Amy Boaz is a paid media and performance marketing professional with experience planning and executing B2B and consumer campaigns across channels. The posts also describe team leadership and making paid media easier for colleagues to understand.
Most useful for paid media strategy and explaining campaign planning to non-specialists.
Best for
B2B agency or brand needing senior paid media planning and clear client explanation.
Not for
Sponsored creator posts, media kits, rate cards, or documented audience demographics.
Key takeaways
The 4 Rights are right people, place, time, and message.
Media 101 uses cooking analogies to explain paid media to colleagues.
Posts endorse replacing lead-based B2B measurement but do not make the full argument.
Check first: Ask for named client results, budgets, or measured outcomes before committing.
Main ideas
Advertising fundamentals outlast the industry you learned them in · Paid media should be explainable to people who do not work in media · Audience and data come before the channel list
Amy Boaz is a paid media and performance marketing professional whose posts focus on planning campaigns across channels, explaining media strategy, and leading teams.
They describe applying the same advertising fundamentals across B2B and consumer work: reach the right audience, choose the right channels and timing, and make the message relevant.
Their Media 101 example uses a cooking analogy to explain how campaign goals, channel choices, and a media mix come together, making the process understandable to colleagues.
Readers interested in practical paid-media planning and how to communicate it across a team can start with those posts.
Boaz connects campaign planning to transferable principles and plain-language teaching.
In one post, they link audience, value proposition, and goals to their four-part framework of the right people, place, time, and message, using examples from very different industries to argue that media skills can transfer between verticals.
In another, they compare the stages of a media plan to choosing and cooking a meal, making the process easier for non-specialists to follow.
Together, these examples show how they explain paid media as a sequence of decisions rather than a list of channels.
Their posts also emphasize data-led targeting, reporting, and optimization, and describe team-building as a leadership priority.
The short posts state those points but offer no detailed campaign outcomes or leadership examples.
One post endorses an outside argument for rethinking lead-based measurement, signaling an area of interest rather than laying out their full argument on the subject.
Amy Boaz argues that paid media planning is a transferable discipline, not a vertical specialty: the same framework — reaching the right people, in the right place, at the right time, with the right message — applies in any industry once the audience, value proposition, and goals are defined.
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They also treat making the discipline understandable to people outside marketing as part of the job, not a side activity.
The approach starts with data, audience, and business goals before channel choice.
Boaz signals interest in the B2B debate over lead-based measurement by endorsing an outside article, and describes a leadership approach built on empathy and team building while looking for a senior paid media role.
Advertising fundamentals outlast the industry you learned them in
Boaz argues that media planning rests on four requirements — the right people, place, time, and message — that apply in any sector once three inputs are settled: the target audience, what makes the offer distinctive, and what success looks like.
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In a direct answer to their question about whether 15 years in consumer and B2B technology limits what comes next, they conclude that strategy, optimization, and audience insight are core skills, and that a new vertical brings a learning curve, not a barrier.
Boaz points to earlier agency work: one media plan was for women's undergarments, the next for a company selling scientific calibration equipment. Both unrelated categories used the same planning method.
Paid media should be explainable to people who do not work in media
Boaz built Media 101, an internal guide to teaching colleagues and cross-functional teams paid media basics, channel-specific targeting and creative practice, measurement, and the process behind a media plan.
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The teaching device is an extended cooking analogy; they say the ambition to teach came before their advertising career. The post ends by asking readers to share their own analogies, presenting teaching as a working habit rather than a one-off presentation.
The analogy maps each stage to a kitchen task: the campaign goal is recipe selection, channel evaluation is ingredient selection, assembling the channel mix is meal prep and cooking, and the finished media plan is the dish served.
Both planning posts put definition ahead of tactics.
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In the framework post, the target audience and value proposition are settled before channel choice, treated as the 'place' in the sequence.
In the job-search post, Boaz describes work rooted in data for targeting, reporting, and optimization, and says the skill lies in identifying which data aligns with business goals and drives results.
The emphasis is on naming the measurement that matters, not listing channels.
Boaz builds media strategies and plans by first establishing the target audience, value proposition, and goals, then reaching that audience in the right place, at the right time, with the right message. They use data throughout for targeting, reporting, and optimization.
The lead-based B2B model needs replacing — an argument Boaz endorses, not one they make
Boaz shared a 6sense article, calling it one of the most comprehensive pieces of B2B marketing content they had read in a long time.
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They summarised its premise: the traditional lead generation model no longer reflects how buyers actually make decisions, so marketers need to rethink how demand, intent, and impact are measured.
The analysis belongs to the linked article and its authors; Boaz endorses it and tags the post around demand generation and revenue marketing.
The post signals which B2B marketing conversation they follow.
The post is a short share with a one-line summary of the article's argument and a pointer to read it, not a piece where Boaz sets out a position at length.
Leading with empathy and building teams is treated as the point of senior work
Boaz describes a leadership approach built on empathy, authenticity, and empowerment, and calls building and growing high-performing teams the most important part of the role.
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The same post states openness to full-time, contract, or project work across digital, performance, growth, brand, and paid media, in B2B or consumer. Ask for a specific example of this leadership approach in practice.
The post frames the next move around making a meaningful impact and the teams built along the way, listing empathy, authenticity, and empowerment as the values used to lead them.
The clearest account of how Boaz plans paid media, and the fastest way to see whether that reasoning would transfer to your accounts.
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Boaz sets out the 4Rs — reaching the right people, in the right place, at the right time, with the right message — and shows how the framework rests on three inputs: the target audience, the value proposition and the goals.
The post pushes back on the idea that 15 years in consumer and B2B technology narrows someone's options.
An example from earlier agency work contrasts a media plan for women's undergarments with the next one for scientific calibration equipment.
Boaz argues that strategy, optimization and audience insight are core skills, and that entering a new vertical means a learning curve, not a barrier.
For brands planning a campaign
Use this as a test: take one of your client accounts and walk through the audience-to-value-proposition-to-goals chain they describe, then compare it with the channel plan you would have built. It is also the post to cite when making the case for interviewing a candidate from a different vertical.
Answers an early question for agencies: can this person explain a media plan to people who don't work in media?
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Boaz describes building Media 101, an internal guide to teaching colleagues and cross-functional teams paid media fundamentals: targeting, creative best practices, measurement by channel and the process behind a media plan.
The teaching device is a cooking analogy: the campaign brief is recipe selection, channel evaluation is ingredient selection, assembling the channel mix is meal prep and cooking, and the finished plan is the dish.
Boaz says the ambition to teach predates advertising and asks readers to share their own analogies — a teaching habit, not a thought-leadership pitch.
For brands planning a campaign
Relevant for roles involving client pitches, stakeholder education or onboarding teams to a new channel strategy. The post also suggests a way to present plans to non-specialist clients: name the analogy once, then move to the numbers.
The clearest statement of what Boaz is looking for and what they claim, useful before discussing a role.
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Boaz lists the search directly: paid media, growth marketing, performance marketing and acquisition marketing roles at director or senior manager level, in any industry, B2B or consumer, based in the Raleigh, North Carolina area or remote with willingness to travel.
The post claims 15+ years of B2B and DTC media experience, hundreds if not thousands of campaigns, data-driven targeting, reporting and optimization, and relationship building as a stated strength.
The framing: job titles vary, but the skill set does not.
For brands planning a campaign
Sets the terms of a proposal: level, location, travel and breadth across B2B and consumer. If your role is below senior manager, requires relocation or rules out travel, resolve that mismatch before a longer process.
Covers the management side of the profile, which the media-planning posts do not.
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Boaz describes leading with empathy, authenticity and empowerment and building high-performing teams, alongside the same claim of 15+ years and thousands of full-funnel, multi-channel campaigns.
The post is open to full-time, contract or project work across digital marketing, performance marketing, growth marketing, brand media and paid media, in B2B or consumer.
Ask for examples to assess the leadership claim.
For brands planning a campaign
Opens the door to contract and project engagements as well as permanent hires, and points to roles that include managing people, not just individual execution. Probe the team-building claim with reference questions.
Shows which B2B marketing debate Boaz is following, a useful signal for a demand-generation brief.
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This is a short share, not an argument of Boaz's own.
They call the linked piece one of the most comprehensive B2B marketing articles they've read in a long time and summarize its premise: the traditional lead-generation model no longer reflects how buyers make decisions, so marketers need to rethink how they measure demand, intent and impact.
The analysis belongs to the linked article; Boaz's contribution is the endorsement and the tags around demand generation and revenue marketing.
For brands planning a campaign
For a campaign focused on pipeline measurement or lead-gen reporting, ask which parts of the lead-based model Boaz thinks should be replaced and what replacement measurement would look like on your accounts.
Amy Boaz explains media planning through the 4Rs — reaching the right people in the right place at the right time with the right message — and argues that the framework applies across industries once the audience, value proposition, and goals are understood.
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The post draws on earlier agency work across unrelated categories, from women's undergarments to scientific calibration equipment.
Makes the case with a transferable framework and career examples, not a named client result.
For brands planning a campaign
Useful when an agency needs a paid media strategist who can reason about an unfamiliar category, not just repeat past vertical experience. Before hiring, ask them to apply the 4Rs to the client's audience, offer, and goals as a working test.
Amy Boaz describes building Media 101, an internal guide to paid media fundamentals, targeting and creative practice by channel, measurement, and the process behind a media plan.
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The post explains the plan through a cooking analogy: the brief is the recipe, channel evaluation is ingredient selection, the channel mix is cooking, and the media plan is the finished dish.
For brands planning a campaign
Relevant if the agency needs someone to brief client stakeholders or cross-functional teams on paid media in plain language. A short paid workshop or explainer offers a low-risk way to test that skill directly.
Amy Boaz shared and endorsed a 6sense article arguing that the traditional lead generation model no longer reflects how B2B buyers make decisions, and that marketers need to rethink how demand, intent, and impact are measured.
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The post is tagged B2B marketing, demand generation, and revenue marketing.
The post endorses another company's content rather than presenting Amy Boaz's own argument.
For brands planning a campaign
Shows familiarity with the lead-gen versus demand-gen debate, which could be useful in a pitch to a B2B client reconsidering its funnel measurement. Treat it as a topic to discuss, not proof of a position: the argument comes from the shared article.
Amy Boaz describes more than 15 years of B2B and DTC media work and hundreds to thousands of full-funnel, multi-channel campaigns, with a data-rooted approach to targeting, reporting, and optimization.
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They also present leadership as a strength, citing experience building and growing high-performing teams and leading with empathy, authenticity, and empowerment.
For brands planning a campaign
The posts make a case for considering them for a senior paid media strategy engagement on either a B2B or consumer brief. They state experience but provide no campaign outcomes, client names, budgets, or metrics; ask for a specific case walkthrough before committing budget.
The job-search posts outline what Amy Boaz is looking for next: paid media, growth, performance, or acquisition roles at Director or Senior Manager level and above, in B2B or consumer, based in the Raleigh, NC area or remote, and open to full-time, contract, or project work.
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For brands planning a campaign
Scope the engagement to match what they have publicly said they will accept: a remote contract or project, or a senior-level B2B or consumer campaign. Confirm current availability directly; these posts are the only public indication of it.
The LinkedIn posts use checklists, emoji, and hashtags.
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The job-search posts lead with availability, years of experience, and desired role; the teaching posts break topics into numbered fundamentals and analogies. One post briefly shares another company's article rather than an original piece.
For brands planning a campaign
The teaching posts are the strongest samples of how they communicate and are the best ones to read when judging whether they can explain paid media to a client audience. The job-search posts show positioning and scope rather than craft.
The five posts name no clients, sponsors, affiliates, or investments.
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The only brand named is 6sense, in a post recommending a 6sense piece on B2B demand generation and tagged #B2BMarketing.
They also refer to “my former company” and an internal paid-media training guide called Media 101, but do not name the employer.
Job-search posts list no agency or brand engagements.
6sense
Mention
Amy Boaz shared a 6sense B2B marketing article on lead-based demand generation, calling it one of the most comprehensive pieces of B2B marketing content they had read.
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They tagged the post #B2BMarketing, #DemandGeneration, and #RevenueMarketing. Ask whether the post involved payment or a partnership; neither is disclosed.
One sets out the 4Rs framework for media planning—the right people, place, time, and message—and argues that it transfers to any industry once the audience, offer, and goals are defined.
The other walks through Media 101, an internal guide Amy Boaz built to teach paid media fundamentals to colleagues and cross-functional teams, using a cooking analogy.
Together, they show how Boaz plans and teaches.
Two job-search posts add the practical frame: senior paid media, growth, or performance work, in B2B or consumer, full-time, contract, or project, with leadership and team building as priorities.
The remaining post briefly endorses an outside article on why lead-based B2B measurement is failing; it shows the conversation Boaz follows, not an argument of their own.
All the posts are short LinkedIn text.
Ask for case studies, named clients, budgets, or campaign results to assess performance.
Writes short LinkedIn posts on planning and structuring B2B media: buyers are people who spend most of their day outside work tools, and a campaign should use ads with distinct roles rather than ask one ad to do everything.
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The subject closely overlaps with Amy Boaz’s: full-funnel B2B paid media, campaign structure, and where to reach an audience. Both argue against treating a single channel or impression as the whole job.
Chiaravallo pushes concrete channel and creative choices, arguing that strong B2B media looks more like consumer media across video, CTV, audio, and social, with one objective assigned to each ad. Boaz focuses on planning fundamentals and internal teaching rather than channel-specific recommendations or creative sequencing.
Writes about running B2B paid media for clients in the same format Boaz uses: LinkedIn posts that break an argument into a few named principles.
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Both emphasize reporting clarity, agency ownership, and connecting paid media spend to business outcomes, framing the work around marketing leaders’ needs rather than channels alone.
Gelber writes from an agency owner’s perspective, citing specific client situations and numbers: a VP at a PE-backed SaaS company kept the budget at $10,000 a month while opportunities rose from about three to eighteen.
Gelber also argues that finance alignment determines who gets more budget.
Boaz focuses on a framework and a job search; ask for client examples and performance figures to assess their results.
Writes plainly about running paid media: optimization is continuous, not set-and-forget; agencies should keep testing formats, keywords, and channels; and clients should expect data-informed improvement.
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That focus on data, testing, and accountability complements Boaz’s argument that planning starts with the audience, goals, and relevant measurement.
Cavness pairs paid media with search, writing about search generative experience and the durability of SEO, and tells clients what to expect from an agency. Boaz focuses on planning fundamentals and internal education for colleagues, rather than search or SEO.
Information about Amy Boaz’s audience is narrow and mostly unmeasured.
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The only figure available is a public LinkedIn follower count of 2,587, observed October 9, 2026.
The posts provide no platform demographics, engagement reports or audience surveys, so the followers cannot be characterized by job function, seniority, industry or location.
Across five posts dated January 2025 to August 2026, Boaz writes for and about paid-media and B2B marketing practitioners.
They walk through the “4 Rights” of marketing (right people, place, time, message), offer a cooking analogy for assembling a media plan, describe Media 101 training they built to teach paid media to internal colleagues, and post about their availability for paid media, growth and performance marketing roles.
An August 2026 post amplifies a 6sense argument that the traditional lead-based demand generation model no longer matches how buyers decide.
The posts show the subject matter and register of the writing, but not who reads it.
That distinction matters to buyers.
LinkedIn follower count is not a proxy for the size of a decision-making audience: recruiters, former colleagues and passive contacts all count.
The posts also cannot establish whether the content reaches marketing leaders who could hire Boaz or their team.
Ask for LinkedIn follower demographics (top locations, industries, companies and seniority), plus any measured audience survey or referral data from the Media 101 training.
For recent posts on comparable topics—media planning, B2B demand generation and paid media fundamentals—request impressions and engagement broken out by seniority or industry, rather than combined totals.
Compare those results with the hiring team’s or brand’s own audience baseline before drawing a conclusion.
LinkedIn followers
2,587
Public follower count on the Amy Boaz LinkedIn profile · 2026-10-09
Amy Boaz writes as a paid media and performance marketing practitioner, sharing campaign and media-planning experience, explaining paid media to internal teams, recommending a B2B demand-generation article, and posting about their search for a full-time paid media, growth, or performance marketing role.
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Their posts do not describe a sponsorship or paid-partnership offer, and include no media kit, rate card, sponsored-placement format, or partnership inquiry route. A brand considering a commercial engagement should request terms directly before planning around one.
Brief: A B2B marketing agency is pitching a mid-market industrial equipment manufacturer and needs a senior paid media strategist for a remote contract.
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The agency has no in-house specialist to build a multi-channel plan and explain it to a client team that does not work in media.
Amy Boaz fits for three reasons.
First, the 4Rs post lays out a working method: audience, value proposition, and goals drive channel and message choices, and they have applied it across unrelated product categories.
Second, the Media 101 post shows they can teach paid media fundamentals, targeting, creative practice, measurement, and media planning to non-specialists—useful when the agency presents the plan to the client.
Third, they have stated availability for remote or Raleigh-based contract and project work at director or senior manager level, in B2B or consumer, matching the engagement.
Before committing beyond a first sprint, ask for named client results, budgets, or measured outcomes; the available posts do not provide them.
Treat the first engagement as a paid strategy sprint with a defined test, not a long retainer based on credentials alone.
When to choose a specialist
Brief: A consumer wellness brand wants a creator to run a sponsored LinkedIn and short-video campaign, with a media kit, audience demographics, and a rate card for sponsored posts.
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This is a poor fit on the available material.
There is no media kit, rate card, or described sponsorship format, and audience information is limited to a public follower count.
The posts are practitioner writing about paid media and a job search, not sponsored creator content.
The brand would be buying access to a professional audience whose seniority, industry, and buying role are uncharacterized, while asking for a commercial format that is not documented.
If the brand's real need is paid media strategy rather than creator distribution, rewrite the brief before approaching Boaz.
Otherwise, ask for a media kit, audience demographics, rate card, and sponsorship examples before proceeding.
A worked campaign example
Worked campaign angle: a two to four week paid media strategy sprint for the industrial equipment client.
1) Discovery: interview the client's sales lead and one existing customer to define the target audience, value proposition, and success criteria.
2) 4Rs workshop: use the right people, right place, right time, right message structure to compare three channel mixes, for example search and LinkedIn against trade publications and retargeting.
3) Plan: produce a media plan with channel roles, budget split, targeting logic, creative requirements, and measurement.
4) Explain: use the cooking analogy in a client-facing one-pager: brief as recipe, channels as ingredients, channel mix as cooking, and plan as the dish, then move to numbers.
5) Test: after launch, review targeting, reporting, and optimization against the stated goals, then decide on a second phase.
The angle draws on the strongest available evidence, the 4Rs method and teaching approach, without relying on unverified client outcomes.
A practical first deliverable is the client-ready media plan plus a short written rationale for why each channel was chosen or rejected.
Choose Chiaravallo over Boaz when an industrial equipment client's problem is deciding which channels deserve a role and how to sequence creative, rather than assembling one media plan.
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Chiaravallo argues that B2B buyers keep listening to podcasts, watching video and streaming outside work hours, so a plan built only around search, LinkedIn, trade press and account-based media is incomplete.
They also argue that each ad should have one job — introduce the brand, show the product, build trust or present the offer — because audiences see campaigns over time, not one ad in isolation.
That argument helps when the agency needs to make the case for upper-funnel video, connected TV or audio the client has not funded before, or when the client keeps trying to cram every message into one ad.
The tradeoff is the nature of the engagement and the teaching.
Chiaravallo's posts argue how B2B media should be built; they do not offer contract or project strategy work.
Boaz states they are open to remote or Raleigh-based contract and director-level work, and documents teaching colleagues outside media paid media fundamentals, measurement and the planning process.
An agency buying a client-facing strategy sprint gets a sharper point of view on channel roles and creative sequencing, but not the explicit contract availability or demonstrated teaching material.
Ask about availability, level, location and how they would walk a client team through a plan.
Choose Gelber for ongoing paid media management when the client's finance team must approve and later increase the budget.
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Gelber's posts describe what marketing leaders valued in an agency relationship: a stable team, reporting that reduces questions, a partner who seeks solutions proactively, and ownership measured through opportunity volume and cost per opportunity.
One post contrasts two clients on the same $10,000 monthly search budget.
One went from three sales opportunities a month to eighteen, a sixfold improvement in cost per opportunity, but could not scale because finance had never agreed on the numbers.
The other aligned on cost-per-opportunity targets before launch and won a budget increase the next month.
If the equipment manufacturer needs budget justification and continuous reporting, Gelber's material addresses that directly; Boaz's does not.
The material describes an agency's client relationships; it does not state an individual's contract availability or explain how they would teach a non-media client team.
It also does not show channel-by-channel plan construction, as Boaz's 4Rs post does.
The purchase would shift from an independent practitioner's strategy work to an ongoing agency relationship, changing cost, control and who handles execution.
An agency hiring for a defined plan-and-rationale deliverable would be buying something different from what Gelber describes.
Ask about availability and whether the engagement can include a plan walkthrough for the client team.
Choose Cavness when a campaign leans on search and organic discovery, or the agency needs an outside check on whether an incumbent is genuinely optimizing.
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Cavness writes that Google's search generative experience does not end SEO, that search volume keeps growing and a large share of searches are new, and that watching performance and adapting based on data matter most.
A second post argues that paid media is not an assembly line: set-it-and-forget-it fails, testing new ad formats, keywords and channels helps campaigns succeed, and clients should confirm their agency is still testing rather than leaving campaigns alone.
That makes Cavness a useful second opinion when the equipment manufacturer's plan is search-heavy or the agency suspects the current partner has stopped testing.
The tradeoff is recency and range.
The two posts date from mid-2024, earlier than the other material reviewed here, and focus on search evolution and agency accountability rather than building a multi-channel paid media plan for industrial equipment.
An agency hiring for a plan and walkthrough for a non-media client team would need someone else to handle the planning and explanation.
Cavness is stronger on scrutinizing optimization than on constructing and presenting a plan.
Amy Boaz's five LinkedIn posts include two job-search posts, two posts on paid media planning and internal media education, and one share recommending a 6sense article on B2B demand generation.
The posts were written during and around the 2025 job-search period; the posts here do not give exact publication dates.
All five are short-form LinkedIn text.
They include no case studies, named clients, budgets, or measured campaign results.
No media kit or rate card is published in the posts here, and this page does not include material from other channels or longer writing, so its claims rest on these five posts alone.
The only brand named in the posts is 6sense, in a public recommendation that does not indicate any commercial relationship.
The posts do not mention a signature book, show, or business; other public work is not covered here.