Mathew Bojerski works in paid media, with a focus on testing advertising creative and helping teams understand what is working. The posts also describe what he expects from paid media managers and what they need from clients to do their jobs well.
They are most useful for structured paid media creative testing and clear client reporting.
Best for
A performance marketing agency or brand team needing structured creative testing and client reporting.
Not for
A consumer brand seeking a creator to front sponsored social placements to a broad buying audience.
Key takeaways
Test one variable at a time so results trace to a cause.
Rank goals: earn the first second before anything else counts.
Reporting and escalation are part of the job, not overhead.
Check first: Confirm if a paid partnership package exists and ask for supporting campaign data.
Main ideas
Test one variable at a time so you can trace results to a cause · Rank the goals: earn the first second before anything else counts · Reporting and escalation are part of the job, not overhead
Mathew Bojerski writes about paid media, especially how to test advertising creative and how marketing teams should prioritize and report their work.
The posts reviewed show a practical focus: measure changes to an ad one variable at a time, decide which campaign goal matters most, and explain results in a way a marketing lead can act on.
Follow them for concrete frameworks and expectations for the working relationship between a paid media manager and a client.
Bojerski connects campaign mechanics to what makes the work useful.
In a post on creative testing, the proposed framework separates audience, emotion, angle, hook, call to action, and format so a team can compare variations rather than rely on opinion.
Other posts extend that discipline to team priorities: earn attention, keep the right viewers watching, get the click, and build recall; then report problems early and make the results understandable beyond a spreadsheet.
They also point out what a buyer needs from a client, including past performance, customer language, and usable creative assets.
Together, these posts make the work especially useful to readers interested in structured testing and clear client communication.
The performance figures in the testing post are presented as their observations; ask for supporting campaign data before relying on them.
Across four LinkedIn posts, Mathew Bojerski argues for a paid media practice built on two habits: reducing creative decisions to measurable single variables, and treating client communication as part of the craft rather than an administrative chore.
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The posts offer short, list-shaped working positions, several ending with questions to peers about what they would add or reorder. One theme runs through them: strategists perform better when goals are ranked, tests are controlled, reporting is a story the client can retell, and the client supplies the raw material the work depends on.
Test one variable at a time so you can trace results to a cause
Bojerski argues that ad creative should be measured across six separate layers — audience, emotion, angle, hook, call to action, and format — and changed one at a time.
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A result from a completely new ad does not reveal which element caused it; a single-variable change gives the team a finding it can act on and repeat. The aim is to lead strategy conversations with measured facts rather than opinion, and multiply one piece of creative into dozens of controlled variants.
Bojerski describes the kind of line this approach produces in a client meeting: adding numbers to headlines lifted conversion about 13% in their work, while question-led hooks had roughly 22% higher click-through.
They sum up the method as "measuring in single variables sharpens your strategic sword."
The figures are their own observations, without sample sizes or time periods.
Rank the goals: earn the first second before anything else counts
Writing as if running a marketing team, Bojerski sets out an explicit order for paid media goals: stop the scroll, keep the right prospect watching past the first three to five seconds, earn the click, stay top of mind for people not ready to buy, then build one simple association in the buyer's head.
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The logic is attention management: a team's effort is finite, so an ordered list directs it toward the problems most likely to produce incremental gains instead of spreading it across equally weighted objectives.
Bojerski makes the order explicit: if the first second does not earn a pause, "nothing else on this list matters." They offer target associations short enough to repeat, such as "affordable private school" or "your dream backyard in 30-days."
Reporting and escalation are part of the job, not overhead
Bojerski lists what they expect from a paid media manager when leading marketing: show what is working and what is not, raise opportunities before being asked, name the fires and rank which to fight first, report slippage as soon as it is known with a fix attached, turn performance data into a story the lead can repeat without stumbling, take feedback without getting defensive, and be easy to work with under pressure.
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Because the work moves fast and the money is real, the client relationship should be light rather than heavy. Translating data into a narrative is part of the strategist's value, not a reporting formality.
The sharpest line is about format: "I don't want a spreadsheet.
I want the story I can explain without hiccup."
The escalation expectation is just as concrete: tell the lead the minute you know we're behind, "and tell me what the plan is to solve for it."
A buyer can perform only if the client hands over the raw material
Turning the usual advice around, Bojerski describes what a new paid media hire should receive, rather than what they should deliver: an asset folder with photos, video, and high-resolution logos; a history of what has worked, what has not, and why the team moved on; writing guidelines covering the words that resonate with the ideal customer and the ones to avoid; the customer's actual language; and access to the people who hear that language, including sales calls, support tickets, and reviews.
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Buyers want to perform, but ramp-up speed and creative quality depend on inputs the client controls.
The post closes with the limit of the role, in the buyer's own voice: "Media buyers want to perform.
We really do.
But rarely can we carry the whole ship ourselves."
Read alongside the manager-expectations post, this is the other half of the same argument: Bojerski asks a lot of the person doing the work and just as much of the client supplying it. Both posts pose open questions to peers about what belongs on the list, presenting these as working positions rather than settled standards.
This is the clearest statement of how Mathew Bojerski structures creative testing, and the best first stop if you want to understand what they do rather than what their job title says.
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A newcomer can read it in two minutes and take the framework into a meeting.
Mathew Bojerski describes breaking a single ad into six separately measured variables — audience, emotion, angle, hook, call to action, and format — then multiplying one piece of creative into dozens of variants by changing one variable at a time.
The post opens with a claim they say they want to bring into client meetings: adding numbers to headlines lifted conversion by roughly 13%, while hooks written as questions had about 22% higher click-through than those that were not.
They present these figures as observations from paid media work, not published study results.
Ask for the sample sizes and time periods behind them.
The framework aims to ground strategy discussions in measured results rather than opinion: "Measuring in single variables sharpens your strategic sword."
For brands planning a campaign
For a brand or agency hiring for this work, the six-layer list is a testable interview artifact.
Hand a candidate an existing ad and ask them to expand it into a six-variable test matrix, explain how they would read the results, and say what they would do next.
Ask early whether your production capacity and budget can support single-variable testing: it needs a steady supply of creative and enough spend per variant to produce readable results.
This post shows how Mathew Bojerski ranks competing objectives when everything feels urgent.
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It can help you judge whether their instincts align with how your team decides what matters first.
Writing as though they were running a marketing team, Mathew Bojerski ranks paid media goals: stop the scroll in the first second, keep the right prospect watching past the first three to five seconds, earn the click, stay top of mind for people who are not ready to buy yet, and build a simple association such as "affordable private school."
The ranking is explicit: if the first second does not earn a pause, "nothing else on this list matters."
The post frames the list as a management tool: a team's attention is finite, so ordering goals directs effort toward problems most likely to produce incremental gains.
It closes by asking peers what they would add or move, presenting the list as a working position rather than a settled rule.
For brands planning a campaign
The ranking offers an agenda for reviewing a media plan or a hired strategist's priorities.
Ask a candidate to assess an existing campaign against the five goals and identify its weak points.
For many performance programs, the third and fourth goals — click-through and later recall — are hardest to attribute.
The post also gives hiring teams a management style to probe: Bojerski expects goals to be ordered and defended, not presented as a flat list of equal priorities.
Mathew Bojerski says this is the standard they hold themselves to with clients, making it direct evidence of their day-to-day approach to reporting, escalation, feedback, and working relationships.
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Mathew Bojerski lists seven things they would want from a paid media manager as head of marketing: show what is working and what is not; flag opportunities before being asked; identify fires and rank which to put out first; report problems as soon as they are known, along with a plan to fix them; turn reporting into a story that can be retold without hesitation; take feedback without getting defensive; and be easy to work with under pressure.
The tone is deliberately plain: "I don't want a spreadsheet.
I want the story I can explain without hiccup."
They say this is the standard they hold themselves to and deliver to clients, then ask readers what they would add.
For brands planning a campaign
Read as a client-service specification, this is close to a role description for a strategist who owns communication as well as execution.
Hiring teams can turn each line into an interview question: ask a candidate to describe a time they surfaced bad news early and what the follow-up plan looked like.
The reporting expectation is the sharpest: a candidate who can turn performance data into a short narrative a marketing lead can repeat to their own boss brings a skill agencies often struggle to staff.
Most posts about paid media describe what a buyer should do; this one describes what they need to do it.
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Read it to see how Mathew Bojerski thinks about the conditions around the work, not just campaign mechanics.
Writing from the perspective of a head of marketing hiring a paid media buyer, Mathew Bojerski lists what the new hire should receive: an asset folder with photos, video, and high-resolution logos so they are not starting from zero; a history of what has worked, what has not, and why the team moved on; writing guidelines covering words that resonate with the ideal customer and those to avoid; the customer's actual language, in their own words; and access to people who talk to customers, whether through sales calls, support tickets, or reviews. The closing line concedes the limits of the role — "rarely can we carry the whole ship ourselves" — and asks readers what they would add.
For brands planning a campaign
This onboarding checklist doubles as an agency-client diagnostic.
If a brand cannot provide the asset folder, performance history, writing guidelines, or access to customer language, ramp-up will be slower and creative more generic; no strategist can fully compensate.
Ask candidates how they have worked with clients missing these inputs to learn how they handle the common case, not just the ideal one.
Mathew Bojerski describes measuring every ad creative across six layers: audience, emotion, angle, hook, call to action and format.
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Splitting them lets a team change one variable at a time and trace results to a specific element rather than the ad as a whole. They say the method lets a team expand one piece of creative into dozens of test variants, and cite measured findings they bring to client meetings: headlines containing numbers convert about 13% better in their reporting, and question-based hooks produce a roughly 22% higher click-through rate.
Isolate one variable per test across the six layers; lead planning conversations with measured results, not opinion.
For brands planning a campaign
For a role built around creative testing, ask for a sample test plan that names which layer changes, what stays constant and how results will be reported. The six layers also provide a structure for a first-90-days testing roadmap.
Bojerski sets out the order they would prioritise a paid media team's goals as a head of marketing: stop the scroll (if the first second does not earn a pause, nothing else counts); get the ideal customer profile watching longer, measured by the share of video viewed past the first three or five seconds; earn the click through click-through-rate hypotheses and experiments; stay top of mind for people not ready to buy; and build one simple association line such as "affordable private school."
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They say managing a team means managing attention, and a prioritised list focuses more attention on problems likely to produce incremental gains.
Sequence the funnel by what must be earned first: attention, qualified viewing time, the click, memory, then association.
Bojerski invites readers to add to or reorder the list, presenting the sequence as a working argument rather than a fixed rule.
For brands planning a campaign
Use this as a brief template for paid social work: ask a candidate where they would deviate from this order and why, and how they would measure each step in a client's reporting.
Bojerski lists the expectations they would set for a paid media manager: show what is and is not working; flag opportunities before the lead has to find them; identify the fires and which one is being put out first; report slippage as soon as it is known, with a plan attached; turn reporting into a story a leader can repeat without stumbling, not a spreadsheet; take feedback without getting defensive; and be someone the client wants to work with.
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They argue the relationship should be easy rather than heavy because the work moves fast and the stakes are real.
Escalate early with a proposed fix; translate performance data into a narrative the client can retell to their own stakeholders.
For brands planning a campaign
Use this list in interviews and as a standard for client relationships. Ask candidates to describe a time they surfaced a problem before a scheduled call and what plan they brought with it.
Writing from the buyer's side, Bojerski lists what they would give a new paid media hire: an asset folder with photos, video and high-resolution logos; the performance history of what worked, what did not and why earlier approaches were dropped; writing guidelines covering words that resonate with the ideal customer profile and those to avoid; the customer's actual language; and access to the people who hear that language, including sales calls, support tickets and reviews.
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They say buyers want to perform but rarely carry the whole ship alone.
The list is presented as an open question to peers about what else belongs on it, not as a complete onboarding standard.
For brands planning a campaign
Use this checklist when scoping an engagement: what the client supplies shapes how quickly a hire or agency can produce useful tests. It also supports interview questions about what a candidate needs from a client in the first month.
The LinkedIn posts document Mathew Bojerski’s paid media work and how they describe client relationships, but name no brands, employers, agencies, or partners.
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References to “clients” and “the budget we both care about” are generic and cannot be tied to a specific business. Ask for named examples of these relationships.
Mathew Bojerski writes about paid media as a discipline of controlled measurement and plain client communication.
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One method post lays out six layers for measuring ad creative (audience, emotion, angle, hook, call to action, format) and recommends changing one layer per test so a result can be traced to a cause.
Two companion posts describe the working relationship from the marketing lead's side, listing goals to prioritise and what a paid media manager owes a client.
A fourth post covers what a new buyer needs from a client before producing useful work.
Read the testing post first for the method, then the manager-directed posts as a shortlist of expectations to bring into a role, an interview or an agency brief.
Each piece is short and list-shaped, and closes by asking peers to add or reorder items.
Both write from inside paid social accounts about creative testing and argue against relying on a single winning ad.
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Shakoor describes scaling one creative from $1K to $10K a day, then watching cost per acquisition climb and ROAS fall as the creative tires. They draw the same conclusion as Bojerski: keep testing different hooks, angles and formats so you are never starting from zero when the current winner dies.
Shakoor focuses on in-account DTC ecommerce work on Meta, describing risk in spend and return terms and recommending a steady pipeline of winners.
Bojerski takes a structural, managerial approach: naming six layers of a creative so tests isolate one variable, and spelling out what a strategist owes a marketing lead and what the lead must supply.
Readers looking for account-level tactics get more from Shakoor; those looking for a testing structure and client working model get more from Bojerski.
Both connect marketing craft to measurable conversion outcomes and treat a page or an ad as a performance asset rather than a publishing exercise.
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Toschi traces a path through content, development, tracking and paid media, and argues that content should be judged by its purpose. That is the same standard Bojerski applies when they demand a reported result behind a creative decision, not an opinion.
Toschi works up and down the stack: SEO-era content at volume, Core Web Vitals, tagging, measurement and how analytics can be misread, with conversion linking it all.
Bojerski stays on the paid media side, where the unit of work is the ad and the question is which single element caused the change.
Follow Toschi for the wider content and measurement system around the campaign; follow them for what happens inside the creative test and the client conversation.
Both argue for deliberate planning over cramming everything into one asset.
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Chiaravallo's point is that brands try to fit the story, tagline, features, proof, offer and call to action into a single ad and end up saying nothing.
That is the campaign-level version of Bojerski's rule to measure one creative variable at a time.
Both think in sets of focused messages rather than one heroic execution.
Chiaravallo writes about B2B media planning: reaching buyers as people across video, connected TV, audio and social, building familiarity before purchase, and giving each ad a distinct role in the campaign.
Bojerski's material is narrower and more operational: measured layers inside the creative, a priority order for paid media goals, and handling slippage and reporting with a client.
Chiaravallo helps with channel and message architecture; Bojerski offers test design and reporting discipline.
LinkedIn shows Mathew Bojerski with 18,757 followers as recorded on 11 October 2026.
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The four posts indicate who the content is written for: heads of marketing deciding what to ask of a paid media team, and media buyers being told what a marketing lead should hand over—assets, history, writing guidelines, customer language, and access to the people who talk to customers.
Other posts describe a six-layer creative testing breakdown (audience, emotion, angle, hook, CTA, format) and a prioritised goal list from stopping the scroll through to building a brand association.
The language is internal to paid media work—CTR, video viewed past three or five seconds, hypotheses and experiments—pointing to an audience of in-house and agency marketers rather than general consumers.
The posts do not provide platform demographics or audience survey results.
Buyers whose campaigns depend on job seniority, function, company size, or geography should ask for recent post-level results on comparable topics, depth, and formats, plus any audience survey data covering those attributes.
LinkedIn followers
18,757
LinkedIn profile follower count as recorded in the creator's account record · 2026-10-11
The four available posts by Mathew Bojerski contain no sponsorship formats, brand-partnership programs, rate details or official partnership inquiry route.
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They cover paid media practice and team expectations: creative testing across audience, emotion, angle, hook, CTA and format; the order a head of marketing should prioritize paid media goals; what a paid media manager should deliver to a head of marketing; and what a head of marketing should hand a new paid media buyer.
None is labeled as sponsored, names a brand partner or describes terms, deliverables or booking steps.
Buyers should ask directly about available formats and terms before budgeting.
A performance marketing agency hiring a paid media strategist to run creative testing and own client reporting is a strong match for the work Mathew Bojerski shows in these four posts.
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The six-layer framework gives the role a ready method rather than a vague mandate: split every ad into audience, emotion, angle, hook, call to action and format; change one variable per test; and let the result point to a specific element instead of the ad as a whole.
They describe expanding one piece of creative into dozens of variants this way, addressing exactly the multiplication problem an agency testing lead is hired to solve.
The other three posts map onto the rest of the brief.
The ranked goal list — stop the scroll, hold the right viewer past three to five seconds, earn the click, stay top of mind, build one association line — gives a client’s paid programme a defensible order and explains why not everything can be funded at once.
The expectations post spells out what a reporting owner must do: surface what is working and what is not, flag problems as soon as they are known with a plan attached, and turn data into a story a marketing lead can repeat to their own boss.
The onboarding post shows the same attention to the conditions around the work — asset folder, performance history, writing guidelines, customer language and access to the people who talk to customers — important for a client-facing role where ramp-up speed matters.
Two points need testing before hiring.
The performance figures they cite, roughly 13% higher conversion for headlines containing numbers and about 22% higher click-through for question hooks, are reported observations from paid media work, with no sample sizes, time periods or platform named.
Treat them as personal findings, not audited benchmarks.
Single-variable testing also depends on sufficient creative supply and per-variant spend.
Interview questions: Pick one live ad and expand it into a six-layer test matrix; what result would change your next decision?
Where would you reorder the five paid media goals for our largest account, and what would you measure at each step?
Describe a time you told a client about a problem before the scheduled call and the plan you brought.
What do you need from a new client in the first month, and how have you worked around a client that could not supply it?
When to choose a specialist
A consumer brand looking for a creator to front sponsored social placements to a broad buying audience is a poor match based on these posts.
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None documents a sponsorship offer, rate card, deliverable format or booking route.
Confirm directly whether a paid partnership package is available before budgeting.
The content points the other way too.
All four posts address practitioners — heads of marketing deciding what to demand from a paid media team, and media buyers being told what a client should hand them.
They are short text posts about test design, goal prioritisation and working expectations, not consumer-facing creative.
The posts show no product placed in front of general consumers, branded campaign they fronted or platform performance beyond LinkedIn.
Audience information is thin for a consumer campaign.
The only measured figure available is 18,757 LinkedIn followers; there is no breakdown by country, seniority, function, company size or interest.
A campaign aimed at a specific consumer segment, requiring a video-first format or seeking multi-platform reach would need audience and format details confirmed directly.
The two percentages in the testing post have no sample size, dates or platform attached, so they cannot support a performance guarantee.
A worked campaign example
Worked angle: a 90-day paid social engagement for a B2B software client, run as a testing-and-reporting build rather than a campaign sprint.
Weeks 1–2: complete the onboarding list before any media goes live.
Collect the asset folder; a history of what worked, what failed and why the team moved on; writing guidelines, including words that resonate and words to avoid; the customer's own language from sales calls, support tickets and reviews; and standing access to the people who hear that language.
If the client cannot supply customer language or access, log it as the first constraint: it will drive generic creative later.
Weeks 2–6: build the test matrix across the six layers.
Hold five constant and change one.
First, test hook type — question versus statement — across a fixed audience, format, CTA and emotional angle, using the same asset-folder source.
Second, test an audience split at a fixed hook and format.
Log every variant against the six layers so each result points to one element.
Set the roadmap by the ranked goal list: attention in the first second, then share of video viewed past three to five seconds by the target profile, then click-through, recall among people not ready to buy, and finally one association line agreed with the client, such as a single phrase the market should attach to the product.
Weeks 6–12: reporting.
Write one page per month as a story the client's marketing lead can retell: what is working, what is not, where the opportunities are before they are asked about, which current fires to put out first, and any slippage flagged the day it is known, with a plan attached.
Support each claim with its test and caveat — variant count, spend and date window.
Deliverables: a hypothesis log, a six-layer variant map and the monthly story memo.
State the resourcing constraint up front: single-variable testing needs enough variants at readable spend and a steady creative supply.
If the client cannot fund that volume, reduce the plan to three layers and fewer, slower tests rather than pretending the full matrix is affordable.
Note for the client: the 13% and 22% figures they have cited are their own reported observations, not benchmarks to use as contractual targets.
Choose Ujla Shakoor over Mathew Bojerski when an agency’s largest account is a DTC ecommerce brand on Meta and one winning ad is carrying the whole account.
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The post on tired winners traces the failure pattern: spend scales from $1K to $3K to $5K to $10K behind a single creative, everything looks fine, then CPA climbs, ROAS drops, and sales slow.
The proposed fix is to stop chasing the current winner and build a pipeline, varying hooks, angles, customer problems, and formats so the next test is already running when the current ad dies.
For a consumer account in that situation, this is a sharper diagnosis than the six-layer matrix, which is broader and less tied to ad fatigue.
Neither post addresses client reporting, manager expectations, or onboarding, leaving the reporting half of the brief uncovered.
The testing advice is aimed at a practitioner protecting one account, not a lead standardising methods across client teams.
The six-layer framework offers a clearer way to attribute a result to one variable; Shakoor names categories to vary but does not explain how to isolate them or what a readable result looks like.
Treat the second post as an argument for creative pipeline volume, not a documented process with results behind it.
Choose Tarsis Toschi when the agency needs someone who moves between paid media, content, and the technical layer beneath both: measurement setup, page speed, and content with somewhere to send the reader.
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The career post traces a path from writing over 100 pieces for ranking-focused directory sites to webmaster and content management work, website development, tracking setup, paid media, and multi-channel performance marketing managing over $3M a year in ad spend.
It argues that this full-stack path changes four things in practice: treating a page as a system where every element competes for attention; treating Core Web Vitals as a content problem rather than an IT one; writing with the conversion path in mind from the start; and distinguishing measurement problems from content problems using GA4, GTM, data layers, and UTM structures.
For a client asking why good content is not converting, that last diagnostic is a distinct capability.
The case is broad and self-described: one annual spend figure and a tool list are the only specifics, with no example of a diagnosis, test result, or campaign.
There is no framework comparable to the six layers, and nothing on reporting cadence or working relationships.
The second post argues at industry level for AI and content quality — strategy before output, quality signals over volume signals, distribution as part of the work — which supports a content mandate but says little about paid creative testing.
For a role focused on creative testing and client reporting, Toschi is the weaker swap.
Ask for a campaign example and a sample client report before weighing the fit against Bojerski’s.
Choose Anthony Chiaravallo for a multi-channel B2B campaign rather than a paid social testing build, or when ads are being asked to say too many things.
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The campaign-structure post argues that an ad trying to carry the brand story, tagline, features, benefits, testimonials, awards, offer, and call to action usually says nothing.
Each ad should instead take one role — introduce the brand, showcase the product, build trust through social proof, highlight the service, or present the offer — so the set tells a richer story over time.
The other post makes the upper-funnel case that B2B buyers are the same people after hours, reachable through video, CTV, audio, social, and content, and that familiarity built there is what a buyer remembers when ready.
An agency strategist building a channel plan or fixing overloaded creative would use both.
The role split is campaign architecture, not test design: there is no method for holding variables constant, reading a result, or attributing an outcome to one element, and nothing on client reporting.
The upper-funnel argument is a strategic position without performance data.
The ranked goal list covers some of the same ground — stop the scroll, hold the right viewer, earn the click, stay top of mind, build one association — but orders it for a paid media team rather than a whole campaign.
Neither alternative documents sponsorship formats, rates, or a booking route; confirm those directly before pursuing a commercial engagement.
This profile draws on four complete LinkedIn text posts by Mathew Bojerski and the follower count shown on the LinkedIn profile on 11 October 2026.
The posts describe a six-layer way of testing ad creative (audience, emotion, angle, hook, call to action, format), a ranked order of paid media goals, what a head of marketing should expect from a paid media manager, and what a new media buyer needs from a client.
No publication dates appear in the four posts, so nothing here claims how the positions changed over time.
The posts name no employers, clients, or brand partners, and the performance figures cited — about 13% higher conversion for headlines containing numbers and roughly 22% higher click-through for question hooks — are presented as Bojerski's own observations with no sample sizes, time periods, or platform given.
These gaps may affect a decision; the posts do not describe sponsorship formats, publish rates, or provide a booking route.