- Somebody Digital
- For Investors
- How The Work Runs
THE OPERATING RHYTHM
Measurable pipeline movement inside the first 90 days.
Held companies can’t afford a discovery phase that eats a quarter. The work is built around 90-day sprints that each deliver a measurable pipeline outcome mapped to the value creation plan, so every review with your operating partners shows progress they can measure.
The first 90 days
VCP review and priority lock
We start from the value creation plan, not a blank page. We identify where marketing can move revenue, EBITDA, and exit positioning fastest, and lock the first sprint's priorities against it.
Stand up the operation
Reporting infrastructure, tracking and the first campaigns go live in the first month, and from day one every channel runs from the same plan and reports into the same numbers, so none of them optimizes in isolation.
First proof sprint
The first sprint takes a single priority segment and a single core motion and runs them hard against pipeline, because the goal is one proven lever before any broad rollout, and rolling out too broad too early shows nothing for 6 months.
Board-ready readout
Pipeline sourced and influenced, CAC and payback, velocity, and spend against revenue generated, tied to the VCP line items. Then the next sprint builds on what the last one proved.
What year two is built on
The first year proves the levers. After that, the sprints stop being experiments and become a repeatable system, the kind a buyer's diligence tests for and can verify, because it is documented and does not depend on any one hire.
Predictable pipeline
instead of quarter-to-quarter guesswork
A documented growth engine
that survives management changes
A clean value-creation story
for the exit narrative
Every sprint summary reports pipeline sourced and influenced, CAC payback and spend against revenue generated in the board's own units, so nothing has to be translated in the meeting.
In practice that means reporting each tier in its own language, with the same metric carried up the stack, and a board that never sees a channel dashboard.
Ownership / Board
Executive
Strategic Leadership
Execution
See the metrics at every tier, and what we count as measured rather than inferred
See the rhythm applied to a real portco.
The case studies walk the same sprint structure through to outcome.