Developing senior managers to lead high-performing agencies | Leadership coach | Scaled from start-up to 8-figure agency

I help companies grow by developing their most valuable asset: their leaders.

For over a decade, I've worked at the intersection of leadership development and data-driven results, showing organizations that investing in people isn't just good culture but good business.

My approach is straightforward. I design performance management systems that actually motivate people while building cultures where psychological safety and accountability coexist. I strip away leadership fluff to focus on what works: targeted people development that connects directly to business outcomes.

As a consultant, I partner with companies looking to transform their leadership teams through practical skill-building and honest feedback systems. I help organizations create environments where diverse perspectives are valued and teams feel empowered to innovate. My clients appreciate that I don't sugarcoat challenges, but I'm always in their corner.

My background in digital marketing gives me a unique perspective on measuring what matters, whether that's campaign performance or leadership effectiveness.

I'm passionate about sharing what I've learned from studying influential thinkers like Daniel Goleman, Robert Greene, Dale Carnegie, and Kim Scott. More importantly, I share what I've learned from being in the trenches myself as an executive balancing business demands with family life.

The best companies know that leadership excellence drives business success. If you're ready to make that connection explicit in your organization, reach out and let's discuss how I can help.

Kim Fitkin

Omni Lab

Director of Demand Generation

Watters Firewood Cords

Firewood is a primary source of heat and fuel for the residences of Show Low, Arizona and surrounding areas. But vendors that sell residential firewood cords in those areas are inconsistent with communication, wood quality, wood volume, and pricing. 

Our mission with WFC is to delivery a true (full) cord of premium, locally-sourced firewood - at an accessible price - year round.

Founder

KlientBoost

Director of B2B SaaS

Senior Account Manager

Refine Labs

Senior Director of Demand Generation (Account Manager)

Director of Demand Generation (Account Manager)

Insightful Science

Senior Manager, Demand Generation

Zingle

Director of Growth Marketing (Acquired)

Marketing Consultant

RichUncles.com

Head of Growth (Acquired)

Connectifier, Inc

Growth Hacker (Acquired)

Represent.com

Marketing Coordinator (Acquired)

Industry Rockstar

Marketing Coordinator

B2B SaaS @ KlientBoost | Founder @ Growth Science

Tony Flores

Across our portfolio of B2B SaaS clients at Omni Lab, we see a consistent response when performance slows down:

A push to increase the volume and pace of what we deliver.

🔥 Launch new campaigns.
🔥 Test new creative.
🔥 Expand into new keyword themes.
🔥 Audit something.

The operating philosophy is straightforward: if we do more, we’ll pick the lock and solve the problem faster.

I respect the pressure. You should hold your agency accountable. You should expect results.

That said, rarely - if ever - have we seen increased output solve for short-term fluctuations in TOFU or BOFU performance.

A well-run marketing and sales program should already be operating at the appropriate, balanced tempo for its stage and resources. Campaign launches, creative rotation, and experimentation are baseline functions — not emergency levers.

Short-term fluctuation is part of the game.

🌊 Demand ebbs and flows.
📈 Auction dynamics shift.
⏰ Buyers delay decisions.
🎄 Seasonality shows up.

A temporary dip does not necessarily mean a program is being run poorly.

In fact, some of the best programs we see still experience uneven weeks or months. What separates them is not the absence of volatility - it’s discipline and, candidly, backbone.

Instead of reacting to short-term trends and deviating from the plan, we encourage clients to confirm two things:

1️⃣ Are accounts being managed according to agreed-upon standards and best practices?
2️⃣ Is what’s running still aligned with the broader competitive strategy?

If those conditions hold, the answer is usually time - not increased activity.

I’m not suggesting performance issues solve themselves.
I’m not suggesting direct response best practices don’t matter.
I’m not suggesting experimentation should slow down.

What I am saying is this:

The value of a well-run marketing and sales program is revealed over months and quarters — not days and weeks.

If you judge a long-term system on short-term attribution swings, you won’t improve it.

You’ll destabilize it.

And in competitive B2B SaaS categories, stability and consistency pay dividends.

The most common conversation we have with our clients at Omni Lab isn’t about campaign performance.

It’s about proof.

The business can be doing well - CRM numbers up-and-to-the-right, healthy platform metrics, etc.

But if we can’t clearly demonstrate the impact our campaigns have on leads, pipeline, and revenue, it can sometimes feel like we just burned cash on awareness ads while organic / direct was blowing up.

In smaller organizations, this is more easily manageable:

You layer direct response attribution and A/B testing into broad reach and engagement campaigns. You measure incremental lift against baseline performance. The causal chain is shorter. The system is less complex. The story holds.

In larger organizations, it’s harder.

👉 We’re sometimes not the only team managing paid ads.
👉 Sales cycles are longer and more complex.
👉 ABM lists are older / the brand is better known in the category.
👉 Multiple brand development and performance optimization programs are in motion at the same time.
👉 CFOs with a responsibility to mitigate risk tend to hold marketing to a much higher standard than earlier-stage, growth-focused CEOs and co-founders. 

Growth at that level isn’t driven by a single program.

✅ Paid is running.
✅ Outbound is running.
✅ Partnerships are running.
✅ Product is shipping.
✅ Brand is compounding.

So the question naturally becomes:
“What did paid actually do?”

When direct response attribution doesn't look good, teams will often turn to influence reporting: 

How many leads saw an ad?
How many accounts were touched?
What percentage of pipeline had a paid interaction?

The instinct makes sense. But influence reporting alone is fragile.

Once it reaches the CFO, the model gets interrogated. Now the debate isn’t about growth, it’s about assumptions.

Paid programs lose credibility not because they aren’t contributing, but because the proof mechanism is weak and it's getting challenged.

We're seeing more and more teams find an answer here in HockeyStack's out-of-the-box attribution reports. These reports are proving 1) useful for decision making and 2) acceptable by leadership teams looking to make a statement of impact beyond first- and last-touch attribution.

But in general, in complex B2B environments, it comes down to two things:

1) Reliable data infrastructure.
2) Alignment on measurement.

Without infrastructure and alignment, reporting becomes interpretation fights. Budgets feel fragile.

When those are fixed, the conversation changes.

Instead of arguing about influenced pipeline, we spend more time focused on executing the fundamentals well:

Are we achieving coverage? 
Are we engaging our audience?
Are we building a distinctive and memorable brand?

And most importantly:
Is total qualified inbound and pipeline increasing over time?

Versus trying to fit everything we do in our program into a narrow attribution framework.

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Tony Flores

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