Three engagements that show what effectiveness culture work looks like in practice.
Most Go Ignite engagements are commissioned under confidentiality. The three studies below are the most representative I can share. The flagship case is detailed; the two supporting cases give a sense of range across sector and scale.
A FTSE 100 financial services brand asked me to define and shape their effectiveness culture. Twelve months later, they asked me back to measure how far it had travelled.
The Situation
The marketing function was under pressure to demonstrate its commercial value to a sceptical board. The Head of Marketing Effectiveness had built a credible measurement infrastructure, but knew the technical work alone was not shifting the conversation.
The brief was to assess whether the broader effectiveness culture of the marketing organisation was strong enough to support the work, and to define a clear roadmap for shaping it.
The Engagement
I was commissioned to lead a structured diagnostic of effectiveness culture across the marketing function, applying the EFFECT Framework end to end. The work combined a comprehensive Effectiveness Culture Survey, twelve senior stakeholder interviews across marketing, finance, and the business units, and a review of planning and measurement artefacts.
The output was a written diagnostic with a maturity assessment across all six dimensions, a benchmark against comparable organisations, and a prioritised twelve to twenty-four month roadmap of recommended actions.
The Diagnostic
The diagnostic revealed a maturity profile that was strongest in Create Measurement Systems and Elevate Insight, but materially weaker in Empower People and Transform Culture.
The headline finding was direct: the technical work of effectiveness was happening, but the cultural conditions for it to land and travel were not in place. The function had built sophisticated measurement infrastructure and was producing strong analytical work, but that work was not changing how marketing investment decisions were debated, how the marketing-finance relationship operated, or how marketing's contribution was understood by the board.
The Outcome
The roadmap was adopted by the marketing leadership team and translated into a twelve-month programme of work. The senior team began to model the behaviours the diagnostic had identified as missing. Capability investment was redirected toward distributed effectiveness fluency across the function. The measurement infrastructure was reshaped to support commercial debate rather than simply to report on past performance.
Twelve months later, the same diagnostic was re-run. The maturity profile across Empower People and Transform Culture had shifted materially. The conversation about marketing's contribution had moved from defence to direction. The follow-up engagement, commissioned to measure that shift and recommend the next phase, is the clearest signal of the durability of the original work.
A global non-profit asked me to build a marketing academy capable of lifting effectiveness capability across a distributed international function.
The Engagement
The brief was to design and build a structured capability programme for a marketing function spread across multiple regional offices, with significant variability in maturity and resourcing. The academy was designed to lift the floor on effectiveness fluency across the function, while creating advanced pathways for the most senior practitioners.
The Outcome
The academy launched with a foundational curriculum covering the disciplines of effectiveness measurement, planning, and review, structured around the EFFECT Framework. Participation was high across regions, and the language of the framework moved from being specialist vocabulary to shared organisational currency. The capability investment was identified by leadership as a foundation for the function's subsequent transformation work.
A global healthcare brand commissioned me to integrate sales and marketing around a shared effectiveness model.
The Engagement
The marketing and sales functions had grown in parallel rather than in concert. Each had its own performance language, its own evidence base, and its own internal sense of what good looked like. The brief was to build a shared effectiveness model that allowed both functions to plan, debate, and review their commercial contribution against a common standard.
The Outcome
The engagement produced an integrated planning rhythm, a shared measurement framework, and a small number of agreed metrics that anchored joint commercial conversations. The marketing and sales leadership teams began to operate as a single commercial function with a shared evidence base, rather than as adjacent functions with parallel reporting lines.
Most Go Ignite engagements are commissioned under non-disclosure. The clients named on this site (The AA, Chivas Brothers, General Mills and ConvaTec) are those whose work can be referenced publicly. The case studies above are written without names, with enough detail to convey the shape and outcome of the work, so that no organisation's findings are attributable to it. References, including from the engagements above, can be provided privately on request.
If your marketing function is at a similar point, the work that follows the diagnostic is what changes the conversation.
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