The digital analytics industry is facing significant issues as major platforms like Google and Adobe push for migrations to GA4 and Customer Journey Analytics (CJA). These migrations have been plagued by poor implementation, largely due to over-reliance on large consulting firms and subcontractors lacking expertise. This has resulted in frustrated clients, failed projects, and a tarnished industry reputation. However, smaller agencies have an opportunity to step up by focusing on quality, transparency, and client education. The industry must realign incentives, demand transparency, and foster innovation to create a client-first ecosystem that prioritizes genuine customer success over vendor-driven sales goals. This is a call to action to reclaim the industry from monopolistic practices and build a better future for digital analytics.

From an early age, children are naturally curious, asking questions, observing patterns, and trying to make sense of the world around them. In our modern, data-driven society, this innate curiosity can be nurtured through tools that teach them how to think critically, analyze information, and draw meaningful conclusions. This is why we created A is for Analytics—to make the world of data accessible to kids in a fun and engaging way.

Critical thinking and skepticism are not just optional tools for data analysts—they are essential. Without them, we risk allowing flawed, biased, or incomplete data to influence important decisions. In a world where data is used to shape narratives and drive opinions, our responsibility is to approach it with a healthy dose of doubt and a commitment to uncovering the full story.

Popups. Sliders. Takeovers. We all hate them. Right?

Everyone says popups suck yet sites that use popups consistently outperform sites without them.

If this is true, then why do so many sites choose not to deploy a well designed and targeted popup strategy?

As a data practitioner, it's hard not to be curious and perhaps concerned about how Generative AI (GenAI) will impact your profession. The reality is, we’re already in the middle of a major shift, one that's unfolding in distinct phases. For those responsible for making decisions about the future of data teams, including budget holders, analytics executives, and practitioners themselves, understanding these phases is critical to staying ahead.

• Revenue Alignment Isn't Everything: While important, focusing solely on revenue can overlook other critical factors stakeholders value.

• Stakeholder Engagement Is Crucial: Regular communication and understanding stakeholder priorities enhance alignment and recognition.

• Multidimensional Value Matters: Demonstrating value across various dimensions strengthens the case for the analytics team's contributions.

For those data professionals, of which there are MANY, whose primary outputs are things like data collection, reporting, PowerPoint presentations, writing code, and deploying data tools, if these activities are seen as the core of their work rather than as means to deliver real, tangible value, they are on a dangerous path.

A scoring framework for helping select the best A/B testing partner for YOU.

Adobe's Opt-In Service has some advantages I don't see folks talk about much:
1. It manages consent for all of your Adobe tools, without requiring you to add conditions to our existing Analytics logic
2. When your existing variable-and-beacon-setting logic runs while the user is opted out, Adobe queues that logic up, holding on to it just in case the user does opt in. Any Adobe logic can run, but no cookies are created and no beacons get fired until Adobe’s opt-in service says it’s ok.

Roughly 15 years ago, I was honored and excited and nervous when I was tapped on the shoulder and asked to run the Optimization program for one of the largest financial institutions in the world. To up the ante a bit and make it even more challenging, no prior Optimization program was in place. So, in addition to driving the strategy, I also had to create the program from scratch.

Think about how impactful it would be if employees from all levels of your organization – new hires to SVPs – were engaged and submitting test ideas. And, those employees cut across all departments. Your Optimization team will receive so many new, fresh test ideas that have never been thought of before. Also, many of these ideas will be directly tied to business objectives!

One of my favorite parts of the work day is sitting quietly and thinking about strategies for our clients. More specifically, ideas and processes that help our clients become more successful at what they do, and in turn much happier at work. But I can’t accomplish this at the high level that I want to when my environment is messy and distracting.

Simplicity and minimalization are directly tied to consumer psychology. A site experience that overwhelms a shopper is not good for business. Not only are the chances high that they will not purchase a product, there’s also a good chance that they tell others about their experience, because as we all know bad news travels much faster than good news.

Have you ever read something in a magazine or book, or seen an idea online or on TV, and said to yourself, “That’s a great idea! Why didn’t I think of that??” Or maybe you attended an industry conference recently and heard another company present an idea that seemed so obvious that you couldn’t believe your team is not doing the same thing! Most of us want to be the person bringing in the high impact ideas that move the business needle. And at the same time, we get frustrated when we are not the ones to introduce the idea, and then often think to ourselves, “Why didn’t I think of that?”

Is Optimization a means to an end or an end in and of itself? Is it good enough to optimize your “null search results” page on your site simply for the sake of making it as functional as possible for your end user? Or are you doing it to improve conversions? Does the former automatically drive the latter? Does your senior leadership ask about conversion and revenue impact for every test and discard the test if there was none?

You’ve been tasked by your Executive Leadership Team to increase orders and average order value (AOV) over the next 12 months. You have a solid plan in place, as you’ve worked on it for months. Yet there’s something nagging at you, like there could be something important missing in your strategy and you’re not quite sure what is lacking?

Ten years ago, when Hila and i planted the seeds of 33 Sticks, we made a promise. This promise wasn't to ourselves, or investors, or even to the fast-paced analytics marketplace. It was a promise to the world - we would construct a company that consistently delivered incredibly positive experiences to our customers.

Embracing sustainable analytics practices is a critical step in ensuring long-term success for your organization and a healthier planet. By demanding ethical practices from technology vendors, hiring committed experts, and partnering with responsible agencies, businesses can create a sustainable analytics ecosystem that fosters growth, efficiency, and innovation. It's time to join the movement and make a lasting impact on our world.

If 25% of A/B tests run on the site result in a winner, what do we do with the other 75% of the tests that were run on the site that did not produce a winner? I like to call these tests INCONCLUSIVE AT THE PRIMARY METRIC LEVEL. I don’t like the term “losers” at all. Once you call a test a “loser,” your executive team stops listening. Trust me on this one, I see it happen all the time in meetings!