A growth plan that survives the room it is presented in.

A commercial plan written so that a reader whose job is to find the weak assumption can still believe it. That means four layers: an evidence base where every number traces to a system, an editable model with sourced assumptions, three scenarios with agreed triggers, and an operating plan with owners and a reporting cadence. It is a marketing and commercial document, not a financial instrument, and it sits alongside the financial model your finance team or adviser owns rather than replacing it.

No, and this matters enough to say twice. Web Tonic is a marketing advisory firm. We are not a registered broker-dealer, not a registered investment adviser, and not a member of any securities regulator's programme. We do not raise capital, we do not introduce investors, we do not advise on buying or selling securities or businesses, and we give no tax or legal advice. What we do is build the growth plan and the commercial evidence that your bankers, advisers, board or diligence team will read.

Sometimes, and we will tell you honestly at the scoping call. A compressed version prioritises the evidence base and the model and defers the operating plan, because a plan without evidence is the thing that fails in the room. What we will not do is produce a polished document over data we have not checked. If the timeline only allows the evidence pack, that is what we deliver, and it is still the most useful three weeks you can spend.

A fixed fee quoted after a scoping call, with deliverables and dates written down before you commit. It moves with the number of business lines, how many systems the evidence has to be pulled from and whether the plan has to satisfy an external diligence process, so publishing a rate would mislead most readers. For context on the surrounding budget, The CMO Survey puts marketing at an average 9.0% of company revenue, with 33.6% of digital marketing activities performed by outside agencies. Book a meeting for a scope and a number.

No. Finding out precisely how messy it is forms the first week, and the result is often the most valuable single deliverable, because it converts a vague worry into a list. Where the plumbing is the real constraint we scope marketing operations consulting as a separate piece of work rather than pretending a plan can be built on top of it. Context: only 41% of organizations have a dedicated data governance team or owner.

Yes, with your agreement, and we find the plan gets stronger when we do. Usually that means one or two conversations during the scenario stage so the base case reflects what the board actually believes about the market, and a rehearsal before the meeting where we take the role of the sceptic. We do not present on your behalf. It is your plan, and the credibility belongs to the person who has to deliver it.

A marketing audit looks backwards and tells you what is working, what is wasted and what is broken. This engagement looks forward and produces a plan a third party can test. They share the first week, so clients who need both usually buy the audit and let the plan build on it. If the question is what to do rather than how to prove it, marketing strategy consulting is the closer fit.

Marketing and the commercial layer around it: demand, pricing exposure, sales capacity, retention and expansion, and the handoffs between them. We do not model manufacturing, supply chain, headcount outside the commercial function or the capital structure, and we say so in the plan. In practice the marketing and sales sections are where investor questions concentrate anyway, because that is where the growth assumption lives.

Then the plan says so, with the arithmetic that shows it and the target that is achievable instead. That is the main reason this engagement excludes execution: an adviser who will be paid to run the campaigns has an interest in the ambitious number. Boards generally take a downgrade with evidence better than they take a miss with excuses, and the conversation is far cheaper in week four than in quarter three.

Less time than you expect, but the right people. We need whoever owns marketing, the sales lead, the person who owns data or reporting, and someone from finance who can reconcile revenue. Expect a kickoff, two or three working sessions, a scenario workshop with leadership and a final review. System access is read-only and arranged through your own accounts, and everything we produce is treated as confidential.

They are labelled. Every input in the model is marked measured, benchmarked or estimated, with a source and a date, and estimates carry a range rather than a single number. Anyone reading can then see exactly how much of the plan rests on judgement, which is the question a diligence team asks first. We never present a benchmark as if it were your data, and we do not use figures we cannot link to a published source.

Both, weighted toward the period people can be held to. The model runs across two to three years, but the operating detail is quarterly for the first year because that is the horizon investors now judge on. 63% of private equity leaders say levers deliver tangible impact within 12 months, up from 41% a year earlier. Long term growth still appears in the plan, as the brand and retention work that protects the base case rather than as a separate wish list.

Yes, quoted separately and never bundled into this engagement. Some clients take the plan and run it with their own team, which is a good outcome. Others want ongoing leadership, in which case a fractional CMO or a fractional head of growth is the right shape, and a few want the reporting habit built and coached, which is scorecard advisory.

Repeatability and speed. Firms that beat their business case use commercial levers at roughly twice the rate of their peers, including pricing optimization at 43% against 24% and customer health and churn work at 42% against 24%, and they are 2.3 times more likely to run standardized playbooks. So the plan is written to show which levers you have already pulled, what they returned, which remain and what each requires. Vague statements about scaling marketing get discounted immediately.

Usually, yes, and we will say so rather than sell it. With little history there is no evidence base to build, and the honest deliverable is a market read plus a testing plan, which is smaller and cheaper. The point at which this engagement earns its keep is when you have enough history that the numbers can be argued about: several quarters of spend, a working sales motion and revenue that can be attributed to something.

You own the plan, the model, the evidence pack and the board pack, and your team runs the quarter. Many clients book a short review before the next board meeting to update the model with real results and re-test the scenario triggers, which takes half a day and is optional. Nothing in the engagement obliges you to buy anything else from us, including the execution work.