The company sells workwear and cold storage clothing in the UK, actively looking for new international reseller partners. The main challenge was to re-engage with the market and improve the conversions on the eCommerce site, as well as recruiting international distributors.

Looking at the UK competition and the budget or larger companies, we determined that we couldn't compete on paid ads with larger players. We increased search engine traffic and found gaps in the market by moving onto other platforms, saving the client a lot of money they previously wasted on Google ads with another agency. 

We created a detailed on-site SEO plan for rewampinig the website and focusing on the main products the company sells. We also created a press release campaign, created a video marketing channel, supported the company with social media marketing and content. We also created and implemented a Pinterest and Google Merchant Centre strategy.

Targeting mainly the Middle East and the UK, our organic traffic strategy has worked. We have seen a 25-50% growth YoY with this approach without spending money on paid traffic. 

The Spirits Club came to us with a serious product and a serious ambition: a UK launch with zero existing footprint. No brand recognition. No audience. No list. No infrastructure.

That alone would have been a hard launch. The bigger challenge was the climate they were launching into.

The wider cask investment sector had taken a public reputation hit. Press coverage of bad actors, mis-sold schemes, and investor losses had made the entire category feel risky to anyone Googling it for the first time. New entrants were being judged by the worst behaviour in their industry, not their own. Honest operators were being painted with the same brush as the bad ones.

The Spirits Club wasn't a cask investment business in that sense at all. But the search results, the headlines, and the public conversation didn't know that yet.

The first job was positioning. The second was protection.

For positioning, we worked directly with the founders to identify the real USP: not casks-as-investment, but rare and collectible bottles — a category with genuine provenance, established collector culture, and a completely different buyer profile from the speculative cask market that had attracted the bad press. This wasn't a rebrand. It was a re-framing of what the business actually was, communicated clearly to the right audience from day one.

For protection, we ran reputation management alongside the growth strategy. Every channel we built had to do double duty: attract the right buyers, and make sure that anyone Googling the brand found accurate, trustworthy, founder-led content before they found anything else.

For founder-led brands moving fast across multiple channels, the structure has to be doing the heavy lifting in the background. We built tick-list rollouts, week-by-week priorities, and clear "what's running on its own vs what needs your attention this week" boundaries. Founders showed up where their energy mattered most. The system handled everything else.

• USP repositioning around rare and collectible bottles, separating the brand from the speculative cask sector and its reputation issues
• Reputation management running alongside growth: founder-led content, transparent storytelling, and search-result ownership so the right narrative reached buyers first
• Lead qualification quizzes built directly into the website, filtering visitors and routing serious collectors to the right next step
• YouTube and Instagram campaigns designed to build recognition fast on a controlled budget, with content that demonstrated expertise rather than hyping returns
• PR campaigns timed to amplify launch moments and reinforce the brand's distinct positioning, not fire and fade
• SEO foundation started day one so organic visibility compounded alongside paid, and so the brand owned its own name in search
• Paid media kept lean and tightly targeted, never used as the sole growth lever

Every channel fed the same list. The list fed the same qualification system. The qualification system protected founder time, and the reputation layer protected the brand.

• Instagram followers grew 3,400% in 3 months on a deliberately limited budget
• Brand recognition increased 6,000% in 18 months
• Revenue grew 600% year on year
• Two further launches commissioned by the same founders, because the engine we built kept running

The Spirits Club proved two things at once. First, that UK market entry doesn't require a war chest, only a system that doesn't waste a single click. And second, that a strong brand in a battered sector isn't a marketing problem. It's a positioning and protection problem. Solve both, and an honest operator can grow even when their category is under pressure.

The Goodness Project came to us with a familiar problem dressed up as an ad account problem. Their cost per acquisition had climbed to £17 per customer, which made profitable scaling almost impossible. Their digital presence was effectively invisible for the commercial terms that mattered. Their budget was being spread thinly across broad, low-intent traffic that looked busy on a dashboard but didn't move the bottom line.

This is what we call Activity Theatre: marketing that looks like it's working because something is always happening (clicks, impressions, traffic), but isn't moving money. TGP didn't have an advertising problem. They had an architecture problem. Every part of their funnel was being asked to do a different job from the one it was actually built for.

Most agencies start with the channel: which ads to run, which keywords to bid on, which audiences to test. We start with the buyer.

We worked with TGP to define their real "Gold Dust" client: HR managers and Office Managers buying ethical corporate gifting for their workplaces. Not consumers. Not occasional gift buyers. Specific roles, in specific companies, with specific procurement patterns. Once we knew exactly who we were building for, we designed the entire system backwards from their needs rather than forwards from generic best practice.

This is what we call Revenue System Architecture: building the system from the buyer back to the ad, not the ad forward to the buyer. Different starting point, completely different result.

• Campaign restructure splitting the budget into two distinct pillars: Corporate (60%) and Personal B2C (40%), so the two audiences stopped diluting each other
• Negative Keyword Shield blocking low-value search terms like "cheap," "homemade," and "recipe," ensuring budget only reached high-intent corporate buyers (we call this pruning: cutting what isn't earning its keep so the rest of the system can do its job)
• Exact Match Dominance transitioning from broad-match keywords to high-intent exact matches like [office snacks for employees], so every click was already pre-qualified
• Trust Stack Integration rebuilding the landing pages around the credibility signals corporate buyers actually need: £10m public liability insurance, professional certifications, B2B-grade reassurance

The principle running through all of it: stop paying for the wrong attention. Architect the system to attract and convert the right attention only.

• CPA crashed from £17 to £2.29 for the ethical targeting campaigns (an 86% reduction)
• 19.8% average conversion rate across the account
• 100% conversion rate on the B2B "Office Snacks" ad group, a number we've rarely seen in any account, in any sector
• £8.15K in revenue from £1.43K spend in a single peak month (December), at a 5.7 ROAS
• Sustained, profitable scaling because the system stopped wasting budget on prospects who were never going to convert

The lesson from TGP isn't really about ads. It's about what happens when you stop treating marketing as a series of channels and start treating it as a single revenue system, designed buyer-back. Precision beats reach. Architecture beats activity. And the right system makes the wrong audience disappear from your spend entirely.

Da Manu UK launched into one of the most saturated commercial markets in the country. Central London catering is dominated by established names with years of relationships, locked-in corporate accounts, and marketing budgets that newcomers can't match. The standard advice for new entrants is "expect to lose money for two years." That wasn't an option.

The brand was strong. The product was right. But strong product plus saturated market plus zero recognition equals invisibility, no matter how good the food is.

Instead of competing head-on with established caterers in their own lane, we worked directly with the founders to identify the angle the rest of the market wasn't using. A USP that let Da Manu enter through a side door rather than fight at the main entrance. Once inside, the brand could establish itself before larger competitors realised what was happening.

We split the strategy across the two sides of the business (catering and takeaway), each with its own funnel, each feeding the other.

• USP identification to position Da Manu in a gap competitors weren't defending
• Cheap, high-intent traffic routed directly to order pages, not generic homepages
• SEO foundation to capture local search demand the established players were ignoring
• Founder-led content to build trust faster than a faceless brand could
• Catering and takeaway funnels built separately but designed to cross-pollinate (takeaway customers became catering enquiries; catering clients became repeat takeaway buyers)

The point wasn't to outspend the market. It was to out-position it.

Within 3 months, Da Manu had moved from unknown launch to consistent order flow across both sides of the business. Regular catering enquiries started landing. Takeaway orders built a repeat customer base. The "Trojan horse" angle worked: by the time the established players noticed the new entrant, Da Manu already had a foothold and a list.

The lesson here isn't about catering. It's about market entry. Saturated markets don't reward bigger budgets. They reward sharper positioning, executed through a system that doesn't waste a single click.

The franchisee of Actioncoach found that their area was oversold and they had difficulties generating new business through the regular channels offered by the company. 

Breaking through the barriers of a fraanchise when engaging in digital marketing is a challenging task. We focused on personal branding, ideal client persona development, and engagement channels. 

We created a social media funnel plan  for this business coach. It included videos, setting up a regular schedule of online events, instead of face-to-face seminars, which were hard to market and organise. The number of leads added to the email list increase immediately.

Webinar funnels had regular attendance which was 10 times higher than that of the seminars. At the same time, the client had less work organising events and never went short of clients again!

This talented life coach came to us when she lost organic traffic and wanted to find a new way to generate leads. She wanted to fix both the traffic issue and the issue with new business for her practice.

We saw that there was a lot of competition in London, and worked with the client on a marketing SWOT as well as a simple lead generation funnel. She was confident that she could convert leads into clients on the first introductory call.

We worked on the website SEO and got rid of the black hat elements the previous company used. We then went ahead to create a quiz funnel to generate leads she can follow up with. We focused on one area of life coaching: confidence for women. It was fun, new, innovative, and effective.

Apart from the increased traffic, this life coach benefited from meetings booked every day. In fact, this marketing plan generated our client 10-15 new leads each week.

This professional driving training company was looking for a way to increase their visibility online. After another designer failed to deliver in 18 months, they turned to us. 

We advised the business on the design and the SEO potential. We also found a great potential in the automation built into the system to make it easier to obtain clients.

We worked on the website design and  SEO starting from scratch. We built in automations including a booking system and downloadable PDFs for B2B clients as a part of the lead acquisition strategy. 

The client's contact form and download pages are working seamlessly, and the site now has the ability to generate leads on autopilot and take bookings directly.

This buisness came to us first to get their SEO strategy fixed. After 6 months, we imoproved their rankings enough to get too much work in and the worlkload for staff was hard to manage,

We reviewed the existing design from the UX perspective and analysed keyword gaps. We achieved a huge jump in search egnine traffic. However, this meant more admin for staff, so we were asked to help with a client acquisition funnel. 

We have built the SEO strategy and worked closely wiht the team at the business to integrate a new lead geneation and conversion funnel into their existing systems. We worked with them on an online calculator and a lead form that automated everyting from booking an inspection to paying and signing an agreement.

Thanks to the SEO and the marketing and sales automation, the business could grow and increase their profits without increased workflow or employee costs. They also managed to expand to new areas in the UK.

The clinic was busy. The clinic was also losing money. Consultations were full, but the people in the chairs couldn't afford the treatments, weren't actually committed, or were shopping around for the cheapest option. Staff were running flat out for prospects who would never convert.

Volume wasn't the problem. Filtering was the problem.

We built a smart pre-qualification quiz that prospects had to complete before they could book a consultation. The quiz did the awkward conversations for the clinic: budget, commitment, treatment goals, expectations. By the time someone reached the booking page, they'd already self-selected as a serious buyer.

The TypeForm asked targeted questions about budget range, previous treatments, and desired outcomes. Anyone who didn't fit the clinic's actual client profile was filtered out automatically. Anyone who did fit moved smoothly into a paid consultation booking. No awkward sales calls. No wasted chair time.

The clinic hit 300% ROI almost immediately, simply because they stopped paying (in time and energy) for the wrong prospects. Consultation-to-treatment conversion rates climbed. Staff stopped dreading the diary. The business looked the same from the outside but ran completely differently underneath.

The business was bleeding money every week. Customers added products to their cart, started enquiries, and then disappeared. Manual follow-up was patchy at best. Staff didn't have the time (or the appetite) to chase every lead, and the ones that did get chased were often chased too late or not at all.

This is what we call a Frankenstein Funnel: a funnel stitched together from mismatched parts that don't talk to each other. Cart on one platform. Email on another. Phone calls in someone's head. The pieces existed. They just weren't a system.

We built sequences that activated the moment a customer abandoned a cart or sent an enquiry without buying. Personalised product reminders, time-limited offers, and direct contact options designed to remove the actual barrier (price, doubt, distraction) rather than just nag.

We created a detailed on-site SEO plan for rewampinig the website and focusing on the main products the company sells. We also created a press release campaign, created a video marketing channel, supported the company with social media marketing and content. We also created and implemented a Pinterest and Google Merchant Centre strategy.

The system recovered 80% of orders and enquiries that would have been lost. £4,650 in additional revenue in month one. And because it's automated, that recovery keeps happening every month without staff lifting a finger. The cart abandonment problem stopped being a problem and started being a revenue line.