Chicago / Remote consulting and delivery
I help Chicago distribution and B2B teams connect marketing activity with the sales process it is supposed to support. The work aligns source data, inquiry statuses, quotes and commercial outcomes in a reporting system that answers decisions. A dashboard should help the team act, not hide incompatible definitions behind a polished chart.
The commercial starting point
A distributor can have campaign reports, a website form inbox, a CRM pipeline and a finance export that describe different parts of the same customer journey. If each uses a different period, account definition or source label, leadership cannot reliably compare acquisition with the work sales is closing. I begin by mapping those definitions rather than designing another dashboard. For a Chicago team with a regional or nationwide buyer base, the reporting scope should also identify the customer location, sales territory and fulfillment route where those distinctions matter. A website visitor's location is not automatically the buyer's service territory. We agree how the business identifies a useful inquiry, a quote and a completed sale, then build the reporting around those decisions.
Preserve available source and campaign context when an inquiry reaches sales. Identify where it is lost, overwritten or inconsistently entered. Distinguish observed attribution from a salesperson's interpretation so source comparisons are useful without presenting a partial record as a complete view of customer influence.
Separate initial requests, reviewed opportunities, quotes and later commercial outcomes. Agree which team owns each status and when it changes. This makes it possible to evaluate lead quality and response capacity instead of declaring a channel successful because it generated the largest number of contacts.
Align reporting dates, currency, account identifiers and the treatment of repeat customers. Reconcile material differences before publishing totals. The report should show where data is incomplete and what decision remains possible, rather than filling gaps with assumptions that the team cannot explain at the next review.
How we work
I deliver the project remotely with marketing, sales operations and the owner of the relevant commercial records. The first engagement can be a reporting diagnostic or a defined implementation. We agree source systems, access, privacy boundaries and refresh responsibilities; a CRM migration or warehouse rebuild is not assumed to be necessary.
Trace sample inquiries from the website or campaign through the sales process. Compare fields, timestamps and status changes across systems. Identify missing joins and conflicting definitions before deciding which technical connection or workflow change is actually required.
Document the meaning, source and owner of each core metric. Establish how duplicates, repeat buyers and changed statuses are treated. Choose a small set of decision reports that the team can maintain instead of recreating every available platform chart.
Reconcile the report with sample source records and agreed totals. Test normal updates and exception cases. Hand over the refresh process, metric definitions and review cadence so the dashboard remains trustworthy after the initial build.
See how I approach the work before we define your project.
Explore the published project, the work delivered and the supporting evidence. See the business question, the decisions I made and the deliverables that moved the work forward.
Read the project caseYes. The right starting point is the quality and ownership of the data already available. A focused reporting model can be more useful than a new platform, particularly when the main problem is inconsistent definitions or missing handoff fields.
It will make the available source evidence and sales outcomes more coherent. We define the attribution model and its inputs explicitly. The report distinguishes tracked source relationships from a stronger causal claim that the data does not establish.
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Marketing & Growth Consultant