Leadership
One person runs the whole program.
No account layer, no handover after the pitch. The person who designs your Web of Trust is the person who builds it, runs it and writes the report — which caps how many clients we take, and is the reason the numbers on this site are ones we publish.
Who you work with
Founder & Head of Marketing
Charlotte
Fourteen years running growth programmes, mostly in markets where the buyer checks you out thoroughly before they ever talk to you, and where one bad month of reviews costs more than a year of advertising buys back.
The last five have gone almost entirely into advocacy and third-party trust, for a boring reason: it is the only work that compounds. Paid media resets every time the budget does. A practitioner who recommends you in a thread is still doing it three years later, and the thread still ranks, now in AI answers too.
Charlotte exists to do that work for the companies where it matters most: SaaS companies and AI consultancies, whose buyers will not take their word for anything. It is slow, it does not photograph well in a quarterly deck, and it is very hard to fake. All three are reasons to do it properly.
“Most marketing reports are written to survive the meeting. These are written to be checked.”
Years in market
14
Programs shipped
260
Managed spend
$1.2M
Track record
Fourteen years, five seats, one discipline.
Agency side, client side, and now neither. Past employers are described by type rather than named. The through-line is that every one of these seats was a growth job measured on revenue rather than reach.
Roles held, on a shared year axis. The open bar is the current seat.
Table view
| Role | Organisation | From | To |
|---|---|---|---|
| Campaign manager | Regional agency | 2012 | 2014 |
| Growth lead | Consumer services group | 2014 | 2017 |
| Head of marketing | Multi-location practice group | 2017 | 2019 |
| Marketing director | Franchise network | 2019 | 2021 |
| Founder | Charlotte | 2021 | present |
How I work
Small book, long engagements.
Managed spend has grown roughly six times since 2019 while the number of clients has not quite doubled. That is the shape I want: fewer programmes, running longer, with enough budget behind each to be worth instrumenting properly.
A hard cap on concurrent programmes — currently six.
Two-quarter minimum, because one quarter cannot clear a control group.
You get the raw data, not just the dashboard, including the parts that look bad.
If a programme is not working by quarter two, I say so before you ask.
Under management
Managed spend
Annual managed spend across all programmes. Client count has not quite doubled over the same period.
Table view
| Year | Spend |
|---|---|
| 2019 | $0.21M |
| 2020 | $0.28M |
| 2021 | $0.34M |
| 2022 | $0.46M |
| 2023 | $0.55M |
| 2024 | $0.72M |
| 2025 | $0.94M |
| 2026 | $1.20M |
Start here
Talk to the person who does the work.
Start with a 45-minute trust audit: where buyers look before they book a call, what they find there, and where your competitors show up and you do not. You keep the map whether or not we work together.