The gap between what your business is doing
and what the reporting says it is doing is not a technical problem.
It sits in how the commercial system behaves as a whole. That is the part nobody has properly examined.
Spend increases. Activity remains high. Reporting is clean. Yet the commercial outcome remains disconnected from the data. The standard response is a change in agency, structure, or targets. Each decision is rational. Each is made before the system failure has been identified.
What letsrocc is
letsrocc works on structural commercial problems that show up as marketing underperformance.
Not channel problems. Not capability problems. System problems.
The kind where reporting shows activity, dashboards show movement, teams can explain what is happening at multiple levels of detail, and the commercial outcome still does not match what any of it suggests should be happening.
That gap between reporting and reality is where we work.
Two senior operators. No junior layer. No theatre.
What that usually means in practice
A metric moves. The business reacts. A diagnosis is formed from the reporting. Treatment follows immediately.
The agency gets changed. The team gets restructured. The reporting gets reworked. All before anyone has properly examined the commercial system connecting marketing investment to revenue.
Each intervention is rational. Each produces local improvement. The underlying issue remains.
That is not poor judgement. It is what happens when you are forced to diagnose before the system has been properly examined.
Who this is for
The CEO who has already changed agency and still cannot reconcile investment with outcome. The CFO who signed off the budget and cannot defend what it returned without leaning on numbers they do not fully trust. The Digital Director who sees exactly where the system is broken but knows the explanation will land politically rather than commercially.
This is for leadership teams where
- the system has not been examined at a level that allows confident decisions
- multiple interventions have been tried and the core issue remains
- the explanation is detailed, coherent, and does not reach the cause
- more activity is not producing proportionally more outcome
- someone needs to say what is actually happening without internal consequence
This is not for you if
- the problem is clearly contained within a single channel
- you need execution capacity, not examination
- you want confirmation of a decision already made
- the system is still forming and the priority is iteration
- you want a large consulting process before anyone says anything direct
An examination should come before diagnosis. Diagnosis should come before treatment.
In most digital businesses, that sequence is reversed.
The Marketing MRI is a structured, senior-led examination of the commercial system behind the marketing activity. Not a channel review. Not a comfort exercise. Not a document full of recommendations designed to look comprehensive and feel safe.
It looks at the whole machine at once. Reporting, handoffs, operating reality, revenue logic. Not in isolation, but as a system that either works or does not.
The output is not a report. It is a working session with the leadership team. Because that is where diagnosis happens. In the room, with the full picture visible and no place for assumptions to hide.
Examination. Diagnosis. A defined sequence for treatment. Not more information. Less false certainty.
What we examine
What examination changes
Each case follows the same structure. What looked wrong on the surface. What was actually broken underneath. What changed once the system was properly examined. What it produced.
Keleya UG
2,300%On the surface
Organic traffic flat despite consistent content output. Paid CAC rising. The team assumed SEO was slow.
Underneath
Technical debt blocked crawl efficiency. Content architecture had no commercial intent mapping. Paid and organic cannibalised each other with no attribution clarity.
What changed
Rebuilt technical foundation. Restructured content around purchase intent. Separated paid and organic targeting.
Result
2,300% organic traffic increase in three months. CAC from 32 to 8.56.
Native Instruments GmbH
Top 3On the surface
Global brand with strong product recognition but poor search visibility for commercial terms. Agencies optimising for brand keywords that already ranked.
Underneath
Site architecture fragmented commercial intent across hundreds of pages. Internal linking rewarded editorial content over purchase paths. Agency KPIs incentivised traffic volume, not commercial positioning.
What changed
Restructured information architecture around buying intent. Realigned agency KPIs to commercial keyword positions. Consolidated competing pages.
Result
Top 3 rankings for 90% of commercial keywords.
Veranda Resort
3,500%On the surface
New six-star Caribbean resort. No organic presence. No digital acquisition strategy. Entirely dependent on travel agent networks and offline.
Underneath
No content strategy. No technical SEO foundation. No measurement framework. The digital operation had been treated as a brochure, not an acquisition channel.
What changed
Built digital acquisition from zero. Technical platform, content architecture, measurement framework, conversion path design.
Result
3,500% organic traffic increase. Property sold to Sandals Group for 175M USD at project end.
Past results do not guarantee future outcomes. Every engagement is individual.
Two senior operators. No junior layer.
This is not built by a junior team working to a senior template. You work with Chris and Claudia directly. Both are in the room. Both do the work.
The consistent issue in businesses carrying a structural problem is not a lack of intelligence. It is a lack of distance. The people closest to the system are the least able to see it clearly. That is not a criticism. It is a structural limitation.
That distance is not a nice to have. In this kind of work, it is the qualification.
Chris Wheeler
Thirty years of digital operating experience
In-house and agency experience at board level. Developed the Marketing MRI because businesses consistently reverse the sequence. Treatment is attempted before diagnosis. Diagnosis is attempted before examination.
Claudia Misselwitz
Analytical depth and governance strength
Specialist in analytical depth and governance. Client side background leading senior teams at Commerzbank. Forensic approach to data and people. Looking at what is there and saying what we see.
Two senior operators with complementary strengths examining the system from outside it. Not managing a role within it. Not protecting a relationship inside it. Looking at what is there and saying what we see.
Pricing is context, not negotiation
The fee for a Marketing MRI is not a small number. It is also rarely the expensive part of the situation.
What is expensive is running a structural issue for twelve to eighteen months because the reporting never made it visible enough to act on. We do not sell hours. We charge for examination, judgement, and a point of clarity strong enough for leadership to make decisions they can stand behind.
Standard Fractional CMO
6k to 18k/month
Part-time marketing leadership embedded in the organisation. Politically bound by that position.
letsrocc Marketing MRI
22k to 28k fixed fee
Senior-led examination of the commercial system. Six weeks. Not time-based. Not a report.
letsrocc Senior Oversight
14k to 18k/month
Two senior operators. External distance with operating depth. No junior layer.
If the number looks high, it usually means one of two things. Either the problem is not yet urgent enough to justify looking at it properly. Or the current reporting has not made the cost of the problem visible enough. In both cases, the starting point is the same.
If reporting says things are working but the commercial numbers say otherwise, the system has not been properly examined.
That is the starting point. Not a pitch. Not a proposal. An examination.
You speak directly with senior people. No junior layer. No sales detour.