Demand Generation
Pipeline built from evidence, not hope. We plan paid media and lead acquisition as one revenue programme, instrumented end to end, tested on a weekly cadence, and reported against qualified opportunity value rather than raw form fills.
What we do
Budget placed with intent: every rupee and dollar accountable to a defined segment and contribution target.
Paid media is the allocation of attention at scale, and most enterprise programmes fail because budget is decided before strategy exists. Teams spread spend across channels to satisfy vendor commitments and measure each in isolation, never reconciling the overlaps. The result is inflated attribution and rising acquisition costs that leadership has stopped trusting.
We start with a media principles document that fixes audience definitions and channel roles before any platform receives money, with bid policy set against contribution targets. Budget runs in quarterly tranches with hold-backs reserved for proven winners. Planning owns allocation, the trading desk owns execution, and you receive a weekly pacing view against cost per qualified opportunity plus a monthly cross-platform reconciliation.
Bid-level discipline across search and social platforms, with query intent mapped to funnel stage and landing page.
Search is where demand announces itself, yet enterprises still run it as a cost centre to be minimised. Keyword lists grow without governance, match types overlap, and negative coverage decays quietly until irrelevant queries consume the budget. Nobody owns the gap between the advertisement and the page it points to.
We operate search as a weekly cycle: query-mining reports feed new ad groups, underperformers pause on pre-agreed rules, and every headline cluster traces back to a positioning message agreed with the brand team. Landing pages ship as templates with structured proof blocks. What remains with you is a programme that improves on its own, documented in a shared search playbook with clear ownership.
Offers and gating designed around buying-committee reality, so sales receives contacts worth the conversation.
Most lead generation produces volume the sales team learns to distrust. Forms ask for information nobody verifies, and gated assets attract students and competitors. Scoring models then reward behaviour that has nothing to do with buying intent, while the real cost lands in stretched sales cycles and eroded credibility.
We design offers against the stage each segment actually occupies, qualify through progressive enrichment rather than longer forms, and route only research-verified contacts to sales. Marketing and revenue operations agree the definitions in writing before launch. You get a lead flow your sellers accept, measured from first touch to closed opportunity.
Structured experimentation on a fixed cadence, so performance compounds instead of drifting between relaunches.
Optimisation fails when it becomes a synonym for fiddling. Teams change audiences, thumbnails and headlines simultaneously, lose the ability to attribute any result, and defend decisions with anecdotes. Without a testing protocol, ten months of spend produces no durable learning about what actually moves your buyers.
Every campaign we run carries an experiment backlog ranked by expected impact and implementation cost. Changes ship one variable at a time against agreed thresholds, logged centrally with the hypothesis and the outcome. Clients accumulate both a winning asset library and a body of evidence that survives any team turnover.
A single revenue view connecting spend, engagement and closed opportunity in numbers finance will accept.
Enterprises often own many dashboards but no shared truth. Marketing reports MQL volume, sales reports opportunity creation, and the two never reconcile because each system defines the same term differently. Meetings become negotiations about vocabulary rather than discussions about performance, and the forecast nobody agreed to is quietly abandoned each quarter.
We instrument one funnel from media spend through to signed revenue, aligning definitions with finance before the first report ships. Weekly stand-ups read from the same export leadership reads, with variance explained against plan and forecast confidence stated honestly. You end up with reporting that survives audit and earns a permanent seat in the revenue review.