No commitment. You get a written brief with prioritized fixes.
Paid, SEO, CRM, and sales owned by four different teams, measured against four different numbers, blaming each other every quarter. That is what channels fighting looks like. Full-funnel strategy is the operating layer that turns those four channels into one system and gets them compounding instead of colliding.
Most operators have four separate KPIs on four separate dashboards. Paid optimizes CPL, SEO optimizes traffic, CRM optimizes open rate, sales optimizes close rate. Nobody owns the one number that actually pays payroll. Every engagement starts by rebuilding the KPI tree so closed-won revenue sits at the top and every leading indicator feeds it.
Every transition in the funnel gets a person on it, a documented SLA, and an instrumented measurement. When the handoff from capture to nurture takes four hours instead of four minutes, the council sees it in the room and fixes it that week.
Within one business day.
Every Monday, same time, same agenda. Owners of every stage in the room with one KPI tree on the wall. Handoffs reviewed, priorities reset, next-week bets placed. The meeting your GM stops rescheduling because the decisions actually stick.
When four channels are owned by four teams chasing four different numbers, the funnel leaks at every handoff and nobody can say where.
Paid is graded on CPL. SEO is graded on traffic. CRM is graded on open rates. Sales is graded on close rate. Each team hits their own target and the business still misses the quarter, because the leaks live in the seams between them. The paid team ships leads the sales team quietly marks as junk. SEO brings traffic that never gets a follow-up. CRM runs cadences that do not match what sales is hearing on the call. Every quarter there is a new "attribution is broken" conversation that goes nowhere.
Full-funnel strategy is the operating layer that replaces all of that with one system. Traffic, Capture, Nurture, and Close designed together. Handoffs named, owned, and measured. One KPI tree with closed-won revenue at the top. A weekly growth council where the owners of every stage sit in the same room and make decisions that stick. A monthly strategic review your CFO can read. This is the layer that sits above the service-line retainers, and it is how they start compounding instead of colliding.
Every stage, every channel, every tactic rolls up to one KPI: closed-won revenue per engagement. Leading indicators hang off it. Decisions run on the trailing number. When the whole team is looking at the same top-line instead of four separate dashboards, the blame game quiets down and the leaks become visible.
Every transition in the funnel has a named owner, a documented SLA, and an instrumented measurement. When the handoff from capture to nurture drifts from four minutes to four hours, the council sees it on Monday and fixes it on Tuesday. Explicit handoffs turn invisible leaks into visible ones, and visible leaks get patched.
Every click tied to a pipeline stage. Every pipeline stage tied to a closed-won outcome. Every closed-won outcome tied back to the ad platforms so bidding can learn from it. When the CFO asks which channel drove last quarter, the answer is one query away and it holds up under scrutiny. If you cannot defend the attribution, you cannot defend the spend.
Three inputs, three numbers. Useful for framing how much of your marketing spend is running without a clean line back to revenue today, and how much a unified operating layer can pull back inside the attribution window. Directional only. Your real number depends on channel mix, how broken the current handoffs are, and how many services are sitting underneath the strategic layer.
The recoverable number is spend you can put back inside a defensible attribution model and run decisions against. It is not extra revenue the strategic layer creates on its own. It is the share of existing marketing spend that stops being invisible to the operating team once the handoffs, the KPI tree, and the closed-loop are in place.
Every full-funnel engagement ships with these five as the baseline. Additional scope layers on top depending on how many service lines are running underneath, how mature the CRM is, and how deep the executive readout needs to go.
Every channel, every stage, every handoff on one diagram. A working document the growth council references in every meeting. It lives in your tenancy and gets updated in the room.
Closed-won at the top. Leading indicators per stage. Channel contribution broken out. Built in Looker Studio or Mixpanel and wired to your CRM and ad accounts so one number rolls up from the whole system.
Server-side event pipeline, offline conversion uploads, and a multi-touch model that handles your typical sales cycle. Your CFO can defend every line without a consultant in the room.
Weekly growth council across every service we deliver for you. Decisions documented, next-week bets placed, handoffs unstuck. The meeting your GM actually protects on the calendar.
Monthly strategic review with the owner or CMO. What worked, what did not, what we are changing. Quarterly priority reset so the top 2 to 3 bets get relitigated in the room and stay decided.
Two-week deep audit of every stage. Where is each channel leaking. Where are the handoffs broken. What would the funnel look like if it worked.
A 12-month plan organized by quarter. Each quarter has 2 to 3 priority bets and 5 to 7 supporting initiatives.
Weekly growth council, monthly strategic review, quarterly priority reset. The cadence is as important as the work.
Specific numbers depend on your stage, your channel mix, and how mature the operating rhythm already is. What we commit to is the method and the cadence. Here is what clients feel, quarter over quarter, when the operating layer is working.
This is a generalized example to show the shape of the work. Every engagement starts with a diagnostic of the current operating layer, and the diagnostic tells us what is actually realistic for your stage, your channel mix, and how mature the in-house rhythm already is.
Monthly strategic retainer plus the service-line retainers we are running underneath it. Typically only offered to clients running three or more of our services.
Tracking: Ad-hoc spreadsheets → Closed-loop CRM attribution
Program depth: No paid, no site, no CRM → Paid, web, and GHL pipeline
Creative rhythm: Monthly refresh → Weekly UGC testing pipeline
No. Full-funnel strategy is the layer that sits above the other services. It is what makes them compound instead of colliding. Without it, service-line retainers still work; they just work harder.
Most clients do exactly that. They engage on one or two service lines, see the pattern, and then add the strategic layer to connect them. Most of our longest-tenured clients followed that path.
A founder, GM, or CMO has to show up to the weekly growth council and the monthly review. An hour a week, two hours a month. Without decision-maker presence, strategy becomes a slide deck instead of a system.
Pulled from strategy calls, Slack threads, and end-of-quarter recaps. Names and companies anonymized, voice unchanged.
We had paid, SEO, a CRM, and a sales team all pointing at different numbers. Digital King pulled everything onto one KPI tree and ran a weekly growth council we actually show up to. For the first time the four channels are helping each other instead of fighting for credit.
The operating rhythm is what changed it. Weekly council with named owners, documented SLAs on every handoff, a monthly readout the board actually reads. Our GM used to manage marketing in her head. Now it's on a page and everybody can see where the leaks are.
We hired them for paid, added SEO, then CRM, then the strategic layer. That last piece is what made the other three compound. Before the growth council we were re-litigating the same two questions every quarter. Now those questions get answered in the room and stay answered.
I needed a thinking partner who had already watched a dozen other brands try what I was about to try. The monthly strategic review is now the meeting I protect on my calendar. Our CFO sits in. She stopped asking marketing for a breakdown because the breakdown is right there.
A 30-minute call. We'll walk your actual numbers and tell you the three things we'd change first.
