If your report creates more arguments than answers, I can help you work through what the numbers mean. I also work with teams that trust the report and want to use it better: find a promising segment, understand a weak handoff, or decide where to invest next.
The work can involve HubSpot, web analytics, ad platforms, sales records, and finance’s numbers. We start with the question you need answered.
Bring the report you’re trying to explain
Suppose marketing reports more leads while sales reports fewer worthwhile conversations. I’d look at which records each team is counting, when those records entered the process, and what happened between the two stages.
The answer could be a definition problem, a delay in follow-up, or a change in who the campaigns attract. Each finding leads to different work. Putting both numbers on a new dashboard won’t resolve that by itself.
I review the underlying records, trace how the report is assembled, and document the definitions the team needs to share. Where data is missing, we decide whether it changes the decision and whether it’s worth collecting.
Analysis, reporting, and the work underneath
A focused engagement can produce a measurement audit, a channel or customer-group analysis, agreed funnel definitions, or a reporting rebuild. The output includes the answer we can support, the records and definitions behind it, and the decision it informs. For a reporting rebuild, that means documenting which date starts the comparison, whether we count people or accounts, and how unmatched records are handled. Those choices should survive beyond the person who built the report.
If the same questions recur, I help build a repeatable report and the process for investigating changes. We’ll define who maintains the data and who acts on it, so the report has a useful life after it’s delivered.
Reporting for people making the investment
At Newfold Digital and Bluehost, my work included board reporting with transaction readiness in mind. At TrustRadius, I connected audience and review generation with qualified pipeline. At Ziff Davis, I worked across properties with affiliate, advertising, and media-partnership revenue.
That background makes me careful about combined totals. A channel, product, or business unit can move differently from the rest. I want leadership to understand those differences before deciding what to scale.
We can also look at attribution, but a new model won’t explain every sale. I’ll distinguish what the records establish, what they suggest, and what would need a test.
Let’s talk You can also read how I approach conflicting marketing and sales reports.