Jordan Brunelle

If the ad platform learns from calls or form fills rather than booked opportunities and deal value, it is being optimized for reporting rather than revenue. The proposed correction is to strip the account back to booked opportunities, offline conversions, and actual deal value, then rebuild reporting and optimization around those definitions.

A $48k/month account described as successful showed great ROAS, clean dashboards, and growth, but contained duplicate conversions, CRM mismatches, and leads sales never contacted.

• After rebuilding around booked opportunities, offline conversions, and deal value, reported performance dipped, then stabilized, then grew.
• A separate post says that when a business spending $15k+/month on Google Ads sees worse leads than the previous year, the usual cause is conversion definitions, feedback loops, or attribution gaps between ads and CRM—not the market.

The $15k/month post narrows the diagnosis from broad account failure to specific measurement and feedback-loop problems.

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Launching campaigns and reporting conversions monthly is not productive if campaigns are not aligned with business objectives.

• New clients often say their previous agency set up campaigns adequately but never went deeper—a set-and-forget approach.
• Brunelle credits Chris Konowal with a related post on the same theme.

One post suggests asking a prospective PPC partner how they will align paid ads with business objectives.

• When Jordan Brunelle asks new clients why they left their last agency, the common answer is that the partner stopped at campaign setup.
• A related post says many business owners and marketing executives know they need a paid media plan but lack a step-by-step process, and links to an external roadmap.

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Platform costs mean little without knowing what a customer is worth and how often leads become customers. Most clients, the post says, do not know their lifetime customer value and assume it does not apply because customers spend different amounts; the answer is to average a year of customer data.

In the worked example, a $100 cost per qualified lead and a 10% close rate mean roughly $1,000 to acquire a customer. A 500% target ROAS then requires $5,000 of revenue per $1,000 spent, so ads are working if average lifetime customer value is about $5,000 or more.

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Strategy follows signing, when full account access and client trust make it possible to review lead sources, ad performance, CRM data, cost per lead, and sales close rates.

• Quick wins are deliberately low-risk fixes that stabilize performance while bigger changes are prepared.
• Communication cadence is part of the deliverable, and scale-building through audience segmentation, landing pages, and account changes comes last.

Quick wins include pausing wasted spend, tightening match types, improving ad relevance, and cleaning up conversion tracking. The first 90 days aim to deliver transparency and clarity and prove the relationship is a partnership, not a vendor arrangement.

The account-takeover post reveals a tension: correcting measurement can make reported performance fall before it improves, even as the onboarding sequence favors early, low-risk wins.

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The problem may lie in what data the ad platform receives, how long leads are nurtured, how quickly the phone is answered, whether search volume supports the channel, how hard the form is to complete, or whether the right audience and conversions are being used.

The audit asks whether customer conversions are fed back to Google or Meta or the account optimizes for calls alone; whether drip campaigns continue three, six, or twelve months after an enquiry; whether calls are answered on the first or second ring; whether thin search volume means Meta should educate an audience; how many form questions stand between a prospect and contact; and whether keywords, audiences, and conversion tracking match the intended customer.

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Readers wondering whether they’re looking at a real diagnostician or someone repeating platform advice should start here: the post shows the instinct to distrust a healthy dashboard until it agrees with sales data.

Brunelle describes taking over an account spending $48,000 a month that the previous agency reported as strong: good ROAS, clean dashboards and month-over-month growth.

• Behind those numbers were duplicate conversions, CRM mismatches and leads that sales never spoke to.
• The account, the post says, was optimized for reporting screenshots rather than revenue.
• Rebuilding around booked opportunities, offline conversions and actual deal value made reported performance fall first, then stabilize, then grow.
• The post concludes that most ad accounts aren’t broken, just telling comforting lies.

For brands planning a campaign

For an audit or consulting engagement, expect the first deliverable to redefine what counts as a conversion—not change bids or budgets. Reported numbers may drop before they improve, so have CRM and deal-value data ready for the first working session.

It shows how they explain things—a key consideration when hiring an adviser.

A five-step calculation: lifetime customer value, lead-to-close rate, cost per qualified lead, profit margin and target ROAS, followed by the arithmetic that connects them.

• In the worked example, $100 per qualified lead at a 10% close rate means $1,000 to acquire a customer.
• At a 500% ROAS target, the business needs $5,000 in revenue per $1,000 of spend, so an average lifetime value of $5,000 or more makes the ads profitable.
• Brunelle notes that most clients don’t know their lifetime value and assume the figure doesn’t apply because customers differ.
• Their answer: an average based on a year of data is enough.

For brands planning a campaign

A useful pre-engagement checklist.

• An agency can run the same five steps on its own accounts before a consulting call.
• Any missing input—lifetime value, close rate or qualified-lead cost—becomes the first agenda item, not a discovery made three months in.

That’s useful reading before a scoping call.

Brunelle outlines four priorities for the first three months with a new client.

• Strategy comes after signing, when full account access and client trust allow a review of lead sources, ad performance, CRM data, cost per lead and sales close rates.
• The goal is to connect marketing performance to business outcomes.
• Next come low-risk quick wins: pausing wasted spend, tightening match types, improving ad relevance and cleaning up conversion tracking.
• Third, Brunelle establishes a predictable cadence of strategy calls, reporting and check-ins, so clients know the campaigns are being worked on.
• Finally, the focus shifts to scaling through audience segmentation, landing pages and larger account changes.

For brands planning a campaign

A proposed 90-day structure for an audit and consulting scope. The strategy phase depends on CRM and sales data, not just ad account access, so the timeline is realistic only if the client commits that data up front.

For anyone assessing whether Brunelle can audit their lead generation, it’s the clearest account of what that audit would cover.

A six-point audit for home service businesses whose lead generation ads aren’t delivering.

• Check whether the CRM feeds real customer conversions back to Google and Meta, or whether the account is optimizing only for calls.
• Check whether drip campaigns keep nurturing leads three, six or twelve months out.
• Check speed-to-lead, including whether the phone is answered on the first or second ring every time.
• Check whether the channel fits: with thin search volume, overspending on clicks may be a sign that Meta is needed to educate an audience.
• Check landing-page friction and how many form questions stand between a prospect and contact.
• Check targeting through keywords, audiences and conversion tracking.

For brands planning a campaign

A discovery questionnaire and a way to scope an audit before quoting. The stated specialty is home service and lead generation accounts, so agencies outside that profile should adapt the checklist rather than reuse it as is.

Read it to understand what they’ll expect from the relationship.

Brunelle says the question to ask a prospective PPC partner is how they’ll align paid ads with business objectives.

• When they ask new clients why they left their last agency, the usual answer is that campaigns were set up adequately but the partner never went deeper—a set-and-forget approach.
• The distinction is between a campaign succeeding and a business moving toward its actual goals; as the post notes, the two often go together, but not always.
• The paid media partner—not the client—is responsible for asking the right questions and pivoting.

For brands planning a campaign

The post sets expectations for both sides.

• Clients seeking only campaign execution and monthly conversion reports aren’t the fit; those willing to open CRM data and discuss business goals are.
• Expect the scope discussion to start with business objectives, not channel tactics.

In one account review, Jordan Brunelle describes taking over a “successful” $48k/month account whose reporting showed strong ROAS, clean dashboards, and month-over-month growth, but which contained duplicate conversions, CRM mismatches, and leads that sales never spoke to.

• The diagnosis: the account was optimized for reporting screenshots rather than revenue.
• A related post makes the same point about choosing a partner: a campaign can be called successful without moving the business toward its actual goals, and the paid media partner's job is to ask whether campaigns are aligned with those goals in the first place.

Strip an account back to booked opportunities, offline conversions, and actual deal value, then rebuild reporting and optimization around those definitions.

For brands planning a campaign

When assessing Jordan Brunelle for an audit, ask how the review handles accounts that already report well. The test is whether the audit traces reported conversions back to booked opportunities and deal value, and whether it accepts a temporary performance dip while measurement is corrected.

Examples: Source 1 · Source 2 · Source 3

One argues that if a business is spending $15k+/month on Google Ads and its leads feel worse than last year, the likely culprits are conversion definitions, feedback loops, or attribution gaps between the ad platform and the CRM, rather than the market.

• A home-services audit post asks whether the right conversion data is being fed back to Google, whether the platform knows when a lead becomes a customer or is only optimizing for calls, and whether it tracks the audiences and keywords that actually produce customers.
• The account takeover post links the same problem to leads being counted even though sales never contacted them.

For brands planning a campaign

The audit and consulting engagement can be scoped around a central question: which events count as conversions, and does the ad platform learn from closed business or only from form fills and calls? A brief should specify conversion tracking definitions and CRM integration, not just campaign settings.

Examples: Source 1 · Source 2 · Source 3

In the worked example, a $100 cost per qualified lead and a 10% close rate mean roughly $1,000 to acquire a customer, so a 500% target ROAS requires $5,000 of revenue per $1,000 spent, and the ads count as working if average lifetime customer value reaches about $5,000. The post says most clients do not know their lifetime customer value and assume it does not apply to them because customers spend different amounts.

Average a year of customer data to estimate lifetime value, use qualified-lead close rates rather than raw lead volume, and convert profit margin into a target ROAS.

For brands planning a campaign

This gives a concrete agenda for a paid media audit: bring sales close rates, average customer value, and margin assumptions, and expect recommendations in terms of a target cost per qualified lead or ROAS rather than a benchmark click cost. Ask Jordan Brunelle to run this calculation at the start of the engagement.

Examples: Source 1

The stated purpose of the first 90 days is transparency, clarity, and showing that the relationship is a partnership rather than a vendor arrangement.

Sequence the work as strategy, quick wins, communication cadence, then scale-building. Keep quick wins deliberately low-risk so progress shows while bigger changes are prepared.

For brands planning a campaign

An engagement with Jordan Brunelle can follow this sequence: audit and strategy first, then low-risk optimizations to stabilize performance, followed by larger structural work. Specify the reporting cadence and check-in schedule, which the posts treat as part of the deliverable.

Examples: Source 1

The post invites readers to add what was missed, presenting the list as a working checklist rather than a fixed framework.

The checklist is framed specifically for home service businesses; the posts do not claim it applies unchanged to other sectors.

For brands planning a campaign

For a lead generation or marketing agency buyer, this shows the audit reaches beyond the ad account into CRM, follow-up, and intake. Establish which of these six areas the engagement covers and which sit with the client team.

Examples: Source 1

One argues that execution-only partnerships are less impactful than relationships where the partner is brought in early, given CRM access, and trusted with the client's numbers.

• Simply launching campaigns and reporting conversions monthly is not the most productive arrangement.
• The other suggests asking a prospective PPC partner how they will align paid ads with business objectives, and reports that clients who left previous agencies commonly say the agency set campaigns up adequately but never went deeper.
• A further post argues that many business owners and marketing executives know they need a paid media plan but lack a step-by-step process, and offers a roadmap resource.

For brands planning a campaign

This is the clearest statement of how Jordan Brunelle expects to work: with access to CRM data and revenue numbers, and early involvement in planning, rather than as a campaign executor. Decide whether you can provide that access and want a partner at that level.

Examples: Source 1 · Source 2 · Source 3

Brunelle emphasizes CRM access, business objectives, and whether ads produce business results; Koffler traces responsibility through the handoff from form fill to sales follow-up and pipeline.

Koffler gives more attention to the client's role in bringing sales feedback into the process, while Brunelle's examples focus on conversion definitions, account measurement, and lead-generation economics.

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Chapman names qualified leads, pipeline, and revenue as better reporting measures; Brunelle illustrates the issue with duplicate conversions, CRM mismatches, and leads sales never contacted.

Chapman's posts focus on reporting metrics and silent tracking failures, while Brunelle also covers onboarding, partner selection, and a worked unit-economics calculation.

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Gregory's ecommerce posts discuss scaling Meta and Google campaigns, while Brunelle's posts connect lead-generation campaigns to CRM data and sales outcomes.

Gregory's examples center on ecommerce brands, cross-channel planning, and scaling spend; Brunelle's posts center on lead generation, client relationships, and qualified leads.

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The same buyer task — deciding whether ad-account numbers can be trusted and what to do about it — is answered from the measurement side.

• One post traces a six-month silent failure: a website update broke the tracking tag, a GA4 migration stopped half the conversions logging, a CRM integration lost source attribution, and the dashboards still looked fine.
• As a result, budget went to campaigns that showed up and away from ones that were working but unmeasured.
• Chapman prescribes regular audits that verify accuracy, rather than just confirming numbers arrive, and reporting built on cost per qualified lead, lead-to-opportunity conversion rate, and customer acquisition cost against lifetime value.
• Buyers whose first question is how to know the data is real get a more direct answer here than in Jordan Brunelle's case narrative.

Choosing Chapman trades revenue-side rebuild detail for tracking-audit depth.

• Chapman's posts identify what is wrong and which metrics matter, but don't describe redefining conversions around booked opportunities and actual deal value, rebuilding an account around them, or structuring the first three months of an engagement.
• Chapman also writes as a UK agency with a stated £2k+ per month spend threshold and closes posts with a direct contact pitch, so the content doubles as agency marketing.
• Buyers weighing method over positioning should account for that.

Examples: Source 1 · Source 2

The same decision — whether the current partner setup can produce business results — is answered by following a lead from form fill to closed deal: who follows up and how fast, what sales actually says when it calls leads bad, and whether a closed opportunity can be traced back to the campaign that produced it.

• Koffler argues that an agency should be held to pipeline outcomes, but someone inside the company must bring sales into the conversation and turn decisions into action.
• A second post builds the in-house comparison buyers will inevitably make: a senior demand generation hire at roughly $150k–$200k base, RevOps support at roughly $100k–$130k, three to six months of ramp, plus loaded cost and backfill risk, coming to about $300k–$370k fully loaded.
• For clients deciding between retaining an agency and building the function, that arithmetic is the more useful starting point.

The tradeoff is scope.

• Koffler's material covers B2B SaaS demand generation and agency-versus-in-house economics: it argues process and cost but contains no account-level diagnosis with numbers — nothing equivalent to the audit of the $48k per month account or the five-step lifetime-value-to-target-ROAS calculation.
• Clients who need to know what is specifically wrong inside a lead generation account get a case for structure and internal ownership, not a method for locating the fault.

Examples: Source 1 · Source 2

The same decision — whether the setup will hold as spend grows — is answered for ecommerce: once budgets cross £25–30k a month on Meta or Google, ROAS declines, acquisition costs climb and results swing.

• Gregory identifies the causes as funnel gaps for cold audiences, Google and Meta being planned in isolation, and the absence of a lifetime-value or offer strategy.
• A follow-up post moves to mechanics: when spend rises too quickly, the algorithm broadens targeting and dilutes the best audiences.
• The fix is tighter campaign structure, audience signals and exclusions, with search terms, product feeds and creative aligned with intent.
• Ecommerce brands seeking a second pair of eyes on a scaling account are closer to this advice than to lead generation advice.

The tradeoff is that the diagnosis centers on product catalogues, weekly creative testing and cold-traffic funnels.

• Lead generation businesses with a CRM, sales follow-up and offline conversions fall outside what Jordan Brunelle's posts address.
• They don't cover the CRM feedback loop, speed-to-lead or qualified-lead definitions central to Jordan's approach, so buyers would be trading one set of failure modes for another.
• The posts also read as audit outreach with an invitation to message; ask what an ongoing advisory engagement looks like.

Examples: Source 1 · Source 2