Chris Avery offers a second opinion on whether Google Ads spend supports ecommerce margins and growth decisions.
Best for
Established ecommerce brands spending £10,000 or more a month on Google Ads needing review.
Not for
Brands seeking paid sponsored posts, media kits, or influencer style campaigns.
Key takeaways
A £24.99 product leaves £3.54 before advertising after production, shipping, returns and payment fees.
Spending £15 to acquire a customer would lose £11.46 per sale.
A free 30-minute Commercial Review involves an initial conversation with no account access.
Check first: Confirm whether they accept sponsorship work and ask for audience, engagement, rates and formats.
Main ideas
Fix the underlying economics before buying traffic · Running the account is a different job from judging the business · Agency support is only a fix if it adds expertise, capacity and accountability
Chris Avery advises ecommerce businesses on Google Ads, focusing on whether advertising can support wider growth plans.
Their posts connect campaign performance to margins, customer economics, stock and the expertise needed to manage growth.
For readers weighing an ad strategy or agency relationship, the key question is whether more spend makes commercial sense—and whether the team can explain why.
Avery makes the economics behind advertising tangible.
In a worked example on unit economics, a £24.99 product leaves £3.54 before advertising after production, shipping, returns and payment fees.
Spending £15 to acquire a customer would lose £11.46 per sale.
The lesson: address pricing, suppliers, shipping, average order value and margins before trying to scale ads.
The same business-first approach shapes their view of people and performance.
In a post about choosing agency support, Avery distinguishes keeping campaigns tidy from explaining why spend is not paying back, which products deserve investment, and what expertise and accountability the business needs.
Outsourcing only helps if it addresses those gaps.
Avery also presents a second opinion as a way to test decisions, not necessarily replace an existing agency.
The commercial review offer describes an initial conversation without account access and allows that a useful outcome may be questions for the current team.
Across these examples, their distinctive contribution is connecting ad metrics to the commercial choices behind them.
Across the three posts, the same priority emerges: a Google Ads decision is a commercial decision first.
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Campaign setup, targeting and reporting come after the margin, product range and growth plan have been tested.
The work Avery describes doing includes telling businesses when the money is not there yet, as well as running accounts.
The posts also argue that a Google Ads job is not just keeping an account tidy, but explaining why spend is not paying back and what should change.
They make the case with worked figures and blunt verdicts, and the offer in the third post follows suit: a short second-opinion conversation before any account access.
Fix the underlying economics before buying traffic
Chris Avery's central position is that Google Ads cannot repair a business whose unit economics do not work: scaling spend on weak margins only makes the losses bigger.
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The reasoning is arithmetic: work out what is left on each sale after cost of goods, shipping, returns and payment fees, compare that with the cost of acquiring a customer, and see whether the business can break even, let alone profit.
Where it cannot, the stated order of work is pricing, suppliers, shipping, average order value and built-in margin before any campaign goes live.
They put a number on it: 40% of the businesses reviewed over the past year should not go near Google Ads yet.
A founder with 10,000 Instagram followers, good packaging and influencer plans is walked through the economics of a £24.99 product: £12 to make, £4.95 shipping, a 15% returns rate and 3% payment fees leave £3.54 per sale before advertising.
Against a plan to spend £15 acquiring each customer, that means a loss of £11.46 on every order.
The comparison is a competitor selling at £89 with 75% margin, a £120 average order and a 45% repeat purchase rate.
Chris Avery lists what the first business would need to break even, including a 7% conversion rate against an industry average of 1.8% and clicks under £0.75.
The agreed plan is to restructure pricing, find better suppliers, improve shipping and build in margin.
Running the account is a different job from judging the business
A second argument draws a line between someone who can build campaigns, adjust targets, keep an account tidy and report what happened last month, and someone who can explain why extra spend is not paying back, which products deserve investment and whether the growth plan makes sense.
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Avery frames these as different requirements and treats "ROAS has dropped" as an unhelpful place to stop, because both sides can already see the number.
The useful questions are what caused it, what is changing, what to expect and how much the business is prepared to spend finding out.
When every hard question ends in "give it more time", they say, the business eventually starts questioning what it is paying for.
The post on ecommerce businesses replacing an internal Google Ads hire explains why a capable-looking hire can still be the wrong fit: the person was too junior; they were good on a previous account with different margins, stock, markets and customer behaviour; or the business needed several kinds of experience and hired one person. The line that captures it is that the recruitment need was for a "Google Ads Manager" while the expectation was a department with a pulse.
Agency support is only a fix if it adds expertise, capacity and accountability
Chris Avery argues for specialist agency support on a specific basis: several people who can challenge each other's thinking, investigate different parts of a problem and cover the account when someone is away, so the business's Google Ads capability does not depend on one person's holiday.
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They pair the argument with a caveat about agency work, including their own: an agency still has to prove it can do the job, and swapping one overwhelmed employee for one overwhelmed account manager and a nicer PDF achieves nothing. What is being bought on this account is the expertise, capacity and accountability the business was missing, not a change of reporting format.
The illustration shows a single account owner going to Tenerife, after which the whole Google Ads capability disappears. The counter-example is an agency that takes over the account without changing anything except who sends the monthly report.
A second opinion should start with a conversation, not account access
The first step is deliberately low friction: it does not require firing an existing agency or handing over an ad account.
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A brand sends the store, its approximate spend and what is bothering it; that is read before a call is arranged; the review itself is a free 30 minutes.
A detailed audit is separate work, agreed only if it makes sense.
Chris Avery states a fit threshold rather than taking any enquiry: usually established ecommerce brands spending £10k or more a month on Google Ads, with complexity and opportunity also mattering.
Leaving with sharper questions for the current team is a reasonable outcome.
The Commercial Review post sets out what a brand supplies, the 30-minute free format, the fact that no account access is needed at that stage, and the £10k+ monthly spend level that usually signals a fit.
This is the clearest example of how Chris Avery judges whether a business should be advertising at all.
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To see what a conversation with them looks like before money changes hands, start here.
Avery walks a founder through the arithmetic of a £24.99 product: £12 to make, £4.95 shipping, a 15% returns rate and 3% payment fees, leaving £3.54 per sale before advertising.
Spending £15 to acquire a customer on Google Ads therefore loses £11.46 on every order.
The post contrasts that with a competitor selling at £89 with 75% margin, a £120 average order and a 45% repeat rate.
It lists what the first business would need to break even: a 7% conversion rate against an industry average of 1.8%, sub-£0.75 clicks, zero returns, perfect targeting and flawless landing pages.
Avery says 40% of the businesses reviewed in the past year should not go near Google Ads yet.
The recommended order is to address pricing, suppliers, shipping, average order value and built-in margins first.
For brands planning a campaign
Useful as a qualification filter before briefing a performance review.
If your store's contribution margin can't absorb your target cost per acquisition, Avery's position is to fix the economics before buying more traffic.
A brief built around “scale spend” may come back as a pricing and margin plan.
This answers the question a brand asks when deciding between hiring and outsourcing Google Ads support.
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It also shows the standard Avery applies to agency work, including their own.
Avery describes a pattern of ecommerce businesses wanting to replace an internal Google Ads hire with agency support, and distinguishes two different jobs.
One person can build campaigns, adjust targets, keep the account tidy and report last month's numbers.
A business also needs someone who can explain why extra spend isn't paying back, which products deserve investment and whether the growth plan makes sense.
The post lists plausible causes: the hire was too junior; they were good at a previous account with different margins, stock, markets and customer behaviour; or the business needed several kinds of experience rather than one person.
It notes that a recruitment brief for a “Google Ads Manager” often carried the expectation of a whole department.
Avery argues an agency can help by bringing in people who challenge each other, investigate different parts of the problem and cover absences.
But swapping one overwhelmed employee for one overwhelmed account manager and a nicer PDF “achieves precisely fuck all”.
For brands planning a campaign
Directly relevant to a brief about replacing an internal hire.
It sets the terms of the comparison: capacity, breadth of expertise and accountability, not just a different reporting format.
Expect the deliverable to specify who owns each decision and what happens when the account owner is unavailable.
A newcomer assessing Chris Avery's commercial offer should read this before making contact: it defines the entry point, the inputs and what's included.
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Avery positions the Commercial Review as a second opinion that doesn't require you to sack your existing agency.
The store shares its store, approximate spend and what's bothering the team; Avery reads the material before arranging a time.
No account access is needed for the initial review.
A detailed audit is separate work, agreed if it makes sense.
They say they're usually a fit for established ecommerce brands spending £10k or more a month on Google Ads, though complexity and opportunity also matter.
Leaving with questions for your current team is a reasonable outcome.
For brands planning a campaign
Defines the practical first step for a brand brief: a free 30-minute review with no account access, followed by an optional paid audit. It also sets an explicit spend threshold—£10k+ per month on Google Ads—that a brand can use to judge fit before making contact.
Worked numbers and blunt verdicts as the teaching format3
Unit economics before ad spend1
Campaign managers versus commercial judgement1
Diagnosis behind the ROAS number1
Capacity, coverage and challenge as the agency case1
The free commercial review as a low-friction first step1
Unit economics before ad spend
In a posted account of a conversation with a founder, Chris Avery works through a product priced at £24.99: £12 to make, £4.95 shipping, a 15% returns rate and 3% payment fees, leaving £3.54 profit per sale before advertising—against a plan to spend £15 on Google Ads to acquire each customer.
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The post compares this with a competitor selling at £89 with 75% margin, a £120 average order and a 45% repeat purchase rate.
It then lists what the first business would need to break even: a 7% conversion rate against an industry average of 1.8%, sub-£0.75 CPCs, zero returns and perfect targeting.
They state that 40% of the businesses reviewed that year should not run Google Ads yet, and recommend fixing pricing, suppliers, shipping, average order value and built-in margin.
For brands planning a campaign
Useful for a brief focused on profitable growth rather than traffic.
Before scaling Google Ads, expect scrutiny of margins, shipping costs, returns and repeat-purchase behaviour.
A recommendation to fix the economics first is a credible answer, not a refusal to help.
A post about ecommerce businesses replacing an internal Google Ads hire with agency support distinguishes between people who can build campaigns, adjust targets, keep an account tidy and report last month, and someone who can explain why extra spend is not paying back, which products deserve investment and whether the growth plan makes sense.
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The post attributes the mismatch to a hire too junior for the job, a hire experienced with a different account and different margins, stock, markets and customer behaviour, or one person hired when several kinds of experience were needed: “the recruitment brief said 'Google Ads Manager', the expectation was a department with a pulse.”
For brands planning a campaign
For an agency-replacement brief, the differentiator is commercial diagnosis rather than day-to-day account maintenance. Ask candidates how they would answer “why isn't the spend paying back?” for this specific margin structure and product range.
The post takes “ROAS has dropped” as a starting point, noting that both sides can already see the number, then reframes the useful questions: what caused it, what is being changed, what should be expected, and how much the business is prepared to spend finding out.
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When every difficult question ends with “we need to give it more time,” the business eventually questions what it is paying for.
For brands planning a campaign
In a performance review or agency replacement, test how a candidate frames a dip: cause, planned change, expected result and test budget. The post argues against reporting that merely restates the metric.
Capacity, coverage and challenge as the agency case
The post makes the case for specialist agency support by pointing to several kinds of experience in one place: people who challenge each other's thinking, investigate different parts of the problem and cover the account during holidays—“your entire Google Ads capability probably shouldn't disappear when Dave goes to Tenerife.”
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It argues that replacing one overwhelmed employee with one overwhelmed account manager and a nicer PDF solves nothing; the value lies in buying the missing expertise, capacity and accountability. Ask agencies to show how they deliver it.
For brands planning a campaign
If a brief is driven by single-person dependency or holiday cover, assess distributed capability and accountability. Ask how the account is covered and how recommendations are challenged, not just who owns the relationship.
The free commercial review as a low-friction first step
A post offers a free 30-minute Commercial Review for brands seeking a second opinion without sacking their agency.
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The inputs are the store, approximate spend and what is bothering the brand, which are read before the call.
No account access is needed for the initial review; a detailed audit is separate work, agreed only if it makes sense.
Stated fit: established ecommerce brands spending £10k or more a month on Google Ads, with complexity and opportunity also considered.
The post says leaving with questions for the current team is a perfectly reasonable outcome.
For brands planning a campaign
Sets expectations for a first engagement: a short, scoped conversation before any audit, no account access at the first step and a stated monthly spend threshold. Useful when briefing a paid review or agency replacement, and assessing whether a brand's spend level fits.
Worked numbers and blunt verdicts as the teaching format
All three posts teach through concrete scenarios rather than general best practice: a founder conversation with the arithmetic spelled out, an enquiry pattern turned into a diagnosis of hiring, and a review offer with named inputs and a fit threshold.
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The register is direct and informal, with profanity for emphasis. Conclusions are tied to specific figures, rates and conditions readers can check.
Works through the numbers in the post so readers can follow and test the conclusion.
For brands planning a campaign
Expect recommendations based on the brand's own figures and constraints rather than a standard playbook—a good match for teams seeking a candid, actionable verdict.
Chris Avery writes about the commercial side of Google Ads for ecommerce, and these three posts make a sensible reading order.
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Start with the post that walks a founder through a product's per-sale maths — cost of goods, shipping, returns, payment fees — and concludes that a business losing money on every order should fix pricing, suppliers and average order value before buying traffic.
Next, read the post on ecommerce businesses replacing an in-house Google Ads hire, which distinguishes keeping an account tidy from explaining why spend is not paying back.
Finish with the post describing a free 30-minute commercial review, which outlines a first conversation: the store, approximate spend, what's bothering the brand, and no account access at that stage.
All three make their case with specific figures and blunt conclusions, returning to two questions: whether the money works and who is accountable for it.
Both write about Google Ads for ecommerce and push back on ROAS as proof on its own.
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Jordan Fry's post on Conversion Lift for Search and Performance Max argues that a dashboard cannot show how much brand-search revenue would have happened anyway. Their post on Google's Target ROAS calculator works out breakeven from margin after returns, fees and shipping — the same insistence that ad numbers must tie back to the P&L that runs through Chris Avery's unit-economics post.
Fry's material stays inside the platform's measurement and bidding mechanics — lift tests, margin-based calculators, target setting — while Avery's posts start with a brand's own numbers and ask whether it should spend on Google Ads at all, and what a second opinion or agency replacement should provide.
Both give ecommerce Google Ads advice grounded in account data rather than general best practice.
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Martin Davies' post on a slow-sales summer sets out an impression-share-by-day check to distinguish lower market demand from competitor activity. Their Performance Max post uses brand-versus-non-brand revenue data to decide whether to exclude brand — the same habit of naming the specific report or figure that settles a question that Avery applies to margins and acquisition cost.
Davies' posts offer in-account diagnostic tactics — impression share reports, a third-party script, brand exclusions — while Avery's three posts focus on commercial judgement: whether the economics support advertising, how to explain a dip in spend, and when to replace an in-house hire with agency support.
Both describe ecommerce performance agency work on Google Ads and write candidly about the commercial side of agency relationships, not just tactics.
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Cameron Bottura's outreach post gives specific account observations — using a CSS to cut click costs, rewriting titles around real search terms — then lists what must line up before a brand buys, including timing, trust and sound economics. The Ad Lounge post covers pricing, boundaries and turning down the wrong client.
Bottura's angle is selling and running an agency — outreach, trust, pricing, client fit — while Avery focuses on the buyer's decision: whether ad spend pays back, what a second opinion should require in time and account access, and when to replace an internal hire.
The posts point to a topical fit with ecommerce Google Ads buyers, but the audience composition needs checking.
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Chris Avery's LinkedIn profile shows 9,207 followers as of 9 October 2026.
Three posts, dated 7 March 2025, 6 October 2026 and 7 October 2026, discuss ecommerce businesses assessing Google Ads, replacing an internal hire with agency support, and free commercial reviews for brands spending around £10k+ a month.
The content appears aimed at ecommerce founders, operators and marketing leads weighing Google Ads performance or agency help.
The posts do not show follower geography, age, gender, job title, company size, seniority or purchasing authority.
For a campaign targeting senior ecommerce decision-makers, treat the account as worth checking, not as a confirmed route to them.
Ask them for recent LinkedIn audience demographics and any survey or first-party data on follower roles and company types; without that information, audience fit remains unresolved.
LinkedIn followers
9,207
LinkedIn profile audience size in account metadata · 2026-10-09
The posts describe client work rather than creator sponsorship.
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They include no sponsorship packages, rate card, media kit or disclosed brand partnership, so marketers should ask whether sponsorship work is accepted.
The commercial route for ecommerce brands is a free 30-minute Commercial Review: send the store, approximate spend and the problem to examine, then hear back before arranging a time.
No Google Ads account access is needed for that first conversation.
A detailed audit is separate, agreed work.
Chris Avery says this is usually a fit for established ecommerce brands spending £10,000 or more a month on Google Ads, depending on complexity and the size of the opportunity.
The posts also discuss replacing an in-house Google Ads hire with agency support, arguing the value lies in expertise, capacity and accountability rather than a tidier report: replacing one overwhelmed employee with one overwhelmed account manager and a nicer PDF achieves nothing.
Free 30-minute Commercial Review
Buyer requirement
Before arranging a call, send the store, approximate spend and what is bothering you about the account.
The initial review needs no Google Ads account access.
It is a second opinion on an existing setup and may end with questions for your current team rather than a change of agency.
Paid audit or agency support
Buyer requirement
A detailed audit is separate work, quoted and agreed only if it makes sense after the initial assessment.
Chris Avery says the usual fit is established ecommerce brands spending £10,000 or more a month on Google Ads, where complexity and the opportunity justify specialist support.
A campaign plan should account for margins, stock, markets and customer behaviour, not just campaign settings.
Brief: an established UK ecommerce brand spending around £25,000 a month on Google Ads, with one in-house Google Ads manager and return on ad spend falling for two quarters.
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The board wants a second opinion before deciding whether to replace the hire with agency support.
This fits what Chris Avery's posts describe.
The spend clears their stated threshold for a commercial review — established ecommerce brands spending £10,000 or more a month on Google Ads — and the service is built for this situation: a second opinion that does not require sacking the existing agency.
The entry point is a free 30-minute Commercial Review.
The brand sends the store, approximate spend and what is bothering them, then hears back before a call is arranged.
No Google Ads account access is needed for that first review.
A detailed audit is separate work, agreed only if it makes sense.
Avery's posts frame the key questions behind falling ROAS: what caused it, what is being changed, what should be expected, and how much the business is prepared to spend finding out.
They describe “we need to give it more time” as the answer that eventually makes a business question what it is paying for.
The agency-replacement argument is about capacity and challenge, not a tidier report: people who test each other's thinking, investigate different parts of the problem and cover the account during holidays, so the whole Google Ads capability does not disappear when one person goes away.
For a brand whose single hire is a point of failure, that is the relevant case.
Two conditions matter.
Avery says an agency has to prove it can do the job; swapping one overwhelmed employee for one overwhelmed account manager and a nicer PDF achieves nothing.
The brief should specify accountability and decision ownership, not just monthly reporting.
The expected inputs are commercial as much as technical: margins, stock, markets and customer behaviour, not campaign settings alone.
When to choose a specialist
Need: a brand wants paid sponsored posts from Chris Avery — promotional LinkedIn content and branded placements to drive awareness for a new product launch.
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The three posts describe client work and a commercial review service for ecommerce brands, not a creator media channel.
They include no rate card, media kit, sponsorship package or disclosed brand partnership.
A brand planning an influencer-style campaign has no information on formats, pricing, audience delivery or past sponsored work.
Ask Avery for a media kit, rates and details of available formats before planning a campaign.
The posts report 9,207 LinkedIn followers in October 2026, but give no demographic details, engagement data or first-party survey showing who those followers are or what authority they hold.
A brand considering this route should ask for audience and engagement data before assuming the following is made up of senior ecommerce buyers.
Two related mismatches are worth flagging.
A campaign built around scaling spend without margin headroom runs against Avery's stated position that 40% of the businesses they reviewed in the past year should not go near Google Ads yet, and should fix pricing, suppliers, shipping and average order value first.
A campaign requiring audited client results or verified case studies would also need more evidence: the posts include no performance figures from named clients.
A worked campaign example
Campaign angle: “Margin-first second opinion” for the £25,000-a-month brand whose ROAS has fallen.
Step 1 — qualification gate.
Confirm the brand spends £10,000 or more a month on Google Ads and that its contribution margin can absorb the current cost per acquisition.
If it cannot, the honest brief is a pricing and margin plan, not a scaling campaign.
One check mirrors Avery's worked example: take the product price, cost to make, shipping, returns rate and payment fees, then see what is left per sale before advertising.
A £24.99 product with £12 cost, £4.95 shipping, 15% returns and 3% payment fees leaves £3.54 — which cannot fund a £15 acquisition cost.
Step 2 — input pack.
Before any call, the brand prepares three things: the store, approximate monthly spend and the specific decision that is bothering them (for example, which product lines deserve more investment, or whether the growth plan still makes sense).
No account access is needed at this stage.
Include margin per line, current stock position, markets being sold into and repeat purchase behaviour, the inputs Avery's posts identify as the real constraint.
Step 3 — the free 30-minute Commercial Review.
The call is a diagnostic, not a pitch.
Ask for a written answer to four questions: what caused the ROAS drop, what is being changed, what result is expected, and what budget is set for finding out.
If the answer merely restates the metric, the brief is not being met.
Step 4 — optional paid audit, scoped separately.
If the review shows a genuine opportunity, agree a paid audit covering margin, stock and market segments, not campaign settings alone.
Specify who owns each decision, how recommendations are challenged, and what happens when the account owner is unavailable.
Step 5 — the acceptable outcome.
A reasonable result is that the brand keeps its current agency or hire and leaves with sharper questions for them.
Avery's posts name that outcome directly; write it into the brief so the engagement is not judged only on whether an agency change follows.
Measurement: test whether the brand can act on the output — a named cause for the spend problem, a specific product or margin decision, and a budgeted next test. A tidier report with no decision attached fails the brief by Avery's stated standard.
Choose Jordan Fry when the board wants to know whether reported return on ad spend is real, particularly for brand search and incrementality, rather than who should run the account.
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Fry explains Conversion Lift on Search and Performance Max: a holdback test that measures which sales ads actually caused.
They also detail the qualification limits: at least 1,000 observed conversions, at least $5,000 in campaign budget, and not every account.
Fry shows how a Google Target ROAS calculator based on margin produces a breakeven number, not a target.
A 15% margin gives 667% Target ROAS; a real margin of 12% after shipping, returns and fees moves breakeven to 8.33x.
This is more useful than Chris Avery's material when the brand needs to prove or disprove incrementality and set targets using true margin.
Fry's advice assumes the brand can qualify for Google's tests and is ready to run them. A brand seeking a second opinion without switching would need to ask whether Fry offers that service.
Choose Martin Davies when the immediate question is why sales are slowing and whether lower market demand or competitor activity is to blame.
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Davies describes auditing ecommerce Google Ads accounts after a hot summer changed buying behaviour, and offers a specific check: run an impression share report by day for the past 30 days or from before the dip.
If impression share holds, demand is lower; if it falls, competitors are likely taking share.
Davies also covers whether to exclude brand terms from Performance Max, pointing to a script that tracks brand versus non-brand clicks, conversions and share of brand revenue over time.
They argue that moving brand to search and adding negative keywords can lower short-term return on ad spend while benefiting the business overall.
This is a better fit than Avery's material when the board wants an account-level diagnosis of falling demand or competitor pressure.
Davies's posts offer tactical audit tips, but don't say whether they provide a commercial review, second opinion or agency replacement.
The Performance Max post dates from May 2024 and may not reflect current campaign behaviour.
Brands needing capacity and accountability alongside a diagnosis should ask whether Davies offers those services.
Choose Cameron Bottura when the brand is deciding how to choose and manage an ecommerce paid-media agency, or the board wants a founder who has publicly addressed agency pricing, client boundaries and profitable paid media.
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Bottura's posts describe starting The Ad Lounge in March 2024 with less than £300 in savings and an overdraft, taking over two years to set pricing, dropping a client who interfered with the account, and bringing in a co-founder in January 2025 to establish structured pricing and boundaries.
The agency is positioned as a profitable paid media agency for ecommerce brands.
Bottura's posts also include cold-outreach examples showing what can prompt a brand to start a conversation: a specific account observation, a useful fix such as using a CSS to save up to 20% per click in the UK, and a case study.
This is more relevant than Avery's material when the brand is weighing agency fit and working relationships rather than a technical second opinion.
Bottura's posts focus on building an agency and earning trust, not diagnosing an existing Google Ads account. A brand seeking a detailed account review should ask whether Bottura offers one and whether they have named-client performance results for a £25,000-a-month account.
This page is built from three LinkedIn posts by Chris Avery, read in full: a worked unit-economics example from a conversation with an unnamed founder, a post on ecommerce businesses replacing an in-house Google Ads hire with agency support, and a post describing a free 30-minute commercial review.
The posts do not show publication dates, so no claim is made about how the thinking has developed over time.
LinkedIn lists 9,207 followers as of 9 October 2026.
The similar-creator comparisons use two posts each by Jordan Fry, Martin Davies and Cameron Bottura.
The posts here do not cover sponsorship formats or a rate card, audience demographics or engagement data, named-client results, video or transcripts, long-form articles, books, or earlier career material.
One shortened enquiry link in the post about the review could not be verified.
