Charm builds and runs outbound for
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Every hour at Big Deal gets billed to a client. Your own marketing comes last, every week. Fulfilment gets paid whether or not new business walks in. That is why fourteen years and five hundred clients never turned into a pipeline, and nobody is going to fix it by trying harder.
The pieces are already built. Amanda's six vertical funnels are live. Five hundred companies have already paid you. The agency-for-agencies offer that grew you for seven years is sitting on your consulting page, unworked. We want the job of pointing all of it at new business.
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Everything below comes from our first call and from public sources: bigdealagency.com, your /about and /work/consulting pages, the case-study verticals, the Meta Ad Library, and open job boards. Nothing here assumes your average retainer, your close rate, your retention, or your margin. Where we would normally use your numbers, we left the question open and put it in section 09. Correct anything that is wrong.
Most engagements burn their first month arguing about positioning and building landing pages. Yours are live. Six vertical funnels (automotive and marine, e-commerce, education, hospitality, health and beauty, salon and spa, plus luxury auto), each with its own page and its own case studies, so a prospect lands on proof from their own industry instead of a homepage that says you do eighteen things. Every campaign in section 04 points at a page that already exists. That takes about four weeks off the front of this.
The Meta Ad Library publishes every active advertiser, the date each ad started, and how many creatives are live. Google's Ads Transparency Center does the same for search, display and YouTube. For any consumer brand in Florida we can see whether they advertise, since when, how many creatives are running, and how long since anything changed. A brand running the same four creatives since March has a budget and an account nobody is touching. That is about as qualified as a cold prospect gets, and the data is public, free, and refreshable every week.
Your consulting page sells a marketing audit: contract and KPI review, market strategy, talent assessment, recommendations. It is a diagnostic, and it maps onto how you already sell. Call one is the pain-point conversation, call two is the proposal. The audit is call one. Most agencies have to manufacture a reason for a first meeting. Yours is written, positioned, and on the site.
You grew as the paid arm for South Florida shops that only did web and organic. That channel never closed. There are still hundreds of web, SEO, branding and PR firms with no paid media capability, turning work away or quietly handing it off. You already publish the offer: white-label fulfilment and lead gen funnels to get your agency sales, both sitting on the consulting page. Neither has ever been prospected. One agency relationship feeds accounts for years, which makes this the cheapest revenue per hour of anything in this document.
Five hundred-plus companies have already paid you, and a large share of them went quiet rather than fired you. Budgets got cut after Covid and nobody followed up, because following up is not billable. There has never been a reactivation campaign and never a systematic referral ask. That audience costs nothing to reach, carries no deliverability risk, and can be live in week one while everything else is still warming.
Your words: everything is tracked against client hours, your own work is always last, and fulfilment gets paid regardless. So what is their motivation to create more work for themselves? None. The incentives are doing what they were built to do. A process, a Monday meeting or a bonus will not move it, and you already spent real money proving that. The fix is to put new business outside the P&L it keeps losing to.
Six or seven inbound partners since the start of 2025. Two hit moderate results and missed their metrics. The rest, in your words, did not do squat. That is a pattern, not nine unlucky picks. Meta to GoHighLevel is a consumer lead-capture motion. It is superb for butts in seats and hotel guests, which is exactly why you are good at it. But nobody buys a $5,000-a-month retainer off a form fill, and every one of those vendors sold you the only motion they know how to run.
You said it plainly: a few proposals in flight, nothing signed, no CAC to point at yet. More meetings of the same kind will not change that. When meetings stall, it usually means the reason the prospect took the call was generic, so your closer starts from zero every time. The fix sits upstream of sending: know what to say, to whom, at what moment. That is what sections 03 and 04 are for, and it is why we do not open by promising you leads.
A salaried SDR sits through bad meetings. A commission-only closer working bad leads is doing unpaid work, and she leaves. You lose the person, the training and the pipeline in her head at once. That makes lead quality the tightest constraint in this engagement, tighter than volume. It gets its own section, straight after section 04.
Lose one tier-one and you are in trouble. Lose two and it is over. You have done it once already and had to let go of people you had trained for years. So the outcome to aim at is not a spike that screenshots well. It is a floor: enough mid-size accounts arriving steadily that no single logo can take the company down, and enough margin under it to do what you said you actually want, which is paying the team you have more and putting people under them.
Most outbound engagements start by buying data, because most clients have none. Yours does not need to. You have three audiences already on the shelf and a fourth that is free to build.
First, the five hundred. Companies that already paid you and went quiet. No data cost, no deliverability risk, and a real prior relationship to open on, so it goes live in week one.
Second, the agency channel. The web, SEO, branding and PR shops with no paid media arm. Not a new idea: it is how you grew for seven years, run deliberately this time.
Third, public ad data. Meta and Google publish who advertises, since when, and how stale the creative is. That becomes the cold engine, and it refreshes itself weekly.
Fourth, timed vertical triggers. Boat shows, new hires, new campuses, new properties. The moments your six funnels were built for.
Then all of it gets metered to your closers, not to our sending capacity.
Past and dormant accounts cleaned, verified and segmented by vertical and by how they left. Sent from Glen, at low volume, as a real follow-up rather than a campaign.
Shops selling web, SEO, brand or PR with no paid capability. Partnership copy, not sales copy. Different rules entirely, and it compounds.
Meta Ad Library and Google Ads Transparency, resolved to the owner or marketing lead, ranked by how long the creative has sat unchanged.
Your closer sets the weekly ceiling at kickoff and grades every meeting. Campaigns that produce meetings she would not take again get paused that week.
You have spent real money on business development and have very little to show for it. Here is the same fourteen years sorted by one column: what each asset becomes the moment something is running through it.
That number is why this proposal opens where it does. Eighteen months and nine vendors went into buying strangers, while five hundred companies who know your work, trusted you with budget, and mostly went quiet for reasons that had nothing to do with performance sit in a database nobody opens. Nobody decided against it. Opening it is just not billable.
It is also the fastest honest test you can run. If companies who already paid you will not take a call, no amount of cold volume fixes that, and thirty days is a cheaper way to learn it than six months. Everything else in this document stacks on top of that test.
Your client history gets exported, cleaned, verified and segmented by vertical, spend band, recency, and whether they churned or simply went quiet. Then it goes out at low volume from Glen, written as a follow-up from the owner who bought out his partner and rebuilt the shop, not as a campaign with a merge field in the first line. Your LinkedIn and Amanda's run alongside it. Neither needs a day of warming.
In the same window we write the partnership track for the agency channel. Different audience and different rules: credibility and timing, no pain-poking. An agency owner can spot a sales sequence from the subject line, and this one is not allowed to be one.
We build and maintain four datasets. Meta Ad Library: every active advertiser, ad start dates and live creative counts, which lets us compute how long a brand has run without a refresh. Google Ads Transparency Center: the same picture for search, display and YouTube, including whether a brand advertises on one platform and not the other. Open requisitions for paid media, PPC and digital marketing roles, which is a build-versus-buy decision happening in public. And timed vertical triggers: boat and auto show exhibitor lists, new hotel and campus openings, new enrolment and marketing leadership in seat.
Each one answers the two questions cold outbound lives or dies on: why this company, and why this week. Everything is deduplicated and suppressed across plays so nobody hears from Big Deal four ways at once.
Every agency that finds ad-library data does the same thing with it: "I looked at your ads and here's what's wrong with them." We will not run that, and we would push back if asked to.
This is not politeness. The person reading that email chose that agency, or hired the person running the account, or built it themselves. Opening with a critique makes their first move a defence of a past decision, and people do not buy from that position. It is also the exact email they get from five other agencies a month, so it reads as a template even when the research is real.
So the staleness data sets the targeting and the timing, and the copy opens on something neutral and observable: the length of the run, the season, the show on the calendar, the role they are hiring for. The signal is why we are in their inbox. It is never the reason we say we are there. Every sequence in the next section works that way and you can check it line by line.
This is real copy, not placeholder. Every play is three touches: first fresh, second threaded, third a fresh angle. One ask, held word-for-word across all three. Values in {{braces}} populate per company from the signal that selected them.
Your best first campaign by a distance. This audience has already paid you, which settles the hardest question about any prospect: do they buy what you sell. It costs nothing to reach. No purchased data, no new domains, no deliverability risk, so it runs in week one while everything else warms. It is also the right first test. If companies who already know your work will not take a call, better to find that out in thirty days than four months and nine vendors from now.
Your sharpest cold campaign, because the qualifier is public, current, and specific to one company. We pull the Meta Ad Library and Google Ads Transparency Center, compute how long each advertiser has been running and how long since the creative set last changed, and contact only the accounts that have visibly gone static. Watch what the copy does with that: it references the length of the run, never the quality of the work. Nobody is told their ads are bad, because the person reading it either made them or hired the person who did.
A company advertising for a paid media manager is telling you three things at once: there is budget in the function, whoever owns it now is not owning it well enough, and a build-versus-buy decision is live this month. The obvious play, "don't hire, use us instead," insults the person who wrote the requisition and gets deleted. The play that works is the opposite: assume the hire happens, and be the thing that makes their first ninety days work. Your white-label and consulting muscle is exactly built for that, which most agencies pitching this cannot say.
This is the play that rebuilds how Big Deal grew for its first seven years, run deliberately this time. There are hundreds of web, SEO, branding and PR shops across Florida and the Southeast with no paid media capability. They either turn the work down or hand it to a freelancer and hope. You already publish the offer on your consulting page. Nobody has ever prospected it. Note that this sequence follows completely different rules from plays 1 through 3: credibility, timing, soft ask, and zero pain-poking. An agency owner recognises a sales sequence instantly, and the moment they do, the partnership is dead.
The most specific play in this document, and it exists because of where you are. The Fort Lauderdale International Boat Show is the largest in-water show in the world and it happens in your city. Miami and Palm Beach follow. The exhibitor lists are public months in advance, which gives you a named, dated, enumerable list of marine and luxury brands who have just committed serious money to a booth and have a hard deadline attached. The pre-show window is roughly eight weeks out, and almost nobody works it. The agencies chasing these brands all show up after the show, when the leads have already gone cold in a spreadsheet.
This was the thing you kept coming back to on the call, so it gets its own section rather than a reassuring sentence in the pricing table.
A salaried SDR sits through bad meetings because they get paid either way. A commission-only closer working bad leads is doing unpaid work, and she will leave. When she goes you lose the person, the training, and every open conversation living in her head, all on the same day. You already described the other vendor fighting with your closers. You know exactly how this ends.
So the number that matters here is not meetings booked. It is meetings she would take again.
We would rather book your team eight meetings a month she would take again than twenty-five she complains about, and in month one we will deliberately take the smaller number to find out which campaigns produce which. Here is the actual machinery for that. All six of these are set up in week one, before a single email sends.
Week one, with you, Amanda and your closer in the room. Not a discovery call. A working session where we name the twenty to thirty accounts you would take tomorrow, by name, and the ones you would not touch. Those become the seed for the lookalike build, which means the target set is derived from your closers' own judgement rather than from a filter we picked. If the leads are wrong after that, we cannot blame the brief.
Agreed and signed before we send anything: title, company size, vertical, budget signal, and showed up. Anything outside that definition does not count as a meeting in any report we give you, and is not something we ask you to be pleased about. Most of the arguments you have had with vendors are downstream of nobody writing this down.
A shared sheet. One to five, one line of why, takes her ninety seconds after each call. Anything graded two or below gets its source campaign paused that week, not reviewed at the end of the month, not defended on the next call. That feedback loop is the actual product here. It is also how the message-market-fit testing gets its scoring signal, so her grades directly steer what we write next.
No-shows and meetings outside the written definition get replaced, not counted toward any target. We will carry the cost of a bad meeting rather than have your closer find out that the reporting and her calendar disagree.
Your active clients, every live proposal, and the account list your current outbound vendor is working all get suppressed on day one. Nothing burns a closer's credibility faster than a prospect saying "your company already emailed me twice this week." If you keep that vendor, we need their list. If you cut them, we need it anyway.
Every sequence in section 04 ends by offering something useful instead of asking for thirty minutes. That matters for your closer: a prospect who replied to "want me to send the two angles I'd test" arrives expecting a working conversation. That is your call one, with nothing to re-explain.
You run an agency, so you know the tools are the cheap part. The person who knows how to run them is the expensive part. Both are included.
Plus the person who runs them, which is the hire you already tried internally and the one that lost to billable hours.
Every tool above sits on our licences and is run by our team. At the Engine tier you pay $3,500 a month and the stack behind it lists at more than that on its own, before anybody's time.
Working session with you, Amanda and your closer: the hot list, the written definition of a qualified meeting, and the weekly ceiling. Client history exported, cleaned and verified. LinkedIn seats connected and the first reactivation sends go out. Cold domains ordered and warming starts in parallel.
Meta Ad Library and Google Transparency feeds wired and staleness-scored. Job-board monitors live. Boat show and vertical trigger calendars loaded. Suppression lists in: clients, live proposals, current vendor accounts. First target lists to Amanda for review before anything sends.
All sequences written against the six verticals and scored. The audit positioned as the call-one offer. Low-volume soft launch on the new domains to prove deliverability before anything scales. Closer feedback sheet live and being used.
Cold plays running at metered volume against the ceiling set in week one. Replies routed to whoever owns them. First grading round complete, first campaigns paused or doubled. Weekly strategy call starts and keeps running.
Week one sends only because LinkedIn and the reactivation list need no warming. Cold email domains have a warming floor of two to three weeks and we will not shorten it. Anyone who tells you otherwise is planning to burn a domain and hand you the reputation damage afterwards. If either current vendor already has warmed infrastructure, tell us Monday. Warming is the slow, expensive part of email, and if it is already paid for we will inherit it instead of starting again.
We already run outbound for agencies, including white-label partners we do not name publicly. These five are here for a different reason: each one is a problem your engagement is made of, already solved.
Needed direct contact with decision-makers across thousands of US school districts, a universe that exists only inside public records, with the actual humans buried behind institutional entities.
Mapped every administrator in every US public school district from public data, resolved them to verified direct contacts, and ran parallel campaigns off that dataset. That is the identical build to turning the Meta Ad Library into a ranked list of stale advertisers and then into the named owner or marketing director at each one.
Saturated mid-market space, sales team stretched thin, needed targeting that cut through noise rather than more volume. That is your situation almost exactly: a crowded category where nine vendors have already sold you volume.
Intent-based outbound triggered on firms hiring specific roles and engaging with specific content, multi-touch across email and LinkedIn. Play 3 in section 04 is the same mechanic pointed at a different job title.
Owner-operators who do not answer generic email and are not sitting in front of a screen. Long, relationship-driven cycles in a category that traditionally closes in person.
Job-posting and review-data signals identified operators at the moment of expansion, with sends timed to the hours those owners were actually reachable. A salon owner, a dealership GM and a hotel operator all behave the same way. They are on the floor, not in Outlook, and send timing moves reply rates more than subject lines do. Four of your six verticals are owner-operator verticals.
Strong brand awareness but no systematic outbound, and no clarity on which of many possible angles would actually produce pipeline. That is the closest match to your situation in this list.
40+ campaign types A/B tested weekly across email, LinkedIn and inbound-led targeting, doubling down only on what closed. This is the direct answer to the question you have not been able to answer internally: of your six verticals, which one should Big Deal actually lead with? You do not need to decide that in advance. Outbound is how you find out, using data instead of an opinion, which is exactly what a campaign is for, as defined in section 08.
A local provider competing against incumbents, where email and LinkedIn alone would not move the buyer. Charm built and staffed the dialling teams, then layered email and LinkedIn around the call cadence on the same prospect. You already have the closing muscle, a strong closer and a commission bench, so we are not proposing to replace it. But if a vertical turns out to need a dialling layer in front of your closers rather than more email, we have built one before rather than outsourced it.
Note: the metrics on this engagement are still being verified, so we have left them out rather than print numbers we have not checked.
Three months on retainer while we find what actually converts, then a real conversation about moving to performance. That is a structure to earn, not one to ask for up front.
Because you asked, and because most vendors will not answer it. A campaign is one permutation: an industry × a segment × a title × an angle. Worked example from your own funnel list: e-commerce (beauty) × $1–10M revenue × owner or marketing director × better creative, more cost-effective. That is one campaign. Change the vertical, the size band, the title or the angle and it is a different one, with its own copy, its own list and its own score. That is why the count matters. Each campaign is a separate answer to "what should Big Deal say, and to whom." After twelve weeks you own those answers whatever you decide to do next.
Four campaigns every two weeks. Eight a month.
Eight campaigns every two weeks. Sixteen a month.
You said you are results-oriented and you want CAC, not campaign counts. Fair. Here is the arithmetic, including the two numbers we do not have. We are not going to invent those, because the point is that you can check the maths.
Engine tier, three-month commitment. $18,000 at Engine ×2.
Against the written definition your closer signs off in week one, not against ours.
Your two-call close, your close rate. Bring it Monday and we run it live instead of putting a flattering version in a slide.
On the meeting number. We said 20–25 a month on the call. That was a range from memory, so Chris is sending the actual historical figure separately and you can hold us to that instead. The target gets set with your closer at kickoff and reported weekly. Two numbers we need from you: average monthly retainer, and average retention in months. Those turn the figures above into an LTV-to-CAC ratio.
Performance pricing on day one pays a vendor to run the safest, highest-volume campaigns that will produce a meeting. That is what the last eighteen months bought you. The first ninety days are for finding which vertical, which angle and which title converts, and that testing only happens if it is funded. At month three you choose: stay on retainer, or move to performance or profit-share now that we both know the real numbers. Twelve weeks, not a year.
The questions this proposal could not answer from the outside. None are difficult. They are just yours, and we would rather ask than assume.
Automotive and marine, e-commerce, education, hospitality, health and beauty, salon and spa. Which two do you want more of, which two are fine, and which one would you quietly rather stop selling? Best margin, best retention, best fit for the team you have. We will run the top two first and let the data argue with you from there.
The two numbers that turn section 08 from a fee into an LTV-to-CAC ratio. You asked for CAC and you were right to. We cannot compute it without these, and we are not going to guess to make a slide look better.
Not ours. Hers. Title, company size, vertical, budget signal, showed up. Fifteen minutes of her time in week one, and it prevents about ninety percent of the arguments you have had with previous vendors.
Not what they could theoretically survive. What they want. This becomes the throttle: too high and we cost you your closers, too low and we are wasting your money. It is the most important number in the engagement and it belongs to them.
We need your active client list, every live proposal, and the account list your current outbound vendor is working, whether you keep them or cut them. Also: where do replies land, which CRM, and who owns the first response? Glen, Amanda, or the closer? That routing decision changes how the copy is written.
Fourteen years fulfilling for other South Florida agencies is real credibility, and it is also the thing those agencies would least like published. Our default is that every white-label relationship is invisible and never named in copy. But if any of them are cleared to reference, even unnamed, as "we fulfil for agencies you have heard of," tell us, because it materially changes play 4. And separately: one client story in a vertical you want more of, that you can describe end to end.
You, Amanda and your closer. Answer the six questions, build the hot list by name, write the meeting definition, and set the weekly ceiling. You have had nine discovery calls in eighteen months. This one ends with a target list.
Reactivation sends and LinkedIn go out inside week one. In parallel, domains warm, the ad-library and job datasets get built, and suppression lists load. Amanda reviews every target list before anything sends.
Cold plays live around week four at metered volume. Your closer grades every meeting weekly and campaigns get paused or doubled on her scores. Weekly strategy call from day one. Month three, you choose what happens next.
Pick a kickoff date. Week one is the working session, the hot list, LinkedIn live, and five hundred former clients hearing from you for the first time in years. None of that waits on infrastructure to warm.
Pick your kickoff date →