Project-based engagements — a clear brief, a defined deliverable, a set timeframe. Nothing more. Nothing less.
Brand positioning, product roadmap, channel strategy, market entry design — the engagement ends when the deliverable is complete.
For clearly bounded questions where the strategic foundation needs to be right before execution makes sense.
Schedule a project engagement conversationWhat project-based means at marqueteer
Project-based means: problem, solution, done. No open mandate, no "let's see where this goes." At the start, what will exist at the end is agreed — and the engagement is complete when exactly that exists.
The difference from a classic consulting project: Thorsten Rhode applies the same diagnostic framework as in every other marqueteer engagement. The Go-To-Market Value Chain determines which questions get asked and in what sequence — even when the scope is focused on a specific stage. This prevents a deliverable from being built on unexamined assumptions (or in a vacuum).
And the difference from an agency: the output is a strategic foundation the internal team can implement independently — not a deliverable that requires an ongoing external provider.
What gets built in a project engagement
Scope is defined together. Typical deliverables:
- Brand positioning — clear differentiation, value proposition, messaging architecture; built on customer insight and competitive reality, not internal assumptions.
- Product roadmap — strategically prioritized portfolio with criteria for development, retention, and discontinuation; contribution-margin based, not tradition based.
- Channel strategy — aligned with buying behavior, not habit; with clear priorities, KPIs, and resource allocation.
- Market entry design — structured assessment of market, competition, entry logic, channel, and retail strategy; with a concrete implementation plan.
- GTM launch plan — for a new product category, segment, or market; coordinated across all relevant stages of the Value Chain.
- Retail GTM design — retail strategy, sell-in argumentation, trade marketing framework; suited for brands opening new trade channels or professionalizing existing ones.
Not on this list: pure execution deliverables such as campaign packages, content calendars, or media plans. Those belong in the agency scope. A project engagement at Marqueteer delivers the strategic foundation that makes execution worthwhile.
When a project engagement is the right fit
A project engagement fits when at least one of the following applies:
- The problem is clearly bounded — and enough internal leadership exists to carry the output forward. No full-time operator needed, but the strategic foundation is missing.
- A market entry, product launch, or strategic realignment is on the horizon — and before resources are committed, the foundations need to be right.
- An investor or advisory board expects a credible GTM strategy — in weeks, not months.
- An interim or fractional engagement hasn't been decided yet, but a specific deliverable is needed immediately.
- The organization already has a marketing function — but a specific strategic area needs external expertise for a defined period.
In practice
[NEOH] — European food brand, US market entry
Clear brief: a US market entry design for a European food brand with PE investor backing. The deliverable covered retail strategy, US GTM design, investor pitch preparation, and broker introductions. Tight scope, short timeline — actionable from day one.
[Dulcinea] — Specialty produce importer, brand repositioning
The engagement began with a specific question: how do you reposition a neglected premium brand — after an acquisition by a company without brand management expertise? The diagnostic revealed USD 20M in business development potential the sales team couldn't have unlocked with its exisiting siloed structure. USD 2M was realized within 12 months. New retail orders came in during Week 1 of an integrated B2B campaign.
The methodology underneath doesn't change
Even a project engagement begins with a diagnostic — not with immediately producing the deliverable. The Go-To-Market Value Chain determines which questions get asked before a positioning, roadmap, or channel strategy is developed.
That's the difference between a strategic deliverable and a document built on what was already known internally. One holds up against market reality. The other ends up in a drawer.
Fee
Project engagements are structured as a project fee — defined scope, agreed deliverable, fixed price. Scope is agreed together in the first conversation. No day rates, no hourly billing, no open-ended retainer.
A concrete deliverable. A defined timeframe. The first conversation scopes it out.
When the problem is clear and the output is definable — a project engagement is often the most direct path. 30 minutes to understand whether the situation fits and what a realistic scope looks like.