How we work
Most agency process pages describe a philosophy. This one describes the first 30 days, what happens every month after that, what I need from you, and who I turn down. If any of it does not fit how your business runs, better to find that out here than in month four.
Week one: accounts, analytics, call tracking, CRM.
Every conversion checked at the event level.
Written, including what is unknowable.
Days 1 to 30
The first month goes into finding out what the account has been measuring, because that decides whether anything measured after it means anything.
Ad accounts, analytics, tag manager, call tracking, your CRM, and read access to whatever dashboard your team already looks at. Everything stays under your ownership. I work inside your accounts, so if we ever stop working together you keep the data, the history and the assets without a handover negotiation.
I check at the event level what each conversion action is actually recording. Not what it is named, what it fires on. Inflated counts, duplicate events, page views logged as leads, and phone calls landing in the CRM with no source attached are normal findings rather than evidence that somebody was careless. Platform defaults do this on their own. What is not normal is spending another quarter bidding against them.
Once the tracking is honest, I write down where the account stands: cost per lead by segment, close rate wherever the CRM can tell us, spend by campaign, and an explicit list of what is genuinely unknowable with the data we have. That last list is the important one. Every number I report from that point compares back to this document, and if I later change how something is counted, I apply the change to both sides of the comparison so a method change never shows up as growth.
What a first month finds
An industrial manufacturer I have worked with for five years was paying to advertise its products online. Only a quarter of those products were actually allowed to appear. The rest could not show up for any customer, at any price, and had not been able to for years.
The budget told the same story from the other side. The campaign was set up to spend a certain amount each month and was using 4% of it, because there was almost nothing left it was permitted to advertise.
Nobody had done anything wrong. Someone had once restricted the campaign to a short list of products, for a reason that made sense at the time, and the list was never revisited as the catalog grew. It is not the kind of thing a monthly performance report shows you. You find it by opening the account and checking, which is what a first month is for.
Products allowed to appear
Budget the campaign actually used
Every month
Two different things, and plenty of agencies only ever show you the second one.
The work itself, platform by platform, is described on the paid media management page.
Communication
There is nobody between you and the work. I am Andre Rosdahl, I run the accounts myself, and I answer my own email. The rhythm is a monthly call to go through the numbers and set the next month’s plan, email or Slack in between, and a call from me the same week if something breaks or a finding changes the plan. You do not wait for the monthly meeting to hear bad news.
The monthly call is a two-way check-in with an agenda and questions for you, not a presentation I read out. Half of what I need to know is only in your sales team’s head, and no report format has ever extracted it for me.
Your side
Short list, and the first two carry most of the weight.
If I cannot see what happened after the lead came in, I am optimizing toward form fills, and form fills are what you will get.
Somebody who will tell me, even roughly, which leads were serious. Twenty minutes a month covers it. It is the highest value input in the engagement and the one most clients skip.
Gross profit per sale and roughly what share of quotes turn into orders. Those two figures set the bid targets. If you do not have them to hand, we work them out in the first month.
Somebody who can approve a budget shift without assembling a committee. Speed of decision is usually worth more than the size of the budget.
If your buyers take six months to decide, the work cannot be judged in a quarter. I will show you leading indicators, and be clear about which ones are leading indicators rather than results.
Fit
Saying no to the wrong engagements is why the right ones last five and six years.
Pricing
I quote after I have seen the account, the CRM and the length of your sales cycle. Any number posted here would either be wrong for your situation or a figure I would have to walk back on the call, and starting a relationship with a correction is a poor use of both our time. The scope is written as deliverables and outcomes, never as an hourly breakdown.
We will read it together. I will show you what it measures, what it leaves out, and whether the account underneath it is earning the budget.
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