IPA (Institute of Practitioners in Advertising)

Member

American Marketing Association

CSH Consultants, LLC.

Undertake exhaustive industry, competitor, and customer explorations, leveraging diverse research tools like qualitative, quantitative, and ethnographic methods. Forge partnerships with top-tier leadership to chart and champion traditional and online marketing blueprints. Facilitate creation and growth of GTM
infrastructures, positioning clients as industry vanguards. Ally with multifaceted teams spanning IT, Sales, and Product sectors to magnify market reach and refine user interactions. Govern tasks like traffic prediction, financial oversight, budgetary governance, and the blueprinting of digital marketing maneuvers.

● Elevated client campaigns to reach $30M in annual turnover, trouncing industry Return On Ad Spend (ROAS)
benchmarks by 300%.
● Achieved 7.5% surge in excess share of voice and marked 3.5% ascent in market infiltration through brand
strategy.
● Mastery in digital campaign leadership with an emphasis on remarkable ROAS outcomes.
● Demonstrable expertise in crafting websites and augmenting user engagement.
● In-depth grasp of website analytics paired with commitment to decisions rooted in robust data.
● Adeptness in conceiving and materializing consumer database marketing schemes.
● Skilled in launching products, pioneering market routes, and sculpting brand identities.
● Recognized for talent management, particularly within high-caliber e-commerce entities.
● Grounded knowledge in Search Engine Optimization (SEO), web layout logic, and intricacies of e-commerce
tools and technologies

Principle

Alumanate

Fractional CMO

LGND BARBELL Co., LLC.

Instituted branding and corporate identity plans to accentuate product consciousness and market share expansion. Utilized Consumer Data Platforms (CDP) and qualitative methodologies for precise target audience identification. Rectified inconsistent brand communication through all-encompassing brand strategy, ensuring harmony in brand voice across multifarious channels. Commanded inception and realization of high-impact on-ground marketing events to bolster member experience and cement brand loyalty. Nurtured strategic partnerships, notably becoming an official Deka, a premier fitness events provider, and saw significant member participation in Deka Challenge event; deployed contemporary promotional techniques and inbound marketing methodologies.

● Steered $100K marketing and creative budget; oversaw sales projections, monitored expenses, and directed product branding initiatives.
● Envisioned and realized Tiered Membership Event, offering exclusive amenities and strategic partnership; led end-to-end event logistics from venue scouting to attendee engagement tactics; The Tiered Membership Event witnessed attendance of over 600+ participants, with 33% of extant members upgrading; initiative contributed to 22% increase in Q1 revenue.
● Registered 88.4% boost in website traffic, 27.3% growth in GMBL profile interactions, and substantial increases across multiple social media metrics such as 17% increase on Instagram, 67.3% in user engagement on social media channels, and 73.4% increase in positive customer feedback..
● Crafted and executed strategic lead generation blueprints; realized robust 22% growth in sales revenue within six months. 
● Overhauled sales process and integrated automation tools for enhanced lead management; redefined sales process witnessed 25% shortening in sales cycle, coupled with amplified efficiency and customer experience.

The Alaska Network

Designed and executed marketing strategy to improve brand awareness and reach 65% of target audience

Achieved a 1100% increase in web traffic and a 186% increase in sales by deploying an integrated marketing plan across multiple sales channels

Oversaw onboarding, training and development, and performance outcomes of 8+ employees to ensure customer service excellence

Managed budget, costs, forecasting, and reporting processes, resulting in a 96% increase in accuracy of projections

Supervise 14+ team members and coordinate schedules and workflow to boost operational efficiency
Led social media marketing, advertising, and public relations endeavors to spearhead innovative branding initiatives, including email marketing campaigns and company website development

President of Marketing And Business Development

ALPINE AIR ALASKA, LLC

Director of Marketing

LifeTime Meals, LLC

Innovated strategies and tactics to boost company’s reputation and drive qualified traffic while building strategic relationships with key industry players, agencies, and vendors

Deployed successful marketing campaigns from ideation to execution by producing valuable and engaging content for website and blog to attract and convert target groups

Implemented organic and paid acquisition channels to increase website activity, including content creation, event management, and pay-per-click and lead generation campaigns

Director of Marketing And Business Development

The legends sports complex

Director of Sales, Marketing, & Personal Training

Anadarko Petroleum Corporation

Petroleum Landman

Fractional CMO | GTM Visionary

Business-first mindset fractional CMO with experience harmonizing business strategies and marketing tactics across 8 industries.

𝗧𝗵𝗲 𝗽𝗶𝘁𝗳𝗮𝗹𝗹𝘀 𝗼𝗳 𝗘𝗰𝗼𝗻𝗼𝗺𝗲𝘁𝗿𝗶𝗰𝘀. 

According to econometrics expert Edward Leamer 

"𝘌𝘤𝘰𝘯𝘰𝘮𝘦𝘵𝘳𝘪𝘤𝘴 𝘩𝘢𝘴 𝘯𝘰𝘵 𝘮𝘢𝘥𝘦 𝘢 𝘭𝘰𝘵 𝘰𝘧 𝘱𝘳𝘰𝘨𝘳𝘦𝘴𝘴 𝘪𝘯 𝘣𝘶𝘪𝘭𝘥𝘪𝘯𝘨 𝘵𝘰𝘰𝘭𝘴 𝘧𝘰𝘳 𝘪𝘥𝘦𝘯𝘵𝘪𝘧𝘺𝘪𝘯𝘨 𝘴𝘦𝘯𝘴𝘪𝘵𝘪𝘷𝘪𝘵𝘺 𝘪𝘯 𝘦𝘤𝘰𝘯𝘰𝘮𝘦𝘵𝘳𝘪𝘤𝘪𝘢𝘯𝘴 𝘤𝘰𝘯𝘤𝘭𝘶𝘴𝘪𝘰𝘯𝘴."

❔𝗪𝗵𝗮𝘁 𝗱𝗼𝗲𝘀 𝗘𝗱𝘄𝗮𝗿𝗱 𝗟𝗲𝗮𝗺𝗲𝗿 𝗺𝗲𝗮𝗻 𝗯𝘆 𝘀𝗲𝗻𝘀𝗶𝘁𝗶𝘃𝗶𝘁𝘆? 

This term refers to the extent to which the results of an econometric analysis change when different assumptions or parameters are used. 

For example, the estimated effect of a marketing campaign on sales might vary widely depending on which control variables are included in the model, how those variables are measured, or what time period is considered. 

Leamer emphasizes that econometric models can be so sensitive that their predictive power and reliability are questionable, as minor modifications in the model's specification can lead to vastly different conclusions.

𝗛𝗲 𝗮𝗹𝘀𝗼 𝘀𝗮𝘆𝘀. 

"𝘐𝘯 𝘰𝘳𝘥𝘦𝘳 𝘵𝘰 𝘥𝘳𝘢𝘸 𝘪𝘯𝘧𝘦𝘳𝘦𝘯𝘤𝘦𝘴 𝘧𝘳𝘰𝘮 𝘥𝘢𝘵𝘢 𝘢𝘴 𝘥𝘦𝘴𝘤𝘳𝘪𝘣𝘦𝘥 𝘣𝘺 𝘦𝘤𝘰𝘯𝘰𝘮𝘦𝘵𝘳𝘪𝘤 𝘵𝘦𝘹𝘵𝘴, 𝘪𝘵 𝘪𝘴 𝘯𝘦𝘤𝘦𝘴𝘴𝘢𝘳𝘺 𝘵𝘰 𝘮𝘢𝘬𝘦 𝘸𝘩𝘪𝘮𝘴𝘪𝘤𝘢𝘭 𝘢𝘴𝘴𝘶𝘮𝘱𝘵𝘪𝘰𝘯𝘴. 𝘛𝘩𝘦 𝘩𝘢𝘱𝘩𝘢𝘻𝘢𝘳𝘥 𝘸𝘢𝘺 𝘸𝘦 𝘪𝘯𝘥𝘪𝘷𝘪𝘥𝘶𝘢𝘭𝘭𝘺 𝘢𝘯𝘥 𝘤𝘰𝘭𝘭𝘦𝘤𝘵𝘪𝘷𝘦𝘭𝘺 𝘴𝘵𝘶𝘥𝘺 𝘵𝘩𝘦 𝘧𝘳𝘢𝘨𝘪𝘭𝘪𝘵𝘺 𝘰𝘧 𝘪𝘯𝘧𝘦𝘳𝘦𝘯𝘤𝘦𝘴 𝘭𝘦𝘢𝘷𝘦𝘴 𝘮𝘰𝘴𝘵 𝘰𝘧 𝘶𝘴 𝘶𝘯𝘤𝘰𝘯𝘷𝘪𝘯𝘤𝘦𝘥 𝘵𝘩𝘢𝘵 𝘢𝘯𝘺 𝘪𝘯𝘧𝘦𝘳𝘦𝘯𝘤𝘦 𝘪𝘴 𝘣𝘦𝘭𝘪𝘦𝘷𝘢𝘣𝘭𝘦. 

𝘐𝘧 𝘸𝘦 𝘢𝘳𝘦 𝘵𝘰 𝘮𝘢𝘬𝘦 𝘦𝘧𝘧𝘦𝘤𝘵𝘪𝘷𝘦 𝘶𝘴𝘦 𝘰𝘧 𝘰𝘶𝘳 𝘴𝘤𝘢𝘳𝘤𝘦 𝘥𝘢𝘵𝘢 𝘳𝘦𝘴𝘰𝘶𝘳𝘤𝘦, 𝘪𝘵 𝘪𝘴 𝘵𝘩𝘦𝘳𝘦𝘧𝘰𝘳𝘦 𝘪𝘮𝘱𝘰𝘳𝘵𝘢𝘯𝘵 𝘵𝘩𝘢𝘵 𝘸𝘦 𝘴𝘵𝘶𝘥𝘺 𝘧𝘳𝘢𝘨𝘪𝘭𝘪𝘵𝘺 𝘪𝘯 𝘢 𝘮𝘶𝘤𝘩 𝘮𝘰𝘳𝘦 𝘴𝘺𝘴𝘵𝘦𝘮𝘢𝘵𝘪𝘤 𝘸𝘢𝘺. 𝘐𝘧 𝘪𝘵 𝘵𝘶𝘳𝘯𝘴 𝘰𝘶𝘵 𝘵𝘩𝘢𝘵 𝘢𝘭𝘮𝘰𝘴𝘵 𝘢𝘭𝘭 𝘪𝘯𝘧𝘦𝘳𝘦𝘯𝘤𝘦𝘴 𝘧𝘳𝘰𝘮 𝘦𝘤𝘰𝘯𝘰𝘮𝘪𝘤 𝘥𝘢𝘵𝘢 𝘢𝘳𝘦 𝘧𝘳𝘢𝘨𝘪𝘭𝘦, 𝘐 𝘴𝘶𝘱𝘱𝘰𝘴𝘦 𝘸𝘦 𝘴𝘩𝘢𝘭𝘭 𝘩𝘢𝘷𝘦 𝘵𝘰 𝘳𝘦𝘷𝘦𝘳𝘵 𝘵𝘰 𝘰𝘶𝘳 𝘰𝘭𝘥 𝘮𝘦𝘵𝘩𝘰𝘥𝘴."

❔𝗪𝗵𝗮𝘁 𝗱𝗼𝗲𝘀 𝗟𝗲𝗮𝗺𝗲𝗿 𝗺𝗲𝗮𝗻 𝗯𝘆 𝗳𝗿𝗮𝗴𝗶𝗹𝗶𝘁𝘆? 

Fragility in econometrics refers to the lack of robustness of econometric findings, meaning that the results are not stable or reliable under slight changes in the model's specification or the data used. 

This fragility undermines the confidence that marketers can have in the econometric analyses, as the findings might not be dependable or might change with the next set of data or a slightly different model specification.

Despite this, some companies or "𝘵𝘩𝘰𝘶𝘨𝘩𝘵 𝘭𝘦𝘢𝘥𝘦𝘳𝘴" continue to overstate the dependability of econometric methods, offering business owners a false sense of certainty or confidence.

Before investing substantial sums in regression analysis, exercise caution with anyone promising an "𝘪𝘯𝘴𝘶𝘳𝘢𝘯𝘤𝘦 𝘱𝘰𝘭𝘪𝘤𝘺" for your marketing expenditures through multiple regression analysis.

Christian Hollums

Fractional CMO | Your Business-Mindset First Co-pilot

Welcome to LinkedIn. 

Which is often times a resounding gong. 

A place where often times assumptions are not allowed to be challenged, you are told to replace thinking with automation and replace intelligence with artificial intelligence. 

Today I ask that you get rid of the default conclusion that you will be punished for telling the truth or challenge crowd think. 

Give yourself a chance to find out whether that fear is grounded in fact or fiction. 

I’ll be joining you.

Why is it important to question crowd think?

How can critical thinking replace automation?

𝗠𝗲𝗮𝗻𝗶𝗻𝗴 > 𝗠𝗲𝗮𝘀𝘂𝗿𝗲𝗺𝗲𝗻𝘁

Creativity is greater than standardization. 

Context is greater than datapoints. 

The odds in the end are in favor of creativity, differentiation and risk taking.

If everyone does the same thing, the potential upside (but also risk) for a maverick to come in and exploit and disrupt the existing patterns becomes much bigger.

In marketing and business, we see a focus on a specific type of math that has started to dominate much of our cultures, and economic thinking. 

If you follow this trend, you will miss out on the fact that outliers are more important. 

You'll miss the weak signals and small changes, the unexpected, and what is outside the norm. 

You will miss out on the fact, that the outliers, the things that are not expected by a majority are tests of nature to prepare for a different future.

How can outliers be more important in marketing and business?

What is the importance of creativity in marketing and business?

What are the weak signals and small changes in marketing and business?

𝗖𝗮𝗻 𝗮𝗻𝗮𝗹𝘆𝘁𝗶𝗰𝘀 𝘀𝗼𝗹𝘃𝗲 𝘆𝗼𝘂𝗿 𝗰𝗮𝘂𝘀𝗮𝗹𝗶𝘁𝘆 𝗽𝗿𝗼𝗯𝗹𝗲𝗺𝘀? Part 2

When water and a sugar cube meet, the sugar starts to dissolve slowly. 

This process keeps going unless something stops it, like spilling the container or the water evaporating quickly. 

If nothing interrupts it, the sugar will completely dissolve into the water.

In usual causation models, we often see it one-sidedly, thinking the liquid actively dissolves the passive sugar.

But what if the sugar cube and the water are changing each other? 

We usually think of putting the sugar in water and it dissolving as two separate steps, but actually, the sugar is slowly dissolving the whole time it's in the water. It's a process. Not a static event. 

The sugar and the water are working together and changing each other during the whole process, not just at the start and end.

The "cause" and "effect" are more connected than we usually think. 

𝗠𝗧𝗔 𝗮𝗻𝗱 𝗠𝗠𝗠 𝗺𝗮𝗸𝗲 𝘁𝗵𝗲 𝘄𝗿𝗼𝗻𝗴 𝗮𝘀𝘀𝘂𝗺𝗽𝘁𝗶𝗼𝗻𝘀 𝗮𝗯𝗼𝘂𝘁 𝗰𝗮𝘂𝘀𝗮𝗹𝗶𝘁𝘆. 

Consider a consumer's decision-making process as the sugar cube, and the marketing efforts as the water. 

In MTA, the focus is often on the last interaction before a purchase, akin to observing just the moment the sugar finally dissolves completely and attributing the entire dissolution process to that final moment. 

This ignores the earlier interactions and the gradual process where the marketing efforts (water) continuously interact with and influence the consumer's decision-making process (sugar).

MMM, on the other hand, attempts to consider all marketing efforts like looking at the entire glass of water with the sugar. Bayesian models, while advanced in handling uncertainties and non-linear relationships, still often interpret causality in a somewhat traditional sense—identifying how likely one event is to cause another.  

MMM can handle complex data and relationships better than traditional models, it still often views the market as a collection of variables to be analyzed rather than as an interconnected ecosystem. 

𝗠𝘂𝘁𝘂𝗮𝗹 𝗰𝗼-𝗰𝗿𝗲𝗮𝘁𝗶𝗼𝗻. 

If the water and sugar are changing each other. They are mutually manifesting an effect. The sugar and water are both the cause and the effect of the sugary water solution. 

Is it possible that this is true for businesses and customers? 

Rather than viewing marketing through the traditional lens of cause and effect, where business actions directly lead to customer responses, we can consider them as part of a mutual co-creation process.

Both agents, the business and the customer, engage in a dialogue where each influence and shape the other’s behavior and outcomes. 

Viewing business and marketing activities and customer responses through the lens of mutual co-creation, informed by the complex, semantic, and purposeful nature of interactions, could provide a richer and more nuanced understanding of the marketing ecosystem.

What are your thoughts? 

What is the difference between MTA and MMM?

How does the mutual co-creation process work?

How can mutual co-creation provide a better understanding of the marketing ecosystem?

𝗠𝗮𝗿𝗸𝗲𝘁𝗶𝗻𝗴 𝗛𝗮𝗰𝗸

There are no marketing hacks. 

It all depends. 

Customers are predictably unpredictable.

You must produce more with less. 

You must know things no one else knows. 

Volatility wears the mask of stability. 

You must measure things that are impossible to measure.  

Learn to swim in a sea of meaningless data without drowning with a straw for a snorkel. 

Godspeed. 

How can professionals make sense of meaningless data?

Why is producing more with less important?

How can professionals predict customer behavior?

𝗠𝗮𝗰𝗵𝗶𝗻𝗲 𝗠𝗮𝗿𝗸𝗲𝘁𝗶𝗻𝗴

The Electronic Numerical Integrator and Computer (ENIAC), recognized as the first digital computer, was constructed at the University of Pennsylvania from 1943 to 1945. 

When introduced to the public, it was referred to as the '𝘎𝘪𝘢𝘯𝘵 𝘉𝘳𝘢𝘪𝘯' or '𝘔𝘢𝘨𝘪𝘤 𝘉𝘳𝘢𝘪𝘯', illustrating that the concept of a '𝘮𝘢𝘤𝘩𝘪𝘯𝘦 𝘮𝘪𝘯𝘥' has been embedded in our cultural narrative from the beginning.

Today's marketing landscape is saturated with a narrative that equates '𝘪𝘯𝘵𝘦𝘭𝘭𝘪𝘨𝘦𝘯𝘤𝘦' to a form of quasi-mathematical reasoning, data, models, algorithms, and problem-solving, a concept deeply rooted in the Enlightenment's faith in '𝘳𝘦𝘢𝘴𝘰𝘯' as the ultimate yardstick of human intellect. 

This is a fundamental misinterpretation of intelligence in marketing culture. 

𝗪𝗵𝗲𝗿𝗲 𝗶𝘀 𝗺𝗮𝗿𝗸𝗲𝘁𝗶𝗻𝗴 𝗵𝗲𝗮𝗱𝗲𝗱? 

If one accepts that intelligence is nothing more than just a superfast calculating device, where is marketing headed? 

Theoretical physicist Stephen Hawking warned in 2014:

"𝘛𝘩𝘦 𝘥𝘦𝘷𝘦𝘭𝘰𝘱𝘮𝘦𝘯𝘵 𝘰𝘧 𝘧𝘶𝘭𝘭 𝘢𝘳𝘵𝘪𝘧𝘪𝘤𝘪𝘢𝘭 𝘪𝘯𝘵𝘦𝘭𝘭𝘪𝘨𝘦𝘯𝘤𝘦 𝘤𝘰𝘶𝘭𝘥 𝘴𝘱𝘦𝘭𝘭 𝘵𝘩𝘦 𝘦𝘯𝘥 𝘰𝘧 𝘵𝘩𝘦 𝘩𝘶𝘮𝘢𝘯 𝘳𝘢𝘤𝘦." 

If he is correct that would also imply the end of marketing. 

While certain futurologists persist in predicting catastrophic outcomes, the majority of those deeply engaged in artificial intelligence (AI) research often view these bleak prognostications with skepticism and sometimes even dismay.

Generally, their concern is not that AI will evolve beyond our control or maliciously gain its own consciousness, but rather that an overestimation of its abilities and ignorance of its limitations could lead to its misuse.

Experts in AI and computer science are well aware of the limitations inherent in their machines. 

AI won't replace marketers, but I'm afraid most marketers are misusing AI and have been for a long time.

I fear the gravest outcome of AI might be our loss of the ability to think independently.

𝗠𝗮𝗿𝗸𝗲𝘁𝗶𝗻𝗴 𝘄𝗶𝘁𝗵 𝗼𝘂𝗿 𝗺𝗶𝗻𝗱𝘀. 

There are some problems where the numbers of possible solutions to be evaluated in order to find one that works explodes exponentially. Even with supercomputers, there are certain problems that can't be solved in any reasonable time. 

Much of our cognitive prowess boils down to an ability to extract reliable meaning from a signal. 

If marketing wishes to reclaim "𝘵𝘩𝘪𝘯𝘬𝘪𝘯𝘨" it must do more than categorize and classify; quantify and analyze, it must comprehend the implications of how it helps businesses. 

Meaning arises not from the signals themselves but from the context in which it is expressed. 

Maybe the significant departure from marketing roles is due to the industry's overdependence on a type of intelligence that, in reality, isn't genuine intelligence.

What are the limitations of automation in wisdom?

The customer journey is far more complex than any marketing model will show you.

How can marketing models be improved to better understand the customer journey?

What are some best practices for understanding the customer journey?

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