Rocklin, California, 20th December 2025, ZEX PR WIRE, As digital advertising platforms evolve and privacy rules tighten, ecommerce brands face a growing gap between their marketing activity and what they can confidently measure. Brandon Hilleary, a digital marketing strategist and ecommerce growth consultant, works with brands in the $2 million to $50 million revenue range to bridge that gap using server-side tracking and first-party data.

Server-side tracking has become essential in environments where browser-based pixels are increasingly unreliable. Legacy tracking methods struggle with blocked cookies, inconsistent event firing, and patchy attribution across devices. Hilleary’s approach helps brands bypass those surface-level issues by moving event capture from browsers to servers. This adjustment stabilizes the data flow between ecommerce websites and advertising platforms, especially for Meta and Google.

Rather than positioning this method as a cure-all, Hilleary frames it as part of a broader system for improving reliability. The goal is not perfect accuracy. The goal is directionally correct data that teams can act on with confidence. Server-side tracking ensures that high-value events—like purchases, form submissions, and subscriptions—are recorded consistently, regardless of browser settings or user consent mechanisms.

First-party data is the other half of the equation. Brands are rapidly losing access to third-party signals, which means the value of data collected directly from site visitors and customers continues to rise. Hilleary helps brands set up systems that turn this data into something practical: real customer behavior, mapped to marketing results.

His work emphasizes the difference between collecting data and using it. Most brands already store large volumes of information in their ecommerce platforms, CRMs, and email tools. What they often lack is a defined structure for connecting this information to advertising performance. Hilleary builds frameworks that combine platform reporting with backend revenue figures to create a unified view of marketing efficiency.

This unified view supports multiple outcomes. Media buyers gain clarity around what channels contribute to conversions. Founders see patterns across campaigns, not isolated spikes. Teams reduce overreaction to daily swings in data and shift toward measured review cycles—weekly, biweekly, or monthly—depending on spend levels and business seasonality.

A core tenet of Hilleary’s system is regular audit and maintenance. Tracking is not a one-time task. As sites change, tools update, and platform rules shift, measurement systems need upkeep. Brands that skip this step risk building their strategies on broken foundations. Instead of chasing short-term optimization tactics, Hilleary’s clients spend time building infrastructure that holds up over time.

His process is intentionally restrained. Fewer metrics, clearer definitions, and shared documentation prevent confusion and reduce internal friction. For growth-stage brands managing large ad budgets, this kind of operational discipline often becomes the difference between predictable scale and performance volatility.

Rather than introducing complexity, Hilleary removes it. Tracking improvements are kept lean. Data pipelines are structured around business questions. Reporting focuses on insight rather than volume.

For founders and marketing leads who are overwhelmed by attribution changes or tech stack bloat, the message is simple: clarity is more valuable than precision. When teams can trust their numbers and know how to interpret them, they move faster – and with fewer mistakes.

• Digital advertising strategist urges brands to treat scaling as a systems challenge, not a budget increase.

Rocklin, California, 20th December 2025, ZEX PR WIRE, For many ecommerce companies, scaling paid media seems straightforward: spend more, earn more. But for Brandon Hilleary, a digital marketer and ecommerce growth consultant with over a decade of experience, that mindset leads to instability and missed targets.

“Scaling isn’t the reward for a good month,” Hilleary says. “It’s a structural shift that affects every part of the business. If your operations, data, and creative systems aren’t prepared, increasing ad spend doesn’t multiply growth—it multiplies inefficiency.”

Hilleary works with direct-to-consumer brands earning between $1 million and $20 million annually. His consultancy focuses on paid acquisition across Meta, TikTok, and Google, with a strong emphasis on testing infrastructure, cross-channel reporting, and sustainable media scaling. His perspective challenges the fast-scaling culture many brands fall into—often with consequences.

The Risks of Premature Scaling

According to Hilleary, brands frequently misinterpret short-term performance spikes as signals of readiness. But temporary wins often mask deeper operational weaknesses.

“When you scale before your system can carry the load, it’s like putting a roof on a house with no foundation,” he says. “The results might look impressive in the dashboard for a week or two. Then returns decline, margins collapse, or logistics bottleneck. Recovery costs more than waiting.”

He outlines five failure points that commonly emerge when brands scale too soon:

• Creative fatigue from narrow variation and under-tested angles
  

• Tracking breakdowns due to poor server-side setup or platform attribution gaps
  

• Margin erosion as CACs rise with broader audience targeting
  

• Operational bottlenecks in inventory, fulfillment, or customer support
  

• Leadership overreaction driven by volatile data and unclear attribution
  

His message is simple: scaling exposes everything.

How to Know You’re Ready to Scale

Rather than chasing momentum, Hilleary encourages clients to follow a readiness checklist. He uses five core criteria:

1. Creative systems are built to generate and test new angles weekly.
   

2. Tracking is stable, server-side if possible, and consistently monitored.
   

3. Margins hold up under increased CAC and blended efficiency is modeled.
   

4. Ops teams confirm capacity for increased volume across all touchpoints.
   

5. Leaders understand the data and use it to ask better strategic questions.
   

“If you can’t clearly explain how your revenue is generated, you’re not ready to scale it,” he says.

He believes readiness isn’t about having perfect data, but about having reliable systems and clear documentation of what’s working. Teams that track tests, measure results by cohort or contribution margin, and know their failure points are better positioned for long-term growth.

The Stepwise Scaling Strategy

At the heart of Hilleary’s approach is what he calls “stepwise scaling”—a controlled, test-driven method of increasing ad spend in small increments. Each step includes:

• A forecast
  

• A test window (usually 7–14 days)
  

• A pause to evaluate
  

• A decision to stabilize or proceed
  

“You scale in steps, not leaps,” he explains. “If $20K works, don’t jump to $100K. Go to $25K, validate, then $30K. It’s about sensitivity to change.”

This method allows brands to spot fatigue early, identify which audiences remain responsive, and avoid misattributing gains to temporary anomalies.

Building Systems That Can Hold

Hilleary frames scale as a systems problem, not a spending opportunity. His work often begins by auditing a client’s creative pipeline, campaign structure, and attribution stack before any budget increase is considered.

“Scaling is rarely a media issue. It’s a systems issue,” he says. “If your internal communication is unclear, your ad tests go undocumented, or your reporting changes week to week, you’re building on sand.”

He emphasizes institutional memory—recording what has been tested, what failed, and why. This documentation prevents repeating failed angles and gives teams a baseline for iteration.

“Most media teams waste money not because they’re reckless, but because they forget,” Hilleary adds. “A brand that documents everything can scale with half the stress.”

Quotes from Clients and Peers

Clients who have adopted Hilleary’s methodology note the difference in stability and clarity.

“Brandon helped us see that scaling wasn’t about spending more—it was about thinking differently,” said one DTC founder in the outdoor apparel space. “Once we slowed down and focused on readiness, everything improved. Our CPA stabilized, our creative lasted longer, and we finally understood what was actually working.”

Another performance lead added, “He doesn’t tell you what you want to hear. He tells you what your system needs to function under pressure. That’s the advice that lasts.”

Why This Matters in 2025

With rising ad costs, new privacy rules, and attribution volatility, brands are under more pressure than ever to make spend efficient. Hilleary sees scale as a risk—one that only pays off if every part of the business is structurally sound.

“Everyone wants to grow fast,” he says. “But the brands that win are the ones that grow correctly.”

For brands ready to scale with intention, Hilleary’s strategy offers a blueprint that balances growth with durability. It’s not about chasing the biggest number. It’s about building a system that works when the numbers get big.

• Leader in residential sale leasebacks urges homeowners and leaders to rethink “trapped equity” and build tools that put people first

New York, US, 20th December 2025, ZEX PR WIRE, Entrepreneur and advisor Jarred Kessler is calling for a national reset in how Americans think about home equity, financial tools, and community investment. Drawing on his experience building a residential sale leaseback platform and advising companies across finance and technology, Kessler is urging homeowners, policymakers, and business leaders to focus on solutions that give people options instead of more debt.

“Earlier in my career, success was simple. Hit the number, grow the book, lead the league table,” said Kessler. “After the work we did with homeowners, I started to see success in terms of options. If a family has more choices than they did before they met you, that is success.”

The Problem of Trapped Equity

For many households, a home is their largest asset. In the United States, millions of families have most of their wealth tied up in home equity, while at the same time many do not have enough savings to handle a basic emergency. When medical bills, job loss, or rising costs hit, homeowners often face a narrow set of choices: take on more debt, sell and move, or fall behind.

Kessler saw this gap up close while leading the residential sale leaseback company he founded and ran for nearly nine years. The company gave homeowners a way to sell their home, unlock equity, and stay in place as renters, rather than being forced into a rushed sale or high risk loan.

“What pushed me forward was how often I heard the same story,” Kessler explained. “People had equity but were under pressure. They did not want to sell and move. They did not want more debt. They wanted flexibility.”

Under his leadership, the platform grew from a concept into a national operation. It set legal precedents around sale leasebacks, completed acquisitions, raised significant capital, and earned industry recognition from HousingWire, Inman, PropTech Breakthrough, and Inc Magazine. The company also reached hundreds of families who needed another path in moments of stress.

“The reality is that too many homeowners are being left behind or driven deeper into debt by legacy financial solutions,” said Kessler. “The risk of not trying something new was larger than the risk of building a new model.”

Putting People Back at the Center of Finance

Kessler’s call to action is shaped by a career that began on Wall Street. At Goldman Sachs, Morgan Stanley, Credit Suisse, and Cantor Fitzgerald, he managed large portfolios and led teams, at one point overseeing a global equities business with a balance sheet over one billion dollars and a staff of hundreds.

“The lesson is that systems break when you forget the human on the other side,” he said. “During the credit crisis, you could feel the real cost of those charts. Jobs, homes, and retirement plans were tied to the decisions we made. That awareness stayed with me.”

Today, through Momentum Advisors JBK, Good Group Global, and Mindora.io, Kessler continues to apply that lesson. He helps companies restructure, scale, and manage crises while asking a simple test of every plan: does this help real people in a clear way.

“When I work with a client, I push them to ask, ‘Who lives inside this spreadsheet,’” Kessler noted. “The best strategies respect both the data and the people behind it.”

Why This Matters Now

Economic shocks, rising interest rates, and uneven wage growth have put pressure on homeowners, renters, and local communities. Many families feel squeezed between high housing costs and limited savings. At the same time, neighborhoods facing disinvestment struggle with vacant properties, low quality housing, and fewer opportunities.

Kessler believes that better designed financial tools can help on both fronts. Models that give homeowners flexible ways to use equity, along with programs that turn distressed assets into workforce housing, can reduce stress for families and strengthen communities at the same time.

He has put this belief into action by co founding and advising Rebuilding the Fort and Rehab Warriors, a not for profit that works with banks, municipalities, and institutions to revitalize neighborhoods while creating high earning roles for military veterans in development and construction.

“When you see a veteran move from uncertainty into a skilled career, or a run down block start to turn around, you remember what all the strategy decks are for,” Kessler said. “It is about real neighborhoods and real people.”

What Homeowners and Communities Can Do

Kessler’s message is not only directed at institutions. He wants everyday people to understand their own power and options. Instead of waiting for a crisis, he encourages homeowners to take simple, proactive steps now.

“Most careers and most financial journeys are a series of experiments,” he said. “You do not need a perfect plan. You need better information and the courage to ask hard questions.”

He recommends that homeowners and community members:

• Map their equity and risk: Know how much equity you have, what your monthly costs are, and how long you could cover them in a disruption.

• Learn all the tools, not just loans: Explore options like sale leasebacks, shared equity, and other models that may fit your situation better than traditional debt.

• Challenge providers to be clear: Ask banks, platforms, and advisors to explain products in plain language. If you do not understand the downside, do not sign.

• Talk about money early and often: Share lessons with family, friends, and neighbors. Many people feel alone in financial stress. Honest conversations can surface options and reduce shame.

• Support local and veteran focused programs: Back efforts that turn vacant or distressed properties into safe, stable housing while creating real careers, especially for veterans and underserved groups.

“The most important thing people can do is not wait until they are out of options,” Kessler said. “Ask questions before there is a fire. Look for partners who treat you as a person, not just a file.”

A Call for Human Centered Innovation

Kessler is asking leaders across finance, real estate, and technology to build products that serve this new standard. That means tools that unlock trapped potential in homes, careers, and communities without pushing people into deeper risk. It also means teaching the next generation to see success as more than a number on a screen.

“Many people think success is a straight line,” he said. “In reality, the most valuable skills come from the messy middle. The same is true for systems. We need the courage to update models that no longer work for real life.”

For Jarred Kessler, the path forward is clear. See the hidden value inside people and places. Build structures that support it. Measure success by the choices and stability people gain, not just by short term returns.

“If we can give families more control over their path, and give communities more tools to grow, that is the kind of impact that lasts,” he said. “That is the work worth doing.”

About Jarred Kessler

Jarred Kessler is an entrepreneur and advisor based in New York City who works at the intersection of real estate, finance, and technology. He is the founder and former CEO of a national residential sale leaseback company and now leads Momentum Advisors JBK, Good Group Global, and Mindora.io, with a focus on unlocking trapped equity and building human centered financial tools. Through his teaching and nonprofit work, including Rebuilding the Fort and Rehab Warriors, he helps homeowners, veterans, and communities gain more stable and flexible futures.