Marketing, strategy,people and operations.One bridge.
A communicator who fell for operations. From PR to marketing to the COO seat, Cerys now works at the strategic level where all three meet, with a vetted bench of senior specialists behind her.
Growth while running everything but product, finance and engineering.
Marketplace users in year one.
Clients, served by a small, senior team.
Engagements with founders and leadership teams.
Why The Goods exists.
Most founders hit the same wall. The business is growing, complexity is increasing, and the gap between where they are and where they need to be keeps widening, until it’s too much for one person to hold. Employees and agencies add capacity, but also management overhead and fixed cost.
The Goods was built for that gap. What started as a marketing communications practice in 2016 has become a vetted bench of senior specialists keeping marketing and operations in sync.
No overwhelm. No overextending. Just the goods.
Seven chapters. One through-line.
From PR to marketing to the COO seat, starting in 2005. Each move took her closer to how the business actually runs.
- Ch. 01NeptecPR · Space technology
Where it started. Working in space showed her what it means to work on something bigger than yourself.
- Ch. 02nGrainPR · Defence + government
PR with military organizations around the world. Navigating political environments to influence decisions across government and defence.
- Ch. 03KoboGlobal communications · 22 countries
Established the global communications function across 22 countries, with experiences localized for each market.
- Ch. 04LeagueFirst head of marketing
The shift into marketing. As League’s first head of marketing, she launched the brand, generated 250k marketplace users in year one, and fell in love with marketplaces.
- Ch. 05InnerspacePresident and COO · Fortune 100 clients
A small team doing work for Fortune 100 clients, run as President and COO. Proof that senior people beat headcount.
- Ch. 06VetsterCOO · 562% growth
Back to marketplaces. As COO she ran everything except product, finance and engineering, and grew the business 562%.
- Ch. 07The GoodsPrincipal · Since 2016
Started as a marketing communications practice. Today Cerys and a senior bench keep marketing and operations running in sync.
How the work gets done.
Six rules that decide what gets scoped, built and handed over. Three steps every engagement follows.
- 01Get shit done.Bias to action. Momentum beats a perfect plan.
- 02Scoped to the work.Defined scope, named outcome, priced up front.
- 03Strategy that ships.Plans that turn into systems, not decks.
- 04Systems over heroics.Repeatable process beats one-off effort.
- 05Your team, stronger.Every engagement ends in a handoff.
- 06Honest over comfortable.If it isn’t us, we say so.
- 01 · Diagnose
Find where marketing and operations are out of sync.
- 02 · Build
Put the strategy, systems and people in place, with the bench as needed.
- 03 · Hand over
Your team runs it. Capacity scales back down.