Helping Founders Scale Profitably At Record Speed

(EST. 2014)

To whom it may concern,

To have you buy media in an attempt to make whatever you are profitable, whether buying for yourself, a client, or as an engineering-designer who is to build product.

Problems in media buying can root themselves in inability to keep enterprise perimeter (the barrier between the enterprise and consumer eyeballs). Keeping this perimeter to limit telemetry while one is buying, or while one is initiating campaigns, can make campaigns profitable long enough to find valuable intersection between two publicly-traded companies.

Contrasted to a funnel with telemetry is one of an artist: Artists go to lengths to use consumer products that could leak data into the consumer markets, requiring creativity to keep enterprise perimeter within content itself through new ways to express old ideas, making mirror-reversibility with whatever is on hand. The production company that then houses this outfit is responsible for enforcing perimeter to make profit at scale.

As a buyer, and by controlling telemetry, and by using a method that enforces mirror-reversibility at electronic level, you can update creative less frequently than you may believe you need to update it, make use of long attribution windows, buy with more certainty for longer periods of time, and keep campaigns profitable until remark bears its presence.

Telemetry is what makes the advertising platforms and their underlying auctions function. Perhaps you have somehow noticed Meta’s use of data to update its auctions to better serve its advertisers–updating in real-time your interests, preferences, etc…Other tools and platforms do this too: perhaps you are using a consumer-focused CRM to house data that is incidentally selling data to a databroker and either Google or Meta or one of the other in-betweens is picking that data for auction in real time, and your machine isn’t profitable, or you are screeching along, barely profitable–slugging around a leaky bucket–unmanaged telemetry somewhere in the funnel.

Buying traffic from which you are telecasting doesn’t give yourself much chance to make campaigns profitable on acquisition in any timeframe, and if unkept, one ends up running on “treadmill” .

Google, Meta, LinkedIn, Apple are businesses, of course, optimizing for their bottom line, and if one ships conversion data immediately (without delay) back to the auction from where the traffic was bought, that auction can update its pricing as a result…against one. Somewhere you definitely don’t want to be–competing with auction houses and buying against yourself.

At core, these platforms don’t use your funnel data to compete with you directly, but think about those who work at these platforms, and all their vendors, and all their vendor’s suppliers. How smart and amazing are those people?…Surely you don’t want to hand over keys to a profitable campaign so easily and unnecessarily if you can delay that by any meaningful amount.

Perhaps accidentally, you share conversion data with these platforms, and without any planning, compromise your campaign; your sudden sharp-angle ad with no competitors ends up facing public’s dulling edge, muddying your analytics. Your window to capture profit shrinks and evaporates. Creatives to be constantly updated to get...increasingly more “edgy” and even borderline taboo to compensate for lack of enterprise perimeter. Late campaign ads push limits, but you ask, “how else could it be that some ads can run for years and others can run for only a few days!?”

As clearly seen in the music industry, artists manage with perhaps a new Rolls Royce, Ferrari, Bugatti, a lick, a new instrument, a new way to play the instrument, a new technology that allows for resolution not seen before in their content. The speed at which artists create and publish is importantly managed if mostly consumer products are used in production (perhaps Apple products are used for non-enterprise data storage, or non-secure internet connections for collaboration), telecasting as one is going along. So “it’s the fastest who gets paid” , and the reward and half-life on a reward’s window is short.

If you visit Switzerland, where some like to write and record, you may notice there exist studios that limit telemetry, keeping competing artist teams from prepping to close the “window” on its studio work as it ships. Using consumerly-available software and to keep perimeter intact, engineers in these studios seek disjunct somewhere: in Switzerland, with its unique data privacy laws, work is prone to less telemetry, and since the payoff for a single could be in the hundreds-of-millions of dollars, so much do artists do in these studios to keep the window of profitability open for as long as they can.

Solutions can be disjunction from the dollar itself–where one could suspect where cryptocurrencies originated: someone or something, instead of enforcing perimeter through enterprise-grade tooling, perhaps found it necessary to disjunct from accounting systems by dealing in dollar proxies defined by their community, denominating in proxy’s new system. Crypto folk are not the first to attempt to make “on-the-fly” perimeters. In sales, managers use point systems to motivate salespeople and disjunct from the dollar. The whole credit system is effectively disjuncting for enterprise in perimeter. But, we don’t necessarily need the latest or greatest dollar proxy system to get a return on buying if we just use the products we ought to use for how they were intended.

Effects in marketing without use of proper tools are gruesome: with consumer webpage builders instead of keeping a natural perimeter with tools like Salesforce; one needs to broach topics that push the limits of the platforms themselves to get resonance. Similar to a dirt-biker jumping off a high ramp to get views; the jump needs to get higher and higher for an audience to notice and continue to notice. It gets dangerous, and as you can imagine, writing a profitable advert is somewhat similar to what one in the music and dirtbiking world is doing…and to avoid competing along these dangerous axes, a strategy is needed to enforce enterprise perimeter wherever one goes.

With a longer attribution window than a competitor, you can steer and make better decisions relative to that competitor. Imagine you are able to buy with a one-hundred-eighty day attribution window and your competitor is only able to buy with one of thirty days. You could attribute your sales to events that happened further in the past, and use that as insight for steering; “but to increase the attribution window length for analytics in auction is typical for buying platforms to not allow easily!” you say...

I know…I know…

And…as great as technology is, it will never replace the need for humans; so much needed is to combine the technology with the aim to bring on, and help, and provide to as many humans as possible. This includes your salespeople, your employees, prospects, etc.

What’s nice about software and using public funds to make business is that we have tools already in place to keep us out of the “kerfuffles” with the artists–tools that enforce perimeters and limit telemetry if we just pick them up and use them as they are intended, and keep in lane that works…to scale media buying for the highest of stakes…using tools and methods in a specific way to get efficiency. That’s it. We are not inventing any new technology. We are not…inventors…We are not doing anything all that groundbreaking. We are simply using the platforms for how they are intended and profiting from that.

Assuming you have basic coding knowledge and are comfortable writing basic functions, perhaps you have a business or perhaps sold a business already for fifty-million United States Dollars and you want your next to be for at least three-hundred-million United States Dollars. In order, you hope your campaign goes as far and as long as it can, and for that, we need an enterprise perimeter and strategy for keeping that perimeter in place.

If art has as many degrees of symmetry in as many dimensions as possible, that property creates resolution, and that's what we value. “Levels” by the late Avicii contains mirror-reversibility–if you play the song backwards, you may notice its coherence. Try it out one day and see for yourself. In media buying, we can do something similar: we introduce as many degrees of symmetry as possible to get the best feedback, which helps us steer the campaign and remain profitable. However, instead of producing content like “Levels”, we can just display what we have and let the platforms do “magic mirror-reversibility” behind the scenes by positioning our message in a special “magical way” at distribution.

Like in the book, “Principles” by Ray Dalio: Ray has implemented mirror-reversibility in its structure: the book is called “Principles”; in any order, those principles are useful. That itself is a dimension of reversibility. When the book sells, Ray monitors lines that have to do with a book supply chain with more granularity than others who are selling a book. One could imagine that this gathers insights better than others, useful in a hedge fund business–unlocking a property that Ray and only Ray can use productively.

If we use a format that makes our message mirror-reversible at the layer below the text, on the website level, all we really need to do is show up with any message, and that message will present better than others simply because it is there and we are there with it.

Previously, none have focused on helping customers run mirror-reversible, telemetry-free advert using enterprise perimeter tooling, but I have helped customers create mirror-reversibility in their content using scaffold. It seems like you may really now need a solution for another dimension of symmetry. Perhaps to run a fund business alongside a software business, similar to what Ray has done and is doing? Or perhaps to make even more profit out of what you already have in your current business? Hmmm? Perhaps to capture an extraordinarily-large amount of…profit?...or perhaps capture a downright offensive…amount of…profit? Mmm? Would you like to make profits that may be considered a tad…offensive?...Perhaps…offend someone with your profits?...Perhaps attempt to make your campaign’s message…offend?...Or better yet…astonish?

Okay, good. You are in the right place.

Furthermore, this for some companies that may drift to implement solutions that don’t always keep the perfect enterprise perimeter and seek to somehow boost profitability by “sealing it up” .

For example, Broadridge (NYSE: BR) could perhaps massively improve its profitability by adding a noiseless terminal to their funnel. This seal could increase profitability anywhere along the Microsoft interface (anything that Microsoft touches) within their business, which in a public company like NYSE:BR, could be of value.

I have been buying media in highly-competitive markets for the last thirteen years and have made funnels that went on to the public markets. Before I got into the digital realm, I played AAA hockey in Canada, then went on to study Engineering Physics at Queen’s University in Canada, and in the second summer, represented Canada with my team in the CDIO Engineering Design Competition in Denmark.

During my third-year summer, I opted for an energy-company internship I had already secured, but before it started, I sold home maintenance services door-to-door and delayed the internship. Using just a pen and paper, a G-shock watch, and a polo shirt, I was able to learn direct sales. In my final year, I spent time developing an active noise-cancelling algorithm to be used in air ducts.

While studying, I made door-to-door auto detailing business and tutored math to St. Andrew’s College students online. When I graduated, I raised money to build out my tutoring business, aimed at helping independent schools, however, after marketing and selling to a school in Toronto, I learned that what I built as my product actually was for good architecture in direct-response paid media, specially, the media architecture in the fintech world of all places: After working with the school, I linked with an alumnus from Queen’s, Derek Szeto, who just raised for his startup, Wirkn, and who sold his first company, RedFlagDeals to Yellow Pages Group. ALDO execs from Montreal hired Derek as interim CEO and to build out their new company. I helped Derek with scripting in exchange for advice on fundraising and intros, and while cold-calling in malls, enterprise opportunities and deals with Oxford Properties (a Canadian property management firm) and alike came about for his venture.

As I was doing this, an intro was made to a startup company, AdvisorStream, now a Broadridge (NYSE:BR) company. I designed their funnel by hand, deployed it, and launched it to traffic to determine entry point. I found that channel was LinkedIn ads, and ten years later, Broadridge is still using the AdvisorStream entry point to market its services.

The calibration was done in a way that illuminated the channel, and specifically, audience criteria to be most profitable for the AdvisorStream offer in a matter of a few days. Compared to a few years or few months for other offers, AdvisorStream went on to buy on that platform for years, and later on, they were acquired, and the acquiring company (NYSE:BR) is still using that entry point at the interface between itself and Microsoft (LinkedIn)–using AdvisorStream as the initial offer for the Broadridge suite on LinkedIn.

I learned only recently, that ten years after I initialized the campaign with my calibration mechanism, that I simultaneously found the highest-yielding channel for AdvisorStream and the highest-yielding digital channel for Broadridge, a publicly-traded company and leader in fintech marketing solutions. In other words, the channel itself, or the occupation of the interface between Microsoft and Broadridge (two publicly-traded companies) is and was AdvisorStream, and that was determined using a specific media calibration method, and noticeable in only a few days. The AdvisorStream team was even surprised that it worked so well and that NYSE:BR was still running the channel ten years after it was initialized.

The calibration method is something that I will make available to you today.

This calibration was used, too, in my own consulting offer: my math tutoring initiative morphed into helping clients become extremely profitable by working with thousands of clients from around the world to help them find resonance at the messaging level by editing their technical papers to be used in their communications. As I was scaling up, I started looking into investing. I attended dinners with hedge fund folks, but instead of investing into their fund, I ended up managing earnings using insights gleaned from my funnel’s own data–essentially investing into the tools used to keep profitable at the time those tools were needed.

I saw how public companies and markets sort of worked, and was able to see the line between public and private information, and noticed that by using this calibration method, one is effectively able to take a company “quasi-public” by building up cash to invest it into the public market to support the underlying profitability of one’s cash-flowing activity. Coincidentally, exactly what a public company CEO seems to be doing. Collaborating on ideas with a hedge fund in New York City/Miami, and by investing on my own, I saw how my data fared against teams of analysts and networks of hedge fund managers from top global schools. Using data from a funnel made with this calibration process, the method I am making available to you today, I had a vantage point that was outside the view of the public markets and some of its best, silent analysts.

There were times in my media buying where I passed the buying to others and saw some of the limitations. For example, early on, I used landing page builders like Unbounce and ClickFunnels–softwares used in the consumer internet marketing space. I found that if the traffic pushed to the landing page was more profitable than the builder’s, then the funnel would “break” (one must be bound by the landing page’s profitability?). With Webflow (another landing page software), I found that it required “gymnastics” to get an edge at the media buying level and to hold perimeter for any length of time.

These are just a few examples. My point is that if one uses some of these great tools too early during a calibration, one could thwart oneself down the road, artificially constraining one’s campaign, or never get to the intersection between the two major public companies quickly—which is what an acquirer and public market will demand, and what we ought to tempt. I found that one is somehow bound by the tools they use and if one is using a tool, one’s campaign is bound by the profitability of that company’s tool, and so I figured that using as few tools as possible is in good sense, and making use of public tools may be good in practice too for calibration—similar to an appreciation for an analog compass over a battery-powered one while planning against disaster.

That’s not to say that these “out-of-the-box” tools have no use or that they are not good, but we are aiming for a precise intersection and calibration at a specific point in time, and to make use of a good calibration mechanism, we want to limit as many variables as possible.

SOC 2 compliance and regulations coincidentally help enforce enterprise perimeter so that profit and capital can be used efficiently in whatever region the regulations apply. I found that if one focuses on hyper-profitability using few tools, one somehow leads the regulators and is compliant without really knowing how they are compliant, perhaps due to overlapping compliance dependencies: if tools that enforce compliance are used to remain profitable, then by coincidence or maybe even, extension, if profitable, then the funnel using those tools is also maintaining compliance (as far as data-routing is concerned). So we lean on the profitable use of functions of the “known-to-be-compliant” .

Over the years, I even tried updating the funnel and media buying entirely by doing open-channel marketing exclusively using platforms like Instagram and YouTube. Prior to this, I was invited onto podcasts and even once was sought by CNBC as an expert for buying traffic on Meta. Here, in open channels, I found that one either needs to do "gymnastics" or "backflips and gymnastics" at the media-buying level or copy level to get any type of return. Then, once one gets the return, one needs to defend it publicly, since how one made the return is completely public. I found that to create perimeters "on the fly" amidst the noise of voluntary or involuntary public content marketing, a strategy is needed—what will be available to you. A strategy to enforce enterprise perimeter wherever one goes.

Specifically, this is for engineering-designers who are building products or funnels that have to do with media buying; and if you may not think your product has to do with media buying, then perhaps consider the product’s function without good information transfer.

It’s especially for someone if their entirety depends on media arbitrage–where one is buying media cheaper than others, capturing benefit from only that. It may be your second business, or you may already have an exit “under your belt” and you are aiming for an exit of three-hundred-million United States Dollars or more.

You wish to incorporate principle into product design to keep your backend and to keep your campaigns profitable as they scale. We are asserting that you have raised money and you can access capital if need be. We are not buying consumer-to-consumer (the artist method); we are buying business-to-business or business-to-consumer. You are buying in highly competitive, or highly-regulated environments and are somewhat an arbitrageur.

Furthermore, for insurance companies and their actuaries: these apparati can be used as noiseless antennas to sense risk and evaluate acquisition targets. Most of this is somewhat obvious, but there is non-obvious content included here that was only discovered through testing.

This may be something for regulators too—some of these tactics can be used to catch non-profitable folks. So whether one is scanning for fraud and evil or trying to make profits, one gets used to the point.

Combine these mechanics with your own technology and offer. For example, AdvisorStream already had a content marketing filter that they had somehow discovered before I got involved. The content filter was one of the finest quality, being from Toronto (at arm's length from Wall Street and interoperable with UK lexicon): AdvisorStream added Reuters and other licensed content providers to advisor email communications to increase production for an advisor. This was something I didn’t help them discover; I helped them get the solution into the market and position it to be highly profitable using a one-of-one marketing channel as seen to be valuable by NYSE: BR.

You can use the principles and process and apply them right away. Unique is that it’s not common for something to have scope of both highly competitive media buying tactics and underlying technology used in those tactics. If you are an engineer, I envy you for not needing to develop this scope on your own. One person should be going through this to ensure continuity of process.

Process In General

1. 2. 3. We create a sensitive feedback apparatus that also scales globally: A noiseless terminal. We quickly and without telecasting information out to the networks, find the intersecting platform entry point in an enterprise perimeter. We continue to buy on the intersection and use other channels to help along your main channel.

I am excited to make this available to you. Please submit your email to view.

An Astonishment: Telemetry In Media Buying

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Regards,

Nick Kozmin


CNBC Reference: Salesprocess.io Press (Guest Expert): CNBC Article: "Despite Facebook’s struggles, one important contingent remains loyal" May 8 2019, 10:53 AM EDT