Your customers would vouch for you. Your best work is finished and undocumented. None of it reaches the room where the deal gets decided, so your reps walk in with a deck and a promise. I close that gap.
Deals stall where the buyer asks who else like us. A logo wall is not an answer.
You are not losing deals because the work is weak. You are losing them because the proof of it never reached the room.
That is structural. Customer proof needs marketing, sales and customer success at the same time, so it sits in nobody's targets. And the person who could make it happen has every reason not to: your account manager owns the relationship, and asking their best client for a favour spends their credit on somebody else's number.
Most of your deal is decided in rooms you are not in. Your champion has to make your case to people you will never meet, using whatever you left them. That is the job customer evidence does, and it is the one job a logo wall cannot do.
So when a deal stalls at evaluation
and the buyer asks who else like us
have you done this for,
your rep answers with a logo wall.
One recovers the evidence you already own.
The other creates the evidence you do not have yet.
The first call decides which one you need.
€4,500
Three weeks to build, then a 90-day campaign.
It works on evidence you already own. You get the evidence map, the objections actually killing your deals, your strongest existing asset rebuilt around one of them, and the campaign built, scheduled and measured.
At day 45 we sit down for 90 minutes and look at what your reps actually sent, which of the named deals it reached, and what to kill or double for the rest of the campaign.
€15,000
Six to eight weeks.
This is where evidence gets created rather than recovered. Customer recruitment, the diagnostic, story architecture, one shoot day, then the asset set, the campaign, the measurement and the day-90 review.
If your customers will not talk yet, the same fee buys the other version: positioning and messaging, the sales narrative, the objection playbook, and your own experts on camera.
I do the whole thing myself,
from the customer interview
to the closed-loop report.
You are not paying an agency
to hire someone else to do half of it.
The guarantees
On the Sprint. 70% at signature, 30% after the day-45 readout. If at that readout you judge the assets cannot be put in front of the deals you named at kickoff, the last 30% is not invoiced and you keep everything.
On the Programme. It starts with recruitment, not production. If three of your customers have not agreed in principle to a thirty-minute call within ten working days of kickoff, we stop, nothing has been produced, and the deposit comes back.
Your buyerdoes notdoubt your work.They doubt youcan prove it.
Ten years in B2B marketing. Five and a half at Econocom Belux: one marketer, 45 sales people, no budget except partner MDF, including the claim reporting that is the real barrier to spending it.
The Belfius customer story, written, shot and cut solo from one shoot day, then placed across five surfaces. Nominated for Apple's best marketing video across Benelux in 2024, and it became a key asset in the outreach that helped close the Veolia deal.
What I have not done is run this as an external engagement. All of the above was done as an employee, and I would rather tell you now than have you find it.
From deniable to undeniable.
Yes, and that is the offer rather than a caveat. You are buying days of one senior person, from the customer interview to the closed-loop report. No project manager, no portal, no editor bench in between.
Nothing gets briefed out, so nothing gets diluted on the way through. The trade is real: I take fewer clients, and I say so before you ask.
When did you last ask, and how did you ask it? Most companies have never made a real ask. No named person, no reason for the customer to look good, no thirty-minute limit, no draft they get to approve.
It also does not touch what you would start with. The Sprint works on evidence you already own and asks nothing of your customers. If you get to the Programme, recruitment happens before production, and if three customers have not agreed in principle within ten working days we stop and the deposit comes back.
Agreed, and that is the diagnosis rather than the excuse. Customer proof needs marketing, sales and customer success at the same time, so it lands in nobody's targets and stays there for years.
That is exactly what the Sprint is shaped around. It asks nothing of your customers and close to nothing of your team: one hour from your sales manager, and a written list of live deals to measure against.
Nobody is ruled out on tooling. The measurement sits on your deal records, so it follows your sales system rather than your marketing tool: one field on the deal, one saved report, a tracked link per rep, and one written rule about when a rep ticks it.
Where sales has no usable CRM you get tracked links and a manual count, and I will call it a count rather than dressing it up as attribution.
Before the budget question: do you hold a certified partnership? If you do, this may not be your budget at all. Vendor co-op is a reimbursement against approved and documented spend, so the campaign has to be designed to qualify and the evidence has to be built to claim standard. That is one job, not two. The money already exists and it expires at the end of the vendor quarter, which makes this a deadline rather than a budget problem. Rules differ sharply between vendors, so I check yours rather than claim I know them all. I make the work claimable; filing it is your side or priced separately.
Or start with the Sprint at €4,500. Different order of magnitude, different signature, and it answers the question of whether I am any good at this before you commit to anything larger.
One call. Bring the last deal that stalled at evaluation, and we will look at what would have answered it.
(30 minutes. An honest read on what would have answered it. No pitch.)