THE ENGAGEMENT MODELS
We work with what's already there, at the level that fits.
Every portfolio company already has a marketing setup, an in-house team, agencies, or both. We come in to work with the people already there and add the capability and capacity that’s missing, at whatever level makes sense. There are three ways we engage, and the assessment tells us which one fits before you commit.
Run the whole operation
The marketing function hasn't been built yet, or one or two people are carrying a plan written for 10, and no one is accountable for whether the combined effort generates pipeline.
We run the operation on behalf of the leadership team, with strategy, creative, paid, organic and analytics running from one plan and reporting against one set of numbers, so you get a single accountable partner instead of a stack of vendors with competing metrics, and pipeline moving inside the first 90 days.
We own
strategy, delivery and reporting, and we answer for all three
You get
a board-ready cadence mapped to the value creation plan
The team
stays, and we build the system around them
Strengthen what's already there
There's a capable in-house lead or an agency relationship you'd rather improve than replace. Ripping it out would cost momentum and goodwill you can't spare mid-hold.
This is the lower-threat entry point, and often the smarter one. We layer in alongside what exists, diagnose where the operation leaks, and lift performance without the disruption of a full replacement. A change the team resents is a change that fails, so we make them better rather than redundant.
We keep
the people and partners who are working
The gaps we backstop
the specific ones costing pipeline
What the operating partner gets
a layer they can read directly
Standardize across the portfolio
You hold several companies with the same underlying marketing problem and no standard way to compare them.
We run the same method across several portcos at once, so each company gets a plan built for its own buyer and market while every one of them is scored on the same six functional areas on the same cadence, and the portfolio review compares like with like, with the engine most likely to miss plan visible before it does. See the six-area scorecard
How the three compare
| Dimension | Run the operation | Strengthen what's there | Standardize |
|---|---|---|---|
| Best when | Function not yet built | Capable team/agency in place | Multiple holdings, same problem |
| We own | The whole operation, for the leadership team | The gaps and the standard | The framework across all |
| Disruption | Higher, faster payoff | Low, incremental lift | Standardized rollout |
| Reporting | Single board pack | Unified over existing | Benchmarked portfolio view |
The assessment says which model fits.
It reads the current state, including whether marketing is even the lever, and recommends the entry point before you commit to anything.
- NEXT: The assessment