US, UNDER SCRUTINY.
We ask other companies to withstand scrutiny. Seems reasonable that we should too.
Judgment needs evidence.
Research. Data. Cases. Academic work. Commercial studies. Historical precedent. Company evidence.
We distinguish what is known from what is assumed. Contradictory evidence stays visible. Missing evidence stays missing.
We don’t collect evidence to prove ourselves right.
We use it to make it harder to be wrong.
Sources are cited. Obviously.
Kill Dull was founded by Peter Buck after a career spent on both sides of consequential marketing decisions.
He worked with brands including Red Bull, Jaguar, Land Rover, P&G, Diageo, Siemens and Mercedes-Benz, and with agencies including Leo Burnett, Spark44, BBDO, FCB, McCann Erickson, Publicis, Jung von Matt and Springer & Jacoby.
That work took him from Europe to London to the United States, from client side to agency side and back again. And the same thing kept showing up.
Companies could spend extraordinary amounts researching, making, distributing and measuring a decision. Independent scrutiny before committing to it was harder to find.
Kill Dull came from that gap.
Founded and owned by Peter Buck. No outside shareholders.
No parent company. No mystery holding company. No exciting diagram.
The BENCH exists to scrutinize the decision, not to create a reason for more work.
Technology can investigate evidence, assumptions, precedent and consequences.
It doesn’t get the last word.
The judgment carries human accountability.
The Discipline is subject to scrutiny too.
If better evidence changes our understanding, the method changes with it.
A fairly literal policy.
Material interests relevant to published work are disclosed.
Corrections are made on the record.
Pretending otherwise seemed ambitious.
Last updated · 7 October 2026