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Nine posts into this and a pattern has already shown up in the replies.Almost nobody's problem is the campaign. It's the...
10/14/2026

Nine posts into this and a pattern has already shown up in the replies.

Almost nobody's problem is the campaign. It's the seam — the handoff between two teams, the week where nothing happens, the moment where the promise and the delivery stop matching.

So I want to make this useful rather than just readable.

Reply with one sentence: the place in your customer's experience you already suspect is costing you money. Not the whole journey. One moment.

I'll answer every one I can with something specific — the question I'd ask first, or what usually turns out to be underneath it. No pitch, no funnel, no lead magnet. I'm doing it because the answers make the rest of this month sharper, and because I've been the person with that exact suspicion and nobody to check it against.

If you'd rather not say it publicly, my DMs work the same way.

One sentence. Where does it break?

It is never one person's job.That sounds like a platitude until you watch it happen. A customer's experience is assemble...
10/12/2026

It is never one person's job.

That sounds like a platitude until you watch it happen. A customer's experience is assembled by six teams who have never met, each optimizing their own number, each doing their job correctly.

Marketing writes the promise. Product decides what's possible. Ops decides what's practical. Service absorbs the difference. Finance decides what gets funded. The customer meets the sum of those decisions and assumes a single intelligence designed it.

There wasn't one.

At the scale I worked at, there were whole departments whose job was catching that. Governance, standards, journey owners, people paid to notice the seams.

Most companies don't have that. The founder used to be it — they personally guaranteed the experience because they touched every part of it. Then the company grew past one person's reach and nobody replaced the function, because it never had a name.

That's the moment the experience quietly starts drifting from the promise. Not from neglect. From growth.

If you're the marketer in that company, you'll feel it first — your campaigns stop converting as well and nobody can say why. It isn't the creative.

Who owns the whole experience where you work?

If the answer is "all of us," the answer is nobody.

Early in my career I read Seth Godin’s Linchpin and made it my goal to be indispensable.It took me years to realize that...
10/08/2026

Early in my career I read Seth Godin’s Linchpin and made it my goal to be indispensable.

It took me years to realize that was the wrong goal.

A real linchpin is a small pin that keeps a wheel on an axle. Its most important feature is that it’s designed to be replaced. Pull it, slide in a new one, and keep rolling.

Most “indispensable” people aren’t linchpins. They’re welds. Everything is locked to them, every decision waits on them, and the whole thing either chokes while they’re there or collapses when they leave.

I wrote about the two ways a linchpin fails, and the four-part standard I use to check which one I am.

If you took two weeks off tomorrow, would your team slow down or stop?

Full post on Seek the Exceptional - https://seektheexceptional.substack.com/p/indispensable-is-the-wrong-goal?r=v6zzp&utm_campaign=post&utm_medium=web&showWelcomeOnShare=true

A customer forms their opinion of you faster than any campaign can correct it.Not in the ad. Not on the landing page. In...
10/07/2026

A customer forms their opinion of you faster than any campaign can correct it.

Not in the ad. Not on the landing page. In the first ten minutes after they commit — the confirmation email, the wait, the first human they talk to, the moment they wonder whether they just made a mistake.

Every business has that ten minutes. Very few have designed it.

Here is the exercise, and it takes an afternoon.

Write down every single thing that happens between "yes" and "this is working." Not the ideal version — the real one. Include the dead air. Include the automated email with the wrong name in it. Include the two days where nothing happens and the customer wonders if they were forgotten.

Now mark the moments where a person would feel uncertain.

That list is your actual marketing budget, spent badly. Every one of those moments is costing you a referral you'll never know you didn't get.

The fix is almost never expensive. A message that lands before the doubt does. A name instead of a ticket number. Somebody saying what happens next, before they have to ask.

What happens in the first ten minutes after someone buys from you?

If you don't know, that's the answer.

Every marketer I know can tell you what it costs to buy a customer.Almost none of them can tell you what it costs to los...
10/05/2026

Every marketer I know can tell you what it costs to buy a customer.

Almost none of them can tell you what it costs to lose one quietly — the person who bought once, felt nothing, and never thought about you again.

That number is bigger. It just never appears on a dashboard, because nobody files a complaint about an experience that was merely fine.

Here is the uncomfortable math. You can spend your way to attention forever. The moment you stop spending, it stops arriving. That is rent.

Experience compounds in the other direction. Someone who had a genuinely good time with your company tells a person who was never in your funnel at all. You did not pay for that, and you cannot buy it retroactively.

The trap is that attention is measurable this quarter and experience is measurable next year. So the budget goes where the dashboard is.

This month I am going to argue one thing from twelve angles: the experience is the marketing. Not the campaign pointing at it. The thing people actually walk through.

Start here if you want something to do today — when did you last go through your own buying process as a customer, start to finish, without telling anyone you were doing it?

Most marketers have never done it once.

Every leadership team I've worked with tracks too many things. It reads as rigor. It's usually the opposite — a scorecar...
09/28/2026

Every leadership team I've worked with tracks too many things. It reads as rigor. It's usually the opposite — a scorecard with thirty metrics is a scorecard where nothing is owned.

O'Neill picked one. Not because safety was the most profitable thing to measure, but because it was the one number you cannot fake and cannot move without fixing what sits under it.

That's the test for a real metric. Can it be gamed? Can it be improved by one department working alone? If yes on either, it's a report, not a standard.

In CX work this is the whole game. One gap. One owner. One number. Every time a client asks to track five more, the answer is the same: pick the one that can't be moved without fixing the rest.

What's yours?

Read that again, because the number is not the interesting part.The interesting part is that nobody inside the company c...
09/25/2026

Read that again, because the number is not the interesting part.

The interesting part is that nobody inside the company considered it a problem. Estimating knew. Techs knew. It had been happening long enough to be normal.

Here is what it actually was. Every one of those revisions was a customer discovering that the price they agreed to was not the price. Not fraud — a scope that couldn't be seen from a phone call. Perfectly explainable, every single time.

And perfectly explainable is exactly how a promise dies. Not in one betrayal. In a hundred reasonable exceptions that nobody adds up.

That's the thing about experience gaps: they are always defensible from the inside and never from the outside.

So here is the question worth sitting with this weekend. What does your company do routinely that would embarrass you if a customer described it out loud, accurately, to someone considering you?

You already thought of it. Everybody does. That's the gap.

A consultant asked me last week why I'd guarantee a deliverable instead of a result. Results guarantees sell better, he ...
09/23/2026

A consultant asked me last week why I'd guarantee a deliverable instead of a result. Results guarantees sell better, he said.

They do. They're also usually dishonest.

If I promise to find you six figures of recoverable revenue, I'm promising something I don't control — your team's willingness to change, your systems, your season. Anyone who guarantees an outcome that depends on your behavior is either not planning to honor it or has hidden the exit in the fine print.

So the Promise Gap Audit guarantees the one thing entirely inside my control.

You get a written, ranked map of where your promise breaks and what each gap is costing you. Top three gaps get a named owner and one metric each.

If you don't get that, you don't pay.

Two weeks. $2,500. Four a month, and it comes off whatever we fix first.

That's not a softer guarantee than a dollar figure. It's just one I can actually keep.

Has anyone changed your view on how you lead your teams and company? I focused in on 3 key people who impacted me in my ...
09/22/2026

Has anyone changed your view on how you lead your teams and company?

I focused in on 3 key people who impacted me in my career:

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