Welcome to an insightful conversation with Anastasia Braitsik, a global leader in SEO, content marketing, and data analytics. With years of experience helping brands navigate the complex world of digital marketing, Anastasia has a knack for turning creative ideas into financially sound strategies that win over even the toughest C-suite skeptics. Today, we dive into the art and science of building a bulletproof business case for marketing campaigns, exploring how to align with financial goals, prove ROI, and secure budget approval in a budget-conscious environment. From setting realistic assumptions to mapping out key drivers of success, Anastasia shares her expertise on bridging the gap between marketing creativity and financial accountability.
How do you see the role of a business case in getting a marketing campaign off the ground, especially when facing scrutiny from Finance or the C-suite?
I think a business case is absolutely essential—it’s the bridge between a great idea and actual execution. Marketers often struggle with budget approval because we lean too heavily on the story or the vision without grounding it in numbers that resonate with Finance. A solid business case translates creativity into something tangible, like revenue growth or cost savings, that the CFO can stand behind. I’ve seen campaigns with brilliant concepts get shot down simply because they couldn’t answer the “What’s the return?” question. It’s about speaking their language and showing that you’ve thought through the impact on the bottom line.
What’s your process for identifying the financial goals that truly matter to leadership when planning a campaign?
It starts with listening and asking the right questions. I make it a point to sit down with leadership, especially the CFO or COO, to understand what keeps them up at night. Are they focused on cutting customer acquisition costs? Boosting retention? Driving new revenue streams? Once I have that clarity, I align the campaign’s purpose to those priorities. For example, if they’re obsessed with improving customer lifetime value, I’ll design a campaign that targets upsell opportunities and frame the goal in terms of projected CLTV growth. It’s about connecting the dots between what marketing can do and what the business needs.
Why do you think demonstrating ROI has become such a top priority for marketing teams in recent years?
There’s been a seismic shift in how marketing is perceived. It’s no longer just a “nice-to-have” department; it’s a revenue driver, and with that comes accountability. Budgets are tighter, and every dollar spent needs justification. Plus, with the rise of data analytics, we have the tools to measure impact more precisely than ever before. Stakeholders expect us to prove value, not just promise it. I’ve seen stats showing nearly 70% of marketing teams prioritize ROI, and that’s because failing to show it can mean losing credibility—or worse, losing funding. It’s a pressure that’s reshaped how we plan and execute.
Can you share your approach to mapping out the key variables that drive ROI in a campaign?
Absolutely. I start by breaking down the customer journey into measurable stages—think traffic, clicks, conversions, and ultimately, deal closures. Each stage has variables that influence the outcome, like clickthrough rates or conversion percentages. I use historical data as my foundation; for instance, if our email campaigns typically have a 2.5% CTR, that’s my starting point. Then I build a funnel model, layering in benchmarks like MQL to SQL conversion rates, which for B2B might hover around 13-26%. The key is to tie these metrics to financial outcomes, like contract value or cost per acquisition, so I can project a clear return. It’s a bit like building a roadmap—every turn needs to lead to the destination.
How do you ensure the assumptions in your financial models remain realistic and credible to stakeholders?
Overpromising is a trap I avoid at all costs. If you inflate numbers just to make the model look good, you’re setting yourself up for failure—and losing trust. I stick to historical data and industry benchmarks, and I’m transparent about where my numbers come from. For example, if I’m projecting a close ratio, I’ll reference past campaigns or publicly available data to back it up. I also build in conservative estimates to account for uncertainty. I’ve found that when Finance sees you’ve been cautious rather than overly optimistic, they’re more likely to believe in the plan. Credibility comes from showing you’ve thought through the risks, not just the rewards.
What challenges have you encountered when calculating costs and projecting payback periods for a campaign, and how do you tackle them?
Calculating costs can be tricky because there are so many moving parts—media spend, creative fees, tech tools, labor, you name it. One challenge is underestimating hidden costs, like the time internal teams spend on a project. I’ve learned to be meticulous, listing every expense down to the smallest detail and getting input from other departments to ensure nothing slips through. As for payback periods, the challenge is often timing. Revenue doesn’t always come in right away, especially in B2B where sales cycles can stretch to 90 days or more. I address this by clearly communicating the timeline in my projections and calculating payback based on realistic monthly recurring revenue. Transparency with stakeholders about when returns will materialize is key.
Can you tell us about a time when a well-crafted business case turned the tide for a campaign that might have otherwise been rejected?
I remember working on an account-based marketing campaign for a B2B client a few years back. Initially, the C-suite was hesitant—they loved the idea of targeting high-value enterprise accounts but weren’t convinced the spend was worth it. I built a detailed business case, starting with a specific goal: acquiring three net-new accounts with an average contract value of $300K within one sales cycle. I mapped out the funnel, used conservative conversion rates based on our past data, and calculated a CLTV-to-CAC ratio that showed a strong return. I also included a full cost breakdown and a payback timeline. When I presented it, the numbers spoke for themselves. They approved the budget on the spot, and we ended up closing two of those accounts ahead of schedule. That business case didn’t just get a yes—it built trust for future campaigns.
What’s your forecast for the future of marketing accountability, especially in terms of tying campaigns to financial outcomes?
I believe marketing accountability will only intensify. As data tools get more sophisticated, the expectation to tie every campaign to a financial outcome will become non-negotiable. We’re moving toward a world where marketing isn’t just about brand or engagement—it’s about being a predictable revenue engine. I foresee more integration between marketing and finance teams, with shared dashboards and real-time ROI tracking becoming the norm. Marketers who can’t adapt to this level of scrutiny might struggle, but those who embrace it will have a seat at the strategic table. It’s an exciting shift, but it means we’ll need to keep sharpening our analytical skills alongside our creative ones.
