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	Professional Credentials & Personal Philosophy John Lennon once said, "Life is what happens while you're making other plans." My life and certainly my career path is a testament to his wisdom and insight. My formal education at the University of Massachusetts, Amherst was in Public Health Sciences. Although an admittedly odd beginning to a career in marketing, it was the concentration of analytical sciences, data analysis, computer sciences, and statistics that has been the foundation for most of my professional career since. In the 1980s I was a partner for eight years in a small but successful (we made the Hatch Awards our first year in business) advertising/design firm. I later accepted a senior management position with the U.S. Department of Commerce helping to run the 1990 U.S. Census — the mother of all data operations. For the next ten years I built and managed database marketing and analytics services for high-profile advertising agencies. I held senior executive positions with: Dickinson Direct, Pamet River Partners, Hook Media and Media Contacts - Arnold Worldwide, subsidiaries of Havas. In 2002 I moved to private practice. Over the years, in addition to building an expanding range of expertise, I have come to learn what services clients want — and more importantly — what they need. One of the challenges for people outside this field is understanding what to ask. Consequently, clients often make requests that may not effectively solve the real business problem. As a strategic partner, my role is to find the most effective path to solving the problem even if that requires a little translation of the original request. I have become firmly convinced that this practice of database marketing and strategic data analytics does not naturally lend itself to up-scaling. From my experience the client realizes the greatest benefit when the same team cultivates the data and evolves the resulting marketing intelligence. My clients want to talk with the person who can answer often complex marketing questions. That person is invariably the same one who is knee-deep in the data on a day-to-day basis. It became increasingly clear that the personal aspect of this business runs contrary to a large-scale operation. This practice is a collaboration of some of the most talented professionals with whom I've had the pleasure of working. Given the multi-faceted nature of this discipline, it takes a pretty eclectic group to do it well. We have that group — in spades. It has always been and remains our intention to make certain that clients have direct access to the most senior people in the company. This limits the potential size of the practice to some degree but it is, in our experience, absolutely the most effective way to provide the kind of service and support clients have historically expected. We're not interested in growing large — just really, really good. Gerry Price, President <back>

Professional Credentials & Personal Philosophy

John Lennon once said, "Life is what happens while you're making other plans." My life and certainly my career path is a testament to his wisdom and insight. My formal education at the University of Massachusetts, Amherst was in Public Health Sciences. Although an admittedly odd beginning to a career in marketing, it was the concentration of analytical sciences, data analysis, computer sciences, and statistics that has been the foundation for most of my professional career since. In the 1980s I was a partner for eight years in a small but successful (we made the Hatch Awards our first year in business) advertising/design firm. I later accepted a senior management position with the U.S. Department of Commerce helping to run the 1990 U.S. Census — the mother of all data operations.

For the next ten years I built and managed database marketing and analytics services for high-profile advertising agencies. I held senior executive positions with: Dickinson Direct, Pamet River Partners, Hook Media and Media Contacts - Arnold Worldwide, subsidiaries of Havas. In 2002 I moved to private practice.

Over the years, in addition to building an expanding range of expertise, I have come to learn what services clients want — and more importantly — what they need. One of the challenges for people outside this field is understanding what to ask. Consequently, clients often make requests that may not effectively solve the real business problem. As a strategic partner, my role is to find the most effective path to solving the problem even if that requires a little translation of the original request.

I have become firmly convinced that this practice of database marketing and strategic data analytics does not naturally lend itself to up-scaling. From my experience the client realizes the greatest benefit when the same team cultivates the data and evolves the resulting marketing intelligence. My clients want to talk with the person who can answer often complex marketing questions. That person is invariably the same one who is knee-deep in the data on a day-to-day basis. It became increasingly clear that the personal aspect of this business runs contrary to a large-scale operation.

This practice is a collaboration of some of the most talented professionals with whom I've had the pleasure of working. Given the multi-faceted nature of this discipline, it takes a pretty eclectic group to do it well. We have that group — in spades. It has always been and remains our intention to make certain that clients have direct access to the most senior people in the company. This limits the potential size of the practice to some degree but it is, in our experience, absolutely the most effective way to provide the kind of service and support clients have historically expected. We're not interested in growing large — just really, really good.

Gerry Price,
President

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