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Fractional Executive

A collection of 49 issues

466 disapproved products and nothing wrong: when a Merchant Center alert is just a feed you decided not to use

A monthly Google email reported every product in a building-materials feed as not approved. Zero clicks, zero spend, no campaign attached — and the real failure was a pipeline nobody retired.

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

The dashboard was fine. Opening it was the problem. Here is why a private, JavaScript-driven page can't go on an e-ink display, why I fed the screen from the pipeline that already existed, and why refresh rate is a claim about your data rather than a setting.

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

Before I take over marketing somewhere, I rebuild what the company actually published over the past year from public data alone \u2014 ad repositories, page APIs, the Wayback Machine. The findings are mostly absences, and they beat any briefing.

I folded twenty thin FAQ posts into one hub page: query augmentation, entity chips and canonical tags instead of a link list

Thirty short FAQ posts sat in Search Console as crawled-not-indexed. Here is how I rebuilt the cluster around the questions people actually type, used Google's own image filter chips as the entity checklist, and consolidated with canonical tags instead of deleting anything.

I replaced a monthly client report with a 90-day review — and found two broken comparisons in my own numbers

A monthly reporting frame made me argue the wrong case. Reframing to the first ninety days forced me to re-derive everything, and surfaced unequal comparison windows and a baseline measured with a different ruler than the target.

The button was there. On a phone it was zero pixels wide.

A first-impression audit of my own lead-gen site found the primary call to action computing to zero by zero pixels on mobile — present, visible, and unclickable — plus no proof at all above the fold.

I wrote about my own website. The reader wanted to know what I do.

My first draft described the machinery behind two ventures instead of the work. The fix is a sequence: who it is for, what you get, how it starts — and only then my role.

Someone has to own the learning. Most networks never staff it.

Parallel experiments only compound if someone verifies the wins, writes them down, and redeploys them, and if the culture lets markets share honestly.

Give every market one bet a quarter. Watch the network compound.

If every market runs one focused go-to-market bet each quarter and reports back, a distributor network compounds learning faster than any single HQ roadmap.

Your distributors learn from each other. They should be learning with each other.

Distributor networks over-invest in meet-ups and QBRs and under-invest in the one thing that transfers between markets: playbooks. The difference between learning from each other and learning with each other.

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