Your Org Chart Might Be Killing Your Conversion Rate
You’ve been a CRO practice of one for a while, but now it’s time to staff up. What should you watch out for? Who should you look to bring to the party? And how can you sell it all to reluctant clients? We’ve got you covered.
How CRO Programs Die in Politics, Not in the Data
You've got the tools. You've run some tests. Maybe you've even seen some wins. But scaling a real CRO practice? That's where things can get messy—and it's almost never about the data.
The dirty little secret about conversion rate optimization is that many well-intentioned, well-planned programs stall because of people, not platforms. Siloed departments. Defensive stakeholders. Competing priorities. So, if you want to build a CRO practice that actually scales, you need to solve the organizational problem first. We’ll talk through some of the ways to reduce friction here.
The #1 Blocker: Territoriality
As Zane Coffin, EA’s CRO lead, puts it: "One of the most challenging scenarios might be that you're doing work for a company where everyone is very protective of the silos that they're contributing to individually."
It’s a fair point; every organization has those divisions and people who are protective of their piece of the work. Marketing owns the ads. Design owns the website. Sales owns the leads. When you suggest testing changes to "someone else's" page, people may hear “You did it wrong.”
The reframe that works? Zane's advice: "Make sure you're communicating that the real goal of testing is to get data, not to make changes to what they have. Getting the data is allowing them to make decisions based on that information."
The advice: Frame testing as a service, not a judgment. You're not the critic—you're the person who brings receipts and helps them make the next move.
Coordination Beats Optimization
The other organizational killer is simpler but just as deadly: lack of continuity across teams.
"Optimization of a website is really not just about that website," Zane explains. "When it's a marketing website, we're also worried about the quality of the leads. It's really much broader than that."
The key is asking about what’s happening in the “middle” - after the first click on that ad, but before the click that means conversion. Is your ad copy aligned with your landing page messaging? Does the promise in your retargeting campaign match what happens when someone clicks through? These disconnects happen pretty easily—not because anyone's incompetent, but because the teams responsible for each piece aren’t always talking.
The media buyers, the landing page owners, the sales team—everyone needs to tell the same story, use the same language, deliver on the same expectations. Someone has to own that connective tissue. If that's you, congratulations: you're running a CRO practice whether you mean to or not.
Scaling Up: What You're Building Toward
"If you want a dream team," Zane says, "you want to move faster, and you want a lot more data to make decisions from. So having someone dedicated to collecting data and pulling things together is where the real strategic advantage comes in.
Here's how to build the team:
A UX strategist who owns the high-level view—identifying pain points and prioritizing tests by business impact.
A data person who can layer behavioral data with analytics and CRM information. Single-source analysis only gets you so far.
A developer or platform expert who can implement tests quickly. Speed matters—if every test takes two weeks, you'll never build momentum.
A designer who can create variants without compromising the brand.
Also, you don't need all these roles tomorrow. The point is knowing what capabilities you're building toward. You can crawl, walk, and then run.
The Data Paradox
Here's the chicken-and-egg problem: "It can be really challenging to convince somebody it's worth going down this path if they don't have their own data telling them it's a good idea to run tests to get data," Zane notes. "But that's exactly the scenario of why you need to do testing in the first place."
The way through: start small and build a track record. One page. One test. Document what you learned—even if the test "fails." Share those learnings widely. Over time, you're building organizational muscle memory around evidence-based decisions.
The Bigger Picture
In a world where answer engines handle early-funnel discovery, and visitors arrive with higher intent, every site interaction matters more. You can't afford a leaky funnel or a confusing journey.
That takes more than tools. It takes a team aligned around the same goal, working across departmental lines, with organizational permission to learn from what they find.
And that’s a practice worth building.
Read more from the Edgar Allan Blog.
FAQs
How do you get organizational buy-in for CRO when departments are protective of their work?
Reframe testing as data-gathering rather than criticism. The goal isn't to prove existing work is wrong—it's to provide evidence that helps everyone make better decisions. When stakeholders understand that test results empower them rather than undermine them, resistance drops. Position CRO as a service to the organization: you're bringing data, not judgment.
What roles make up an ideal CRO team?
A fully scaled CRO team typically includes four capabilities: a UX strategist who identifies pain points and prioritizes tests by business impact, a data analyst who can combine behavioral data with analytics and CRM information, a developer or platform expert who can implement tests quickly, and a designer who can create variants without compromising brand standards. You don't need all four immediately—build toward these capabilities as your practice matures.
Why do most CRO programs fail to scale?
Most CRO programs stall because of organizational politics, not technical limitations. Siloed departments, defensive stakeholders, and a lack of cross-team coordination kill more optimization efforts than bad tools ever will. The other common failure point is the "data paradox"—leadership wants proof CRO works before investing, but you can't generate that proof without running tests first. Breaking through requires starting small, documenting learnings, and building a track record that demonstrates value.
How CRO Programs Die in Politics, Not in the Data
You've got the tools. You've run some tests. Maybe you've even seen some wins. But scaling a real CRO practice? That's where things can get messy—and it's almost never about the data.
The dirty little secret about conversion rate optimization is that many well-intentioned, well-planned programs stall because of people, not platforms. Siloed departments. Defensive stakeholders. Competing priorities. So, if you want to build a CRO practice that actually scales, you need to solve the organizational problem first. We’ll talk through some of the ways to reduce friction here.
The #1 Blocker: Territoriality
As Zane Coffin, EA’s CRO lead, puts it: "One of the most challenging scenarios might be that you're doing work for a company where everyone is very protective of the silos that they're contributing to individually."
It’s a fair point; every organization has those divisions and people who are protective of their piece of the work. Marketing owns the ads. Design owns the website. Sales owns the leads. When you suggest testing changes to "someone else's" page, people may hear “You did it wrong.”
The reframe that works? Zane's advice: "Make sure you're communicating that the real goal of testing is to get data, not to make changes to what they have. Getting the data is allowing them to make decisions based on that information."
The advice: Frame testing as a service, not a judgment. You're not the critic—you're the person who brings receipts and helps them make the next move.
Coordination Beats Optimization
The other organizational killer is simpler but just as deadly: lack of continuity across teams.
"Optimization of a website is really not just about that website," Zane explains. "When it's a marketing website, we're also worried about the quality of the leads. It's really much broader than that."
The key is asking about what’s happening in the “middle” - after the first click on that ad, but before the click that means conversion. Is your ad copy aligned with your landing page messaging? Does the promise in your retargeting campaign match what happens when someone clicks through? These disconnects happen pretty easily—not because anyone's incompetent, but because the teams responsible for each piece aren’t always talking.
The media buyers, the landing page owners, the sales team—everyone needs to tell the same story, use the same language, deliver on the same expectations. Someone has to own that connective tissue. If that's you, congratulations: you're running a CRO practice whether you mean to or not.
Scaling Up: What You're Building Toward
"If you want a dream team," Zane says, "you want to move faster, and you want a lot more data to make decisions from. So having someone dedicated to collecting data and pulling things together is where the real strategic advantage comes in.
Here's how to build the team:
A UX strategist who owns the high-level view—identifying pain points and prioritizing tests by business impact.
A data person who can layer behavioral data with analytics and CRM information. Single-source analysis only gets you so far.
A developer or platform expert who can implement tests quickly. Speed matters—if every test takes two weeks, you'll never build momentum.
A designer who can create variants without compromising the brand.
Also, you don't need all these roles tomorrow. The point is knowing what capabilities you're building toward. You can crawl, walk, and then run.
The Data Paradox
Here's the chicken-and-egg problem: "It can be really challenging to convince somebody it's worth going down this path if they don't have their own data telling them it's a good idea to run tests to get data," Zane notes. "But that's exactly the scenario of why you need to do testing in the first place."
The way through: start small and build a track record. One page. One test. Document what you learned—even if the test "fails." Share those learnings widely. Over time, you're building organizational muscle memory around evidence-based decisions.
The Bigger Picture
In a world where answer engines handle early-funnel discovery, and visitors arrive with higher intent, every site interaction matters more. You can't afford a leaky funnel or a confusing journey.
That takes more than tools. It takes a team aligned around the same goal, working across departmental lines, with organizational permission to learn from what they find.
And that’s a practice worth building.
Read more from the Edgar Allan Blog.
FAQs
How do you get organizational buy-in for CRO when departments are protective of their work?
Reframe testing as data-gathering rather than criticism. The goal isn't to prove existing work is wrong—it's to provide evidence that helps everyone make better decisions. When stakeholders understand that test results empower them rather than undermine them, resistance drops. Position CRO as a service to the organization: you're bringing data, not judgment.
What roles make up an ideal CRO team?
A fully scaled CRO team typically includes four capabilities: a UX strategist who identifies pain points and prioritizes tests by business impact, a data analyst who can combine behavioral data with analytics and CRM information, a developer or platform expert who can implement tests quickly, and a designer who can create variants without compromising brand standards. You don't need all four immediately—build toward these capabilities as your practice matures.
Why do most CRO programs fail to scale?
Most CRO programs stall because of organizational politics, not technical limitations. Siloed departments, defensive stakeholders, and a lack of cross-team coordination kill more optimization efforts than bad tools ever will. The other common failure point is the "data paradox"—leadership wants proof CRO works before investing, but you can't generate that proof without running tests first. Breaking through requires starting small, documenting learnings, and building a track record that demonstrates value.