The credibility deficit
Marketing reports leads; the CFO asks about margin. Without a reconciliation from spend to pipeline to revenue, the budget conversation is a matter of trust rather than evidence, and trust erodes in a downturn.
Who we serve
The Office of the CMO
Marketing at a $10M–$70M company is asked to prove contribution with instrumentation that cannot support the claim. F3 Insights rebuilds marketing measurement to survive a CFO's scrutiny, then adds AI content work with an editor approving what ships, rather than volume for its own sake.
The problems
What Actually Breaks at This Size
The recurring failures we see in the Office of the CMO at companies with $10M–$70M in revenue.
Attribution collapse
Cookie deprecation, dark social, and anonymous research broke last-click. The dashboard still reports it confidently, which is worse than reporting nothing, because decisions get made on it.
The AI-search shock
Buyers increasingly get answers from assistants that never send a click. Traffic-based measurement misses demand that is being formed and resolved entirely inside an answer engine.
Content commoditization
Generative tools made undifferentiated content free. Volume no longer earns attention, and content that reads like everyone else's is invisible to both readers and retrieval.
The martech graveyard
Tools were bought to solve point problems and never integrated. Spend accumulates, data fragments further, and each new tool makes the attribution problem slightly worse.
The capacity trap
A small team runs campaigns, operations, content, and reporting simultaneously. Strategic work loses to the calendar every week because nothing is systematized.
The system
What F3 Insights Builds
Four pieces, built from the numbers up. Reconciled numbers come first, because automation on numbers nobody trusts is a faster way to be confidently wrong.
Marketing numbers that reach finance
Marketing data reconciled to the CRM and the P&L, with definitions agreed before the AI is pointed at it. Contribution is measured in terms the CFO already accepts.
How marketing runs week to week
A weekly and monthly cadence with a KPI tree that connects campaign-level activity to pipeline and revenue, plus the standing rituals where spend is defended with numbers.
AI content work with an editor in charge
AI applied to research, drafting, and analysis with human review where judgment and brand voice matter. More output, and nothing published that nobody reviewed.
Senior marketing judgment
A senior marketing operator working inside the rhythm, focused on the architecture rather than the campaign calendar, transferring the system to the in-house team.
Every engagement ends with your team running what we built. How we work
Related
The Rest of the Leadership Team
Each office is one seat at the same table. The offices share one set of numbers, one operating rhythm, and one set of playbooks.
Office of the CEOYou are the integration layer. Every decision routes through one calendar.Office of the CFOA fifteen-day close, a forecast nobody defends, and cash visibility that stops at the bank balance.Office of the COOThe company runs on tribal knowledge, and firefighting has become the operating model.Office of the CROThe forecast is a negotiation, and the pipeline number nobody fully believes.
Next step
Bring a systems answer to the CMO seat.
A diagnostic runs two to six weeks and ends with a systems map, a problem ledger with costs attached, and a sequenced build plan. Start with a conversation about the Office of the CMO.