I take senior ownership of the channels you own: email, SMS, push and direct mail, plus the list they all run on. Working with your in-house team, and alongside your agency where you have one.
It sits between acquisition, ecommerce and customer experience, so it ends up owned by whoever has capacity. The revenue is real and compounding, but the roadmap is whatever fit in this week.
A head of retention marketing is a six-figure hire and a long search. Most brands need that judgement a few days a month, not five days a week.
The hardest part is deciding what not to do. I take the long list of possible work and turn it into the three things worth your team's next quarter.
Decisions come with the reasoning attached. Over a few months your marketers stop asking what to do and start arriving with the answer.
Strategy only, strategy plus execution, or somewhere in between. The scope flexes with what your team can actually cover, and it can change as they grow.
Email and SMS are where it shows up, but they're rarely where the problem is. Most of the value sits in the decisions underneath: who is on the list, how they got there, when you talk to them, and about what.
A plan for what to fix first, why it matters and what it's worth. Revisited as the business changes rather than written once and filed.
Retention has a ceiling, and it's the number of people you're allowed to email or text. Most brands lose ground at signup without ever noticing.
Flows and campaigns across every channel you own, planned together so they stop competing for the same customer.
The channel that still arrives when your emails stop getting opened. Triggered off the same data, planned as part of the same sequence.
Most recurring revenue isn't cancelled, it's lost quietly through failed payments and people who drift off. This is where that gets fixed.
Most retention problems turn out to be data problems in a creative disguise. Wrong segments, stale profiles, a list that isn't as healthy as the reports suggest.
Which numbers deserve a decision, and which are noise that will revert next month.
When there's nobody to build it, or nobody with the time, I build it. You get the work, not a document.
Not sure which of these you actually need? That is usually the first thing worth working out, and it takes one conversation.
Book a conversation →I run retention marketing in-house every week, across Klaviyo, SMS, push and subscription lifecycle. So the plans your team gets are written by someone who has to live with plans like them, which tends to remove the parts that sound good and build badly.
It also keeps the estimates honest. If something will take your team three weeks rather than three days, the plan says so rather than leaving them to find out halfway through.
Want to know whether this fits your business? Fifteen minutes is enough to tell, and I will say so if it does not.
Book a conversation →If yours isn't here, email me and I'll answer it straight rather than routing you into a sales call.
No, and I'd usually rather you didn't. Most of this work happens alongside an agency: I set the direction, brief them properly and review what comes back, so you get more out of a retainer you're already paying for. A good agency with a clear brief beats a good agency guessing.
Where I fit best is the brands who were never going to sign a retainer in the first place. An in-house team that needs senior judgement a few days a month, a brand between agencies, or one whose setup is too small or too particular for a standard retainer. If what you actually need is an agency, I'll say so and point you at one.
Yes, when that's what you need. Flows, campaigns, segments, templates and the unglamorous data work behind them. I'm in these platforms every week, so there's no ramp-up.
If you already have people who build well, I'd rather spend the time on the decisions and let them execute. That's a conversation about where your hours are best spent, not a rule.
A monthly fee based on the time involved, quoted after I've looked at the account. I'd rather scope it properly than publish a number that's wrong for most of the brands who read it.
No long lock-in. Month to month with [30 days] notice once the first plan is delivered.
The plan exists within the first month. Real movement in the numbers usually takes a quarter, because retention marketing compounds rather than spikes. Anyone promising faster is describing a discount, not retention.
Not directly competing ones. Tell me who you consider a direct competitor when we start, and if a conflict ever comes up you hear about it from me first.
It stays between us. Nothing gets reused as an example, published or shared. I'll sign your NDA before we start, or send you mine. Access is on your terms and revoked whenever you want.
Someone who can make decisions, and access to the platforms. If you have people to build, I'll work through them. If you don't, I'll build it. What stalls retention marketing fastest is a plan with nobody empowered to act on it.
A short call to look at where retention marketing sits in your business, what's already working, and whether senior part-time ownership is actually what you need. Sometimes it isn't, and I'll say so.
Fifteen minutes, no pitch. We talk through where retention is leaking and whether senior part-time ownership is what you actually need.
Find a time → Or email hello@fourscoop.com