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Mark Stouse

CEO, ProofAnalytics.ai | Forecast & Optimize Your Effectiveness | MASB | ANA | GTM50 | Samsung, Bayer, Honeywell, Intel, SFDC

Mark Stouse is a seasoned marketing executive and entrepreneur currently serving as the Chairman and CEO of ProofAnalytics.ai, a company he founded to revolutionize marketing analytics with AI-driven solutions.12 He has held several high-profile positions in his career, including:

  1. Member, Brand Valuation Work Group at Association of National Advertisers (September 2023 - Present)1
  2. Co-Chair, Modern GTM Organizational Structure at Marketing-Accountability-Standards-Board (June 2023 - Present)1
  3. CMO and Chief Commercial Officer at large technology companies such as Hewlett-Packard, BMC Software, and Honeywell12

Stouse has a strong background in marketing analytics and has been recognized for his innovative approaches:

  • He pioneered the use of analytics to demonstrate marketing's impact on sales productivity1
  • He was named one of the top 25 global innovators in business and marketing by Provoke Media in 20171
  • He has received multiple awards, including the Diamond SABRE Award for Analytics in 20141

Prior to founding ProofAnalytics.ai, Stouse had another entrepreneurial venture in defense technology in the 1990s.2 His current company aims to help businesses track progress and make strategic decisions supported by artificial intelligence.2

Highlights

Sep 7 · linkedin

THE SATURDAY SHAKEUP

As we move into 2025 budget planning, it's time to get serious about the age-old tension between "what was your value this year?" and "how much should we give you next year?"

Let's get to the nitty-gritty. I'm talking about issuing #FunctionalGuidance.

Many CEOs and CFOs have to provide annual guidance to investors, which is a stick of expectations against which the next four quarters can be measured.

It's time for that to be the case in all the functions of your company.

The need for this is particularly acute for functions that are nonlinear multipliers of business performance. #Marketing, #IT, #HR, #Communications, and #DataScience are five such examples.

These functions do not rely on a pro rata distribution of a pre-set performance goal that's spread across a number of people or program spend. Their value is the extent to which they multiply the performance of other teams.

#Sales is an example of a linear function, where the revenue target is divided across a certain number of people, regions, stores, or whatever. A hallmark of a linear function is that its performance can be represented on a Bell Curve. If you double the revenue target, your CRO will want to discuss a plan to double the sale team.

Why is this relevant to forecasted #guidance? "Nonlinear multipliers" are where "Q1 spend" does not typically deliver any Q1 benefit; indeed, the booking of expense and the recognition of value are often offset quite considerably in time. The more typical "linear" relationship between expenses and benefits does not exist in these functions. Instead, they deliver specific leverage that cannot be created any other way. It's crucial to understand that leverage in advance because the implications are big.

#B2B #Marketing is a great example. The marketing budgets you're about to spend in Q424 will not have any measurable impact on Sales for at least two quarters. That gap is both innate to how the function works and is significantly influenced by external marketplace forces, i.e. headwinds and tailwinds.

If you're facing a headwind, you're going to have to do more to overcome it, just as when a headwind makes an airline pilot burn more fuel at a faster rate in order to remain on time. Airlines use #causalanalytics to forecast these scenarios, guiding their teams re how to make better, faster decisions and act more effectively.

Being able to understand the cause and effect relationships in your business will help you have the high-quality internal forecasts that improve your external guidance, particularly for functions like Marketing that have such a profound effect on Sales' ability to do #MoreDeals, #BiggerDeals, and #FasterDeals.

It's time for functions to issue forecasted guidance to the C-suite so that the leaders know what they can represent to shareholders and investors. I know that many functional leaders will recoil from this, but after you do it, you'll wonder why you kicked the can for so long.

Sep 6 · linkedin

Happy Friday to all!

I'm pleased to share that I've been invited to do a regular monthly column for MarTech that takes a hard look at the realities that exist between #marketers, the rest of the #GTM teams, and business leaders like #CEOs and #CFOs.

The editors have asked me to come at this as a former bigco CCO and CMO, as well as a startup CEO and CDO, bringing my own knowledge and experience as well as interviews with different players.

If we think for a moment about the People, Process, Technology triangle, it's not equilateral like you often see it illustrated. It's #scalene, which means that all three sides have different lengths, and that one is a lot more pronounced than the other two. The long leg is #People, not #Process or #Technology, and understanding this interlock correctly makes a very big difference between the success and failure experienced by vendors and customers alike.

So, for the moment, that's where I'm going to be spending a lot of time in my stuff for MarTech. In my first column, I'll be looking at why martech implementations often fail or deliver much less value than expected.

Is it mainly sucky products, as so many think?

What's the role that people play in success or failure, particularly on the customer side?

Do most teams today have the capability, capacity, commitment, and courage necessary to get max value from the latest technology?

What are the "real life" solutions to these issues?

Can you even do a technology shift without a pretty big mindset shift?

If you're interested in following my content for MarTech, I think my first column will be published in the latter part of October, and then monthly thereafter.

If there's anything you'd like me to take a hard look at, please drop me a message here on LinkedIn. I want to write about what matters to you!

Related Questions

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Mark Stouse
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Paradise Valley, Arizona, United States