What agencies are asked for. What we set up to deliver.
Every brief asks for reach against a target account list. Every vendor in the room quotes a number. The number is usually wrong before anyone starts — because the list it’s built on is partly broken, and nobody’s checked.
Send us a list, we’ll show you what’s actually in it. Dead domains. Companies the wrong size. Duplicates wearing different names. Accounts that can’t be verified at all. Before the reach number means anything, you have to know what you’re reaching into.
By fixing the list first, the reach number is accurate. Not modelled, not inflated — just the real number off a clean input.
A client was running brand work into a category they’d been in for a decade and assumed they were known. They weren’t — not in the part of the buying group that mattered. Senior procurement remembered them. Finance, who’d quietly become the decision-maker, didn’t.
The brand campaign that followed wasn’t bigger. It was aimed at the function that hadn’t formed an opinion yet. Recall in that function moved in a quarter.
Brand was running on one budget line, demand on another, and neither knew what the other was doing. Accounts were getting outreach before they’d seen anything. Accounts were getting brand exposure for six months with no follow-through.
We didn’t merge the budgets. We made one signal visible to the other — which accounts had crossed the line from unaware to informed, and were ready to be spoken to differently. The handoff stopped being arbitrary.
A target account list of 200. The temptation is to score them and work the top 20. Useful, but it hides something. Some of those accounts had a buying group forming in one function and silence in another. Some had whole functions engaged and one critical seat still untouched.
We didn’t shorten the list. We mapped where each account’s buying group actually was — function by function, stage by stage. The work changed shape. Some accounts needed an SDR call. Some needed a piece of content the CFO would read. Some needed nothing this quarter, and that was useful to know too.
All three started in the same place. Looking harder, with the right data alongside what they already had.
A report isn’t a document. It’s a position your client agrees with, or doesn’t, and the reasoning that earned it. Most vendors ship the document and hope the reasoning is implied.
When the client asks how the number was reached, you don’t have to translate. The reasoning is right there, in the same artifact. The meeting goes from explaining the work to deciding what to do about it.
534 of your target accounts changed posture this quarter. 58 of them in ways worth talking about.
Some need more brand. Some need a conversation. A few are quietly leaving the picture, and that’s useful too.
Source: your TAL.
Period: weeks 1–13.
Method: per-account composite read, updated weekly.
You’re running three clients at once. Each one wants different things, in different markets, with different briefs that change before the campaign’s halfway through. Reporting is due Friday but Thursday’s data hasn’t landed. A senior account asked you to add Germany this morning.
Mid-campaign changes handled without a debate. Same-day responses during your client’s working hours. Reach across the markets your client cares about. No ticketing system between you and the people doing the work. If you need something for Friday, we don’t tell you our process won’t allow it.