We combine account research, outreach, content, nurture and opportunity tracking in one process.
It starts with what your team already knows. It improves as real conversations, quotes, wins, losses and completed work give us better evidence.
How it works
Find the right market, follow what happens, learn from the outcome and improve the next round.
Find better — start the next round with better evidence.
We begin with interviews. Usually that means the owner plus anybody else who needs to be involved in sales, targeting or content.
We want to understand what you do, the work you want, who currently buys it, who makes the economic decision, who tends to create the introduction, who your engineers work with once you are inside the customer, which sectors matter, what you currently regard as good work and where you want the business to go.
That gives us a starting hypothesis: this is who you currently believe is worth targeting. Let’s build from there and test it.
We are not asking you to produce a perfect market strategy before anything can begin. We are capturing the judgement that already exists inside the company and turning it into something we can act on.
We use AI-assisted research to identify companies against the agreed criteria. Our team checks the research. Then you check the companies. Nothing is contacted until the target market is approved.
The criteria can be broad or highly specific. They might include industry, geography, company type, size, capability, relevant job roles and information contained in public-facing company material.
We can also bring in prospect data you already have. If hundreds or thousands of previous prospects are sitting dormant, there is little sense in ignoring them simply because they are not new.
Most campaigns are account-first. First: which companies should we know? Then: which people inside them matter?
The person willing to introduce a supplier may not control the budget. The person controlling the budget may not deal with your delivery team. Somebody else may have the operational problem that creates the need in the first place.
Those differences should affect both targeting and messaging.
A database of 5,000 companies is not automatically a market worth pursuing.
If most are irrelevant, badly timed or commercially unsuitable, the size of the list simply hides the weakness of the thinking behind it.
The goal is not to find everybody we could contact. It is to identify the companies we have a reason to know.
We create an initial sequence for the agreed prospects. It is written by people, reviewed with you, approved by you and delivered through automation. LinkedIn normally plays a central role. Email is used where appropriate.
The outreach comes from somebody inside your company. Always.
One of the areas where we commonly push back is messaging that introduces the supplier before it gives the prospect any reason to care.
You may be rightly proud of your experience, facilities, people, accreditations and capabilities. But the first message is not really about what you are proud of.
It is about whether the person reading it recognises a reason to pay attention.
Is this relevant to them? Do we understand a problem they actually deal with? Is there a type of work or situation that makes a conversation sensible?
The supplier credentials become much more useful once the prospect is asking: can these people actually do this?
You make sure we understand the market properly. We make sure the outreach works as outreach.
We interview people inside your business and turn those conversations into content.
That content helps prospects understand the person contacting them and the way your company thinks about the work. It also gives relevant people a reason to keep seeing your business when they have no immediate requirement.
The interviews accelerate our understanding of the company too.
At the beginning, we may need more follow-up questions. As we build a bank of interview transcripts, approved content and existing ideas, we can normally produce more with less demand on your time.
Once the process is established, we would not normally expect more than one dedicated content session each month.
Content should not require your best engineers or managers to spend half their working week feeding LinkedIn.
Once the target market, sequence and initial content are approved, the campaign starts.
The repetitive delivery is automated. The judgement is not.
Stopping rules are agreed in advance, and you continue to see what is being done in your name.
When somebody replies inside the limits of an agreed sequence, the system can continue. When the conversation needs an individual response, we work with you.
We can draft the response and make approval easy. We do not invent an answer and send it under your name.
Over time, some responses may become routine enough to agree in advance. The principle remains the same: we do not presume permission to speak as you.
Not every relevant prospect is ready now. Some should go straight to your team. Others are early but still worth knowing.
We can keep those people in nurture through appropriate follow-up, ongoing content and engagement monitoring until their interest strengthens, an opportunity appears, they buy, they ask to be removed or they cease to be relevant.
For engaged accounts, we can also watch public information for sensible reasons to restart the conversation. That could include new projects, site openings, key appointments, staff losses or changing recruitment patterns.
A signal only becomes useful when it is interpreted in context. A sudden demand for technicians might mean expansion at one company and an operational problem at another.
The point is not to build a machine that automatically congratulates people on whatever happened on LinkedIn that morning. It is to understand enough about the account to recognise when a change creates a genuine reason to speak.
You decide how far we qualify before your team becomes involved.
At minimum, we would normally expect the right kind of company and contact, and a willingness to speak.
You may want more: a known requirement, work within a particular timeframe, a certain project type or another agreed qualification point.
When the opportunity is ready, we pass over contact details, communication history, relevant account and opportunity context, and the recommended follow-up.
Your team then controls the engineering conversation.
We do not lose interest because the introduction has happened.
At a minimum we want to know if it reached quote stage? Did you win or lose the job? What was it worth to the business?
That already allows us to distinguish activity from commercial progress.
Where the information exists, we can start building a more complete picture using things such as why it was won or lost, time spent estimating, anticipated and final value, cost of delivery, gross profit or contribution, repeat business, payment behaviour and management’s view of the job.
You do not need all of that information before we start. And you do not need a perfect CRM.
Useful commercial information may currently live in a CRM, spreadsheets, accounting software, project records, emails, one person’s head or all of the above. We work with the business you actually have.
We are not going to tell you to rebuild your commercial systems before we start looking for work.
We want a monthly commercial review, separate from the content interview.
That gives us a regular point to look at conversations, live opportunities, quotes, wins, losses, values, what appears to be changing and what we should test next.
If something useful becomes visible between reviews, there is no reason to sit on it until the meeting.
The purpose of tracking is not reporting for its own sake.
If the information never changes a decision, we are collecting it for decoration.
The learning might change which companies we target, which sectors we prioritise, which company characteristics matter, which people we contact, how far we qualify, the message or content, or the types of work we deliberately pursue.
The starting point is what you thought was worth targeting. Over time, the aim is to combine that judgement with what the evidence is beginning to tell us.
The first evidence arrives quickly: are the selected companies and people willing to engage?
Commercial evidence takes longer. An opportunity has to progress far enough to be quoted, won, delivered or repeated before it can tell us more.
The pace depends on the work. A company completing many short projects will produce useful outcome data faster than one pursuing a small number of long, high-value programmes.
That is not a reason to wait before starting. It is a reason to be honest about what can be learned at each stage.
First we create relevant conversations. Then we follow commercial progress. Over time, we improve the selection of the opportunities that come before them.
We are initially working with a small number of engineering companies. Join the pilot waitlist and we will speak with you directly about the business, the market you want to pursue and whether the model fits.