Wrote about this in full for noētico lab:
>Why this gap exists structurally
>Why the data scientist doesn't close it alone
>What three inputs a defensible decision actually requires
Real cases: Netflix, Applegate, Discord, ASOS, Airbnb
→ https://t.co/kmZLc6yW17
I was running Google Search for a SaaS platform.
The dashboard said: healthy campaign. The regression said: the audience is wrong.
Same keyword, two totally different users. One was the market. One wasn't.
We fixed it. Almost made it worse.
🧵
The funnel reports an outcome.
It has no opinion on causes.
New piece on what happens when an observation instrument gets mistaken for a diagnostic one, and what changes when you start from a different question.
https://t.co/TJUEKapD40
The marketing funnel was invented in 1898 to teach door-to-door salespeople how to close a single deal.
One salesperson. One prospect. One call.
That object is now the planning architecture of your entire media budget.
🧵
Romaniuk: funnels are misleading, irrelevant, and futile.
Tom Roach: "cockroach of marketing concepts."
BCG 2025: forcing consumer paths into linear models "risks missing opportunities."
The industry's response was to launch another campaign objective category.
The missing character: the trained practitioner who knew the frameworks, sat in rooms where evidence got overruled by tenure, and quietly stopped fighting. Competence as private property. Rigour as a hobby. Full essay: https://t.co/euIbCvvqAs
The Ritson-Scaman marketing rigour debate had a third corner. Nobody was in it. Thread on the character both sides missed, and what the profession's real problem actually is. 🧵
The Ipsos study was co-designed by Ritson. It measures familiarity with a canon he teaches. Its conclusion: the industry needs more formal training. Which lands exactly where his course sits. Scaman named the conflict of interest. The industry argued about personalities instead.
Most brands have a diagnosis problem. And not a campaign problem.
They confuse audit with diagnosis, reporting with understanding.
The gap between the data they collect and the decisions they need to make is widening every year.
New essay → https://t.co/5HsGx3HrUV
There’s a meeting that happens inside most companies every month.
The numbers are bad. The deck is long.
And the only thing that changes is a CPA target.
I wrote about how this accountability vacuum forms between executives, agencies and their incentives, and what leaders can actually do to escape it (without just yelling “better KPIs!”).