Evidence first · Built with you · Yours to run
We grow companies.
When the way you expected to grow isn't working, we go where the answer is, build what the evidence supports, and leave your team in control. Whatever we build or open, you own.
Agreed before we start
Hong Kong · New York · Sydney
English / Mandarin
Prior work spans Fortune 500 brands, across industrial manufacturing, consumer brands and early-stage companies.
Evidence first. Your team in control.
We do not arrive with a predetermined answer, and we do not build a dependency.
Go where the answer is
See what the plan missed
We speak to the people doing the work, buying the product and shaping the market. That can take us to a factory floor, a group chat or customers you do not have yet. You see where the current plan breaks and what is worth acting on. What that looked like on a factory floor.
Build what the evidence supports
The right response, built inside your business
The evidence decides the work: change a system, open the right relationships or build a channel that does not yet exist. We build with the people who will own it, so the capability grows inside your team.
Leave your team in control
Yours to run from the start
Your team keeps the capability, evidence and relationships needed to continue without us. We stop when they can run the work themselves. Whatever we build or open, you own.
The person who scopes your engagement is the person who runs it, with specialists named by agreement, per scope. Scope is agreed in writing before the work starts and sized to the job. No change orders.
Three companies.
Three different answers.
One had growth blocked inside the operation. One needed access to the right people. One already had the audience. The response was different because the evidence was different.
A Shanghai-listed
manufacturer
manufacturer
A listed manufacturer had a stalled rollout and a board that couldn't tell what was actually wrong. Growth wasn't going to come from spending more, because it was blocked inside.
The strategy
Go and look, in person. We mapped the systems, watched how the work really happened, and talked to every department. Two systems disagreed about the same number and nobody could say which one the board should believe. They got a plan of what to fix, with what each fix was worth against it.
0
systems reviewed across the business
0
fixes found, each confirmed with their own team
0
of those fixes had a return we could put a number on
2 wks
until they commissioned the next phase of work
"The findings changed our board conversation. We stopped debating strategy and started fixing specific things." — COO · under NDA
A consumer
startup
startup
The growth was not in the product and it was not in the spend. It came down to a small number of people inside an online community that nobody at the company had ever approached.
The strategy
The evidence pointed to a small number of people inside the community. The work was to approach the right names in the right order, make the introductions properly, and leave those relationships with the company.
0
people signed up, opened an account and played
2 months
from launch to that number
US$0.50
each, in creator payments
That is cost per activated account on creator spend, for one product in one category inside one fandom. It is evidence that selection changes the economics, not a benchmark to hold anyone else to.
A global
consumer brand
consumer brand
The brand was planning a fan pilot, and the obvious way to run one is to buy reach for it. The audience it needed was already there, unused, and had been for some time.
The strategy
Use the audience they already had before buying another one. The pilot ran on the brand's existing fan network instead of paid media, which is the cheapest growth available to most companies and the most consistently overlooked, because nobody gets promoted for spending nothing.
~70,000
fans the pilot reached through the network they already had
near-zero
paid media behind it
All three are anonymised: we never name a client we have not signed paperwork with.
Before you spend more on growth, it is worth knowing what the current plan has missed.
Book a scope callWe do not arrive with a predetermined answer.
Agencies, consultancies and growth hires each bring a useful method. The mistake is choosing one before anyone has checked the situation. We let the evidence decide the work.
Questions we get asked.
How do I know where my company's growth has stalled?
Usually you cannot see it from the plan or dashboard alone. We compare what the company expected with how the work, customers and market actually behave. That shows where the plan breaks and what is worth acting on.
What is the difference between a growth firm and a management consultancy?
A consulting study can describe what should change. Signal Collective works with your team to build what the evidence supports, then leaves that team with the capability, evidence and relationships to continue without us.
How is this different from a PR or growth agency?
An agency can scale a channel you already trust. Signal Collective works earlier: we establish whether the channel, audience or relationship is the right one before more money goes into it, then build the response the evidence supports.
What happens in a first engagement?
We go where the answer is, which may mean the people doing the work, buying the product or shaping the market. The evidence determines what we build with your team. Scope is agreed in writing before the work starts and sized to the job, with no change orders.
What does an engagement end with?
Your team in control. It keeps the capability, evidence and relationships needed to continue without us. Whatever we build or open, you own.
Do you work in Chinese?
Yes. Signal Collective works in English and Mandarin, is based in Hong Kong, and works across New York and Sydney. It matters when the useful evidence sits with people who are most comfortable speaking in one language while the board works in another.
Will you name us publicly as a client?
Only with signed paperwork. Every client described on this site is anonymised, and figures appear only where they are ours to publish. If a number belongs to a client, it stays with the client rather than being rounded into something that sounds better.
Know what needs to change before you spend again.
Tell us where the expected growth failed to show up. It is a short scope call: no deck, no sales sequence. You will leave knowing whether there is work for us and what we would examine first.