Atlantis Digital
I run the marketing pillar of a Haarlem agency that builds and runs the whole digital side of a business from one team. Since September 2024 I have built out how that work runs: the workflows, the reporting a client can act on, and the rule that an account changes because a number said so.
Measured
- 320%
- 2x
- +53%
- -25%
The job
Atlantis Digital has been building and running the digital side of other people's businesses from Haarlem for twelve years. Websites and platforms, custom software and integrations, e-commerce, online marketing and SEO, AI and automation, branding and design. The argument is that it comes from one team rather than from three suppliers who each blame the other two.
I run the marketing pillar, with a designer and two interns, and have done since September 2024. Marketing covered less ground when I arrived than it does now, and widening it has been part of the job.
An agency pillar is a different job from an account. Nobody hands you a brief. You decide what the work is, who does it, in what order, and how anyone will know whether it worked.
Building the operation
Workflows first, so the same work does not get invented twice and an intern can pick up a task without a briefing meeting.
Then reporting built around what a client decides with rather than around what the platform happens to export. A monthly report a business owner can read and act on is a different document from a screenshot of an ad account, and only one of them is worth the hour it takes to write.
And the habit that makes the rest of it worth anything: an account changes because a number said so.
Around that, the wider structure. Market research, so positioning is argued from a market rather than from a preference. And AI in the publishing pipeline, used where it holds up: volume at the top of the funnel, where the constraint was time rather than judgement.
The accounts
Two accounts came to me below break-even on tracked return, and both turned out to be measurement questions before they were performance ones. What the account was optimising toward and what the business actually made money on were not the same thing, and no amount of bidding fixes that.
So the tracking was rebuilt first, then the structure, then the budget. In that order, because changing spend against a number you do not trust is how you get a confident answer to the wrong question.
What changed
Both accounts now run at 320% ROAS, on monthly spend brought down from 1,000 to 750 euro. A third, an e-commerce client, sits at the same 320%. Spending less while returning more is the pattern you get when the constraint was structure rather than budget.
Client relationships that were paid ads only now run email marketing, SEO and automation, which grew quarterly revenue per client by 1,000 euro and doubled the original monthly retainer. That growth came from finding work the client needed rather than budget the client had.
Blog output through the AI-assisted pipeline lifted organic traffic by at least 53%.
These are platform-measured figures across the accounts I run. What they do not show is attribution beyond the ad platform, which is a limit worth stating on a site that argues for honest measurement.
