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What wework on.

Engagements are scoped to the problem, not productized into tiers. The work below is where dealers most often bring us in.

Measurement

Marketing Performance and Attribution.

Most dealerships cannot honestly attribute their marketing spend to actual sales. Purchase goals fire on form submissions instead of closed deals. Phone tracking double-counts across overlapping conversion actions. Vendor reports do not reconcile with the CRM. We rebuild the measurement layer end to end: clean conversion architecture, offline conversion pipelines from the CRM into Google and Meta, hashed PII handling, ROAS tied to a revenue number that accounting and marketing jointly agree on.

Analytics and Reporting Infrastructure.

Reporting in most dealerships is a patchwork of vendor dashboards, exported spreadsheets, and Power BI files maintained by whoever leaves last. The alternative is clean, owned analytics infrastructure connected to the CRM, GA4, ad platforms, and DMS. A single, honest view of the business that the dealer owns, controls, and keeps. No vendor sits between leadership and their own data.

Operations

Marketing Operations and Workflow Systems.

Marketing operations is the layer almost nobody builds correctly. Lead routing rules, CRM hygiene, internal communications, pricing and merchandising workflows, content publishing pipelines, the automations that connect SharePoint, the website, the CRM, and the inbox. Designed and documented so the marketing team operates on infrastructure instead of institutional memory, and so a single departure does not take half the operation with it.

Inventory and Operational Systems.

The systems that connect inventory, marketing, and sales are usually the most fragile and the most consequential. Feeds, taxonomies, option code normalization, pricing logic, merchandising standards, internal workflows. The operational layer gets designed and documented so the business runs on infrastructure instead of tribal knowledge.

Counsel

Vendor Stack Audits and Contract Strategy.

The average dealership runs 15 to 30 active vendor relationships, most signed at different times by different people under different pressures. We audit the stack against the data. What each vendor claims, what they actually deliver, what they cost, and where they overlap. The output is a clear recommendation on what to keep, what to cut, what to renegotiate, and where the budget should go instead.

Fractional Advisory.

For dealers and dealer groups who do not need a full-time hire but do need senior counsel in the room, we take on a small number of fractional engagements. Standing strategic advisory, vendor and agency oversight, ongoing operational support. Without the conflicts of interest of an agency relationship.

Every engagement starts with a scoped diagnostic.

No quote without seeing the data. No engagement we do not think we can move the needle on. A small number of dealers at a time, so the attention is real.

Bring a problem worth solving..

We take a small number of engagements at a time. If you are a dealer or dealer group looking for honest counsel, start a conversation.