Marketing reports and finance live in different languages. One talks engagement and reach; the other talks margin and payback. The report that gets a budget approved is the one written in the second language.
Lead with the number that matters
Open with the outcome, not the activity. Revenue influenced, cost per acquisition, return on spend — on the first line, before anything else. If a finance leader has to scroll to find out whether the money worked, you've already lost them.
Structure beats detail
- →One headline: what the spend returned this period
- →Three supporting numbers: efficiency, volume, trend
- →One decision: what you'd do with more, or less, budget
“Finance doesn't fund activity. It funds returns it can see.”
Make the ask explicit
A good report ends with a recommendation, not a shrug. Here's what's working, here's what we'd scale, here's what it would return. Give finance a decision to approve, not a dashboard to interpret. That's the difference between a report that informs and one that unlocks budget.
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