Matt Rogers
Independent commercial advisor to retailers and brands on data monetisation.
London-based. Working across EMEA and APAC.
Most retailers know their data is valuable. But how much of that value are they missing?
The gap between a good data monetisation programme and a great one is wide, and the difference isn’t the platform, it’s in the detail: what you release, how you price it, who you sell to, how you serve them, and whether it gets used. When a programme is done well, retailers and brands act on the same insights, and it shows up in sales growth, cost reduction, and new revenue.
Brands have finite budgets and invest where they see a measurable return, whether on range, promotions, or retail media. At the same time as their expectations rise, more retailers are building what they used to buy. That brings more control and more upside, but also more responsibility, and decisions many teams are making for the first time.
I’ve spent 25 years in this business: inside retailers, a shopper marketing agency, and the technology providers that build and sell the platforms. Over a decade in commercial leadership, I helped set up several data monetisation programmes across Europe and Asia and built the business case for dozens more. Now, with no platform to sell, I love helping retailers build, improve, or bring their programmes in‑house, and helping brands and suppliers get more value from the data they buy.
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: data and insights, plus tailored input for key decisions, such as category reviews, with options at each level.Leads tooffer levels and a release roadmap
- Price
- A commercial model that is easy to buy and easy to grow.Leads toa rate card and the logic behind it
- Sell
- Matching the right offer to each supplier, with a clear reason to buy for each person involved.Leads tosupplier segments, first targets, and a go‑to‑market plan
- Serve
- Helping each supplier use the data well, so they get the full value and renew.Leads toa service model and renewal plan
- Multiply
- Using the data where it improves decisions, from promotion planning to joint business plans. This is where the value multiplies.Leads toa playbook for where and how to use it
Built on
- Leadership and alignment
- Sponsorship at the top, and shared goals across commercial, category, and data teams.
- Technology and partners
- The platform, data, and partners to deliver it, bought or built for the right reasons.
- Team and capability
- People who can sell, support, and act on the data, on both sides.
- Governance
- Clear definitions, secure access, and licence terms both sides trust.
The stronger these are, the more the levers deliver, so I look at both.
Data is only worth what someone does with it.
No. 02
How I can help
- Retailers
- Launching or refreshing a data monetisation programme: data valuation, buy versus build, bringing work in‑house, offer levels and pricing, choosing technology and partners, and growing revenue once it’s live. The work suits any retailer whose suppliers are brands that invest in data: grocers and co-operatives, category specialists in beauty, pet, electricals, or toys, pure-plays as much as store estates. What matters is the supplier base, not the number of stores.
- Brands and suppliers
- Getting more value from the retailer data you buy: which access is worth it, how to use it with the buyer, and which decisions it helps most. I also help teams build the skills to use it well, and decide when to hire or bring in outside support.
I also work with retail technology providers on go‑to‑market, and with investors on commercial due diligence. More on that here.
No. 03
How it works
Most work starts as a short project rather than a retainer: a diagnostic against the five levers, a data valuation, or a review of the offer and pricing, typically a look at what you have, a working session with your team, and written recommendations within two weeks. 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 turn down work where I’m not the right fit, or bring in specialists for areas like retail media. Much of the value is having someone outside the building who has done this before: someone to think out loud 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
At Target I sat on the retailer side, in merchandise planning and category management. At WPP I worked the agency side, running shopper marketing programmes for consumer goods brands. At SymphonyAI I was embedded with retailers as a consultant, including on site at Albert Heijn, where I worked alongside the programme lead to set up its supplier collaboration programme from scratch. At Aimia I was on site at ICA to run the implementation and onboarding, then put the data monetisation framework in place. Across 11 years at Aimia, IRI, and Circana I advised on customer analytics and data monetisation while selling the solutions that enable them.
Four seats around the same table.
I started my career in the US and have spent the last 14 years living and working in Asia and Europe, with retailers from Big C in Thailand to Lotte in South Korea and DFI Retail Group in Hong Kong. I was most recently SVP Business Development for EMEA Retail at Circana, leading strategy and go‑to‑market, and bringing commercial, technical, legal, and finance teams together on the largest deals across the UK, France, Germany, Italy, Spain, the Netherlands, and South Africa.
No. 05
Contact
If you’re working through any of this, send me a note, and we can see if there’s a good fit.