Media and marketing data sat in silos across 40+ markets, platforms and systems, so no one could show how investment shifted high-value outcomes rather than raw volume. Each market measured on its own definitions, the CFO could not compare returns, and budget conversations ran on assertion rather than evidence.
VA built a single measurement operating model — one source of truth, one global KPI taxonomy and value-based metrics integrating marketing-mix modelling and attribution — so spend follows predicted value and every decision runs on evidence Finance can interrogate.
Chief Marketing & Digital Officer, Head of Media, CFO
The strategic problem
Media and marketing data sat in silos across over 40 markets, platforms and internal systems, so no one could show how investment shifted high-value outcomes rather than raw volume. Each market measured on its own definitions, the CFO could not compare returns, and budget conversations ran on assertion rather than evidence.
Diagnose & Design
VA ran a gap & maturity assessment across every measurement approach and data source, a spend mapping & cost baseline analysis to establish what was truly invested per market, and market benchmarking against best-in-class measurement architectures, including how leading advertisers tier portfolios and bid to predicted customer value rather than last-click volume; the AURA/Scoping Tool structured the diagnostic and AURA/FRC (Fulltime Ratecard Calculator) stress-tested each market’s data assumptions.
Ecosystem & Remuneration
VA designed the operating model — a single source of truth, one consistent global KPI taxonomy and harmonised value-based metrics — and completed governance design with a RACI, KPI framework and scorecards that integrate MMM and attribution into one commercial language, with portfolio tiering and spend thresholds so investment follows predicted value.
Rollout & relationship management
Contracting & onboarding and handover, rollout & commitment tracking: AURA/Planner back-plans the rollout market by market, sequencing the highest-value markets first, and tracks that every commitment made during the design phase is honoured in delivery, while relationship management carries the framework through the full adoption curve.
Execution Oversight
VA governed the phased rollout, set the reporting cadence and embedded the taxonomy so budget decisions and spend reallocation run on one comparable, value-based view rather than on assertion or last-click volume.
Performance Measurement
With 100% of investment measured on one comparable, value-based view, the group redeploys spend from underperformers to top performers, lifting marketing-driven value by 18% and effective output per euro by 14% for the same budget [illustrative, to be confirmed]; KPIs from governance design are tracked via partner performance evaluation on a 90/180/360 appraisal cadence — cost saving and cost avoidance reported separately (today closure reports; full performance measurement on the roadmap).
Why VA
Measurement is where marketing earns the right to the next budget conversation. VA builds the framework as a structural part of the operating model — one taxonomy, value-based, not a dashboard bolted on after the fact — so every spend decision runs on evidence that Finance and the CFO can interrogate.
Common questions
What is a value-based measurement framework?
It is one KPI taxonomy and a single source of truth that measures how investment moves high-value commercial outcomes — integrating marketing-mix modelling and attribution into one language — rather than tracking raw activity market by market on inconsistent definitions.
How does it change budget allocation?
With every pound measured on one comparable, value-based view, spend is redeployed from underperformers to top performers and tiered to predicted value — so the same budget produces more outcome without asking for more.
Why build measurement into the operating model rather than add a dashboard?
A dashboard bolted on after the fact reports history; measurement built into the model, with governance and spend thresholds, shapes decisions before spend commits — so marketing earns the next budget conversation on evidence the CFO trusts.