How I work
I do not start with a twelve-month deck. I read the account, write down what should be dropped as well as what should be added, then I do the work and I keep doing it. The interesting part is short. The useful part is the months after.
Read
Two weeks, sometimes a little more if access is slow. I read analytics, ad accounts, the CRM, the inbox that receives enquiries, and the last year of invoices that touch marketing. I speak to the owner or the nominated decision-maker, to whoever currently handles leads, and to one person on the floor or in sales who actually lives with the work. I walk the public path as a stranger: search, ads, pages, forms, phone. I ask for three recent wins and three recent losses, and I take those stories more seriously than the dashboard.
The output is a written diagnosis. It names what is leaking, what is already fine, and what I will not touch. It is a document you can keep if you decide not to hire me for the next stage.
Decide
A plan that only adds work is a shopping list. Mine says what is being dropped. Channels that cannot be measured, pages that duplicate each other, retainers that produce activity without a destination. The written plan has a sequence, an indicative budget, and a definition of “working” that fits the business rather than the channel. You approve it, or you send it back. I do not begin the build on a verbal yes.
Build
This is the unglamorous stretch: account structure, landing pages, tracking, creative briefs, email sequences if the cycle is long enough to need them. I do the channel work in your accounts. I write the pages or I sit with your developer with a brief tight enough that they do not have to invent the strategy. Tracking is wired to real enquiries, not to vanity events. When specialists are needed for video or development, I brief them and I stay on the thread until the thing ships.
Hold
Monthly rhythm. One report, one call, one decision. The report is a page. The call is thirty to forty-five minutes. The decision is usually a budget move, a page change, or a pause. I keep twelve accounts so that this rhythm is still possible. If a month is quiet, I say so. Quiet months are information. They are not a reason to invent a new campaign so that the retainer looks busy.
Conditions
Access to the accounts. Analytics, ads, the CMS, the inbox that receives leads. I work in your properties so that you still own them if I leave. Shared screenshots and exported CSVs are a poor substitute and they slow the first fortnight to a crawl.
One decision-maker. A committee of five will stall a landing page for six weeks. I can present to a board. I cannot wait for five people to find a slot every time a headline needs changing. Nominate one person who can say yes, and give that person cover.
Thirty minutes a fortnight in the build, then one monthly call in the hold. I come prepared. I need you to come able to answer a question about the floor, the pipeline, or the offer. If you disappear for six weeks, the work pauses. I will not guess my way through your pricing.
Permission to say no. If a campaign is vanity, if a new channel is a distraction, if a request would spend money you do not have the tracking to judge, I will say no and I will write down why. That is part of what you are hiring. If you want a pair of hands that never pushes back, I am the wrong practitioner.
The monthly report is one page. It has the numbers that describe money and attention: spend, enquiries, cost per enquiry, a note on close rate if you share it, and the two or three changes made that month. It has a short paragraph on what I recommend next, and a line on what I am deliberately ignoring. You should be able to read it on the MRT and arrive at the call already knowing the argument.
It does not have a vanity dashboard. Session counts without a destination, follower graphs, video views on a brand that does not sell through video, heat maps of pages nobody uses to enquire. Those artefacts make a meeting feel informed and they rarely change a decision. I will look at them in the tools. I will not print them for you unless they explain a leak.
If a number cannot be trusted, I say so on the page. Broken tracking is a finding, not a footnote. I would rather a short honest report than a long one that pretends a precision the numbers do not have. The point of the page is a decision, and a decision made on theatre is still a guess.
Figures below are indicative, in Singapore dollars, and they move with access, the state of the accounts, and whether specialists need to be brought in. They are not a quote. A quote follows the diagnostic, or a short call if the shape is already obvious.
S$2,800–4,800
Two weeks of reading and a written plan. The number rises when there are many channels, poor access, or several sites. It falls when the account is small and the books are already in order. You keep the document either way. Many people stop here and run the plan themselves, which I consider a success.
S$9,000–18,000
The decide-and-build stretch after a diagnostic, or a combined start if the shape is already obvious. Includes channel work, money pages, tracking, and the first reporting cycle. The number moves with how much writing and paid-media rebuild is required, and with whether a developer or a producer has to be hired alongside me.
S$3,500–7,500 / month
The hold. One report, one call, ongoing channel work, and a small amount of writing or page work each month. The lower end is a quiet, well-instrumented account. The upper end is paid media plus content plus supplier briefing. Ad spend sits in your accounts and is billed by the platforms. It is not my fee.
If you need twenty-four-hour coverage, I am the wrong person. I work Singapore hours. I do not staff a night desk, and I will not invent one with a chatbot and a smile. Businesses that live on US-hours Slack and weekend fire drills need a team, or at least a roster. I have neither, on purpose.
If you want headcount on-site, a person at a desk in your office four days a week, that is an employment conversation. I can be fractional. I cannot be your embedded department. I work from Bugis, I visit when the work needs a room, and I do not bill for looking busy in an open plan.
If the brand needs broadcast-scale production — television, a large shoot, a campaign that is mostly a film — I will say so in the first conversation. I can brief that work. I cannot be the studio. Hiring me as a substitute for a production company wastes both calendars. I will introduce you to people who do that work, and I will step back.
Tell me what is not working. I reply within forty-eight hours on working days, and I will say plainly whether I have a seat this quarter.