Tom Jacques-Seebold is most useful for DTC email and CRM audits that connect retention work to brand trust.
Best for
A DTC or subscription brand whose CRM has become promotional and wants an outside view.
Not for
Reach-led consumer awareness, mass product launches, or sponsored placements priced against audience size.
Key takeaways
Every send either enriches your brand or erodes it, with no neutral option.
Transactional email is the brand channel most customers actually see.
Retention fails through small, quiet leaks, such as weak welcome flows.
Check first: Ask for examples beyond LinkedIn posts, plus audience data and terms if considering sponsorship.
Main ideas
Every send either enriches your brand or erodes it—there is no neutral · Transactional email is the brand channel most customers actually see · Retention fails through small, quiet leaks
Tom Jacques-Seebold writes about CRM and email for DTC brands, focusing on improving retention and revenue without weakening a brand.
Their posts argue that each customer message can build or wear down brand trust.
Follow their work for practical examples of where CRM programmes fall short, including overlooked transactional emails and small retention problems that accumulate over time.
Jacques-Seebold connects brand concerns to specific CRM decisions.
In one post, they contrast the pressure to grow lists, segment audiences and drive sales with the risk of sending more messages at the expense of brand equity.
In another, they show how transactional emails can be part of the product: The Lost Estate uses pre-show messages to prepare guests and build anticipation, while a luxury apparel example has a shipping email standing in for the post-purchase journey.
They also point to weak welcome flows, undifferentiated messages and neglected lapsed customers as retention problems.
Their work focuses on the whole customer experience, not just campaign performance.
For a fuller view of their work, ask for examples beyond LinkedIn posts.
Across five LinkedIn posts, Tom Jacques-Seebold makes one argument in several ways: judge email and CRM by brand health and retention economics, not send volume or campaign output.
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Every message either adds to or subtracts from the brand; transactional messages are the ones most customers actually see; and retention tends to fail through a handful of quiet leaks rather than one dramatic break.
The audit gives marketing directors a scored diagnosis and a 90-day plan to take to budget holders.
The posts are short and practical, grounding their reasoning in named examples rather than general claims about best practice.
Every send either enriches your brand or erodes it—there is no neutral
Jacques-Seebold sets the standard performance-channel playbook—grow the list, find intent, segment the audience, personalise the content, run automations and drive the sale—against the daily pressure on CRM teams to blast the base, add channels and produce quick sales.
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They argue that brands can get away with this for a while, but the equity built up over years gradually erodes, with the effects showing up later. They identify the gap between brand custodians, email marketing specialists, performance media teams and data engineers as where the tension first surfaces—and where they work.
The post introduces a six-step playbook—grow the list, find intent, segment the audience, personalise the content, run automations and drive the sale—then contrasts it with the commercial pressure CRM teams face to scale up fast. It also links to a free Brand Enrichment Score, ranging from -100 to +100, to show whether current sending enriches or erodes the brand.
Transactional email is the brand channel most customers actually see
Order confirmations, booking references and notifications reach people regardless of marketing consent.
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Jacques-Seebold argues that this makes them more important than any campaign sent in the same year.
Opt-in rates are falling, and inboxes are increasingly curated by AI and filters, so transactional messages are often the only ones that land with the right information at the right time.
They treat these messages as brand-led, spanning email, SMS, RCS, push and WhatsApp, and say they should be audited rather than left on defaults.
Three brands illustrate the point.
At The Athletic, marketing preferences applied to offers, while transactional messaging sat inside the product because the newsletter subscription is what the customer is paying for.
The Lost Estate uses pre-show notifications to collect dietary requirements, confirm the dress code and build anticipation before guests arrive.
A luxury apparel brand on Shopify was still using default text-only notifications, leaving the shipping email to carry the entire post-purchase journey: no complementary product guidance, product care, review or referral prompt.
The post offers two qualifications to the idea of wider transactional sending.
It advises readers to seek their own counsel before loosening consent parameters.
It also notes that separating campaign and transactional sending domains can be fiddly: Jacques-Seebold recommends it because shared domains put booking references and tracking numbers at risk of landing in spam during high-volume periods like Black Friday and Christmas.
Founders and CMOs know they need better retention but often do not know where to start.
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Jacques-Seebold frames retention as a chain of connected moments, not a single metric: the pop-up promise that brings in the right leads; the welcome journey that holds attention; the first purchase and product experience; how a one-time buyer is treated differently from a four-time buyer; and the lapsed cohort nobody has reviewed in months. Because no single leak is dramatic, underperformance stays invisible while acquisition costs continue to accrue at the top of the funnel.
Jacques-Seebold points to small, specific leaks: a welcome flow converting a point or two below where it should, a segment receiving the same email as everyone else, and open rates that look healthy because messages are sitting in junk folders.
Add those up across a year, they say, and the number tends to surprise people.
Their diagnostic, the Brand Enrichment Quiz, takes under five minutes and returns a score from -100 to +100, benchmarked against peers.
It gives users a persona to remember, estimates roughly what the leaks are worth and can be retaken.
The audit is laid out step by step, with a clear sales sequence: scope first, findings early, cost before a decision, then the deep analysis.
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The brand gives read-only access for an initial look, limiting over-commitment on both sides.
By the second call, Jacques-Seebold says they are already sharing what they found, what they will investigate, the cost of the audit and 90-day plan, and a few urgent areas to focus on before anything is paid for.
They warn that the findings can be uncomfortable, but say most issues are fixable within 90 days, either by the brand’s own team or theirs.
The full audit covers the pop-up promise and welcome experience through to first purchase; journeys for people who have not bought yet; campaigns, segmentation, tone of voice and branding; rendering across inboxes, deliverability, list health and growth, engagement, revenue and attribution; and retention metrics including churn, repeat purchase rate and lifetime value. The brand receives a view of whether the programme enriches or erodes the brand, a Brand Enrichment Score between -100 and +100, a breakdown of revenue opportunities and a 90-day prioritised backlog.
Make CRM’s commercial case in revenue terms, not creative preference
Jacques-Seebold casts CRM and email as marketing’s least glamorous channels, then makes the case for them: steady, predictable revenue is what founders, CEOs and CFOs want.
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Across the posts, they frame email and CRM decisions in terms of retention economics, brand equity and risk rather than channel tactics. That points to how a proposal can be framed for executives, and explains why the audit delivers a score and prioritised backlog rather than creative direction.
One post calls CRM the least sexy marketing channel and email boring, then challenges readers to name something sexier than steady, predictable revenue.
It addresses founders, CEOs and CFOs directly.
The audit extends the same argument: it gives a scored diagnosis of brand enrichment or erosion, a revenue-opportunity breakdown and a 90-day backlog that a marketing director can take into a budget conversation.
The shortest version of Tom Jacques-Seebold’s consistent argument: CRM and email are unglamorous but produce steady revenue, and that is what brands should care about.
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The post calls CRM the least sexy marketing channel, then asks founders, CEOs and CFOs what could be sexier than steady, predictable revenue. It casts email as reliable rather than weak—and makes that reliability the point.
For brands planning a campaign
A campaign aimed at finance or executive stakeholders can use this framing to make the case that CRM investment is a revenue discipline, not a creative experiment.
This is the fullest statement of the brand-enrichment idea running through the other posts.
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It explains the tension between performance-style CRM and brand equity.
Tom Jacques-Seebold contrasts the performance-channel checklist—grow the list, find intent, segment, personalise, automate, drive the sale—with the commercial pressure on CRM teams to blast the base and scale channels quickly.
The post argues that this can work for a time, but brand equity built over years can slowly erode.
It locates the work at the gap between brand custodians, email marketing pros, performance media teams and data engineers, and points to a free Brand Enrichment Score as a diagnostic.
For brands planning a campaign
For a campaign about scaling CRM without losing brand identity, this post lays out the problem and gives it a vocabulary. It also identifies an organisational gap a client may need help bridging.
The most concrete, example-led piece in this set, it shows how Tom Jacques-Seebold assesses real email programmes and why transactional messages matter.
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The post argues that transactional emails reach everyone, regardless of marketing subscriptions, while opt-in rates fall and AI filters curate inboxes.
It gives three examples: The Athletic, where marketing preferences were observed for promotions but transactional email was part of the product; The Lost Estate, which uses pre-show notifications to gather dietary requirements, confirm dress code and build anticipation; and a luxury apparel brand on Shopify still using default notifications, with a shipping email standing in for the whole post-purchase journey and campaigns sharing a sending domain.
It links shared sending domains to deliverability risk during high-volume periods such as Black Friday and Christmas.
For brands planning a campaign
Brands with high transaction volumes can use this as a practical audit entry point. The post also shows Tom Jacques-Seebold’s thinking across email, SMS, RCS, push and WhatsApp—a useful signal for campaigns seeking cross-channel CRM credibility.
The clearest account of what an engagement involves, this post helps newcomers judge whether the working style and deliverables are a fit.
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Tom Jacques-Seebold describes an audit in four steps: a discovery call about the business and current CRM programme; read-only access for a first look; a second call to share findings, scope and cost before any commitment; and a deeper analysis covering the pop-up promise, welcome experience, non-buyer journeys, campaigns, segmentation, tone of voice, rendering, deliverability, list health, engagement, revenue, attribution, churn, repeat purchase rate and LTV.
Deliverables include a Brand Enrichment Score between -100 and +100 and a prioritised 90-day backlog.
The post warns that some findings may be uncomfortable, but says most are fixable within 90 days.
For brands planning a campaign
For a campaign focused on diagnosis or agency selection, this post shows what a CRM audit includes and how quickly a brand might expect actionable priorities. It sets expectations for a paid engagement and makes the commercial ask easier with a free first look.
This post explains the retention problem in plain terms and points to a self-serve diagnostic, giving readers a clear starting point for understanding the before state.
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Tom Jacques-Seebold writes that DTC founders and CMOs know they need better retention but rarely know where to start.
The post lists the factors to examine: the pop-up promise, welcome journey, first purchase, how you talk to a one-time versus four-time buyer, and lapsed cohorts nobody has revisited.
Retention leaks are rarely dramatic—a welcome flow converting a point or two lower, a segment getting the same email as everyone else, open rates inflated by junk folders—but they add up over a year.
The post links to a free Brand Enrichment Quiz that returns a score from -100 to +100 and estimates what the leaks are worth.
For brands planning a campaign
This post gives brands a low-friction way to self-assess before a deeper conversation, making it a fit for campaigns focused on lead generation or early diagnosis. The quiz and score give both sides a shared vocabulary for follow-up.
Transactional email as a brand channel, not plumbing1
Brand enrichment instead of brand erosion
Across all five posts, the argument is that every email a brand sends either enriches or erodes it; there is no neutral setting.
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Tom Jacques-Seebold contrasts the performance playbook — grow the list, find intent, segment, personalise, automate, drive the sale — with the cost to brand equity built over years.
Quick-fix requests to blast the base and keep adding channels can work for a while, but the damage accumulates and later shows up in retention.
They place their work between brand custodians, email marketers, performance media teams and data engineers, where that tension is usually felt first.
A Brand Enrichment Score, from -100 to +100 and benchmarked against peers, plus a persona label marketers can use.
For brands planning a campaign
The clearest theme to brief against: a brand suspects its email programme has become pure promotion and wants an outside read on how its existing sends shape perception. This suits a review or strategy engagement more than a one-off campaign asset.
A recurring explanation of why DTC founders and CMOs know they need better retention but do not know where to start.
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Tom Jacques-Seebold breaks retention into connected parts: the pop-up promise that attracts the right leads, the welcome journey that holds attention, the first purchase and product experience, how a one-time buyer is treated compared with a four-time buyer, and the lapsed segment nobody has reviewed since March.
The signals are quiet: a welcome flow converting a point or two below target, a segment getting the same email as everyone else, or open rates propped up by messages landing in junk.
Each is small on its own; over a year, the total is larger than expected.
For brands planning a campaign
Useful when a brand sees weak retention but cannot identify the cause. Expect a prioritised list of leaks and roughly what each is worth, not a broad brand campaign.
Transactional email as a brand channel, not plumbing
Tom Jacques-Seebold argues that order confirmations, notifications and booking messages reach more people than any campaign that year: they arrive regardless of marketing consent, as opt-in rates fall and inboxes face heavier filtering.
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The examples are specific.
At The Athletic, where the newsletter itself is the product, marketing preferences were respected for offers while transactional messages sat inside the product.
The Lost Estate uses pre-show messages to gather dietary requirements, confirm dress code and build anticipation before guests arrive.
By contrast, a luxury apparel brand on Shopify was still sending default text-only notifications, and its shipping email served as the entire post-purchase journey.
Check whether campaigns and transactional messages share a sending domain: rising campaign volume around Black Friday and Christmas can drag down sender reputation and push booking references and tracking numbers into spam.
The post advises readers to seek their own counsel before loosening parameters and notes that separating sending domains can be fiddly.
For brands planning a campaign
A distinctive angle for a brand that relies on email to drive retention. Commission an audit of existing transactional journeys across email, SMS, RCS, push and WhatsApp, followed by a rebuild that makes those messages part of the brand experience rather than just receipts.
One post sets out the audit process step by step, making the working method unusually transparent.
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It begins with a discovery call about the business, the current CRM programme and the brand's concerns for the next three months.
The brand then provides read-only access for an initial review, allowing both sides to assess scope before committing.
At the second call, the findings so far, areas for investigation, and cost of the audit and 90-day plan are laid out; a few urgent items are shared before any money changes hands.
The full audit covers the pop-up promise and welcome experience through to first purchase; journeys for people who have not bought yet; campaigns, segmentation, tone of voice, branding, rendering, deliverability, list health and growth, engagement and revenue, attribution, and retention metrics including churn, repeat purchase rate and lifetime value.
Findings include an assessment of whether the CRM programme is enriching or eroding the brand, a Brand Enrichment Score from -100 to +100, a breakdown of revenue opportunities and a prioritised 90-day backlog.
The post warns that some findings will be uncomfortable and says most issues are fixable within 90 days, either by the brand's team or Tom Jacques-Seebold's.
For brands planning a campaign
Before deciding whether to work together, a brand can expect a scored diagnosis and a 90-day backlog, with the option to execute the work internally. That makes the audit a low-commitment first step for a marketing director testing the fit.
CRM and email are framed as marketing's least glamorous channels.
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The counter-argument is blunt: founders, CEOs and CFOs want steady, predictable revenue.
The same pattern runs through how Tom Jacques-Seebold describes audiences inside a business: CRM teams face pressure for quick commercial wins and a dangerous tightrope between short-term sales and long-term brand health.
They translate email and CRM work into the language of revenue and retention rather than creative preference.
For brands planning a campaign
Relevant when the person commissioning the work must justify it to a finance or executive audience. Expect a proposal framed around predictable revenue, retention economics and risk to brand equity rather than channel tactics.
The posts name two businesses connected to Tom Jacques-Seebold’s work.
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Intentive Digital is the CRM audit service they promote in the first person, with a booking link to intentive.digital; the posts describe the audit and Brand Enrichment Score but do not clarify whether they own the business, work for it or partner with it.
The Athletic appears once, in a post about transactional email that says “When I worked with The Athletic” and describes how marketing preferences were handled there.
Ask them to clarify the nature of that work.
The Lost Estate is cited as an example of good pre-show messaging.
No sponsorship, affiliate or investment relationship appears in the posts; other posts promote the Brand Enrichment Score quiz without naming a company.
Intentive Digital
Disclosed partnership
Posts promote Intentive's CRM audit and Brand Enrichment Score in the first person (“our audit”, “we”), linking readers to intentive.digital and an open enquiry inbox.
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The posts do not clarify whether they own the business, work for it or partner with it; confirm the relationship before a campaign.
A post on transactional email says “When I worked with The Athletic” and explains how the team observed marketing preferences while transactional messages formed part of the product.
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The nature of the work is unclear; ask whether it was employment, a client engagement or another arrangement.
The transactional email post cites The Lost Estate as a brand whose pre-show notifications gather dietary requirements, confirm dress code and build anticipation.
Tom Jacques-Seebold writes about email and CRM as brand-building work, not just list growth or campaign volume.
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Start with the posts on brand enrichment versus erosion and transactional email: they set out the central argument and show how it applies to real brands.
Later posts explain a CRM audit and a free Brand Enrichment Score, showing how the thinking translates into a practical review.
Read all five posts for the full picture: the examples carry the case, and the commercial framing is consistent throughout.
Both write for DTC brands about retention, email and CRM, and turn that work into numbered, practical guidance.
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Noah Haynes focuses on high-impact areas such as list growth, welcome flows, campaign volume, missing flows and retention KPIs. Tom Jacques-Seebold makes a related case for treating every send as either brand-building or brand-eroding.
Haynes gives operators checklists for what to build and test, with detailed flow and campaign recommendations.
Jacques-Seebold frames the problem at the brand and commercial level, then offers a scored audit and a 90-day plan.
Readers seeking tactical execution steps will get more from Haynes; those seeking a diagnosis and a case for leadership will get more from Jacques-Seebold.
Both write for ecommerce and DTC marketers about the commercial consequences of marketing decisions.
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Abraham Buchinger covers execution lessons and platform shifts such as AI shopping and Amazon risk; Tom Jacques-Seebold covers CRM, email and retention as drivers of brand health and repeat revenue.
Buchinger ranges more widely across ecommerce strategy, covering traffic, messaging, testing and marketplace risk.
Jacques-Seebold focuses on CRM and email, with a distinctive emphasis on brand equity, transactional messaging and a structured audit.
Buchinger is the better follow for broader ecommerce decision-making; Jacques-Seebold for retention and lifecycle depth.
Both write about email marketing and retention, with attention to transactional messages and the systems behind them.
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Bogdan Birtom explains Klaviyo platform features and migration decisions; Tom Jacques-Seebold argues that transactional email should be treated as a brand channel and audited alongside campaigns.
Birtom explains platforms and operations, breaking down feature releases and the practical benefits of consolidating subscription flows.
Jacques-Seebold takes a brand and retention strategy lens, using examples to show how email affects customer perception and offering an audit framework.
Birtom suits readers choosing or operating email tools; Jacques-Seebold suits those assessing whether their CRM programme is helping or hurting the brand.
Tom Jacques-Seebold’s LinkedIn posts speak to DTC founders, CMOs and CRM practitioners responsible for retention.
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They argue that email should build customer relationships, not just drive immediate sales: each send can strengthen or weaken a brand.
One post applies that idea to transactional emails, which can help customers use a product and make a purchase feel more considered—not merely deliver a receipt.
Another frames retention as a connected journey, from the signup promise and welcome flow through repeat purchases and lapsed customers.
Tom Jacques-Seebold's posts describe a commercial route to a CRM and email audit, sold through the studio site linked in those posts.
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The audit starts with a discovery call about your business, current CRM programme and priorities for the next three months, followed by read-only platform access so the scope and cost can be set before either side commits.
At a second call, you hear the initial findings, what will be examined in depth, and the price of the audit plus a 90-day plan.
The post also promises a few urgent areas to act on if you stop there.
The worked audit covers the pop-up promise and welcome experience through to first purchase; journeys for people who have not bought yet; campaigns; segmentation; tone of voice; branding; inbox rendering and deliverability; list health and growth; and engagement, revenue, attribution and retention metrics such as churn, repeat purchase rate and lifetime value.
The output includes an assessment of whether the programme is enriching or eroding the brand, a Brand Enrichment Score between -100 and +100, a breakdown of revenue opportunities and a 90-day prioritised backlog.
Findings are framed as fixable within 90 days, either by your own team or theirs.
Two client examples illustrate the work rather than sponsorship formats: at The Athletic, transactional messaging was treated as part of the product because the newsletter subscription was what customers paid for; at The Lost Estate, pre-show notifications gather dietary requirements and confirm dress code, timing and location to build anticipation before the event.
The five posts do not mention sponsored-post, paid-partnership, affiliate or media-kit terms, and publish no rate card, audience specification or campaign pricing.
Ask for current rates, audience details and campaign options before assessing a partnership.
CRM and email audit (scoped, paid engagement)
Buyer requirement
Budget for a discovery call, read-only access to your email and CRM platforms for an initial review, and a second call where the findings, scope and combined price of the audit and 90-day plan are set out before you commit. The post gives no figure, so agree the cost on that call.
90-day prioritised plan and backlog
Buyer requirement
Expect a ranked backlog of fixes and a map of revenue opportunities. Decide in advance who will execute the work: the post frames most findings as fixable within 90 days, either by your own team or the team Tom works with.
Brand Enrichment Score and Quiz (free, self-serve)
Buyer requirement
No contact or payment needed.
A five-minute online quiz returns a score from -100 to +100, benchmarked against peers, a memorable persona label and first-fix recommendations.
You can rerun it over the following months, making it a low-commitment first step before any paid audit.
Retention programme work alongside your team or Tom's team
Buyer requirement
Tom Jacques-Seebold positions the work between brand custodians, email marketers, performance media and data engineering at scaling DTC brands. Define the split of execution between your in-house team and theirs, and include whoever owns brand voice and deliverability in the planning.
A DTC or subscription brand whose email and CRM programme has become a promotional channel, and wants an outside view before committing more budget.
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The engagement is unusually well documented: a discovery call about the business and current programme, read-only platform access for an initial review, then a second call covering early findings, areas to examine, and the cost of the audit and 90-day plan before either side commits.
That structure helps a marketing director justify spend internally.
Even if the engagement stops there, the second call identifies a few urgent priorities.
The deliverable is specific: a Brand Enrichment Score between -100 and +100, benchmarked against peers; a view of revenue opportunities; and a prioritised 90-day backlog.
Most findings are framed as fixes the brand's own team or this one can make within that window.
The posts use a consistent diagnostic vocabulary, making it easy to brief internal stakeholders.
Retention is broken into checkable parts: the pop-up promise that attracts the right leads, the welcome journey, the first purchase, how one-time buyers are treated versus four-time buyers, and lapsed cohorts nobody has revisited.
The same specificity applies to transactional messaging.
The audit checks whether campaigns and transactional messages share a sending domain, since rising campaign volume around Black Friday and Christmas can damage sender reputation and send booking references and tracking numbers to spam.
The strongest candidates already suspect a problem but cannot name it.
Brands using email, SMS, RCS, push and WhatsApp are also a good fit because the transactional argument explicitly spans channels.
And because the commercial offer is a scoped paid audit rather than an open-ended retainer, buyers can budget for agreed work rather than an undefined relationship.
When to choose a specialist
This is not a fit for a brand buying reach: a consumer awareness campaign, a product launch aimed at a mass audience, or a sponsored placement priced against audience size.
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The posts provide little audience data for those campaigns.
The only measured figure is a LinkedIn follower total of 7,395, recorded on 7 October 2026.
There is no per-post engagement or reach data, follower breakdown by geography, age, job title or employer, or activity on channels other than LinkedIn.
A campaign that must justify reach numbers has no basis here, and planning around follower count alone would be unsound.
The five posts also give no terms for sponsored posts, paid partnerships or affiliate offers, and publish no media kit, rate card or audience specification.
Ask for the relevant audience data and commercial terms before considering a sponsored-content placement.
The work is also a poor fit for campaigns that need a fast creative asset.
The engagement requires read-only access to the brand's email and CRM platforms and runs on a 90-day cycle, ending with a prioritised backlog.
Brands unable or unwilling to provide that access, or needing a campaign turned around in weeks, are mismatched regardless of topic.
So are campaigns aimed at consumers rather than the practitioners who own retention numbers: the posts speak to DTC founders, CMOs and CRM, email and retention leads responsible for welcome journeys, list health, segmentation and post-purchase flows, not shoppers.
A worked campaign example
Brief: A mid-size DTC brand has a healthy list, but its welcome flow converts a point or two below expectations.
The team blames the creative and cannot agree on what to fix first.
Budget covers a defined diagnostic and prioritised plan, not an ongoing retainer.
The campaign angle is a narrow, evidence-led entry point, not a broad relaunch: follow the published audit process and focus on the leak named in the brief.
The discovery call covers the business, current programme and the team's concerns over the next three months.
Read-only access follows.
On the second call, the team reviews initial findings and the price of the audit and 90-day plan; the call also identifies urgent priorities before the brand commits.
The analysis centres on the welcome flow but covers the surrounding system: the pop-up promise, first purchase and treatment of one-time versus repeat buyers.
Transactional messages are checked in the same pass, including whether campaigns and transactional messages share a sending domain, because sender-reputation issues can look like creative problems inside the dashboard.
Output: a Brand Enrichment Score between -100 and +100, benchmarked against peers; a view of whether the programme is enriching or eroding the brand; revenue opportunities; and a 90-day backlog ranked by value.
The brand chooses who executes the work—its own team or this one—making the audit a low-commitment first step rather than a sales funnel with a fixed end.
A free five-minute Brand Enrichment Quiz is also available as a self-serve pre-step for brands seeking an internal read before commissioning anything.
Why this angle: A brand that cannot identify its most important leak gets more from a scored diagnosis and ranked backlog than from a broad retention overhaul or a pitch to run the programme.
The tradeoff is that the audit identifies value but does not build the new journeys.
If the team cannot act within 90 days, the backlog risks becoming a document rather than a result.
Agree at the second call who will execute the work.
Choose Noah Haynes when the brand already accepts that retention is the problem and wants campaign-level execution: growing the list, improving the welcome flow, sending more segmented campaigns, fixing weak content, and filling gaps in essential pre-purchase and post-purchase flows.
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The material is also a better fit when the immediate task is moving slow stock with a structured sequence of offers and merchandising rather than commissioning a broad diagnostic.
Tom Jacques-Seebold's posts concentrate on tactical CRM and retention work.
Their published process is strongest when the first decision is where the leaks are and what they are worth.
If you need a scored brand audit, a peer benchmark, or a 90-day prioritised plan, ask whether they can provide one and define the priorities and work sequence.
Noah Haynes is stronger once those priorities are known and the next question is what to send and build.
Choose Abraham Buchinger when the need starts upstream of the email programme: whether the brand owns the decisions behind its tools, whether traffic and messaging are aimed at the right audience, and whether clarity beats design in offers and communications.
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The posts also suit a discussion about platform risk and channel ownership, including how shopping inside AI assistants and dependence on Amazon change where buying decisions begin.
Tom Jacques-Seebold offers a broader ecommerce growth and channel-strategy perspective.
If you need an outside read on an existing email and CRM programme, ask whether they can provide a CRM audit, a brand-enrichment score, or a 90-day remediation backlog.
Abraham Buchinger is the better choice when the programme cannot be assessed without first questioning traffic quality, decision ownership, and channel dependence.
Choose Bogdan Birtom when the decision is platform-specific: assessing Klaviyo's latest features, understanding its move toward a broader B2C CRM, or planning a migration of subscription and transactional flows from Recharge into Klaviyo.
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The material is useful when the buyer needs to weigh feature changes, consolidation, segmentation, and deliverability implications before committing to a platform or migration.
The posts here focus on feature and migration analysis, not a brand-level CRM diagnostic.
If you need an audit process, a scored measure of brand enrichment, or a prioritised 90-day plan, ask whether Tom Jacques-Seebold can provide one.
They are the better fit when the question is how the whole programme affects the brand and where revenue is leaking; Bogdan Birtom is the better fit when the question is which platform capabilities to adopt and how to execute a specific migration.
The five LinkedIn posts here cover CRM positioning, brand enrichment, transactional email, retention diagnostics, and the audit process.
No publication dates are available for those posts, so recency and changes over time are not assessed.
A LinkedIn profile dated 7 October 2026 lists 7,395 followers.
The comparison sections draw on LinkedIn posts from three other accounts for context.
No other channels, longer-form work, per-post engagement data, follower demographics, or published sponsorship terms are available.
Open gaps include the absence of a signature book, show, business history, or earlier body of work; the page treats these as missing rather than as a complete account of public work.
