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What to include

The more concrete the description, the more useful the first reply. We would rather hear what is going wrong than which service you think you need, because the two frequently differ and diagnosing that is the useful part of a first conversation.

What is actually happening

The symptom rather than the diagnosis — pipeline flat, orders re-typed, traffic fell after a launch, one person understands the spreadsheet.

What you have already tried

It saves us both suggesting something that did not work, and it usually tells us more about the problem than the description does.

Which markets are involved

Consent regimes, payment methods and invoicing obligations differ enough between countries that this changes the answer materially.

Any deadline that is real

A funding round, a regulatory date, a contract renewal. Real deadlines change what we would recommend; invented urgency changes nothing.

Rough budget range if you have one

Not to price against, but because it determines whether a realistic recommendation is a project, a phase or a different approach entirely.

Who decides

Knowing whether we are talking to the decision-maker changes how we scope the conversation, and there is no wrong answer.

What happens next

We reply, usually within one working day. If what you need is outside what we do well, we will say so in that reply rather than arranging a call to tell you.

If it looks like a fit, we propose a discovery call — thirty to sixty minutes, no charge, no obligation. The purpose is to work out what the actual constraint is, which is frequently not what the enquiry described.

After that, if there is work worth doing, we write a scope with a fixed price per phase and an explicit list of exclusions. If there is not, we say so. That is a genuinely common outcome and it is not a polite way of declining.

What we do not do

We do not send a proposal before understanding the problem, we do not price against a competitor’s quote without knowing what is in it, and we do not accept work we cannot start when it is needed.

We also decline certain requests outright: fabricated testimonials or reviews, purchased lists, scraping platforms whose terms prohibit it, and outbound programmes that ignore the consent regime of the market they target. If that is what you are looking for, we are the wrong supplier and it is better to establish that early.

Practical details

Time zone

Central European Time. Same-day working across Europe, the Nordics and the Gulf. North America runs on afternoon overlap, which suits project work and not engagements needing constant synchronous contact.

Languages

We manage and deliver in English. Customer-facing content in any other language is written and typeset by native professionals, and we do not publish machine translation.

Contracting

Fixed price per phase against a written scope with exclusions stated. Euros by default, or the local currency where quoting in euros would push exchange risk onto you.

NDAs and procurement

Mutual NDAs are routine. We are comfortable with security questionnaires, insurance requirements, data processing agreements and vendor onboarding, and we will tell you honestly if a client's procurement requirements exceed what we can satisfy.

Response time

Usually within one working day. If what you need is outside our competence you will hear that in the first reply rather than after a call.

Discovery call

Thirty to sixty minutes, no charge, no obligation, and its purpose is to establish the actual constraint rather than to present credentials.

What a first conversation actually covers

Not our credentials. A discovery call is diagnostic: what is happening, what has already been tried, what the constraint appears to be, and whether the thing you asked about is the thing that would help. Frequently it is not, and establishing that is the useful output.

We will ask questions that sound tangential — how leads are followed up, who owns the CRM, whether anyone has checked that the tracking still fires. These are the places problems usually turn out to live, and a conversation that stays on the presenting symptom tends to produce a proposal for the wrong work.

By the end we should both know whether there is work worth doing. If there is, we write a scope. If there is not, we say so, and that is a common enough outcome that it is worth stating plainly rather than treating as an awkward exception.

If you are comparing suppliers

That is sensible and we would encourage it. A few questions worth asking any agency, including us: who owns the accounts and source files at the end, whether management fees are charged as a percentage of media spend, what happens to your data if the relationship ends, and whether they will show you a baseline for any improvement they claim.

Ask what they will not do, as well. A supplier who has no answer to that question has either not thought about it or is unwilling to say, and both are informative.

We are also happy to be the second opinion on someone else's proposal without competing for the work. It happens reasonably often, we do not charge for it, and occasionally the honest answer is that the proposal in front of you is good.

How we scope and quote

After a discovery call, if there is work worth doing, we write a scope. It states what is included, what is explicitly excluded, what we need from you and when, what each phase costs, and what would constitute the work having succeeded. It is usually two to four pages and it is deliberately not a credentials document.

Pricing is fixed per phase. We do not bill open-ended hours, because that transfers the risk of our own estimation errors onto you. We do not charge a percentage of media spend, because it rewards recommending more of it. Software licences, media budgets and infrastructure are paid by you directly to the vendors at cost.

If the scope turns out to be wrong mid-engagement — which happens, particularly on discovery-led work — we re-scope at the next phase boundary rather than absorbing the change quietly and missing a date. Both of those outcomes are worse for you than an awkward conversation.

Where we work and in what languages

Across the European Union, the Nordic countries, the United States, Canada and the United Arab Emirates. Same-day working with Europe and the Gulf; afternoon overlap with North America. We travel for discovery workshops, on-site process audits, and first meetings in markets where the business culture genuinely benefits from one.

We manage and deliver in English. Customer-facing content in any other language is written and typeset by native professionals, and we do not publish machine translation — it is identifiable to native readers and costs more in credibility than it saves in fees.

Each country page on this site sets out what actually differs in that market: the consent regime, the invoicing obligations, the payment conventions, the language position. If you are operating somewhere specific, reading that page before a call makes the conversation considerably more useful.

Questions worth asking any agency

Including us. Who owns the accounts, repositories and source files at the end of the relationship, and is that written down? Is the management fee charged as a percentage of media spend, and if so what stops the recommendation always being to spend more? Will they show you a baseline captured before the work started for any improvement they claim?

Ask what they will not do. A supplier with no answer has either not thought about it or would rather not say, and both are informative. Ask what the last engagement they declined was, and why. Ask what they would do if the discovery phase concluded the project was not worth running.

We are also happy to read someone else's proposal and give you a view without competing for the work. It happens reasonably often, we do not charge for it, and occasionally the honest answer is that the proposal in front of you is good and you should accept it.