Adam Creager — Performance & Strategy

What I see in the field

The same patterns show up across every industry.

Most marketing dysfunction isn't a channel problem. It's a visibility problem. Spend exists, activity exists, but the connection between the two and actual revenue doesn't.

I've worked across men's health, home services, legal, manufacturing, SaaS, financial services, e-commerce, and more. Different industries, same broken patterns underneath.

10+ industries

Men's Health· Home Services· Legal· Manufacturing· Staffing· Logistics· E-Commerce· Education· Financial Services· Healthcare / Medtech· SaaS· Cybersecurity· Food / CPG· B2B Tech· Men's Health· Home Services· Legal· Manufacturing· Staffing· Logistics· E-Commerce· Education· Financial Services· Healthcare / Medtech· SaaS· Cybersecurity· Food / CPG· B2B Tech·

No line of sight from spend to revenue

Ad platforms show cost per click. The CRM shows closed deals. Nothing connects them. Budgets get set on gut feel or blended averages that obscure what's working.

Reporting that takes hours and says little

Dashboards rebuilt from scratch each month. Manual, inconsistent, error-prone. By the time the report is done, the window to act on it has closed.

Strategy that stalls without execution clarity

Good ideas sit in decks. Priorities shift without data to anchor them. Teams execute on what's loudest, not what matters to the funnel.

Channel performance that can't be compared

Paid, organic, and email live in separate tools with different measurement conventions. No shared denominator means reallocation has no real basis.

Budget decisions made without performance data

Overspend happens because no one catches it in time. Underspend because no one sees where efficiency exists. Both leave revenue on the table.

Growth that works until suddenly it doesn't

Performance slips long before something looks obviously broken. Optimization requires re-evaluating what's already working, not waiting for a crisis.

How I've solved them.

Three engagements where the symptom and the underlying problem were not the same thing. Each began with reporting infrastructure and ended somewhere it wasn't supposed to.

Case 01

Attribution

End-to-end revenue attribution across four disconnected systems.

The client had no attribution connecting ad spend to revenue — call data in Google Ads and CallRail, appointments tracked manually in a spreadsheet, revenue in a CRM that preserved none of it. I built a tracking structure using 20+ unique CallRail numbers, each mapped to a specific platform, campaign, and ad group. From there I matched caller records to appointment logs and layered in CRM exports to produce ad-group-level ROAS across the full funnel. That visibility didn't exist before, and it changed how every budget decision was made.

Outcome

4 disconnected systems, 1 ROAS view.

Ad-group level cost per call, cost per scheduled appointment, cost per attended appointment, and ROAS — built from scratch across systems that were never designed to talk to each other.

Case 02

Reporting

Centralized reporting infrastructure across a full client portfolio.

Reporting was being rebuilt manually every month — 8 to 10 hours per client — and it was only measuring site-wide metrics, not the specific pages we'd implemented. If a piece of content wasn't producing six months later, there was no consistent process to catch it. I built a connected system where Google Analytics, Search Console, and SEMrush each fed into their own linked sheet, rolling up into a master doc with auto-generated monthly tabs. For the first time we could pull any implemented URL and see exactly how it was performing, which created a feedback loop we hadn't had before.

Outcome

8–10h per client, down to minutes.

Shifted from site-wide reporting to page-level visibility — making it possible to identify and act on underperforming content months after implementation.

Case 03

Budget controls

Pacing controls that eliminated recurring paid media overspend.

Paid media accounts were consistently overspending because budgets weren't centralized and monitoring was manual and reactive — by the time anyone noticed, the damage was done. I built a system that auto-pulled daily spend from each platform, consolidated all client budgets in one place, and added pacing logic so over- or underspend risk was visible at a glance. Early on it meant catching problems earlier in the cycle. Over time, as the process became embedded, recurring overspend stopped happening entirely.

Outcome

Recurring overspend, eliminated.

Mid-cycle reallocation shifted from damage control to a strategic decision — identifying where to tighten underspend and reallocate more effectively.

Client perspectives

Results, in their own words.

Three voices, three different industries — the through-line is what changed once visibility existed.

"Top notch, experienced, and can keep the worst type of client happy: a strapped startup. Our ambition overreached our budget, but not Adam's technical expertise and marketing experience."

Robert Walz

Content Marketing Director, Administrate

"His adaptability and steady approach have brought calm to the chaos. He has continually helped us meet deadlines and ensured we had the support we needed to succeed."

Hannah Craft

VP of Marketing, MedShiftRx

"He consistently brought fresh ideas to the table. This helped us improve our Meta campaigns with sharper targeting, higher-quality leads, and stronger engagement."

Vanessa M. Branco

Chief Sales & Marketing Officer, Sunbolt

Operating principles

How I approach a problem before I start working on it.

Most marketing problems aren't what they look like on the surface. A declining conversion rate might be a tracking issue, a messaging issue, a landing page issue, or a lead quality issue. Same symptom, four different root causes, four different fixes.

Diagnose before prescribing.

I don't start with channel recommendations or campaign ideas. I start with the funnel: where is volume dropping, where is efficiency breaking down, and what data exists to confirm it. A solution applied to the wrong problem is just a more expensive way to stay stuck.

Working is not the same as optimized.

Performance erodes before it looks broken. Customer behavior changes, channels saturate, and last year's process may be hiding inefficiencies that only show up when you look. My default is to question what's working before waiting for it to stop.

Build visibility before making moves.

Budget shifts, channel pivots, and messaging changes are easier to get right when you can see the full picture. I build reporting and process infrastructure first, so decisions have a foundation. Moving fast without visibility isn't execution efficiency, it's risk amplification.

Make the system repeatable, then question it.

A good process run once is an experiment. Run consistently, it's infrastructure. I build toward repeatability so results are comparable over time. Then I treat that system as a standing hypothesis, not a permanent answer.

About

6+ years as a fractional marketing lead across more industries than most marketers see in a full career.

I've owned full-funnel performance across a rotating portfolio of growth-stage clients: men's health, HVAC, legal, SaaS, financial services, e-commerce, medtech, manufacturing, staffing, and more. Each one was a different demand model, a different conversion architecture, a different set of constraints.

That breadth is a specific kind of training. You develop pattern recognition across models, not just depth in one vertical. You learn to spot where a funnel breaks not because you've seen this exact business before, but because you've seen this exact failure mode in four other contexts.

I operate independently, make decisions with revenue consequences in mind rather than channel metrics, and build the process infrastructure that makes execution repeatable.

Experience

Senior Client Success Executive, Big Leap (2021–2026).
Prior: Boostability, DigiCert.

Education

MBA, Southern Utah University.
B.S. Marketing, Utah Valley University.

Marketing that connects
to revenue, not just metrics.

The same patterns show up across every industry.

No line of sight from spend to revenue

Reporting that takes hours and says little

Strategy that stalls without execution clarity

Channel performance that can't be compared

Budget decisions made without performance data

Growth that works until suddenly it doesn't

How I've solved them.

Results, in their own words.

How I approach a problem before I start working on it.

Diagnose before prescribing.

Working is not the same as optimized.

Build visibility before making moves.

Make the system repeatable, then question it.

Let's talk about what you're building.

Marketing that connectsto revenue, not just metrics.

The same patterns show up across every industry.

No line of sight from spend to revenue

Reporting that takes hours and says little

Strategy that stalls without execution clarity

Channel performance that can't be compared

Budget decisions made without performance data

Growth that works until suddenly it doesn't

How I've solved them.

Results, in their own words.

How I approach a problem before I start working on it.

Diagnose before prescribing.

Working is not the same as optimized.

Build visibility before making moves.

Make the system repeatable, then question it.

Let's talk about what you're building.

Marketing that connects
to revenue, not just metrics.