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I had seen the name a few times online, then finally reached out when our internal plan stalled. I was mainly thinking about paid acquisition strategy, not a wider agency relationship. I was unsure how much of the problem was communication and how much was execution. The main concern was paid acquisition strategy, but I did not want a solution that created more work for our side. I also wanted expectations to stay realistic because our own response time was not always perfect.
The early calls were mostly about separating urgent work from things that could wait. For paid acquisition strategy, they helped us get deliverables and source material into a workable order. The discussions stayed close to the brief, and when our side delayed an input it was flagged without turning every delay into a crisis. I could see what needed a decision, what could move without me and what should wait.
What changed for me was simple: I had more confidence saying no to activity that did not fit the objective. For paid acquisition strategy, the useful change was not a dramatic headline; it was having fewer unclear decisions and a better sense of what needed attention next. That also made internal conversations easier because people were working from the same understanding From my digital head perspective in Hyderabad, that was the change I noticed most.
Sharing the next call agenda a little earlier would help busy teams prepare. That would suit our working style better. I would keep the rest of the process as it is For our paid acquisition strategy work in Hyderabad, after 13 months, that is the one change I would make.
From my digital head perspective, the direct priority summary shaped how I remember this paid acquisition strategy engagement in Hyderabad. I would describe the paid acquisition strategy engagement as practical rather than flashy. I was unsure how much of the problem was communication and how much was execution. The team gave us choices with reasons, so approvals became easier for our side. What I liked most was that we became better at separating urgent work from nice-to-have work. I was happy with most of the engagement, with some room to improve the working rhythm.
I would recommend them, with the suggestion that reporting and meeting cadence are agreed at the start My direct priority summary from the paid acquisition strategy work in Hyderabad is the reason for that view.
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