How we work
One thread, one bench, and a system you keep.
Every engagement starts the same way: a scoping call and a fixed price from USD $1,500. From there you get one named point of contact, a weekly session your team sits in on, evidence instead of slides, and at the end a roadmap someone you have not hired yet could pick up and run.
The shapes
Four ways to engage, one door in.
The services pages describe what we fix. These are the commercial shapes that work sits inside. You do not have to pick one now — the scoping call ends with a recommendation and a price, and the recommendation is sometimes that you do not need us yet.
Audit
3 weeks · read-only
You suspect the stack is wrong but nobody can prove where. We look at the automation platform, the CRM, the connectors and the reporting as one system and hand back findings with the query behind each one.
Nothing is changed. Credited in full against the work that follows within 30 days.
Rescue sprint
6 weeks · fixed scope
One named deadlock, fixed end to end: a dedupe, a lifecycle rebuild, an attribution join, a migration that never reconciled, a sync that silently short-runs.
Gated rollout. Before-state captured for every irreversible action.
Custom build
4–8 weeks
The executor, connector or reporting spine the platform does not ship. Built to your end state rather than bent from a template that works somewhere else.
Handed over so your team owns it, with the guard set written before a record is touched.
Embedded ops
Monthly · 3-month minimum
Standing senior hours inside your team for the backlog nobody has time for: connectors, hygiene, reporting, enablement.
Fixed hours, tracked and reported. Month to month after the first quarter.
Prices start at USD $1,500 across all four. What the number becomes depends on record volume, how many systems are in scope and how much of the history has to be reconciled — all of which we establish on the call, in front of you, rather than sending a proposal three days later with a figure you cannot interrogate.
The rhythm
What a week actually looks like.
Most consulting engagements go quiet between the kickoff and the readout, and the client finds out at the end whether it went well. Ours are deliberately noisy in a way you can ignore safely — the record is always current, so you can check in whenever you want and never have to.
Monday — the written status
What moved, what did not, what we need from you and by when. Two hundred words, in writing, before anyone asks. You never have to chase a consultancy for a status update.
Midweek — the working session
Sixty minutes with your people in the room, recorded and transcribed. We work on the actual system on the call rather than presenting at you about it afterwards. Your team watches the fix happen, which is most of how the knowledge transfers.
Friday — the record
Findings, queries, counts and decisions land in one document that grows across the engagement. Every figure in it carries the query that produced it, so anyone on your side can re-run it without asking us what we meant.
One point of contact
You get a person, not a routing table.
Every engagement is led by a named project manager who is in the sessions, owns the scope and the dates, and can answer a question without going away to ask someone. The specialists rotate in by discipline — an engineer for the executor, a performance marketer for the spend question, a revenue lead for the handoff rule — but the thread never changes hands. You are never explaining your situation twice.
The handover
Built to be inherited.
We would rather be re-engaged because you chose to than because you have to. That means the end of an engagement is designed as carefully as the start.
Sequenced, costed and written for someone who was not on the calls. If you hire a marketing ops manager three months after we leave, this is the document that gets them productive in a week instead of a quarter.
Not a documentation phase at the end that everyone rushes. The runbook is a by-product of doing the thing, which is the only reliable way it stays accurate.
We train the system and we train the people who run it. The measure of a good handover is that the second incident gets handled without a call to us.
On delivery, our credentials come out of your platforms and you get the confirmation in writing. Nothing about the handover depends on us keeping a key.
After delivery there is a standing offer rather than a retainer: come back to us when the next thing breaks, or do not. We will do a free check-in at ninety days either way, because a fix that quietly stopped holding is worth knowing about, and because it is the honest test of whether the handover worked.
Beyond the plumbing
What we also do, once the system holds.
Systems work is the entry point because it is the thing nobody else will price honestly. But a clean stack is only worth what you run through it, and most of our engagements extend into the work below rather than stopping at the repair.
Naming conventions, folder and asset structure, lifecycle definitions and guard sets, written for your stack rather than pasted from a vendor blog.
The board, the intake form, the states and the definition of done, so marketing requests stop living in inboxes and side channels.
Segment, offer, sequence and measurement designed together, so the campaign and the reporting are not built by two teams who never spoke.
Account selection, tiering, the signal set that says an account is in-market, and the plays each tier actually gets.
Research-backed outbound where every touch is assembled from something true about the account, and the orchestration is auditable rather than a black box.
A reporting layer whose numbers reconcile to what finance closed, with the join written down and the exclusions stated.
Where the method comes from
Engineering discipline, pointed at marketing.
The habits on this page are borrowed wholesale from software engineering, because marketing operations has every property of a production system and almost none of the practices. Changes go out ungated. Nobody captures a before-state. There is no incident review, so the same failure recurs every quarter under a new name. Reporting is treated as a presentation layer rather than as a query with assumptions in it.
So we run the work the way an engineering team would. Read the system before changing it. Write the guard set before touching a record. Gate the rollout — one, ten, two hundred and fifty — instead of enrolling forty thousand people and finding out. Keep a record of what was done and why, because the value of an incident is entirely in what it teaches you about the next one.
The same discipline shapes what we build. We do not install a pattern that works for somebody else and leave you to discover where it breaks. We start from the end state you actually want — the stage definitions your sales team will accept, the reporting your board will not argue with, the ownership rule that holds on both sides of the sync — and build backwards from that to what exists today.
It is also how we run ourselves. Our own demand engine, content pipeline and reporting are built with the same standards we sell, on the same stack, and the practice library is maintained by the people doing client work this week. That is a deliberate bet: an operator who does not run their own system has no way of knowing which of their advice has gone stale.
Start with the call before you start the work.
Thirty minutes, no deck. You describe what is broken, we tell you which shape fits, what it costs, and whether it is worth doing at all.
Prefer to self-diagnose first? The 60-point checklist is ungated and the Health Scan takes two minutes.