Let'sGo
- Founder
- March 2022 - present
The problem
I had been taking freelance client work since I was thirteen and had run into the ceiling of what one person can deliver. The constraint was not skill or demand, it was that a single freelancer cannot hold a brand strategy, a build, a campaign and a client relationship at once without one of them slipping.
What the agency does
Web design and development, social media management, digital marketing, graphic design, video production and AI automation, for UK and international clients. The team is six to seven people across web development, brand positioning and campaign execution.
The decision
Hybrid by default: core in-house, specialists out
A small agency that hires for every discipline it sells becomes a payroll problem in the first slow quarter. One that outsources everything cannot hold quality or a client relationship. So the split is deliberate: strategy, client ownership and the core build stay in-house, and specialist work - the one-off video edit, the unusual integration - is outsourced per project.
Running this at fifteen and sixteen taught me scope discipline faster than anything else has. The projects that went badly were, without exception, the ones where I had agreed to something I had not defined.
Outcome
6–7
~100
March 2022
Status
Ongoing.
Next
Original instrumental tracks, streamed over 45 million times, with no advertising spend.