who know me well, I am a bit of a gadget-guy. I have used the top line of pretty much every single big brand on the market (Apple, Microsoft, HP, Lenovo, Acer) as my go to device in my daily work at some point in the last 10-15 years. Hardware has really changed my way of working and communication. ![The new iPad Pro 12.9 is a beauty](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/wp-content/uploads/2018/11/dims.jpeg) ## The new iPad Pro 12.9 is a beauty I am not sure if my job has changed much; I probably use my tablet and phone as communication devices more than ever. I focus on communicating more and spend far less time computing; working on large datasets and creating dashboards. However, I do not think that I create fewer dashboards, PowerPoints or insights – my way of working has changed, though. > The iPad is my preferred tool to work with over an extended period of time. That is, when my phone’s screen is just a little bit too small to get the work done. The launch of the new iPad Pro line has gotten me very excited about the future of computing. Sure, the software still needs to catch up to the hardware possibilities, but there is very little that I cannot do on an iPad, that I would be doing on a regular desktop pc. Here is why I cannot wait to replace my first generation iPad Pro (12.9 inch) with the latest model and get rid of my laptop. ## Tools shape the way I use my hardware When I started working with the first generation iPad Pro 12.9, I thought it could replace my laptop. How wrong I was… The first generation iPad Pro has a great screen, battery life and is more portable than most laptops, but it lacks quite a few features I regularly use. Not being able to add a second screen to the device, or import files from my camera directly, were real drawbacks. > The latter was solved mostly by a software update from Olympus (who build a great importing application for my camera that works like a charm). Hence, one big hurdle was taken care of. Tools such as Tableau have made it increasingly easy to clean up data and quickly build the reports I need. Next to that, we have started to use Paste(app) as our main presentation tool. I spend far less time on PowerPoint and Excel than I used to. Thus, my hardware needs have adapted to the tools that I use. Next to that, Microsoft brought out Tablet versions of its MS-Suite. Which I thought I would desperately need to really get things done. I could not have been more mistaken though. In my daily workflow, I hardly use a single microsoft product. *The odd CSV-file or Excel sheet are probably the only things I need to be able to open. But, that is not something I do on a daily basis anymore.* ## The new iPad is plain gorgeous The new iPads are an absolute charm to look at. The newly improved look is sleek and professional. My iPad is the device I love to work with most. Even though my „main device“ is a surface laptop, if I could choose, I would take my iPad with me over my laptop every single time. > There is just something about the iPad that intrigues me. The fact that it is made for touch input makes it intimate, personal and direct. Sure, there are plenty of other options on the market. Tablets and laptops come in all shapes and sizes. I use my phone for most of my chores, though. Yet, there are situations in which I would rather have a bigger and better screen (such as writing and correcting this post). An iPad is not a computer and it probably should try to be one either. The biggest drawbacks are not really related to the hardware, though. Most of the challenge I run into when working on an iPad are related to software. Most importantly, touch input is not supported well enough by software developers, just yet. It is nearly 2019 and for some reason, the majority of software companies still focus their attention on the desktop experience (as well as hardware). These devices (iPads that is) are more than capable of handling a far wider range of tasks and have the computing power to deal with anything you can throw at it. According to a number of benchmark tests, the third generation iPad Pro (12.9 inch) is even more powerful than the more expensive MacBook Pro. ## The bottom line The thing is, I would rather take a device with me that can handle 95% of my daily chores, and take care of everything else some other time. I know that the iPad is not a device that can „do it all“. But, I love the fact that I can use things such as dictation (typing is not my stronghold), quick annotation, screen recording and sending feedback on creatives (screenshots) with ease. These parts of my daily routine are a real asset to me. I have not seen the new iPads out in the wild just yet, but I will be sure to check them out as soon as I can. Possibly even get my hands on one before the end of the year. Let‘s hope I‘ll be able to afford it by then at least. It certainly is not the cheapest device out there, but it looks like a hell of a lot of fun to work with. And that is the utmost important. ### Entrepreneurship Series: Goal-Ownership in a Growing Team URL: https://www.livain.com/blog/entrepreneurship-series-goal-ownership-in-a-growing-team/ Last updated: 2026-08-31T12:46:21.000Z When your organization grows, you face new challenges. It is very important to make sure that your team works on solutions. But if you want to get things done, it is equally important that they are able to show “goal-ownership.” Here are some of my thoughts on why it is not enough to divide the tasks and topics at hand, top-down. ![Do not be afraid to delegate](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/wp-content/uploads/2018/09/rawpixel-735370-unsplash.jpg) ## Do not be afraid to delegate ## Set the right incentives As an entrepreneur, you will need help to reach your goals. When business starts to pick up, it is important to find the right talent for your team. Let us assume that your company is doing well. You have a small team of 5 to 10 people and business is coming in as planned. How do you make sure, to set the right incentives for your team? And more importantly, is there such a thing as “one size fits all” when it comes to team goals and incentives? > “Personal goals and incentives go hand in hand” In my experience, it is vital to a startup success to amplify the reach and impact of your product and service as much as you can. Hence, it is essential to give your teammates the tools, to do just that. Although you might be the founder and “brain” of the operations, I encourage you to promote personal goal-ownership, from day one. “The more you grow as a company, the harder it will be for you to oversee the full operations. Great founders understand their role in their own operations. They are not afraid to let someone else manage their own day and work.” ## How to create goal-ownership ![Make sure you are not the bottleneck](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/wp-content/uploads/2018/09/andrew-seaman-582130-unsplash.jpg) ## Make sure you are not the bottleneck I believe the biggest challenge for startups is to limit the number of bottlenecks. Founders especially, tend to grab and hold on to tasks for far too long. As the tasks and number of topics grow, they tend to become the bottleneck fairly quickly. This not only limits their own resources but also the topic ownership of their teammates. These are the tools I use to limit the number of potential bottlenecks within our organization: 1. Communicate your long-term vision, as well as your short-term goals. 2. Plan, communicate, review and adjust your strategy, regularly. 3. Make yourself and your team accountable for their actions. 4. Hire people who are better than you at their particular job. 5. Let go. Set out clear timelines and let others do “their thing.” The communicated goals must be tangible. It does not help, to hand out tasks (topics) across the team and simply let everyone do what they want. As a founder, you need to show an interest in the topics at hand and create realistic goals, together with the topic owner. When both parties commit themselves to reaching these goals, you know that you can let go. ## Focus on your strength Accountability in a startup environment is not easy. It is crucial to your startup success, that you can hold others accountable for their output and input. Therefore, I regularly check whether I am creating enough value to reach my long-term goals. As a founder, I need to know exactly where I bring the most value to my company. I need to work hard to generate enough cash flow to bring in the helping hands and expertise we need. That is the only thing that will allow me to focus on my core strength and bring my company forward. I hope you have enjoyed reading this article and my thoughts on Entrepreneurship. Have a great day, Remco ### Innovation Series: Employee involvement URL: https://www.livain.com/blog/innovation-series-employee-involvement/ Last updated: 2026-08-31T12:46:23.000Z Corporate innovation brings about many organizational challenges. Company-wide acceptance for digitalization and change management topics is not easy to reach. However, it can help to focus the company’s attention on one topic that all agree on, namely: how to make work more pleasurable. ![Get employee acceptance for your innovation efforts](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/wp-content/uploads/2018/09/mimi-thian-737711-unsplash.jpg) ## Get employee acceptance for your innovation efforts A systematic innovation focus on the core business and its processes can help promote change from within. This is the part of the business, that is tangible for most employees. Hence, innovating processes and making life of employees easier is generally a good place to start. Here is why. ## Organizational acceptance Digitalization is a topic hated and loved within larger organizations. It is difficult to find that fine line between “being too evasive” and showing “no change at all.” How do you get everyone on board? I have made great experiences with **active employee involvement**. Process optimization is by far the most critical part of day-to-day innovation. If everyone in the organization is set to improve “internal collaboration,” change can come from within the organization. Hence, it is crucial to get the employees involved in innovation projects at an early stage. This can be done by: - Focus groups - Actively asking employees about their ideas - Personal interviews *But the most important thing is to create innovation feedback loops.* ## Team acceptance When you run the innovation lab in your corporation, or you are responsible for a digitalization project, do not forget to show the people that brought in the ideas what you have done with them. Building a new tool for the organization will not ensure the acceptance of it. Innovation labs and project owners need to focus on the adoption rates more than anything. ## External projects The external development of projects has caused it harder to integrate new tools. In the last decade, corporate innovation labs have mostly tried to create new instruments from within an organization. However, most miserably failed. > “The main reason is that the use of internal resources can be highly inefficient. Most projects do not have dedicated resources, or the knowledge base actually to create the necessary products and tools.” Hence, ever more innovation labs are taking a new approach. External innovation hubs are increasingly responsible for project development. These projects are developed from outside the organization and brought back in, as soon as they are “ready.” Although the core ideas have (usually) come from the employees, feedback is scarce. Often-times, the employees do not hear back from the innovation lab for years. Long feedback loops cause a disconnect between the core team and the innovation team. Even non-evasive tools can be challenging to implement, without full employee support. ## Communicate a lot I believe it is vital to communicate a lot. The innovation teams need to create transparency in their ideas, challenges, and results. Tangibility and accountability to the core users of the new technology are critical to project success. When innovation teams start their efforts be solving real-life employee problems, they see that it is easier to start out-of-the-box projects that are far more evasive. It takes courage to make your work tangible and force yourself to get direct feedback. But in my opinion, it is the best way to get your changes accepted in your organization. I hope you have enjoyed this read. Maybe it made you think a little about how you go about innovation in your organization. Have a great day, Remco ### Self Improvement: Communicate more clearly URL: https://www.livain.com/blog/self-improvement-communicate-more-clearly/ Last updated: 2026-08-31T12:46:26.000Z The way we communicate has changed dramatically. The introduction of digital tools, especially email and smartphones, has transformed our behavior. I consider myself lucky to have been born at a time in which we used both traditional media as well as our new digital tools. ![I love to write, and I would love to be better at it](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/wp-content/uploads/2018/09/rawpixel-718367-unsplash.jpg) ## I love to write, and I would love to be better at it Not only have our means of communication changed, but the way we converse has also transitioned. Most notably, I feel that it is increasingly difficult to communicate, online, without the need to “unnecessary” emotional reference points. Of course, I try to communicate as clearly as possible, both professionally as well as privately. But, I cannot hide the fact that it has been a challenge. The fact that I speak (and think) in at least three languages, does not make things much easier either. However, the following tools have helped me communicate significantly better in the last few months. ## Do not mind my grammar, or do One single thing has helped me get better at writing and communicating in general: ask for feedback. I have started to ask my colleagues and my girlfriend to proofread my emails before I send them. As it turned out, I commonly make the same mistakes (over and over again). It can be somewhat confronting, re-reading my own basic mistakes. But, it has really helped me improve both my English and my German. My mother tongue is Dutch, but I communicate mostly in German (at work) or in English (whenever I write an article). I know that my English is far from perfect, nor is my German. However, re-reading my sentences has made me think about what I write again. I have started using a more elaborate repertoire of words, and my sentence structure has improved significantly. ## Grammar and spellchecks I have started using the spellcheck on my computer again. It might sound a little ridiculous, but I believe after I finished my university studies, I stopped double-checking my grammar before sending my messages off. The “word suggestion feature” on my iPhone does help, of course. Never the less, all it really does, is correct single words. The spellcheck on my phone does not help me improve my sentence structure. A few weeks playing around with an app called [Grammarly ](https://app.grammarly.com/?ref=livain.com)has really helped, though. Grammarly is a simple browser extension, that checks your grammar in real time. It shows me exactly which words are misspelled, and forces me to use more synonyms. This has made my paragraphs vitally more interesting. Furthermore, it has helped me get my message across more directly by removing unnecessary fill-words from my bloated sentences. ## I write more Regular writing helps. I love writing, that is the main reason I write this blog, to be honest. Writing is a way to relax; it helps me clear my mind, put things into perspective. It is the main reason I blog. Medium and the new(er) version of WordPress make all the difference. It needs to be easy and beautiful to write my thoughts. Whenever I use a pen and paper, I feel that I am creating value for myself, but it is not something I can share with the world. I do not need to think about my choice of words when I write to myself. Yet, when I put myself out there and write for the whole world to see, I need to watch my language. SEO-tools have really helped me improve my writing, too. The [YOAST SEO-plugin](https://yoast.com/wordpress/plugins/seo/?ref=livain.com) for WordPress is an absolute joy to work with. > “What it has helped me most with: understanding the difference between an active- and passive voice” It is a lot of fun working with words, and to learn how to use them correctly, once again. ## Fewer PowerPoint-Slides I work as a consultant, and the main “expected” output is usually a PowerPoint-slide deck. Although have gotten fairly good at making slides, it is not my preferred tool to work with. I feel that it can be challenge to get my point across, especially when *everyone* is staring at a wall. Thus, I looked around for new tools that help me tell my story well. I ended up working with a tool called [Paste](http://www.pasteapp.com/?ref=livain.com). The Paste app is a slimmed-down version of PowerPoint. I can add images, videos, and text to a slide deck. But, the formatting is highly condensed. I cannot play around with boxes, charts and font types as much as I did. And, it has made me focus on the core message of my slides a lot more. Sure, it has its limitations as well, but my slides are more transparent and less stuffed. There is nothing more annoying than information overload, right? ## Why are you telling me this? Clear and direct communication is essential if you want to get something done. We have become accustomed to vague sentences and loads of emoticons. I feel I benefit greatly from a bit of punctuation and structure in my work, though. And I can only applaud anyone who makes an effort to communicate clearly, as well. I hope this post will help think about your writing, and your style of communication, too. I know mine style is very much an on-going work in progress. But, it sure is fun to play with words. 🙂 Have a great day, Remco *PS: There are no affiliate links in this post. I just thought I would share my insights and tools. I do not get paid by any of the aforementioned apps or services.* ### Entrepreneurship Series: Quick Growth Hacking URL: https://www.livain.com/blog/entrepreneurship-series-quick-growth-hacking/ Last updated: 2026-08-31T12:46:28.000Z Startup founders have loads of huge challenges on their hands. Needless to say, growth hacking is possibly the most relevant one. A startup can be either a young company or an “actual” industry-disruptor. Regardless of the category, your business is in, you will need to grow your business. ![Make your company grow and blossom](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/wp-content/uploads/2018/09/markus-spiske-759409-unsplash.jpg) ## Make your company grow and blossom Very few founders realize that growth hacking is a constant, not a variable. In my opinion, change is the only constant for successful businesses. Here are a few pointers on how you can promote change and hack your company growth. ## Tangible goals Whenever I think of growing my business, I try to create tangible goals. Of course, I dream of running a trillion dollar company “all the time,” but I also know that it is not realistic to reach that vision in the next couple of months. Hence I focus my attention on taking small(er) steps. For my consulting business, that means consolidating the work we do with one particular client in this quarter. And gaining one or two new customers, that match our currently biggest client. This will help my business become less dependent on our largest client. Thus, I have created one single tangible goal: Gain one top-level new client this quarter. Nothing more, nothing less. ## Go offline Digital first companies, think digital first… well, in my opinion, they think digital only. Even-though I live a fully digital life, I know that I cannot only focus my attention on digital tools. If I want to grow, I will need to get out there and talk to people. Whether these are potential customers or not, does not matter. However, I know that 99.9997% of the people I actually want to reach, do not read my personal blog, or visit my social media channels regularly. Therefore I try to use as many different channels as I can. I try to get the attention of my potential customers in local newspapers, place offline ads and use flyers as a way to grab their attention. I feel that these activities are disregarded too often by digital natives. ## Your personal network is gold Want to growth hack your business: use your personal network and speak to friends and family about what you do A LOT. You know that annoying aunt you cannot stand, because she loves to pinch your cheeks? That is exactly the one you should talk to. She will spread the word on your business faster than any social media post. Simply because you do not see her that often, and she will tell her kids about you the same story over and over again. Yes, I know that she is not your perfect target group, but who cares? Do not tell people what you want them to hear, share your passion and your challenges openly. Your friends and family can really help your business forward. I encourage all of my teammates, to do exactly the same. I share my thoughts and tell them to share theirs, too. In the last year alone, our consulting business has generated over 50% of its turnover from personal contacts. You should not go out there and sell your family your service on every single party, but try to get them excited about your business and what it is that you do. Growth hacking is a real science. Sometimes you get luckydifferent things do not go as fast as you would like. But, if you use your personal skills and think out of the box, you will be successful at some point, for sure. Have a great day, Remco ### Innovation Series: Fashion Retail Ecosystem Development URL: https://www.livain.com/blog/innovation-series-fashion-retail-ecosystem-development/ Last updated: 2026-08-31T12:46:31.000Z The businesses and the ecosystem we work and live in, change. Over the last decade, we have seen a rapid increase in new technology and business models. One of the most prominently hit industries is the retail industry. But, why are retailer having such a hard time? Here are some of my thoughts on ecosystem developments in fashion retail. ![Challenges of tech innovation in fashion retail](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/wp-content/uploads/2018/09/rawpixel-740327-unsplash.jpg) ## Challenges of tech innovation in fashion retail ## Fashion retail as an ecosystem Each industry has its own set of rules, players and dynamics. The fashion retail industry is no different. The dynamics of an ecosystem is what makes it interesting; in this case, fashion retailer fail to understand the complexity of their own ecosystem. Fashion is a delicate subject, because it is very tangible. The outside world can see the results of how the industry changes. Thus, fashion retailer need to show how they are changing, too. Inevitably, fashion retailer need to “show what they are made of.” There is nothing wrong with that. Retailer have been used to flashing their ideas in their customer’s faces for decades. But, this time it is a little different; there is far more at stake. I believe that the main reason it is hard for a traditional retailer to keep up is the fact that the ecosystem is misunderstood. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2018/09/Paper.Projekt.1.png) Understanding innovation as part of an ecosystem When it comes to innovation, there is a natural tendency to focus on the technology part of the equation. Technological transformation creates short term friction in any market. The time to full market adoption is sometimes faster than traditional businesses can keep up with. It is not until the market has adopted fully to a new technology, that service provides start to arrive and pick up the pieces. *“To name but one example, Farfetch has started to serve smaller fashion retailers with an all-encompassing service approach to e-commerce. Retailer who are not able to run their own e-commerce operations, can now outsource that core skill to Farfetch. Link to website: [www.farfetch.com”](https://www.farfetch.com/?ref=livain.com)* ## The business model side of things When the rules and tools within an industry change, it is important to re-evaluate what your business’ core strengths are. When I speak to a fashion retailer, they usually state that they cannot keep up with the technological developments; they simply do not have the means to keep up, either. Thus, I tell them to focus on the core business model first; to look at the available and potential changes to the core business model. What are the opportunities the new rules of the ecosystem have in store? *“One example of a new need in retail, are non-permanent store spaces (pop-up stores). When a retailer owns the property they are stationed in, one way of changing the business model is to look at other sources of income. Monetize the assets that are available in the group.”* ## What about the people When the ecosystem changes are apparent, the resources and the adoption of the new business case are essential to the success. The people who work within the new setup, need to accept the changes and help out. Hence, it is crucial to involve the employees in business model decisions, at an early stage. Ecosystem-changes trigger, or better to say, push your company forward. However, the actual changes to your business are made directly on the work floor. *“Regular strategy meetings with staff members of all ages, help align the long-term goals of your business. When technological changes are fast, it is imperative to use the input of your youngest staff members to show you where the market is heading. The millennial generation is an early adopter of new technology, and possibly your secret weapon.”* ## Tech develops, the ecosystem changes In my opinion, we need to understand that technology develops over time. We have made a quantum leap in user-facing consumer interfaces in the last decade. Yet, the ecosystem encompasses far more, than just tech-changes. To keep up with industry developments, it is key to look at opportunities on the business model, technology and people-side of things. When your strategy reflects your (personal) ecosystem-strength, odds are your company will come out stronger than ever if you believe in yourself, and your team. I hope you have enjoyed this read and I wish you all a great day, Remco ### Entrepreneurship Series: Investor interest, avoiding a mismatch URL: https://www.livain.com/blog/investor-interest-avoid-mismatch/ Last updated: 2026-08-31T12:46:33.000Z To bootstrap or not to bootstrap, this is a question I get regularly. It is also something I think about a lot. Investors can help your business forward, push you to find your boundaries and they promote change. But how important are external investors to your business really? Here are some of my thoughts on what it is like to work with business angels, venture capital and other types of monetary supporters. ![Do you need an investor?](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/wp-content/uploads/2018/09/mirza-babic-766502-unsplash.jpg) ## Do you need an investor? ## Two sides of the equation When two people continue on a journey together, it is not only about the founder anymore. An investor will want to get something out of this collaboration as well, and it is usually not merely a good return on investment. There are plenty of reasons why you should consider working with an investor. Yet, if money is your only objective, simply raising funds for the sake of raising is not going to get you very far. I believe there are two sides to the equation of any investor transaction; it is not only about your goals, but those of the investor as well. Hence, you need to make sure that your business targets, align well with those of your counterpart. ### Possible business objectives: - **Growth acceleration** of core business - **Test** new business opportunities - **Market entry** (support) ie. internationalization - **Access to patents**, resources or other assets - **Credibility** for your business ## What is your objective? Think about your long-term objectives. If you get an external investor on-board, this is something that will change your business significantly. What is the real reason you NEED external funds? Or do you just WANT external funds? I personally believe that you should not raise funds for the sake of raising. There are others in the startup scene who believe that it is important to “take as much as you can when the price is hot.” > “Although it is tempting to raise a lot, quickly, raising funds should support your long-term vision and goal” Money is *only one way* to reach your goals. Sometimes it can be just as important to find strong strategic partners. **Industry support** and the availability of fresh **resources** are key to success, as well. ## Mismatch of interests In a larger context, investors are vital to startup survival. Just the mere fact that there are people out there who invest in new ideas and concepts is invaluable to an entrepreneur. It gives you as an entrepreneur a new option to how you can reach your goals. But, in my opinion, you need to understand how you can leverage external funds best. Without the proper fit between your long-term goals and those of an investor, you will be in for a rough ride. *For example, if your investor is set on strengthening a local region in your* country*, such as a local bank or fund, whereas you are looking to expand your business abroad, this will lead to a clash of interest at some point in the future. Here is one example from experience:* ## Personal experience, flower delivery service I have come across this problem with one of the companies I founded. I co-founded an online flower delivery company together with two others. The company had been initiated by a venture builder, who saw the opportunity and set out to get the follow-up project funded, no matter what. Within a mere 12 months, we had built up a strong local German team. That attracted the attention of a fund, who invested in innovative startups in the Bavarian region (in southern Germany). Their goal: create more jobs in southern Germany. Yet, we knew that we wanted to expand the business internationally. We needed the money, so we took the initial investment. However, a few months in, we saw that our local market was not big enough. Hence, we had no other choice, but to re-evaluate our business case. If we were going to be successful, we needed to expand our business to other countries. > “But, we could not do expand our business without a follow-up investment” We had miscalculated how much it would take us to “get big enough” in our home market. Cash became a real issue and our core investor, did not believe or better to say, could not support our business expansion efforts. Arguably, working with an investor opened our eyes to this problem. It was crucial to our business that we found a new solution. Hence, we had to pivot our business case. I will elaborate on that some other time. But, the key thing to understand is that it is very important to understand both sides of the equation from the get-go. An investor can give you vital insights, resources and the mentoring you need to take it to the next level. But, he can only do that when your goals are aligned. I hope this post has given you something to think about. Possibly even a new perspective on what it can be like to work with an investor. Have a great start to your week, Remco **Before your go** Please subscribe to my blog. You will be the first to receive my posts and articles on entrepreneurship, digital marketing, tech trends, user experience design and more. No ads, no cost, no strings attached. I write all of my articles and they reflect my personal opinion. I’d love for you to join the conversation. Email Address Subscribe **Twitter more your thing?** You can find / follow and converse with me, right here: [Follow @rlivain](https://twitter.com/rlivain?ref%5Fsrc=twsrc%5Etfw&ref=livain.com) ### Digital Innovation Series: Where To Start URL: https://www.livain.com/blog/digital-innovation-series-where-to-start/ Last updated: 2026-08-31T12:46:36.000Z Innovation starts from within an organization. Although many external factors accelerate the urgency for change, an organization needs to organize itself around long-term, constant change. But, where do you commence? ![Get ready to start innovating](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/wp-content/uploads/2018/09/adi-goldstein-777960-unsplash.jpg) ## Get ready to start innovating Here are a few ideas that will help you determine the initial **focus areas** of your digital innovation projects. ## Choose a department Larger organizations know how difficult it is to focus on high impact projects. When it comes to digital innovation, this is not any different. Even-though **senior management** often-times recognize the need for change, taking a conscious decision on the first project is a challenge. > Focus on one single department, first. It is admirable to aspire to work on digital change through-out the whole organization at once; the **goals need to be realistic**. Digital innovation might involve: Focusing concentration on non-core business pursuits. And, we know that the budgets for non-core matters are limited. ## Core business process optimization When choosing the right **department** to start with: Do not be afraid to go after the core business. For many organizations, the biggest levers of digital innovation involve process-optimization topics; innovation is not only a “new business” topic. > Digital innovation can be about doing things more efficiently, too. Therefore, take time to speak with the teams in your group, about processes that they deem valuable. Within the teams, there are plenty of **ideas**, that will help direct the organizational attention on the appropriate points. ## Many employees, many manual processes Most companies are people-businesses. A large amount of the work is done by human hands. Which is great, and this does not necessarily need to change, either. Digital innovations can help your employees, not only work more **efficiently** but **make work** easier and **more enjoyable**. ![Focus on making work more enjoyable and fun](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/wp-content/uploads/2018/09/headway-551543-unsplash.jpg) ## Focus on making work more enjoyable and fun > Introduce new tools that raise employee satisfaction Moreover, **aiding employees** in their daily work raises the morale of your company. Additionally, I believe this inspires workers to help with innovation efforts. Furthermore, significant savings through automation and digitization are usually possible for most organizations. This starts with your employees. ## Companies with innovation labs A powerful tool for larger corporate organizations are innovation labs. Hence, **change-labs** develop new tools and ideas that can be used throughout the entire organization. > Make sure you deliver tangible results In my experience, not every department within an organization is equally open to change. Hence, it helps to focus on those departments which are, in the initial stage of the process. Doing so will allow the change management team to deliver tangible results. Essentially, any innovation project must be seen and lived in the organization. The more tangible the results are, the better. I hope these ideas will help you find out where to start innovating your company. Feel free to reach out, if you would like to dive deeper into the topic of digital innovation management for your organization. Best, Remco ### Opinion Series: on Link Tax and EU censorship laws URL: https://www.livain.com/blog/opinion-series-on-link-tax-and-eu-censorship-laws/ Last updated: 2026-08-31T12:46:38.000Z When the EU get together to discuss legislation on digital issues, all tech firms and entrepreneurs hold their breath. This time it might actually be more important than ever to breath out quickly and open our mouths and speak up, though. ![EU passes controversial digital legislation](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/wp-content/uploads/2018/09/joakim-honkasalo-587350-unsplash.jpg) ## EU passes controversial digital legislation Some of the legislation discussed and approved today could change the world as we know it substantially. Here is what you need to know and my take on things. ## What happened exactly “The European Parliament has voted in favor of [the Copyright Directive](http://www.europarl.europa.eu/news/en/press-room/20180906IPR12103/parliament-adopts-its-position-on-digital-copyright-rules?ref=livain.com), a controversial piece of legislation intended to update online copyright laws for the internet age” [The Verge](https://www.theverge.com/2018/9/12/17849868/eu-internet-copyright-reform-article-11-13-approved?ref=livain.com) There are two main directives that are relevant to us, users, marketers, publishers and platforms alike. The first is Article 11: > Article 11 is intended to give publishers and papers a way to make money when companies like Google link to their stories, allowing them to demand paid licenses The second is Article 13: > Article 13 requires marketers platforms like YouTube and Facebook stop users sharing unlicensed copyrighted material Both of these laws are set out to protect the European market and intellectual property. But, in doing so they might just create an impossible situation for both publishers and platforms alike. > Plenary adopts it’s negotiating position on copyright rules for the digital single market. Negotiations with Council will begin soon. [pic.twitter.com/hJOhClrZyf](https://t.co/hJOhClrZyf?ref=livain.com) > > — JURI Committee Press (@EP\_Legal) [September 12, 2018](https://twitter.com/EP%5FLegal/status/1039831754817892352?ref%5Fsrc=twsrc%5Etfw&ref=livain.com) ## Article 11 Article 11 gives content creators the rights to demand a fee from anyone who links to their content. Yes, this means that the content creator is more in control of how he wants to be paid for the content. > This law is set out to make sure that Google and Facebook cannot make money off of content without the permission of the original source. The main problem is the internet works because we can share content freely. The way the legislation is written up, it could mean that a content producer could ask for money from someone who shares a link to his article on any given social media channel. This is, of course, a big problem for both the publisher as well as the end consumer. Article 11 tries to promote self-control of content. It aims to give the content creator a tool to get paid for the hard work. Yet, it is very difficult to uphold and defines unwritten rules of how we use the internet, today. ## Article 13 The thirteenth article, makes platforms (such as Google and Facebook) responsible for the content shared by its users. The platforms are to impose a filter to account for copyright material. The general idea is not necessarily wrong. However, the question is whether or not Facebook and Google are willing and able to do just that. How can large international platforms distinguish between satire and copyright? What happens to our memes? Critics of Article 13 say: “This will open up a possibility for censorship by the European Union.” They think: “It will give the EU the tools it needs to ban content it deems inappropriate.” Now, Facebook and Google have been in the line of fire regarding censorship for quite some time. Both tech giants are known to have banned certain users and their content on the basis of copyrights. Whereas the content was arguably simply not in line with the general public opinion. And problems with copyright were a mere excuse to take the content down. ## The bottom line The two legislation will go into effect as early as January of next year. As with all EU-laws, they then need to be passed through the local governments. Thus, each country is allowed to decide on how they would like to interpret and use the legislation. They are a derivative for each nation, yet can be enforced upon non-EU parties by the European Union. However, I personally do not see how the Link-Tax is going to work. Neither do I think it is a particularly good idea to make a third party responsible for the content, made by others. I believe that we should continue to hold the actual content creator/sharer responsible for his or her actions and not the platforms. It remains to be seen how quickly and to what extent this will go into effect. I think this discussion is far from over, and it will affect us all. Have a great day, Remco ### Digital Innovation Series: Start Small, Communicate Big URL: https://www.livain.com/blog/digital-innovation-series-start-small-communicate-big/ Last updated: 2026-08-31T12:46:41.000Z Innovation from within a larger corporate organization takes a lot of convincing. Your peers, colleagues and senior management need to see that you want to move things forward. There are a number of things that can help you get your message across to both your colleagues and management. ![How to get your innovation project noticed in a corporate setup?](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/wp-content/uploads/2018/09/daria-nepriakhina-736026-unsplash-1.jpg) ## How to get your innovation project noticed in a corporate setup? Here are a few things I urge any project manager in a corporate environment to do. ## Start small Within a large corporate setup, projects are only as good as the amount of market traction and management attention they receive. There is nothing wrong with that, but you need to learn (quickly) how you can get the attention of your colleagues and senior management for what you are doing. Since big budgets are not given out regularly, you need to think small(er). Most importantly, think about single feature development to prove a point. One of the biggest mistakes corporate projects make, is that they focus on creating full-fledged services. Whereas the consumer (who could just as well be an internal co-worker in your company), is usually looking to solve one specific problem, first. By creating one single smaller solution to a problem, you can save resources and focus on result / success communication. ## Make your product tangible Ideas are great, prototypes even better. When you have a great idea and you want to get it “funded”, start by using the resources you have to make a tangible example of your product. > If you do not know how to code, use the tools that you have. I have created numerous “projects” in PowerPoint first, before getting the approval from management to go ahead and build it. But, I managed to make my ideas as clear and tangible as possible. Screenshots, scribbles, user-flow concepts, all of it helps to get your message across better. Be sure you do not leave this valuable step out in the beginning of your journey. ## Communicate your future goals Everyone is on a budget, you will need to show results. The good thing about corporate setups is that you have time, though. You must make sure, not to get caught up in the “justification game”. Hence, it is important to keep communicating what you want to achieve with your project. Think long term, that is the only thing that senior management really wants to see. Quick shots that only solve a partial problem, are not able to move the business forward systematically in the future. When I think about future projects, I try to aim for innovations that complement, stream line, or could even replace the core business. Process innovation is just as valuable as new business development. Yet, the projects must have the potential to solve long term problems, or seize opportunities. ## Problems are new projects, not deal breakers for innovation Digital innovation is still a relatively young topic for most organizations. It is hard for most senior managers to grasp the complexity and long-term potential of innovation-projects. > Therefore, it is very important to stress the multitude of tasks and explain what you need to be working on. When you cannot hit your own KPIs, focus on the core tasks that will be coming your way. Explain what the next steps will be, over and over again. By doing so, you will show stamina and understanding of growth- as well as project-development. “They,” will want to see that you have a plan, and you are in control. also need to hit your targets, but talk about the future of innovation as much as you can. It will make your counter-parts think about the possibilities, too. And maybe even give you some great ideas and input you need to succeed with your innovation project. --- Post Summary: #my2cents on communicating innovation efforts in your organization *I hope these thoughts on digital innovation will help you in your daily work. Get things done and focus on the future. I firmly believe that it helps to take small steps when it comes to innovation in larger companies. We need to make sure that no-one is left* behind *when big changes occur.* *Hence, we convince and show our peers how we work and where we want to go. Get everyone excited about innovation and change – make sure that it becomes a part of your organization. Anyone can drive change from within – but you need to use the right tools to get others involved in what you are doing.* *Have a great day, Remco* ### Entrepreneurship Series: Goal-to-Goal Focus Relevant Output URL: https://www.livain.com/blog/entrepreneurship-series-goal-to-goal-focus-relevant-output/ Last updated: 2026-08-31T12:46:43.000Z ![Working day and night to reach your goals?](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/wp-content/uploads/2018/09/jefferson-santos-450403-unsplash.jpg) ## Working day and night to reach your goals? Work hard, play hard. One of the most cited startup credos, if not the single most important one for all first time digital-hustlers. It has a ring to it, is exciting and there is indeed truth to it, too. However, it is easy to get caught up in your hustling-game. As an entrepreneur, it is imperative to keep a clear **focus** on what is essential and what is not. Here is what I do to get things done and make sure I focus on what really adds value. ## Three things I do to keep my hustle relevant 1. I plan and **execute**. I find it easier to meet my goals when I know what I want to achieve. There are so many things I could be working on, but I need to focus on those that add value to my mid-term objective. 2. The goals are never something I would not be able to reach within a **time span** of more than two-three months. In order to do so, I regularly need to break up my mid-term goals into shorter sprints. When the goal is too far into the future, it is difficult to keep a clear focus. 3. **Communicating** my own objectives to others, helps me keep things going in the right direction, too. I talk a lot about what I want to achieve to get others on board with what I want to do. This way, they can help me achieve my goals better and keep me on track by reminding me what I want(ed) to do – just in case I lose track of the bigger picture. ## Work Goal-to-Goal Key to getting things done is that you actually “get things done.” This might sound silly at first, yet there are so many things I would have loved to tackle but simply did not have the time for. Tangible results are key to your success. If you want to get somewhere, you need to show your results. I try to make sure that mine are both visible to others and add value to my mid-term goal. **Visibility** and **accountability** are essential drivers for Entrepreneurs. You will want others to see what you are doing, and what you have achieved. Thus, you need to find a medium that allows you to show what you have done. A blog, a social media network or a team reporting (internally) are tools that can help you do just that. ## Keep it relevant When I start a project, I take time to think about the mid-term tangible objectives and key performance indicators (KPI). Whatever it is that I do during the day, it needs to be relevant to my KPIs. Because relevance can mean a lot of things, I make sure to write these goals down in every quarter. It helps me focus on what is truly important. I do not want to work a lot for the sake of working, I want to get somewhere. Create **relevant output**, every single day. I hope this post has given you something to think about, and has helped you create the urgency for a sense of direction. Have a great day, Remco ### Tech Series: Apple Event SEP18 – no innovation please URL: https://www.livain.com/blog/tech-series-apple-event-sep18-no-innovation-please/ Last updated: 2026-08-31T12:46:45.000Z ![Slow and steady platform innovations, please](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/wp-content/uploads/2018/09/apple-event.jpg) ## Slow and steady platform innovations, please When we think of innovation and especially when it comes to tech, we think of **Apple**. Cupertino’s tech-behemoth has grown out to be the most respected hardware tech player in the world. Today Apple will reveal its latest and greatest gadgets. What will be on display? We do not really know yet. Rumor has it, Apple will present a (or the) new **iPhone**, a brand new **Apple Watch** and possibly an updated version of the **iPad**. Can Apple continue to dazzle us with real tech innovations? Here is why I still get excited about these events. ## Innovation for the masses Apple is one of the companies on the face of this earth, who truly understand how important tech adoption rates are. The products Apple bring to market, are not only well thought-through, they are good enough for millions of people. > The sheer scale of users using Apple products is astonishing What makes Apple great, is not only the fact that they have a fantastic marketing machine. The products are designed with the masses in mind. The average user needs to be able to use an Apple product, from the get-go. You open the box, start up the device, and it just works. They do not create products that are ground-breaking or truly spectacular (anymore). But, I do not really want them to either. ## Faster release-cycles, than we can handle Sure, creating a phone or product for the masses means that compromises need to be made. These choices are usually made in favor of mass-usability instead of pure innovation. Apple’s products are not necessarily the fastest, or most innovative. But what makes them good, is that the innovations brought to market have a universal and scale-able reach. In essence, the release cycles are actually a little too fast to keep up with for external programmers. What makes them great is the fact that the eco-system around its products is very strong. There are literally millions of applications for the iPad and iPhone. These apps make Apple great, not just the standard hardware product itself. ## I do not want them to be innovative Each year, a new product is released. With the iPhone X, I hope that we will have a design and hardware specs that we can work with for a few more years to come. I still get excited about these new events, because they will define the tools that we have at our disposal for the next few years. You need to understand that constant changes are an absolute nightmare for service innovators. And this is something the Cupertino-gents know all too well. > The iPhone and iPad platforms give digital entrepreneurs and innovators all over the world the possibility to create great new products. Once you realize that these **products are platforms** and not tools, you will start to see that changes and innovation are not always the same- and good thing. I do not want Apple to change their platform too much, yet I want them to show us innovative ways we can use the platform in the years to come. That is what I am looking forward to most, tonight. I love just love these events. They are a **celebration of change and innovation** – forward thinking and a little bit of nerdy-rockstarness. [The Apple Event takes place at 19:00 CET, tonight (12.09.2018)](https://www.apple.com/apple-events/september-2018/?&cid=wwa-ch-kwgo-features--slid---apple%20event-e-productid-&mnid=sTsXsWvQw-dc%5Fmtid%5F20925ihd39958%5Fpcrid%5F294018064519%5F&muid=f0d4d039-f7af-4e42-92a8-4bbc1099d450&mtid=20925ihd39958&aosid=p238&ref=livain.com#wireless-charging) --- ## Safe to say, I got what I wanted The morning after. The event is over and I think it lived up to my expectations fairly well. No real huge innovations anywhere to be seen, a more consolidated product portfolio (of iPhones that is), and a slightly better Smartwatch. This video reveals all of Apple’s new products 2018 In a nutshell, we will be getting a uniform design of all iPhone products, with better specs. The new A12 Bionic Chip is certainly impressive, it gives developers the much-needed power to create exciting new products. VR/AR-Kit 2 + this hardware will be fantastic. ## Did Apple do enough? There were no new iPads, no wireless charging pad (dock), no news on brand new Airpods; the iPhone was the star of the show. It is brilliant really, Apple does not want to dilute the limited attention span of its fans. By focusing the attention on one product category (or possibly two including the Apple watch), consumers will not contemplate on “what” they would like to spend their money. If you already own an iPad or iPhone, and you are looking to upgrade (possibly both), the odds are you will not do both at once. However, the iPhone and Apple Watch are complementary products. These do not get in each other’s way. > You are gonna be getting a huge displayUnbox Therapy I love these [Unbox Therapy](https://www.youtube.com/watch?v=RQIG7XYqkK8&ref=livain.com) reviews. They are honest and very clear, tech but easy enough to understand for basically anyone. Have a look at the video below for a first impression (specification) review of the new products. > Tim was referencing this as the iPhone for all people. But I’m not sure if the price on the Xr is really for everyone. I would love to see an iPhone with a price tag of around 500 USDUnbox Therapy ## No new iPad, no wireless charging pad Because the event was so “single product” focused, we can expect a second round of product presentations in the near future. And if these follow suit with the current iPhone, we are bound to see face ID, better chips and even brighter displays on our iPads, too. I cannot get enough of these type of events. To me personally, they beat 8/10 trade shows and marketing fairs hands down. These product presentations and product launches, guide digital developments all over the world. It is impressive really, what one company has managed to achieve in such a short amount of time. Sure, there is plenty of competition. Yet, that competition is working on the software side of things. At Apple, the actual hardware product is what they “sell.” Even though most users will only really feel the difference in performance and usability due to the software, they want to physically hold a high-quality product while doing so. Apple understands that and focuses their full attention on haptics, design, and quality first. I cannot wait for the next upcoming events. Trust me, you do not have to be an Apple fanboy to enjoy these talks. I am writing these words on a Microsoft Windows Surface machine ;-). Have a great day, Remco ### Entrepreneurship Series: Why Do You Want To Start Your Own Business? URL: https://www.livain.com/blog/entrepreneurship-series-why-do-you-want-to-start-your-own-business/ Last updated: 2026-08-31T12:46:48.000Z ![Is Entrepreneurship right for you?](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/wp-content/uploads/2018/09/trust-tru-katsande-599010-unsplash-1.jpg) ## Is Entrepreneurship right for you? It is tempting, it might even be cool; starting a (digital) business of your own, is a new way of working. Startups appeal to a new group of enthusiastic workers, who are taking the market by storm. The conventional career route is about to become a whole lot more versatile. In the United States, making it “on your own” equals the “American Dream.” Being self-sufficient is something everyone should strive for. Whereas in mainland Europe, the classical career path is still the most preferred option. Even-though a trend towards entrepreneurship is emerging in Europe as well, it might not be the right thing for everyone. Here is why. > Ask yourself: “Why do I want to start my own business?” ## What is your objective Why do you want to be an entrepreneur? Even if you have a great idea, there are many possibilities on how you can pursue your dreams and bring them to life. Interestingly enough, most startup founders are over the age of 40 years old. These founders, have had their fair share of corporate life already and want to live a different life. Or they feel that their current employer does not provide them with enough support to work on their ideas. The most mentioned reasons I hear when I speak with aspiring company founders are the following: - Be free - No nine-to-five job “kinda guy or gal” - It is exciting - Not a single day is the same - Make more money The latter possibly being the most unrealistic one. Startup life is a lot, but it is not a short-term cash-machine. You will need to invest, not just in monetary terms, but time especially, to get where you want to be. Most starting salaries in startups are not that great. The reason mainly being that you start with a zero customer base. Without the necessary customers or even a product, it is hard to pay yourself or your employees a decent salary (in most of the cases). I believe that it is important that you understand why you want to be an entrepreneur if you want to be successful. You need to remind yourself constantly, what your long-term objectives are and why you are doing this. When you have just gotten started, brace yourself; you have got a very long way to go. ## It is a marathon, not a race You will need to show stamina and determination if you want to make it as an Entrepreneur. For the most part, you will be faced with challenges that are beyond that what you know and can handle. That is also the beauty of being an entrepreneur, though. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2018/09/ben-stern-576115-unsplash.jpg) Entrepreneurship is a marathon If you are looking to make a quick buck, become a successful business man or woman within two to three years, I can tell you today that it will take a whole lot more than founding a company to become an entrepreneur. One of the most underestimated parts of entrepreneurship is the timeline. Investors are bad at it, expectations are generally far too high, and the amount of time that needs to be invested to get things done is “always” too short. > It takes stamina, discipline, and hard work to build up the necessary knowledge base, you will need, to become a good company builder. I made a deal with myself, right after I had left university, that I would continue to work hard on being a good entrepreneur until the age of 35 – and then take it from there. Ironically, I am 33 years old now, closing in on my 35ish target age and I feel like I am just starting to get a hang of it. ## What if it does not work out You do not necessarily need a fall-back plan. But you need to understand, that your working life on this planet is pretty darn long. You will need to make an effort to contribute to your society over a number of decades, if you want to live a good life on this earth. > What can you take with it for the future, independent of your own company? I have asked myself exactly that question on numerous occasions. I know that the things I do in my startup(s), are things I would “also” love to in the future. Therefore, I have built up a network of contacts, being able to leverage my knowledge-base and know that there is a market for my services. ## Life after your startup You need to know, that most startup ideas, do not work out. It is not only about you, but the team and the people you manage to include in your plans. Starting a startup alone is not the best idea, and you will need to be a team player if you want to be successful in the long-run. > I do not think that everyone is cut out to be an entrepreneur. Know this, it is okay to fail. And if you believe in yourself and your ideas, you should go for it. Realize what you are getting yourself into, though. Entrepreneurship is hard work, and there is nothing romantic about it; except for the journey, your personal venture. Hopefully, you will look back at your life in 20-30 years and understand that you have done all you can to live a great life. I love being an entrepreneur. Although all of the above challenges remain, it gives me the strength and freedom to be the best version of myself. I do not think that everyone is cut out to be an entrepreneur. However, if you feel like giving it a go, you simply should. *Have a great day, Remco* ### Entrepreneurship Series: What does it mean to pivot your business ​ URL: https://www.livain.com/blog/entrepreneurship-series-what-does-it-mean-to-pivot-your-business--e2-80-8b/ Last updated: 2026-08-31T12:46:50.000Z ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2018/09/michael-petrila-587251-unsplash.jpg) Long-term goals do not always align with the status quo Pivoting means changing direction. It is something startups do constantly, at least the good ones. It is key to understand when it is time to pivot, make a change to your business model, or focus on an entirely new customer segment. Let me walk you through some of the main reasons for a business pivot and what you need to keep in mind. ## Pivoting your business is a good thing One of the most common misconceptions about the need for a business model pivot, is that you have failed to do something right before. That your business model failed and you have made a number of grand mistakes that have forced you to reconsider how you run your business. What we can learn from startups and great entrepreneurs is that they understand that when their hypothesis do not hold up, they need to make firm adjustments. This does not mean that the initial plan was not good, or that the execution was poor. It merely means, that you it simply did not work out. Once you have realized that it is time for your business to pivot, make a change, you are already doing a whole lot right. ## Plan on changing things up Whenever I look at a business case, I think about the possible changes that might need to be made in the future. Odds are, your first thoughts and approach are not going to go through the roof from day one. You can be sure, that you will need to make some changes in the future. My advice would therefore be: plan on having to change things up. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2018/09/helloquence-61189-unsplash-1.jpg) constant planning and re-adjustment need to be part of daily business This means, think in relatively short success cycles and metrics. How can you measure your current success? Are you on the right track to meet your mid-term goals? It is imperative, that it is hard to plan on long-term goals. When it comes to new (digital) ventures and ideas, the life cycle of our services is probably lower than 5-10 years. Technology and their adoption rates are growing and changing significantly. Thus, we need to plan on the eventuality, that things will go south at some point in the next 3-5 years. Most importantly, act upon it from day one. ## When to make a significant change This answer might not be as clear-cut as you think. It highly depends on your companies situation, of course. The bottom line is, you need to plan on having the resources to make a significant change to your business model in the (near) future. > When you are forced to pivot due to cash flow issues, you are not doing it right. It is essential to understand that a change of direction needs to be something that can bring your organization out of its comfort zone. When you feel that you could do better, it is time to look at ways to change-up the direction. It does not mean that you need to abandon what you have built up so carefully in the months and years before, but merely to be open to change. ## Ways to pivot Here are some ideas that can help pivot your business in the right direction: - Focus your attention on a new customer segment - Mix up your price model and change your approach - Change your team set up to reflect your new market learnings - Find a new way your product or service can be used - Look at a new (international) market for your goods or services - Communicate a fresh marketing message around your product(s) - Re-invent your marketing mix and focus channel distribution A directional change is an inclusive event for the entire organization. You cannot make a significant change to your business if only a small part of the organization is on board. Thus, you need to make sure that you communicate the direction regularly and openly with the staff. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2018/09/rawpixel-683571-unsplash.jpg) Change is a team effort, include as many people as possible and communicate your goals openly Good managers will understand that some of the best ideas come from within the organization. Therefore it is crucial to your long-term business success to include people from various parts of the organization in your strategy meetings. Get “everyone” on the same page quickly, and prepare the firm for changes at all times. I hope this post has given you a few ideas on how you can change the direction of your organization; I think it is an essential part of any successful business. If you would like to do a deep-dive for your company together, simply reach out to me at your own convenience. Have a great day, Remco ### Entrepreneurship Series: Focus on the style of your content URL: https://www.livain.com/blog/entrepreneurship-series-focus-on-the-style-of-your-content/ Last updated: 2026-08-31T12:46:53.000Z ![How do you present yourself and your business?](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/wp-content/uploads/2018/09/rawpixel-658248-unsplash.jpg) ## How do you present yourself and your business? Communication is one of the most crucial things to “get right” for an aspiring entrepreneur. Unless you are an absolute natural at presenting yourself and your content, you will constantly challenge the way you do what you do. Here are a few things that I have noticed, that can improve the way you communicate with your target audience. In essence, I urge you to have a good look at the way in which you communicate, not so much what you communicate. Here’s why. ## You need to get your message across As an entrepreneur, your goal is go seek the attention of others around you constantly. Your customers will not come running at you, if you do not show them what it is that you do and what you stand for. > You will need to focus on grabbing attention – constantly. Mind over matter – focus on what would trigger the mind of your target audience. How can you get their attention most efficiently? Think about how your audience interacts with the tools that you use to get your message across. - Do they use Instagram? Use great Images and Stories. - Do they read a lot? Focus on creating the most legible and beautiful blog / or magazine there is There are plenty of great innovators out there with fantastic ideas. But the ones who manage to grab the attention of their relevant audiences, are those who do best in the long-run. ## Reach a Relevant audience You can lose a lot of time and energy, by focusing your attention on a channel that you feel comfortable with, but that does not have your target audience. I made the same mistake. I love(d) Instagram for a long time, but for all the wrong reasons. My love for Instagram came from a creative perspective; one of my hobbies and passions is photography. Thus, I started to use Instagram to share images and stories about my business. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2018/09/rawpixel-668339-unsplash.jpg) writing is my passion and the best way for me to express myself The main problem was that my target audience was simply not on that platform and the people I reached on Instagram were not interested in my content. It is pretty simple, right? I focused far too much attention on creating content and not on the core audience I was trying to reach. It took me over two years to figure out that I should be using this same content on Twitter and LinkedIn to reach the audience I really want and need to have. ## Use your core strength to be authentic What I did figure out though, is that photography and writing are my core strengths. I have a natural “way with words” – okay you will probably find plenty of mistake in my writing, but I still love to write. It comes very natural to me to write about my experiences and my thoughts. > Whereas your strength might lie in video content, or some other form of story telling, possibly user engagement on Twitter or Snapchat. You need to find out how you can communicate in your most natural and authentic voice. It is key to understand that if you do not choose the right medium to get your message across, you will not be able to reach your goals. ## Make it look great One thing I had neglected for a long time, was the fact that sometimes it matters more what something looks like than the actual content. You need to make sure that your content, whatever it is that you post, looks great. That means that when you run a blog, as I do, do not forget to download and set up a great template for it. You need to make sure that people feel at home with your content and love to read it. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2018/09/vlad-sargu-620462-unsplash.jpg) Make your content look great and focus on the “graphics” of it too Just yesterday, I decided to go back to one of the standard WordPress templates, because they do my content a lot more justice than the template I ran before. The font type was too small, it did not make good use of space and I simply did not like it. Although, I did not even take the time to evaluate my “time on site” in Google Analytics I knew that something was off. I was not presenting the content I had curated and written so carefully, in a good manner. I will be sure to have a look at the statistics in a few weeks time, to see if it has changed for the better. But I actually already know the answer to that question. ## Find your own style as an Entrepreneur You will need to find your own style as an entrepreneur. Let me tell you what, though. You have the possibility to have as many goes at it, as you want. There are no corporate design guidelines or communication guidelines that are holding you back. Be the best and most authentic Entrepreneur that you can be, and be yourself. That is the best way to represent what you stand for. And remember, it is not only about the content, it is just as much about how you present it. I hope these lines gave you something to think about and possibly a nudge in the right direction. Have a great day, Remco ### Five Ideas How To Use Periscope Audio URL: https://www.livain.com/blog/five-ideas-how-to-use-periscope-audio/ Last updated: 2026-08-31T12:46:55.000Z ![Audio is the new way to go](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/wp-content/uploads/2018/09/aleksander-vlad-735821-unsplash.jpg) ## Audio is the new way to go Periscope is “back”. Well it was never really gone, but Twitter has finally released a new updated feature that might make it a little bit more appealing to the masses again. When Periscope was first released, it was a break-through in the way we consume live video and possibly the most significant boost for Twitter in recent years. Periscope showed us that Twitter can actually be a very powerful medium, if used right. Unfortunately, Twitter decided to buy and bury the application deep down in the “content sharing” section of the app, making it nearly impossible to find for most of us. The general interest in Periscope has drastically dropped, although the service itself is actually one of Twitters highlights. ## Audio it is Imagine, you can broadcast a live audio feed directly to Twitter. This time around you don’t even need to get dressed before broadcasting, though. A good microphone (or one of the newest iPhones/Samsung Galaxy XXX) will do just fine. Here are Five ideas for you as content marketeers out there, how you can use Periscope Audio for your business: 1. **Customer Care Calls**: when someone has a complaint or a question about your service, go online and share that input with the world. Explain how things work in a little bit more depth than just 140-280 characters. You can actually say a few whole sentences and “personally” interact with your customers. When they have follow-up questions, answer them on the spot in your broadcast. 2. **Question and Answer Rounds**: Q&A is a powerful tool – It is a little bit like calling a radio station to ask your favorite broadcaster to answer a question for you. You state the topic, and wait for the questions to come in. Keep it entertaining with a few anecdotes in between and your radio show is up and running in no-time. 3. **Share Musik**: You’re a musician? Why not just play and share your beautiful new song with the rest of the world? It doesn’t need to be perfect, and you don’t need to look perfect doing it either. Just play. 4. **Create your own radio station**: If time is not a limiting factor for you, start your own radio station. Set up a topic, play some songs, talk all day and night to your audience and give it a go. 5. **Report something** that is going on around you without looking like the creepy guy/girl who video tapes everything. When Periscope first started, the main reason people used it was to share exciting news reports (car crashes, etc.) that might interest anyone basically. You could be the first person at the scene and share that with the world real-time. This time around, you can do a live report, just with your voice. Which might sometimes be a lot more convenient. ### We need more examples The feature has just been released today, and I haven’t seen anyone use it just yet. But I am really looking forward to hearing a few interesting Periscope Audio-Sessions in the next couple of days. Let’s hope “we” all get creative and give this a fair chance of adding a bit more value to our visual social media landscape. I think, that if the show is done right, it will have a good chance to stand out. There is a reason why Podcasts have been doing so well lately, users want to choose when they listen to something and learn something new. Visual cues can be overwhelming and attention consuming. If you manage to reach a good audience with a strong Audio-Cast, you will be able to get your message across very efficiently. ### EU digital taxation is coming URL: https://www.livain.com/blog/eu-digital-taxation-is-coming/ Last updated: 2026-08-31T12:46:58.000Z ![Taxation on digital services will hinder innovation](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/wp-content/uploads/2018/09/capturing-the-human-heart-469416-unsplash.jpg) ## Taxation on digital services will hinder innovation Where there is money, there is legislation. In this case, the European Union is targeting all revenues made by digital services within the EU. And they are coming for the big tech multinationals fast. By the end of this calendar year, the EU wants to impose a 3% revenue tax on all digital service revenue made in the EU. This would mean an additional tax of hundreds of millions of Euros for Facebook, Google and the likes. The main problem at the moment is that these US and Asian innovators are taxed in the country of origin (where the company is legally situated). According to this new tax law, the revenues will be taxed based on the country in which the customer resides. Something that has been common practice within the EU for a number of years already; especially when it comes to e-commerce and cross-border (physical) transactions. Generally a rational thing to do, but there are a few problems that come with this legislation. ## Why is that a problem 1. The European Union is not one single market, the income generated by international companies would need to be distributed “pro rata” back to the countries that deserve to receive the taxes. 2. Taxing digital companies, generally hinders growth and the possibility to re-invest the earnings in the development of new innovations. Is it too early to tax innovators that are looking to change the way work, live and add value? 3. This taxation is only a short term and local solution to a global problem. What we would achieve: make the EU less interesting for global innovators. The European market might be a relatively wealthy one, it is also one of the hardest to crack. This is because of its scattered and decentralized nature. In digital, there is no such thing as one central European market, but there are lots of small language areas with partial markets. Should we not focus our attention on the bigger picture here? 4. We would also tax our own innovators – making it increasingly difficult to fund our own innovation efforts. If the idea is to protect our internal European market, we need to develop tools that do not hurt those who are trying to make a difference. Further articles on this topic that might interest you: - [Link to Reuters article](https://www.reuters.com/article/us-eu-tax-digital/eu-aims-at-deal-on-digital-tax-by-year-end-document-idUSKCN1LK1MA?ref=livain.com) - [Link to in-depth article in the Irish Times](https://www.irishtimes.com/business/economy/french-proposal-could-sweeten-pill-of-plan-to-tax-profits-of-digital-giants-1.3623081?ref=livain.com) - [Link to in-depth Medium article](https://medium.com/@rlivain/eu-digital-taxation-will-hinder-innovation-in-europe-89f6ef85c029?ref=livain.com) ### Taking Gutenberg for a spin URL: https://www.livain.com/blog/taking-gutenberg-for-a-spin/ Last updated: 2026-08-31T12:47:00.000Z ![A whole new way to write your content on WordPress](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/wp-content/uploads/2017/12/img_0340.jpg) ## A whole new way to write your content on WordPress WordPress has been my go to platform for blogging ever since I started publishing content on the internet. I have always loved the fact that it is so versatile and easy to work with. But in the last few years, it had become a little dated – especially in light of the competition of content platforms such as [Medium](https://medium.com/@rlivain?ref=livain.com). Hence, I started to try out new platforms. Of course you need to continue to grow and develop your skills, try out new things from time to time and ultimately, find out which platform is most fun to work with. > I have been jumping back and forth between Medium and WordPress for a while now. – Remco Livain It is difficult to pick a winner. I love both to be honest and to me, there is no clear winner just yet. ## Gutenberg might just bring a bit of fun back Blogging needs to be fun. It needs to be intuitive and give me the creative freedom I need to express my emotions. There are beautiful WordPress Templates out there that are just waiting to be taken for a spin. I can basically pick the one I like best and have a whole new look and feel to my website with merely a few clicks. However, the content publishing part has remained the same. So where should I publish my broadcasts and content? I have readily been typing away for a few minutes now and the editor seems to work pretty well (on my iPad Pro – using the native Safari browser). ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2018/09/img_0217.jpg) ## Adding images is a breeze It is indeed a lot faster and easier to work in blocks. Even if the blocks are fairly static in the first version, they do just fine when it comes to blogging. Adding images is done quickly and swiftly; just click on the „+ sign“ and select your image, video or audio file. One thing that bothers me though, I still need to select (possibly a new/second) image as the feature picture for my post. This is done a whole lot more swiftly in Medium; here it simply selects the (one) image that is available as the standard feature image for my post. > I would love to set one of the images in the post as the feature image. I do not understand why I always need to remember to set one. A much needed time saver– how do I do that? Quick update: I have figured out how to “make it look great.” You need to remove the feature image of your post and insert a cover image. Cover images appear in your list of posts, as would feature images. Depending on how you have structured your blog list, going with a great cover image might be better than the old fashioned feature image insertion. It will save you one little step for sure. ## Gutenberg available in WordPress 5.0 If you have not installed the beta plugin just yet, do so! You will not regret it. As of WordPress 5.0, everyone will have Gutenberg as the standard editor. The old editor will still be available as a plugin, but if you liked that one better, you will need to select it as your preferred editor in the setting. I think this is a huge improvement to the WordPress backend – and I applaud the developments in usability that WordPress has made in the last twelve months or so. It is definitely a lot „more fun“ to publish content using this editor – but at the end of the day, it is the content that really makes a difference. Have a great day and thanks for being my Guinea Pig by reading this short post. ### Periscope Audio Only Launches on Twitter URL: https://www.livain.com/blog/periscope-audio-only-launches-on-twitter/ Last updated: 2026-08-31T12:47:03.000Z ## For those of you who have already forgotten about Periscope, I could not blame you, Twitter has just given it an interesting update and twist Periscope had quite a run for a while, as it became the first real live streaming platform for video content. Everyone could basically become a reporting using Periscope and its brilliant integration with Twitter made it very easy to share content quickly. Two years down the line, after Twitter buried the app in its “add-ons” section, Periscope has lost nearly all of its traction. Which I personally find a real shame. I love the concept of live streams and the possibilities it offers. I imagine real-time support (customer care), informative lessons and Q&A-sessions to be a dream on a platform as Periscope/Twitter. However, very few people actually seem to use it that way. ## Live streaming is not that easy There are a number of great challenges for live streaming. The biggest probably being that that most people simply do not have enough very interesting content that they would like to share in real time. Real time, live videos are a lot more intrusive than a perfectly stages photo or short video clip. Periscope is very unforgiving and simply shows the world what you are looking at, no filters, just the way it really is. Now, I hear you think that it could be due to the demographics and the platform might be the problem. Others are “doing it” as well, right? But even Instagrams longer videos section (called IGTV) seems to be having a hard time getting off the ground. The amount of longer video content is very limited. Even within my personal “bubble” of a couple of hundred very active Instagrammers (30-40% post something on a weekly basis), not a single one has really dug into the longer video content. It is simply not that easy to make time for lengthy interactive videos. Most of us have to actually do something for a living and cannot just spend a couple of hours per day on Periscope to share with the world what they are currently up to. Despite the fact that the number of watchers/followers can be significant. Interestingly enough, marketeers, companies and agencies, have not really caught on to the possibilities of Periscope and Instagram’s live streams either. But it looks as if Twitter still believes in the platform and continues to look for new possibilities that can help the service get more interesting to the general public once again. ## Is audio the solution Twitter has just brought out a new update to its app. You can now broadcast, directly to Twitter through Periscope, without showing your video. I imagine this could open up a whole new way of broadcasting and might make Twitter more interesting for those who would like to post or share a real-time podcast for example. Next to that, you do not need to dress up and look all perfect to start a Periscope broadcast anymore; something that might just appeal to a number of people who are not all that fond of video as a way of expressing themselves. What I would like to do, is see if it makes sense to do a number of question and answer rounds on Periscope Audio, regarding certain topics. I could imagine that the interaction rates are not as high as they would normally be on a video “post,” but maybe the opposite will happen. ## Twitter has a content sharing issue The platform as such, has not had the best of runs in the last one or two years though. Especially when it comes to relevant, high quality user generated content, most of the attention has shifted to Instagram and Snapchat. What has been left for Twitter have been mediocre “marketing” and “salesy”-posts mostly and a platform where people can complain about basically anything. I feel that very few of the posts on Twitter are positive by nature. But, maybe that is my own personal (professional) bubble of friends, colleagues and family. But even within the whole country of Switzerland (with close to 8 million people), there are very few who actually use Periscope as a way to express themselves or share content. In the screenshot below, you can see that only a handful of people have shared something through Periscope in my area in the last two-three days. And it is even worse, these few posts were only done by three people – one of which was a guy from the UK, who just wanted to share his holiday videos. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2018/09/img_4337.jpg) I would love to give Periscope and live chats/video a go, though. I am somewhat skeptical about whether or not I will reach (anyone) my target audience, but it is something new and if I have not tried it, I cannot really judge if it works well or not, right? Next to that, maybe I can start some sort of revolution. At least I will know for sure that the competition for views is not all that high in the area I live. > Have you given Periscope or Periscope Audio a go yet? What were your experiences with it so far? ### Investors in digital projects seem scared of commitment URL: https://www.livain.com/blog/investors-in-digital-projects-seem-scared-of-commitment/ Last updated: 2026-08-31T12:47:05.000Z ![Digital race to the finish line; Investors need a new approach to digital investments](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/wp-content/uploads/2018/07/braden-collum-87874-unsplash.jpg) ## Digital race to the finish line; Investors need a new approach to digital investments *“What is your exit plan? When do you plan on reaching profitability? How high is your burn rate?”* I think all startups have heard these quotes from investors ever too often. It feels a little silly to me sometimes, to speak about these important topics with investors and business owners alike. Of course, when your sole job is to invest in profitable (or possible profitable) businesses, you are programmed to think in monetization first, and long term impact second. However, I feel that most of the longevity of technological projects needs a far longer time horizon than most investors would care to admit. We tend to think in months, instead of quarters or years. *Where does this thinking come from?* ## Why do we expect digital projects to work within weeks? Business owners have a different incentive, they need to find new innovative ways to run their businesses. Yet, even the most progressive entrepreneurs, expect digital projects to “work” far faster than anything else. I think that one of the main “problems” with digital projects, is that they are started because the core business is doing poorly. Digital channels are a response to a situation that has been there for ages, but not acted upon. > Most projects are started, when it is actually too late to fix the main problem. Hence, digital agencies, IT-teams and marketeers are given short term, partially irrational, targets. Long term objectives, are something most agencies have little or nothing to do with. Short, task based insertion orders are expected and marketing campaigns are planned in sprints of mere weeks instead of months. The natural reaction of agencies and IT-companies alike, is to take whatever they can get, fast. They do the bare minimum to get across the finish line and onto the next project. It is sad really; brilliant entrepreneurs that started their businesses in the 80s and 90s have lost the courage to invest in something new. Build something meaningful, that can be the foundation for their children and future generations. ## Business models are changing This might not come to a surprise to you, but business models are changing. New technological advances, forces us to come up with a whole new way of thinking. One problem with this is, that traditional entrepreneurs and investors are stuck in the idea that business models are evolving. They fail to see that these changes are far more intense. Our society is evolving at a pace, that is unparalleled to anything we have seen before. > We don’t know what the best and future business models will look like just yet; time is needed to explore the opportunities and make a long term impact. This might be hard to take in, but we need to invest time and effort to learn how we can get the most out of our new tools and technology. --- ## The bottom line Digital businesses are developing faster than regular businesses. But there is a consolidation of skills in the market as well. We reach a far higher amount of potential target users with our technology now; this takes planning, dedication and a long term vision. > If we focus on short term profits with our digital projects, we will not be able to create the big impact that we are yearning for. We need to remind ourselves, constantly, that **“digitalization is a constant, not a variable”** that can be dealt with within a few months – given the right resources. Maybe investors and entrepreneurs are not scared of commitment, but they need to understand how their decisions influence the quality of our work – and the long term impact that we can create. Digitalization is not a race to the finish – but long term means to an end; the only means available to us, if we want to make a substantial change to the way we live. ### Amazon prime day, another disappointment for Swiss customers URL: https://www.livain.com/blog/amazon-prime-day-another-disappointment-for-swiss-customers/ Last updated: 2026-08-31T12:47:07.000Z ![Nothing fun about an empty shopping cart; another disappointing Prime Day](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/wp-content/uploads/2018/07/img_0142.jpg) ## Nothing fun about an empty shopping cart; another disappointing Prime Day It is confusing really, some products are available, some aren’t. Amazon Prime day was there yesterday. But, for Swiss customers of the giant retailer, this meant another year of frustration. I love amazon, not because of their top notch service, but the way the push boundaries. But when amazon goes after a (new) market, it takes cautious small steps. In the case of Switzerland painstakingly small baby steps. > In March of this year, Amazon had brought out a statement that they had struck a deal with the Swiss national post. The deal would mean that it would be easier for the Swiss to get their packages from Germany, pay for customs with the purchase directly and receive their products within 24 hours. But very little have we seen of the implementation so far. ## A common language isn’t enough Steering a margin driven performance behemoth the size of a midsize European country is surely a challenge. Setting your priorities straight an even bigger one for certain. The Swiss market is probably not be the biggest, nor the most attractive one due to the competitive prices on anything with a charging cable. > Yet, the fact that the Swiss share a common language with the Germans, makes it awfully transparent what it is that they are missing out on. Amazon isn’t much of a communicator though. They keep their information strictly functional and let the product offering speak for itself. Which is fine for a marketplace of course, but the problem is that consumers don’t realize that amazon is a marketplace. They believe that all products are sold and shipped by amazon. This causes a lot of problems on days like yesterday, because it is completely unclear which prime products can be shipped and sold to Switzerland, and which cannot be. Why don’t they just implement a simple country delivery filter? It would have saved me hours of browsing amazon prime, populating my cart and then finding out that the products cannot be shipped to my home address? ## What you see, you won’t get So not all products are up for grabs just yet. At this point it is more an exception to the rule when a product CAN be shipped to Switzerland, more than anything else. Even prime subscribers have no idea whether or not their products can be sent to them directly. Nor do they know which shows they can watch on amazon prime video?! > What is confusing though, a Swiss customer can get a prime account on the .de website, but it is utterly unclear what it can do with it. --- I hope that the next prime day will be more eventful for all Swiss customers. We need to tear down these intransparent walls and get more movement into this market. I don’t know how much of this situation is politics, negligence or plain commercial, but it is not a customer friendly place to be in right now. Oh yeah, guys in the Munich office – you’ve got a few packages coming your way with my name on them. 😉 ### Digitalization a mere project; an absolute no-go for any organization URL: https://www.livain.com/blog/viewing-digitalization-merely-as-a-project-an-absolute-no-go-for-any-organization/ Last updated: 2026-08-31T12:47:10.000Z ![Digital Change Management is crucial to long-term business success, here is why](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/wp-content/uploads/2018/07/img_3806.jpg) ## Digital Change Management is crucial to long-term business success, here is why Why would I continue to invest in digital? Oh, how often I have heard these words in the last few weeks. It can be frustrating to work with great traditional entrepreneurs and organizations sometimes. I might have underestimated what it means to be on the other side of the table. In last ten years, I had become accustomed to working exclusively with people who firmly believe that the only way forward is digital. But after founding GANDT Ventures in 2015, my role changed. Now it has become my job to convince and preach to others, who might not be as tech savvy as the colleagues I had worked with before, that digital calls for a new investment approach. A new way of thinking. It is a whole new ballpark and it has made me realize a couple of things that I thought I would share. 1. Digitalization is done mostly within the core product and service scope of businesses 2. Digital is referred to as project-work 3. Very few companies are patient when it comes to digital and they expect instant results It is funny really, none of these aspects seem to come up when working with an organization on their core business. There are plenty of budgets and plans that focus on supply chain optimization, streamlining of communication and creating more brand awareness around the companies. However, when it comes to creating new business areas and digital sales channels – it is all about cost. ## Digital short term project work When a new project needs to be marketed, traditional organizations generally do not have a problem to hire a few sales guys and let them do on the ground market tests. Regardless of the cost and how “non-scalable” these activities are, this is a way of working that they seem to understand. But, when it comes to digital developments, the general tendency is that: “the project needs to work within 12-24 months.” > Oh how many times I have heard the sentence: “We have invested hundreds of Euros in our website, but without any significant impact.” My speech and preach has become more pronounced over the last few years. I need to continue to stress that “a great online product is a tool and not a solution.” But most organizations are so busy creating the perfect product, that they forget about regular market tests – pivoting the communication style or pricing models and doing regular digital field research. There are so many great ideas out there, that deserve so much more than to die at the hands of a product manager. ## One shot solutions are killing digital progress When it comes to digital strategies, organizations still seem to think in one shot solutions. They come up with one good idea, an app, a website or an online service, that complements or supports the core business – invest in the product and that’s it. Most of these solutions are customer facing assets. They don’t necessarily help the existing organization do its job better, or more efficient. The main goal always appears to be “new business”; because that’s all that online is good for. It is somewhat depressing really. There is so much potential out there for us to grab. But I can understand that the knowledge base is simply not available in most organizations to take long term decisions on digital strategies. > The biggest problem: One shot, project driven digitalization strategies that do not involve the core daily business of an organization are hard to re-integrate in the company. ## Technical solutions over customer solutions Most projects focus on creating a technical solution first, and think about the customer later. I had a great and open conversation with an innovations lead at one of Switzerland’s most innovative banks the other day. They have developed a good number of new business solutions in the last few years, including online sales tools, SaaS solutions for other banks and much more. He said: “the other day I walked into one of our banking branches, and my colleague asked me – what is it you do all day? How’s your website project coming along?” He smiled and explained to him what it was that he is working on. But the fact that his colleague didn’t understand that his work was part of the long term strategy of the company and aims to provided him with new tools that make his work easier, was striking. The innovations lead explained that they had created a technical solution to sales problems and that these tools would be integrated in his work in the next couple of months and years. Now, there is nothing wrong with this approach; I actually applaud the courage of the bank to invest in these projects. Yet, it is clear that the digitalization to them, is just a sales tool at this point and doesn’t necessarily solve any problems within the core business of the company. There is a fear of change, cultural change within larger organizations to “mess with the core business.” Digitalization needs to be more than that though. The main issue is that, digital competences are not build up from within the organization. If theses projects work, they will substitute the core business and if they don’t, then they don’t affect anyone really. ## Education and customer focused solutions are key I believe that we need to spend more time educating our workforce from within. Include more people in the organization to give their input and work out loud for all in the organization to see. > A movement can be started from within, but the organization needs to want to chang top down. Digital cannot be seen as a side project – a pretty little website that one or two people are working on that might save a whole company in the long run. We need everyone on board to make a difference and creat true cultural change within organizations. We need to step up our game as a whole and get everyone involved. --- I will continue to explain “the basics” to each and everyone I meet. And it was great to have met a few strong innovation managers in the last few weeks that want to make a difference. Have a great day Remco ### Fashion Tech Berlin | highly competent and innovative URL: https://www.livain.com/blog/fashion-tech-berlin-highly-competent-and-innovative/ Last updated: 2026-08-31T12:47:13.000Z ![There are good conferences and great conferences; the FTB was definitely the latter this time around](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/wp-content/uploads/2018/07/img_3520-1.jpg) ## There are good conferences and great conferences; the FTB was definitely the latter this time around ### Trade fairs can be a dime a dozen sometimes. It is hard to find the right person to talk to; it is a big challenge for event organizers to bring a competent group of people together, at scale. The Fashion Tech Berlin hosted by Premium Group managed to do just that. I had never been to the Fashion Tech Berlin, but I had heard some great things about it. My colleagues loved the event they went to in January and I can understand their enthusiasm. The fair is innovative, personal and relaxed. > What stood out most for me in the days here at the conference and corresponding trade show was the type of people the fair has managed to attract. My experience with the attendants was that most were very knowledgeable about how fashion „technically“ works. I found myself caught up easily in a discussions on fabric weaving techniques or supply chain tracking through RFID and QR-codes. It was very refreshing to see that the Fashion Tech Berlin is very much a professional meet up. I did not have to explain what an EAN-code is or a jacquard weave, even once; it is so much easier to converse with people who actually know their trade well. ![Dario Stock GANDT Ventures Berlin Fashion Tech 2018](https://i0.wp.com/gandt.ch/wp-content/uploads/2018/07/img_3529.jpg) Dario Stock GANDT Ventures Berlin Fashion Tech 2018 ## Tech is fashionable The mixture of styles and Berlin-style natural acceptance of everything out of the ordinary is perfect for an innovation fair. And tech is a hot topic. Fashion is emotion; to some it is supposed to be purely functional; others use it solely to define who they are. > Want to make a good impression on your fellow fair-goers in Berlin and want to dress to impress… just don‘t and be yourself. That is so much more appreciated. > > Sure we are talking about fashion here, with all of its perks and quirks. But there are very few rights and wrongs if you stay true to yourself. But the challenges in Fashion are vast. The long and difficult production cycles, inflexible sourcing rounds and not to mention working in a highly international – intransparent glocal market, is a challenge for all of those in fashion. Tech ideas are there, but the adoption rates are very slow. If there is one thing that is holding an entire industry back, it is **image**. In fashion and fashion tech, it is still too often about looks and less about technical functionality. Most tech innovations, try to solve problems that are thought to serve the end consumers needs. However, real tech innovations in supply chain management, sourcing and production as well as data-driven b2b solutions are missing. > The fashion industry as a whole, needs to embrace tech innovations a lot more Sometimes it is „hard“ to point out the obvious; the fashion industry is not really helping itself solve and address these problems, although there are plenty of people willing and able to help and come up with innovative solutions. ![Paul Wilkinson Arno Montorfano QR-Tex Fashion Tech Berlin 2018](https://i0.wp.com/gandt.ch/wp-content/uploads/2018/07/img_3449.jpg) Paul Wilkinson Arno Montorfano QR-Tex Fashion Tech Berlin 2018 ## Berlin puts a whole new light on customer segmentation On a side-note: Working in tech makes you prone to focus on customer segments, large aggregated scalable groups that fit a certain (socio-)demographic. It is simply easier to create something using a „one size fits most“ strategy. What makes Berlin so inspirational for innovation is the versatility it has to offer. When you walk the streets of Berlin, it is hard to find two people who look exactly the same, and dress the same. Sure, some styles are more pronounced than others, but the number of style-clusters is extraordinary, in Berlin. > But Berlin changes your perspective on what that means exactly. At first you might think that it is all about appearance, however I believe it helps me strip the products down to a far more functional level. At this deeper functional product level, we are able to create products that can be used or adapted by a large(r) variety of user groups. ## An inspiring location: Kraftwerk (Köpenicker strasse, Berlin Mitte) The Fashion Tech Berlin July 2018 was held at Kraftwerk. Kraftwerk is an „old“ abandoned factory (a powerplant I believe) that was fully functional until 1997\. Since then it has been changed into an inspiring event location, with great infrastructure. The trade show consists of three levels (floors); the first two were dedicated to brands and labels that focus on producing sustainable fashion. The top level was entirely dedicated to fashion tech and innovation, including a well-hosted conference by the Premium Group. ## QR-Tex and GANDT Ventures: Swiss Fashion Innovation *This July (2018) we hosted a stand, together with one of our Fashion Tech customers from Switzerland in the Lugano region, QR-Tex [www.kryptino.ch](https://www.kryptino.ch/?ref=livain.com).* We used the event to speak to new potential customers for their QR-label technology and launched a brand new iOS app. The EAN scanning app, is a B2C-CRM Tool that can be white labelled to fit the brand(-stores) needs, show product information and can work as a price comparison tool. > Trade fairs are not everyone’s thing, but when you are in fashion, this you should not miss out on the high quality speakers and exhibitors at the Fashion Tech Berlin next time around ![qr-tex and gandt ventures berlin fashion tech 2018](https://i1.wp.com/gandt.ch/wp-content/uploads/2018/07/img_3505.jpg) --- *Quick special thanks to Michael Stracke for doing an excellent job at organizing (his first) Fashion Tech Berlin Conference. The speakers were excellent, I thoroughly enjoyed seeing the top management of Flip Kart, the CEO of MyTheresa and Florian Heinemann of course, speak their mind about the trends in the fashion industry.* Looking forward to the next event, Best Remco ### Marketing teams are a special bunch – listen to them URL: https://www.livain.com/blog/why-you-should-listen-to-marketing-team/ Last updated: 2026-08-31T12:47:15.000Z Marketing teams still have a bit of a bad reputation. They are generally loud, are the ones who “represent” your company and thus believe they are important. And their communication methods tend to cause a stirr from time to time, because they love to push the boundaries of what they can and cannot do. I still feel that in most organization, marketing has a pure push communication role or a problem solving role. Products are developed by product teams and researchers, IT provides them with the backbone they need to make the product work and marketing is there to promote the finished product. Yet, marketing has evolved significantly in the last two decades. And especially with the introduction of data-driven performance marketing tools and channels, your marketing team is a lot more knowledgeable than you might think. ## Please use us For the record: I am one of them, too Guilty as charged. Performance marketeers are a special breed of marketeers though. I think that we (as a nicely stereotypical group) have a few things going for us that general marketeers don’t. 1. We love data 2. We breath data 3. We know how to work with data Oh yeah, and did I tell you that performance marketing is all about data? Now, seriously the great thing about digital tools and information is that we have started to build up entirely new sets of skills in our marketing departments. Marketing is not only about our companies public relations(hips) anymore, but far more about understanding our customers intentions. Next to that, your marketeers have access to tons of market research data and tools that would be very hard to obtain by doing surveys through traditional research efforts. Maybe you don’t have to listen to your marketing team on everything that they say, but you can use them to validate your market hypotheses on a regular basis. When you have a solid team of data driven marketeers, they will know exactly what to do to validate your thoughts. ## How can we help Not all companies are set up to work in a matrix setup; whick would allow multiple departments to work on one hypothesis. Departmental thinking and scattered information can be a real challenge in your organization. However, there is one department that is closest to your market and its customers. You should use your marketing team to: 1. Validate your market hypotheses. 2. Use them to find new market niches. 3. Flag market saturation early on to lower your inventory risk. 4. Test new products on small customer groups. 5. Learn more about your competition. Your marketing team, and especially your performance marketing team, can do far more than you might think. Let’s say that you run a large retail store. If you would know how many of your competitors sold a certain product and were flagged early enough, you could react accordingly. Next to that, your performance marketing team is able to see when the number of product searches for a brand or category changes. The digital marketing team especially, has a lot of market information that everyone in your organzation should be working with. ## Create organizational data transparancy The key to working with good marketing teams, is that you need to data available within your organization. That is why I am a big fan of working out loud. Working out loud is a great concept, because it sees sharing knowledge as an essential driver for personal growth. I firmly believe that knowlege in turn promotes organizational growth. Hence, it is important to share the learnings of each department openly within your organization. If there is one thing that marketing can do, it should be that. Sharing knowledge, insights and flag things that happen within the market is the core task of your marketing department. Performance marketeers are a special bunch, I know. But you should really invest more time with them if you want to learn more about your customers and their needs. If your organization is not centered around information yet, you need to start today. And my best piece of advice would be to start listening to your marketing team, right now. ### My personal venture; what I love about venture building URL: https://www.livain.com/blog/my-personal-venture-what-i-love-about-venture-building/ Last updated: 2026-08-31T12:47:17.000Z When I look back at the things that I have done in the last decade, I think that they have always involved some form of venture building. It took me a while to realize that there was actually a term for that what I love to do most; coaching, teaching, supporting others on their digital endeavours that is. **Update — August 2026:* This is one of the oldest essays on this site, and I still mean every word. A note from 2026 at the end.* **Venture building** as a term, was not used very often in the mid 2000s. Merely a handful of companies used the term venture building to describe their corporate startup efforts. But, in the last few years it became clear to me that “they” had been using the term venturing all wrong. A venture is a quest, a risky undertaking, or a journey for that matter. As a matter of fact, the term “venture” refers to a long term endeavor and not just one startup or company. “*It is the journey that excites me most.”* The rules of hierarchies and company structures are ever changing and I believe that we will start to see entirely new ways of cooperative working in the next couple of decades. My personal venture has been in the making for quite a long time. I have the feeling it has just started, though. Let me recap what has happened so far, so that we are on the same page.Venture number one I started my career in digital advertizing out in a dating startup. The company grew fast and within four years we had grown the team from a mere three employees to over two hundred. ![A workshop table covered with sketches, sticky notes and cardboard prototypes](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/2026/08/venture-workshop-sketches-prototypes.jpg) The unglamorous middle of venture building: paper, tape and iteration. It is hard to describe the type of roles I took on within the company in the first four years. I guess one could sum it all up in the vague term business development or performance marketing. But anything I did, involved **IT project management** and **partner management** in one way or another. The journey was a wicked one though, at some point I spend more time in hotels and on airplanes to meet up with our partners and international colleagues, than at home. The company grew rapidly and it was fantastic that I had the opportunity to see it develop as it did, from day one. The team was experienced, yet still relatively young and agile. I was the youngest member on the team though, at just 21 years old. I was fortunate to work together with a few outstanding digital experts, who had been in the game for over a decade. The team had a great combination, full of passion for that what they do. The versatility in my job description, made it difficult to grasp the quintessence of what it is I did. But in essence, I worked between the lines; I was the glue between departments; and to a certain extent the face to the customer and our partners. After a few years we hit our natural boundaries of growth and decided to focus on profitability instead. An internal consolidation phase meant changing our team setup and the roles of each and everyone in the organization. An exciting time once more. As the consolidation phase passed and life turned into “an ordinary day at the office”, I knew that I needed a personal change. This run had been too good to be true and I wanted to see if I could reproduce the success story by working in another team. Thus, I decided to move on and learn from some of the best venture builders in the business at **Rocket Internet** in Berlin. ## Venture number two The second venture was a lot different from the first in many ways. The tools were the same, but the surrounding team and setup was entirely different. I loved the intensity and perseverance that the Rocket Internet Team put on display every single day. It was invigorating and brought me to greater heights. Yet, my role was entirely different. As I joined the team, the company had already kickstarted its operations and was in full flight. Okay, I think it was fair to say that the flight itself was still a little bumpy, but the direction was clear; the only way is up. I was hired to set up the international digital marketing infrastructure. A job I knew like the back of my pocket. However, this time it didn’t require me to tackle the channels hands-on, but to rely on specialist to do their jobs. This was a whole new ball game for me. It required me to manage; **“observe, challenge, motivate and let go.**” Nothing more, nothing less. There was no one on the team when I signed on. I had to hire each and every specialist for the job. At the same time, manage a tremendous year on year growth of multiple millions in ad spend; basically find new ways to force the brand onto the market. The biggest difference between the first and the second venture was not the work itself, but the **time pressure** that was behind the growth. The first company focused on **profitability** from day one; we grew the company from the excess cash that was available. Whereas, in the latter it was all about creating an impact – **gain marketshare, fast**. Both challenges were really exciting. For the second time, on a large scale, I had created a market from scratch. But this time in a very different role; and it occurred to me, “I really love the *building part* of starting a company.” I felt too young and creative to take on a managing role within the team though. It might sound somewhat silly, but I was only 25 years old at this point and had lead teams of up to 50 digital marketeers; managed annual marketing budgets in the double digit millions of euros. I didn’t feel as though I had the experience to lead a team into the future; focus on setting up personal growth paths for employees; manage their agendas instead of my own. So I sought out to find my next venture to focus on my personal development. And I found it, at a company builder in Munich. ## Venture number three To be honest, I didn’t really know what a **venture builder** did exactly, until I had worked at one for a few years. The team I joined, had successfully exited a startup two years before I joined. They used a good part of that money to invest their time in creating new businesses; the classic way of venture building. What they did, was use their internal resources to create a proof of concept and then seek out for an investor to fund the growth phase. When I joined, one in-house startup had just recently received its first significant funding. Furthermore, another three were in the making. My role was to provide the marketing teams with the necessary insights and infrastructure that would allow them to grow as a whole. I had a free role within the team once again and it felt good speaking to many different marketing professionals. The thing was, as I was not focused on merely one company, I learned a lot about different business models and approaches. However, one of the startups needed (near) full time support. And I joined one of the ecommerce teams as their chief marketing officer. Startup life once again, but this time it was not about profitability nor scaling – the game was all about getting funded. **Funding** is a fundamental part of every startup. If you want to grow, you’ll need to invest. Not every startup is as lucky and financially sound as the first venture I was part of. Thus, bootstrapping it was. The first year went fairly well and we got off to a good start. But the business model had a few growth limitations that would be hard to tackle in the short run.The sales cycles were too long and we needed more time. Next to that, we managed to fund our growth through a regional fund. This was possibly the biggest limitation for our growth, though. We were unable to go abroad with our business model and were in fierce competition in our own local German market. *“We were stuck, seriously stuck.”* Sales weren’t moving in any direction and we could only gain more marketshare by funding our growth with rebates. Rebates that hurt our margins so significantly, that we continued to need more money, all the time. After a good year of struggling to pay our team salaries, I decided that it would be best for the team if I would leave. My personal strength and desire to develop and grow, did not go well with the phase our company was in for too long. I felt stuck and the worst part was, I felt helpless. Me and my fellow co-founders had not been able to persuade our investors to give us more time. Nor the possibility (funding or time) to grow in a different direction. I kept my shares, stayed on as an advisor and two years later we sold the company to one of the German market leaders in our industry. In the meantime, I focused my full attention on building a team of my own in Zurich, Switzerland. A team of venture builders, with a full time focus on combining growth and technology. GANDT Ventures was born in 2015. ## Venture number four I guess there is nothing I would much rather do than build. The last decade has shown me that building companies and projects is something that is in my blood. I never really considered taking up a job at a large corporate, although that would give me some well needed “stability” in life. Plus the fact that I think my skill set would be very beneficial to a large number of bigger organizations. Yet, as much as I hate the uncertainty that comes with founding new companies, I also love creating something out of thin air. The fourth venture is very different indeed though. This time, I am on the other side of the table. I decided to take on the role of service provider. It’s a funny feeling really, I had never thought that I would “switch sides” to be honest. The great thing is though, I can support others with the knowledge that I have gained. I aim to give others the strength and tools they need to succeed. The idea is to fill the knowledge and resource gaps in young organizations, and corporate projects alike. And it’s gone really well so far. I asked a few old colleagues of mine to join me – not as freelancers, but together as a venture building team. There are other venture building teams out there who focus on having a strong network of freelancers. However, I want to focus on stability, long term sustainable growth, education and development. That means that I need to keep a strong knowledge-base within the team. Working out loud is my new favorite term to describe how we work. We share our insights and work results openly within the group at all times. It has worked wonders for the team moral and personal development of our venture builders and specialists. We work on a variety of projects, mostly omni-channel retail topics. Especially with fashion retailers, brands, wholesalers and producers. It is an exciting market I knew very little about three years ago, but there is a lot of digital movement going on in this market. Furthermore, it involves the full supply chain as well as B2B- and B2C business models. --- I don’t know what will be coming our way in the next few years, but I think that I have found the setup that I feel most comfortable working in. I am back to working together with a young, but experienced team of dedicated digital experts, who love to grow businesses from scratch. In essence, that is what I love about venture building. It is not about creating one perfect startup, but learning how you can create a systematic approach to growth. We do this by testing our hypotheses, with new business models and MVPs. But we don’t just create disruptive startups, as I personally believe that: **“growth must always be sustainable at heart.”** I feel that, although I have been in digital venture building for over a decade, my personal venture has just begun. It is so exciting to see the traction that we have created in such a wide variety of industries in the last few years. And feel very grateful and fortunate for the opportunities that I have been given so far. Venture building is more than just building one startups after the other. It is the only way forward; it allows us to stay creative, pivot and grow. Venture building bridges the gap between projects and businesses. It allows for mistakes and provides us with a stronger decision basis for future endeavors. That is why I love venture building and I would not want to do anything else. Have a great day everyone, Remco Follow me on [medium](http://www.medium.com/@rlivain?ref=livain.com) or [twitter](http://www.twitter.com/@rlivain?ref=livain.com) --- The ventures that were mentioned in this article: [C-Date](http://www.c-date.de/?ref=livain.com), [Westwing Home and Living](http://www.westwing.de/?ref=livain.com), [MIFLORA](http://www.miflora.de/?ref=livain.com), [GANDT Ventures](http://www.gandt.ch/?ref=livain.com) **Before your go** Please subscribe to my blog. You will be the first to receive my posts and articles on entrepreneurship, digital marketing, tech trends, user experience design and more. No ads, no cost, no strings attached. I write all of my articles and they reflect my personal opinion. I’d love for you to join the conversation. Email Address Subscribe **Twitter more your thing?** You can find / follow and converse with me, right here: [Follow @rlivain](https://twitter.com/rlivain?ref%5Fsrc=twsrc%5Etfw&ref=livain.com) ## Reading this back in 2026 Eight years later, the thrill I describe here hasn’t faded — but the shape of venture building has changed completely. What took a small team in 2018 is now within reach of one builder with good tooling: research, prototypes, campaigns, even the first version of the product. The bottleneck moved from hands to judgement. That shift is also why my work looks the way it does today. Instead of building one venture at a time from the inside, I apply that operator leverage across several companies as a [fractional executive](https://www.livain.com/blog/why-i-love-working-as-a-fractional-executive/) — same builder’s energy, more shots on goal. The thesis behind it is in [The Death of Generic AI](https://www.livain.com/blog/the-death-of-generic-ai-why-deep-domain-expertise-is-the-only-real-leverage-left/): the reps you collect building things are the only leverage that compounds. ### The creative quest of an online marketeer URL: https://www.livain.com/blog/online-marketeer-creative-quest/ Last updated: 2026-08-31T12:47:20.000Z I started my professional life behind a computer screen; A beautiful blank, black canvas that didn’t even exist merely two generations ago. More than a decade in, I have learned to be a knowledgeable online marketeer. My laptop, tablet and phone have become an extension of my selfexpression. They are what drive my curiosity and my creativity. Or at least, they should. Sometimes I struggle a little with the fact that I want to be far more creative than my computer skills allow me to be. And that is not the only problem; Performance marketing has strongly shaped my perception of the world around me. To a certain extent, I feel that it hinders me in my personal creative flow, sometimes. And it has become ever more apparent to me in the last couple of years. I think we all want to be creative in our lives. Do something that we have never done before. Create something with our own bare hands. But what does it mean to create something for an online marketeer? ## The digital artist within me I am not an artist, nor do I have the mindset of one. I do feel that I want to create something meaningful – find creative solutions to problems that no one has come up with so far or has dared to do. The pictures that I have in my head, the vision of the things that I would like to create; they are all *nearly* tangible – yet, so far away. Our digital world has created a gap between that what we want to achieve and being able to create it. Although I didn’t grow up with any of these tools; things were so much “easier” when we just needed to learn how to work with wood, or pen and paper. There are just so many things that I cannot do on a computer, simply because I don’t have the skills or “speak” the right programming language. My basic html and java skills will let me change the background color of a website or change a bit of padding here and there, but that is just about it. And as much as I would like to learn exactly how I can get the very best out of these tools, I sometimes struggle with the fact that I cannot learn fast enough to be truly creative. ## Can an online marketeer be creative? My job is highly technical. I give people advice on how they can solve and approach their digital marketing challenges. The solutions are not necessarily rocket science, but they require an in-depth understanding of the possibilities that our online tools offer us. Thus, I learn to work with the tools that are out there. I don’t create anything new, but I pass on my knowledge. Trying to find someone to pay me for the time I have invested in learning more about tools, technical tools. The more time I spend learning about the possibilities, the more sidetracked I become. There is just so much out there that we can do and could focus our attention on. It has become a lot to take in. > My job is all about making sense of it all. Explaining the possibilities to those around me. Nothing more, nothing less. An online marketeer creates frameworks for creativity in which he chooses not to be creative at all. And I need to limit myself to my own creative possibilities. There is a threshold to the level of “fun” that I can bring to the table if I want to be successful. Because I started my career by learning how to be sensible and data-driven, it is very hard to turn away from that. ## Hail to the creative specialists The more advanced and vast our digital landscape becomes, the more we turn intor silo-driven knowledge aggregators. Each and every new person that is added to the workforce, will learn one specific trade or part of the game. It wasn’t like that for us who started out in online marketing in the early and mid 2000s. We still had the opportunity to do basically everything. Tinker with our own little web-products and cheat the system. I have become one of them, though. As time progressed, I have to admit that my speciality lies in online performance marketing. Maybe not because I chose it to be, but it is what I keep coming back to. There is something magical and almost scientific about working with performance data. I strive to make things measurable for a living. That is what online marketeers do. And it is a killer for anyone who wants to be creative. I am in constant struggle between getting enough data points and finding creative out of the box solutions. The ridiculous thing is though, I create the boxes that I strive and tell my clients to break out of. Why do I keep coming back to creating restrictive creative boundaries for myself? What is it about data that is so important that I force myself not to be creative? ## Time is of the essence My main problem keeps boiling down to: **time for creativity**. Time has been weighing me down lately and it is something that I hadn’t noticed a few years back. Maybe this is a normal thing about growing up, but these things have really started to bother me as of late. These are the struggles of an online performance marketeer and time is the common denominator: 1. I never have enough time to **think** over all of the possible scenarios, thus I create a framework that allows me to test just a few. 2. If time is not the problem, then **short term resource limitations** are. If we would have enough time to educate new employees on how things work, we could get a lot more done. 3. **Budgets** are never the problem, I work with whatever I have got. But it is difficult to meet a goal when time is of the essence. And the willingness to invest in creativity is never high enough. 4. There is lots of **data** out there, but in the last ten years it has become sigificantly harder for regular performance marketeers to dig into that pool of data. None of us really have access to the information that facebook, google and amazon have on us. 5. I don’t have enough time to **learn** all the ins-and outs on new tools as much as I did ten years ago. Although my knowledge base expands on a daily basis, as I read a hell of a lot, there is only so much that I can take in. There are ever more digital professionals, which is I absolutely applaud. I think it is important that a new generation steps up to the plate and shows me exactly how we can truly use these new tools to our creative advantage. It is inspiring to live in a day and age in which things move as fast as they do and I wouldn’t want to miss it. I have never been a fan of thinking in one dimensional silos. There are just so many things out there that interest me. But, I do understand that if I really want to focus my creative efforts on one thing, I will need to specialise myself in one way or another. Or learn how I can share my thoughts and tools even better with the world. My quest for creativity is far from over and I love the fact that I’ve started to realize how important it is to me. Being a good performance marketeer is just one part of the story. And I know that my creative story, has only just begun. ### I tried to switch to OneNote and failed miserably URL: https://www.livain.com/blog/i-tried-to-switch-to-onenote-and-failed-miserably/ Last updated: 2026-08-31T12:47:22.000Z If you spend most of your time behind a computer screen, you will probably know what I am talking about. Every now and again, I start to question my apps and tools setup. Sometimes because I feel that I am paying for the exact same service twice, sometimes because my primary tool just seems somewhat outdated, and sometimes just because it is sunday. Today is one of those days. I’ve spend days on end being fed up with Evernote. It is and has been my main note taking, save everything sort of tool for ages now. I love it, really I do… But it is not the most reliable service in the world. I keep having trouble with syncing between devices, the main application on my windows pc keeps crashing and my colleagues are giving me a hard time for using it because they think it is lagging their macs. All in all a pretty unpleasant situation that needs to change. ## So I started looking for alternatives Fair to say, there are not many alternatives on the market. There is Google Keep, which got a more important role in the new Gmail application, there’s OneNote – baked into Microsoft Office, Notes in iCloud and that is pretty much it. The challenge is mainly that I would like to use one note taking tool for both business and “pleasure”. It needs to be fun, quick to use and reliable. Ideally it is part of some sort of software package that I already use. That would save me some monthly fees again and keep my bookkeeping to a minimum. Long story short, I decided to give Microsoft OneNote one more run for its money. The app works great on the tablet I use when I am on the go – which is a lot – and it is part of the office package I use anyway. > There is just one challenge: How do I get my notes from Evernote into OneNote? ## The solution seemed so simple It didn’t take me very long to find the solution to my problem. https://www.onenote.com/import-evernote-to-onenote Easy enough right? That is what I thought at least, but it was actually a lot harder to get my notes over to my OneNote account than I thought. I followed the instructions closely on the importer. Five easy steps to importing your Evernote account it said. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2018/05/importer.jpg) ## First try: Import one small folder I thought: “I will try and import a small folder first, just to see how this thing works and how the data is imported to OneNote.” So I selected one of the folders from the list below and proceeded to the third step. The third step was nothing more than a mere sign in with my outlook account. Easy peasy. Nothing to see here, let’s move on to step four. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2018/05/first-try-importer.jpg) A quick sign in brings us to step number four. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2018/05/onenote-importer-signin.jpg) This is where it starts to get interesting. Step four: Here we need to decide how we would like to import our notes. OneNote uses a slightly different structure than Evernote. Notebooks have sections in OneNote and within these sections there are pages. In Evernote, there is no such thing as a section. You can only create notebooks, with sub-notebooks. Interestingly enough, when importing your data from Evernote to OneNote, the “middle part” is used to partition your notebooks into sections which are in essence the #tags you gave your notes. > I personally don’t like this at all, mainly because it is utterly unclear to me which tag is used when a note has multiple tags. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2018/05/signin-importer-onenote.jpg) Anyways, I tried to import my first folder… And guess what happened? ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2018/05/importer-onenote-fail.jpg) Yep, you move on to the next round in which you can win a brand new dishwasher… > Oh, how I hate it when simple things like these don’t work! Why can’t one of the biggest companies in the world, whose tools are used by millions upon millions of people (yes I’m talking to you Microsoft), get something as simple as a file import right on their own operating system? Fact of the matter is, I didn’t get any further than this. After approximately four-five hours of wasting my valuable time, I decided to give up… for now… … to be continued… ### How to find an investor? Start by looking at yourself URL: https://www.livain.com/blog/how-to-find-investor/ Last updated: 2026-08-31T12:47:25.000Z ![How to find the right match](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/wp-content/uploads/2018/04/rawpixel-com-597435-unsplash.jpg) ## How to find the right match When you are looking for an investor, there is nothing worse than getting rejected over and over again. Are you looking for the right type of investor? Are you sure that you really know who you are looking for? In order to reach out to the right people, you need to understand what type of an entrepreneur you are. Your mindset and approach have a direct impact on the success that you have with investors. You need to understand where they are coming from and what is important to them. I have summarized three common types of investors who need to be careful when approaching investors. A mismatch is bound to happen if you don’t understand where you are coming from and who you are. Have a look at this Medium article I wrote: [View at Medium.com](https://medium.com/@rlivain/how-to-find-an-investor-start-by-looking-at-yourself-aa9a0357dfff?ref=livain.com) ### Research results: Why Omni-Channel Retailer must stop sourcing centrally URL: https://www.livain.com/blog/research-results-why-omni-channel-retailer-must-stop-sourcing-centrally/ Last updated: 2026-08-31T12:47:27.000Z Omni-Channel Retailer who started out with stationary shops and then found their way to online – acknowledge that the goods that are sold online are not the same as offline. However, they hardly ever take the necessary actions needed to split up the buying for their online and offline stores. Let alone use the opportunities that both sales outlets offer. We did some research across 100.000 transactions and this is what we found out: Link to Full Medium Article: [medium.com/p/395afe745e9b](https://medium.com/p/395afe745e9b?source=userActivityShare-522fc96b0657-1522227507) ### 3 Things H&M need to do to survive URL: https://www.livain.com/blog/3-things-hm-need-to-do-to-survive/ Last updated: 2026-08-31T12:47:30.000Z H&M has had yet another poor quarter – and to many that does not come as a big surprise. The Swedish Fashion Retailer has been struggling to keep its margins up and adapt to new market conditions. Online sales have been poor and there is no real answer to the likes of Primark, Yoox and Zara continuing to press forward with innovative concepts. Here are a few things I think H&M must to do survive in this day and age. Starting with Digital Transformation, dedicated Glocal Data-Driven Sourcing and more. Have a look at the Medium-Post below. [medium.com/@rlivain/3-things-h-m-need-to-do-fb204825af6a](https://medium.com/@rlivain/3-things-h-m-need-to-do-fb204825af6a?source=userActivityShare-522fc96b0657-1522227076) ### Founders read: Short On Time, Here Is How To Deal With Inefficiency URL: https://www.livain.com/blog/founders-read-short-on-time-here-is-how-to-deal-with-inefficiency/ Last updated: 2026-08-31T12:47:32.000Z New medium post available on dealing with your time inefficiencies. Focus on those things that count – try to keep your own micromanagement to a minimum and make others truly responsible for their own work. Have a look at the post below to read the full article. I hope you like it. [View at Medium.com](https://medium.com/@rlivain/short-on-time-here-s-how-to-deal-with-your-biggest-inefficiency-founders-read-b47330ba1554?ref=livain.com) ### How professional social media have changed the job of HR-teams URL: https://www.livain.com/blog/how-professional-social-media-have-changed-the-job-of-hr-teams/ Last updated: 2026-08-31T12:47:35.000Z ​Good morning ☀️..! To start the week off well, I thought I would share some insights of an talk I held last week in Glarus at a bi-annual HR-directors meetup. They asked me to speak about how professional social media networks (LinkedIn) can be used in recruitment processes – and how these networks will affect their HR-team structures (and tasks). Summary: > “The role of HR teams has changed significantly. What is expected of these teams is nothing like it was in the era before social media networks such as LinkedIn and XING.” > “A new type of HR employee is needed and as the gateway to your company, they will need help from other departments (Marketing and IT) as well, to keep up” **How do your HR teams use social media in their recruitment work?** Here is the link to the article on Medium: [click here](https://medium.com/@rlivain/have-social-media-made-it-harder-for-companies-to-find-new-employees-4399cb43950a?ref=livain.com) **Before your go** Please subscribe to my blog. You will be the first to receive my posts and articles on entrepreneurship, digital marketing, tech trends, user experience design and more. No ads, no cost, no strings attached. I write all of my articles and they reflect my personal opinion. I’d love for you to join the conversation. Email Address Subscribe **Twitter more your thing?** You can find / follow and converse with me, right here: [Follow @rlivain](https://twitter.com/rlivain?ref%5Fsrc=twsrc%5Etfw&ref=livain.com) ### How Skinnovation helped me changed my mind on startup-events URL: https://www.livain.com/blog/how-skinnovation-helped-me-changed-my-mind-on-startup-events/ Last updated: 2026-08-31T12:47:37.000Z *Last week I was asked to speak at the Skinnovation in Innsbruck. Skinnovation is a three day event that is hosted by the Tyrolean chamber of commerce and the university of Innsbruck. It brings both startups, investors and innovation managers together in a casual atmosphere. The great thing about Skinnovation is that the entire conference is done on skis. So if you feel like you belong into one of the forementioned groups and you love to ski, this is definitely an event you should join next year.* This might sound somewhat strange to you, but I haven’t done a lot of startup events in the last 2-3 years. I did go to a few startup pitch events, but spending three whole days surrounded by startups and digital entrepreneurs had been a while back. The main reason I hadn’t done many of them anymore, is because I felt that startup-events **generally lack depth**. These events are there more to inspire young entrepreneurs than anything else. ## Why do startup events generally lack depth? The problems that startups face, have not changed much in the last few years. The investor side of things has definitely become more organized, but the actual work that startups need to put in to get going, hasn’t changed all that much. The struggle for resources, technical solutions and scalability have remained fairly similar. Especially when a startup is not just aiming to be a good and solid company, but really wants to change the world. It has become more accepted to found a new company. But the infrastructure has not become a lot more inviting. If you are looking to get a foot in the door in any market, you need to come up with some sort of mvp, proof of concept and convince others that you are looking to solve their problems. Since most of the talks at startup conferences are merely “how to get started quick hacks” or “things to do” talks, it is hard to hold a deep, technical conversation on one specific topic. The topics and the breadth of the startups at such conferences is usually too wide spread. Hence, the conversations remain fairly superficial. There are of course a few conferences that merely serve a certain niche. ## Single themed startup-conferences are also not the solution If you are looking to solve a big problem, it is important to collect as many different points of view as you can. Startups are not faced with the fact that they are tied down to conventional ways of working nor are they stuck to conventional ways of solving problems. That is why it is so important, that the founders get the opportunity to speak with many different types of people who can fuel their imagination. It helps to have a common denominator and to have something in common that you can talk about. The conversations at those types of conferences is usually a lot more technical and concrete. But there are not all that many good ones out there that I have attended so far. *Any tips anyone?* At the Skinnovation event in Innsbruck, the best of both worlds came together. That is simply because all of the attendees had one thing in common, they love to ski. Just the mere fact that all of the attendees had this one shared interest, made it really easy to speak to nearly anyone. I have never had any issues to start a conversation with someone, but this time I noticed that a lot more people came up to me as well. Sharing something as magical as the beautiful nature around us and a common “hobby” was the perfect conversation opener. > Having a shared interest and activity is a great conversation starter This type of conference was really a lot of fun and it re-fueled my imagination for sure. It was very inspiring to find out who was doing what and to see how the startups that were there were dealing with their issues. There were far more companies that were trying to solve climate change issues and societal issues than I had cared to imagine. Which was really great to see. Startups today are not just trying to become the next platform or eBay powerseller, but are looking to truly have an impact on the world around us. I hope that I will be able (allowed ;-)) to join next years event again. It was a real treat and I can highly recommend it to anyone. Remco ### Pyongyang 2018 is on its way URL: https://www.livain.com/blog/pyongyang-2018/ Last updated: 2026-08-31T12:47:40.000Z *I love the even-numbered years. We are treated to so many great sports events. This year we’ll have the football world championships as well as the winter olympics (Pyongyang). The latter just got off to a fantastic start paired with a beautiful opening ceremony.* ## Go #TeamNL **We have got so much to look forward to! The one thing that I’m looking forward to most is of course the Dutch National Team**. “We” are only competing in four sports this year with a small group of just over 30 athletes. That is nothing compared to the 171 Swiss athletes that I will surely also be cheering on. Except of course when they are competing against each other. However it is not very likely that the Dutch and the Swiss will really compete with one another. Our Dutch squad basically consists of speed skaters, speed skaters and speed skaters. Oh well, at least we are pretty good at that. At the last winter olympics, we managed to secure ourselves a top 10 position in the medal rank. With a grand total of 24 medals – a record for our tiny little country. I think that this year we’ll do equally well. My best guess is that we will end up with 18-22 medals. But we’ll see. To be honest, I am looking forward to the drama, the atmosphere and the stories around it far more than just winning a few medals. It is a bit of a miracle that we are good at any winter sport at all. We have no mountains whatsoever and it hardly ever freezes or snows. The last time we had a nice and cold winter was probable about 20 years ago. ## Pyongyang 2018 **The tension between north and south Korea is not something we want to focus on. Yet, it is hard to ignore the political situation in this region.** I just hope that nothing bad will happen. Sports can bring countries and people together. It should be a feast, that we can celebrate together. There are a number of examples of times that politics ruled the olympic games. And lets all pray that this time we will be spared from any such non-sense. I wish everyone lots of luck and a fantastic wintergames 2018\. Go #TeamNL Go #TeamCH – make us proud. Article Image: [Link](https://pbs.twimg.com/media/DSm1Mq7W0AAcdbA.jpg?ref=livain.com) ### The smartphone era is coming to an end URL: https://www.livain.com/blog/smartphone-era-coming-to-an-end/ Last updated: 2026-08-31T12:47:42.000Z Yesterday, Apple announced that it will cut the estimates production of their brand new iPhone X in half. The Cupertino tech giant had thought to sell at least [40 miliion devices](https://www.google.ch/amp/s/9to5mac.com/2018/01/29/iphone-x-sales-production/amp/?ref=livain.com) this year. But the demand for the iPhone X has been ‘somewhat’ slow, especially in one of Apples most important Asian market, China. Does this mean that we have reached the end of our smartphone era already? Or is this just a minor bump in the road for our beloved portable computers? *As you probably know, I am not really a tech blogger, but product life cycles are something that absolutely fascinated me. So I thought I would share some of my thoughts. Oh yeah, these words were written on my iPhone X.* ❖ ## Product Innovation Cycles Slowed Down The product life cycle of smartphones has reached a natural ceiling in the last three to four years. The changes that are being made by the main players on the market have been incremental at most and true user behavior changing innovations are rare. Sure, we have learned to work and play more efficiently with our smartphones. We might even tend to neglect the fact that our phones are significantly faster and more stable than a few years ago, allowing us to use them in whole new ways than we did before. However, the smartphone concept itself has not changed significantly. Product life cycles can be broken down into the following trend stages – that pretty much apply to any commercial product: 1. It starts with the innovation of a new product that is brought to market, 2. The first early movers try out the product, 3. Ideally this leads to the creation of a hype phase, 4. Followed by a long road to mass adoption, 5. That hits a natural (market or technical) ceiling, 6. And inevitably the decline of a product-usage – interest. The smartphone has gone through nearly all of these steps. From the very first hype phase around the very first iPhone or the ‘best iPhone ever’ – for many the iPhone 3Gs – that brought the product to the masses, to the beautiful iPhone X that we have today. The tenth generation of Apples signature product. ### Top line growth is slowing down innovation However good or profitable the iPhone X has been for Apples top line growth, the interest and expected user adoption rates have been considerably lower than Apple and analysts had anticipated. My hypothesis is that Apple played it safe with its latest signature product and pushed the limits just a little too much. The market is saturated with far less costly alternatives, and Apple’s latest and greatest phone just didn’t really measure up to the competition. Don’t get me wrong, FaceID is grand and Animojis a ton of fun, but the iPhone X still just lacks real hardware innovation that people need to have. Hence we will need to watch out that the interest in this product category does not start to decline steeply soon. The general public appears to be generally happy with what they can do with their current smartphones and are waiting for the next truly big innovation that they can spend their money on. ❖ ## Short Release Cycles Kill Competitive Hardware Advantages The iPhone used to be ‘untouchable’. It was the very first phone that used a touchscreen to navigate and brought the concept of apps to the masses. The software was what set it apart from the competition and in many ways it still is. Apples iOS usability is second to none and for many the only way they know how to use a smartphone. Although Google’s android phones come mightily close, Apple continues to shine as the no-nonsense, easy to use operating system even your grandma can use. But in the hardware side, we see something very different. iPhones are by no means the fastest phones on the market. Its camera (one of its main features) has lost a bit of its shiny filter, with Samsung and Google outshining Apple on a number of fields. And there are a number of Android phones out there that are simply offer better hardware at a lower price point. At the end of the day its probably safe to say that product differentiation through hardware has become increasingly difficult if not sheer impossible. > Maybe Apple should switch up their production cycles to two years to allow their engineers to produce something spectacular and innovative once again Creating a sustainable product advantage is a thing of the past in this market setup. Mass production of smartphones and the market dependency on only a handful of suppliers, makes it very difficult to differentiate your smartphone offer through hardware. With product refresh cycles of around 12 months, any product hardware innovations can be matched within a mere number of months. ❖ ## Apple Must Create More Independence In Their Supply Chain In my personal opinion, Apple must rid itself of any ties to competitors. This is the only way that it would force the team to become innovative ones again. Apple needs to get out of their comfort zone, make mistakes, go back to ground zero. Their latest product launches have been incrementally unnerving and uninspired. Eventhough the iPhone X launch was overshadowed by the confusing launch of the iPhone 8 (and 8 Plus), the iPhone X was a welcome exception to the rule. Apple is highly dependent on their main competitors for the production of the components that are needed to create their phones. Samsung in particular is one of the key suppliers for iPhone and iPad parts. If it weren’t for Samsung, the iPhone would not have a [screen, nor a proper memory chip](https://www.forbes.com/sites/johnkang/2016/12/16/samsung-will-be-apples-top-supplier-for-iphones-again-in-2017/?ref=livain.com). The dependency on suppliers such as Samsung is one, if not Apples biggest achillesheel. If Apple wants to gain a true competitive hardware advantage, they will need to invest heavily in their own production facilities and supply chain. It is not that they cannot do so, Cook is by all means a master in production optimization, and they have the financial means to do so, but it is a question of whether they want to. By ‘merely’ being a marketing machine, the calculatable risk for Apple is fairly low. The product margins are easy to work with and the distribution network has matured. Both the own stores as well as the telecommunications companies do a great job at bringing the products to market efficiently. But if Apple wants to prolong the smartphone era that made them to what they are today, they need to do more than bring out a new color line of their smartphones and take a huge leap forward in product innovation. ❖ ## Is The Smartphone Era Really Over? Actually, I believe we have just started a product era of smartphones and portable devices. A ten year life span of this product category is far too short for the innovation it has presented us with. I just hope that Apple, Google and Samsung would focus more of their attention on the way phones are used. I feel that smartphones are seen as **entertainment devices** more than anything, instead of productivity machines. I love working on my phone, it is something personal, portable and it allows me to be flexible all day long. There are days in which I highly doubt whether I need a laptop or desktop pc at all. Sure a bit of screen real estate can be useful sometimes, but for 70-80% of that what I need to do, my smartphone will do just fine. In order for the masses to stay interested in portable computers as such, we will need to start seeing some true innovation from the big three. Not just a better camera, or a faster processor that can deal with more ways to play angry bird. Virtual Reality and Artificial Intelligence are two technologies waiting to break out into the masses and the next portable computer needs to make a huge leap. Incremental changes are not gonna cut it anymore. If Apple wants to keep its name and reputation up as the most innovative company in the world, it will need to disrupt its own baby. It will need to make an end to smartphone era. ### Jeff the canoe guy URL: https://www.livain.com/blog/jeff-canoe-guy/ Last updated: 2026-08-31T12:47:44.000Z ## What we do is who we are *The last few weeks I have spend a lot of time thinking about the way we work. What is it exactly that we truly do? Why do we continue to do things that don’t really add any additional value? And importantly, does our work define who we really are?* I have a true admiration for craftsmanship. I find it incredibly soughing to watch someone create something from scratch. There is something magical about watching someone who knows a trade so well. That is probably the reason why I love to watch sports that require a combination of skills and attention far beyond just sheer physical strength. I can seriously watch Ronny O’Sullivan play snooker for hours on end or watch Roger Federer give us one more tennis masterclass. ### Neverthink “Making Stuff” A few weeks back, I stumbled across an iOS-App called “Neverthink”. The app itself is nothing more than a curated collection of YouTube videos. All videos are sorted by channels, such as “LOL” (funny), “AWW” (super cute stuff) or “Make Something” (my absolute fav).This last channel, “Making Stuff”, is just fantastic. Amongst other things, I watched a guy build a canoe out of some old pieces of wood, and a woman paint her entire house with the most incredible drawings. These videos were utterly inspiring, relaxing and really interesting. Foremost, they got me thinking about the value that we create in life. There are so many beautiful things that we can do with our time, that fullfil us and create value on so many different levels. But we tend to focus so much of our attention on just taking care of tasks at work that don’t really create value, improve something and really make us proud. > In many ways it is what we do that defines who we are I am sure that the guy who build the canoe has some other profession that he does to earn himself a living, but most of his friends will just refer to him as “Jeff, the guy who build the canoe”. And there is something honorable in that, something magical. By using his own bare two hands, Jeff has made a name for himself – created something from scratch and made a lot of people happy along the way. And I loved watching it. ❖ ## Do we add any value with that what we do? *Let me make a bold statement: I believe that anything that is not creative, or at least a task that promotes change, is something we should not waste a single more minute on.* It might be a bit naive, but at this point in time, I feel like everything that we create can be standardized. We have become accustomed to working on tasks instead of processes, that we tend to stop to think about why we are doing something. One of my relatives works at a large corporation, with more than 10.000 people in Human Resources to precise. Most of the things she does are not exactlyrocket science; file this, jot down that, take his or her credentials, run this through so-and-so. None of her “chores” actually add any real value, they just . When I asked her why she does all of these tasks, her answer was: “Because they just need to be done and they have always been done that way”. Does she add value? Now she knows exactly that these tasks don’t really add any value, but someone basically needs to do them. So within a greater context, of course she adds value with her work. Her boss told her, that he used to do these things as well. It is as simple as that, he has managed to pass on his legacy. Now I don’t want to say that her boss is not a good manager, because there is far more to being a manager than managing change or making improvements. However, the fact that he has simply passed on his chores, without creating room for optimization and improvement does not make any sense to me. None of the tasks that my relative does at work are in any way creative – nor do they involve an element of change or perspective. I think it is not more than normal that a new generation of workers will join us soon (god help us all, the millennials are coming…), who finally start to question why we do that what we do. Millennials will bring in a whole new dimension to our ways of working and naturally promote change within organizations. If a manager promotes change and optimization from within the organization, he (or she) could get a whole lot more done in the future. In my opinion, creating possibilities for change within organizations is a mindset thing first, but also something that needs to be taught. ❖ ## Many things can define who we are – and want to be *This made we wonder, is it important to that we create value at work all the time? Is our work the only possible place through which we can define who we are?* Jeff’s video really got to me for some reason. I love the fact that Jeff really knows what he wants to do. And the great thing is, by doing so, he became something he wasn’t before. Maybe he was just Jeff the next door neighbor – an accountant for all we care – but he became “Jeff the canoe-guy”. I personally believe that there is more to it than that. I know that I love my job, I love to tell others about it and show them how they can make their lives easier by using new digital tools. The more we make use of the tools that are at our disposal, the more time we can spend on being creative – making something new – and moving forward. And I hope that one day, we will be able to focus even less attention on simple chores, such as filing notes and writing protocols. I really hope, that one day, we will all be able to become a little bit more like Jeff. Rid ourselves of all those pesty tasks and chores that we tend to call “work”. And focus our attention on things that add value in our lives, things that make us happy. Therefore I urge everyone around me to challenge each and every thing that they do. And to ask themselves, why am I doing this right now – does this task really add value or merely add to my own short term wealth? If you too want to become inspired by guys like Jeff, just go the app store and download Neverthink, choose the Making Stuff channel, sit back and relax. I, for one, will probably spend most of my sunday night on it. 😉 Enjoy the rest of your weekend everyone, Remco ### My love-hate relationship with LinkedIn URL: https://www.livain.com/blog/love-hate-relationship-linkedin/ Last updated: 2026-08-31T12:47:47.000Z It is pretty safe to say that the majority of today’s workforce is on some sort social business network. Whether your favorite network is Xing or LinkedIn – it really doesn’t matter much. All social business networks serve the same purpose, create a professional environment in which the user can present himself and get to know likeminded others. LinkedIn has become my go to social business network. Although I had over a thousand contacts on the german xing as well, I decided to focus my full attention on just one networking platform. Besides, most of the contacts I had on Xing and LinkedIn overlapped anyway. ## What I love about LinkedIn There are only a few websites that I regularly use. I guess we all live in our little bubble that way. LinkedIn is one of my go to places to check out what others are up to. I love the (“new”) articles feature and the fact that my contact can elaborate on their activities with more than just a simple update post. **LinkedIn is not a full-fledged blogging service, but the articles on it are pretty good.** Most of my contacts who publish on LinkedIn have understood that the content needs to be significantly better than that what you find on Facebook. Eventhough most are not very original when it comes to the cover image of their articles – but that is not LinkedIn’s fault. > It would be great if we would be able to search for articles a lot better than we can today **Getting into contact with others is easy.** A short introductory message can really help to connect with others. The response rates are fairly good, as long as you show some genuine interest. I find that the interaction rates on LinkedIn are significantly better than on other social networks. ## What I hate about LinkedIn There are a few “but’s” here though. And they keep coming back to me. These are the reasons I continue to delete the bookmark I had set – every other 2-3 months or so. **The Spiderman-Phenomenon is a real pain in the ass.** I am sure that you have all seen that one video of a guy who draws three pictures of spiderman, right? I have “told” LinkedIn on approximately 4 occassions already, that I am not interested in seeing it again. But whenever someone in my deferred network likes or comments it, there it is again. It just keeps popping back up. Facebook has similar issues like these, but they are a whole lot better at keeping my Spidies to a minimum. ![spiderman linkedin](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2018/01/spiderman.png) **One of the most annoying features of business social networks are random contact requests.** I seriously do not understand why anyone would request to be connected and then not say anything. I’ve made it a habit to write every single person I add a personal message. I ask them why we should be connected and how I can help them. It’s not just sales people that have a hard time understanding the concept of a social network. The whole point of the thing is that can converse and be social on it. Of course I understand that (some) people simply want to grow a wider audience for their content. Or pretend to know someone, to get to the next person they want to target. But LinkedIn could really step up its game here and get rid of systematic, notorious connecters who never write a single message. ## Will I keep using it? That is a tough question to ask – but I think I will. However I am contemplating using LinkedIn a little different from the way I had started using it a few years back. I think it is good platform to share high quality content for sure, not merely a digital addressbook anymore. As for the pricing though, seriously… Don’t push it guys. It seems to get more and more expensive for regular users to be on the network. I have cancelled my premium account (again) and have gone back to the free version. I hope that LinkedIn will start to declutter the site, make it’s offer more transparent and clean up the mess that I have on my wall. Then I am sure that I’ll stick around for just a little longer. Have a great day you guys, Remco ### Why I Re-Instated Slack For Team Communication URL: https://www.livain.com/blog/why-re-instated-slack-for-team-communication/ Last updated: 2026-08-31T12:47:49.000Z I’m sure of it all of you know that there are far too many messenger apps out there. Each and every person that we communicate with seems to have their own personal preference. About a year and a half ago, I thought that slack would be the perfect solution to all of my messaging problems. But to be quite honest, I think I just simply didn’t understand what Slack actually does. It felt odd for me to work in different channels. And having to tag people all day in order for me to get their attention. Working with Slack, to me, felt like I had to put in a lot more work than before to get my message across. ## Why I use so many different messaging tools The team set up on my GANDT ventures team is somewhat special. Some of the consultants on the team work remotely at the offices of our clients, some work from home for most of the time and a number of especially IT and Design guys work in our offices in Munich (Germany). Our general team calls are usually done on Skype. Next to that we save our most important information in Evernote and use the messaging work chat tool to communicate. But whenever we want to do a screen share or talk to each other face-to-face we use different apps for each and every person. We have a core team WhatsApp chat, some prefer iMessage because they have Apple devices, some prefer hangouts because they have android, but we certainly don’t use Skype for everything. Trust me, we have tried. The biggest challenge with Skype is that we have started creating too many chat groups. Whenever you post something to a group, there is always someone who is left out and needs to be invited. The person then cannot see what was said before, or shared before. The same issue applies to using the work chat in Evernote. Whenever you share something with someone, you need to make sure that you select the right people to share that information with. Decentralized chats are the biggest problem within our company. I have noticed that I spend a ridiculous amount of time getting people up to speed. ## Team size matters When you have a small team of 10 to 15 people, this is very well possible for one person to handle. But I know for a fact that it will get out of hand as soon as the projects start to grow and we are more than just our core team. *Planning ahead can be a challenge especially for a young company. Because you simply don’t know what your requirements will be in 6 to 12 months from now.* However I think it is important that we create as much transparency as possible within our company. Knowledge transfer and transparency are two of the most important elements of our team. We need to make sure that whatever we learn is shared within the group. I personally think that your company needs to have a certain amount of project stakeholders for a tool such a Slack to make sense. Whenever there are more than 4 to 6 stakeholders that work on one project, a central messaging and knowledge sharing tool can definitely makes sense. ## Re-introducing Slack Alright, as you have probably understood by now I have decided to reinstate Slack as our main messaging tool. Having continued to struggle with Skype, iMessage, Trello, WhatsApp, Evernote and a few more for more than long enough, I have decided to re-introduce Slack and give it another shot. Actually a lot has changed since I first started using Slack about two years ago. We now have the possibility to share our screens directly from the app, make phone calls and the integration with a third-party apps has definitely improved. ## How do we use slack, my favorite features **For starters, we continue to use Evernote as our primary knowledge base.** But we can now share our notes directly with a simple command in slack channels. This is relatively easy and we can comment on documents that we share in Evernote directly within our slack channels. This works like a charm and everyone is up-to-date on the current state of affairs. **We have started using the calling possibilities to host our team calls.** Simple enough but it works. Even if there are still some limitations to using the calling options on mobile devices. You can for example not share your screen on a tablet or do a video call. That is quite a pity, because I use my phone for about 80% of that when I do in the day. But for now it will do just fine. *I hope that Slack will continue to work on making the calling quality even better and connectivity faster. This is certainly still a point to further improvement.* **My by far favorite feature in Slack is the remind command.** This helps me set a clear deadlines for tasks within my team and follow ups. It is super easy to set a reminder at the end of a conversation for a certain task and this way I know that it will not be forgotten. > I don’t send nearly as many whatsapp, imessage or skype messages as I used to and trust me, that is a good thing. **Last but not least, I have significantly managed to reduce the amount of time that I need to spend on getting everyone up-to-date.** I seem to have a lot more time on my hands right now. I’m not sure if I can really put a number on it or an amount of hours that I have saved, but it definitely feels like I have more time for other things. I spend less time worrying about who I need to call next to make sure that things get done and everyone is in the loop. I don’t send nearly as many whatsapp, imessage or skype messages as I used to and trust me, that is a good thing. ## Biggest challenge? The biggest challenge, is making sure that people use the channels instead of direct messages within Slack. In the first four weeks, only 25% of all messages were posted in channels. Which meant that 75% of all communication still happened on a bilateral basis. Slacks monthly status update reminded me of the fact that something needed to be changed. I had to teach and show the full team that whenever something did not only apply to one person, it had to be shared with an a channel. Of course this creates a transparency on who does what that not everyone loves to show. And it is a cultural, and mindset change that needs to happen within organizations in order for Slack to work. The last few weeks I’ve seen that the number of channel messages has significantly increased. Much to my satisfaction the whole team seems to love working with it. So at the moment I am very happy with the decision to give it another go. I hope that these insights helped you to think about your messaging setup a little. Using the right and especially not too many “cool” tools, can really help you streamline your workflows – save time, create transparency and help your team be more productive. Enjoy the rest of your day, Remco PS: I am not endorsed by Slack or anyone to write this, I just want to share my Tips & Tricks (T&T) with you guys and hopefully help a few young companies and organizations out there. Feel free to reach out if you would like to find out more about how we work with Slack at GANDT Ventures. PPS: Let me know if you liked the post – I really appreciate your feedback. That helps write better and more interesting insights that might help You, Entrepreneurs, Organizations and many others. ### How you as an entrepreneur can “Get things done” URL: https://www.livain.com/blog/getting-things-done-entrepreneur/ Last updated: 2026-08-31T12:47:52.000Z One of the main challenges of being an entrepreneur is getting things done. The list of tasks is huge and the width of the scope of tasks even larger. It is a daily struggle for any aspiring entrepreneur to determine what you should spend your time on. And believe me, I get it — you have an ungodly amount of work on your plate that you need to get done. Between all the open Trello tasks, emails, iMessages and constantly being on the phone, it is hard to to sort it all and create a bit of structure. I have tried using a long list of apps and tools to prioritize my workload and create a bit of structure. But at the end of the day, the only thing that really helped me to get stuff done, was to involve others in my daily work. Even if they were not part of my team, I learned that the biggest bottleneck to getting things done, is probably you. Let me take you through a number of fixes that help me simply “get things done” every day: ### 1st Fix: Prioritize your tasks by visibility I have started to prioritize my tasks by visibility. There are only so many hours in a day. Go figure that you cannot get everything done in one go. I think that this is the most efficient way to create an output that is appreciated by your potential customers, investors and peers. They want to see that you are moving forward. So you need to give them something to “look at”. This does not mean that I spend my whole day tweaking graphics and making design changes to my digital project (website or apps). More importantly, I just made sure that whatever I did, had some sort of visible output for at least one of the other stakeholders that I would like to get on board. Because as an entrepreneur, getting others on board is your main and the only truly scalable goal you have. Therefore I always start working on my tasks with a clear output in mind. Something that will help the project, something that I will have learned and something that will interest my stakeholders. I jot these three things down on a piece of paper before I start working on my tasks every time. It really helps me actually getting it done and to keep my focus. ### 2nd Fix: Focus on finishing tasks, not projects One of the main problems I used to make when I started out as an entrepreneur was that I did not understand the real difference between projects and tasks. Projects are long term goals that you want to finish — creating a new Corporate Identity for your brand is a project, not a task. Creating a logo for your CI is a task, picking the right colors for your CI is a task. These are things that you are able to get done within a (few) day(s). I like to break down my top most important tasks into 3–4 hour slots. I try to keep the amount of workt that I need to do to a minimum and focus on getting results within just a few hours. This means that, at the beginning of the week, I plan my projects ahead and break down the project goals that I have defined into smaller segments of manageable tasks (3–4 hours worth or work at a time). Then I sort them by visibility and bottlenecks; which tasks do I need to take care of so that others can continue to work without my input. I always take care of the bottleneck tasks first and then deal with the most visible tasks second. This way I know that I always manage to deal with at least two blocks of topics per day. Again, this is about focus — getting things done for me is really all about focus. Even if I get 10 calls per day and I have a lot of emails that come in, I make sure that I finish my two tasks per day. Nothing more, nothing less. If I can do more, I focus my attention on documenting what I have done so that I can pass on my learnings — inspire others — get more help. I am only as good as the team that I have around me and I need to continue to nourish all stakeholders so that I can continue to grow, as a person and an entrepreneur. ### 3rd Fix: Get others to help you out This is by far the most difficult, but probably the most important fix that you can get. Even if you cannot pay others to help you (just yet), you need to dazzle them with your enthusiasm, your ideas and the visible outputs that you have created so far. Asking for help does not come natural to everyone, but it is essential to *getting things done*. You need to realize that you can only gain as much traction as you can create output. Even if you are a great hustler and you work three times as much as everyone else, your output is still limited. So at the end of the day, you will want to try and get as much support and help as you can. This might not be easy, because there are a lot of hurdles (personal and monetary) that will be standing in your way. However you need to continue to try and convince others of your ideas, show them what you have done and speak about your long term goals… a lot. #### Getting other out of their comfort zones If you want to get things done, you need to try and get everyone around you out of their comfort zone. One thing that I found to work best, is that I always try to give my counterparts a clear view of my long term goal. This fuels their enthusiasm, possibly scepticism, but definitely their creativity as well. I need to share my thoughts, I need to stay true to myself and authentic. There is nothing more envigorating than sharing success with others. > Speak about your vision and ideas a lot, not just about your list of challenges and tasks What is important though is that you are specific in what you want and what you have come up with so far. Picking someone else’s brain can really help you focus on the right long term outcome, but I try to form my own opinion at all times before asking others for theirs. You don’t need to become an expert on every single subject, but simply try to put yourself in your conversation-partners shoes for a few minutes. A ten to twenty minute self brainstorm can bring you so much and show you partner that you have not *just* unloaded your problem on them. You’ll want to show that you want to solve the issue together and whenever you get some good feedback, you are able to really get the conversation going. PS: One last bonus tip: Don’t be afraid to turn off your phone from time to time. If you make sure that you keep your deadlines and communicate clearly about your deliverables, there are only so many things that can be truly that important and need your instant attention. If you want to get things done, it’s more than okay to be a little selfish that way some times. 🙂 --- **I hope you have enjoyed this read. This article focusses more on the journey, than on the tools. I would very much love to hear what you do to get things done.** **Have a great day, Remco** Tagged in [Productivity](https://medium.com/tag/productivity?ref=livain.com), [Entrepreneurship](https://medium.com/tag/entrepreneurship?ref=livain.com), [Entrepreneur](https://medium.com/tag/entrepreneur?ref=livain.com), [Project Management](https://medium.com/tag/project-management?ref=livain.com), [Business](https://medium.com/tag/business?ref=livain.com) By [Remco Livain](https://medium.com/@rlivain?ref=livain.com) on [January 23, 2018](https://medium.com/p/134983fb88e2?ref=livain.com). [Canonical link](https://medium.com/@rlivain/how-you-as-an-entrepreneur-can-get-things-done-134983fb88e2?ref=livain.com) Exported from [Medium](https://medium.com/?ref=livain.com) on January 23, 2018. ### Wo findet man lizenzfreie Bilder für seinem Blog? URL: https://www.livain.com/blog/wo-findet-man-lizenzfreie-bilder-fur-seinem-blog/ Last updated: 2026-08-31T12:47:54.000Z Es gibt mehrere Möglichkeiten an tolles Bild Material zu gelangen für den eigenen Blog. Nicht jeder ist so kreativ und weiß wie man eine Kamera perfekt bedient. Aber dies ist nicht weiter schlimm, weil es gibt genügend Fotografen auf der Welt die ihre tolle Bilder uns gerne zu Verfügung stellen würden. Vor kurzem bin ich auf eine tolle Seite gestoßen: Die ausschließlich lizenzfreie Bilder anbietet. Das Projekt wurde bereits vor fünf Jahren gestartet von einer IT Agentur in Amerika. Die Agentur wollte nur als kleines Projekt jede Paar Wochen Zehn tolle lizenzfreie Bilder posten. Die Bilder wurden vom Team produziert und sie haben sich dabei nur gedacht es wäre doch schade die Bilder nur einmal zu verwenden wenn anderen auch davon mit profitieren könnte. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2017/12/img_0338.jpg) Die Seite gewann sehr schnell an Bekanntheit und viele Leute fingen an ihre Bilder das Team zu zu senden um sie ebenfalls auf die Seite zu platzieren. Das Team suchte nur die schönsten Fotos aus, und erweiterte das Angebot an tollen Bildern. Mittlerweile beinhaltet die lizenzfreie Bilderkartei mehrere 100 Tausende Fotos die komplett lizenzfrei verwendet werden dürfen. Die Bilder sind wirklich wahnsinnig hochwertig und es gibt einige Schmuckstücke dabei. Man stellt sich natürlich die Frage wieso man so etwas machen würde. Und die Frage ist recht einfach beantwortet. Es ist nämlich so das die IT agentur die sich dieses Projekt als neben Projekt aufgesetzt hatte sehr viele Anfragen bekommen hat für spannende kreative Projekte. Die Webseite wurde somit sehr schnell zur Leadgenerierung Seite für die Agentur. Das Team hinter Unsplash publizierte vor einiger Zeit sogar die tatsächliche Server Kosten die verwendet werden müssen um die Seite live zu erhalten und die Bilder zu hosten. Die Gesamtkosten beliefen sich schon schnell auf etwa 20.000 $ im Jahr. Eine stolze Summe nur für Bilderhosting, Aber wahrscheinlich ein recht kleines Investment wenn man sich überlegt wie viele Aufträge sie damit gemacht haben. ![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2017/12/img_0340.jpg) Es gibt immer mal wieder spannenden Geschichten von Firmen die mit kleine neben Projekten es geschafft haben sehr viel Aufmerksamkeit zu gewinnen. Man sollte nie vernachlässigen was man während der Arbeitszeit so Kreiert. Vieles kann tatsächlich noch mal wieder verwertet werden und man muss nicht immer das Rad neu erfinden Sie um einen Mehrwert zu schaffen für viele andere. Das Besondere an der Geschichte ist ganz sicher dass die Agentur gar kein Geld dafür verlangt oder versucht Geld mit der Webseite zu verdienen. Sie sind einfach damit zufrieden das Produkt für ein breiteres Publikum zu Verfügung zu stellen und darüber neue Leute kennen zu lernen. In dem sie einen Mehrwert kreiert haben für die Gemeinschaft haben sie es geschafft einen Wert für sich zu kreieren der viel höher ist als die Bilder an sich. Es gibt selbstverständlich einigen Fotografen die diese Webseite sehr negativ betrachten. Und nicht einsehen dass man die hat getaner Arbeit jemand kostenfrei zur Verfügung stellen sollte. Aber um ehrlich zu sein glaube ich dass die soziale Medien nichts anderes machen als genau dies. Und in dem die Bilder die hier auf der Seite verfügbar sind proaktiv von den Fotografen zur Verfügung gestellt wurden, Um vor allem auf sich aufmerksam zu machen, gibt es hier meine Ansicht nach einen absoluten WIN WIN Situation. Es gibt sicherlich noch mehr Seiten wo man lizenzfreie Bilder bekommen kann. Aber ich fand die Geschichte wahnsinnig spannend zu lesen und ich habe sie ehrlich gesagt erst heute zum ersten Mal gehört. Vielleicht findest du ebenfalls ein paar schöne Bilder für dein Medium Blog auf dieser Webseite oder irgendwo anders. Die Bilder die du hier im post siehst kommen ebenfalls von dieser Seite. *Ich bekomme auf keinster Weise irgend eine Vergütung dafür dass ich dies gerade geschrieben habe ich fand es einfach eine interessante Geschichte und vielleicht ihr ebenso.* Ich wünsche euch einen wunderschönen Abend und einen lieben Gruss, Remco ### Follow me on Medium URL: https://www.livain.com/blog/follow-me-on-medium/ Last updated: 2026-08-31T12:47:57.000Z It’s always good to try something new. So today I decided to give Medium a shot. As you know on this personal blog here I add a number of articles on topics that interest me or things that go on in my personal life. Next to that on the GANDT aventures website I share some of my industry insights that I find fascinating, exciting or interesting. Most of these topics are quite technical and reflect my professional opinion. I feel that there is room for one more blog or place where I would love to share my thoughts with you guys out there. That is why I’ve decided to become part of the active community on Medium. > Writing something that helps me clear my mind and is for me personally the perfect way to express my emotions The Medium platform has been growing constantly over the last few years and the content on there is as much Curated as it is based on the things that you have read and that interest you. I personally believe that the written word is something that helps me express my feelings very well. Writing short articles comes for more naturally to me then doing a vlog or podcast. And it is something that I can do on the go without needing to annoy people in public and I can just type away whenever I have a few minutes to myself. > I don’t want to mix up my personal social media accounts with quality blog content Another reason why I am starting with the Medium account and I do not just simply use my Facebook account for these articles is that I believe that this is a better place for that content. I do not want to annoy or spam my personal contacts with any type of blog or a long text that might not be of real interest to them. Of course they can choose to follow my blog or my medium account on dedicated topics. That makes a lot more sense to me then spamming him with things that don’t interest them. That way we can keep Facebook for the cute baby and Cat pictures and we can have a look to see if we can use Medium for great high-quality content. ## Will I continue to run this blog? I will continue to run this website and my blog next to my Medium account as well for the time being. So if you would like to subscribe to the articles that I post here that I mostly personal feel free to do so of course. Here you will find the link to my Medium account: [My Medium Account and Profile](https://medium.com/@rlivain?source=linkShare-522fc96b0657-1512139463) ### Digital day in Switzerland Zürich was a great success URL: https://www.livain.com/blog/digital-day-in-switzerland-zurich-was-a-great-success/ Last updated: 2026-08-31T12:47:59.000Z Yesterday was the first time in Swiss history that the full country of focused it’s attention on digital as the main topic of the day. 100 events, 40 companies and four towns celebrated the first ever swiss digital day. Both in Zürich, Lugano, Chur and Geneva there were events throughout town. National politicians focus their full attention on this day as well and it was typically Swiss, fantastically well organized. > National media reported that over 150,000 people joined the event The main event took place in the city center of Zürich at the central train station. *Here are some of my first impressions early morning at the Zürich central station. The two minute video is in German, but it will give you a good impression of the event.* I sincerely hope that we will continue to see more events like these throughout Switzerland in the coming few years. Digitalization is not something that is just relevant for a bigger companies. But it is something that affects us all. The development of digital technologies will change our lives more drastically then we can grasp at the moment. Things like virtual reality tools are currently just fun to play around with but will change our lives forever. ## A cultural shift in society Next to that the advancements in digital technology will put a big strain on society as such. These technological advances will force everyone in our society to learn new tools and new ways of working. As digital natives we have an obligation to be patient with everyone around us and teach them as much as we can on how digital tools cannot only improve our lives, but will change processes and our interactions. A national digital day starts the conversation on the impact of digital on our daily lives throughout our society. I applaud these developments and I am very happy to see that so many people showed up yesterday. With everything that is going on in digital developments we are still just the beginning. The biggest changes will not be how we work with tools, but how our culture will evolve around the tools that we create. I believe that we are at the brink of a cultural shift in human society. But we need to make sure that no one is left behind when we make the shift. ## Digital transformation: how we can help The digital integration of new tools, ideas and developments should be on each and every political agenda. Sometimes actions speak louder than words. And that is why I am so glad that yesterday some of the most prestigious Swiss leaders showed up to support this cause. > This comes to show that we are making more than just an effort, we are making and witnessing real change. I’m looking forward to 2018 and everything that it will bring us. The event yesterday has inspired me personally to continue doing that what I have been doing the last few years. We need to raise awareness for the fact that the world is changing. I believe that I can help people around me best by showing them what kind of opportunities digital transformation brings us. I want to make sure that no one is left behind and we do not create a society of digital natives versus an analog world. My generation of 25 to 40-year-olds, needs to be patient and continue to educate those that have not grown up solely with digital tools. And next to that show the younger generation that will follow in our footsteps how to integrate different learning stages in our society. Events like the digital day in Switzerland should be something that other countries in my opinion can learn from. And I hope more events will follow in the years to come. Have a great start to your day and I hope to speak to you soon. Best, Remco ### Blume 2000 acquired MIFLORA; a short personal thank you note URL: https://www.livain.com/blog/blume-2000-acquired-miflora-short-personal-thank-note/ Last updated: 2026-08-31T12:48:02.000Z Last week [Blume 2000](http://www.blume2000.de/?ref=livain.com) acquired my and our beloved [MIFLORA](http://www.miflora.de/?ref=livain.com). I am glad that we have managed to find such a strong and knowledgeable partner that values and believes in the strength of our MIFLORA-Team. The support of the [Venture Stars Team](http://www.venture-stars.com/?ref=livain.com) and our investors, who have been very patient and continued to put a lot of faith in us, has been grand. This allowed us to test a broad array of market hypotheses and develop floral products, packaging solutions and sales methods that this industry had not seen before. As in any startup we have had our ups and downs, long sleepless nights and headaches. But the whole team has shown to be creative, flexible and persistent in pursuing a common goal: bringing beautiful products to our customers, day-in-day-out. I have been especially impressed with dedication and perseverance of my fellow co-founder Tobias Mazet, who has continued to bring an unparalleled amount of energy to the table in the last few years. I personally took a step back from my operational duties at the end of 2015 to focus my full attention on [GANDT Ventures](http://www.gandt.ch/?ref=livain.com). But the full team has continued to strive and build upon the foundations that we had laid in the three years before that. I hope that the MIFLORA-team will be able to continuously bring this positive energy to the table within the Blume 2000 group and explore new ways of bringing innovative floral products to many more customers. I thoroughly believe that we will continue to flourish and start a new, turbo charged chapter with Blume 2000. Remco Gruenderszene Link: [hier klicken](https://www.gruenderszene.de/allgemein/blume-2000-kauft-miflora?ref=livain.com) ### How to deal with ad hoc tasks URL: https://www.livain.com/blog/deal-ad-hoc-tasks/ Last updated: 2026-08-31T12:48:04.000Z Every so many months I set myself a few personal goals that I would like to achieve. The last few weeks have shown me that I could really do with a bit of automization regarding a number of ad hoc daily requests. In this short video, I explain exactly what I mean by this. I would like to invite you to think about the requests you get that could be optimized and standardized. I think that most of the ad hoc questions I get, can be standardized. It is important for me to stay ahead of the wave of questions that come my way. Therefore, standardizing reportings, accounting tasks etc, really declutters my day and helps me get more done. I hope you feel inspired by these words and they will make you challenge the things you do and have to do daily. ### How Bloomydays bankrupcy shows lack of longterm investor interest URL: https://www.livain.com/blog/how-bloomydays-bankrupcy-shows-lack-of-longterm-investor-interest/ Last updated: 2026-08-31T12:48:06.000Z Bloomydays filed for bankrupcy yesterday. A sad day for the team, the employees and early stage investors. It was a mere 5 years ago when Bloomydays and [MIFLORA](www.miflora.de) were founded and went head to head to disrupt the flowers industry. Both with a different approach, but we knew that something would need to change in this industry. Bloomydays flower subscription model showed tremendous potential. The execution was top notch and soon they became on of the most beloved startups in the German Startup scene. Although we at MIFLORA did not have the exact same approach on how we could sell flowers on the internet, Bloomydays did help us a lot. Together we were able to raise the attention of investors and industry giants alike. Our no-nonsense customer centric way of working was and is a delight to the old fashioned flower industry. ### Shocked and sad that it had to end this way It was quite a shock for me personally to see that [Bloomydays](www.bloomydays.de) were forced to give up. Quite honestly, it simply makes me sad. Setting up a new business and changing an industry takes time. And this business model is one that needs time to fully enfold. The floristry market is highly regulated by 1-2 huge players and suppliers. In order to create the margins you need to be successful, you need to build up relationships and this takes time. B2B sales and purchasing cycles simply take a lot of time. Closing a substantial customer can take up to 9-12 months if it is done right. I do not have the in-depth insights into Bloomydays setup, but I can imagine that this is one of the main reasons they struggled. B2B-focussed business models need longterm backing from their investors. In the case of a flowers business, not so much to fund the COGS/Operations, but to fund the human capital that is needed to build up customer relationships and dig deep into the supply chain. The fact that Bloomydays were not able to convince their investors to continue to fund their journey just comes to show the short term focus of investors today. Either your startup manages to disrupt an industry within 3-4 years, or you are out. I wished investors would try to understand the industry dynamics more before taking decisions such as these. I can only speak from my own personal experience, but I feel that many investors are too far away from their portfolio companies. They do not really make the effort to guide, support and help their investments go the extra mile. ### What does this mean for us at MIFLORA At MIFLORA we have been very blessed with the strong team that is behind the team. Tobias Mazet and the Venture Stars team have done a great job so far at communicating with our backers and proactively involving them in our progress and developments. I sincerely hope that this will help us go the extra mile. The flowers business is incredibly hard work. Sourcing, logistics, working with fresh goods that go bad within days (!) and low interaction rates with the receiving end consumer make it a very challenging business to be in. However it can also be gratifying to work with such a beautiful product that makes so many people smile. I don’t really know what this will mean for us at this point. I can only hope that we will continue to get the fantastic support and backing of our investors. Their support for the team has been grand so far. I know that we can only continue to work hard. We need to communicate openly and a lot with all stakeholders and give it our all. Although I am not operationally involved with the team anymore, I know that Tobias and the full team behind him are giving it their absolute all. I had wished for the Bloomydays success story to continue. And I am truly sad that it has ended this way. I wish the full Bloomydays team a lot of strength and luck for the future. ### A few thoughts for Sebastian Vettel URL: https://www.livain.com/blog/few-thoughts-for-sebastian-vettel/ Last updated: 2026-08-31T12:48:09.000Z I don’t blog every day, but sometimes I feel the urge to share my thoughts. Today is one of these days. Something has been keeping me “busy” in the last two days and I cannot seem to let it go. Sebastian Vettel, you really got to me. If there is something I love, it is sports. When someone displays their skills, strength and abilities it catapults me into a whole new dimension. I can lose myself in a game of snooker, tennis or ice hockey. It really does not matter much, as long as skills are at the basis of the game. I watched two sports events this weekend: the tennis finals in Halle (Germany) and the F1 race in Baku (Adserbadijan). Both fantastic events and both got to me, big time. ### Zverev vs Federer (sportsmanship at its best) This weekend I watched a fenomenal display of strenght by Roger Federer, who took youngster/young star Zverev apart in the Gerry Weber Halle Tennis Finals. Roger makes tennis look so incredibly easy. And it drove the 20 year old absolutely mad. It did not seem to matter what Sascha threw at him, Roger had already seen it coming. The master himself showed the world what great tennis can look like. He reminded me of the Federer we saw in the 2008 Wimbledon final (against Nadal). Yes, I know that is the one he lost. He was focussed on every ball and he knew exactly what to do. Unlike in that match against Nadal, Federer did not have a lot of trouble to counter Zverevs attacks. But the focus and dedicated he put into his game were there. Just like a few years ago. Roger has not changed much, but he has probably just gotten better. ### Zverev’s sportsmanship Zverev showed his true sportsmanship after the match. He recognised that he had been overpowered and outclassed by his Swiss opponent. He was the first to admit that there had been little he could have done better. In his acceptance speech for second place, he openly said that he hoped that Roger Federer would go on to win Wimbledon. It was admirable to see that he did not focus on himself. Instead Sascha acknowledge that his opponent is simply better and would deserve to win. This to me showed Sascha Zverevs true nature and strength. I have not seen him play much, just yet – as he is relatively new to the game. However with those 1-2 sentences he has gained a lot of my respect. I hope he will continue to work on his game and show us what he can do in the tournaments to come. In a few days we will get the chance to admire both a little more at Wimbledon. Of course Roger Federer will be one of the main contenders for the Wimbledon crown. If he plays as well as he did in Halle, there are very few who will be able to stop him. ### Fair play reflects heavily upon someone Which brings me to the second event I watched this weekend: the Formula 1 Adzerbadijan race in Baku. Of course I was looking forward to Max Verstappen. Every week I hope and pray for his car to simply continue to run as it should. F1 is one of those sports in which both the sportsman, team and technology need to work together. Success is not in the hands of one person alone, but it is a true team effort. However, at the end of the day it does come down to the driver to bring home the trophy. The driver is responsible for his entire team and that is a big team. The average F1-team (crew) consists of approximately 1.500 people. With the “whole world” watching and a team behind oneself, the drivers are under tremendous pressure to perform. It seems that four time world champion Sebastian Vettel (Germany) is struggling to keep his cool and is about to crack under pressure. ### The incident During a safety car moment in the race, Vettel deliberately drove into Hamiltons car (who was in front of him) to show his dismise over a (non) breaking event that occurred a few moments earlier. The fact that he did this was ridiculous enough and had never been seen before in F1\. Yet what was more strange is that Vettel denied the incident and did not acknowledge the fact that he has done something wrong. At all… Once the Marshalls (referees) had reviewed the situation, Vettel was given a -10 second stop and go penalty for “dangerous driving”. On the board radio, Vettel screamed: “tell me when I did dangerous driving?”. Something that we had all seen and most would say that Vettel was not penalised harshly enough. ### A few words for Vettel We look up to athletes and adore them. They do things that we can only dream of. Athletes push their bodies and technology to its absolute limits. Maybe it is hard for us to truly understand how you feel, but as a public figure we expect you to reflect the intrinsic values that we as a people stand for. We all know it can be frustrating sometimes to be stuck behind someone else’s car. You want to go faster, you know you can go faster, but you cannot overtake. Sometimes it is not due to your personal abilities, but circumstances brought you there. In my humble opinion, you cannot determine exactly how things will play out. You can do the best you can to create as many chances and possibilities as possible. But you do not always get what you want. The one thing you can take control of is how you present yourself to your fellow sportsmen. Each and every sportsman on the face of this earth needs to acknowledge that his or her actions reflect heavily upon them, the sport and possibly even the perception of their national flag. If you win a game fair and square, the world will love you. And there is not doubt in my mind that Sebastian Vettel will go on to win a number of World Championships if he wants to do so. But I do hope that you will learn from this incident. Please do not be so ridiculously stubborn and simply admit that you were wrong so that we can move on. F1 is a beautiful spectacle to watch – but your behaviour reflects very poorly on the sport as a whole. At the end of the day I will be rooting for Max Verstappen in the next race again. I hope that he will “get” the car that he deserves, so that he can show the rest of the grid what a tremendous talent he is. Enjoy your day, Remco Header imagelink: [http://www.crash.net/f1/news/244821/1/wolff-compares-hamiltonvettel-rivalry-sportsmanship-to-federernadal.html](http://www.crash.net/f1/news/244821/1/wolff-compares-hamiltonvettel-rivalry-sportsmanship-to-federernadal.html?ref=livain.com) ### Democracy in its purest form at the Landsgemeinde in Glarus URL: https://www.livain.com/blog/democracy-purest-form-landsgemeinde-glarus/ Last updated: 2026-08-31T12:48:11.000Z We have had our fair share of elections and politics in the last few weeks with the elections in the United States, The Netherlands and France. I have to admit that politics is not something I follow on a daily basis. Maybe that is because it is sometimes unclear to me which legislations are dealt with on the national, and on a local level. As I am from the Netherlands I am only allowed to vote for parliament in Holland. However, as I live in the moment I have gotten to know a new way of electoral voting at first hand. ## Voting in Switzerland is a little different Switzerland as one of the most complex election constructions in the world. This is because the country is divided up into 26 cantons that are all self-governed The cantons themselves however do also adhere to a national Parliament. But unlike in many other countries bills can be introduced on the cantonal level without interference of the national parliament. Often times, similar topics are discussed in the various cantons. Such as it is the case with one of the most controversial topics yesterday: should burkas be allowed or not. As each canton is able to determine how they would like to deal with an issues such as these, it can come to complications. For example; let’s say that burkas would be allowed in Zurich, but not in St. Gallen, it would be nearly impossible for a muslim woman wearing a burka to travel from Zurich to Glarus without breaking the law. This is why the national government deals with legislations and topics that “overrule” the cantonal level. Or the legislations can force the cantons to change the local rules. ## Mind over matter In the case of the burkas, the national Swiss government is planning to address this topic in 2018 or 2019\. This means that when the people of Glarus would have voted in favor of the bill – it would possible need to be changed again in one or two years time. This is a common problem that the Swiss understand very well. Although it might seem complex, it works very well. At the end of the day it comes down to using common sense on topics such as these. It was great to see how the Glarner (people of Glarus) had heated open discussions on the topics that we at hand. Both before, during and after the Landgemeinde the discussions continued. > Direct democracy promotes mind over matter There is no way to hide from the truth in this direct democracy. Every single one of your neighbors can see how you voted. If you have a problem/different point of view, feel free to share it. You are even encouraged to do so. The best thing is, you will be heard. Everyone can state their opinion. And that is exactly what it is; an opinion. There is no applauding during or after a speech. There is just a pensive silence after each plea. The idea is to make you think about the topics, not just follow the popular opinion. ## The atmosphere was grand The open discussions and atmosphere were breathtaking. It was such a joy to follow the discussions, hear everyone out and find some sort of consensus at the end of the day. This form of democracy is certainly not easy to uphold and requires an active community. But it also brings people together and promotes a sense of belonging. Each and everyone who was there knew exactly that their voice would be heard. Each year, regardless of the weather, they celebrate this day. I will surely come back again in the next few years. It was very inspiring to be there and if you have a chance to visit a Landsgemeinde some time, you definitely should. ![Landsgmeinde Glarus 2017](https://scontent.cdninstagram.com/t51.2885-15/sh0.08/e35/18298975_900587590081649_2976752042271309824_n.jpg) Landsgmeinde Glarus 2017 from Instagram: http://ift.tt/2p9D3A4 47.04268779.0675094 ### Election day in the Netherlands – my personal view URL: https://www.livain.com/blog/election-day-in-the-netherlands/ Last updated: 2026-08-31T12:48:14.000Z Today is election day in the Netherlands. Being Dutch, this is my chance to speak up and have my voice be heard. The Netherlands are not one of the largest countries in the world, but we do generally get a fair bit of media coverage. The situations with Turkey, which has escalated quite a bit and Geert Wilders’ PVV-Party are keeping all of Europe busy. In this Podcast *(only 8 minutes)* I speak about my personal views on Europe and our (the Dutch) position in Europe and the world. In a nutshell: I hope that we will see a sensible vote from my countrymen today. I hope that everyone will understand the importance of the European Union and our place within it. ## We cannot isolate ourselves from our EU-partners What is great about the Netherlands is that you can have your voice be heard. Thus, we find ourselves in an abundance of opinions. However, we need to learn not only to state our opinions, but to listen to those of others as well. It is not only about stating your opinion, it is about trying to understand each others points of view. We are one of the 5 founding Nations who laid the foundation for our free travel-, trade-, and work agreements. If we isolate ourselves from the world and countries around us, who have been our allies and partners for many decades, we will not do ourselves any favor. We are a trading nation and we need to understand that it is important for our own prosperity to keep it that way. In this election, there are a few people who would like to change that. And their voices are getting louder and louder. I do believe in freedom of speech, “but” we need to stick to the facts as well. > We find ourselves in an abundance of opinions. However, we need to learn not only to state our opinions, but to listen to those of others as well. We are now part of something much larger than a small trade union. We are part of a network of 28 nations, who help and support each other in times of need. So far, we have not needed that help very much. We are one of the richest countries in the world and top contributor to the EU. However I am sure there will be a time when we need our friends. And I am personally afraid that this might be rather sooner than later. ## Vote wisely this election day I hope that we do not get carried away by the events of the last few days. We need to stick together and appreciate that what we have – the strong society and international infrastructure that we live in. > When voting today, we need to put our egos aside I believe that we will do the right thing – and when we go out and vote today, put our egos aside and vote for that which is best for our future and that of our children. Focus on the good things that we have, instead of listening to the “horrible” things that are being said. Our problems are luxury issues and we should be more grateful for what we have. *Let’s continue to build and leave this negative atmosphere of destruction behind us as soon as we can.* Good luck everyone and if your can vote today, be sure that your voice is heard. ## The day after the Dutch elections *My thoughts to the aftermath (podcast 06:00)* Yesterday, Mark Rutte and his VVD managed to secure a larger win over Geert Wilders’ PVV than expected. I am generally glad that “we” managed to keep our National crisis to ourselves and managed to keep our calm in the last 24 hours. The elections went down beautifully. Approximately 80% (!) of all possible voters found a way to cast their vote. A fantastic percentage. This to me shows the strength and belief of the Dutch in Democracy and the government. Everyone felt that their vote could make a difference. Now, we still have a long way to go. The country is far easy to govern – with 15 different parties in Parliament. It will take at least 4 different parties in Government that together will have more than half of the 150 electorial votes in the second chamber. But without a doubt, this too we will be able to manage. In 1972 we even had a government made up of 5 different parties – under Van Uyl – and they managed to run the country for the full period of four years. ## My final thoughts Let’s keep focussing on the good things that we have. We cannot let fear lead our decisions and let’s turn this around. Together, with our European allies, we can continue to prosper and make our mark on the European and World map. The country might be somewhat divided as it is, but as long as we keep the discussions civil, I am sure we will manage to find the right tone of voice to continue our discussions. I believe that as long as we continue to speak with each other, we will find a way forward. We will find the right path that fits us “all”. We will be able to live side by side, regardless of our skintone and regardless of our religions. ### How to improve your digital work-life balance URL: https://www.livain.com/blog/how-to-improve-your-digital-work-life-balance/ Last updated: 2026-08-31T12:48:17.000Z *How to improve your digital work-life balance using these simple tips and tricks.* Before I start; do not get me wrong, I love my tech-gadgets and all the IoTs magic in my life and around me. Laptops are fantastic, Tablets are fantastic and mobile phones are true lifesavers. The past few years I have learned to love and live a nearly entirely digital lifestyle. With my Tablet/Laptop and mobile phone I can pretty much do anything I want and work anytime I would like. And this is exactly where it gets tricky. I have come to realize that it is mightily important to guard my precious time well and try to focus on those things that truly count. Nothing is more precious than spending time with your loved ones – and when you do – you need to make sure that you give them and yourself the full attention they deserve. > *When I do something, I want to give it my full attention.* That is why I try to live by a few simple rules. These are not set in stone and I am sure that I cheat on them from time to time, but they give me a bit of guidance to keep a grip on my digital work-life balance. At the heart of each and every “rule”/”habit” I have set myself over the years is the notion of full attention. ## Work efficiently – know your max. attention span I have found that it is absolutely fine to work hard, play hard and get things done. And I love it too. The people around me know that this is the way I perform best. But they also know, that when we spend time together, they will have my full attention. This is essential to a good work-life balance. You need to know when to stop and guard the time that you have. I work hard, but I try to do so as efficiently as possible. There is no point in showing face time just for the sake of sitting around in an office all day, if you do not deliver a better output. I know that my maximum attention span is probably somewhere between 40-50 minutes, so I try to break my tasks down into smaller actional parts. That helps me get things done. Between tasks, I move around a lot. I cannot sit still very well, so I am not going to try and force myself to do so. In the few minutes that I use to walk around, I think a lot about everything that I need to do and have done. The time between tasks, helps me reflect upon my work and that what is to come. Sometimes I just change the room I am in or even go outside for just 5 minutes to get me something from the bakery around the corner. ## These habits will improve your digital Work-Life Balance dramatically These habits help me improve my digital work-life balance and focus on my daily tasks *(Podcast 09:11 minutes – for those of you who would rather listen to me than read the post below)* Some things are hard to learn, but some habits can be changed very easily. I have found these habits to be very effective. They really help me improve my personal work-life balance. If you are scared to make big changes in your life, just try out one or two of them. I am sure that they will help you in some way or another. The most important thing is that you continue to focus on that what is most important to you and do not forget to enjoy the moment. There is nothing more gratifying than giving your girlfriend, wife or child the very first bit of attention that you have in the morning. So forget about looking at your phone. Get rid of it in the bedroom and get back into working-modus after you have finished your breakfast. The day is long enough and you will have plenty of time to have a look at your instagram feed later during the day. 1. Buy an alarm clock (don’t charge your phone next to your bed) 2. Don’t look at your phone before you have had breakfast 3. Set your inbox to manual refresh instead of push 4. Use your phone to call someone (not to write messages) Now these habits are not rules for success, but they can help you focus more on the things in life that really count. When you then do get to your laptop/desk/tablet, you will be able to focus your full attention on your work, without having to feel bad about do that what needs to be done. Extremes are never a good idea, so take small steps and don’t forget to enjoy your life along the way. ### #beautiful #cologne – I ❤the architecture here URL: https://www.livain.com/blog/beautiful-cologne-fantastic-architecture/ Last updated: 2026-08-31T12:48:19.000Z Being able to travel for work can be quite something. I feel really blessed to be able to see so many beautiful places all around the world. Tonight I am in Cologne – directly at the Rhein river. I never really had Germany and especially Nordrhein Westfalen on my list of ‘places I to see before I die’ when I still lived in the Netherlands. Cologne is not exactly far away from my home town in Holland. Ever since I moved to Switzerland, I have come to appreciate the beautiful architecture here once again. Cologne has something magical about it at night. The ‘Dom’ right at the Centre of town is gigantic. The sheer height and presence of it, makes everything around it look small. Tonight I am staying at right at the river Rhein, and I just enjoyed a beautiful dinner at the Hyatt. The view is just spectacular and I absolutely love being here. But there is just one thing: the weather has been utterly appalling. It seems as though every time I land in Duesseldorf or Cologne, it is raining cats and dogs. And yes, I have to admit, I miss the mountains a little. But for now, I will just enjoy the moment and finish my glass of wine. Have a nice evening everyone. Remco #gandtventures #travel #work #life #balance from Instagram: [http://ift.tt/2lmVStT](http://ift.tt/2lmVStT?ref=livain.com) ### The moment you realize regular pens are great URL: https://www.livain.com/blog/the-moment-you-realize-regular-pens-are-great/ Last updated: 2026-08-31T12:48:22.000Z I have become accustomed to a great number of digital tools in my life. Most of which I use on a daily basis. I could not really imagine going somewhere without my phone or tablet anymore. It is a little sad, but these digital devices are my personal Swiss pocketknives (well as long as I have got enough juice). Yet, sometimes I come across a few tiny-winy obstacles that show that the IoTs world we are all talking about, is not truly there just yet. ## Apple pen vs regular pen A few days ago, I had lunch with my colleague at a nice little restaurant in Munich. We were on our way to visit our client and we had decided to sit down for some good ol’ Bavarian food to fill our tummies first. The food was absolutely fantastic and I paid by card. Nothing special of course, but I asked the waiter for a tax receipt and he happily handed me one. As my tax advisor ‘lovingly’ told me on numerous occasions: I should write down on the receipt who I was there with and the occasion. Easy enough right? But I did not have a pen… well I had a few pens actually, but they were all perfect for digital devices (my iPad Pro or my Surface Book). So I asked my colleague if he had a pen, and he pulled out 2 beautiful… *Apple pens 🙈.* ## The solution to my little problem I was in a bit of a shock. I had not used a pen in ages! My initial plan of action: take a picture of the receipt with my phone using Evernote’s scannable app (which I love) and fill it out on the tablet. Yet this seemed to be somewhat of an overkill for something as small and simple as this. I hope I am not the only one out there that has these little issues. In my ideal world, “everything” would be save up in some sort of cloud. I would not have to worry about things like tax receipts and paperwork. It is such a ridiculous waste of time. Oh, you want to know how I solved my little dilemma…? In the end I ended up using my ‘non-internet of things super powers’ and I asked the waiter if he could put me out of my hilarious misery. > *Note to self: no matter how digital I might think I am, a pen can come in quite handy sometimes.* Have a great day everyone and remember to keep 1 pen on you at “all times” (or at least in your laptop bag). ### High Fashion Retail Stores Face Challenges with High Customer Demographics URL: https://www.livain.com/blog/high-fashion-retail-stores-face-challenges-with-high-customer-demographics/ Last updated: 2026-08-31T12:48:25.000Z ## Where do customers get their inspiration from? Fashion gives you the opportunity to express your emotions and who you are to the outside world. If you would like to fit into certain group or be a certain person you better dress like your role model. This role model could be someone that you have seen in a magazine or the peers around you at school or work. It is not very long ago that people were mainly influenced by beautiful fotoshootings in magazines, on billboards and on television. The traditional media work the place to go to to get inspired about the latest fashion trends on the market. Nowadays, women and men of all ages look to social media and digital channels for inspiration far more than they did in the past. Trends change rapidly and something that might be “in” at the moment, could be “out” within a number of weeks or even days. ## Anyone could be a potential “Influencer” The number of influencers in fashion has exploded rapidly with the introduction of Instagram and Facebook. What the social media platforms change mostly is that anyone could all of a sudden become an influencer for certain user group. The power of social media is that you can find that one person you really connect with and who fits your ideal of beauty to follow as your own source of inspiration. Or you could join a group of others who fit your beauty ideals and get inspiration from them. > It is the common misperception that this only applies to a younger audience. But we see with our fashion customers that their main target group is actually a group of men and women between 40 and 50 years old. The general demographics of Facebook have become significantly older over the years. It might be true that Instagram still attracts a somewhat younger audience than Facebook, but the 40 to 50-year-olds generation are also starting to use this medium a lot more as well. ## How have the industry demographics evolved? The user demographics of traditional stationary stores in fashion has grown older together with the industry. Traditional fashion retailers such as Peek & Cloppenburg, Breuninger or Jades in Düsseldorf, have built up a stronger online presence for their existing customers. > This calls for a more radical change in the way we communicate to our end consumers As the years have passed, the general demographics of these stores has also changed. Many online retailers are still trying to target a very young audience through their social media and generally on their websites. *At GANDT Ventures, we have been observing that this calls for a more radical change in the way we communicate to our end consumers.* The changes that are happening within the social demographics of online fashion stores have widespread implications for not only social media, but also product sourcing, buying, the tone of voice that is being used on websites and the imagery that is being used respectively. This demographic shift will surely continue in the next few years. ![demographics high fashion online stores](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2016/10/demographics-online-stores-fashion.png) Demographics Online Fashion Retailer (source GANDT Ventures) ## Why is this trend so hard to understand for fashion companies? To be honest I don’t really understand why this trend is so hard to understand an act upon for fashion companies. Most designers and distributors still believe that high fashion is something that is bought by the masses of people who are significantly younger than their actual target audience is. > There seems to be a clear mismatch between perception and reality I find that there are a lot of opportunities in the way that we approach customers and the way that we built our websites and other apps. We can and must tailor them better to the actual target audience that we serve. It appears that the faster the technological advancements have been in the last few years the more complicated it has become for anyone to purchase fashion online. This holds especially true for small medium sized businesses who do not have the power to investing technology as much as a Zalando or Amazon can. Yet this target audience/demographics are screaming for simplicity and help in usability of websites and apps. ## My opinion: Retailers should focus on that what they do best I openly ask myself, if our potential customers can get their inspiration from so many sources – why would fashion retailers try to create huge complex content platforms on their websites to attract users. Why not focus on making the shopping experience as easy as possible, source great – exciting products and use the influencer channels that are readily available out there to do the rest? My personal opinion: You don’t need to be good at everything and sure should not try to compete with MyTheresa, Zalando or Amazon on content – just focus on that what you do best! Design, create and buy beautiful products for your customer base and keep them happy with excellent service. One of the things we do with the team at GANDT Ventures is that we help “offline” retailers focus on their strengths again when it comes to fashion and design. We support them with their business setup and how they tackle the digital challenges that they face on a daily basis. If you would like to know more about how we work with fashion companies and what we do to bring them to the next level, please do feel free to reach out to me using the contact form. As an open invitation: I would love to speak more to others in the fashion industry to discuss their learning so far and how they deal with the challenges that lay ahead of them when it comes to selling their fashion online. I hope to hear from you soon and have a great day! Remco Livain ### Has Evernote lost my attachments? URL: https://www.livain.com/blog/has-evernote-lost-our-attachments/ Last updated: 2026-08-31T12:48:27.000Z Yesterday Evernote sent out a mail to a number of Mac OS users, apologising for the fact that they had lost their attachments. Some of the attachments could be restored (if the users were premium members), whereas others could not. As you can imagine this is something it really worries me, because Evernote is one of my trusted productivity tools that are use on a daily basis. It can happen that is some information might not be available at some point and that I could fully understand, but for a company as Evernote and the service that they bring it cannot be that they lose information. > I would at least expect Evernote to be able to restore information that has been lost. Yet this does not seem to be the case. Therefore I’ve started to wonder about what the options are of us possibly changing providers. One of the options that we have is one note by Microsoft. We use Evernote @GANDT Ventures day-in-day-out and I do not really wish to migrate, but this message got me wondering whether it might not be best to have a looksee around for an alternative either way. I used one note a few years back when the program was not as well rounded as it is today. And to be honest I have lost it out of sight a little bit since then. I have heard from colleagues though that they have used it in other companies in the last few years and were very happy with it. ## Should we consider moving our main productivity tool over to Microsoft OneNote? One consideration of moving to MS OneNote is that it is part of the Microsoft office package and that we don’t have to have a separate subscription for all of our Evernote accounts across the company. An Evernote business premium account is not very cheap And it cost about $12 per per month. If we would use the regular home 365 office packages, we would only pay about $70 per year per user and we would be able to use excel, word and PowerPoint to go with that. > Plus we would get 1 TB of free storage per user on top of that which we can use to exchange all the files that we need to exchange. As a happy Evernote user for a long time now, I am getting a bit weary whether or not I maybe should switch my notes saving tool to One Note by Microsoft. In light of things I have decided to install the migration tool that Microsoft has put on the Internet to migrate my notes from Evernote to Microsoft OneNote. I am just going to see if that could work for us. Even if we would decide not to use Microsoft one note as our main note taking tool, it is still a good feeling to have our notes back up in the second tool somewhere in the cloud. Which productivity tools do you use to keep all your notes and thoughts safe? Do you use Evernote or OneNote as well? Or do you use an entirely different tool? I would love to hear your thoughts and opinions. ## Update 11/11/2016 A short update on this post regarding Evernote. It turns out that apart of our are notes are actually gone and we are not able to retrieve all of the information that we thought was kept safely in Evernote. This mainly concerns a number of old notes that we have made in 2014 and 2015\. It goes without saying it this is by far one of the biggest mistakes and problems that we have had with the service so far. We tried converting all of our notes from Evernote to Microsoft one note, but this was not as easily done and as we thought it would be. The problem is mainly that we have to many notes in our Evernote accounts. One Note is simply not capable of importing all of the notes that we have kept safely in Evernote in one go. And we are trying to figure out whether it would be possible to split up the notebooks that we have created in Evernote to smaller stacks of notes which we can easily import into one note. At this moment we are not sure whether we will actually be able to transfer all of our notes from Evernote to one note headed to the little frustrating to see that this is not an easy process. I have been trying to reach out to someone at Evernote to help us out and retrieve the lost notes and especially the attachments, but without much luck so far. As much as I appreciate cloud services and new ways of sharing information and working with online services, this little episode has shown me that we are not entirely set for the future yet. Let’s hope that they managed to fix these issues. And would be a big blow to the tech industry if It turns out that only the real tech behemoths such as Microsoft and Facebook or Google are able to supply us with a long-term product that actually works. Evernote we really love your tools so please get your act together! ### Q&A is AMP developed only for and by Google? URL: https://www.livain.com/blog/qa-is-amp-developed-only-for-and-by-google/ Last updated: 2026-08-31T12:48:30.000Z As I mentioned in [my blog post a few days ago](https://www.livain.com/2016/10/10added-amp-support-to-my-site/), I decided to add AMP-Support to my website. Not just because it is something that Google is pushing for, but I also want to find out (hands-on) what the possibilities and limitations are of creating mobile Accelerated Mobile Pages for content websites. Accelerated Mobile Pages are the “new” standard for any content pages that you will find in Googles index. In light of the developments in the last few days, mainly the news brought out by search engine land that Google is said to start implementing a second MAIN search index solely for mobile as their primary search index. > Mobile optimised websites and content are becoming a hot topic in SEO and generally for us as consumers. I think that we are just at the beginning and it is totally unclear what mobile search and the index itself are going to look like in the future, but it is a topic that has been keeping me and the GANDT Ventures team busy for quite some time now. Most of our clients do not really understand the impact of mobile search just yet, and it is very important that we start to educate everyone about the future and the implications of that. > Mobile optimised websites and content are becoming a hot topic in SEO and generally for us as consumers It is not only about generating relevant content anymore, but we are taking one step back and we need to **focus on HOW it is presented as well**. If you ask me, a great development from a user perspective, but a great challenge for the digital industry and every single content creator on the web. ## Article on common misconceptions about AMP A few days ago I found a great article about some common misconceptions regarding AMP. If you’re interested in this topic I suggest you have a look at the following link: [common misconceptions about AMP](https://paulbakaus.com/2016/10/13/debunked-10-misconceptions-about-amp/?ref=livain.com). In the video below, I just want to clarify one or two things: **Who was the AMP Project made by and who is it for?** ## How are we applying this technology on our other projects at GANDT Ventures? At GANDT Ventures, we are currently exploring the possibilities of integrating AMP websites into our e-commerce ecosystem and those of our customers. We firmly believe that optimizing the user experience for the customer will at the end of the day win him or her over to pursue a purchase on one of our websites more quickly and easily. One of the largest ecommerce behemoths of the industry – eBay – have also started to roll-out a great number of categories using Accelerated Mobile Pages. This is a clear sign that the future of mobile search will definitely have something to do with AMP. Creating user-friendly websites is only of the main goals of this open source initiative and there is absolutely nothing wrong with that from my perspective. What we are trying to find out, is whether these pages will have a positive effect on our SEO rankings and whether we will be able to see a conversion uplift by using these pages. If AMP websites have a positive influence on the general user experience of a potential customer, we believe it is worth a shot looking into this topic. If you would like to find out more about our approach and how we use these websites with this newest technology then please do feel free to contact me using the contact form. ### Google planning to release mobile search index as primary index URL: https://www.livain.com/blog/google-planning-to-release-mobile-search-index-as-primary-index/ Last updated: 2026-08-31T12:48:33.000Z ## Not one, but two search index! Today a number of new rumors hit the press about Google’s new Mobile search index. Search engine land, a trusted source for news on search engine optimization and anything to do with Google for that matter, has released some insights on a new Google search index that will solely serve mobile devices. This means that Google will separate the mobile searches that we find on our mobile devices and tablets, from those that we see on regular desktop computers. Search engine land go as far as to say that Google Will make this mobile search index its primary source of information and place the desktop index into the background a little bit. This could mean that anything that we find in the mobile search index will be more up-to-date than the information that we find on our desktop computers in the long run. ## Mobile as our first go-to place for new content? Intuitive the this makes sense for news and Quick content, but longer more elaborate content pieces and websites will be indexed later on a separate index for desktop. The AMP pages that Google is currently pushing everyone to use fit perfectly into this plan. Larger more complex websites simply take longer to index and Google will also need a bit more time to process all the information that is available on desktop PCs. In an ideal world, Google take its time to validate the content that hits the desktop index little bit more than that what we’ll find on the mobile index. For many Google is the single point of truth when it comes to anything content related. It is the go to place for most of us, and it is important that Google keeps up its high quality standards when it comes to content. ![Mobile Search Index by Google is coming soon](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2016/10/fullsizeoutput_2116-e1476561188795-1030x579.jpeg) Not one – but two search index at google ## What are the implications of a second mobile index? There is one thing that I really like about this concept, and that is that it will probably make are web searches on mobile devices faster. Yet I am afraid that it will also make this source of information a lot more incomplete than the information that we find another desktop computers. For us digital marketeers, it will be more difficult to simply create one type of content. It remains to be seen how we will be able to deal with duplicate content on mobile and desktop… > I am a little bit afraid that we will have to separate our SEO pages on mobile and Desktop in the future. This is more than simply creating small content pages that are easy to index and read for Google and our potential customers, but it also means that e-commerce stores will have to think about how they build up their category pages, product pages and everything that comes with it. At the end of the day I am sure that this will keep an entire industry very very busy and if this holds true, the implications will be immense on digital content marketing. I’m looking forward to learning more about this in the coming few weeks and I will definitely keep you up-to-date with some more insights as soon as I have some more. ### Added AMP-Support to my site URL: https://www.livain.com/blog/added-amp-support-to-my-site/ Last updated: 2026-08-31T12:48:35.000Z Good morning everyone, this is probably not going to be the most exciting blog posts for everyone but it is something that really interest me at the moment so I thought I would share a few insights with you. The topic at hand today are accelerated mobile pages. Accelerated mobile pages are websites blog posts and Mobile optimized landing pages that follow and new protocol that was set by Google called AMP. Accelerated mobile pages are in essence stripped down versions of a normal website. These pages are a lot faster to load because they do not contain as many fancy features as normal websites. The main focus of accelerated mobile pages our website should contain a lot of content such as text and images. An accelerated mobile page is a cleaner version of the regular content page. On these pages the main focus is on the text and images and nothing else. ## Installing the Automattic AMP-Plugin Last week I decided to install the plug-in that automatically generates accelerated mobile pages for my little blog and these pages have slowly become to be indexed by Google. When you search for my website at the moment using your mobile device it could very well be that you will not be redirected to the regular website, but that you will see a stripped-down version of my website without the regular navigation and other options. I decided to take a little shortcut and install the Automattic AMP Plugin. It was really easy to get started and the pages were “created” instantly. With the 0.4 release version, I was also able to change the colours a little bit of the pages. Nothing fancy, but at least I could change the header colour from Automattics blue to a lighter shade of black/gray. ## The effect of AMP on my blog I’m curious to see how this will affect the traffic that I have on my little blog, because from a usability point of view the AMP pages have some pros and cons. I’m personally not sure yet if the faster loading times really outweigh the benefits of a regular website. Google is pushing hard to promote accelerated mobile pages throughout the web. It will be interesting to see how e-commerce sites can also start to use accelerated pages. On the one hand it feels like a step back to create a separate mobile version of your website next to the already available responsive version of the website. But if Google wants it to be that way, I guess we do not have much of a choice but to follow their advice and commands. If you’ve also started to experiment with AMP I would love to hear what your experiences have been the last few months. Feel free to add your comments below or reach out to me using the contact form. ### GANDT Ventures – looking for talents URL: https://www.livain.com/blog/gandt-ventures-looking-for-talents/ Last updated: 2026-08-31T12:48:37.000Z We are looking for the most stunning marketing & venture building talents in Switzerland, Austria, Germany and Europe. Become part of our experienced team of hands-on entrepreneurs and apply now for an exciting job at GANDT Ventures. Currently we have poitions in the following fields: 1. Business Development 2. IT (front, as well as backend) 3. Design 4. Online Performance Marketing It does not matter whether you are just starting your career and you just got out of university, or you are an experienced professional who is looking for a new challenge. We are simply looking for fun, strong, cool, energetic people to join our core team. We offer you the possibility to “create your own dream job”, build up your own businesses with the support of our team resources, knowledge and competence network, and gain valuable insights into some of the best startups in the European startup scene. We expect you to bring an open and communicative nature to the table and a general willingness/ flexibility to travel. ## About GANDT Ventures GANDT Ventures was officially founded in 2015 in Zurich Switzerland. We are an ROI driven performance marketing start up at heart with a strong team and network of digital marketing professionals. We challenge business cases, build up businesses and support SMBs by tackling their daily strategic marketing issues. You can find out more about GANDT Ventures on www.gandt.ch or contact us using the contact form below. ### DMEXCO Shout Out – I can’t make it this year URL: https://www.livain.com/blog/dmexco-shout-out-i-cant-make-it-this-year/ Last updated: 2026-08-31T12:48:40.000Z Quick shout out to anyone at the DMEXCO 2016 in Cologne this year. Unfortunately I won’t be able to make it this year, but I wish everyone a fantastic time in Cologne andlots of fun working, networking, meeting new people, and I hope that you will find what you’re looking for at the DMEXCO. And I hope to see you there again next year, or at some other event in the near future. 1. [14092016\_dmexco-shout-out](https://www.livain.com/wp-content/uploads/2016/09/14092016%5Fdmexco-shout-out.mp4) {"type":"video","tracklist":true,"tracknumbers":true,"images":true,"artists":true,"tracks":\[{"src":"https:\\/\\/www.livain.com\\/wp-content\\/uploads\\/2016\\/09\\/14092016\_dmexco-shout-out.mp4","type":"video\\/mp4","title":"14092016\_dmexco-shout-out","caption":"","description":"DMEXCO Shout Out Remco Livain 2016","meta":{"length\_formatted":"0:50"},"dimensions":{"original":{"width":1280,"height":720},"resized":{"width":640,"height":360}},"image":{"src":"https:\\/\\/www.livain.com\\/wp-includes\\/images\\/media\\/video.png","width":48,"height":64},"thumb":{"src":"https:\\/\\/www.livain.com\\/wp-includes\\/images\\/media\\/video.png","width":48,"height":64}}\]} ### Happy Monday from Düsseldorf URL: https://www.livain.com/blog/happy-monday-from-dusseldorf/ Last updated: 2026-08-31T12:48:43.000Z Hi everyone, Just wanted to wish you all a happy Monday and I hope you got off to a great start of your week. I thought I would save myself the trouble of typing today, so I decided to do a short video – I should have really starting doing that a long time ago. It’s so much more convenient and a lot faster ;-). 1. [Happy Monday From Düsseldorf](https://www.livain.com/wp-content/uploads/2016/09/720p.mov) {"type":"video","tracklist":true,"tracknumbers":true,"images":true,"artists":true,"tracks":\[{"src":"https:\\/\\/www.livain.com\\/wp-content\\/uploads\\/2016\\/09\\/720p.mov","type":"video\\/quicktime","title":"Happy Monday From D\\u00fcsseldorf","caption":"","description":"Happy Monday From D\\u00fcsseldorf","meta":{"length\_formatted":"1:49"},"dimensions":{"original":{"width":1280,"height":720},"resized":{"width":640,"height":360}},"image":{"src":"https:\\/\\/www.livain.com\\/wp-includes\\/images\\/media\\/video.png","width":48,"height":64},"thumb":{"src":"https:\\/\\/www.livain.com\\/wp-includes\\/images\\/media\\/video.png","width":48,"height":64}}\]} ### My Apple Watch Series One is showing annoying snake… It does not charge, it does not turn back on! URL: https://www.livain.com/blog/my-apple-watch-is-showing-this-annoying-snake-it-does-not-charge-it-does-not-turn-back-on/ Last updated: 2026-08-31T12:48:46.000Z ![Apple Watch Snake – nothing pretty about that](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/wp-content/uploads/2016/09/img_8342.jpg) ## Apple Watch Snake – nothing pretty about that Can anyone please help me? I have no idea why it does not simply turn back on again. I have tried charging it on three different sockets, my laptop and changed the cable… This thing is driving me mad! I read on Reddit that some users have reported the same problems, and that for some their watches “magically” turned back on at some point… But to be honest, I don’t really want to wait, and pray for that to happen. Apparently there are two fixes for this: 1. Pray 2. Go to the Apple Store and get a new watch… Because your battery is busted So, what I did to deserve this? I took it off… For two whole weeks… That’s it. So if you like your Apple Watch and want to keep using it, just don’t take it off, charge it daily and treat it with the utmost care. > This snake is like the Apple Watch “Bluescreen” – I wish Microsoft would learn how to make its products prettier so I can go back to being a Microsoft Fanboy Quick update 4 hours later… The snake turned green, which apparently means that it is charging… But nothing else has happened so far. I tried resetting (held both buttons down for over 10 seconds) the watch, but nothing happened… I will leave it in the charger over night, maybe that will do the trick. Wish me luck, please 😪. **Update: 06/09/2016** So I left the watch in the charger over night, and guess what happened? The Apple Watch magically fired back up. An absolutely ridiculously annoying bug apparently, and I will have to monitor the development closely. For now, I’m just glad it works again. I really did not feel like having to deal with a bunch of geniuses at the Apple Store. 😁 **Update: 2018** I know that this post is still getting quite a bit of traffic, apparently you guys still have this problem. I could not stand it any longer and as soon as the series 3 apple watch came out, I decided to get rid of my old series one. That was by far the best decision I had ever made. The series three is responsive, finally does exactly what I would expect from an apple watch and I can leave my phone at home from time to time. For those of you still struggling with the “snake-issue,” I can only suggest to toss it in the trash and wait for the series four to come out soon (or buy a series three as soon as the next generation is out – that is a great watch and you won’t regret it). ### Müller Milch rechnet mit Dmexco und Digital-Hype ab URL: https://www.livain.com/blog/muller-milch-rechnet-mit-dmexco-und-digital-hype-ab/ Last updated: 2026-08-31T12:48:48.000Z Was ich so interessant finde ist, ist das der Marketingchef von Müller Milch ganz konkret anspricht, dass eine starke Marketing-Mix aus online sowie offline Aktivitäten viel wertvoller ist als eine reine digitale Strategie. Dies ist etwas das ich 100 % unterschreiben würde. Ich glaube auch daran, dass mittelfristig sowohl online und offline Produkte wieder näher zusammen wachsen werden. Eine reine online Marketing Strategie zu verfolgen und zu ignorieren dass der Kunde auch teilweise Produkte in der Hand haben möchte, und sich die ganz genau anschauen möchte bevor er sie kauft, wäre meiner Ansicht nach schlichtweg falsch. Für Müller Milch ist Digitales Marketing nichts weiteres als ein weiterer Absatzkanal, nicht so sehr überlebenswichtig. Die Vertriebsstrukturen sind natürlich auch gar nicht auf Online ausgelegt und man kann sich offen fragen ob es verwunderlich ist, dass das Produkt sich online nicht so gut vermarkten lässt als offline. Die Werbeflächen, POS Stands und das Produkterlebnis im Supermarkt ist wohl kaum vergleichbar mit der auf einem Tablet oder PC-Bildschirm. ## Digitales Marketing Nicht destotrotz, was er anspricht kann ich nachvollziehen: Die Branche hat sich schon sehr stark verändert in den letzten Zehn Jahren. Digitales Marketing wurde immer mehr ein spiel von Vertriebler und Tools für generalistische Marketing Manager. Der Fach-Idiot (Spezialist) an sich steht immer weniger im Vordergrund. Viele Kunden lassen sich blenden von schöne Benutzeroberflächen und Customer Jouney-Big Data Versprechen die sie unter dem Strich gar nicht so richtig validieren können. Es sind im Moment so viele Daten vorhanden die wir einsetzen könnten um ein zielgruppen genaues Marketing zu betreiben, das ist vor allem sehr schwer ist herauszufinden wo man ansetzen möchte und du was die beste Strategie ist. Wenn man sich nicht zu 100 % in dieser Branche auskennt, mit großen Datensätzen arbeiten kann und vor allem das technischen Know-how hat Um mit diesen Daten arbeiten zu können, sollte man sich tatsächlich wie der Marketing Manager von Müllermilch auch beschreibt, fokussieren auf das was man am besten kann. ## DMEXCO Time… Cologne Calling Die DMEXCO in Köln ist ein grosses Klassentreffen geworden. Dies ist nichts schlimmes, aber richtige innovative Ideen und Konzepte werden hier in der Regel nicht vorgestellt. Es ist ein gemeinsames quatschen, essen, saufen, wir-treffen-uns-1x-im-jahr-updaten als alles andere. Die richtig innovative digital-experten werden auch nächste Woche schön am PC sitzen. Weit weg von Köln. Weit weg von das ganze darum herum. Vielleicht sehen wir uns ja nächste Woche… Vielleicht auch nicht… Ich habe mich noch nicht so ganz entschieden ob ich dieses Jahr hinfahren werde. Ich werde es spontan entscheiden und wir werden sehen… Offener Brief von Digitalchef Christian Meyer | 01.09.2016 | von einem W&V Leserautor ## Müller Milch rechnet mit Dmexco und Digital-Hype ab **Christian Meyer* verantwortet als Senior Media Manager Europe und Head of Digital bei der *Theo Müller Gruppe* einen rund 100 Millionen Euro schweren Werbeetat. Und er fühlt sich von der Dmexco und vom “selbstverliebten” deutschen Digitalzirkus gerade ziemlich genervt. W&V dokumentiert seinen offenen Brief an Agenturen und Vermarkter.* Liebe Agenturen und Vermarkter, liebe Kolleginnen und Kollegen, die Dmexco steht an. In den letzten Tagen sind zahlreiche Einladungen ins Haus geflattert. Einladungen zu “inspirierenden Treffen”, “Meinungsaustauschen”, “Technologie-Präsentationen” und vor allem – fast ein bisschen Vintage – zu tollen geselligen Events. Ja Mensch! Leider bin ich derzeit auf unbestimmte Zeit verreist. Zumindest, was die Dmexco angeht. Im Grunde bin ich dabei komplett aligned mit dem Motto der diesjährigen Veranstaltung: “Digital is everything – not every thing is digital”. Genau, “nichts ersetzt die reale Welt – nichts das persönliche Erlebnis”, heißt es von den Machern der Messe. Vielen Dank für den Reminder, ich bin dann mal weg. Die Zeiten, in denen ich meine berufliche und private Planung in chirurgischer Präzision um die Dmexco herum gebaut habe, sind vorbei. **Digital is everything? No, it’s not.** Ja, ich bin vom Glauben abgefallen. Das Credo, die Dmexco – oder besser irgendeiner der Aussteller – würde unser Business endlich voranbringen, ist verstummt. Ohne “digital” geht nichts mehr? Aha. Da haben wir bei Müller aber mächtig Sahne, dass wir es ohne 20 Prozent Digitalshare soweit gebracht haben. Digital is everything? No, it’s not. Gute Kommunikation is everything for every thing! Und die beginnt bitte schön immer noch mit einer guten Idee, gefolgt von einer guten Kreation und endet mit einem guten Mediaplan. Daran hat sich auch im digitalen Zeitalter nichts geändert. Ich erspare mir dieses Jahr das Geschwafel von “data drives value” oder wie “my customer engagement meinen company value increasen kann”. Was meinen “company value” tatsächlich voranbringt? Die eingesparten Reisekosten… [(hier könnt ihr weiter lesen: LINK)](http://www.wuv.de/digital/mueller%5Fmilch%5Frechnet%5Fmit%5Fdmexco%5Fund%5Fdigital%5Fhype%5Fab?ref=livain.com) ### Woche Digital Detox hat gut getan URL: https://www.livain.com/blog/woche-digital-detox-hat-gut-getan/ Last updated: 2026-08-31T12:48:51.000Z Endlich zurück aus dem Urlaub! Eine Woche Digital Detox hat gut getan. Der September wird sehr interessant, und ich bin voller Energie wieder heimgekehrt. Letzte Woche Habe ich ein paar Tage die Sonne genießen können in der Algarve zusammen mit Freunde und meine Familie! Es war wirklich herrlich ein bisschen Sonne abzubekommen, und das schöne Wetter zu genießen, ohne darüber nachdenken zu müssen was ich alles sonst noch so machen muss. Portugal hat mich sehr positiv überrascht. Die Strände waren wahnsinnig schön, die Preise noch nicht übertrieben hoch, und die generelle Infrastruktur hat wunderbar funktioniert. Selbstverständlich läuft alles ein wenig langsamer wie wir das gewohnt sind in Deutschland, Österreich, oder die Schweiz. Aber wenn man im Urlaub ist, kann man ja darüber hinwegsehen. Die Golfplätze und spektakuläre Küste Sind wirklich erwähnenswert und wunderschön. Ich glaube ich werde die nächsten paar Jahre ganz sicher noch mal wieder zurückkehren und mir das Land ein bisschen genauer anschauen. Bislang sind wir immer nach Spanien Italien oder Frankreich gefahren Aber Portugal ist definitiv auch sehr interessant. Falls ich euch letzte Woche noch nicht geantwortet habe, keine Angst – das hole ich die nächste paar Tage nach. Lieben Gruß aus Zürich Remco ![LAGOS BEACH 2016](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2016/09/img_8244.jpg "LAGOS BEACH") LAGOS BEACH 2016 ![LAGOS BEACH STONE](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2016/09/img_8241.jpg "LAGOS BEACH STONE") LAGOS BEACH STONE ![LAGOS BEACH STAIRCASE](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2016/09/img_0607.jpg "LAGOS BEACH STAIRCASE") LAGOS BEACH STAIRCASE ### Early Morning BVB-Surpise URL: https://www.livain.com/blog/early-morning-bvb-surpise/ Last updated: 2026-08-31T12:48:53.000Z Sometimes you wake up in the morning and you just know something “strange” is going to happen. I got to the airport nicely on time so that I could enjoy my (ahem) well deserved breakfast in the lounge before boarding – sometimes it is nice being a frequent traveller. I felt that everything was going just right for me today, the espresso was great, my Birchermuesli was just right and everything was going according to plan. ## Everything was fine until… I thought it was going to be a regular ol’ flight from Zürich to Düsseldorf with SWISS / EUROWINGS. But when I got to the gate, lightning struck me… I have absolutely no clue why someone thought this was a good idea, but they put me on a **BVB MANNSCHAFTSAIRBUS** to Düsseldorf. ![BVB EUROWINGS airplane](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2016/08/IMG_7963.jpg) BVB EUROWINGS airplane With my Munich background and Mia San Mia attitude, this was definitely not the best of morning-surprises. I just had to share this image… Yes, on our GANDT Ventures Team we do have a few fanatic BVB Fans (hello Tobi), but I surely do hope that this does not become a regular thing. I felt that the crew members were also not all too happy about the fact that they had to fly this “beauty” of a machine, but they did not have much of a choice but to laugh it off and deal with all the great comments they got. ## Thank you SWISS, thank you EUROWINGS Dear EUROWINGS, thank you so much for this delightful surprise on Tuesday Morning. Although you did not get my Team right, we all still had a good laugh this morning and it gave me a nice little story to tell. > *But, please don’t “serve” me this airplane again if you do not absolutely have to 😉* ### Finally, the Olympic Summergames 2016 have started URL: https://www.livain.com/blog/finally-the-olympic-summergames-2016-have-started/ Last updated: 2026-08-31T12:48:56.000Z Finally! The Olympics have officially started last night! I have really been looking forward to this moment. I simply love the summer Olympics. Sure the Winter Olympics were just two years ago, but the summer Olympics are something extra special. I love ‘classical’ sports such as track and field, swimming, and my personal favorite Judo. I cannot wait for the first matches to start. A few hours ago, the opening ceremony in [Maracana (Brasilia)](https://de.wikipedia.org/wiki/Est%C3%A1dio%5Fdo%5FMaracan%C3%A3?ref=livain.com) kicked off with a spectacular show, celebrating the Brazilian history. The Brazilians did a fantastic job showing the world their rich cultural heritage – driven by colonialism, slavery and trade. Brazil is a nation of many different cultures – that live peacefully in their beautiful country. Each culture had helped shape Brazil to the country it is today with their music (samba) and sports (such as Capoeira – see video below) – in my opinion the perfect host for this years Summer Olympics 2016. *Capoeira – Brazilian National Sport* Three whole weeks of sports, excitement, drama, doping, medals and new born heroes… There is no place I would rather be right now, than in front of my television. Of course I will be rooting for my fellow Dutchmen mostly, but I am also really looking forward to the Usain Bolt vs Justin Gatlin fight on the 100 meters and to see whether Michael Phelps will be able to grab yet another medal at the games. Let’s hope that we will be able to break our Dutch medal record (25 medals in Sydney at the Summer Olympics of 2000). 🙂 *Usain Bolt wins Olympic Gold in London 2012 Olympics* ## Stepanova is not allowed to start I am a little disappointed that Stepanova is not allowed to start at these Olympics. This strong woman uncovered the biggest, systematic doping scandal in modern sports to date, but the International Olympic Committee (IOC) was not man enough to stand up to the Russian Federation. > the International Olympic Committee (IOC) was not man enough to stand up to the Russian Federation. At the European Games in Amsterdam a few weeks ago, Stepanova competed under a neutral flag, and although very few in the stadium noticed her at all (she ended last in the 800 meter finals, mainly due to an injury) I think it is important to make a statement against doping and promote doping free sports. We should support each and every athlete who stands up to injustice and doping in sports. ## No reaction to Thomas Bach’s speech I would have expected a stronger (negative) reaction to Thomas Bach’s speech during the opening party. Thomas Bach is the president of the IOC committee, who changed his (the general IOC) opinion in the last few weeks to allow the Russian “doped” athletes to compete in the Olympics. Although the WADA had clearly said that they have proof of systematic manipulation of doping results and doped Russian athletes, the IOC overruled the advice of the WADA to allow the athletes to start – or at least, let the National (Russian) sport association respectively decide on the faith of the athletes. In my humble opinion, I find the decision of the IOC a very poor one. Both for the Russian athletes, who did not have an adequate time to prepare for the Olympics, as well as the fact that it send out an entirely wrong signal to the world. You can dope, as long as your national squad is fine with it. We all know exactly what that means. Not all countries on this planet, live by the same rules. That is why we need the WADA… I hope that this is not the end of it, and we will see further investigations in the months to come. I wish all athletes and sports lovers a great, successful and beautiful Olympic Games. ## My personal Highlights ### Mens Cycling Road Race The start of the Olympics on day 1 was full of accidents. The mens cycling road race was my personal highlight of the first day. Although the Dutch team could not really make a fist against the strong top of the field, a lot happened. Ialy’s Vincenzo Nibali suffered a broken collarbone and Australia’s Richie Porte suffered a broken scapula Saturday at the men’s Olympic road race in Rio de Janeiro. Porte took a hard a fall on a tricky descent in the penultimate lap of the Vista Chinesa circuit, abandoning the race, while Nibali ran into trouble on the very same downhill run the following lap. The 31-year-old Italian looked like a strong bet to win gold until he crashed rounding a corner 12 kilometers from the Copacabana finish. Avermaet was the first to the occasion and took his chance to win Belgiums first Olympic Gold of the Games. ### Womens Cycling Road Race This time it was up to the women to take on the dangerous Rio-Track. Annemiek van Vleuten looked like she was going to take the Gold, with just 10km to go it did not look like anyone was going to stop her. Yet the womens event took a similarly dramatic end. The Dutch-Lady crashed just mere kilometres before the finish line. The Brit (Abbott) continued on, and it looked like she would make it solo over the finishline, but her fellow contenders caught up with her just a mere 1.000 meters before the finish line – with the Dutch Anna van der Breggen taking the gold. Next to the womens cycling race, I thoroughly enjoyed watching the Beachvolleyball Mens first round between Cuba and Brazil. Gomez and Gonzalez took on the mightily strong Brazilian Team (Junior and Solberg) in a sizzling 3 set match that went all the way to the end. The Cubans have never really won anything so far (9th place at the latest Worldcup), but they looked incredibly strong. I thoroughly enjoyed the atmosphere and fast paced game. Looking forward to seeing more of the beach volley tournament in the days to come. Oh yeah, and on a side note: Djokovic lost his opening match and is already out of the olympics. I bet nobody saw that coming… But Del Potro was definitely not an easy opponent… With Federer out of the running, and Djokovic out too, maybe Nadal will actually stand a chance of defending his title. ### Dex Elmont (Judo NED) and more Dex Elmont (NED) did not make it past the quarter finals at the Olympics. I had really hoped that Dex would’ve been able to create a bit of a shock in his weight class. We both competed at the National Championships a number of years ago in the youth teams of NED, and Dex is an outstanding athlete. After his 5th place at the last Olympics, he really deserved a long awaited medal. Keep your head up mate, I hope you will continue to fight and show us what you are made of again at the next World/European Championships. ### Yuri van Gelder sent home It is a little absurd, but one of the Dutch athletes was sent home by the NOC NSF (Dutch Olympic Committee) due to the fact that he came home late last night. Yuri had gone out to drink something outside of the Olympic Village, after he had qualified for the finals on the Rings. The ridiculous thing about this is, that Yuris final is not due for another week. Yet the NOC NSF finds it unprofessional that Yuri drank something and decided to send him packing. Yuri van Gelder is a great athlete with a clear problem – he is supposably easily addicted. in 2009 he was suspended for 2 years for using Cocaine. But he bounced back and managed to fight his way back to the top of the world rankings. Unfortunately, the Dutch Team were more busy making sure that their internal rules were lived by, than that they looked at the individual athlete and offered him help. Yuri was a serious contender for a medal at his first Olympics. I am having a hard time accepting this move. I do not know what else has happened, but at a first glance, it seems to me that the NOC NSF find themselves a little bit too important and over-reacted. I really feel sorry for him… And I hope he will bounce back once again from this huge disappointment and will receive the help he really needs and deserves. For a socialist state as the Netherlands, one would expect them to look better after one another and help each other – instead of just looking at someones flaws. **Anicka van Emden (JUDO): Second Medal for the Netherlands – Congrats Anicka!** ### Happy Monday / Weekly Recap URL: https://www.livain.com/blog/happy-monday-weekly-recap/ Last updated: 2026-08-31T12:48:58.000Z Good Morning everyone, I just wanted to kick off the week well and wish everyone a happy Monday. Last week was a bit of a strange week, with the Brits voting for a BREXIT, Island making it to the knock-out stages of the European Football Championships and the weather changing from 15-to-30somewhat-to-15-degrees and rain again within a matter of hours. It is not very often that I complain about the weather, but I could really use a bit of sun, and I know that the we could surely use a bit more stable weather for our ECommerce companies. These fluctuations are horrible for ECommerce businesses, when it gets hot for 1/2 days, everyone runs outside to soak up every little ray of sunshine they can find… As you can imagine – not the best prerequisite for solid ECommerce results. Especially not in Fashion… ## Berlin Calling & Hair the Musical in Magdeburg Last week we spent the weekend with the Family in Berlin and had an absolute blast! I had been to Berlin quite a few times already, but I had never done the touristy stuff. We visited the Sony Center, the Berlin Wall, Checkpoint Charly, the Jewish National Museum, and a lot more… On Sunday we then went to see/cheer on our dear beloved friend Gil Ofarim in Magdeburg, where he absolutely rocked the lead roll in the musical Hair. Fantastic atmosphere, great music, and Gil was great! We were so proud to see him do so well! A true Musical Rockstar…! And… My highlight of the week, was probably that tiny ice cream cone I got with my espresso in Berlin last week… I think every cafe should serve espresso just like that ;-). I have added a few impressions of our little weekend out and about below. ![remco livain jewish museum berlin](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2016/06/img_7295.jpg "remco livain jewish museum berlin") jewish museum berlin ![jewish museum berlin](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2016/06/img_7294.jpg "jewish museum berlin") Crying Holocast Victims Jewish Museum Berlin ![family time in berlin my little sis](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2016/06/img_7270.jpg "family time in berlin my little sis") Quality Family Time (my little sister) ![family time in berlin](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2016/06/img_7264.jpg "fun family time in berlin") Family time ![me and my mum](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2016/06/img_7177.jpg "livain family time") Me and and the most beautiful woman in the world ![sightseeing in berlin](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2016/06/img_7153.jpg "history ww2 in berlin") Never forget WWII ![sony center in berlin](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2016/06/img_7122.jpg "sony center in berlin") Sony Center in Berlin [![sony center in berlin](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2016/06/img_7293.jpg "sony center in berlin")](https://i0.wp.com/www.livain.com/wp-content/uploads/2016/06/img%5F7293.jpg?ssl=1&ref=livain.com) ### Why I think BREXIT would be a disaster URL: https://www.livain.com/blog/why-i-think-brexit-would-be-a-disaster/ Last updated: 2026-08-31T12:49:00.000Z The last year has been a tough one for the EU and its member states. Normally I try to stay out of political debates and I would not exactly say that I know what I am talking about when it comes to politics, but I am concerned that the discussions we are having with Great Britain could hurt the EU a lot more than we are made to believe. The bottom line is this: Britain wants to play by special rules — not paying benefits to migrants from other EU countries, for example, and tossing aside any shred of commitment to the EU’s long-cherished goal of “ever-closer union. The leaders of other European Union countries, to generalize, resent Britain’s demands for special rules and exemptions. On the other hand, if Britain pulls out, that will leave the European Union significantly diminished. It would lose its second-largest economy — behind only that of Germany — and one of its two permanent seats on the U.N. Security Council. (The other is held by France.) ## It is all about helping each other The key parts of the UK deal include: 1. Allowing Britain to opt out of the EU’s founding ambition to forge an “ever-closer union” of the peoples of Europe, and greater powers for national parliaments to block EU legislation 2. Restrictions on other EU nationals getting in-work benefits in the UK for a period after they arrive in the UK; changing child benefit rules so payment reflects cost of living in the country where the child resides 3. Explicit recognition that the euro is not the only currency of the EU and guarantees to ensure countries outside the eurozone are not disadvantaged or have to join eurozone bailouts 4. A target for the reduction of the “burden” of excessive regulation and extending the single market The reasoning behind most of these issues I can fully understand. Yet..I feel that it is all about social security and benefits … All countries within the EU face the exact same problem. We have build our countries up around the principles of a social state model, in which we care for each other when someone is in need. The strong take care of the weak. Of course this also means that we would help out people who are in need and we would give them a little bit of our wealth to help them when they come to us in distress. ## Refugees have triggered an over-dimensional response Austria has a huge problem with immigration at the moment, having taking in more Refugees than Italy and France. So does Germany, yet in the UK the people feel that their island is too small to deal with these issues. They would rather send a few Billion Pounds to Syria (where we have no idea what is actually done with the money) and act like they are samarithans. In my humble opinion: The European Union should stand united and face our immigration problems as a single state. When someone did make it to the island, they do not want to take care of them. It is as simple as that. Now, one could argue that this is just a temporary situation and that all of these problems will most probably gradually go away in the next 5-10 years or so. Yet the proposal that Cameron is making, is that he also wants to cut the social benefits for EU citizens, which would ultimately make it more difficult for EU citizens to reside in the UK / or at least, create quite a large personal risk for that person if he or she were to (for example) lose their job while working, paying taxes and living in the UK. This goes entirely against my personal principles and those of a free trading/working Union within the EU. I find it absolutely ridiculous that this even needs to be a point of discussion and I thoroughly hope that our beloved ministers of state will be able to turn this around. ## Does Britain seriously want to leave? I feel that the media (in Germany at least) are playing the issues down that Cameron is addressing and do really tell us everything that there is to it. David Cameron is showing that a single member state can have a significant amount of power on the EU. In a sense that not more than normal for such a large country as the UK, but I feel that the “proposals” that GB are making the EU at the moment are in stark contrast to the underlying principles of the European Union. Please, lets stick together – stand strong as a union and take on the challenges that are coming our way at the moment as one strong team. ### Travel Impressions: Düsseldorf from up above URL: https://www.livain.com/blog/travel-impressions-dusseldorf-from-up-above/ Last updated: 2026-08-31T12:49:03.000Z This slideshow requires JavaScript. The last few weeks I have been travelling quite a bit, mostly short distances – one hour flights or bus/train trips between Switzerland, Austria and Germany with GANDT Ventures. The time you spend travelling is usually a bit of a waste of time. Sure you can “work” a bit on an airplane, but you still lose valuable time in between – and most importantly, you are stuck without an internet connection for most of the journey. Below you’ll find a few impressions of Düsseldorf from up above – of last week. ## Düsseldorf from up above ![duesseldorf am Rhein _2](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2016/06/P6140126.jpg) Dossedorf am Rhein ![duesseldorf gandt ventures remco livain](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2016/06/P6140145.jpg) DUS-ZRH up in the clouds All images were made with an Olympus OMD-EM1 ### Insider Tips: Restaurants and bars in Zurich URL: https://www.livain.com/blog/restaurants-and-bars-in-zurich/ Last updated: 2026-08-31T12:49:05.000Z When you are new to a town and you don’t really know where to go it sometimes helps to get a few ideas on where to go from some locals. To offer my AirBnB guests a bit of a “better service” I started writing up a nice list of restaurants, places to have brunch and bars in Zurich. Zurich is a fantastic town and there is a lot to see and to do here. When you know your way around a little, or you get a few pointers on where to go, it gets even better. The list is nowhere near finished and is a bit of a work-in-progress thing that I will keep updating every now and again. Have a look at the Spark-Page below (click on the image) to see the full list of Restaurants and Bars in Zurich. If you have any more great tips or tricks that I could add to the list, please do let me know! I would love to try out some more nice restaurants and bars in Zurich so please do not hesitate to reach out to me or leave some comments below the article and tell me about your favourite Bars and Restaurants in Zurich. Here is the link with restaurant tips in Zurich: [click here](https://spark.adobe.com/page/S8lZN/?ref=livain.com) [ ![undefined](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/spark.adobe.com/page/S8lZN/embed.jpg)](https://spark.adobe.com/page/S8lZN/?ref=livain.com) ### Facebook Emoticon-Likes, does anyone use them? URL: https://www.livain.com/blog/facebook-emoticon-likes-does-anyone-use-them/ Last updated: 2026-08-31T12:49:10.000Z I am sure you have noticed that the nice little like button as we know it on Facebook has disappeared. It has been replaced by a number of nice little Emojis that help the user express its feelings in a lot more profound and sophisticated way than a simple like… Wait, did I just say sophisticated? Maybe I meant to say complicated. The Emojis make it a little bit easier for Facebook users to express how they feel about a certain post, text, image or video, but do they really add a lot of value? Mark Zuckerberg claimed right after his first “post” regarding the new Emojis, that the most used “like” Emoji was the little red heart. Yet, when I look at my own personal Facebook wall, I do not see that reflected in any way. After checking 65 posts (I know not the biggest of samples, but enough to show the general trend), I have come to the following split of how people have been responding to the posts of myself and my friends: 1. Like: 69% 2. Love: 14% 3. Haha: 2% 4. Yay: 4% 5. Wow: 8% 6. Sad: 1% 7. Angry: 2% [![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2016/02/img_0042.jpg)](https://i1.wp.com/www.livain.com/wp-content/uploads/2016/02/img%5F0042.jpg?ssl=1&ref=livain.com) ## Why don’t my friends use the Emojis? Now why does it seem to be that people are not really using the Emoticons? Or at least, nearly half of my friends in the sample that I took still used the standard like button as their preferred emoticon of choice. > Love is the most popular reaction so far, which feels about right to me! (Mark Zuckerberg, 23/02/2016 @facebook) My first hunch would be is that they do not feel comfortable expressing that amount of emotions. A simple “like” seems to suffice for many of my friends at least. I do not know whether this is due to the Socio-Demographic sample that my friends make up of (most of my friends are between 30/40 years old, and to a large extent from Northern European countries. I could imagine a younger user audience to adjust to the new settings more quickly and to be better with emoticons than many of my friends. ## How will the Emoticons affect the number of comments? I also wonder how this will affect the number of comments underneath our posts in general. I read an interesting article in ZEIT this morning, in which the writer criticized the way people have started using emoticons as a means of communication more and more. The writer was worried that Facebooks move to focus more on emoticons than on text, could backfire and people in our western society would slowly lose the ability to communicate with one another in a “normal fashion” – without using Emoticon-Hierogliphics. If that hypothesis holds true, then the number of comments should drastically decrease in the course of the next few months. If we can “say it all” with our emoticons, there is no need anymore for more complex and time intense sentence constructions. Whether you like it or not, the Emoticons are now a part of our every day lives, and here to stay. Thanks for the upgrade Facebook. 🙂 😉 😀 :-$… ### Google Removing Right Hand Side Ads Bold Move URL: https://www.livain.com/blog/google-removing-right-handside-ads-bold-move/ Last updated: 2026-08-31T12:49:12.000Z Google shocked the online marketing world a few days ago when we noticed that they have slowly but steadily started to remove all right hand side ads on all operating systems (desktop mainly). The right hand side (generally positions 4-8) are said to make up for about 15% of all ad clicks. This might not sound like a lot, but it offers the user a large number of alternatives to the sole top-advertiser placements at the top of the page. This move unifies the mobile and desktop version of the google search. It will make the page look cleaner and easier to read. Yet it also “kills” the diversity of the ad landscape once more. The last decade, we have learned to live and love the right hand side ads, as they allowed us to test and broaden our keyword spectrum considerably. A 4th or 5th position could be profitable, and sensible bid management is a key component of testing new keyword sets for performance marketeers / who are not concerned with the “branding”/”visibility” aspect of marketing. ## 4 ads above the fold If you are using Google as your preferred search engine on your desktop computer or Mac, you will find the page to look a little bit empty. Sure this “helps” the user to focus on the single results that are presented, but to me it personally looks a bit odd. It feels like something is missing… The page is still slightly centered to the left and balance is off. Maybe Google will start to experiment with moving the results to the center or using the space on the right hand side differently (fill it with, what Google thinks, are relevant infos to fit the search queries). We will have to wait and see. > Something appears to be missing on the right… The page-balance is off and our beloved search engine looks a little “empty”… The top of the page will look a bit different in the next few weeks though, Google will namely start to place 4 instead of 3 ads above the fold. This basically means that users who do not have the larges of screens, will only see ads when they search for something. The right handside will remain blank, except for the Product Listing Ads (PLAs), which will still show a number of google shopping results. This is especially relevant for highly commercial queries as Google calls them. These are search terms such as: Hotels in New York or Car Insurance. Google generally perceives terms to be relevant when they present a clear intent to purchase something. The closer the search query is to the purchase event, the more relevant it is. ## First implications [Search Engine Land](http://searchengineland.com/243057-243057?ref=livain.com) reported that this was not a something that had been done over night, but that it appears that Google has started rolling the changes out more quickly in the last few days. As Merkle RKG’s Andy Taylor illustrated in a blog post last Friday, the shift to remove ads from the right rail began slowly early last week and then picked up dramatically after Wednesday, February 17. [![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2016/02/img_0032.png)](https://i2.wp.com/www.livain.com/wp-content/uploads/2016/02/img%5F0032.png?ssl=1&ref=livain.com) In Numbers: [![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2016/02/img_0033.png)](https://i1.wp.com/www.livain.com/wp-content/uploads/2016/02/img%5F0033.png?ssl=1&ref=livain.com) ## So does this change our CPCs dramatically? What worries us marketeers is of course how this will affect our campaign performance. I have to be honest and say that it is still a little bit too soon to comment on that. We have not seen the biggest of changes in our accounts just yet. The fact that there are more top slots now, should actually increase the CTRs of the ads that used to be on the right, bringing in more competition and could in the short run “lower” the CPCs for the top positions a little… As soon as we have a bit more data, I will update this post and share our first insights. ### GANDT Ventures Launch – Happy New Year URL: https://www.livain.com/blog/gandt-ventures-launch-happy-new-year/ Last updated: 2026-08-31T12:49:15.000Z Happy New Year everyone…! GANDT Ventures has kicked the year off with a big bang and our official start. Together with a group of strong e-commerce experts I have decided to combine our strengths into a digital / e-commerce SWOT-team and venture builder. By venture builder we mean that we use our skills/manpower to help set up digital businesses. The team consists of industry/e-commerce experts (c-level and founders – *ex-Rocket Internet*, *Venture Stars and more*) in the following fields: Online Dating, Home & Living, Fashion, Sports as well as FinTech/InsuranceTech. Through GANDT Ventures we aim to *not only consult* SMBs and Startups, but use the experience we’ve gained over the years to guide and work along founders to bring their businesses to the next level. Hands-on, we build ventures and bring your business a step further into the multi-channel digital age. ## **Homebase Zürich** Last year we have decided to bring our home base to Switzerland – more specifically in beautiful Zürich. The entrepreneurial spirit is absolutely *“mega”* here in Switzerland and we feel more than at home. We aim to bring more Swiss start-ups to the next level and consult them hands-on in the years to come. This does not mean that we solely work for Swiss companies, of course – our international team (Dutch, German and Italian) speaks over 7 languages and we operate Europe-wide with SMBs within the D-A-CH region, the Netherlands, UK and Italy. For those of you who have not been to visit Zürich just yet, please feel more than free to drop by at our offices, visit the town and we would be more than happy to show you around. ## **In-house IT- & design team** What sets us apart from other teams of performance consultants is that we have our own *in-house IT,- and graphic design resources*. This helps us a lot in creating new websites, iOS/Android apps, set up landing pages, cam-newsletter, creative sets/banners, billboard designs, and even direct response TV-commercials. Our IT- and design services enable us to work quickly, efficiently and fill the HR/resource gaps of SMBs and Startups who are not yet ready to build up the internal resources themselves. We understand that lower overhead costs low can be a crucial benefit in early- and mid-stage financing rounds. If you would like to receive a few samples of our work and things that we have done, please feel free to simply ask and use [the contact form](https://www.livain.com/contact/) to reach out to me. ## **Service offering** Our service offering is clearly focussed on e-commerce and performance marketing and can be broken down into four main areas: (1) Digital Consulting; multi-channel digital strategy development and support (2) Performance Marketing (“Agency”); hands-on campaign optimisation & senior expert support (3) E-Commerce Due Diligence; challenge the current company status quo and digital footprint (4) Venture Building; bring ideas to life – using our experienced founding team Regardless of whether you have just gotten started with your idea and would like someone to challenge you business case, conversion rates and unit economics, or whether you have an existing business that could use a few new impulses, benchmarks and ideas – we try to tackle these issues hands-on and give you our honest opinion at all times. The way we work is that, we work alongside you for as long as you would like, show you the tricks and trades of what makes digital businesses measurably successful and coach wherever necessary. The goal is go help you deal with the challenges you are faced with from day one, let you use our network, share our knowledge and be your longterm partner within the team. You will find more information about our service offering here: [/consulting/](https://www.livain.com/consulting/) ## **Apply now** We are continuously looking for great *entrepreneurs*, *interns* and *e-commerce experts* to join the team. If you would be interested in working with us, please feel free to simply send me a message with your curriculum vitae and we’ll set up a call to discuss the possibilities. What are we looking for in a great colleague? He/she needs to be at least as open, friendly and communicative as we are, bring a no-nonsense attitude, preferably speak English, German, French and/or one other language, love to travel, and crazy about tech-digital-e-commerce basically everything that has to do with the internet. If you have any questions regarding GANDT Ventures, our team and that what we do: [please write me a short message](https://www.livain.com/contact/), or give me a call. I am so looking forward to meeting a lot of great entrepreneurs this year. On behalf of the GANDT Ventures team, I wish you a *fantastic 2016* and I hope to speak to you soon. Remco Livain CEO and Founder GANDT Ventures GmbH *(Motorenstrasse 20, 8005, Zürich Switzerland)* ps: our company website ** is under construction and will follow soon ### Are you using the correct attribution model? URL: https://www.livain.com/blog/are-you-using-the-correct-attribution-model/ Last updated: 2026-08-31T12:49:18.000Z Sales attribution and user journey conversion path optimisation are words that every online marketeer loves. Yet, not many companies manage to implement a clean and fully operational attribution model for their online marketing. The main purpose of marketing attribution is to quantify the influence each advertising impression has on a consumer’s decision to make a purchase decision, or convert. ## **Which attribution model is the best fit?** Whether you are using a *Time Decay Model*, *Last Click, First Click* or a *“Classical” U-Shaped Distribution Model* *<40-20-40 rule>*, you need to know this: if you do not track your conversions with ONE system – you are not going to get it “right”. In essence there is not real right and wrong when it comes to attribution modelling, there is merely the notion of understanding the limitations of all attribution model variations – and knowing how to apply them. Whether you are using Google Analytics, Webtrekk, Omniture Sitecatalyst, or your own in-house data warehouse solution, make sure that the data is easy and clear enough to understand for everyone in your organisation. You need to be able to communicate clearly with the management team where the opportunities lay in your business model and your marketing teams need to be able to work with this data on a daily basis. A multi-channel and multi-screen approach is essential to understanding how the customer makes his decision to purchase your product and finds his way to your product offering Whenever you add a new marketing channel or change the initial setup of the ones that are currently running, you need to review the attribution model that you have in place. truly understanding your data will bring you much closer to your customers than you have ever been, and will open up entirely new opportunities and ways of addressing your (potential) customer base. ## **Why is it so difficult to pick one model?** Most companies work with specialist teams in paid search, SEO, affiliate, display, PR and social media marketing. All of which love and prefer different attribution models. The affiliate and paid searchers among your team will probably prefer a **last click attribution model**, whereas the display, PR and SEO teams will prefer a first click “wins” attribution logic. The campaign managers who are there to inspire potential customers will surely prefer a model which is **first click based**, or at least attributes a substantial amount of value to the initial touchpoint with the user. Sales driven channels, those in which the customer has a clear intent to purchase a product already, will strongly prefer a **last click attribution model**. Interestingly enough, most management discussions around attribution models in this day and age, still revolve around the simple discussion of first click vs last click. A last interaction (click) model will attribute the highest value to the click that is most closely the transaction takes place. More advanced models such as Time Decay, will attribute a part of your sales or registration data to each contact point throughout the customer user journey. ## Budget allocation through Sales Attribution As an online marketing manager or CMO, it is essential for your budget allocation decisions to understand which combination of channels brings you the customers that you truly wish to have. If you have understood the limitations of your model, then that is great – and basically all you need to run your daily operations. There are a few freebie tools out there that can give you a good indication of whether your channel mix is wide enough to justify a more thorough run through of various distribution models. **Google Analytics** (even in the free version) can for example do just that. You have to be careful when using this data as your single point of truth though, as the data in the free version of GA do not rely on raw data input, but on estimates. The smaller your data set is, the more “unlikely” it is that the data that you see here can really be used. On the other hand, the larger your data set is, and the traffic volumes that you would like to look at, the more inconsistent Google Analytics tends to get. Larger time lags of up to 72 hours and jumps data statistics (on a daily basis) can occur when you use significantly larger traffic volumes. If you are looking to grow your business and invest in new, innovative ways to address your customers, then I suggest you have a look at your attribution model more carefully. Automatic bid management based on a specific attribution model is great, but can also become quite a challenge to handle if it is not set up correctly. You need to stay on top of your numbers and understand exactly what is going on and why. … As a performance marketeer; attribution modelling needs to be an essential part of your daily work routine. I am sure that there are a number of hidden gems in the numbers that you have right in front of you. Just dive right on in…! --- ### GANDT Ventures: attribution modelling Whether you have just gotten started with your business, or you are running a full-fledged Multi-Million $$$ turnover online shop, attribution modelling is key to your long term success. If you would like us to have a look at your current setup and **help you understand the impact of your current attribution model**, feel free to reach out to us at any time and we would be more than happy to help out. ### Why ZRH Airport is great URL: https://www.livain.com/blog/why-zrh-airport-is-great/ Last updated: 2026-08-31T12:49:20.000Z Zürich Airport (Kloten) is one of my favourite airports and that is not just because Zürich is my home base(!). Let me walk you through the practicalities of ZRH International Airport and what I love so much about it. 1. Proximity to the centre of town (a mere 10 minutes by UBER/Taxi) 2. All terminals can be reached on foot 3. Friendly employees – wherever you go 4. The restrooms and facilities are spotless 5. Great espresso & breakfast (little pricy, but hey it’s Switzerland) 6. European flights are relatively cheap/good value for money 7. Loads of long haul international flights 8. More than enough employees to handle all passengers 9. –> No waiting lines… ever! 10. It feels like home… 🙂 All in all, ZRH Kloten Airport is an absolute treat to travel to and from. Have a great day everyone, I have to go catch my plane now. ### How to find the right company name URL: https://www.livain.com/blog/how-to-find-the-right-company-name/ Last updated: 2026-08-31T12:49:22.000Z The last few weeks I have been trying to find a great new name for our Swiss-based consulting business and I noticed that there are a few things I need to think about when choosing the right name. Below you will find a short list of thing that I have come up with so far… If you think that something is missing, please do let me know in the comments below. These are the things that I have so far: 1. Company fit (what is it that you do?) 2. Your company name needs to be unique (legally) 3. Easy to pronounce & write 4. Watch out with patented brand names 5. Check domain availability (internationally) ## **Company fit (what is it that you do?)** The easiest way to start is to think about finding a name that fits your company purpose. What is it that you do exactly and what do you want kind of image to convey to you potential partners and customers? Get crazy and be creative… there is nothing worse than yet another *somewhat24* or *blabla360*. You can do better than that. ## **Your company name needs to be unique** Make sure that the name you picked is not already taken, and especially Italy not used in a similar context. Your company name is a unique identity, there cannot be two companies in the same country with the exact same name. Be sure to check the chamber of commerce registry for your company name. In Switzerland this can be done on [http://www.zefix.ch](http://www.zefix.ch/?ref=livain.com). When a company exists with your new name and in the same legal form, then you cannot found it under that name and you will need to come up with a new one. When you choose to found a one person company without employees (in Switzerland that is) and you are not founding a GmbH or AG, you might be obliged to add your last name to the company name. Be sure to check with the local chamber of commerce whether that is the case, the legislation is different from college nary to country. ## **Easy to pronounce and write** A brand name and company name need to be very easy to remember and pronounce. Think about the fact that this name will be on all official documents, emails and used on a daily basis – more than you might think. There is nothing more annoying than having to spell out your company name to your customers and partners over and over again. You want customers to be able to find you easily right? My advice, keep it short and simple. The best way to try out whether your name is good or not: call your best mate in the middle of the night, tell him your idea and have him spell the company name out to you. If he can without any problem, you have passed the test. ## **Watch out with patented brand names** Some brand names are patented and you need to double-check what the context is in which your brand name is used. When there is an established brand name in your industry already, choose a different name. If there is a similar brand/company out there, but that operates in a very different field of business and the two cannot be interchanged, then you are probably on the safe side. Do check this with a lawyer before registering your company name though. As an example: Your last name is DRESSS and you would like to found a consulting firm, but there is another company on the market that is called DRESS GmbH already – that sells dresses, then the best thing to do is to found: DRESSS CONSULTING, just to be on the safe side. This way the two cannot be interchanged and they work in different fields of business. ## **Check domain availability** Once you know what your company name is going to be, check the domain availability. Which markets are you going to be working in, is the .com/.org available too?Registering a domain is really not all that expensive (usually not much more than 10 Euro per year), so be sure you try to grab as many as you can ;-). ### Xpenditure raises $5,7M means no more expense reports URL: https://www.livain.com/blog/xpenditure-raises-57m-means-no-more-expense-reports/ Last updated: 2026-08-31T12:49:25.000Z There is one thing that bothers me a lot… Taxes and reimbursements of travel expenses (and everything that comes with it). As an entrepreneur you want to focus your attention on the things that really make a difference and not waste a lot of time with your expenses. I want to stay on top of things and know exactly what I spend on a monthly basis, but I do not want to take care of the whole hassle that comes with it. Especially scanning / printing / filing invoices and receipts. In the last few months a number of startups have started to look into this issue, such as the Belgian [Xpenditure](http://www.xpenditure.com/?ref=livain.com) and US based Expensify. I have not looked much into the differences between the two of them, but I simply followed a recommendation I got from a friend – who said that I should “simply use Xpenditure, because it is great!” ## Xpenditure a great app and European Startup to watch Belgian startup [Xpenditure](https://xpenditure.com/?ref=livain.com) has closed $5.7 million in Series A funding. The Brussels-based company offers an expense management platform aimed at enterprises, SMEs and sole traders — basically anybody who has to track and action expenses — and, ultimately, promises to do away with the need to manually file monthly expense reports. Xpenditure promises to handle the business expenses process “from receipt to accounting”. It consists of a mobile app to scan paper or electronic receipts and submit them to the startup’s cloud-based expense management software. The idea is that this part of the ‘data entry’ process is done on the fly rather than being left until the end of each month and done in batches. I think that this is certainly a startup to watch for the next months, and I will look more closely into how we can integrate this piece of software into our companies workflow. Do you have some experience with other Expenditure SaaS offers? Please do share your thoughts in the comments section below. It would really help me make a good decision on which is the most suitable for us. ### Facebook Canvas – Great In-App Shopping Feature (beta) URL: https://www.livain.com/blog/facebook-canvas-great-in-app-shopping-feature-beta/ Last updated: 2026-08-31T12:49:28.000Z Most users do not use more than a handful of apps on a daily basis and Facebook is surely one of them. Facebook are now looking into adding a new shopping feature to the regular app and have started rolling out a few beta tests with a feature called Facebook Canvas. Canvas is basically an in-app shop through which the user can purchase anything from the Facebook app directly, without leaving it. This makes it very convenient for the user who does not need to “learn” how to deal with the shopping experience of yet another website every time he/she wants to make a purchase. The in-app Canvas feature looks absolutely stunning, and I cannot wait to try it out myself. If done well, this could be a big leap forward for both Facebook’s shopping aspirations and Facebook Payments(!). With Apple Pay slowly conquering the offline world ([Starbucks will start to accept ](http://www.ahgz.de/unternehmen/starbucks-integriert-apple-pay,200012225773.html?ref=livain.com)Apple Pay payments as early as 2016), it is time for Facebook to step up its game and create a few new features that will not only secure future income, but keep Facebook interesting as a tool for Marketeers and Shop-Owners too in the long-run. ### Dropbox & Adobe make it easier to edit PDFs URL: https://www.livain.com/blog/dropbox-adobe-make-it-easier-to-edit-pdfs/ Last updated: 2026-08-31T12:49:30.000Z There is one file format that I have never really truly understood… PDFs. The main “issue” that I have with them is that it is nearly impossible to edit these files nicely and quickly. Yet I use PDFs on a more than regular basis – especially for contracts and IOs. Now it seems that the Adobe DC Cloud Solution is finally picking up and Dropbox and the likes have started to implement a few nifty features. One of which is the possibility to quickly and easily edit PDF files straight from your Dropbox. > PDFs are by far the most common file format stored with the could-driven storage service What’s more, when you’re browsing files in Dropbox, you’ll have the option to open a PDF in the appropriate Adobe app to edit, e-sign, comment and markup the file as needed. And as you might expect, no matter how you open the document or which device you’re using, everything automatically syncs in Dropbox across desktop and mobile. I thought that this would be a bit of information worth sharing with the world. From my part, I applaud it and it is good to see that some of the old fashioned industry standards are moving into the next era of digitalisation. If you would like to read a little bit more about all the ins and outs of this last release, click on this link: [Engadget Article regarding Adobe & Dropbox](http://www.engadget.com/2015/10/13/adobe-document-cloud-dropbox-pdf-editing/?ref=livain.com) (image is property of [Engadget](http://www.engadget.com/?ref=livain.com)) ### Not Every Startup Should Be Venture-Backed URL: https://www.livain.com/blog/not-every-startup-should-be-venture-backed-medium/ Last updated: 2026-08-31T12:49:33.000Z Sarah Guo wrote an interesting few lines on the fact that she thinks that not all ventures should be venture backed. What she in my opinion points out rightfully so: Long term goal alignment and personal incentives need to be in line with the companies long term health. If the goal of the founders is to create a large enough exit asap so that they can start on something else, then this is probably not the best setting for a VC-backing. ## SpaceX is an exceptional case Of course not all business can be run and funded by the founding team themselves – like Elon Musk’s SpaceX program – but don’t just raise for the sake of raising. If you do not have a long term vision on what you would like to achieve with the capital that you are trying to raise, then take a step back and try asking yourself the following question: Am I willing to go all the way and take the long way home? Even if this means investing 10 years of my life? Your core management team needs to believe and understand the mid,- and long term perspective of your company for them to truly shine and develop the correct strategy. Generally speaking, VCs want to see that the management and founding team do not only have the vision to build the next billion $ company, but are prepared to tackle the challenges together that comes with that. Have a look at Sarah’s article, it is worth a few minutes of your time. *Here you will find the full article [Not Every Startup Should Be Venture-Backed — Medium](https://medium.com/@saranormous/not-every-startup-should-be-venture-backed-970d728059d?ref=livain.com)* Article and Image Source: medium.com ### 80% of your culture is your founder URL: https://www.livain.com/blog/80-of-your-culture-is-your-founder/ Last updated: 2026-08-31T12:49:35.000Z Here is some great bedtime reading I thought would be more than worthy of re-blogging and sharing. As part of the core team of any business, it is key to understand the impact that your behavior has on the culture of the organization. The article on first round describes what impact each and every founder has on its organization, and includes a few great tips and things to think about for all entrepreneurs out there. Have fun reading this and let me know what you think: [http://firstround.com/review/80-of-Your-Culture-is-Your-Founder/](http://firstround.com/review/80-of-Your-Culture-is-Your-Founder/?ref=livain.com) ## It's great to read back stories from years ago As I am migrating my blog posts over from WordPress to Ghost, I go over every single short posts I've ever made. This one isn't particularly long, or exciting for that matter. But six years down the line, it does strike a nerve with me. I never thought that the company I founded would be "all about me". And in retrospect, it probably isn't. However, the core fundamentals and principles with which I started to work on GANDT Ventures in 2015, have remained fairly stable - and close to my own core values. I have always wanted to empower others. I didn't want to be in the spotlight. Yet, regardless of whether I want to be, or not, I sort of still am. My daily operational decisions, resonate strongly with the team and can create waves of excitement, or disappointment. A single voice can make a significant impact on the mood of a group, or even an organization with multiple locations throughout the world. I am not sure I agree that 80% of the company culture comes from the founder(s). Yet, I do see that a founding team can make a big difference, ideally when it matters the most. I'll go back to tagging and untagging my past posts, but I thought I would share these thoughts with you for a second. Best, Remco (November 26, 2021) ### Develop your longterm company vision before you start URL: https://www.livain.com/blog/develop-your-longterm-company-vision-before-you-start/ Last updated: 2026-08-31T12:49:38.000Z Start-ups have professionalised tremendously in the last couple of years, yet many still make the same unnecessary rookie mistakes. One thing that I have learned in the last few years is that it is not only important to have a plan, but to develop your vision before you start. The great thing about the start-up community is that it is relatively easy to get into contact with people who have experience with your type of business and/or can show you a thing or two on how “the world” works. There is a wide variety of available potential partners: VCs, Business Angels and Institutional Investors, and of course (Peer) Serial Entrepreneurs. Each of these will be stakeholders in your venture at some point of time and you need to understand to use them wisely. One reason I would always try to go for “smart money” is because these investors and shareholders challenge you on a whole other level. This became apparent to me when developing the vision for one of my latest ventures MIFLORA. When it comes to developing a vision for your newly founded company, use your network of experienced stakeholders wisely. A strong sparring partner with a thorough understanding of your type of business can help tremendously. Having a broad pool of (pre-)seed business angels can give you just that type of early stage guidance and jump-start your business from the get-go. ## Develop your vision before you start The company vision is what keeps your team motivated, and gives them a purpose to their work. I personally feel that too many start-ups and young businesses simply start without having thought about where they would like to be in 2-5-10-20 years. A vision does not have to be a tangible goal as such, but is there to provide you and your team with a general direction. At [MIFLORA](http://www.miflora.de/?ref=livain.com) we developed our vision together with our company builder Venture Stars and with the help of a few of our strongest business angels. The company-start had been good and we had met our month-on-month business case targets for 9 months in a row. Our solid business case will surely gave us something to hold onto in the first couple of months, but we wanted to go above and beyond our straight-forward targets. We felt that a more extensive company vision was missing and we had to develop one quick. > A vision is there to provide your team with a general direction Our initial idea was to become the market leader in flowers, but soon we realised that this positioning was already “taken” by Fleurop (in Europe) – a company that has been around for more than 125 years. One of our business angels said: “Why don’t you try to broaden your scope? What would we need to do to dominate the market?”. To us on the founding team this was quite an eye-opening statement. We had been so focussed on building a solid online business that we had forgotten to think about a greater purpose behind our company. Only 5-10% of all flowers are sold online, and if we would want to tap into a far greater market we would need to broaden our vision – the strategic implications and feasibility would follow next. Selling every second flower meant having to think about offline channels, understand the current market-setup with lots of independent brick-mortar stores and importantly the strong position of wholesalers in the flower industry who dictate market prices and the product offering. The vision we developed in the days that followed was that we were determined to “sell every second flower”. Even to us, this sounded like a somewhat absurd “goal”, but soon we realised that a vision should not be confused with straight forward strategic performance goals. Maybe this first “vision-statement” had a bit of a double-whammy to it, as it had both a clear tangible goal in it as well as a “market domination” component and we could have made it more general, but it did reflect our performance driven approach well. > Don’t be afraid to think BIG; break your vision down into actionable targets afterwards In the weeks after that we developed the strategy around our long term vision and broke it up into smaller, more tangible goals for our product, IT and marketing teams. The short-term impact was fantastic, our employees were more motivated than ever before and within 3 months we doubled our (off-season) monthly turnover. If I would have to pick one of the most important moments in the first 12 months of our business, this would probably be the day that we wrote down that one sentence on a whiteboard. ## Founders should bring the initial vision I believe that sometimes it is better to wait for the right sparring partner to come along. Wait for a partner who not only believes in your vision and team but also challenges you to take your vision even one step further than you could imagine. A strong business partner and investor will know when it is time for change and when it is time to support management in their decisions. Short-term goals can be changed rapidly when you see that something does not go as well as planned, but be sure to be aligned on the overall vision from day one. Having a common “picture of the future”, motivates all stakeholders involved with your company and most importantly I have found that it motivates the team tremendously as it gives each team member a purpose to their work. Discuss your ideas within the management team and ask all stakeholders for their honest opinion. It will only help you form a stronger opinion, a clearer vision of the future and brings the team closer together. ### Why I am not excited about the latest Instagram update URL: https://www.livain.com/blog/why-i-am-not-all-that-excited-about-the-latest-instagram-update/ Last updated: 2026-08-31T12:49:40.000Z Instagram is one of the social network I thoroughly enjoy using and browsing regularly. It has given me a whole new perspective on what the world looks like – when your sole attention is focused on one little non-scalable square. As a hobby photographer, I have come to love the full focus perspective. Social media networks all have their own type of ‘charm’ to them. Not only do they serve different purposes, they also initially stand for something unique. Today, Instagram has just lost a whole lot of uniqueness with one little update. ## A new perspective Today, Instagram launched an update for its iOS and Android apps that I’m not all that happy about. Bye bye squared images… Hello regular photos and videos. I do not really understand why they’ve done it though. I would even go as far as to say that the heart and soul of Instagram community is at stake here. The reasoning behind it is that Instagram claim 1/5 images that are posted at the moment are already ‘non-squares’ *and* they want to make it easier and faster for anyone to post an image to the network *plus* videoslook a whole lot better when they are not squared. Especially the statement about the accessibility is a non-arguement in my opinion, because the whole point of the app is that you actually spend a few minutes to think about what it is going to look like when you post it. > I am afraid that this will be the beginning of random horrible snapshot holiday pictures on Instagram Sure it is in the name: INSTAgram, the purpose of posting something on Instagram is to show that it is in the moment and instantly there. But nothing has stopped anyone in the community from posting instantly before, so what is the big difference? Most importantly: why change something people love? If I would want to post regular images to a social network I can do that on Facebook, right? ## Are you going to give it a shot? I had really hoped that Instagram would be one of the first social networks that did not want to tailor to the needs of ‘everyone’ but could focus on that huge group of great fans it already has within its community. Maybe it will not be as bad as I think… Let’s wait and see what my stream will look like in a few days. For now, I will continue to share my instagram posts in the regular squared format. Call me nostalgic, or stubborn, but I don’t care 😝. ![remco livain instagram](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2015/08/IMG_2109-0.jpg "remco livain instagram") ### Facebook gives Blogging a shot once again URL: https://www.livain.com/blog/facebook-gives-blogging-a-shot-once-again/ Last updated: 2026-08-31T12:49:43.000Z The evolution of user generated content does not always coincide with the evolution of the tools that we use to spread our messages. With the variety of networks out there on which you can share your thoughts, messages and or impressions of an event – it get’s quite hard sometimes to decide on choosing the right social media platform for the content that you would like to share. Facebook interestingly enough has always wanted to be the “go to” place for any type of user generated content, but is mostly used by people to share important (or unimportant to some) life-events and has started pushing video content. Video content is probably interesting because it raises the time-on-site engagement values of the user. ## Facebook wants to be the first source for you to publish your content As a news aggregator, Facebook has not been doing so well though. The last few months it has become easier for articles to be shared on Facebook and they have been given a more prominent role, however this is content that is actually produced somewhere else. > Facebook basically locked Notes in the basement for the past half-decade. Its bare-bones blogging feature launched in 2006 as a place for writing missives that wouldn’t fit in a status… Now Facebook has gotten back on the bandwagon of blogging they jumped off back in 2006 – introducing a (somewhat hidden) feature called Facebook Notes. Notes are essentially blog entries, that can be filled with text, pictures and videos by the users and shared publicly or amongst ones friends. Facebook Notes is nothing more but a simple text editor that helps you publish and save articles straight on your Facebook Account. This could be interesting for those who have a large following, or do not want to host their own website. ## LinkedIn shows Facebook how it can be done LinkedIn has been very successful with this strategy and has started offering its users the possibility to post interesting (business related) articles to their profiles. This feature is used by Freelancers and Reporters a lot and helps them show their knowledge of a certain market, and it helps them to position themselves as authorities within their field of business. The articles make LinkedIn a lot more interactive and are a good way to start a conversation with someone. Most of these articles do not only reflect someone’s personal opinion, but are often enough filled with great facts and figures, market insights and brilliant ideas. The bloglike entries on LinkedIn are a great addition to the social network and I am sure that this is what Facebook is aiming at as well. ![Facebook Notes - Example](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2015/08/screen-shot-2015-08-17-at-12-33-47-pm.png) Facebook Notes Techcrunch published an interesting article on Facebook Notes. Have a look at the full article by clicking on the link below. Source: *[800-Pound Publishing Gorilla Facebook Barges Back Into Blogging With “Notes” | TechCrunch](http://techcrunch.com/2015/08/17/instant-noticles/?ref=livain.com)* ### How Juventus are leading the way for Football Clubs on Social Media URL: https://www.livain.com/blog/how-juventus-are-leading-the-way-for-football-clubs-on-social-media/ Last updated: 2026-08-31T12:49:46.000Z We play published a strong article on how European Football Clubs – especially Juventus in this particular case – are using social media to engage with their fans. Juventus have a long history of Italian and international football and a strong following. The “old ladies’ fans” are very dedicated to their club and social media is a great tool to reach out to them on a regular basis. The use of hashtags around single players, works well for Juve. It seems obvious that it is easier to engage upon a conversation with someone when discussing a single player, more than a full football club. Juve have found that using single player/athletes communication drives the engagement significantly. With nearly 2 million followers and fans in social media, this shows to be a good strategy. ## #PirloIsNotImpressed super hashtag Another unique part of the digital strategy of Juventus is creating competitions and hashtags based entirely around players. Choosing perhaps their most globally appreciated star Andrea Pirlo, the club posted a video in a Britain’s Got Talent style challenging supporters to send in their own attempts to impress the midfield maestro with the hashtag #Pirloisnotimpressed, thereby engaging with the club online. You need great players with “character” to make this work of course. A player such as Andreas Pirlo is not only one of the best players on the pitch, but a strong character around and off the pitch as well. The Juventus fans absolutely adore him. To date after only 5 days this hashtag has had a reach of 2.5 million and been delivered into 7.3 million timelines (via Hashtracking.com). In terms of exposure it is another major success. ## User generated content is key With the club having some of the most passionate fans in the world, Juventus focused on encouraging user-generated content that would be sharable. They did this by calling on supporters to design their own fan choreography for a stand in the Juventus Stadium and upload it via a Facebook application. The club offered the winner a chance to see their design become a reality ahead of a huge game between Juve and Inter, a rivalry so intense their games are dubbed ‘The Derby d’Italia’. > With the dire state it has been in since the Calciopoli match-fixing scandal of the mid 2000s, Italian football has not had much to shout about. Interesting, unique content is essential in a good social marketing mix. The power of user generated content cannot be underestimated. Juventus have understood that social media are not just another push marketing channel that helps you to spread a single message out into the world, but an integral part of any marketing engagement strategy. Conversing with fans helps them to understand your marketing message even better and raises the willingness of word-of-mouth promotion of your product or service. Click on the link below to read the full article: Source: *[How Juventus are leading the way for Football Clubs on Social Media](http://weplay.co/how-juventus-are-leading-the-way-for-football-clubs-on-social-media-2/?ref=livain.com)* ### Your company needs to be authentic URL: https://www.livain.com/blog/your-company-needs-to-be-authentic/ Last updated: 2026-08-31T12:49:48.000Z I read an interesting article on Techcrunch this morning, regarding the success of companies and start-ups. The main statement is that successful companies are genuinely authentic in the way they present themselves. If is important to understand that if you are trying to be something that you are not, your customers will see that very quickly and this might very well backfire on you. ## Stay authentic Some valuations and buyouts are pretty steep at the moment and most valuations are based upon someone’s visionary view of what the future of a certain industry will look like. Investors are buying into ideas more than ever before, and if you want to live up to your promises, you will need to stay as close to your own beliefs as possible. > Determine and live your values. Most companies throw a list of platitudes in their HR manual and never speak of them again. But defining your values requires deep introspection. By “brand,” I mean what does a (potential) customer think of when they think of your company? Every interaction that person has with your company (marketing, product, support, sales, their friend’s opinion of you …) influences this. You need to understand what makes you to who you are and what the values are that you would like to live by. As a leader within your organisation, you need to exude these values and live by them yourself – setting an example for each and every individual within the organisation. They too will start to live by these values if you remain authentic and believe in yourself. Read the full article here: *[The One Thing Every Great Company Has In Common](http://techcrunch.com/2015/08/05/the-one-thing-every-great-company-has-in-common/?ref=livain.com)* ### Beautiful, the Mondaine Helvetica 1 smart watch URL: https://www.livain.com/blog/beautiful-the-mondaine-helvetica-1-smart-watch/ Last updated: 2026-08-31T12:49:51.000Z The big hype about smart watches has still not really hit us yet, and although Apple brought a nice little gadget to the market not everyone is convinced that this is thé absolute must have item this summer. And who can blame them? Smart watches and other wearables are selling reasonably well, but you do not see a lot of people actively use their devices in public (just yet). Maybe that is because there are not enough apps to play around with, or smart watches are still a bit of a geeky/techie thing? I can only speak for myself, but if this wearable is it good enough to replace my phone – it will need to look mighty good to compensate for it. For me personally, the Apple watch is not the right daily watch to wear. It does not fit to every occasion, and without a power socket I cannot even use the thing on a nice long weekend. ## In comes the Mondaine Helvetica smart 1 You might know Mondaine from the apple lawsuit a little while back, in which Mondaine successfully sued Apple for using their trademarked and iconic Swiss Railway (SBB) clock watch face on the iPhone. Now Mondaine has reinterpreted Swiss history for the 21st century by placing smart technology in its collection inspired by the iconic Helvetica® font. Limited to 1,957 watches – the year Helvetica® was born – each watch engraved with “1 of 1957” offers a part of Swiss design and craftsmanship at its very best. You can now pre-order one of the world’s first Swiss-made, horological smartwatches and a piece of history for the modern age could be yours. [![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2015/08/IMG_2030.png)](https://i1.wp.com/www.livain.com/wp-content/uploads/2015/08/IMG%5F2030.png?ssl=1&ref=livain.com) ## Swiss craftsmanship + Smartwatch? Yes it does seem like a bit of a strange combination, the Swiss have not been all too fold of smart watches so far. Tag Heuer is said to bring out their Android powered watch at the end of the year, but not many premium watchmakers have given wearables and tech a lot of attention. [![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2015/08/IMG_2031.png)](https://i1.wp.com/www.livain.com/wp-content/uploads/2015/08/IMG%5F2031.png?ssl=1&ref=livain.com) The Mondaine Helvetica 1 smart watch is not a typical Smartwatch, as it does not have a touch screen – or notification features. It is more of a fitness tracker than anything else. But a beautiful one at that! If you are interested in tracking your health, steps and sleep a little better, without showing off with a geeky looking Apple watch, then this might just be the watch for you. I really love the design and I can’t wait to see the Mondaine Helvetica 1 smart watch in ‘real Swiss time’ very soon. What do you think of the Mondaine Helvetica 1? Feel free to leave your comments and ideas below. ## Update 07.09.2015: It has finally arrived! Mondaine finally started sending out the Mondaine Helvetica Smart 1 – Limited Edition and mine arrived in a pretty little box. My first impression: this watch oozes of quality and craftsmanship and is by far the best looking smartwatch/fitnesstracker on the market today. The watch face is a little larger than I had imagined it to be, which is great for men with slightly broader wrists. Yet the watch does not look lumpy in any way. The lines are subtle and elegant with beautifully smooth contours. The light grey watch face makes the watch very easy to read gives it an extra touch of elegance. [![unboxing mondaine smart helvetica 1](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2015/08/2015-09-08-10.14.38.jpg)](https://i0.wp.com/www.livain.com/wp-content/uploads/2015/08/2015-09-08-10.14.38.jpg?ssl=1&ref=livain.com) ## Helvetica brings out the best in this watch The Helvetica Font is a timeless and modern font type that is not only stunning, but also very easy to read. The legibility of a watch face is a strong asset for the Mondaine Helvetica Smart 1\. This limited edition (1 of only 1957 watches – the Helvetica Font was first designed in 1957) combines a “plain” black and white watch face with a touch of “sporty” red. The red chosen is of course that of the Swiss Flag. The crown/button is also engraved with the Swiss cross. [![Helvetica Mondaine Smart 1](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/www.livain.com/wp-content/uploads/2015/08/2015-09-08-10.18.33.jpg)](https://i2.wp.com/www.livain.com/wp-content/uploads/2015/08/2015-09-08-10.18.33.jpg?ssl=1&ref=livain.com) This is for me personally the best looking smartwatch/fitness tracker on the market today and I am looking forward to testing out all the features that are packed into this beautiful watch. A watch is something personal, and as much as I love gadgets and technical innovations – I feel that the larger tech-companies need to start to understand that a watch is never really going to replace a phone as a second screen. It is simply too small and the usability on most watches is a disaster. Watches are luxury fashion items and that should remain that way. In the next few weeks I will have a thorough look at the features of the Mondaine Helvetica Horological watch, and will surely share a few impressions along the way. ## Mondaine have done everything right In my humble opinion, Mondaine has done everything right with this watch. It looks and feels like an affordable premium watch, with a few new and innovative features. Technological advances will continue in the years to come and although this watch is not ground-breaking, it does represent the steps that we are making as a society. Bringing tech-gadgets to the masses is tricky and in the last few years there have been very few companies that have succeeded in changing our user behaviour. Why not show people step by step what technology can do and integrate more and more features into products that they already love. The evolution of technology does not always need to be disruptive, the internet of things movement is a process that will take a number of decades. I hope we can continue to enjoy the quality handmade craftsmanship of watchmakers in the future too and continue to value that what is good in traditional products as we have done in the past decades. ### Tour de Suisse – my summer passion URL: https://www.livain.com/blog/new-passion-tour-de-suisse/ Last updated: 2026-08-31T12:49:53.000Z Great weather, being outside, a slight breeze, beautiful Swiss nature and surroundings, doing sports with friends in good company what else could I want? Nothing much really! I really love my newly found sports activity. A colleague of mine started training for a Triathlon a few months ago and got me all psyched too. ![remco livain bicycle tour de suisse](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/livain.com/media/IMG_3898.JPG) A few weeks ago I decided to get on a bike and give it a shot and I was stunned by how much fun it was. I got to experience the town I live in from an entirely different angle and it was fantastic to be outside, see new things and do a bit of sports in good company. Switzerland is great place to bike and discover new things since most of the towns are not all too far away from each other and the scenery is absolutely stunning. ## The social aspect of cycling is something special What I noticed quickly is that there is a very strong social aspect to driving a racebike – it is very easy to get into contact with others who are suffering just as much as you are on the road, or would like to team up with you for a few minutes to stay out of the wind for a bit/help each other up a hill. It is far more easy to get into a conversation with someone on a bike, than when you are running. ![tour de suisse landscape 1](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/livain.com/media/tour_de_suisse_luzern.png) Cycling is a real team sport and that really adds an extra dimension to the exercise. The first trips I did were with two friends of mine, who have become fanatics in recent years too. It is so much fun to share the experience with others and do sports together. It does not really matter who is faster or slower, you help each other become better over time. Practise makes perfect and if you want to become good at cycling, you need to invest quite a bit of time. ## See new things: how I managed to extend my range I love doing sports and being outside, especially running because it is an excellent way to get to know your surroundings and the neighbourhood I live in. Next to that it is easy to simply put on my shoes and walk whenever I want and whereever I am. There is one slight limitation though, I cannot walk that “far”. If I would not take a train back from wherever I ran to, my range would be fairly limited (10-20 km). ![tour de suisse luzern 2](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/livain.com/media/tour_de_suisse_luzern_2.png) A very easy solution to the range problem is to get on a bike. You can easily do 50-100 km a day (and take the train back if you have to). This allows you to see entirely new things, visit cities close by and really get to know the country you are living in. If you don’t watch out, you might even cross the borders faster than you think – especially because from where I live (Zürich, Switzerland) it is not all that far to Italy, Austria, Liechtenstein or Germany. Yesterday I did a mini Tour de Suisse from Zürich to Lucern and back, which was ridiculously hilly, and challenging (for me at least). It took me around 03’00 hours to get to Lucern and back, which comes down to about 80 kilometers. The difference in altitude was about 1.0 km and the trip had two nice little hills in there for me. ![remco livain bike tour de suisse](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/livain.com/media/remco_bike_tour_suisse.JPG) Of course being in Switzerland, it is no surprise that I had to conquer a few hills and slopes as the landscape is simply like that here. For those of you who live in San Fransisco this might not be a big deal, but being a Dutch-Kid from the city, this is still very new to me. I love being in the mountains and skiing down a few perfectly prepared slopes, but so far I had always been taken up the hill in a nice and cosy little skiing lift. Next to that, you cannot run during the day in summer. It is simply too hot outside and it is best to go running before 09:00/10:00 in the morning and/or after 19:00/20:00 in the evening. That does not really fill the day nicely though and is not a very sociable exercise. On a bike it is nice and “cool” with a slight breeze – even when you are not going all that fast. ## I got myself a new bike – Scott Solace 20 (edition 2015) After a lot of consideration, I decided to buy myself a new bike a more than cool Scott Solace 20\. I love Scott products, true Swiss quality build and full of tradition. The Scott Solace weighs just over 7 kilos and is a brilliant piece of equipment. Trust me, there is nothing worse than bad equipment. The Scott Solace 20 really allows me to get the most out of myself and feel safe doing it. [![](https://storage.ghost.io/c/2d/96/2d9620e3-6a0c-455c-9217-68a5989a3c45/content/images/livain.com/media/scott_solace_20_2015_edition.21.40.png)](http://www.scott-sports.com/global/en/products/238332023/SCOTT-Solace-20-Bike/?ref=livain.com) The SCOTT Solace 20 (2015 edition in red and white) was designed to provide me with a perfect balance of comfort and performance on the roads. Its HMF Carbon Fiber frame was designed with two zones, a Power Zone and a Comfort Zone, in order to result in a stiff and responsive bike that allows me to keep comfortable all day long. Long story short: I really love my bike and I think I have found a new passion. In the coming few weeks I will report back to you on a few of the trips I have done and a few hands-on experiences from my little endeavours. ### Project Unleash 12 in Zürich URL: https://www.livain.com/blog/move-to-zurich-to-join-unleash-12/ Last updated: 2026-08-31T12:49:55.000Z As of the first of February 2015 I joined the [Unleash 12](http://www.unleash12.com/?ref=livain.com) team lead by Christian Dietsche & Daniel B. de Roos – as Chief Marketing Officer. Unleash 12 AG is a sports marketing company from Switzerland founded 2012 in Luzern. Through deep integrations with some of the worlds most prestigious and elite sportclubs (footballclubs) such as AS Monaco & PSV Eindhoven, we provide value for both the fans and sponsors alike – bringing them together on our tailormade dealplatform. ## Give something back to the fans The core idea of Unleash 12 is to give something back to the fans! The great network and partners of every club and athlete are used to bring amazing products and services to the fans, directly from their favourite club.For the first time, the sponsors and partners of a club or athlete have the opportunity to offer their products and services directly to the fans – giving them the opportunity to benefit from exclusive offers. For more information visit: www.unleash12.com or be on the look out for cool exclusive deals through the social media channels and official websites of your favorite club and/or athletes. ## Move to Zürich (Switzerland) In the coming few days I will pack up my bags and leave my beloved Munich. Munich has been great to me so far and I absolutely love this town. I am sure that I will be back here at some point, but who knows where this next adventure will take us. I am looking forward to the challenge and whatever will await me in Switzerland. My German phone number is out of order and if you would like to reach out to me, drop me an email and I will share my new contact details with you. See you soon Remco Livain