Clarity
Do they understand what you do?
Strong15 of 15
15 could name what kind of product this is, unprompted.
Saved report, kept for 60 days — expires in 47 days. Re-opening it is free.
01
Your verdict
Relevance
Can they tell what it solves, and who it's for?
Strong15 of 1515 could quickly tell what problem it solves and who it is for.
Value
Do they actually want it?
Mixed9 of 159 would take a meeting to learn more.
Differentiation
Fix firstIs there a reason to pick you over the alternatives?
Fail0 of 150 could name a reason to pick you over a similar option.
See what they thought you were
Your page describes: marketing operations consulting. They said:
- 13×Marketing operations consultancymatches
2 couldn't name one; 13 got it right.
Four separate measures, not stages: all 15 personas answered all four questions. Each square is one persona.
Additional signalBrand alignment5 of 15WeakShow finding ▸
Respondents inferred a boutique of ex-marketing-ops or ex-agency people aimed at mid-to-large company CMOs, and one found the language a positive signal of that. Others said the page gives no scale, team, or credibility information to support transformation-scale work, and one said the generic CMO framing missed healthcare-specific needs. Not one of the four layers, and it does not affect the scores above or the order to fix them in.
These are 15 simulated buyers. Want 15 real ones?
Test with humans02
Fix these firstFix these first
Three edits, in the order that matters.
The first is on your weakest layer, the second on the next, the third on the layer the most buyers had a problem with. Each says what to change on the page and why, with one simulated answer behind it.
Name the method and its stages on the page.
Why: 'We work alongside your team to rebuild it' is the only description of how the work happens, and it could be published by any marketing consultancy. Give the approach a name and list its stages with durations — e.g. a two-week diagnostic of brief-to-launch flow, a redesign of ownership and approval paths, then embedded delivery until the new process runs without you. Readers said they had nothing to separate this from competitors; a named, staged mechanism is the smallest thing that fixes that.
7 of 15 raised this
“a tagline isn't proof, and there's zero here — no case study, no named client, no metric, no pricing model — that lets me distinguish this consultancy from…” Show full quote
“a tagline isn't proof, and there's zero here — no case study, no named client, no metric, no pricing model — that lets me distinguish this consultancy from another one saying almost the same thing”
Chief Marketing Officer, Technology · 501-1000 employeessimulated Moves DifferentiationGive a reason to choose youAdd one named client story with before-and-after numbers.
Why: Readers made a first meeting conditional on seeing a recognisable client or a comparable case. Add a short block with the client's sector and size, the starting state, what changed, and the measured result — cycle time, cost taken out of the stack, or adoption rate. Put it directly beneath the operating-model claim it supports, not on a separate page.
6 of 15 raised this
“nothing on this page proves they can deliver it; there's no case study, no before/after metric, no example of what "rebuilding the operating model" looks like week to…” Show full quote
“nothing on this page proves they can deliver it; there's no case study, no before/after metric, no example of what "rebuilding the operating model" looks like week to week”
Chief Marketing Officer, Technology · 501-1000 employeessimulated Moves ValueProof next to the claimGive 'the gap' and 'operating model' concrete definitions.
Why: 'Your operating model' and 'closing the gap between strategy and execution' are the load-bearing phrases and both are left undefined. Spell out what the operating model consists of here — how work is briefed, who decides, which tools carry it, how performance is read — so the verbs 'rebuild' and 'close' have objects a reader can picture.
5 of 15 raised this
“"rebuild it" doesn't say if that means new org charts, new tooling, new workflows, or headcount changes”
Chief Marketing Officer, Technology · 501-1000 employeessimulated Moves ClarityPlain language
Keep these · 2
These landed. Keep the wording when you edit around it.
- Keep · Relevance
The opening problem statement lands: respondents recognised the CMO audience and the…
“Yes, it was fast — the subhead literally says "We are the consultancy for CMOs who want their marketing to move faster," so the audience is spelled out,…” Show full quote
“Yes, it was fast — the subhead literally says "We are the consultancy for CMOs who want their marketing to move faster," so the audience is spelled out, not inferred. The problem is also right there in the second line: slow briefs, dashboards nobody trusts, martech gathering dust, AI stuck in pilot.”
VP of Marketing, Healthcare · 5000+ employeessimulated - Keep · Value
Two specific outcomes were named as worth paying for on their own
“if this fixed only that it'd already justify the engagement”
Chief Marketing Officer, Financial Services · 501-1000 employeessimulated
03
All recommendations
Differentiation
Fail0 of 15- Shown aboveName the method and its stages on the page.
Moves DifferentiationSpecifics beat superlatives
Add one hard metric from past work near the headline.
Why: The page carries its whole case on 'want their marketing to move faster' with no number attached. Readers said a competitor offering a single concrete metric would win the deal. Put a measured result beside the promise — brief cycle time cut from 19 days to 6, or an AI pilot in daily use by a 40-person team within one quarter — so the speed claim stops being a slogan.
7 of 15 raised this
“a tagline isn't proof, and there's zero here — no case study, no named client, no metric, no pricing model — that lets me distinguish this consultancy from…” Show full quote
“a tagline isn't proof, and there's zero here — no case study, no named client, no metric, no pricing model — that lets me distinguish this consultancy from another one saying almost the same thing”
Moves DifferentiationGive a reason to choose you
State who does the work and their operating background.
Why: Nothing on the page says who shows up. Readers had to guess at ex-marketing-ops or ex-agency operators. Say it plainly: senior practitioners who have run marketing operations inside companies of a given size, working in small teams, no junior pyramid. That is a defensible reason to choose that a larger firm cannot copy.
7 of 15 raised this
“a tagline isn't proof, and there's zero here — no case study, no named client, no metric, no pricing model — that lets me distinguish this consultancy from…” Show full quote
“a tagline isn't proof, and there's zero here — no case study, no named client, no metric, no pricing model — that lets me distinguish this consultancy from another one saying almost the same thing”
Value
Mixed9 of 15Moves ValueConcrete over abstract
Replace 'rebuild it' with the actual deliverables.
Why: 'Rebuild it, closing the gap between strategy and execution' names a destination with no map. Readers asked what happens on day one. List what they receive: a mapped brief-to-launch workflow, a decision-rights chart, a rationalised martech stack with owners, a rebuilt dashboard set, and the first AI use case running in the team's daily routine.
6 of 15 raised this
“nothing on this page proves they can deliver it; there's no case study, no before/after metric, no example of what "rebuilding the operating model" looks like week to…” Show full quote
“nothing on this page proves they can deliver it; there's no case study, no before/after metric, no example of what "rebuilding the operating model" looks like week to week”
Moves ValueTie the feature to the outcome
Lead the outcomes with the two things buyers valued most.
Why: 'Remove drag. Build momentum. Unlock growth.' is the closing sequence and none of it is measurable. Readers said the two outcomes worth paying for on their own were getting an AI pilot adopted into daily workflow and cutting brief cycle time with documented metrics. Rewrite those three lines as those specific outcomes with the measures attached, and follow with a single next step.
6 of 15 raised this
“nothing on this page proves they can deliver it; there's no case study, no before/after metric, no example of what "rebuilding the operating model" looks like week to…” Show full quote
“nothing on this page proves they can deliver it; there's no case study, no before/after metric, no example of what "rebuilding the operating model" looks like week to week”
Clarity
Strong15 of 15Relevance
Strong15 of 15No specific edits needed here — this layer held up.
Brand alignment
Weak5 of 15Moves Brand alignmentShow the product early
Say plainly that this is consulting, not software.
Why: Readers could not tell from 'We are the consultancy for CMOs who want their marketing to move faster' whether they were looking at a tool or a services firm; those who decided it was process and org redesign consulting treated that as their own inference. Follow the headline with a line stating what the engagement is — hands-on process and organisation redesign work delivered inside the marketing team over a defined period.
4 of 15 raised this
“I picture a smallish, senior boutique — maybe 20-50 consultants, founded by people who've actually sat inside CMO teams at large enterprises, not a big-four practice. The language…” Show full quote
“I picture a smallish, senior boutique — maybe 20-50 consultants, founded by people who've actually sat inside CMO teams at large enterprises, not a big-four practice. The language is too tight and too specific to marketing-org pain — "briefs that should take days, take weeks," "AI stuck in pilot" — to be a generalist strategy shop; this reads like it was written by ex-marketing-ops or ex-agency people who now sell back into CMOs at mid-to-large companies like mine.”
Moves Brand alignmentProof next to the claim
Add firm scale, tenure and engagement size.
Why: The voice reads as a senior boutique, which readers found plausible but unsupported for transformation-scale work. Add the concrete facts that back the tone: years operating, number of engagements delivered, typical client revenue band, typical team size on an engagement. Without them the confident register reads as assertion.
4 of 15 raised this
“I picture a smallish, senior boutique — maybe 20-50 consultants, founded by people who've actually sat inside CMO teams at large enterprises, not a big-four practice. The language…” Show full quote
“I picture a smallish, senior boutique — maybe 20-50 consultants, founded by people who've actually sat inside CMO teams at large enterprises, not a big-four practice. The language is too tight and too specific to marketing-org pain — "briefs that should take days, take weeks," "AI stuck in pilot" — to be a generalist strategy shop; this reads like it was written by ex-marketing-ops or ex-agency people who now sell back into CMOs at mid-to-large companies like mine.”
Moves Brand alignmentName the audience
Anchor the pain points to named sectors and company sizes.
Why: 'Briefs that should take days, take weeks' and the rest of the symptom list land well but float free of any context. Attach the examples to the kinds of organisation this firm actually works with — regulated enterprises, multi-brand portfolios, a stated revenue or headcount band — so a CMO in that situation sees themselves rather than a generic marketing department.
4 of 15 raised this
“I picture a smallish, senior boutique — maybe 20-50 consultants, founded by people who've actually sat inside CMO teams at large enterprises, not a big-four practice. The language…” Show full quote
“I picture a smallish, senior boutique — maybe 20-50 consultants, founded by people who've actually sat inside CMO teams at large enterprises, not a big-four practice. The language is too tight and too specific to marketing-org pain — "briefs that should take days, take weeks," "AI stuck in pilot" — to be a generalist strategy shop; this reads like it was written by ex-marketing-ops or ex-agency people who now sell back into CMOs at mid-to-large companies like mine.”
04
Buyer evidence
Biggest risks
A deliberately adversarial read of the same answers. Each claim was checked back against what the personas said and dropped if nothing supported it.
- high
The page cannot survive a shortlist: it fails on the two criteria buyers actually use to filter vendors — proof and differentiation.
7 of 15 could name no differentiator and said any consultancy could publish this copy; 6 of 15 said there is no case study, client name, or before/after metric. One stated outright that a competitor offering a single concrete metric wins the deal. Together that is a page that reads as generic and unproven at the same time — there is nothing left to shortlist on.
- high
The page's only reliable achievement is restating the reader's problem back to them, which is table stakes, not a reason to buy.
The strongest positive is 5 of 15 recognising the audience and problem statement (theme 5) — and that same count is matched by 5 of 15 saying the core phrases have no objects, deliverables, or mechanism (theme 0), plus 3 of 15 saying the diagnosis lands but the remedy stays abstract (theme 1). The page earns credit for the paragraph any competitor also writes, and loses it everywhere the buyer needs specifics.
- high
The central copy line is doing no work: the phrases the page is built around are the exact phrases readers could not decode.
5 of 15 flagged 'rebuilding the operating model', 'rebuild it' and 'the gap' as verbs without objects, asking what happens on day one; 7 of 15 found no methodology, credential, or metric to anchor the claim. One respondent called the tagline memorable while saying it would still lose to a single concrete number — memorability without content is not an asset.
- high
Willingness to take a meeting is already conditional, so the page is not converting — it is deferring.
Of the 6 who cited absent proof, several made engagement explicitly contingent: one required a recognizable client name for a 30-minute meeting, another a comparable financial-services case. The value that did land came from only 2 of 15 naming a specific outcome worth paying for, and both attached it to documented metrics or adoption the page does not supply.
- medium
Readers are doing the positioning work the page refuses to do, and some are getting the category wrong entirely.
3 of 15 addressed whether this is software or consulting: two could not tell, and three others resolved it to process and org redesign only by inference, not from anything stated. A page that leaves the basic category to guesswork cannot expect the buyer to trust the harder claims about transformation.
- medium
The page undercuts its own ambition: it asks for transformation-scale trust while giving no evidence of capacity to deliver it.
4 of 15 read the tone as a small senior boutique and found no scale, team, or credibility information to support transformation-scale work; 7 of 15 noted the absence of credentials and client logos. The bigger the promise, the more damaging the silence on who is behind it.
Differentiation
Nobody could name a differentiator; the copy reads as interchangeable with any consultancy
7 of 15
“a tagline isn't proof, and there's zero here — no case study, no named client, no metric, no pricing model — that lets me distinguish this consultancy from…” Show full quote
“a tagline isn't proof, and there's zero here — no case study, no named client, no metric, no pricing model — that lets me distinguish this consultancy from another one saying almost the same thing”
Chief Marketing Officer, Technology · 501-1000 employeessimulated See all 7 comments
“If I had this next to another firm and one of them had even a single named logo or a "cut brief turnaround from X weeks to Y…” Show full quote
“If I had this next to another firm and one of them had even a single named logo or a "cut brief turnaround from X weeks to Y days" stat, that one wins by default”
VP of Marketing, Retail · 5000+ employeessimulated “Honestly, nothing here would tip me toward this one over a competitor — the page has zero differentiators I could point to. The three-word cadence "Remove drag. Build…” Show full quote
“Honestly, nothing here would tip me toward this one over a competitor — the page has zero differentiators I could point to. The three-word cadence "Remove drag. Build momentum. Unlock growth." is memorable copy but it's generic enough that any consultancy could slap it on their homepage; it doesn't tell me their methodology, industry focus, or team credentials versus the next option on my list.”
CMO, Professional Services · 1001-5000 employeessimulated “the one that wins is whichever shows me a named client, a specific engagement timeline, or a before/after metric — this page has none of that, so on…” Show full quote
“the one that wins is whichever shows me a named client, a specific engagement timeline, or a before/after metric — this page has none of that, so on content alone it's a coin flip.”
CMO, Financial Services · 1001-5000 employeessimulated “there's no named case study, no client logo, no before/after metric I could compare to a competing consultancy's proof points”
VP of Marketing, Technology · 5000+ employeessimulated “No named clients, no case studies — that rules it out, not in.”
CMO, Healthcare · 1001-5000 employeessimulated “a tagline isn't a differentiator. There's no case study, no named client, no sense of engagement length or cost, and no methodology described beyond naming the symptoms”
CMO, Retail · 1001-5000 employeessimulated
Value
There is no proof — no case study, client name, or before/after metric — so the promised…
6 of 15
“nothing on this page proves they can deliver it; there's no case study, no before/after metric, no example of what "rebuilding the operating model" looks like week to…” Show full quote
“nothing on this page proves they can deliver it; there's no case study, no before/after metric, no example of what "rebuilding the operating model" looks like week to week”
Chief Marketing Officer, Technology · 501-1000 employeessimulated See all 6 comments
“A brief that used to take three weeks getting approved in three days, with a named client I can call and ask if it's still true six months…” Show full quote
“A brief that used to take three weeks getting approved in three days, with a named client I can call and ask if it's still true six months later — that's the only proof that would get me past a first meeting”
VP of Marketing, Retail · 5000+ employeessimulated “But the page gives me the destination, not the map: no timeline, no example of what "rebuilding the operating model" looks like week to week, no case study…” Show full quote
“But the page gives me the destination, not the map: no timeline, no example of what "rebuilding the operating model" looks like week to week, no case study with a before/after number I could sanity-check.”
CMO, Professional Services · 1001-5000 employeessimulated “I wouldn't move budget or clear internal stakeholders until I've seen a concrete case study with numbers, not just the four bullet-point pains restated as a mission.”
CMO, Financial Services · 1001-5000 employeessimulated “But "worth a meeting" depends on proof I don't see here: no case study, no named client, no metric like "cut brief turnaround from 3 weeks to 3…” Show full quote
“But "worth a meeting" depends on proof I don't see here: no case study, no named client, no metric like "cut brief turnaround from 3 weeks to 3 days." Right now it's just "remove drag, build momentum, unlock growth" — that's a tagline, not evidence.”
VP of Marketing, Healthcare · 5000+ employeessimulated “nothing on this page tells me the mechanism that gets us from here to there, no case study, no before/after numbers, no description of what week one looks…” Show full quote
“nothing on this page tells me the mechanism that gets us from here to there, no case study, no before/after numbers, no description of what week one looks like”
VP of Marketing, Technology · 5000+ employeessimulated Two specific outcomes were named as worth paying for on their own
2 of 15 · what worked
“if this fixed only that it'd already justify the engagement”
Chief Marketing Officer, Financial Services · 501-1000 employeessimulated See all 2 comments
“Cutting brief cycle time in half with a documented before/after number — that's the one metric I could take to my CFO or CEO to justify the spend”
VP of Marketing, Professional Services · 5000+ employeessimulated
Clarity
The core phrases — 'rebuilding the operating model', 'rebuild it', 'the gap' — are never…
5 of 15
“"rebuild it" doesn't say if that means new org charts, new tooling, new workflows, or headcount changes”
Chief Marketing Officer, Technology · 501-1000 employeessimulated See all 5 comments
“consulting-speak that could mean embedded staff for six months or a two-week audit with a slide deck, and "operating model" is vague enough to cover org structure, tooling,…” Show full quote
“consulting-speak that could mean embedded staff for six months or a two-week audit with a slide deck, and "operating model" is vague enough to cover org structure, tooling, or process, so I can't tell what they actually do day to day”
VP of Marketing, Retail · 5000+ employeessimulated “It's the verbs without objects — 'rebuild it,' 'work alongside your team,' 'closing the gap between strategy and execution' — 'it' and 'the gap' are never defined as…” Show full quote
“It's the verbs without objects — 'rebuild it,' 'work alongside your team,' 'closing the gap between strategy and execution' — 'it' and 'the gap' are never defined as an artifact, a process, or a deliverable, so I can't tell if 'rebuild' means new workflows, new org chart, new tooling, or just workshops.”
CMO, Professional Services · 1001-5000 employeessimulated “no verb I can picture: no mention of workshops, audits, headcount embedded, tooling changed, or governance rewritten”
VP of Marketing, Technology · 5000+ employeessimulated “There's no methodology, case study, or number given though, so I couldn't tell you exactly what they'd do on day one or how they measure success.”
CMO, Retail · 1001-5000 employeessimulated Some readers could not tell whether this is software or consulting
3 of 15
“It's a consulting shop that helps CMOs fix their marketing operating model — untangling slow briefs, bad dashboards, unused martech, and stalled AI pilots. So it's operational/marketing consulting,…” Show full quote
“It's a consulting shop that helps CMOs fix their marketing operating model — untangling slow briefs, bad dashboards, unused martech, and stalled AI pilots. So it's operational/marketing consulting, not a software tool. There's no actual product here, just a service pitch, and pretty thin on specifics of how they actually "rebuild" anything.”
VP of Marketing, Healthcare · 5000+ employeessimulated See all 3 comments
“Some kind of marketing ops consultancy — fixing broken processes, not a software tool.”
CMO, Healthcare · 1001-5000 employeessimulated “It's not a tool or software product, it's people/consulting engaging "alongside your team" to fix the operating model.”
Chief Marketing Officer, Financial Services · 501-1000 employeessimulated
Relevance
The problem is credible but the fix stays abstract, and the pain points carry no…
3 of 15
“the surface-level "what's broken" land in the first few lines. What's NOT clear that fast is the actual fix”
Chief Marketing Officer, Technology · 501-1000 employeessimulated See all 2 comments
“I'd want a named industry or company size next to the pain points — something like "we've done this for 500+ person professional services and financial services firms"”
Chief Marketing Officer, Professional Services · 501-1000 employeessimulated The opening problem statement lands: respondents recognised the CMO audience and the…
5 of 15 · what worked
“Yes, it was fast — the subhead literally says "We are the consultancy for CMOs who want their marketing to move faster," so the audience is spelled out,…” Show full quote
“Yes, it was fast — the subhead literally says "We are the consultancy for CMOs who want their marketing to move faster," so the audience is spelled out, not inferred. The problem is also right there in the second line: slow briefs, dashboards nobody trusts, martech gathering dust, AI stuck in pilot.”
VP of Marketing, Healthcare · 5000+ employeessimulated See all 5 comments
“the subhead literally says "We are the consultancy for CMOs who want their marketing to move faster," so the audience is spelled out, not inferred”
Chief Marketing Officer, Financial Services · 501-1000 employeessimulated “briefs taking weeks, dashboards nobody trusts, martech gathering dust, AI stuck in pilot — that's clear symptom language I recognise”
VP of Marketing, Financial Services · 5000+ employeessimulated “the second line does the work: "We are the consultancy for CMOs who want their marketing to move faster." That names both the audience (CMOs) and the pain…” Show full quote
“the second line does the work: "We are the consultancy for CMOs who want their marketing to move faster." That names both the audience (CMOs) and the pain in one breath.”
Chief Marketing Officer, Professional Services · 501-1000 employeessimulated “the subhead literally says "We are the consultancy for CMOs who want their marketing to move faster," so the audience is spelled out in the second line, no…” Show full quote
“the subhead literally says "We are the consultancy for CMOs who want their marketing to move faster," so the audience is spelled out in the second line, no hunting required. The problem is also named fast: "Briefs that should take days, take weeks. Dashboards nobody trusts. Expensive martech gathering dust. AI stuck in pilot."”
CMO, Technology · 1001-5000 employeessimulated
Brand alignment
The tone reads as a small senior boutique, which respondents found plausible but short…
4 of 15
“I picture a smallish, senior boutique — maybe 20-50 consultants, founded by people who've actually sat inside CMO teams at large enterprises, not a big-four practice. The language…” Show full quote
“I picture a smallish, senior boutique — maybe 20-50 consultants, founded by people who've actually sat inside CMO teams at large enterprises, not a big-four practice. The language is too tight and too specific to marketing-org pain — "briefs that should take days, take weeks," "AI stuck in pilot" — to be a generalist strategy shop; this reads like it was written by ex-marketing-ops or ex-agency people who now sell back into CMOs at mid-to-large companies like mine.”
Chief Marketing Officer, Professional Services · 501-1000 employeessimulated See all 3 comments
“aimed at any CMO, not tailored to me.”
CMO, Healthcare · 1001-5000 employeessimulated “The tone does feel aimed at someone like me: it doesn't waste time explaining what a CMO is or what a dashboard is, it just names my exact…” Show full quote
“The tone does feel aimed at someone like me: it doesn't waste time explaining what a CMO is or what a dashboard is, it just names my exact frustrations in one paragraph, which tells me they've either worked inside a marketing org or interviewed a lot of CMOs before writing this.”
Chief Marketing Officer, Professional Services · 501-1000 employeessimulated
05
How this works
Who we simulated (15 personas)
15 AI-simulated personas matched to your target market. Each answered independently, without seeing your goal, the scoring criteria, or each other’s answers. Attribution is role, industry and company size only.
CMOProfessional Services · 1001-5000 employeesUS
VP of MarketingRetail · 5000+ employeesEU
Chief Marketing OfficerTechnology · 501-1000 employeesUS
CMOFinancial Services · 1001-5000 employeesEU
VP of MarketingHealthcare · 5000+ employeesUS
Chief Marketing OfficerProfessional Services · 501-1000 employeesEU
CMORetail · 1001-5000 employeesUS
VP of MarketingTechnology · 5000+ employeesEU
Chief Marketing OfficerFinancial Services · 501-1000 employeesUS
CMOHealthcare · 1001-5000 employeesEU
VP of MarketingProfessional Services · 5000+ employeesUS
Chief Marketing OfficerRetail · 501-1000 employeesEU
CMOTechnology · 1001-5000 employeesUS
VP of MarketingFinancial Services · 5000+ employeesEU
Chief Marketing OfficerHealthcare · 501-1000 employeesUS
Methodology
Every answer on this page was written by an AI model role-playing a buyer profile, scored on Wynter’s B2B Message Layers framework. The personas were sampled in code across role, industry, company size and behavioral traits; the model wrote only the answers. Scores arrive through fixed verdict categories and the counts are computed in our own code, so no number here was written by a model.
Score details: the count and the strength
The count is how many personas cleared the bar on each question. A yes can be unhesitating or come with reservations; the scorecard counts both as a yes, and this is the only place the difference is shown. Per layer:
- Clarity: 15 of 15, all with reservations
- Relevance: 15 of 15, 3 without hesitation, 12 with reservations
- Value: 9 of 15, all with reservations
- Differentiation: 0 of 15
These answers are AI-simulated and directional. Validate anything you’re betting on with real buyers, your ICPs.
Your next 3 moves
- 1.Name the method and its stages on the page.
- 2.Add one named client story with before-and-after numbers.
- 3.Give 'the gap' and 'operating model' concrete definitions.
See what real buyers say.
A detailed, section-by-section message test report from verified B2B professionals who are actually in-market for what you sell.
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RetentionThis report is kept for 60 days, until 24 Oct 2026, then deleted along with the personas, their answers and everything derived from them. The link stays live for that whole period so it can be shared or revisited, and stops working afterwards.
The email address it was requested from is kept beyond that, because it subscribes you to the newsletter — that was the price of the report. You can unsubscribe in one click from any issue, which stops the email without affecting a report still inside its 60 days. The public report page never shows the requester’s address.
The email address it was requested from is kept beyond that, because it subscribes you to the newsletter — that was the price of the report. You can unsubscribe in one click from any issue, which stops the email without affecting a report still inside its 60 days. The public report page never shows the requester’s address.