Skip to content
HIMO

Approach

Fewer surprises, and a written reason for everything.

Most of what goes wrong between an agency and a client is not creative disagreement. It is somebody not knowing where something stands, and nobody being able to say why a decision was made three months ago.

Abstract collage of torn green paper and sweeping ink marks gathering momentum

How an engagement runs

  1. A conversation, not a pitch

    We start with what you are trying to move and what has already been tried. If we are not the right people, we say so then rather than after a proposal.

  2. Scope and objectives

    Written down and agreed: the business outcome, the marketing outcome that serves it, and the measure that will tell us whether it worked.

  3. Your workspace opens

    You get a login. From that point you can see what is in progress, what is waiting on you, and everything that has been approved.

  4. Work, review, decide

    Nothing reaches you unreviewed. When it does, approving or asking for changes takes one click and is recorded with your name on it.

  5. Publish and measure

    Against the plan it came from, not against a vague sense that the month went well.

  6. What we learned

    Written down while it is fresh, and used to set up the next cycle. This is the step most engagements skip.

What you will notice

Approvals that are actually decisions

Every approval names who decided, when, and on which version. If content changes after approval, the approval does not silently carry over.

No status meeting to find out the status

The current state of the work is a page you can open, not a thing you have to ask for and wait a day to receive.

Comments attached to the thing

Feedback lives on the piece it is about, in order, permanently. Not in an email thread that only two people are on.

A record that outlives the people

When someone joins your team or ours, the reasoning is still there. Institutional memory should not leave when a person does.

What we ask of you

Two things, and they are the same two things every time. Tell us the real constraint — the budget, the deadline, the internal politics, the thing you would rather not put in writing — because work built around a constraint we did not know about gets thrown away.

Start a conversation