// client results + the work behind them

YOUR MARKETING CAN BE PERFORMING AND STILL BE LEAVING GROWTH BEHIND.

YOUR MARKETING CAN BE PERFORMING AND STILL BE LEAVING GROWTH BEHIND.

YOUR MARKETING CAN BE PERFORMING AND STILL BE LEAVING GROWTH BEHIND.

A healthy CPL, ROAS, or conversion rate doesn’t tell the whole story. OutSwarm finds the gaps between business goals, investment, customer experience, and execution—then determines what must change to close them.

A healthy CPL, ROAS, or conversion rate doesn’t tell the whole story. OutSwarm finds the gaps between business goals, investment, customer experience, and execution—then determines what must change to close them.

A healthy CPL, ROAS, or conversion rate doesn’t tell the whole story. OutSwarm finds the gaps between business goals, investment, customer experience, and execution—then determines what must change to close them.

SEE HOW WE FIND THE GAPS

SEE HOW WE FIND THE GAPS

// FEATURED CLIENT ENGAGEMENT

American Sentry Solar + American Design & Build

Strengthening the marketing system behind two connected home-services businesses.

Strengthening the marketing system behind two connected home-services businesses.

Strengthening the marketing system behind two connected home-services businesses.

OutSwarm aligned business goals, teams, investment, positioning, content, conversion, and campaigns—then transferred stronger operating systems back to the internal team.

OutSwarm aligned business goals, teams, investment, positioning, content, conversion, and campaigns—then transferred stronger operating systems back to the internal team.

Residential Solar + Home Improvement

Residential Solar + Home Improvement

Marketing Leadership and System Alignment

Marketing Leadership and System Alignment

Embedded Growth Leadership

Embedded Growth Leadership

CLEARER DECISIONS

Leadership gained a more complete view of marketing investment, priorities, capabilities, and performance.

A STRONGER CUSTOMER EXPERIENCE

Messaging, campaigns, and digital experiences became more consistent and responsive to customer needs.

GREATER INTERNAL CAPABILITY

The internal team gained clearer ownership, documented practices, and stronger operating systems.

// HOW THE WORK MOVED

American Sentry Solar and American Design & Build already had employees, external resources, active campaigns, and significant marketing activity underway. The challenge was not a lack of effort. Leadership needed a senior, independent view of how the work, people, investment, and performance connected to the goals of both businesses.

American Sentry Solar and American Design & Build already had employees, external resources, active campaigns, and significant marketing activity underway. The challenge was not a lack of effort. Leadership needed a senior, independent view of how the work, people, investment, and performance connected to the goals of both businesses.

// CLIENT PERSPECTIVE

“It’s rare to find a partner who combines creativity, strategy, and dedication so effectively. OutSwarm (formerly Buzzful Media) has become an integral part of our growth, and I couldn’t be more grateful for their support. I highly recommend them to any business looking to take their marketing to the next level.”

Joe Tunney

President & CEO, American Sentry Solar + American Design & Build

// CLIENT PERSPECTIVE

“It’s rare to find a partner who combines creativity, strategy, and dedication so effectively. OutSwarm (formerly Buzzful Media) has become an integral part of our growth, and I couldn’t be more grateful for their support. I highly recommend them to any business looking to take their marketing to the next level.”

Joe Tunney

President & CEO, American Sentry Solar + American Design & Build

// MORE CLIENT ENGAGEMENTS

More work to explore.

More work to explore.

More work to explore.

The featured engagement is one example. Explore additional client situations, decisions, and outcomes from across the work.

The featured engagement is one example. Explore additional client situations, decisions, and outcomes from across the work.

// THE PERFORMANCE PARADOX

The dashboard can be green while the business is red.

The dashboard can be green while the business is red.

The dashboard can be green while the business is red.

CPL is declining

But lead quality and close rates may be deteriorating.

ROAS is improving

But growth may remain constrained by limited reach, weak retention, or insufficient investment.

Traffic is increasing

But high-value customers may still encounter friction before converting.

Revenue is growing

But profitability, repeat purchasing, or customer value may be weakening.

Campaigns are active

But teams, priorities, customer experiences, and executive goals may remain disconnected.

Conversion is increasing

But discounting, lower-value customers, or a weaker revenue mix may be driving the lift.

// WHAT THE DASHBOARD CAN’T TELL YOU

Channel metrics tell you what happened inside a channel. They do not necessarily tell you whether marketing is attracting the right customers, creating profitable demand, or moving the company toward its goals.

Channel metrics tell you what happened inside a channel. They do not necessarily tell you whether marketing is attracting the right customers, creating profitable demand, or moving the company toward its goals.

Channel metrics tell you what happened inside a channel. They do not necessarily tell you whether marketing is attracting the right customers, creating profitable demand, or moving the company toward its goals.

// THE OUTSWARM DIAGNOSTIC

We look for the distance between current performance and required performance.

We look for the distance between current performance and required performance.

We look for the distance between current performance and required performance.

We begin with what the business is trying to accomplish—not with a predetermined channel, campaign, or deliverable. Then we examine the complete system producing the current result.

We begin with what the business is trying to accomplish—not with a predetermined channel, campaign, or deliverable. Then we examine the complete system producing the current result.

THE COMPLETE GROWTH SYSTEM

GOALS → INVESTMENT → AUDIENCE → ACQUISITION → EXPERIENCE → RETENTION → ADVOCACY

Swipe through the six diagnostic lenses.

01 — EXECUTIVE GOALS

What does the business actually need marketing to accomplish?

What does the business actually need marketing to accomplish?

We align on the commercial objective, the timeframe, the customer behavior required, and how leadership will recognize meaningful progress.

02 — EXISTING EFFORTS

What is already in motion?

What is already in motion?

We examine current initiatives, historical investment, campaigns, content, technology, external partners, internal responsibilities, and previous decisions.

03 — PERFORMANCE

What is working—and what is the reporting concealing?

What is working—and what is the reporting concealing?

We compare channel performance, customer quality, conversion, retention, and operational traction against both relevant benchmarks and executive expectations.

04 — CUSTOMER EXPERIENCE

Where are customers losing confidence, interest, or momentum?

Where are customers losing confidence, interest, or momentum?

We map the moments between first exposure and long-term advocacy, looking for missing information, irrelevant engagement, unnecessary friction, and broken handoffs.

05 — CAPABILITY AND OWNERSHIP

Can the organization execute and sustain what growth requires?

Can the organization execute and sustain what growth requires?

We evaluate responsibilities, decision rights, team capacity, external resources, meeting cadence, and the systems required to keep the work moving.

06 — THE PATH FORWARD

What must change—and what will it take?

What must change—and what will it take?

We define the priorities, investment, resources, timeline, ownership, and success measures required to close the gap.

01 — EXECUTIVE GOALS

What does the business actually need marketing to accomplish?

We align on the commercial objective, the timeframe, the customer behavior required, and how leadership will recognize meaningful progress.

02 — EXISTING EFFORTS

What is already in motion?

We examine current initiatives, historical investment, campaigns, content, technology, external partners, internal responsibilities, and previous decisions.

03 — PERFORMANCE

What is working—and what is the reporting concealing?

We compare channel performance, customer quality, conversion, retention, and operational traction against both relevant benchmarks and executive expectations.

04 — CUSTOMER EXPERIENCE

Where are customers losing confidence, interest, or momentum?

We map the moments between first exposure and long-term advocacy, looking for missing information, irrelevant engagement, unnecessary friction, and broken handoffs.

05 — CAPABILITY AND OWNERSHIP

Can the organization execute and sustain what growth requires?

We evaluate responsibilities, decision rights, team capacity, external resources, meeting cadence, and the systems required to keep the work moving.

06 — THE PATH FORWARD

What must change—and what will it take?

We define the priorities, investment, resources, timeline, ownership, and success measures required to close the gap.

// WHY THE SYSTEM MATTERS

Small gains. Connected. Compounded.

Small gains. Connected. Compounded.

Small gains. Connected. Compounded.

Growth improvements do not remain in separate boxes. More relevant acquisition creates better engagement. Better engagement improves conversion. Better conversion makes existing investment work harder. Stronger retention increases the value created by every customer acquired.

ILLUSTRATIVE COMPOUNDING MODEL

THREE CONNECTED 10% IMPROVEMENTS CREATE 33.1% GREATER OUTPUT.

THREE CONNECTED 10% IMPROVEMENTS CREATE 33.1% GREATER OUTPUT.

+10%

ACQUISITION QUALITY

+10%

→

CONVERSION

+10%

→

RETENTION OR CUSTOMER VALUE

+10%

COMPOUNDED EFFECT

33.1%

Illustrative mathematical model only. It is not a forecast, guarantee, or reported client result.

Compounded effect 33.1%

INDUSTRY CONTEXT

5% more retention can increase profits by 25%–95%.

5% more retention can increase profits by 25%–95%.

5% more retention can increase profits by 25%–95%.

Bain’s research demonstrates why customer value and retention cannot be treated as secondary marketing metrics. The effect varies significantly by industry, economics, and customer behavior.

Bain’s research demonstrates why customer value and retention cannot be treated as secondary marketing metrics. The effect varies significantly by industry, economics, and customer behavior.

SOURCE: BAIN & COMPANY, LOYALTY RULES

Industry research for context—not an OutSwarm result or promised outcome.

Why leaders keep us in the room

Why leaders keep us in the room

Why leaders keep us in the room

“Chris tells you what he thinks, whether it’s what you want to hear or not. Every meeting brought fresh ideas and insights, and at times I genuinely felt like I was their only client.”

Anthony Lee

CEO, Zap Mortgage

“Chris tells you what he thinks, whether it’s what you want to hear or not. Every meeting brought fresh ideas and insights, and at times I genuinely felt like I was their only client.”

Anthony Lee

CEO, Zap Mortgage

“Most agencies pitched the biggest retainer they could. Chris recommended a path that fit our stage and budget, not his. That level of honesty and long-term thinking is rare.”

Scott Panek

CEO, Plan2Placement

“Most agencies pitched the biggest retainer they could. Chris recommended a path that fit our stage and budget, not his. That level of honesty and long-term thinking is rare.”

Scott Panek

CEO, Plan2Placement

Christopher has been an excellent fractional CMO. He digs in to understand the business and is very efficient. He’s helped us think through the value proposition and positioned us to relay that well to our target audience.

Bill Schafer

CEO, Enzi Motors

Christopher has been an excellent fractional CMO. He digs in to understand the business and is very efficient. He’s helped us think through the value proposition and positioned us to relay that well to our target audience.

Bill Schafer

CEO, Enzi Motors

// OUR STANDARD FOR PROOF

Specific about the work. Careful with the data.

Specific about the work. Careful with the data.

Specific about the work. Careful with the data.

Our work frequently involves confidential financial performance, customer data, investment decisions, and internal operations. We don’t publish client metrics without permission. Where results must remain private, we show what was examined, what was discovered, which decisions changed, what was built, and what the organization became capable of doing.

// BRING US THE PROBLEM

We are big thinkers and even bolder doers.

We are big thinkers and even bolder doers.

We are big thinkers and even bolder doers.

Bring us the goals, numbers, initiatives, and constraints. We’ll help determine where growth is leaking, what must change, and what closing the gap will require.

BRING US THE PROBLEM

BRING US THE PROBLEM

SEE HOW WE ENGAGE

© 2026 OutSwarm. All rights reserved.

© 2026 OutSwarm. All rights reserved.