Analytics, KPIs and Dashboards
Most marketing teams have more data than they can use and fewer answers than they need. I define the KPIs tied to your business goals, make sure the tracking behind them is sound, and build dashboards that people open because they help with a decision.
Analytics work is the part of web strategy that tells you whether anything else is working. I help marketing teams decide what to measure and confirm that the data behind those measures is collected correctly. Then I build dashboards and reports scoped to each audience, from a leadership KPI view to working views for channel owners. The deliverables are practical: a measurement plan, KPI definitions, tracking requirements, and dashboards in Google Analytics or Adobe Analytics that your team can maintain after I leave.
My approach comes from defining KPIs for digital programs at UnitedHealth Group and maintaining dashboards at Polaris. That experience taught me to start from the decision rather than the data. Every KPI on a dashboard should answer a question someone is asking, and every supporting metric should explain why the KPI moved.
I work inside the teams that own the data. Tracking requirements go to your developers or whoever owns your tags as written specifications with acceptance criteria, and I test what they ship before a dashboard depends on it. Channel owners help define their own metrics so the numbers are trusted rather than argued with. When a dashboard is ready, I walk the people who will use it through the first readouts and adjust the views based on what they look at.
What analytics work includes
Measurement Plan
A document that maps each business goal to the KPIs that indicate progress and the supporting metrics beneath them. It also names the event or dimension that captures each one and the report where it will appear.
KPI Definitions
A written definition for every KPI covering the calculation, data source, segment, owner and reporting cadence. The result is a number that means the same thing in a leadership deck and a channel review.
Tracking Requirements
A developer-ready specification for conversion events, goals, campaign tagging conventions and custom dimensions. It states what fires, on which pages and with which parameters, plus acceptance criteria for testing the implementation.
Analytics Audit
A review of the current Google Analytics or Adobe Analytics configuration, including conversions, filters, channel groupings and duplicate or broken tags. Each gap is tied back to the measurement plan.
Dashboard Build
Dashboards built for each audience: an executive view of KPIs against targets and working views for channel owners. Every source is documented, with a note on what each chart should prompt someone to do.
Reporting Cadence
A monthly or quarterly readout template with trend against baseline, commentary on what changed and why, and the decisions the report should inform. A QA checklist runs before numbers go out.
How I approach measurement
Start with the decisions
Before opening a report I list the decisions your team needs to make, how often they come up and who makes them. That list determines which numbers matter and which are noise.
Define and audit
I write the KPI definitions and measurement plan, then audit the analytics configuration against them to find what is missing, duplicated, filtered out or measured differently than people assume.
Fix the data
Tracking gaps become written requirements for developers or tag owners, with acceptance criteria attached. I test what ships against those criteria before any dashboard or readout relies on it.
Build and refine
I build dashboards for each audience, walk through the first readouts with the people who will use them, and adjust definitions and views based on which questions they keep asking.
Where this comes from
At UnitedHealth Group I defined KPIs for digital programs across email, social, display, SEO and SEM and reported performance through Google and Adobe Analytics. At Polaris I maintained dashboards to guide roadmap decisions for consumer-facing web properties. At Bio-Techne I coordinated the tracking behind multichannel campaigns in an Agile team. As a consultant I set the KPIs for persona-based web and content strategies and run the A/B tests that measure them. The common thread is measurement built to inform a decision, not to fill a slide.
See my experienceBrittany has a wide array of digital marketing skills. She is proficient in Google Analytics, campaign creation and execution, and can compile results and make recommendations for next steps. She is also willing to make the extra effort to get the job done.
Director of Marketing, Membership Corporation of America
Worked on the same team
Frequently asked
Do you work in Google Analytics or Adobe Analytics?
Both. At UnitedHealth Group I reported performance through Google and Adobe Analytics. I start from the platform you already have rather than recommending a migration, and I document the configuration so your team can maintain it without me.
What is the difference between a KPI and a metric?
A KPI is a number tied to a business goal that someone is accountable for moving, while a metric is anything you can measure. Most dashboards fail because they show too many metrics and no KPIs. I separate the two so the top of every report answers whether the goal is on track and the rest explains why.
Can you implement the tracking as well as define it?
I write the tracking requirements and test the implementation, and your developers or tag owners do the build. That split comes from years of writing requirement specifications and running user acceptance testing. If you do not have anyone to do the implementation, I can help you scope that work before the engagement starts.
How do you keep dashboards from being ignored?
By building each one around a decision someone has to make and a cadence they already keep. A dashboard nobody opens usually answers a question nobody asked. I interview the people who will use it, limit each view to the numbers that drive action, and review it with them after the first few readouts.
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Tell me which decisions your team struggles to make and which reports you already have. I will tell you where the gaps are and what it would take to close them.