PRECISION IN PRACTICE Ryan Saghir
01 / RESPONSIBILITYRYAN SAGHIR / MARKETING EXECUTIVE

Marketing
complexity.
Business decisions.

I’ve led brands, run agency operations, owned client relationships and governed media investment. I build the systems that connect them.

INSIDE MAJOR BRANDSDannon. Sabra.

Digital leadership in Danone and PepsiCo brand environments.

 ACROSS THE AGENCYClients. Teams. Outcomes.

Agency operations at MD Connect. Integrated performance leadership at Primacy.

 INVESTMENT RESPONSIBILITY$2M+

Planned monthly media investment for one national client. September 2023.
ONE EXPANDING REMIT
Brand
operatorAgency
operatorClient
executiveMedia
investorPerformance
leaderTechnology &
systems builder

The responsibility grew. The business remained the point.

See the scale
02 / SCALEMD CONNECT

A national portfolio.
Real investment decisions.

At MD Connect, I led agency operations, managed clients directly and set media strategy across channels and geographic markets.

$2M+

Planned monthly media

One national healthcare account.
September 2023 budget plan.

70+

Geographic markets

Local allocations within a national investment portfolio.

TWO DIMENSIONS OF THE PLAN
GEOGRAPHIC FOOTPRINT

National intent.
Local allocation.

The plan contains 74 primary geographic markets. Each mark represents one market. All marks are equal; no individual budget is encoded.

Aggregate structure from a historical plan. Client and market details remain private.
THE OPERATING RESPONSIBILITY

Decide where money goes. Balance markets and channels. Use performance to inform the next allocation.

Budgeted investment, not actual spend, agency revenue or a career total.

Who owns the decision?
03 / EXECUTIVE CLIENT OWNERSHIPMD CONNECT / AGENCY LEADERSHIP

Build the machine.
Own the relationship.

I owned senior client relationships alongside the strategy, teams and investment behind them.

ONE LINE OF ACCOUNTABILITY

The person across the table must understand the business behind the brief.

My remit included recommendations, budget changes, specialist coordination and difficult performance conversations. Retaining and growing the relationship was part of the responsibility.

Client economicsInvestment judgmentTeam executionBusiness accountability
EXECUTIVE CLIENT LEADERSHIP

Make the recommendation.
Explain the tradeoff.

  1. Understand the business.

    Connect growth expectations to the client’s economics and customer journey.

  2. Govern the investment.

    Recommend where to put budget, what to change and what the client should expect.

  3. Stay accountable.

    Lead the performance conversation, including when results call for a different plan.

Strategy, delivery and the senior relationship belonged to the same remit.

Explore how I operate
04 / THE METHOD

Precision is the next
useful decision.

Start with the business objective. Connect customer behavior, investment, execution and measurement. Let the evidence change the next decision.

CHANGE THE BUSINESS OBJECTIVEIllustrative decision scenarios
ONE BUSINESS SYSTEM

Grow qualified demand

Evidence informs
the next investment.
THE DECISION01 / 06

Define the business result.

Agree what counts as a qualified customer and what the business can afford to acquire one.

BUSINESS GUARDRAIL

Customer quality, acquisition economics and the capacity to serve demand govern the investment.

NEXT BUSINESS DECISION

Shift the next increment of budget toward qualified demand the business can serve.

These scenarios explain judgment. They do not reconstruct a client’s plan or forecast returns.

See it across the career
05 / SELECTED PROOF

The same judgment.
Different operating environments.

Each chapter adds a different form of responsibility to the same operating model.

BRAND OPERATORDannon / DanoneDigital leadership across two Super Bowl campaigns.
SITUATION

A major consumer brand organization with national campaigns and cross-functional stakeholders.

RESPONSIBILITY

Lead digital marketing and manage digital work across two Super Bowl campaigns.

DECISION FOCUS

Translate brand objectives into digital experiences and customer behavior, with agencies and internal teams working toward the same brief.

DELIVERED SCOPE

Brand-side leadership at the scale of a national marketing program.

BRAND & BUSINESSSabra / PepsiCoConnect brand building, digital strategy and organizational delivery.
SITUATION

A consumer brand operating within a sophisticated brand and agency environment.

RESPONSIBILITY

Lead digital marketing, coordinate agencies and work with cross-functional and executive stakeholders.

DECISION FOCUS

Turn the brand’s commercial priorities into digital work that teams and partners could execute.

DELIVERED SCOPE

Experience inside the client organization, understanding how brand, business and delivery decisions meet.

AGENCY OPERATORMD ConnectClient ownership, teams and investment across a national media portfolio.
SITUATION

A performance media agency serving clients across multiple channels and geographic markets.

RESPONSIBILITY

Run agency operations, lead clients directly, manage teams and govern media strategy and budgets.

DECISION FOCUS

Determine market allocations, balance channels and use performance evidence to inform budget changes.

DOCUMENTED SCALE

The historical plan establishes investment scope for one account within a broader client remit.

Review the aggregate evidence
PERFORMANCE LEADERPrimacyLead an integrated marketing and data function.
SITUATION

Client growth problems spanning acquisition, conversion, analytics and customer relationships.

RESPONSIBILITY

Lead performance marketing and specialists across strategy, SEO, CRM and analytics as part of the senior leadership team.

DECISION FOCUS

Connect acquisition, conversion and customer data so recommendations address the business problem across disciplines.

LEADERSHIP SCOPE

Team leadership and executive accountability across an integrated performance function.

WHAT CARRIES FORWARD

Brand judgment. Client economics. Investment discipline. The ability to make the whole system work.

Where that leads now
06 / WHAT COMES NEXTBUSINESS JUDGMENT, BUILT INTO SYSTEMS

Connect the disciplines.
Build what’s useful.

Brand, media, performance, data and technology shape the same customer journey. AI adds new decisions across all of them.

AI Brand ExplorerAI, brand & dataMake AI’s representation of a brand inspectable.

I’m building an observation system to compare stored AI responses by prompt, provider and date. The work connects a brand question to collection, data structure and an interface people can use.

A working research tool. Observations are snapshots of responses, not a complete measure of brand equity.

Precision in PracticeStrategy & system buildingTurn an executive argument into a working experience.

This site connects claims to evidence and lets a visitor explore how objectives change investment decisions. It is a practical example of moving from a business problem to a functioning tool.

Explore the decision model
The Digital Twin of Brand EquityResearch & executive communicationExamine what AI changes about how brands are understood.

An ongoing writing and research project on the relationship between brands, people and AI systems. Building the Explorer gives the research a way to inspect actual responses.

Read the research
THE EXECUTIVE PROPOSITION

Lead the business
across the whole system.

I bring the brand perspective, the client relationship, the investment judgment and the ability to build. Together, they turn marketing complexity into the next useful business decision.

Return to the case
EVIDENCE NOTES

What supports the case.

Historical budget evidence establishes investment scale. Career examples describe Ryan’s responsibilities. Interactive scenarios explain an operating approach.

01
HISTORICAL BUDGET / SEPTEMBER 2023

More than $2M in planned monthly media

A September 2023 media budget plan for one MD Connect client supports the rounded figure. The September total was reconciled to its underlying budget rows.

The figure describes planned media investment for one account. It is not actual expenditure, agency revenue, an agency-wide total or a cumulative career figure. Monthly investment has not been extrapolated into an annual spend claim.

02
PORTFOLIO STRUCTURE

70+ geographic markets. Six budget categories.

The count uses 74 named primary geographic markets with positive budgets. It excludes a virtual allocation and does not count separately split local allocations as additional primary markets.

The six categories are affiliate, brand, nonbrand search, paid social, social testing and social retargeting. These are planning categories with overlapping channel roles, not six distinct media channels. Subtotals, percentage fields and prior plan versions are not added to the headline investment.

Only aggregate evidence is presented. The underlying workbook, market budgets, client identity, internal notes and vendor economics are not included.

03
CAREER RESPONSIBILITIES

Scope and accountability

Career responsibilities and examples are Ryan Saghir’s account of his roles. The budget document establishes the investment scale described separately.

Case studies identify responsibility, decision focus and delivered scope. Commercial outcomes are quantified only where verified results have been supplied.

04
ILLUSTRATIVE OPERATING MODEL

Decision scenarios and investment tradeoffs

The objectives, decision cycle and 100-unit examples are illustrative. They do not reproduce a client’s allocation or forecast performance.

The 70/20/10 policy is an example. The reduction returns 10 reserve units and 5 adjustable core units. The expansion moves 5 reserve units into structured learning. Contractual flexibility, test requirements and business economics must be established for a real decision.

05
CURRENT WORK

Building and researching

Precision in Practice is this working experience. AI Brand Explorer and The Digital Twin of Brand Equity are ongoing projects connecting brand research, data and AI. Their descriptions reflect work in progress.