We had more data than ever. We were still measuring the wrong things.

Teams had more numbers than they could read, and still could not say why sales moved, or what to do differently next week.

Measurement had quietly turned into reporting. Numbers were collected after a campaign finished, with no link back to the business objective or to the steps a customer takes before buying. So nobody could tell a good result from a busy one.

We started from the business result we actually wanted, then worked backwards: how many people need to see it, respond, buy, and what each of those steps is worth. Those assumptions were written down before launch, not after. Every metric on the report had to lead to either a conclusion or an action — if it led to neither, it came off the report. Channels were then compared on what they contributed to the business result, not on how many clicks or fans they produced.