Selected experience

Representative work on acquisition and growth decisions.

Examples of how the practice turns incomplete signals and real-world constraints into clearer acquisition and growth decisions.

01

Long-term ROAS forecasting from early signals

Projecting future cohort value with limited maturity, accounting for bias, regularization, and uncertainty intervals to support early investment decisions.

LTVROASCohorts
02

Automated budget and ROAS target optimization

An online system that adjusts campaign-level budgets and ROAS targets using expected returns, saturation, operating minimums, scale limits, and commercial constraints. It can run continuously without human intervention.

Online optimizationAutomationROAS
03

Forecast bias controls and regularization

Designing controls that prevent volatile signals or small cohorts from producing extreme recommendations, with error monitoring over time.

ForecastingRiskMonitoring
04

Measurement under mobile privacy constraints

Combining aggregated signals, SKAdNetwork, cohorts, and experimentation to sustain acquisition decisions when individual attribution becomes unreliable.

SKAdNetworkPrivacyIncrementality
05

Automated recommendations and reporting

Pipelines that turn performance data into reviewable reports, alerts, and recommendations, reducing repetitive work while keeping assumptions visible.

AutomationPipelinesDecision support
06

Marketing and forecast anomaly detection

Monitoring unexpected shifts in spend, revenue, tracking, and predictive error to separate real opportunities from data or execution issues.

AnomaliesData qualityOperations

Working principles

What stays consistent.

Decision first

The commercial question determines the granularity, horizon, and accuracy that actually matter.

Visible uncertainty

Assumptions and ranges sit beside the recommendation, avoiding a false sense of precision.

Real transfer

The result should be understood, challenged, and maintained by the teams that will use it.

A focused first conversation

Start with the decision creating the most uncertainty.

In an introductory conversation, we can frame the problem, review the available evidence, and decide whether there is a useful next step.

Discuss your challenge