The challenge
Intel's enterprise cloud team was spending well across 11 markets, but every market was operated as an island. Different agencies, different attribution logic, different reporting cadences. The CFO couldn't answer the question "which market produces the best dollar-for-dollar pipeline?" Neither could the CMO.
What we built
We consolidated measurement before we touched media. Single Salesforce instance, single attribution model, single weekly commercial readout normalized to USD. Once we could compare markets apples-to-apples, the media decisions practically wrote themselves.
- Unified measurement: server-side events in every market, one attribution model across 11 currencies
- Localized creative briefs with global QA: pre-production in English, transcreation in market
- Pacing agent: weekly cross-market budget redistribution based on local CAC-to-target ratios
- Weekly commercial readout where every market manager saw the same table, ranked by pipeline efficiency
What happened
Within two quarters, spend had shifted significantly. We'd cut budget in two markets that were structurally underperforming and doubled down in three that were punching above their weight. Global blended cost-per-MQL dropped 31%. More importantly, the org gained a shared language: "local CAC-to-target," "modeled pipeline," "market-normalized efficiency."
What stuck
The orchestration model outlived the engagement. Intel's internal performance team adopted the same pacing logic and commercial cadence for the following fiscal year's campaigns, this time without me. That's when you know it worked.