Monthly Management of LinkedIn and X Paid Social Accounts

Management here means a fixed weekly set of decisions and a written monthly recommendation about whether to keep spending. We do not take accounts below USD 25,000 a month in media, because under that the week-to-week movement is noise and you would be paying us to read it aloud. The week: Tuesday morning, every week, the account gets a pass from the person who built it. Pacing against the monthly commitment. Frequency by audience. Every creative sitting against its kill threshold. The comment queue on any live thought leader ads. And the CRM export showing what last week's leads became. Changes are made that morning, and what changed arrives in your inbox with the reason attached, in a paragraph, not as a dashboard link you will not open. Kill rules, written before launch: Every creative carries a threshold agreed at build: the delivery it gets to prove itself and the floor it has to hold, set per placement rather than one number across the account. An asset that has not cleared its floor by then is paused. Not optimised, not rescued with a bid change, and not defended in a meeting because someone senior liked it. New creative enters against a control, one variable at a time, which is slower than testing five things at once and is the only way the result means anything. Budget movement: No more than a third of a monthly budget goes into the first ten days of a new audience. Shifts inside a campaign group are ours to make. Shifts across channels, or anything above ten per cent of the monthly commitment, come to you first with the number that prompted them. You will never be told after the fact that we moved a fifth of your budget to X. Reporting you can take into a board meeting: One page. Spend and platform-attributed conversions, and beside them the numbers that survive scrutiny: CRM-sourced pipeline by campaign with the click identifier intact, and for DTC accounts revenue as your payment provider settled it rather than the ROAS the platform awarded itself. Where the two disagree, the paragraph says which we believe and why. The monthly call on spend: Once a month we write a recommendation about the spend level itself. Hold, increase, cut, or stop. We have told clients to stop. An agency that has never once recommended spending less is telling you something about its own incentives rather than about your account. What is not in this: Creative production beyond ad assembly and iteration on assets you already own. At the top tier we direct and commission production, but the shoot is a separate line billed at cost. Also excluded: organic posting calendars, community management outside ad comments, influencer contracts, landing page development, email and lifecycle work. We will specify what a landing page has to do; building it is your team's job or a separate scope. Who runs it: The person who built the account runs the account. There is no handover to a delivery team after the sale and no pod of three juniors sharing eleven clients. That is the reason the media floor exists, and it is the whole commercial logic of this practice. Who this is wrong for: Businesses that need us available in a group chat all day. We answer within a working day and that is the arrangement. Companies whose creative arrives from a brand agency on a six-week approval loop, because the kill rules above are unworkable when a replacement asset takes a quarter to appear. And anyone who wants a partner who will defend last quarter's plan. We change our minds in writing with the data that changed them, and in some organisations that reads as inconsistency rather than as work.