Paid Social Account Audit and Scaling Plan

The finding that repeats: Most accounts I audit are not underspending. They are spending into a ceiling nobody has named. Czechia has roughly 10.9 million people, and an account putting a hundred and fifty thousand euro a month into Meta is reaching a large share of the buying-age population every week. Weekly frequency past four is buying the same person twice, not finding a new one. When that is the situation, a scaling plan that says increase budget by twenty percent is malpractice dressed as ambition. The plan has to say where the next buyer actually is, and sometimes it says spend less. What the audit covers: Twelve months of delivery history, account structure, audience overlap between active ad sets, reach and frequency curves by region, creative concentration, bid strategy against realised cost, and the measurement layer sitting underneath all of it. I check whether the conversions the account optimises toward reconcile with your order or CRM data before reading a single performance chart, because a structural recommendation built on a signal that is wrong by a third is worse than no recommendation, and considerably more expensive. Incrementality, honestly: Geo holdouts are the standard tool and they are weak here. Fourteen regions is a small sample and the two largest carry most of the spend. So the design is usually a switchback across weeks, or a budget-split test where the account has volume to support one, and I state the statistical power before we run it rather than after it comes back inconclusive. Where neither is affordable, I say the incrementality question stays open. I will not dress a correlation up as a lift number and let you present it upward. What you receive: A written memo with findings ranked by what they are worth, a reallocation model in a spreadsheet whose assumptions you can change yourself, a ranked list of things to stop doing, and a ninety-minute session where I defend all of it and you argue back. The model matters more than the memo. It is the artefact your finance function asks for when you take the plan upstairs, and a memo alone will not survive that meeting. This is audit only: No implementation, no account changes, no campaign builds, no creative. The separation is deliberate. An auditor who is also bidding to run the account has a reason to find work, and you should not have to mentally discount for that. If you want the plan executed afterwards, that is a separate conversation, and there are cases where I will tell you your in-house team is better placed than I am. What I need, and when I decline: Read access to the accounts, twelve months of history, your order or CRM export for the same period, and margin by product line or segment. Without the last two this becomes an opinion about structure and I would rather not sell you one of those. I decline accounts where the conversion signal is known to be broken and unfixed. Fix the measurement, then audit, in that order, or you are paying me to analyse fiction carefully. Who this is not for: Accounts under roughly ten thousand euro a month, where structure is not the constraint and the audit will confirm what you already suspect. Teams looking for a second opinion to settle an internal argument, because I will give you the finding rather than the one that helps. And anyone who needs it inside a week. The reconciliation against your own revenue takes longer than that, and it is the part that makes everything after it trustworthy.