The work, and the numbers behind it.

Context

Capital project assurance means checking that a large capital project is ready to start, and staying on it once the work begins. The company sold software for it. The product worked and people were buying it. There was no marketing function, and the product team had written the website. Every word was accurate. None of it sold anything.

Challenge

Global consultancies owned the category term. Some were a thousand times the size. They had written the language of the discipline, and everyone in it spoke their words. All of them sold advice. None of them sold software. The buyers most likely to purchase never came across the product.

Approach

Research first. The rankings were mapped in SEMrush and Ubersuggest, the questions people type in Moz. Then every competing page was read in full. The gap was structural: the consultancies had documented the discipline thoroughly, and none of them told a buyer how to choose software for it.

• A dedicated category page, written to answer the buyer's question directly
• Four buyer personas defined first, covering end users and the champions who bring the budget conversation internally
• Homepage messaging restructured so the category term took the primary position
• The product page rewritten around the category and the personas accountable for the outcome
• An FAQ set and topic clusters, each answer self-contained with its evidence, so a single passage stays accurate when quoted out of context
• Listings on G2 and Software Advice with full feature documentation and video, in the same category language

Why the directories matter now: large language models read them. Ask an assistant what to buy and part of the answer comes from G2. Listings are visibility work.

Outcome

Verified while authenticated and in a private browsing session, and monitored on a recurring basis afterwards.

Context

The company belonged to the industry institute its buyers belong to. The category runs on webinars. A vendor hosts one, emails its own list, and its own customers turn up. Everyone calls that reach.

Challenge

The list held 1,200 to 1,500 records. Too small to justify the production. And to anyone outside it, a vendor session reads as an advert.

Approach

The session was co-branded with the institute. Membership made that possible. It carried their standing alongside the client's, and they distributed it as an industry media partner. The subject served their members first: why capital expenditure predictability keeps failing at organisations that already have governance frameworks, stage gates and project controls in place.

• Every promotional asset produced, for the client's channels and for the institute's
• The institute distributed it to its own list, in its upcoming-event emails and newsletters, and in its member forums
• Between 60 and 70% of execution stayed in house, across organic social, email, the landing page and the follow-up
• Registration ran through a form feeding a workflow that assessed every registrant automatically against region, company size, role and company revenue
• Qualifying registrants went to sales as marketing qualified leads. Everyone else entered a nurture sequence

Outcome

From a single session. It was subsequently established as a quarterly programme.

Context

The company exhibited at its industry's annual conference with something new: an AI layer applied to capital project assurance. The organisers describe their exhibition programme, in their own words, as a place to separate hype from reality. An AI capability walks in already carrying the burden of proof.

Challenge

The brief arrived about two months before the doors opened. Learn a technically demanding product. Learn a capability with no precedent to borrow from. Then produce everything the company would stand behind on the floor.

Approach

• A dedicated landing page for attendees, reachable by QR code from the stand
• Two brochures, one for the platform and one for the new capability
• Booth backdrops, standees and branding elements, with the design worked out to make an abstract capability visually legible
• Video production for the stand
• Email, website and social promotion before and during, including placement in the institute's member forums
• Logistics for the physical build
• A drip sequence so a scan at the stand entered a nurture programme, off the spreadsheet

Outcome

This was an educational event. No pipeline figures were recorded for it, so none are claimed here.

Context

The platform connects to more than 1,400 systems natively, which makes it applicable to almost any operational team. That breadth is the marketing problem.

Challenge

Four buyers with almost nothing in common: IT service management, finance, cybersecurity and early-stage startups. One message for all four convinces none of them.

Approach

Four lead generation campaigns ran concurrently, one per segment.

• Ten thousand US dollars a month across all four, allocated by conviction
• Creative written separately for each segment
• Exclusion lists applied so the four audiences did not compete for the same impressions
• Its own lead generation form and landing page per segment, each built for retrieval by AI assistants as well as search
• Continuous monitoring and optimisation across all four in parallel

Outcome

The structure admits a fifth segment without rebuilding the first four.

Context

A HIPAA-compliant telemedicine platform, given away free: appointment management, patient records, prescriptions, secure video consultation, practice payments, a virtual waiting room and AI-assisted transcription. Buyers were physicians, clinicians and hospital administrators. It launched into Switzerland, the United States and India at once. No brand, no site, no presence anywhere.

Challenge

The product was identical in all three markets. The reason to trust it was different in each. One message would have been credible in one country and ignored in the other two.

Approach

One voice held across all three: clinical credibility without coldness, because a physician who cannot trust the product medically stops at the first sentence. Underneath that voice, three separate arguments.

• United States: compliance first. American buyers screen on HIPAA before they evaluate anything else, so the compliance position led every page and every asset
• Switzerland: data residency. The Swiss question was where patient data physically sits and who can reach it, so privacy and data handling led
• India: access. The pull was reach and affordability for practices that could not fund a platform, so the free model and the breadth of coverage led
• SEO architecture built per market, keyword research run separately for each geography, topic clusters split by buyer: physicians on one side, hospital administrators on the other
• All content written and published in house, because clinical accuracy needed somebody who could read the product documentation correctly
• Multilingual production for the Swiss market
• Listings on G2, TrustRadius, Software Advice, Trustpilot and Gartner-owned review sites, so a physician checking third-party opinion found the product where they already looked
• A CRO programme on the product pages: A/B tests on headline copy, CTA placement, form length and page layout

Outcome

Context

A United States managed services organisation and Microsoft Dynamics Gold Partner. The buyers were North American enterprise IT. The brief covered demand generation content across cloud, cybersecurity and managed IT.

Challenge

Enterprise IT buyers in this category are marketed to constantly and read very little of it. Another piece about digital transformation goes straight past the technical audience, and those are the people who approve the purchase.

Approach

• One deep asset, chosen over a content calendar: a guide on how DevOps resolves the five recurring failures in software product development, written for practitioners
• Written at the technical register the audience uses, so the reader recognises their own problem in it
• Two segmented newsletters, one on DevOps and one on Azure, each with its own subscriber base and its own editorial line
• Persona research and account-specific email underneath, the base form of account-based marketing

Outcome

Newsletters: 1,500 subscribers at 33% open with a 15% organic traffic lift, and 1,200 at 25% open with a 9% lift.

Context

A technology services group with several products and a limited budget for paid distribution. Owned content had to carry the traffic.

Challenge

Generalists write technical subjects badly, and the engineers who search for them read the result as filler. Depth is the whole job. It cannot go to a writer who has yet to understand the material.

Approach

• Subjects chosen where search demand and technical depth overlapped: Kubernetes security, chatbot architecture, blockchain architecture
• Written to be useful to a practitioner, at the length the subject required
• Guest placements pursued separately on established industry publications with domain authority of 55 and 57, for authority, with volume never the point
• Two long-form case studies built from the customer's problem and outcome, so sales could use them in a live conversation

Outcome

Case studies drew 4,400+ and 3,700+ pageviews, converting at 9% and 3.5%.