Robert Dodds

I relaunched paused LinkedIn prospecting with ad level attribution wired into the CRM, so cost could be read per creative and per audience instead of per platform conversion. 34 new fit companies in four weeks. Three of those 34 had reached MQL when I measured it, so this is a cost result and not yet a revenue one.

The biggest leak in the funnel was the booking page itself. I rebuilt the journey and the rate climbed every month: 48, 59, 64, 74, 69, 76. The previous year's best was 65%, so this went past the ceiling rather than back to it.

Nobody could say where a customer had come from. I built a six layer source chain in HubSpot that tags every contact, company and deal by named source, channel category and direction. Original sources are create only, so a second form fill can never rewrite history.

A company with the same name started outranking us on our own brand. I traced it to toxic backlinks inherited with a bought domain, a homepage heading that only existed once JavaScript ran, and a sitemap that redated every page on every build. Disavowed 75 links, specified server rendered HTML for crawlers, fixed the dates.

The site ranked nowhere when I arrived. It finished competing for the top positions on the industry's most contested terms, and organic became the main source of new business. Across the same period I beat the revenue target at 238% return against a target of 135%.

The team was counting one person businesses and overseas firms as leads, so the headline numbers looked good and meant nothing. I turned the founder's definition into a CRM property, classified 983 companies against it and backfilled 467 through the lifecycle stages so the history stayed true.

The highest figure anywhere in the two years of data held in the company's funnel model. The four quarters before it ran 67, 63, 46 and 58.

I inherited a Google Ads account that was spending badly and delivering little. Rebuilding it doubled lead volume and cut cost per lead by two thirds at the same time.

Inbound revenue rose 77% to £300k in the same quarter. The increase came from fixing the top of the funnel and the booking journey rather than from more spend.

Counting only deals created and won since January 2026, so founder network relationships and deals migrated from the old CRM are excluded. Across the whole of 2026 marketing channels produced 21 new customers worth £137k of annual contract value.

A conversion programme on a B2B SaaS site, run with Google Optimise. In the same period marketing qualified leads rose 80% and the qualified share of leads went from 20% to 35%, so the extra volume did not come at the cost of quality.

Leading performance teams on multi market campaigns across the UK, Germany, France, Spain and five others. Beat both the sales target on a footfall campaign and the return target on an ecommerce account.

Two years running my own direct to consumer business across X, Meta, LinkedIn, Google and YouTube, to six figure revenue from a standing start. Nothing teaches you what a customer costs like paying for them out of your own account.

Leadership believed the win rate was declining. I pulled every company and deal and found a second pipeline holding 47 deals and no wins, dragging the blend down, plus founder network deals washing out of it. The real rate was flat at 42 to 43%. The business had been about to solve a problem it did not have.

Counting only deals created and won since I joined in January 2026, so founder relationships and deals migrated from the old CRM are excluded. By channel: events 7, website 4, scorecards 3, LinkedIn organic 3, LinkedIn paid 2, an influencer giveaway 2.

The rise came from fixing the funnel rather than from more spend: 78% more inbound opportunities, closing at a higher rate. Total revenue was flat over the same period, so this was a shift in where the revenue came from as much as an increase.

Across the year the business created £998k of new pipeline and marketing channels made £683k of it. By channel: website £200k, events £185k, LinkedIn organic £127k, LinkedIn paid £58k, influencers £47k, scorecards £45k. Most deal values are set at standard contract value when the deal is created, so this is volume at list price rather than negotiated value.