Jonny Longden

Speero

I spearhead and evangelise a global experimentation-led-growth movement, building a thriving community around associated media platforms with the Speero brand/agency as the driving force.

Chief Growth Officer

Boohoo Group PLC

Led the product management, strategy, development, and execution for the front-end websites and apps of four major fashion retail brands (Boohoo, Boohoo Man, Pretty Little Thing, Karen Millen), overseeing a team of 180+ product owners, delivery managers, UX designers, engineers, and analysts.

> Transformation from a traditional IT model to an Agile product operating model fueled by product discovery and experimentation, fostering a culture of data-driven decision-making.

> Complex re-platforming project to a unified headless architecture, enhancing scalability and performance.

Group Digital Product Director

Journey Further

Built and led a high-performing team of 20+ product managers, digital experience/UX, experimentation  and front-end development professionals, delivering over £1.6m in annual recurring revenue (ARR). Provided strategic consulting and hands-on execution for a diverse portfolio of clients, including eCommerce, technology, travel, B2B, SAAS and others

> Developed and implemented product, experimentation and ideation programs for leading brands such as GHD, La Mesa RV, Bookshop.org, ECCO Shoes, Intuit (Quickbooks), and BigChange.

> Advised C-level executives at major companies like Intuit, O2, Flutter/Sky Bet, Zalora, and Trainline on product operating model transformation, product discovery methodologies, and experimentation strategies.

Digital Experience Product Director

Principal Hotel Company

Owned the P&L and product leadership for the website and all digital marketing activities, with a focus on driving direct bookings and reducing reliance on online travel agents (OTAs). Led the digital transformation of the company, championing a data-driven and experimentation-led approach.

> Achieved a 60% increase in direct booking revenue within two years and a 26% improvement in loyalty member bookings, through digital experience innovation and improvement. 

> Instigated full re-platforming of the website and booking engine, enhancing user experience and conversion rates, including new development agency resources.

> Pioneered new methods for measuring and optimizing media spend, maximizing return on investment (ROI).

Head of Ecommerce, Digital Product & Analytics

Built and led a team responsible for product discovery, analytics, and experimentation within a newly established technology center of excellence, supporting all aspects of Sky's commercial operations, including Sky Sport and Sky News. Overseeing product strategy and discovery for a team of over 600 software engineers. 

> Developed and implemented a pioneering methodology for embedding product discovery and experimentation within Agile development processes.

> Transformed the optimization and eCommerce capabilities to support a 100% ReactJS technology policy across Sky.com.

> Designed innovative methods for optimizing digital transformation objectives, leveraging data and experimentation to drive customer self-service and reduce assisted interactions.

Head of Digital Product Experimentation

Visa Europe

Led the development and implementation of the commercial product planning, analytics and experimentation strategy for the V.me digital wallet (now Visa Checkout) across 22 European markets. Built and managed a multi-disciplinary team responsible for measuring product performance, identifying opportunities for improvement, and driving adoption among merchants and consumers.

> Developed a comprehensive performance framework, KPIs, and operating model to track and optimize the product's commercial success.

> Defined the roadmap for the evolution of the data technology infrastructure, including the integration of online and offline data sources and the use of big data technologies.

> Collaborated with merchant clients to implement experimentation programs and optimize their integration with the digital wallet.

Head of Digital Product Analytics & Experimentation (Visa Checkout)

R/GA

Led digital transformation initiatives for Fortune 500 clients across diverse sectors, including telecommunications, retail, FMCG, and financial services. Provided strategic consulting services, leveraging data and analytics to drive business growth and improve customer experience.

> Developed and implemented digital product strategies for key clients, including O2, Mastercard, and eBay, focusing on customer acquisition, engagement, and retention.

> Led the development of a £2 million ecommerce and optimization technology stack for Manchester United, enabling data-driven decision-making and personalized customer experiences.

> Defined and executed data-driven product strategies for clients like MVideo, resulting in significant improvements in online conversion rates and revenue generation.

> Grew from scratch and led a team of digital analysts and CRO experts delivering against all digital and creative clients.

Group Director - Strategy, Analytics & Optimisation

Syzygy

Syzygy is a full-service digital agency and web-design company. I built and grew the analytics and optimisation capability, offering a range of services to all agency clients. My team were responsible for: measurement strategy and consulting; customer and behavioural insights feeding into development work; measurement and analysis of delivered work; A/B testing and continuous optimisation of live content; digital marketing and SEO.

Web Analytics & Optimisation Director

Marketing Metrix

Lead analytics consultant and data planner for both Marketing Metrix Ltd (data analysis consultancy) and sister company WPN (direct marketing agency). Responsible for all DM forecasting, testing and performance analytics as well as customer segmentation; propensity modelling; and database development. Key clients include Direct Wines, Which?, NCH, Direct Line Insurance

Senior Analytics Consultant & Data Planner

CACI Ltd

Consulting both new and existing financial services clients in data and analytics. Project management and delivery of large projects covering customer insight analysis & profiling; propensity modelling; data tagging; cluster analysis; prospect pool building; and spatial analysis.

Senior Analytics Consultant, Financial Services

Digital Experience Director | Helping you put experimentation at the heart of your business | Top Experimentation Influencer

Grow your business with data, not opinions

I've been pioneering and leading the field of experimentation-led-growth since the dawn of A/B testing. I've helped companies like Sky, Boohoo, Intuit, O2, GHD, Zalora and many more achieve remarkable growth through data- and experiment-driven digital experience development.

Speero is the world's most progressive and cutting-edge experimentation agency & consultancy. We empower eCommerce and SaaS businesses, at all stages of maturity, to drive game-changing growth and innovation through experimentation and evidence-based product strategy.

Our clients include Decathlon, Gympass, RS Group, ADP, Charles Tyrwhitt, Nasdaq, Miro, Codeacadaemy & Cisco.

We are the experts in experimentation and can help with everything from assisting with components such as research, design and development, through to full-service programme management and transformation consultancy.

Contact me at jonny@speero.com or +44 777 909 6222 to find out how we can help you grow.

Director, Digital Experience Services

90% of all changes made to websites are based on opinion and are a waste of time and money because…

It is impossible to know 1000s of customers
Your opinion is deeply biased
You can’t rationalise the irrational

Regardless of the size of your business, the answer is to put data and experimentation at the heart of your development operations. 

We help you do that. 

We take the guesswork out of decision making and provide consultancy and training, systems and frameworks, and experimentation agency services to help you reach your full growth potential.

Email me to learn how to put experimentation at the heart of your business: jonny@journeyfurther.com
Subscribe to my newsletter: jonnylongden.com/newsletter

Do you understand non-inferiority A/B tests in CRO/experimentation?

Here's a simple example:

A product team has built a large feature and wants to test it before pushing it to full production. There's no point in really 'testing' this, as they have invested two months into building it, and it's probably going to happen anyway. However, they want to be sure it doesn't damage any metrics before it is pushed live and, if it does, figure out how to rectify any issues.

Normal hypothesis testing seeks to ask, "Can we demonstrate that this idea is a positive improvement on what is there already?"

Non-inferiority testing asks, "Can we demonstrate that this idea is not worse than what is there already?"

The difference is subtle but important. 

There are some benefits in terms of sample size required, but, more importantly, the way you design the test is different and asks about risk in different ways.

Get this blueprint and more like it here: https://lnkd.in/efBfHBYV

#experimentation #cro #abtesting #statistics #digitalexperience #ecommerce #saas

Talks about #cro, #abtesting, #ecommerce, #experimentation, and #digitalexperience

Chief Growth Officer @ Speero | Growth Experimentation Systems & Engineering | Product & Digital Innovation Leader

The way experimentation is practiced today makes almost no sense.

We have teams of people diligently experimenting on the front-end user experience, worrying about p-values and guardrails and such.

Meanwhile, almost all other business decisions - especially the biggest ones - are made based on opinion only, even if that opinion is dressed up as a rational decision with a deck and some charts.

Why are we so carefully testing only certain things?

It's because experimentation has become synonymous with A/B testing, and apparently, nothing can exist in business unless there's a piece of software for it.

Experimentation isn’t a piece of software; it’s simply a way of making better decisions using evidence. The process and method are more important than any specific tool or technique.

#experimentation #cro #productmanagement #growth #digitalexperience #experimentationledgrowth #elg #growthexperimentation

One of the most important benefits of running product experimentation is almost entirely overlooked.

Experimentation has enormous potential to reduce the operational costs associated with web/app development and, therefore, to increase profitability.

If you're conducting experiments properly, for every idea you come up with or add to your backlog, you'll be asking, 'What's the smallest and simplest thing we can test to validate this concept?' So, you'll be reducing ALL potential projects to the most minimal changes possible.

Once you run these as experiments, not very many of them are going to show potential, and you are only going to invest in full feature development for the things that do.

'But some things are too big to test.' — That's not necessarily true. If approached correctly, you can even test fundamental business strategy.

'But we just have to get this out of the door.' You can test something in a matter of weeks. How long is it really going to take to build and launch that full feature?

Ultimately, embracing experimentation leads to more informed decisions, reduces wasted resources, and increases the likelihood of building successful products.

#experimentation #productmanagement #productstrategy #productdiscovery #ecommerce #digitalexperience

It's incredibly common for product teams, experimentation/optimisation teams and, in fact, all kinds of teams to have objectives like "increase revenue by 10%" or "increase EBITDA by 5%".

But, stop and think about it for a second:

How and why would you not want to increase your revenue, profit or conversion rate?

If this is a goal to focus on, what else is anyone doing that is not this? Surely the only thing not included here would be actively trying to decrease revenue?

Whilst these are indeed important financial metrics that shareholders care about, they are the most utterly vacuous and pointless things to have as team strategies or goals.

It's essentially the same as saying, 'remember to breathe' – how can you NOT do that?

A strategy ought to be an expression of how you are going to increase your revenue, and please do not say, 'by increasing our 
conversion rate'!

• By targeting a younger audience
• By reducing our product range
• By having the best customer service in the market
• By justifying a premium price with brand marketing
• etc.

These things are strategies and contain within them goals, which do not necessarily have to be expressed as metrics.

Without this, you are just driving a car but in no particular direction. 

#experimentation #cro #productmanagement #growth #digitalexperience #experimentationledgrowth #elg #growthexperimentation

It's very easy to become so obsessed with A/B testing that you are unable to make any decisions without it.

The truth is that the vast majority of businesses simply do not have enough traffic to run large-scale experimentation programmes where all changes are A/B tested. Even big companies can only do this on high-traffic pages.

So, does that mean you should not bother making any changes anywhere else or, worse, just guess about them instead?

Of course not, but that is exactly the mindset that becomes ingrained in many businesses where an A/B testing culture has been thriving.

A/B testing is just one tool to help make decisions. The far more important thing, which is universally overlooked, is 𝘩𝘰𝘸 𝘺𝘰𝘶 𝘢𝘳𝘦 𝘮𝘢𝘬𝘪𝘯𝘨 𝘵𝘩𝘦 𝘥𝘦𝘤𝘪𝘴𝘪𝘰𝘯𝘴.

We developed this blueprint to help solve some of this problem, but your decision process will be bigger than this. Your product workflow needs to contain this kind of logic to help you understand and agree on how ideas are moved through discovery and validation.

#experimentation #cro #productmanagement #growth #digitalexperience #experimentationledgrowth #elg  #abtesting

Looking for a new A/B testing tool? We've created the most comprehensive, searchable, free/open database of vendors in the market to help you figure out who to talk to. 

Check it out here: https://lnkd.in/eTGgjA5f

If you need further help, don't hesitate to DM me.

#abtesting #personalisation #experimentation #cro #productmanagement #growth #digitalexperience

Imagine you were building a house, but became obsessed with hammering: the kind of hammer you used, and the technique and method for hammering effectively. You become so obsessed with this that you forget you were meant to be building a house, or you end up building a terrible one.

This is what 'experimentation' has become in most modern businesses. There is an intense focus on the software, data, techniques, and skills, but what are these people and tools actually being used FOR? 

It is common to find businesses with advanced capabilities, and yet the ideas being tested are no more than superficial UX elements and layouts.

Experimentation is, or ought to be, first and foremost a methodology for testing ideas and de-risking innovation and development decisions.

If a scientific research team is trying to cure cancer, their objective and goal are more important than the specific tools and techniques they use—or at least, these are only important in so far as they help them get to where they want to be.

#experimentation #cro #productmanagement #growth #digitalexperience #experimentationledgrowth #elg #growthexperimentation

Let's face it, most conferences are boring as hell!

Rows of chairs. Dark, corporate rooms. Death by PowerPoint. Passive listening.

You spend thousands of £s and days of your time to sit in a hall and watch presentations you could have just watched on YouTube at 2x speed.

That isn't how you learn, and it certainly isn't how you build a network.

We believe that the best way to solve complex problems is to get smart people around a table to actually talk to one another.

That is the philosophy behind CIRCUS (formerly known as EXL), our flagship conference we have run in Austin for the last 10 years!

It is the anti-conference. And I am incredibly hyped to announce that we are finally bringing the show to London on May 11th & 12th, 2026.

This isn't just an event; it's a 2-day festival of experimentation, AI, and digital product growth.

What you can actually expect:

No "Death by PPT": We prioritize interaction over broadcast.

• 150+ Table Sessions: "Extreme networking" where we match you with the topics and peers that actually matter to your specific challenges.
  
• A Festival Vibe: Good food, relaxed atmosphere, and genuine connection. No stiff suits or cold convention center coffee. We have a venue secured to match the vibe and style of our flagship Austin conference (pictured)
  
• 5 Core Tracks: Deep dives into Platform & Data, Growth & Acquisition, Personalization, Experimentation, and Growth Engineering.
  
• Real connections!!!

We are bringing together 250+ in-house leaders to explore what is possible and shape the future of how we build, ship, test, and work.

If you are tired of the standard conference playbook and want to be part of a movement that takes Experimentation-Led Growth seriously, you need to be here.

Claim your place in the ring here: https://speero.com/circus

#Experimentation #Growth #ProductManagement #CircusLondon2026 #Speero #ELG

Fantastic EU job in a really exciting growing experimentation function! Check it out...

#experimentation #cro #conversion #digitalexperience #ecommerce #retail #jobs

Have you heard of the 𝗠𝗰𝗡𝗮𝗺𝗮𝗿𝗮 𝗙𝗮𝗹𝗹𝗮𝗰𝘆? 

In the 1960s, US Secretary of Defence Robert McNamara - a brilliant statistician who had previously saved the Ford Motor Company - tried to manage the Vietnam War using the same scientific management principles he used on production lines.

He believed that decision-making should be based solely on data. If you couldn't quantify it, you couldn't manage it.

This led to the grisly metric of the "body count." The logic was simple: if enemy losses were higher than their replacement rate, the US was winning. The spreadsheets said victory was inevitable. The data was "correct."

But the data was blind.

The spreadsheets couldn't measure the nationalism of the Vietnamese people, the history of the region, or the psychological will to resist. Because these things could not be put into a graph, McNamara’s model assumed they didn't exist.

Additionally, his generals 'gamed' the data in various ways, including counting civilian deaths in military body counts. 

This is the descent into delusion:

• Step 1 : Measure whatever can be easily measured. (This is okay as far as it goes.)
  
• Step 2 : Disregard that which cannot be measured easily. (This is artificial and misleading.)
  
• Step 3 : Presume that which cannot be measured easily is not important. (This is blindness.)
  
• Step 4 : Presume that which cannot be measured easily does not exist. (This is suicide.)

This is why a reliance on metrics is so dangerous.

Metrics are seductive because they offer a seemingly simple sense of control in a chaotic world. They turn complex human behaviours into neat, manageable objects.

But a metric is never the reality. It is a reduction. And when we confuse the reduction for the real thing, we stop seeing the whole story.


#experimentation #cro #productmanagement #growth #digitalexperience #experimentationledgrowth #elg #growthexperimentation

A/B testing is often understood as a kind of perfect scientific way of evaluating web changes. You randomly serve a new version of something to exactly half of the traffic that comes to your website, and see which one performs better against some metric.

But unfortunately, this is simply not true, at least not where cookies are concerned.

If you are testing on web at the user level and rely on cookies to identify the user (as most will be) and you are compliant with ePrivacy laws, then you can only randomise users into tests who have accepted your cookies. 

To be more precise, you could randomise all sessions into different tests, but you can only track people as users and in order to measure how they interact with the variants if they have accepted your cookies.

Whilst it's hard to get a real average, most sources suggest that around 40% of users actively accept non-essential cookies in the EU and UK. This varies by country/sector etc., but probably doesn't get much higher than 70% in most cases.

The people who accept cookies are fundamentally different people to those who reject, so you are running experiments on a highly skewed and potentially quite small subset of your overall traffic.

If you are tracking 100% of users like this, then you are not compliant and risk a fine (there are recent crackdowns on this) OR litigation from solicitors who make a living out of finding these cases.

There are geographical variations in these laws and the scope of the impact, but very few websites will escape some level of this issue.

Server side testing does not, out of the box, solve the issue, because you still need to track users using cookies. 

So your A/B tests are simply not as scientific as you think they are.

Now, this is NOT a problem as long as you understand the limitations. A/B testing of this kind is a form of research and insight, NOT a definitive binary autonomous decision as to how you should act.

If you see A/B test outcomes as one piece of information amongst others to be considered (which you ought to be doing anyway) then these limitations can be dealt with appropriately.

A/B testing is not a scientific autonomous decision making tool, it is a (very valuable) form of research and insight.

10 years ago, it was fairly common practice for CRO consultants to charge on a kind of no-win-no-fee basis. They wouldn't ask for a fee upfront but, instead, take a percentage commission of the annualized value of 'winning' tests.

I don't believe this happens much today. However, as an agency, clients often inquire about performance-based pricing. When they do, they're usually uncertain about the structure, but it might end up resembling what I described above if other agencies agree to it.

NEVER pay agencies and consultancies based on winning tests in this way. Here's why:

> The statistics of A/B testing are very complicated. It might seem like an A/B test yields a clear outcome, like 'this test won and will improve the conversion rate by 10%,' but this is a significant oversimplification. In reality, it's about probability and degrees of confidence. While very effective for decision-making, it's highly flawed for projecting and forecasting financial value.

> A/B testing is simply not as good as most people think it is.  It's an exceptional form of validation research and decision support, but it is never categorical 'proof' of anything. There are myriad potential issues with cookies and cross-device visits, but more importantly,  the 'annualised revenue' number is nothing but a complete guess.

> Due to the complexity, paying someone to find 'winners' makes it VERY easy for them to interpret statistics in their favour. Many would do this deliberately, but everyone will do it subconsciously. As a result, you end up paying for false positives that won't benefit you.

> This practice misunderstands the nature of experimentation. There's nothing inherently 'better' about a winning test compared to a losing one because both provide decision-making data. Avoiding poor ideas not only saves you money but also the cost of feature development. Chasing 'winners' reflects a fundamental misunderstanding of essential concepts.

When you hire a good experimentation agency, you're investing in the skills and expertise needed to enhance risk management and R&D in your innovation process. You're not buying 'winners.'

It's entirely valid to want a) de-risking of your investment in the agency and b) some kind of reassurance that you will get the amount and quality of work you are expecting. Unfortunately though, 'performance'-based deals do neither of these things effectively and are actually counter-intuitive to these requirements. 

#cro #experimentation #ecommerce #digitalmarketing #ux #userexperience

What does the word #experimentation mean to you? Is it a piece of software? A team? A P&L line?

No! Experimentation ought to be a business-wide operating system and methodology for growth and innovation.  

The word experimentation has come to refer to the capability (software,  skills, techniques) and not what it is used for.  

Imagine if major scientific initatives were,  like this, simply focused on the capabilities for doing science and not the output or outcome? 

Experimentation is an operating system for growth and innovation!

Read more here: https://lnkd.in/eH6e8JXj

#experimentation #cro #productmanagement #growth #digitalexperience #experimentationledgrowth #elg #growthexperimentation

How do you measure the effectiveness and efficiency of an experimentation programme in a way that ensures you are pulling the right levers for success?

Besides tracking revenue metrics like the number of wins or losses from the experiments, you should also look at program metrics to report back to on a monthly or quarterly basis.

If you're in a situation where you are in charge of running experiments on the site but are facing some slowdowns or issues in efficiency, you need to think about the relevant metrics that will help you identify the bottlenecks in your program.

For example, if the test velocity has been going down, you can identify where the problems lie by reviewing how many ideas are being submitted every month, or maybe even how many ideas are in the backlog. If idea generation is not the problem here, you should be tracking how long test creation is taking for the team by looking at time and sub-tasks.

Get this blueprint PDF here: https://lnkd.in/eBmpZyDC

Get this and other blueprints here: https://lnkd.in/efBfHBYV

#experimentation #cro #productmanagement #growth #digitalexperience #experimentationledgrowth #elg #growthexperimentation

It's tempting to think that data presents an accurate picture of the world. For example, that insight shows you exactly what customers are doing and maybe even why. But this is an illusion.

To be sure, looking at data is more objective than not looking at data, and there are degrees of "objectivity" depending on the type and quality of the analysis, and yet ALL data analysis is in some way subjective, and far more so than most people realise.

The second you look at any kind of data or insight, you are INTERPRETING that data based on a vast amount of presupposition, prior context, bias, politics, personal goals and interests and much, much more. The data, in and of itself, is relatively meaningless. At base it is literally some 1s and 0s. YOU attach ALL of the meaning, insight and explanation to it based on your own conscious awareness.

This is not a bad thing; it's literally the way in which all human cognition and understanding works. The data might adjust your contextual understanding which, in turn, creates a new way of interpreting and digging into the data; this cycle allows you to enrich your theory and understanding by moving back and forth between the data and your interpretation.

The big problem is the disingenuous way in which data is often presented as OBJECTIVE FACT, which often is a great way of hiding the bias and intention of the person creating or championing the analysis. There is NEVER anything truly objective in data analysis. Even A/B testing. Even 'algorithms' which seemingly have no human involvement: who created the algorithm and what did they design it to do?

There is nothing wrong with HONESTY IN INTERPRETATION!

#experimentation #cro #productmanagement #growth #digitalexperience #experimentationledgrowth #elg #growthexperimentation

Did you know that it's a universal, standard practice in experimentation job interviews, for the interviewer to ask the candidate if they subscribe to the Speero newsletter and, if they don't, to reject them immediately with no further questions?

This is absolutely not true, but here's the link to sign up to our newsletter anyway: https://lnkd.in/eGiNYnQU

experimentation cro productmanagement growth digitalexperience experimentationledgrowth elg growthexperimentation

Modern websites often cache content in CDNs like Akamai. This makes traditional server side testing impossible, because the server is not showing the content to the user, the CDN is.

However there is a solution: edge workers.

Experimenters are increasingly being brought into this world and need to know what it is.

Check it out

#experimentation #abtesting #cro #growth #product #cdn #edge #akamai

Experiment Live Meetups is coming to #Oslo #Norway!! 

This is a FREE informal evening networking meetup for folks in digital growth, product, experimentation, data and UX, to be held in a TBC central Oslo venue. 

Experiment live meetups are a way to bring people together to meet, talk and learn from each other. There is NO SALES and NO PITCHING. The event is mostly chatting, eating and drinking (all provided), but we will also have a few talks from:

Monica Solberg, Head of Experimentation, Vend | “What theory and glossy paper doesn't tell you about scaling experimentation”

Christina S., Global Product Manager, Opera | "The Psychology of Friction: Why Tiny Moments Make or Break Digital Products"

Håvard Maråk, Manager of Dynamic Sales & Experimentation, Schibsted | "Optimising for Loyalty"

We're co-hosted by Jonas Moe of TV 2 and Joachim Furuseth of Coop Norge, and we have early registrations from your peers at Norwegian, reMarkable, Tietoevry, Helly Hansen, Diakonhjemmet, Too Good To Go and more. 

REGISTER HERE: https://lnkd.in/dK-xWD5e

#experimentation #cro #productmanagement #growth #digitalexperience #experimentationledgrowth #elg #growthexperimentation

Great time in NYC recently with AB Tasty and their marvellous US customers.  Awesome case studies!

#experimentation #cro #productmanagement #growth #digitalexperience #experimentationledgrowth #elg #growthexperimentation

What an inspiring day at ExperienceNext NYC! We gathered 40+ customers, partners, and digital leaders for real stories, hands-on learning, and new connections.

A huge thank you to our amazing speakers from Five Below Courtney Mackedanz, Physicians Mutual Ashton Kirtley, MBA, FootJoy Andrew Bray, Speero Jonny Longden—and to the AB Tasty team. None of this would have been possible without your passion and dedication.

Thanks to everyone who joined us, see you at the next one! 

#ABTasty #DigitalExperience #Experimentation

This is what I feel about 'industry awards' of any and all kinds, even if I win them. 

https://lnkd.in/efwhvjzw

#awards #digital #experimentation  #product

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