One Year of SEAM: Sharper, Faster, No Bullshit

SEAM recently turned one.

I started SEAM with a simple belief. Businesses don’t need more jargon or 200 slide decks. They need sharper thinking, faster execution and a no bullshit approach that links every decision back to growth, margin or efficiency.

In the past 12 months I’ve worked with large retailers, SaaS and MarTech businesses, private equity groups, media agencies, and more recently travel. Along the way, six clear lessons have stood out.

1. Strategy still beats tactics

Too many businesses chase channels before they have clarity of strategy. Channels are meaningless without a customer centred approach that is commercially sound and measurable.

What has become clear this year is that strategy still trumps tactics. Businesses that invest in positioning and customer led design are the ones who get value from their channels. Those that don’t are left measuring activity without impact.

2. Real ROI, not vanity metrics

Boards have always wanted ROI. The shift now is away from softer marketing metrics and towards financial outcomes grounded in unit economics.

Over the past year I’ve been asked more than ever to look under the hood of businesses. Boards and executives want to know not only where the growth opportunities are, but also where hidden weaknesses could become Achilles heels in the future. That level of scrutiny is now the norm. As someone who loves data, this makes me very happy.

3. AI is an accelerator, not a replacement (for now)

Used well, AI frees time for strategy and speeds up execution. Used lazily, it creates generic and off-brand work.

What I am seeing first-hand is a mix of fear, excitement and uncertainty. Some people are shit scared of the impact AI will have on their roles. Others are energised by the possibilities. Most are floating in the unknown.

This is not a passing trend. AI is a genuine revolution. There will be winners and losers, and disruption is already underway. Some agencies are scrambling to remain relevant, while stronger ones are using AI to strip out the mundane and free up more time for strategy. Boards are demanding efficiency, but brands cannot afford to lose authenticity.

AI is not replacing marketers. It is exposing them.

4. Underutilised Martech stacks

Most businesses have invested in technology, but few are unlocking its full value. The problem is not tools. It is resourcing, integration and activation.

Stacks are underutilised because teams are stretched and platforms are fragmented. What I am seeing now is a greater willingness to address this. The priority is aligning Martech to the customer journey, putting the right people around it, and turning licences into results.

The companies that are winning are the ones that pair their Martech stack with resourcing models that actually allow them to execute.

5. Structures are shifting

The question of in-house versus agency versus hybrid has been a live debate in almost every boardroom this year. All three models are being challenged. The most effective structures flex to the commercial reality of the business.

At the same time, fractional leadership is on the rise. Sometimes it is a standalone CMO function. Other times it is senior firepower to support an existing CMO. Either way, it gives businesses precision and speed without the overhead of another executive salary.

Agencies are also under pressure to move beyond being buyers of media. They are working hard to reposition themselves as broader marketing partners, and they have been for some time. The strong ones are embedding AI and data into their work. The weaker ones are struggling with resourcing challenges and relevance.

This year has made one thing clear: there is no single model that fits every business. The winners are the ones who can adapt.

6. Travel shows the pace of change

The giants keep acquiring and consolidating, showing strength and confidence in the sector. Qantas acquired TripADeal, Apollo took on The Travel Corporation, and Flight Centre has added both Scott Dunn and Luxperience to its portfolio in the past two and a half years.

At the same time, lean entrants are scaling fast with sharper tech, lower overheads and experienced operators who know how to move quickly.

Having worked inside some of the biggest travel brands, I can see both sides. Consolidation is building stronger giants. Ambition and agility are creating opportunities for challengers. Both have their place, and the pace of change has never been faster.

Looking ahead

Year one has proven that businesses want clarity, speed and commercial impact. Boards are demanding sharper thinking, faster action and proof of outcomes.

The next chapter for SEAM is about scaling sharper frameworks, deeper data partnerships and embedding AI where it truly delivers commercial value.

One year in. Zero bullshit. SEAM is just getting started.