Make better decisions — and choose what to fund next.
Your marketing report looks better. The business still needs more of the right work. So what should you fund next?
Second book · Following The Business Command Center
Not the work. The reasoning behind it.
People do competent work with the part they receive, while the business loses sight of why it approved the work in the first place. By the time the results arrive, nobody can say whether they answered the original question — so the next spending decision is made on a number that has been separated from its reason.
In Marketing, Reforged, I examine how to keep that reasoning useful as work passes between people — and how to let their experience change the next decision. Reforging is the argument in the title: examine what the business already has, preserve what still works, repair what fails, and reconsider what it inherited.
Twelve chapters, a conclusion and a working toolkit.
A fictional twenty-two-year-old renovation company runs through the whole book. Its marketing lead, owner, sales manager and agency confront competing priorities, limited staff time, and promising results that cannot tell the whole story.
A short, deliberately unglamorous artefact that keeps a decision's reasoning attached to it as the work changes hands — and gives the next review something to argue with.
Every chapter ends with an exercise that has an output specification and a worked example, so you can apply it to a decision already sitting on your desk.
Anonymised notes from my own career sit alongside the fiction — including the decision to replace popular truck-delivery videos with harder-to-produce equipment content that sales teams later found useful.
The last part deals with what actually constrains the work: money, people and time — and how to weigh one investment against its strongest alternative.
So you always know which one you are reading.
A composite story, clearly labelled as fiction, that lets a whole decision play out across the people it passes through.
Anonymised accounts from real portfolios — what was decided, what happened, and what it cost to find out.
Published research and public examples, named and sourced, where they genuinely support the argument.
A story is never presented as proof, and a citation is never stretched past what it actually shows.
Who need a decision to survive contact with a brief, an agency, a sales team and a report — and to still mean something at the next review.
Who approve the spending, receive the results, and are left to work out whether one caused the other.
No list, no sequence, no drip campaign — one email from me when the book is available, and nothing else.