I don't sell banner packages off a price list. The cost depends on the stage of the investment, the scale of the offer and whether we're setting up go-to-market from scratch or recovering sales in an active project. In the initial call I assess the scope and tell you plainly whether I even see a reason to step in.

First a diagnosis of where the result leaks: lead response time, qualification, follow-up, pricing, discount policy and the CRM. Usually the sales pace can be raised without increasing the budget — you just need to fix the mechanics between the ad, the website, the phone and the sales office.

An agency delivers activities — campaigns, creative, banners. I look at the investment like a board member: whether the offer is set right, where the money leaks, whether the CRM tells the truth and whether sales use the demand you've already paid for. Strategy, execution and data in one system.

Don't add more marketing to the chaos. I audit the funnel from lead to contract and point to the specific places where you lose clients — then we decide what to fix first and in what order.

Before the first ad appears: investment positioning, buyer ICP, value proposition, pricing logic, name, website, CRM and tracking — tied into one launch plan, so the budget funds sales from day one instead of improvisation.

Over 10+ years with more than 20 developers across 50+ investments — including ROBYG, Novisa, APSYS, Devita, Denya and Besim — in Warsaw, Wrocław, Łódź, Silesia and the Tri-City.

A systematic review of the whole path from lead to contract: lead quality and cost, response time, scripts, follow-up, attribution, offer, pricing and CRM. The outcome is one clear picture of the situation for the board and a concrete list of priorities — instead of six conflicting reports.

I look at hard sales metrics: absorption pace, lead→meeting→reservation→deed conversion, lead response time, average price per square metre and margin. First we establish the baseline, then we measure the change — so it's clear what worked and how much it delivered. The return usually comes not from a bigger budget, but from recovering sales that already leak today between the ad and the deed.

I don't promise miracles and I don't give a results guarantee — sales also depend on the product, price and market, which I don't fully control. That's why I don't start with a costly implementation, but with a paid diagnosis: if afterwards I judge there's no real room for improvement, I'll say so plainly, before you spend more. The risk isn't my involvement — the risk is doing the same thing for another year and expecting a different result.