GTO Consulting · A marketing consultancy
Most marketing problems aren't problems of effort. They're problems of sequence - of doing the right things in the wrong order. We work with founders and marketing leads to put the sequence right: diagnose, position, plan, build, measure.
In one line
We help companies decide what their marketing should be doing - and then help them do it. The work is written before it is made, small before it is scaled, and reviewed honestly afterwards.
Phase 1
What is actually happening, and why?
Before we write a plan, we spend time understanding the business. We read the numbers, talk to customers, sit in on sales calls, and audit the work that's already been done. The goal is to separate what's broken from what's only uncomfortable, and to write down the few things that, if changed, would matter.
Typical duration · 2 - 4 weeks
Phase 2
Who is this for, and what does it stand for?
Most marketing problems are positioning problems wearing a different costume. We work through the audience, the alternatives, and the value you're actually delivering, and we put a stake in the ground - in writing, in plain language, with a single page anyone in the company can hold up.
Typical duration · 2 - 3 weeks
Phase 3
Where will we focus, and what will we leave alone?
A marketing plan is a sequence of decisions about where to spend attention. We pick a small number of channels, define what good looks like in each, and write a quarter-by-quarter plan we'd be willing to defend. We'd rather underbook the calendar than overbook it.
Typical duration · 2 - 3 weeks
Phase 4
What needs to be made, and how well?
This is the part most agencies start with. We start it last on purpose. Once the diagnostic, positioning, and plan are agreed, we make the things the plan calls for - the site, the campaign, the deck, the launch, the editorial - with senior people on each piece and a single weekly review.
Typical duration · Project-dependent
Phase 5
Did it work, and what should we do next?
We come back to the metrics in the plan and write down what happened, including the things we got wrong. The output is a short review and a revised plan. The point of measurement isn't to grade the work; it's to make the next quarter's decisions better than the last.
Typical duration · 1 - 2 weeks per cycle
We don't quote a deliverable on the first call. The work that follows is only as good as the problem we agree to solve, so we spend the first weeks getting that right.
Slide decks reward fluency over rigour. Our strategy work is delivered as a written document - shorter, harder to write, easier to argue with, and far more useful six months later.
We'd rather agree on three things and do them well than write a 40-line roadmap nobody believes. Most of the value comes from a small plan, executed without drift.
The people in the room on day one are the people doing the work on day ninety. There's no account layer translating between you and the practitioners.
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