If you’re leading your company’s experimentation program strategy—pushing for testing, insights, and business results—you might feel stuck in a Catch-22.

And you’re probably feeling stuck.

According to Speero’s 2025 Experimentation Maturity Report, only 12% of companies rate their experimentation strategy and culture as transformative. That means most teams are trapped in
a loop that looks like this:

No executive buy-in → No resources → No wins → No buy-in

It’s a frustrating cycle. You’re working hard, but without the visibility, support, or structure to turn that effort into traction. And when wins don’t get recognized, the next test gets deprioritized—or doesn’t happen at all.

Why So Many Teams Get Stuck

Speero’s research paints a clear picture:

• 42% of companies don’t have clear success metrics.
• Only 19% feel they have a well-resourced experimentation team.
• Just 14% say their company has strong incentives tied to experimentation goals.

It’s not that teams aren’t smart or motivated. It’s that they’re operating in systems that don’t support them. Experimentation becomes a side task instead of a strategic tool.

What Success Actually Looks Like

When experimentation reaches a transformative level, it doesn’t just improve button colors or drive small UX wins. It influences:

• How pricing decisions get made
• What product features are prioritized
• How marketing budgets are allocated
• And most importantly—how customer problems are solved with confidence

Getting there doesn’t happen by accident. It requires a shift in how companies approach experimentation—not just more tests, but better ones, backed by the right structure.

How I Help Teams Build an Experimentation Program Strategy That Works

If you’re stuck in the “Catch-22,” here’s how I typically help teams create momentum:

• Start With Small Wins That Speak Business: We begin with low-friction, high-potential tests that can be launched quickly. Think: guided product discovery, targeted messaging, or landing page variants that speak to visitor intent. For one DTC brand, a 10-minute test concept lifted revenue per visitor by 9%—enough to secure a larger budget the following quarter.

  → See also: 5 Personalization Mistakes to Avoid (And What to Do Instead)

• Tie Experiments to What Leadership Cares About: Using goal tree mapping, I help teams connect test ideas to the company’s strategic OKRs. If your CFO cares about margin, or your VP cares about LTV, we prioritize tests that move those needles.

  → See also: Your Segments Aren’t the Strategy. Your Actions Are

• Show ROI Early (and Often): Building an ROI model doesn’t need to be complex. Whether it’s forecasting the revenue impact of a higher add-to-cart rate, or calculating incremental revenue from uplift in conversion, I help teams tell a clear financial story that earns attention and support.

  → See also: Personalization Metrics That Matter: Why Conversion Rate Misleads

• Lay the Groundwork for Scale: I don’t just help run tests—I help build the systems that make experimentation sustainable: clear roadmaps, prioritization frameworks, standardized QA, and reporting formats that make results hard to ignore.

Here’s the process I use to help teams build momentum through structure:

You Don’t Need to Be in the 12%. Yet.

A sustainable experimentation program strategy isn’t just about running more tests it’s about making each one count.

Most companies aren’t running transformative programs—not because they lack ambition, but because they haven’t had the right support.

If you want to get out of the experimentation cycle and start making decisions backed by data and results, I can help.

Want a simple place to start? I put together a free guide with 5 high-impact, low-effort tests that can unlock early wins (and executive attention). Just reach out here or shoot me a DM—I’ll send it over.