Six principles. Zero exceptions.

Putting Six principles. Zero exceptions into practice

The culture page documents the working environment through the published team material. Use it alongside the careers pages to ask how collaboration, feedback and ownership work in a particular role. Photography can show people and activities; it cannot establish unpublished employment terms or the responsibilities of every position.

Understand the role behind the profile

Read the published responsibilities and areas of expertise together. A leadership profile explains someone’s role in the organisation, while a specialist profile helps you understand the work they support. Neither should be interpreted as clinical authority unless relevant medical credentials are explicitly documented. For an agency engagement, identify who will lead strategy, who will deliver the work and who will be your regular contact. Those responsibilities can differ from the person introduced in an initial conversation.

Use the profile as a starting point for questions about working methods. Ask how briefs are reviewed, how specialist knowledge is obtained and how decisions are communicated to clients. Examples of work are most useful when the person’s contribution is clear. Team biographies should reflect actual experience and responsibilities rather than borrowing credentials from the organisation’s client roster. The case-study archive and methodology page provide additional context for assessing the practice’s published work.

How to evaluate experience for your brief

Match the relevant experience to your problem. A complex website migration, a medical content programme and a paid campaign require different kinds of judgement. Ask for an explanation of the workflow, dependencies and checks appropriate to the assignment. For patient-facing clinical information, clarify who is responsible for professional review at your organisation. An experienced marketing team can organise that process, but clinical responsibility should remain explicit rather than being implied by the marketing author’s biography.

Discuss the evidence you will use to review progress together. A transparent working relationship distinguishes completed deliverables from observed results and from forecasts. It also records what cannot yet be assessed. Your proposal should identify the scope and reporting arrangements, while team profiles help establish the people and functions behind that scope. If personnel or responsibilities change during an engagement, ask for the updated ownership and handover information so the process remains understandable.

Choose the resource that matches your next decision

Begin with the question you need to answer, then choose the most appropriate destination in this collection. A guide explains a method, a checklist supports a repeatable review, a calculator explores assumptions and a case file documents a particular engagement. Reading them as interchangeable resources can create confusion. If you need to brief a supplier, start with the relevant service or framework. If you need to assess evidence, start with the source reports and the limits stated alongside the example.

Use the collection to narrow the investigation rather than adding every possible task to a marketing plan. Identify the stage where progress is blocked: discovery, understanding the service, making contact, arranging an appointment or following up. Choose a resource that addresses that stage and keep a short note of the evidence you need. A focused review is easier to act on than a long list of unrelated recommendations, particularly when clinical approvals and operational changes involve different people.

Apply the material to your own practice

Document the local conditions before adopting an example. Include the service mix, available clinicians, languages, appointment process and existing digital assets. A method used by a hospital network may need to be simplified for a solo practice; a single-clinic process may need explicit location ownership when used by a chain. Keep those adaptations visible in the brief. The resource provides a way to organise the work, while your own records establish whether its assumptions fit.

Assign a person to each next action and define how completion will be checked. Editorial tasks need content and approval ownership, technical tasks need a release review and measurement tasks need a named source account. Keep evidence attached to the relevant decision instead of relying on a general claim that the programme is performing well. Revisit the plan when the service, market or operational capacity changes. The related links on this page let you move from an overview into the detail needed for that next action.