Set commercial priorities
Clarify the audience, offer, customer journey, budget and the few actions most likely to move the business.
I set the plan, coordinate the specialists, connect your advertising, content and lead systems, and tell you what happens next. You deal with me—not a different account manager every month.
Founder, business owner and the person who plans your marketing, manages delivery and stays across the result.
Share the business, your current marketing, who is involved and where things are getting disconnected. I will come back personally and tell you whether this model fits.
No obligation. No hand-off to a sales team. Scope and costs are agreed in writing before work starts.
A Meta specialist can run Meta. A videographer can produce video. A developer can build the page. The gap appears when nobody decides how those pieces should work together or takes responsibility when they do not.
Clarify the audience, offer, customer journey, budget and the few actions most likely to move the business.
Select the right internal people or specialist partners, write the brief, control dependencies and review the work.
Make sure ads and content lead into working pages, fast replies, organised pipelines and sales conversations.
Separate delivery numbers from business outcomes and choose what to keep, fix, stop or expand.
Channels are chosen for the job they need to do, not because a supplier happens to sell them.
Media, design, video and technical work can still be performed by people who do it deeply.
I stay across the plan, the briefs, the hand-offs, the performance and the next decision.
Account structure, campaign planning, offers, creative briefs, budget decisions, landing paths and performance review.
Content strategy, filming briefs, message hierarchy, distribution priorities and a usable flow of new assets.
Pages built around the decision a customer needs to make, with tracking and conversion paths connected from the start.
Forms, calls, instant replies, pipelines, reminders and sales follow-up organised around the way the business works.
Location planning, digital OOH buying, supplier coordination, campaign creative and delivery reporting.
Clear scopes, visible costs, delivery standards and one view of what each specialist is contributing.
This model is useful when marketing already matters to the business, but coordinating it has become another job sitting with the owner or general manager.
Yes. I remain your direct strategy and management contact. Specialist production or technical tasks can be delivered by selected partners, but I set the brief, coordinate the dependencies, review the work and remain accountable to you.
No. That would be the wrong promise. My job is to make the right decisions and manage capable specialists as one connected function. You get specialist depth without becoming the person who has to coordinate it.
No. Platform and media spend is visible and approved separately. The same applies to defined filming, major website builds or other production outside the agreed monthly scope.
Yes. If an existing specialist is doing good work, there is no reason to replace them. I can define how their work connects to the plan, improve the brief and make delivery easier to evaluate.
An account manager often coordinates delivery inside one agency's service list. I am positioned around the business's whole marketing problem: deciding priorities across channels, managing internal and external specialists, and staying responsible for what happens next.
No. The point is not to switch everything on. We choose the smallest set of connected activities that suits the current objective, budget and capacity.
Tell me what is already in place and where ownership has become unclear. I will show you whether an outsourced management model is the right next step.
Directly with Jonathan Lambrianidis. No sales-team hand-off.