Matt Rogers
Independent commercial advisor to retailers and brands on data monetisation.
London-based. Working across EMEA and APAC.
Same data, very different value.
The quality and coverage of your data set the range of what a monetisation programme can be worth. That range is wider than many retailers expect, and a few choices decide where you end up within it: what you offer, how you price it, who you sell it to, how you serve them, and whether the data shapes real decisions. When a programme works, the retailer and its suppliers act on the same view of the customer, and both sides grow more profitably.
Brands have limited budgets. They invest where they see a measurable return, whether on assortment, promotions, or retail media, and they expect more proof than ever. At the same time, more retailers are launching their own data monetisation programmes or bringing them in-house. That means more control and more value, but also more responsibility, and decisions many teams have not made before.
I’ve helped set up several data monetisation programmes across the US, Europe, and Asia and built business cases for dozens more. Now independent of any platform, I help retailers launch, improve, or take more ownership of their programmes, and help brands and suppliers get a better return on their investment.
No. 01
How I think about it
Five levers to grow the value of retailer data. Each one leads to something your team can use.
- Offer
- Everything suppliers receive, from data and insights to tailored input, with options at different levels.Leads to:offer levels and a release roadmap
- Price
- A commercial model that is easy to buy and easy to grow.Leads to:a rate card and the logic behind it
- Sell
- The right offer for each supplier, with a case that works for everyone who decides.Leads to:supplier segments and a go-to-market plan
- Serve
- Helping each supplier use the data well, so they get the full value and renew.Leads to:a service model and a renewal plan
- Multiply
- Using the data to shape real decisions. The first four levers set the value. This one multiplies it.Leads to:a playbook for where and how to use the data
Built on
- Leadership and alignment
- Sponsorship at the top, and shared goals across the organisation.
- Data and technology
- Reliable data, and the right platform and partners to deliver it.
- Team and capability
- People who can sell, support, and act on the data, on both sides.
- Governance
- Clear definitions, privacy, and licence terms both sides trust.
The stronger these are, the more the levers deliver.
Data is only worth what people do with it.
No. 02
How I can help
- Retailers
- You may be launching a data monetisation programme, improving one, or bringing it in-house. Each raises the same questions, from how big the opportunity is to how much to run yourself. If your suppliers invest in data, yours has value to them. Whether you’re a grocer, a category specialist, or an online pure-play, what matters is the supplier base, not the number of stores. Done well, it turns your data from a cost into a business of its own, and a reason for suppliers to invest more with you.
- Brands and suppliers
- Whether you’re buying retailer data for the first time or deciding whether to renew, the questions are which access suits your needs and where it can make a difference. That might be spotting the gap for your next product, drawing new shoppers to your brands, or building the case that wins you a bigger budget. Done well, it makes you a stronger partner to your retailers, growing the category and your share of it.
I also work with retail technology providers on go-to-market. More on that here.
No. 03
How it works
Most work starts as a short project rather than a retainer: a valuation of your data, a diagnostic across the five levers, or a closer look at one of them, such as pricing. Each follows the same pattern: a review of what you have, a working session with your team, and written recommendations within two weeks of that session. That is often enough on its own. Where it isn’t, it makes the next decision clearer.
It’s just me, so the person you speak to is the person doing the work. It also means I decline work where I’m not the right fit, or bring in specialists where a project needs deeper expertise, such as retail media activation. Much of the value is an outside view from someone who has done this before: someone to test ideas with, who will say plainly what is worth doing and what isn’t. These programmes have a lot of moving parts, and keeping things clear for everyone involved is most of the job.
No. 04
Background
Retailer data has always been at the centre of my career. I started in category management at Target, using it every day, often together with suppliers. Moving agency side at WPP, I helped suppliers like these use it to plan their shopper marketing. Drawn to the customer analytics, I joined the companies that built the methods and platforms behind it: SymphonyAI, Aimia, and later Circana. I started as a consultant on site with retailers and later led retail business development internationally.
During this time I helped put the foundations in place for monetisation programmes, supported the suppliers who took part, and made the case to retailers looking to launch one or change theirs. Along the way, I’ve been lucky to work closely with leading retailers such as Safeway and Supervalu in the US, Albert Heijn and ICA in Europe, and Big C and DFI Retail Group in Asia. I’ve also worked with brands such as Nestlé, Johnson & Johnson, Kimberly-Clark, and Bayer.
Different seats, same table.
It means I know what matters to each person at the table, where the value is, and how to build a programme that gives everyone more of it.
No. 05
Contact
Whether you’re starting a programme or changing one, I’m happy to talk it through.