An advisory practice for broadcasters, streamers and sports OTT operators. Small changes, consistently made, compounded into measurable subscriber growth — and the working tools to find them, run them, and prove them.
Most subscriber businesses don't need transforming. They need improving.
Big programmes promise step-change. They rarely deliver it — and when they do, the disruption costs more than the lift. The actual economics of a subscriber base are governed by small, persistent margins: fractions of a percent on churn, a few pounds on ARPU, a couple of points on conversion.
Done consistently, those small improvements compound into the kind of growth transformation programmes promise but rarely produce.
A disciplined, evidence-led loop for finding the small improvements that move the numbers — and proving they did.
Cohort economics, churn attribution, funnel diagnostics. The unglamorous analytical work that surfaces the small, high-leverage interventions other consultancies miss.
Every recommendation comes with a test design. Hypothesis, intervention, control, success criteria. No untested opinions; no untested deliverables.
Lift is measured against a defensible baseline. Where attribution is hard, we say so. Where it isn't, we prove it — and put the number in the deck.
One improvement does little. Twelve, layered over eighteen months, materially changes the LTV picture. The discipline is in the repetition.
The reason this discipline is hard is that the wins look small. A 40-basis-point monthly churn reduction. A 2% conversion lift. A £0.80 ARPU uplift on a single tier.
Each of those, in isolation, sounds modest enough to ignore. Stacked across a subscriber base of one million, sustained for twenty-four months, they compound into an eight-figure improvement in book value.
That is the entire commercial case for incremental work. Done consistently, it out-delivers the transformation programme — at a fraction of the cost and risk.
Indicative model only. Actual outcomes depend on base metrics, segment mix, and intervention fidelity. We size to your data.
Three numbers from your business. A view of what the incremental approach would mean for it. The model is conservative — it uses targets we'd typically commit to in a first engagement, not best-case scenarios.
The improvement targets below are what a typical first-engagement Brodie Incremental programme would commit to. Conservative on purpose.
The first artefact of every engagement. A single page that shows where the subscriber business is today, where the headroom sits, and which lifecycle area to attack first. Used as the anchor for every decision that follows.
Fixed scope. Fixed price. Designed to leave you with something specific, defensible, and useful — independent of further engagement.
A four-week diagnostic that exposes the highest-yield incremental improvements hidden in your subscriber base. Cohort economics, churn attribution, ARPU uplift mapping, and a prioritised 12-month roadmap ranked by NPV and effort.
A focused engagement on the incremental interventions across the churn funnel that compound into a materially lower cancel rate. Cohort segmentation, save-desk effectiveness, win-back economics, and a four-quarter tactical playbook.
For private equity firms evaluating subscription-led targets, and boards navigating strategic decisions about their subscriber business. Independent commercial diligence, management plan stress-testing, and discreet advisory grounded in twenty-five years inside the asset class.
Advisory work is sharper when it ships with instruments. A library of working tools — each one purpose-built to find, run, or measure a specific class of incremental improvement — currently in private preview with selected partners.
An interactive lens for the CFO. Flex assumptions on churn, ARPU and acquisition cost; watch portfolio LTV reshape in real time.
A focused agent workbench that ranks at-risk subscribers by save-value and serves pre-ranked offers — so retention agents spend their shift talking, not hunting.
Turns the cancel button into an intelligent retention moment. The same click resolves to dramatically different journeys per subscriber.
For twenty-five years, I have built and managed the subscriber databases behind some of the world's leading broadcasters and streaming platforms — across pay-TV, sports OTT and broadcaster direct-to-consumer services, with engagements spanning Europe, Asia and North America. The work has covered the full lifecycle: from the technical architecture that captures every event a subscriber generates, to the commercial models that turn those events into growth, retention and ARPU.
Brodie Incremental exists because too many subscriber organisations are running locally optimised teams and wondering why the global numbers won't move. The interventions that change that picture are not exotic. They are, mostly, well-understood. What is rare is the combination of technical fluency, commercial judgement and independence required to identify the right ones — and to argue for them credibly in a boardroom.
The practice takes on a small number of engagements each year. Each is scoped to deliver something specific, defensible, and useful long after the engagement ends.
Indicative of the practice's analytical approach. Client identities are withheld by mutual confidentiality.
A diagnostic on the streaming arm of a major Japanese broadcaster identified the behavioural archetypes hiding inside an apparently homogeneous trial-subscriber base — not demographic segments, but distinct conversion-economics profiles requiring different interventions.
The resulting acquisition pilot re-routed new subscribers into segment-specific onboarding journeys designed for each archetype's actual motivation.
Trial-to-paid conversion lifted from 15% to 18% — a 17% relative improvement, attributed and proven against a held-out control.
A subscriber lifecycle audit of a UK sports broadcaster's direct-to-consumer platform identified more than eighty discrete opportunities for incremental improvement across acquisition, engagement and retention — each sized, ranked, and tied to the systems and channels the operator actually had in place.
The flagship insight was counter-intuitive: the platform's highest-acquisition fixtures — the matches drawing the largest sign-up spikes — were also the lowest-LTV cohorts. The acquisition spend was optimised for the wrong outcome.
A revised cohort-first acquisition model followed, redirecting investment toward sign-up moments that produced subscribers worth keeping.
A thirty-minute call. No deck, no pitch. We talk about what you're seeing in your subscriber numbers and whether there's a useful engagement to build around it.
All enquiries treated in confidence.