Industries
I work with companies across different industries, but I don’t apply the same model to all of them. Margins, sales cycles, distribution, capacity, customer journeys and data change from one business to another. Strategy has to start from those differences.
Shared competencies
Why context matters
The same conversion doesn’t carry the same value in every company. The same ROAS can hide very different levels of profitability. Seasonality, capacity, distribution platforms and internal processes change decisions before a campaign is even opened.
A campaign can be technically well managed and still produce a weak result if it ignores margin, capacity, availability, decision times and internal processes.
Metric: “recorded conversion”
Featured industry
In hospitality the result doesn’t depend on campaigns alone: it depends on how price, availability, distribution channels and property technology fit together. Increasing bookings without watching the cost of distribution can reduce margin instead of growing it.
The areas I work on most often are the share of direct bookings versus OTAs, Google Hotel Ads, booking engine conversion, price accuracy, tracking the real value of a booking, cancellations and the alignment between marketing and revenue management.
Featured industry
In travel, performance has to be read by product, destination and time slot. A tour can be profitable in one language and not in another, or sell out its availability before scaling spend makes any sense.
The work covers seasonality and international demand, OTA dependency and direct sales, reviews and presence on Google Things to do, last-minute demand, cross-sell on alternative products and pre/post-tour communication through the CRM.
The other industries
Professional education and student education remain two separate industries, and so does wellness. Each block lists the challenges I meet most often and links to the dedicated page.
Masters, academies, professional courses and corporate training: generating leads isn’t enough, enrolments and margin per course are what count.
Guidance, trust and the decision journey: audience, journey and timing are not those of professional education.
Brands, spas, clinics, centres and specialised services: demand has to be judged together with trust, capacity and customer value over time.
Sporting performance, community and commercial value follow different calendars but share the same audience.
Lead volume isn’t enough: eligibility, responsiveness and margin per service are what matter.
Acquisition, product data and value over time: an install isn’t a result, a monetising user is.
Application
The matrix shows where the work concentrates in each industry. It isn’t about ticking every box equally: it’s about making the differences visible.
| Industry | Advertising | Measurement | Customer journey | Technology | Operational process | Economic KPI |
|---|---|---|---|---|---|---|
| Hospitality | Hotel Ads, brand and direct demand | Booking value and cancellations | Booking engine and pre/post stay | PMS, booking engine, CRM | Alignment with revenue management | Cost of distribution and margin |
| Travel and experiences | Campaigns by product and destination | Performance by tour and time slot | Reviews, cross-sell, last minute | Booking system and feeds | Availability and seat management | Margin per product |
| Professional education | Demand by course and subject area | Offline conversions and CRM stages | Open days, admissions, follow-up | CRM and automation | Coordination with admissions | Enrolments and margin per course |
| Education and students | Informational demand and guidance | Attribution across content and paid | Long research, several decision makers | Learning platform and community | School calendar | Value per programme |
| Wellness | Local or national demand | Contact quality and appointments | Trust, reviews, repeat purchase | Booking and CRM | Service delivery capacity | Customer lifetime value |
| Sport and merchandising | Launches, events and seasonality | E-commerce and ticketing | Fan journey and loyalty | Store, CRM, ticketing | Sporting and commercial calendar | Revenue per campaign and launch |
| Online services | High-intent demand | Qualification and offline import | Forms, nurturing, follow-up | CRM and sales automation | Sales response times | Margin per lead and per service |
| Gaming and mobile apps | User acquisition and creative testing | In-app events and data quality | Onboarding and retention | Firebase and mobile measurement | Releases and product roadmap | ROAS by cohort and lifetime value |
The table is keyboard navigable and readable by screen readers: each row describes an industry, each column an area of work.
Concrete examples
These are the differences that move an operational decision, not generic statements about an industry.
Increasing bookings isn’t enough if the direct cost exceeds the cost of distribution.
See the hospitality approachMore form submissions aren’t enough if enrolments and value per course never return to the platforms.
See the professional education approachScaling a product isn’t worth it when availability, cancellations or margin don’t allow it.
Explore travel and experiencesA cheap lead can be useless if it doesn’t meet commercial criteria.
See the online services approachAn install doesn’t carry the same value as a user completing the events tied to monetisation.
Explore gaming and mobile appsDemand has to be judged against capacity, trust and customer value over time.
See the wellness approachOther contexts
These are the industries where I have the deepest experience, not a rigid limit. I also consider companies from other fields when the problem requires Google Ads, analytics, MarTech, CRO, lead generation or marketing leadership.
I am also available for fractional CMO assignments outside hospitality and travel, when senior and continuous marketing leadership is needed.
Tell me about your contextDirect answers
Hospitality, travel and experiences, professional education, student education, wellness, sport and merchandising, online services and lead generation, gaming and mobile apps. These are the industries with the most direct experience, not an exclusive list.
Experience and projectsBecause it reduces diagnostic errors. Someone who knows the context knows which metrics describe the result, which operational constraints exist and which actions don’t apply, without discovering it at the expense of the budget.
How I workIn hospitality the core issue is distribution: direct booking versus OTA, price, availability and cost of distribution. In travel, performance is read by product, destination and time slot, with limited availability and strong seasonality.
Hospitality approachIn professional education the cycle is long and the enrolment often happens offline, so CRM stages and imported conversions matter. In online services evaluation is faster and focuses on contact eligibility, response times and margin per service.
Online services and lead generationEducation and wellness are two distinct industries. They can overlap in a company that provides training in the wellness field, but they require separate taxonomies, audiences and strategies.
Wellness marketingDirect booking share, cost of distribution, the real value of a booking net of cancellations, booking engine conversion and margin. Booking volume alone doesn’t describe the economic result.
Hospitality in detailTracking with Firebase or a mobile measurement platform, in-app event definition, retention and monetisation analysis, ROAS by cohort and continuous creative testing. Without reliable events, acquisition optimises on signals unrelated to value.
Gaming and mobile appsYes. The listed industries are those with the deepest experience, but I consider projects from other fields when the problem involves Google Ads, measurement, MarTech, CRO, lead generation or marketing leadership.
Let’s discuss itTell me how your company works, which channels you use and where you are running into difficulty. The first conversation is there to understand whether my experience is useful in your context.