Case Study · Analytics Audit & Measurement Strategy

Fixing a 30% revenue mismatch with a CXO-ready measurement strategy.

Thriftify's leadership had no reliable way to read its own performance data — a structured audit and a new Acquisition–Engagement–Retention–Advocacy framework gave the CXO a monthly dashboard to run the business on.

Role Led the analytics audit and measurement strategy — root-cause diagnosis, KPI framework design, and CXO dashboard build

2013-2016 30% revenue/digital data variance 3% ecommerce bounce rate 4 KPI pillars defined Monthly CXO dashboard cadence

The CXO couldn't trust the numbers

Thriftify needed a way for its CXO to actually analyze company performance, but core metrics were missing, mismatched, or implausible.

MEASUREMENT

Key metrics weren't tracked

Critical business metrics had no measurement in place at all, leaving leadership without a baseline to manage against.

No tracking = leadership flying blind
DATA INTEGRITY

Revenue vs. digital data didn't match

Revenue reported by the business and revenue shown in digital analytics diverged by roughly 30%, undermining confidence in both.

30% variance = neither number can be trusted
DECISION-MAKING

No framework for CXO analysis

Without a defined approach to reading the data, the CXO had no repeatable way to evaluate how the business was performing.

No framework = every review starts from scratch

The data itself was broken

Each implausible number was a symptom — the question was which configuration issue was producing it.

IMPLAUSIBLE METRICS

Bounce rate of just 3%

An ecommerce site reporting a 3% bounce rate was far below realistic benchmarks, signalling a tracking or filtering defect rather than genuine engagement.

3% bounce = engagement numbers can't be real
ATTRIBUTION

Payment gateway took 100% of sale credit

The payment gateway was attributed 100% credit for every sale, masking the real marketing and acquisition channels driving revenue.

100% to gateway = marketing channels get no credit
CONFIGURATION

No test-data filtering, incomplete goals

No view excluded internal test traffic, and conversion goals weren't configured for all conversion types — both distorting every report downstream.

Unfiltered + incomplete goals = every downstream report is off

Audit current state, then build the measurement layer

The engagement combined a structured data audit with a new KPI framework and a CXO-facing dashboard suite built in Data Studio.

1
Structured metrics audit current state → root causes

Audited data collection across company metrics to identify why revenue, bounce rate, and conversion numbers were wrong.Google Analytics · audit

2
Root-cause findings

Traced the revenue mismatch and low bounce rate to payment gateway over-attribution, missing test-data views, and incomplete goal configuration.RCA · data quality

3
AERA measurement framework

Designed a measurement strategy around four high-level pillars — Acquisition, Engagement, Retention, and Advocacy — for evaluating company KPIs.KPI framework

4
CXO dashboard suite

Built Data Studio dashboards depicting company KPIs across analytics and Google Ads, reviewed by the CXO every month.Google Data Studio · Google Ads

From a 30% blind spot to a monthly measurement routine

30%
Revenue/digital variance found
Root cause identified
4
KPI pillars defined
Acquisition · Engagement · Retention · Advocacy
5
Audit findings resolved
Attribution, filters & goals
Monthly
CXO dashboard review
Data Studio reporting cadence

From mismatched numbers to a measurement layer the CXO trusts

⚡

A trustworthy, CXO-ready measurement layer

Thriftify moved from mismatched, implausible metrics to a corrected data setup with a defined Acquisition–Engagement–Retention–Advocacy framework and live Data Studio dashboards the CXO reviews every month.

↻

Corrected attribution and tracking

Fixed payment-gateway over-attribution, added test-data filtering, and completed conversion goal configuration so future reports reflect reality.

⊕

Reusable KPI framework

The Acquisition/Engagement/Retention/Advocacy structure gives the company a repeatable lens for evaluating new initiatives going forward.

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