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Meet Matty - Clearhead Skip to content part of Accenture Interactive What We Do Who We Work With Who We Are Contact Us Jobs Blog Meet Matty share Hi. I’m Matty Wishnow, Founder and CEO at Clearhead. I live with my wife, three kids, two dogs and thousands and thousands of (vinyl) records in Austin, TX. I moved to Austin in 2011, pursuit three decades in New York, for every reason you might imagine. In wing to my family, I spend a lot of time thinking well-nigh wide baseball stats, 1950s/60s furniture, Van Morrison’s 70s to 80s period of transition, and mostly, the career of former Baltimore Orioles great, Eddie Murray. A worldwide thread between us was that we were each operators who had strived to be increasingly data driven in running digital, specifically transactional, businesses. We had tried doing it ourselves, bought the tools, heard the buzzwords, invested in new roles and, all too often, found that our aspirations outpaced our worthiness to get the full value from the data we were working so nonflexible to understand. We were proud of both our scars and the solutions we had arrived at chasing continuous optimization. We had tried doing it ourselves, bought the tools, heard the buzzwords, invested in new roles and, all too often, found that our aspirations outpaced our worthiness to get the full value from the data we were working so nonflexible to understand. My own path to Clearhead began in the late 1990s when I started Insound.com, an early and lovable online music store that sold vinyl and trappy music products (silk screened posters, turntables, etc.) to music nerds. Insound was the little engine that could, surviving and plane prospering for longer than any other online record store — in no small part considering of our team’s focus on data and testing as our path forward. But that path wasn’t unchangingly so clear. My first 18 months in business, exuberantly and naively chasing big ideas, big designs and undetermined goals, we nearly ran the visitor into the ground. I quickly learned, fortunately, that though I knew as much about Insound.com as any one person, I didn’t know increasingly than every consumer combined. As a stats nerd, I officially embarked on my testing and analytics journey virtually 2000, when I realized that iterative resurgence could be the difference between making payroll or not (we were not a venture-backed company). The difference between saving or sinking Insound. Mind you, 15 years ago, data was a lot harder to come by. Analytics, testing and personalization tools were not what they are today. And yet — we did our very weightier to enable confident and data validated decisions. Every day. I quickly learned, fortunately, that though I knew as much well-nigh Insound.com as any one person, I didn’t know increasingly than every consumer combined. For well-nigh 5 years, I moreover ran the worldwide Direct to Consumer businesses for Warner Music Group. It was there where I met Ryan. It was moreover there where I saw how unconfined the need, risk and for testing and optimization really was. Our team was huge. The investments were significant. Opinions were everywhere. Prioritization was a bear. “Analytics” had wilt a euphemism for “reporting on data that nobody really believed and nobody did anything with.” Testing was something you did without a visualization was made. And a small fortune was stuff paid for software, diamond and product management because, well, we had to. “Analytics” had wilt a euphemism for “reporting on data that nobody really believed and nobody did anything with.” During my years at Warner, I experienced two marked shifts in my thinking: First — I realized that, like many of my colleagues and their businesses, I had gotten stuck in the capture and reporting of data instead of the minutiae and validation of hypotheses. Everybody was waiting for the data to tell us something instead of asking questions for data to help us wordplay and act on. I terminated that, increasingly than anything else, the data we had should be used to develop and validate hypotheses. If we weren’t doing that. We weren’t doing anything. Second — I began to think of testing and optimization as not, just flipside thing to do to momentum revenue and conversion, but as THE thing to do driving all decisions. Optimization isn’t the foot of the river. It’s the mouth of the river. It’s the whole river. I certainly was not vacated in these recognitions. A generation of native digitals were way superiority of me. The Lean Startup was percolating in Eric Ries’ mind. And, meanwhile investments in digital design, engineering, marketing and content are is going up. Cost and risk is going up, as well. But, most of the work is invalidated by data. Too many people don’t know if their work is good or unconfined or pearly or likely to move the needle. Or why?Transpirationcycles are slow. And inertia had set in for many companies buoyed by the organic growth of the web. But, most of the work is invalidated by data. Too many people don’t know if their work is good or unconfined or pearly or likely to move the needle. Though not entirely evident five years ago, it seems that what I was intuiting was on the tip of most everyone’s tongue. Conditions had wilt increasingly favorable for a sea-change in e-commerce, driven by emerging trends and capabilities related to data. User wits diamond had introduced increasingly science and rigor to web diamond and web minutiae had been increasingly wrapped in product minutiae methods that emphasized research and testing. Further, and perhaps most importantly, there was moreover a new wave of faster, powerful increasingly supportable analytics and testing tools enhancing the capabilities of merchantry users. And by 2011, what I observed was this: Scores of digital merchantry organizations all talking in very similar ways well-nigh a worldwide problem. Everybody wanted to be really data driven. They wanted to mazuma in on the promise of analytics that they had been investing in for some time now. They were tired of thinking of “testing,” “personalization” and “optimization” as side projects; as something they’d get serious well-nigh next year. As a promised land perpetually out of reach. Because, plane in 2012 — and still today — in spite of smart, good intentions, it is nonflexible to transpiration fundamental organizational policies while you are rented simply getting work out the door. And the nonflexible part well-nigh optimization is not ownership the software or constructing the A/B test or looking at the report. It’s the wholesale change. With Clearhead, that’s what and whom I wanted to solve for. I wanted to build a visitor that helps entrepreneurial executives looking to transpiration and modernize faster, with the goody of data, conviction and emerging practices and technologies. One that put the buzzwords to rest and made all of the noise of rapid and disruptive transpiration finger more…well…clearheaded. Most organizations aren’t built to solve this simply considering the roles, methods and technologies are so new and waffly so quickly. But moreover considering it’s nonflexible to rebuild the ship while you are out at sea every day. And most agencies aren’t built to solve this because, well, this isn’t what they get paid to solve. They solve the old problems. The problems that we know. This was the problem on the tip of everyone’s tongue. This was something new. And with a tiny supernova of excitement, Ryan, Sam and I launched Clearhead, the validation and optimization agency. We are a team unromantic versus both technology (your technology) and a process for data driven optimization that is meticulous, tested and constantly getting smarter. When we started Clearhead, I promised myself and the very weightier team in Austin the following: We’d rent the most likable, curious and middle-brained out there. We’d work with clients that share our desire to transpiration and modernize quickly with the goody of data and validated hypotheses. We’d each have the worthiness to both teach and learn at an incredible pace. We’d be a visitor that enables and rewards continuous resurgence — of our merchantry fundamentals, of our process and of our team. We’d enjoy the confident knowledge of how, what and why we are doing moves the needle for our clients. We’d have the day to day appreciation of the fact that we are solving real problems and subtracting real value for innovative leaders and organizations. Let everybody else solve old problems the old ways. So far, six for six. Matty Wishnow Founder & CEO, Clearhead I’m unchangingly curious to meet superstitious humans with unconfined questions. Let’s find time to talk. increasingly stories Read Matty’s Story Read Ryan’s Story Read Sam’s Story Austin 3601 S. Congress Ave. Bldg. C302 Austin, TX 78704 United States View on Map Cincinnati 1311 Vine St Cincinnati, OH 45202 United States View on Map London 14 Grays Inn Road London WC1X 8HN United Kingdom View on Map Let’s talk. 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