How we work together
Ownership in writing, before the work starts.
The mandate is written down before anyone books media or opens a document. What you are trying to change. What belongs now. What waits. What evidence would change the plan. This is the whole method.
Commitment 01
Written ownership.
The commercial question is named in a document you can circulate without Mplan in the room. Each capability on the plan has a stated job. Success is defined in a way your sales and finance teams can recognize, not only a platform dashboard.
Commitment 02
Accounts stay yours.
Channel accounts, admin rights, pixels, audience lists and measurement definitions are yours. An exit should never become a fight over logins or history. If access cannot be set that way, we do not start.
Commitment 03
Senior stays close.
The people who shape the recommendation stay near the work, the trade-offs and the review of evidence. Judgment is not a kickoff appearance.
Commitment 04
Disagreement goes on paper.
When the evidence and the preference pull apart, the trade-off, the evidence and the recommendation sit side by side. You decide. The consequences stay visible. Silence after a polite meeting is not alignment.
This page exists so the others can stay short.
There is no twelve-step methodology. Discovery, demand and account work each have their own craft, on their own pages. The operating rule underneath is the same: write it down, keep the keys, keep senior people in the work, and record the dissent.
Request a strategy callBefore we start working together.
What happens in the first conversations?
We name the business question before choosing channels. The early work defines what belongs, what can wait and what evidence will help the next decision. You should leave the first call with a clearer blocked outcome, even if the answer is that Mplan is not the partner.
What does “senior people stay close” mean in practice?
The people shaping the recommendation stay near the work, the trade-offs and the review of evidence. Delivery is not separated from judgment by a long handoff chain. If you only see senior people at the sale, the model has already failed.
What belongs in the written mandate?
The change you want, the buyers who matter, the job of each capability in scope, the accounts and access you keep, and the evidence that would alter the plan. It should be short enough to defend internally. If it only makes sense with Mplan translating, it is not finished.
When do you recommend reshaping or ending the engagement?
Three situations. The offer changes underneath the plan. Sales cannot use the conversations arriving. Or the original question has been answered and the next one needs a different mandate. Continuing out of habit is how motion gets funded instead of change.