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How one tech company is doing marketing without cookies

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How one tech company is doing marketing without cookies

How do you do digital marketing without third-party cookies? How will it impact your marketing and your marketing technology? Despite several years of warnings, half of marketing professionals don’t think their organizations are ready for deprecation, according to a study by Basis Technologies.

Sentry.io got rid of all advertising and tracking cookies last July. Elaine Szu, the company’s Vice President of Global Marketing, says that even with more than a year of planning, there were still things that surprised them.

“You just don’t even necessarily realize how deeply entrenched an advertising cookie can be in the ecosystem and in all the tooling that you use,” she said. 

Sentry provides SaaS error and performance monitoring to developers. The deprecation of cookies wasn’t the only thing behind making this change. Szu and her team were reviewing how the company connects with its customers and were concerned about over-relying on Google for acquisition.

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Dig deeper: Web analytics is badly broken

“Most sane rational marketers would say, ‘Well, we should delay [getting rid of cookies] as long as possible,’” she said. “We took a slightly different approach. We’ve been thinking about it since 2022. That was largely driven by conversations about our overall customer acquisition strategy, the different sources we look at to get in front of our audience, and the customer journey overall.”

The cost of keeping cookies

While there was a lot of concern about the impact of this on customer acquisition, there was also a lot of concern about how customers would react if they didn’t get rid of cookies. Sentry’s customers are developers and, as Szu put it, “Developers by definition are very, very, allergic to being tracked.” 

Also, developers are hyper-sensitive to anything that even smacks of standard marketing. This has always been at the core of Sentry’s efforts to connect with them. 

The software Sentry sells is based on an open-source program and is itself open-source. Developers can modify and use it as long as they agree not to compete with the company for two years after purchase. As it says on the company website, “Sentry is an open-source company because the right to learn and to share what is learned with others is fundamental to product growth and relevance.”

The community of open-source developers will push back hard if their values aren’t respected. However, if they see a company as authentic and in synch with those values they are incredibly loyal and happily tell others.

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“We’ve been very conscious and thoughtful about the fact that we don’t push monetization or marketing onto that open-source community,” said Szu. “We’ve really been investing in developer content, technical tutorials, building this more of an educational approach to marketing and letting the developer then choose when they’re ready to speak to us and talk to us.”

In short, their customer base is people who were likely to notice and react positively to Sentry removing cookies from its site.

What could go wrong?

The Sentry team wasn’t only worried about customer acquisition without cookies. There was also the issue of the impact on their technology and data collection.

Matt Henderson, the company’s global marketing lead, put it this way in a blog post: “As a growth marketer, I was excited at the prospect of it, but then I started thinking about all of the things that are going to break. The initial response I had was to raise concerns for why we shouldn’t do it or to delay it.”

Here are the breakpoints that initially worried him:

  • Attribution models (first and multi-touch in Sentry’s case).
  • Marketing reports in our business insights tool.
  • Google Analytics.
  • All SEO reporting (built on GA and GA4).
  • Google Ads smart bidding.
  • Procurement of onboarding new tools.
  • Remarketing.

For Szu, this meant the team would have to go back to the marketing mindset people used when search marketing was still in its infancy. 

“It’s almost like going back to a decade ago when it was less about pushing constantly and moving more towards a pull mechanism,” she said. “You have to create great brand investments that are consistent, that are resonant. More thoughtfulness in the way that you market and educate the world, and using creative ways to get in front of the audience versus trying to force them into your funnel.”

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What they didn’t expect

While the Sentry team had a pretty good idea of how the loss of cookies would affect their technology, they didn’t understand all the ways it would affect working with the rest of the digital world. For example, partner peer reviews were an important part of their marketing. Those reviews are driven by using a cookie, so they can’t be used anymore.

“It’s not something we anticipated because it’s not something you’re not thinking about,” Szu said. “You’re thinking more about your directly owned and operated property, tracking attribution, retargeting capabilities. We were aware that retargeting our core traffic would need to be revamped. We knew we would have to focus on UTM parameters and rebuilding all of our business intelligence to build UTM parameters. That was all anticipated. It’s these third parties and other areas that we didn’t really think through.”

Dig deeper: 5 GA4 issues and why they’re a good thing

Unanticipated problems with just hosting videos caused them a last-minute problem and delayed the relaunch of the Sentry’s website by two weeks. Sentry had been posting recordings of its workshops to YouTube and then embedding them on their website. However, doing that means YouTube embeds a cookie on the site. Once the team understood that, they had to upload all their videos to Vimeo and then redirected all of the website-hosted videos to Vimeo.

What may break

Here is Matt Henderson’s list of the other things they hadn’t realized would cause them problems once they removed all tracks on their website. “Some of these were more due to extreme measures we took by removing user tracking and the cookie banner as a whole, but most were due to the removal of cookies,” he writes.

  • Our GCLID from Google Ads passing onto our site.
  • Our bot-blocking tool for ads relying on both a pixel and GCLID.
  • Lookalike modeling not being an option b/c of data sharing with ad platforms.
  • Not being able to use Salesforce x Google Ads integration.
  • Completely losing signups from display marketing and YouTube.
  • Losing referrer data for content analysis.
  • 4xing our website’s 404s and redirects by accident (whoops).

The last point helped the team improve the quality of the website by identifying old pages that hadn’t been updated and weren’t being used properly.

Getting rid of all the cookies requiring visitor consent also let Sentry get rid of a ubiquitous, often overlooked irritant: The consent banner. 

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“That in and of itself is sort of the first disruption that every user has to every website right now,” said Szu. “[Visitors] are like, ‘I don’t even want to have to think about this. I was just trying to look at this one product.’ So, we were able to reduce the friction in the user experience — that’s part of our core values.”

What do you do without targeting data?

The Sentry team knew that the lack of signals with Google would have a severe impact on their traffic. They decided to approach it as an opportunity to learn other ways to find their audience. 

“Display and other channels were severely hampered after cookie removal,” writes Henderson. “Our traditional retargeting motion died off pretty quickly as we couldn’t use GA4’s audiences or our Google Ads pixel.”

Dig deeper: Alternatives to third-party cookies: The state of play

They decided to rely on ad engagement retargeting — rather than traditional retargeting — on most of their ad channels. That isn’t the same thing, of course, but it gave them a semblance of a funnel. So they tailored ads to focus on the middle and bottom of the funnel to their existing audience.

At the same time, they realized prospecting for customers with display ads wasn’t working out for them. Szu and her team repurposed that budget for sponsorships and publishers they knew appealed to their core audience. “This may produce less flashy conversion counts depending on your business, but it gave us a place to tell our story to our audience,” writes Henderson. 

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Strategies for different channels

Once the cookies were gone, CPC in Google Search increased by about 30%. To mitigate the drop in audience numbers they recommend using hashed pass-backs or offline signals/APIs and smart strategies like Target CPA bidding and Maximize Conversions.

  • For Google Search, they went back to using Enhanced CPC and Max Clicks which optimize for less important factors than they could with data from cookies. They now monitor negative keywords and regional data more closely and use it as a proxy for a bidding model to sort through user intent.
  • For YouTube, they used Target CPV for any video viewer or engagement and Target CPM for awareness. They couldn’t use video action campaigns anymore so they focused more on reach. The results have been impressive: “We ended up 13xing our views on our videos period over period, and are getting more quality site visitors than we used to,” writes Henderson.  The benchmarks for view rate are at industry average and above the benchmark from Google. so this ended up being a successful shift. They also had 100% growth in people mentioning they heard us from YouTube in their onboarding survey quarter over quarter. 
  • For Display, they shifted to viewable CPM, this cut the cost nearly in half and produced a large increase in impressions (+20%) month over month. However, conversions tailed off and then dropped off of a cliff with the shift in bidding models.

The specifics of Sentry’s case won’t apply to every organization. How many places have a customer base that will appreciate or even notice the absence of cookies? Szu and Henderson know that. By sharing their journey, they hope people will understand that going cookieless is very doable and can result in better, more creative marketing. 

As part of the company’s belief that sharing “what is learned with others is fundamental to product growth and relevance,” the Sentry team is putting up in-depth blog posts about life after cookies.

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5 Psychological Tactics to Write Better Emails

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5 Psychological Tactics to Write Better Emails

Welcome to Creator Columns, where we bring expert HubSpot Creator voices to the Blogs that inspire and help you grow better.

I’ve tested 100s of psychological tactics on my email subscribers. In this blog, I reveal the five tactics that actually work.

You’ll learn about the email tactic that got one marketer a job at the White House.

You’ll learn how I doubled my 5 star reviews with one email, and why one strange email from Barack Obama broke all records for donations.

→ Download Now: The Beginner's Guide to Email Marketing [Free Ebook]

5 Psychological Tactics to Write Better Emails

Imagine writing an email that’s so effective it lands you a job at the White House.

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Well, that’s what happened to Maya Shankar, a PhD cognitive neuroscientist. In 2014, the Department of Veterans Affairs asked her to help increase signups in their veteran benefit scheme.

Maya had a plan. She was well aware of a cognitive bias that affects us all—the endowment effect. This bias suggests that people value items higher if they own them. So, she changed the subject line in the Veterans’ enrollment email.

Previously it read:

  • Veterans, you’re eligible for the benefit program. Sign up today.

She tweaked one word, changing it to:

  • Veterans, you’ve earned the benefits program. Sign up today.

This tiny tweak had a big impact. The amount of veterans enrolling in the program went up by 9%. And Maya landed a job working at the White House

Boost participation email graphic

Inspired by these psychological tweaks to emails, I started to run my own tests.

Alongside my podcast Nudge, I’ve run 100s of email tests on my 1,000s of newsletter subscribers.

Here are the five best tactics I’ve uncovered.

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1. Show readers what they’re missing.

Nobel prize winning behavioral scientists Daniel Kahneman and Amos Tversky uncovered a principle called loss aversion.

Loss aversion means that losses feel more painful than equivalent gains. In real-world terms, losing $10 feels worse than how gaining $10 feels good. And I wondered if this simple nudge could help increase the number of my podcast listeners.

For my test, I tweaked the subject line of the email announcing an episode. The control read:

“Listen to this one”

In the loss aversion variant it read:

“Don’t miss this one”

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It is very subtle loss aversion. Rather than asking someone to listen, I’m saying they shouldn’t miss out. And it worked. It increased the open rate by 13.3% and the click rate by 12.5%. Plus, it was a small change that cost me nothing at all.

Growth mindset email analytics

2. People follow the crowd.

In general, humans like to follow the masses. When picking a dish, we’ll often opt for the most popular. When choosing a movie to watch, we tend to pick the box office hit. It’s a well-known psychological bias called social proof.

I’ve always wondered if it works for emails. So, I set up an A/B experiment with two subject lines. Both promoted my show, but one contained social proof.

The control read: New Nudge: Why Brands Should Flaunt Their Flaws

The social proof variant read: New Nudge: Why Brands Should Flaunt Their Flaws (100,000 Downloads)

I hoped that by highlighting the episode’s high number of downloads, I’d encourage more people to listen. Fortunately, it worked.

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The open rate went from 22% to 28% for the social proof version, and the click rate, (the number of people actually listening to the episode), doubled.

3. Praise loyal subscribers.

The consistency principle suggests that people are likely to stick to behaviours they’ve previously taken. A retired taxi driver won’t swap his car for a bike. A hairdresser won’t change to a cheap shampoo. We like to stay consistent with our past behaviors.

I decided to test this in an email.

For my test, I attempted to encourage my subscribers to leave a review for my podcast. I sent emails to 400 subscribers who had been following the show for a year.

The control read: “Could you leave a review for Nudge?”

The consistency variant read: “You’ve been following Nudge for 12 months, could you leave a review?”

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My hypothesis was simple. If I remind people that they’ve consistently supported the show they’ll be more likely to leave a review.

It worked.

The open rate on the consistency version of the email was 7% higher.

But more importantly, the click rate, (the number of people who actually left a review), was almost 2x higher for the consistency version. Merely telling people they’d been a fan for a while doubled my reviews.

4. Showcase scarcity.

We prefer scarce resources. Taylor Swift gigs sell out in seconds not just because she’s popular, but because her tickets are hard to come by.

Swifties aren’t the first to experience this. Back in 1975, three researchers proved how powerful scarcity is. For the study, the researchers occupied a cafe. On alternating weeks they’d make one small change in the cafe.

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On some weeks they’d ensure the cookie jar was full.

On other weeks they’d ensure the cookie jar only contained two cookies (never more or less).

In other words, sometimes the cookies looked abundantly available. Sometimes they looked like they were almost out.

This changed behaviour. Customers who saw the two cookie jar bought 43% more cookies than those who saw the full jar.

It sounds too good to be true, so I tested it for myself.

I sent an email to 260 subscribers offering free access to my Science of Marketing course for one day only.

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In the control, the subject line read: “Free access to the Science of Marketing course”

For the scarcity variant it read: “Only Today: Get free access to the Science of Marketing Course | Only one enrol per person.”

130 people received the first email, 130 received the second. And the result was almost as good as the cookie finding. The scarcity version had a 15.1% higher open rate.

Email A/B test results

5. Spark curiosity.

All of the email tips I’ve shared have only been tested on my relatively small audience. So, I thought I’d end with a tip that was tested on the masses.

Back in 2012, Barack Obama and his campaign team sent hundreds of emails to raise funds for his campaign.

Of the $690 million he raised, most came from direct email appeals. But there was one email, according to ABC news, that was far more effective than the rest. And it was an odd one.

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The email that drew in the most cash, had a strange subject line. It simply said “Hey.”

The actual email asked the reader to donate, sharing all the expected reasons, but the subject line was different.

It sparked curiosity, it got people wondering, is Obama saying Hey just to me?

Readers were curious and couldn’t help but open the email. According to ABC it was “the most effective pitch of all.”

Because more people opened, it raised more money than any other email. The bias Obama used here is the curiosity gap. We’re more likely to act on something when our curiosity is piqued.

Email example

Loss aversion, social proof, consistency, scarcity and curiosity—all these nudges have helped me improve my emails. And I reckon they’ll work for you.

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It’s not guaranteed of course. Many might fail. But running some simple a/b tests for your emails is cost free, so why not try it out?

This blog is part of Phill Agnew’s Marketing Cheat Sheet series where he reveals the scientifically proven tips to help you improve your marketing. To learn more, listen to his podcast Nudge, a proud member of the Hubspot Podcast Network.

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The power of program management in martech

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The power of program management in martech

As a supporter of the program perspective for initiatives, I recognize the value of managing related projects, products and activities as a unified entity. 

While one-off projects have their place, they often involve numerous moving parts and in my experience, using a project-based approach can lead to crucial elements being overlooked. This is particularly true when building a martech stack or developing content, for example, where a program-based approach can ensure that all aspects are considered and properly integrated. 

For many CMOs and marketing organizations, programs are becoming powerful tools for aligning diverse initiatives and driving strategic objectives. Let’s explore the essential role of programs in product management, project management and marketing operations, bridging technical details with business priorities. 

Programs in product management

Product management is a fascinating domain where programs operate as a strategic framework, coordinating related products or product lines to meet specific business objectives.

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Product managers are responsible for defining a product or product line’s strategy, roadmap and features. They work closely with program managers, who ensure alignment with market demands, customer needs and the company’s overall vision by managing offerings at a program level. 

Program managers optimize the product portfolio, make strategic decisions about resource allocation and ensure that each product contributes to the program’s goals. One key aspect of program management in product management is identifying synergies between products. 

Program managers can drive innovation and efficiency across the portfolio by leveraging shared technologies, customer insights, or market trends. This approach enables organizations to respond quickly to changing market conditions, seize emerging opportunities and maintain a competitive advantage. Product managers, in turn, use these insights to shape the direction of individual products.

Moreover, programs in product management facilitate cross-functional collaboration and knowledge sharing. Program managers foster a holistic understanding of customer needs and market dynamics by bringing together teams from various departments, such as engineering, marketing and sales.

Product managers also play a crucial role in this collaborative approach, ensuring that all stakeholders work towards common goals, ultimately leading to more successful product launches and enhanced customer satisfaction.

Dig deeper: Understanding different product roles in marketing technology acquisition

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Programs in project management

In project management, programs provide a structured approach for managing related projects as a unified entity, supporting broader strategic objectives. Project managers are responsible for planning, executing and closing individual projects within a program. They focus on specific deliverables, timelines and budgets. 

On the other hand, program managers oversee these projects’ coordination, dependencies and outcomes, ensuring they collectively deliver the desired benefits and align with the organization’s strategic goals.

A typical example of a program in project management is a martech stack optimization initiative. Such a program may involve integrating marketing technology tools and platforms, implementing customer data management systems and training employees on the updated technologies. Project managers would be responsible for the day-to-day management of each project. 

In contrast, the program manager ensures a cohesive approach, minimizes disruptions and realizes the full potential of the martech investments to improve marketing efficiency, personalization and ROI.

The benefits of program management in project management are numerous. Program managers help organizations prioritize initiatives that deliver the greatest value by aligning projects with strategic objectives. They also identify and mitigate risks that span multiple projects, ensuring that issues in one area don’t derail the entire program. Project managers, in turn, benefit from this oversight and guidance, as they can focus on successfully executing their projects.

Additionally, program management enables efficient resource allocation, as skills and expertise can be shared across projects, reducing duplication of effort and maximizing value. Project managers can leverage these resources and collaborate with other project teams to achieve their objectives more effectively.

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Dig deeper: Combining martech projects: 5 questions to ask

Programs in marketing operations

In marketing operations, programs play a vital role in integrating and managing various marketing activities to achieve overarching goals. Marketing programs encompass multiple initiatives, such as advertising, content marketing, social media and event planning. Organizations ensure consistent messaging, strategic alignment, and measurable results by managing these activities as a cohesive program.

In marketing operations, various roles, such as MOps managers, campaign managers, content managers, digital marketing managers and analytics managers, collaborate to develop and execute comprehensive marketing plans that support the organization’s business objectives. 

These professionals work closely with cross-functional teams, including creative, analytics and sales, to ensure that all marketing efforts are coordinated and optimized for maximum impact. This involves setting clear goals, defining key performance indicators (KPIs) and continuously monitoring and adjusting strategies based on data-driven insights.

One of the primary benefits of a programmatic approach in marketing operations is maintaining a consistent brand voice and message across all channels. By establishing guidelines and standards for content creation, visual design and customer interactions, marketing teams ensure that the brand’s identity remains cohesive and recognizable. This consistency builds customer trust, reinforces brand loyalty and drives business growth.

Programs in marketing operations enable organizations to take a holistic approach to customer engagement. By analyzing customer data and feedback across various touchpoints, marketing professionals can identify opportunities for improvement and develop targeted strategies to enhance the customer experience. This customer-centric approach leads to increased satisfaction, higher retention rates and more effective marketing investments.

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Dig deeper: Mastering the art of goal setting in marketing operations

Embracing the power of programs for long-term success

We’ve explored how programs enable marketing organizations to drive strategic success and create lasting impact by aligning diverse initiatives across product management, project management and marketing operations. 

  • Product management programs facilitate cross-functional collaboration and ensure alignment with market demands. 
  • In project management, they provide a structured approach for managing related projects and mitigating risks. 
  • In marketing operations, programs enable consistent messaging and a customer-centric approach to engagement.

Program managers play a vital role in maintaining strategic alignment, continuously assessing progress and adapting to changes in the business environment. Keeping programs aligned with long-term objectives maximizes ROI and drives sustainable growth.

Organizations that invest in developing strong program management capabilities will be better positioned to optimize resources, foster innovation and achieve their long-term goals.



As a CMO or marketing leader, it is important to recognize the strategic value of programs and champion their adoption across your organization. By aligning efforts across various domains, you can unlock the full potential of your initiatives and drive meaningful results. Try it, you’ll like it.

Fuel for your marketing strategy.

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Opinions expressed in this article are those of the guest author and not necessarily MarTech. Staff authors are listed here.

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2 Ways to Take Back the Power in Your Business: Part 2

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2 Ways to Take Back the Power in Your Business: Part 2

2 Ways to Take Back the Power in Your Business

Before we dive into the second way to assume power in your business, let’s revisit Part 1. 

Who informs your marketing strategy? 

YOU, with your carefully curated strategy informed by data and deep knowledge of your brand and audience? Or any of the 3 Cs below? 

  • Competitors: Their advertising and digital presence and seemingly never-ending budgets consume the landscape.
  • Colleagues: Their tried-and-true proven tactics or lessons learned.
  • Customers: Their calls, requests, and ideas. 

Considering any of the above is not bad, in fact, it can be very wise! However, listening quickly becomes devastating if it lends to their running our business or marketing department. 

It’s time we move from defense to offense, sitting in the driver’s seat rather than allowing any of the 3 Cs to control. 

It is one thing to learn from and entirely another to be controlled by. 

In Part 1, we explored how knowing what we want is critical to regaining power.

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1) Knowing what you want protects the bottom line.

2) Knowing what you want protects you from the 3 Cs. 

3) Knowing what you want protects you from running on auto-pilot.

You can read Part 1 here; in the meantime, let’s dive in! 

How to Regain Control of Your Business: Knowing Who You Are

Vertical alignment is a favorite concept of mine, coined over the last two years throughout my personal journey of knowing self. 

Consider the diagram below.

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Vertical alignment is the state of internal being centered with who you are at your core. 

Horizontal alignment is the state of external doing engaged with the world around you.

In a state of vertical alignment, your business operates from its core center, predicated on its mission, values, and brand. It is authentic and confident and cuts through the noise because it is entirely unique from every competitor in the market. 

From this vertical alignment, your business is positioned for horizontal alignment to fulfill the integrity of its intended services, instituted processes, and promised results. 

A strong brand is not only differentiated in the market by its vertical alignment but delivers consistently and reliably in terms of its products, offerings, and services and also in terms of the customer experience by its horizontal alignment. 

Let’s examine what knowing who you are looks like in application, as well as some habits to implement with your team to strengthen vertical alignment. 

1) Knowing who You are Protects You from Horizontal Voices. 

The strength of “Who We Are” predicates the ability to maintain vertical alignment when something threatens your stability. When a colleague proposes a tactic that is not aligned with your values. When the customer comes calling with ideas that will knock you off course as bandwidth is limited or the budget is tight. 

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I was on a call with a gal from my Mastermind when I mentioned a retreat I am excited to launch in the coming months. 

I shared that I was considering its positioning, given its curriculum is rooted in emotional intelligence (EQ) to inform personal brand development. The retreat serves C-Suite, but as EQ is not a common conversation among this audience, I was considering the best positioning. 

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She advised, “Sell them solely on the business aspects, and then sneak attack with the EQ when they’re at the retreat!” 

At first blush, it sounds reasonable. After all, there’s a reason why the phrase, “Sell the people what they want, give them what they need,” is popular.

Horizontal advice and counsel can produce a wealth of knowledge. However, we must always approach the horizontal landscape – the external – powered by vertical alignment – centered internally with the core of who we are. 

Upon considering my values of who I am and the vision of what I want for this event, I realized the lack of transparency is not in alignment with my values nor setting the right expectations for the experience.

Sure, maybe I would get more sales; however, my bottom line — what I want — is not just sales. I want transformation on an emotional level. I want C-Suite execs to leave powered from a place of emotional intelligence to decrease decisions made out of alignment with who they are or executing tactics rooted in guilt, not vision. 

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Ultimately, one of my core values is authenticity, and I must make business decisions accordingly. 

2) Knowing who You are Protects You from Reactivity.

Operating from vertical alignment maintains focus on the bottom line and the strategy to achieve it. From this position, you are protected from reacting to the horizontal pressures of the 3 Cs: Competitors, Colleagues, and Customers. 

This does not mean you do not adjust tactics or learn. 

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However, your approach to adjustments is proactive direction, not reactive deviations. To do this, consider the following questions:

First: How does their (any one of the 3 Cs) tactic measure against my proven track record of success?

If your colleague promotes adding newsletters to your strategy, lean in and ask, “Why?” 

  • What are their outcomes? 
  • What metrics are they tracking for success? 
  • What is their bottom line against yours? 
  • How do newsletters fit into their strategy and stage(s) of the customer journey? 

Always consider your historical track record of success first and foremost. 

Have you tried newsletters in the past? Is their audience different from yours? Why are newsletters good for them when they did not prove profitable for you? 

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Operate with your head up and your eyes open. 

Maintain focus on your bottom line and ask questions. Revisit your data, and don’t just take their word for it. 

2. Am I allocating time in my schedule?

I had coffee with the former CEO of Jiffy Lube, who built the empire that it is today. 

He could not emphasize more how critical it is to allocate time for thinking. Just being — not doing — and thinking about your business or department. 

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Especially for senior leaders or business owners, but even still for junior staff. 

The time and space to be fosters creative thinking, new ideas, and energy. Some of my best campaigns are conjured on a walk or in the shower. 

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Kasim Aslam, founder of the world’s #1 Google Ads agency and a dear friend of mine, is a machine when it comes to hacks and habits. He encouraged me to take an audit of my calendar over the last 30 days to assess how I spend time. 

“Create three buckets,” he said. “Organize them by the following:

  • Tasks that Generate Revenue
  • Tasks that Cost Me Money
  • Tasks that Didn’t Earn Anything”

He and I chatted after I completed this exercise, and I added one to the list: Tasks that are Life-Giving. 

Friends — if we are running empty, exhausted, or emotionally depleted, our creative and strategic wherewithal will be significantly diminished. We are holistic creatures and, therefore, must nurture our mind, body, soul, and spirit to maintain optimum capacity for impact. 

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I shared this hack with a friend of mine. Not only did she identify meetings that were costing her money and thus needed to be eliminated, but she also identified that particular meetings could actually turn revenue-generating! She spent a good amount of time each month facilitating introductions; now, she is adding Strategic Partnerships to her suite of services. 


ACTION: Analyze your calendar’s last 30-60 days against the list above. 

Include what is life-giving! 

How are you spending your time? What is the data showing you? Are you on the path to achieving what you want and living in alignment with who you want to be?

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Share with your team or business partner for the purpose of accountability, and implement practical changes accordingly. 


Finally, remember: If you will not protect your time, no one else will. 

3) Knowing who You are Protects You from Lack. 

“What are you proud of?” someone asked me last year. 

“Nothing!” I reply too quickly. “I know I’m not living up to my potential or operating in the full capacity I could be.” 

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They looked at me in shock. “You need to read The Gap And The Gain.”

I silently rolled my eyes.

I already knew the premise of the book, or I thought I did. I mused: My vision is so big, and I have so much to accomplish. The thought of solely focusing on “my wins” sounded like an excuse to abdicate personal responsibility. 

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But I acquiesced. 

The premise of this book is to measure one’s self from where they started and the success from that place to where they are today — the gains — rather than from where they hope to get and the seemingly never-ending distance — the gap.

Ultimately, Dr. Benjamin Hardy and Dan Sullivan encourage changing perspectives to assign success, considering the starting point rather than the destination.

The book opens with the following story:

Dan Jensen was an Olympic speed skater, notably the fastest in the world. But in each game spanning a decade, Jansen could not catch a break. “Flukes” — even tragedy with the death of his sister in the early morning of the 1988 Olympics — continued to disrupt the prediction of him being favored as the winner. 

1713005767 257 2 Ways to Take Back the Power in Your Business1713005767 257 2 Ways to Take Back the Power in Your Business

The 1994 Olympics were the last of his career. He had one more shot.

Preceding his last Olympics in 1994, Jansen adjusted his mindset. He focused on every single person who invested in him, leading to this moment. He considered just how very lucky he was to even participate in the first place. He thought about his love for the sport itself, all of which led to an overwhelming realization of just how much he had gained throughout his life.

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He raced the 1994 Olympic games differently, as his mindset powering every stride was one of confidence and gratitude — predicated on the gains rather than the gap in his life. 

This race secured him his first and only gold medal and broke a world record, simultaneously proving one of the most emotional wins in Olympic history. 

Friends, knowing who we are on the personal and professional level, can protect us from those voices of shame or guilt that creep in. 


PERSONAL ACTION: Create two columns. On one side, create a list of where you were when you started your business or your position at your company. Include skills and networks and even feelings about where you were in life. On the other side, outline where you are today. 

Look at how far you’ve come. 

COMPANY ACTION: Implement a quarterly meeting to review the past three months. Where did you start? Where are you now? 

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Celebrate the gain!

Only from this place of gain mindset, can you create goals for the next quarter predicated on where you are today.


Ultimately, my hope for you is that you deliver exceptional and memorable experiences laced with empathy toward the customer (horizontally aligned) yet powered by the authenticity of the brand (vertically aligned). 

Aligning vertically maintains our focus on the bottom line and powers horizontal fulfillment. 

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Granted, there will be strategic times and seasons for adjustment; however, these changes are to be made on the heels of consulting who we are as a brand — not in reaction to the horizontal landscape of what is the latest and greatest in the industry. 

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In Conclusion…

Taking back control of your business and marketing strategies requires a conscious effort to resist external pressures and realign with what you want and who you are.

Final thoughts as we wrap up: 

First, identify the root issue(s).

Consider which of the 3 Cs holds the most power: be it competition, colleagues, or customers.

Second, align vertically.

Vertical alignment facilitates individuality in the market and ensures you — and I — stand out and shine while serving our customers well. 

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Third, keep the bottom line in view.

Implement a routine that keeps you and your team focused on what matters most, and then create the cascading strategy necessary to accomplish it. 

Fourth, maintain your mindsets.

Who You Are includes values for the internal culture. Guide your team in acknowledging the progress made along the way and embracing the gains to operate from a position of strength and confidence.

Fifth, maintain humility.

I cannot emphasize enough the importance of humility and being open to what others are doing. However, horizontal alignment must come after vertical alignment. Otherwise, we will be at the mercy of the whims and fads of everyone around us. Humility allows us to be open to external inputs and vertically aligned at the same time.

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Buckle up, friends! It’s time to take back the wheel and drive our businesses forward. 

The power lies with you and me.


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