Elizabeth CarpenterWeekly
scorecard.
Performance in context.
Decisions with direction.
among executive readers
Account leadership.
Analysis. Recommendations.
Turn reporting
into direction.
At Refuel Agency, I led the Healthcare Services Client relationship across positioning, campaign strategy, events, and executive reporting. The weekly scorecard brought pacing, channel performance, funnel gaps, and recommendations to executive and board-level readers.
My role: Account direction, analysis, executive communication, and field-team coordination.
My remit connected client leadership, creative and campaign teams, and the people representing the business in the field.
ACCOUNT LEADERSHIP / EXECUTIVE ACCOUNTABILITY
Own the relationship. Organize the response.
I led the account across positioning, campaigns, trade shows, and executive reporting, connecting client leadership with creative, media, analytics, and event teams.
Executive audience
Weekly scorecards for the chief commercial officer, fractional CMO, chief executive, and two board directors.
Investment visibility
Reporting connected media spend, acquisition costs, monthly pacing, and attribution questions with budget recommendations and next steps.
Delivery responsibility
Campaign coordination, trade-show planning, booth operations, field-team coaching, lead capture, and post-event recommendations.
Account leadership and reporting responsibilities documented in my September 2026 career materials. Client media spend shown below describes the program reported on.
CAMPAIGN SCALE / FEBRUARY 1–28, 2026
Read platform activity in its proper context.
The February media dashboard provides a broader view of the campaign environment, alongside the weekly business reporting below.
The same dashboard reports 15,952,841 impressions, 207,489 clicks, and a 1.30% click-through rate. These measures describe advertising activity. Cross-platform conversion counts are not assumed to represent unique people, qualified leads, closed sales, or incremental revenue.
My contribution: account direction, performance interpretation, and executive recommendations. Media delivery and platform reporting were team outputs. Source: February 2026 client media dashboard exported March 2, 2026. The platform dashboard and weekly business reports use different reporting windows and measure definitions.
PIPELINE & PERFORMANCE / AUGUST 2025–FEBRUARY 2026
Show the acquisition arc, not just the latest week.
The longer view connected investment, channel quality, conversion, and sales velocity across six acquisition channels.
Efficiency improved
Reported cost per lead moved from $70 to $63 while monthly working media exceeded $500K.
Channel quality mattered more than raw volume
Earned and owned channels produced 62.1% of customers from 40.2% of lead volume. Referral indexed at 2.36 times its share of the funnel.
Conversion strengthened
Organic conversion increased from 17.2% to 33.68%, and service-plan adoption increased from 18.42% to 33.70%.
The business result stayed in view
February revenue reached $5.76M, up 7.7% year over year.
My contribution: account leadership, report authorship, interpretation, and recommendations. These are client-program results represented in my reporting, not claims that I alone caused the revenue or conversion changes. The February blended CAC and dependent month-over-month and October-to-February comparisons are intentionally excluded because the stated CAC does not reconcile against that report’s spend and funnel.
FEATURED EXAMPLE / MEASUREMENT JUDGMENT
Check the attribution before moving the budget.
When advertising-platform activity and client reporting told different stories, the next step was to investigate the discrepancy before treating one channel as a poor performer.
The initial recommendation
The January performance review recommended reallocating budget away from a paid-search channel because reported downstream volume appeared weak.
The evidence that challenged it
In a later team review, media specialists reported that leads had been misclassified. Platform conversions and client-system lead counts did not reconcile. Those measures are not interchangeable, and the discrepancy weakened the case for judging the channel from the client report alone.
My contribution
I raised questions about source tracking across reporting tools and committed to organizing discrepancies by platform and issue in the team’s project tracker. Subsequent account notes assigned me follow-up on the technical ticket and resolution timeline.
The decision the evidence supported
Reconcile the reporting sources and reassess the channel recommendation. Media specialists considered a revised budget mix while the attribution work remained open. This was a shared account-team response; I owned the account follow-up, not the technical implementation or every media decision.
Documented status: The records establish the discrepancy, the team’s reassessment, and my assigned follow-up. They do not establish a completed attribution repair, recovered revenue, or a causal performance lift. Anonymized summary of the January 2026 performance review, February 27 team discussion, and March 3 working status notes. Raw internal reports are not reproduced here.
FROM PERFORMANCE TO A MANAGEMENT QUESTION
Make the conversion gap visible.
The February 1-7, 2026 report showed why lead volume alone could not establish campaign efficiency.
What the data showed
Leads rose 24.7%, gross sales fell 12.7%, and direct advertising spend increased 39.1% from the prior week.
What I brought to leadership
A scorecard connecting acquisition costs, channel performance, funnel gaps, and next-step recommendations. The decision was where to investigate conversion, timing, and attribution before treating volume growth as a return on investment.
What the work established
A recurring executive view of performance and its limits, with audience-specific positioning and coordinated campaign and event delivery. The available reports do not establish a later sales lift from these recommendations.
STRATEGY BEHIND THE REPORTING
A connected view of the account.
Explore the positioning and employer-program work that supported the same account relationship.
RECOMMENDATION → DECISION → FOLLOW-THROUGH
What happened after the report?
- What I recommended
- I recommended reading lead growth alongside conversion and acquisition cost, investing in stronger-converting organic and referral sources, and continuing data-team reviews to resolve attribution gaps. The goal was to give leadership a sounder basis for budget and follow-up decisions.
- What was approved
- The March 3 status report records approval of the March newsletter and 16 social posts, plus confirmation of incremental media spending. The positioning document was completed and still in review. The record does not identify a single executive approver or confirm that my earlier channel-reallocation proposal was adopted.
- What happened next
- Content moved into scheduling, the media tracking sheet was updated and shared, and the technical lead configured link-click tracking and page-level reporting. I coordinated account follow-through and spend tracking with the buying team. Platform-to-CRM attribution remained an open issue.
These records show recommendations followed by documented approvals and delivery activity. They do not establish a causal revenue lift.
ORIGINAL PROFESSIONAL WORK · ANONYMIZED
Inspect the working reports.
Selected excerpts retain the original report formatting. New captions identify my contribution; client identifiers and colleague names have been removed. Performance data and specialist implementation came from the wider team.
My contribution: executive reporting, interpretation, and recommendations.
Open original excerpts · PDF ↗ DECEMBER 2025Monthly performance reviewMy contribution: reporting and interpretation of channel performance and attribution gaps.
Open original slide · PDF ↗ MARCH 3, 2026Approval & account follow-throughMy contribution: account leadership, team coordination, and media-spend follow-through.
Open original excerpts · PDF ↗REFUEL AGENCY / ANONYMIZED CLIENT REPORTING
The numbers. The interpretation. The decision.
Selected figures from the February 1–7, 2026 weekly report show the business performance I helped leadership interpret.
The strategic read: Leads increased while gross sales fell 12.7% and spend rose 39.1%. That combination called for attention to conversion, timing, and attribution before treating volume growth as an efficiency win.
Explore the weekly performance, funnel, and channel data
| Measure | Reporting week | Prior week | Change |
|---|---|---|---|
| Total leads | 2,754 | 2,209 | +545 · +24.7% |
| Gross sales | 414 | 474 | −60 · −12.7% |
| Direct ad spend | $73,480 | $52,820 | +$20,660 · +39.1% |
| CPL | $26.68 | $23.91 | +$2.77 |
| CAC | $177.49 | $111.43 | +$66.06 |
| Days to close | 1.36 | 1.00 | +0.36 days |
| Payment-option adoption | 34.78% | 30.80% | +3.98 percentage points |
| Stage | Count | Share |
|---|---|---|
| All leads | 2,754 | 100% |
| Marketing-qualified | 1,475 | 53.56% of leads |
| Sales-qualified | 387 | 14.05% of leads |
| Converted leads | 298 | 10.82% of leads |
| Clients | 244 | 8.86% of leads |
| Source | Leads | Converted | Rate |
|---|---|---|---|
| Organic search | 133 | 31 | 23.31% |
| Referral | 109 | 23 | 21.10% |
| Direct | 216 | 43 | 19.91% |
| Marketing email | 101 | 12 | 11.88% |
| Google Ads | 1,471 | 93 | 6.32% |
| Meta | 346 | 15 | 4.34% |
| Other | 378 | 81 | 21.43% |
The report also records 144 payment-option sales (34.78% of 414), compared with a 27% adoption target, a 7.78-point difference. Payment mix includes 155 paid-in-full sales (37.44%) and 115 other-plan sales (27.78%). These are reported client measures, not results attributed solely to my work.
Explore the December 2025 monthly reporting detail
| Measure | Reported value | Context |
|---|---|---|
| Total sales | 1,205 | December 1–31, 2025 |
| Payment-option sales / share | 325 · 26.97% | Remaining product: 880 sales · 73.03% |
| Media spend / platform conversions | $474,704 · 8,166 | $58.13 average platform CPA |
| CRM leads / converted | 7,690 · 992 | 12.90% reported conversion rate |
| Referral leads / converted | 319 · 92 | 28.84% conversion |
| Organic search leads / converted | 268 · 72 | 26.87% conversion |
| Direct leads / converted | 1,211 · 201 | 16.60% conversion |
| Google Ads leads / converted | 4,546 · 390 | 8.58% conversion |
| Other leads / converted | 1,260 · 222 | 17.62% conversion; classification opportunity |
| Meta platform / CRM activity | 1,595 platform conversions · 16 CRM leads | 3 converted CRM leads; attribution gap flagged |
| TikTok platform / CRM activity | 324 platform conversions · 0 attributed CRM sales | Attribution gap flagged |
| Daily lead pacing | 12.3 leads per representative | Compared with a 10-per-day goal |
| Newsletter recipients | 250,232 | December 24 · 3.85% reported open rate |
| Provider email open rates | 22.83% · 42.39% · 23.91% · 29.35% | December 1, 15, 22, and 29; 95 / 93 / 93 / 93 recipients |
| Channel | Spend | Platform conversions |
|---|---|---|
| Google Ads | $330,930 | 5,634 |
| Meta | $55,740 | 1,595 |
| Display | $57,905 | 202 |
| TikTok | $22,970 | 324 |
| Bing | $7,159 | 411 |
| Total | $474,704 | 8,166 |
Platform conversions and CRM leads measure different activity and are not added together. Attribution gaps were open in the source report. Missing revenue attribution prevented a defensible ROAS claim.
Sources: February 1–7, 2026 Weekly Marketing Highlights and December 2025 Monthly Performance Report. The reports identify Power BI, RAMP, Salesforce, and email-platform data. Figures are reproduced from those reports, not independently audited platform extracts. Source inconsistencies are excluded from the public comparison.