Gary and Priya

Thanks for the time, Priya. I'm Gary. My job today is to understand the business problem, then agree with you which measures matter, why, and what someone does when one goes off track. I'll ask up to 7 questions, one or two at a time. At the end I'll play it all back and you tell me if I've got it right.

Understood. Anything I don't hear today I'll log as an open question rather than guess.

What's the business problem, and why does it matter now?

What happens if nothing changes in the next 6 months?

What are the 2 or 3 outcomes the business is trying to achieve? And how would you know each one is happening: any numbers in mind?

So the three objectives, with sub-objectives:

• Grow net commission revenue profitably: cut paid search cost per acquisition, reduce 90-day clawbacks
• Convert leads more efficiently: health conversion back to 11%
• Explain performance changes within a day: no sub-objective

Have I grouped those correctly?

Who will use this, and what decisions will they make with it?

What format: a screen in the meeting, on a phone, or a printed board pack?

Take each outcome in turn. What do you want to know, and what would you do if it went off track?

On revenue specifically: how is commission earned and reported today?

If revenue per lead or conversion went off track, who would act on it, and what would they do?

What targets and dates are you working to?

Any date for that, or targets for the other outcomes?

What data exists today, and what do you trust or not trust about it?

Anything you don't trust?

Anything I must or mustn't do: privacy, tools, chart likes and dislikes?

Here's what I've heard, in one line:

Net revenue per lead fell about 9% last quarter, and nobody can say whether the mix of leads, sales conversion or cancelled policies caused it. Without one trusted answer, teams argue about the numbers instead of fixing the problem.

In more detail: you want to grow net commission revenue profitably, convert leads more efficiently, and explain any movement within a day. You and the exec team will use this weekly, at the Monday meeting, to decide where to push or pull marketing spend and sales effort. Vertical heads and marketing will use it daily.

The five measures that drive action are:

Underneath those sit three supporting measures: lead mix by product area (under net revenue per lead), health insurance conversion, and complaints per 1,000 sales (both under lead-to-sale conversion). The revenue bridge from last quarter to this quarter sits next to net revenue per lead and answers "why did it move".

I've parked 4 Nice to Haves: total leads, revenue by partner, agent-level conversion and website visits. None has an action or owner, or it breaks the exec-view rule.

To be clear on what came from you and what came from me:

• From you: the problem, the three objectives, the sub-objectives, health at 11%, the audiences, the data and gaps, the constraints, the bridge
• My proposals: every owner, every action, every date, and every target except health at 11%

Still open:

1. Target dates
2. Action owners
3. The format: screen, phone or board pack
4. Whether the current quarter's clawbacks should be estimated, since they take 90 days to land

Is this right?

Thanks, Priya. Next steps:

1. I'll write up the Business Requirements Document, the full measures table with draft calculations, and a project plan
2. Adam reviews my proposed owners, actions and targets as subject matter expert
3. Once signed off, Kewpie tests every draft calculation against the Snowflake data and sets the baselines