Marketing

The tools each hold a fragment. None of them holds the picture.

The audit tool knows the site is slow. The content tool does not, so it keeps writing posts that land on a page nobody stays on. The customer system knows a lead went quiet in week three; the scheduler does not.

Where the decision happens

Records you already keepSpread across the systems you already run.
One finding, with its evidenceDrawn together into a single proposed action.
A person approves itBy name, and nothing goes out before they do.
The work goes outAnd the reason stays on the record.

Where it goes wrong

Every step waits for the one before it

Brief, draft, review, schedule. Turnaround runs in weeks and the market moves in days — which decides whether you can answer a competitor's announcement at all.
Generic in, generic out

A writer without your customer records, your positioning history or your pipeline works from your website and their own sense of the sector. That produces competent, forgettable copy.
The effort does not compound

Every campaign starts from a blank page, because nothing learned in the last one was written down where the next one could read it.
The brief is the exposure

To write well about you, whatever is writing needs your pricing logic, the competitor you actually lose to, the names in your pipeline. The better the brief, the more sensitive material sits inside it.

Who owns this

A team of one to five marketers with more to say than hands to say it. These are the people it changes.

The marketing lead

Your time moves from producing material to deciding about it. The approval queue becomes the surface you work on.
IT and information security

The reasoning and the writing run on machines you control — a property of how it is built, not a setting somebody has to honour.
Sales

Prospect research plus a cold email, a call script and a direct message per company, and leads synchronise to the system the team already works in.
The board

The multichannel analysis comes out as a written document you can put in front of people, not a dashboard somebody has to narrate.

What changes

One diagnosis feeds the channel analysis, the content plan, the schedule and every draft, so what goes out carries one argument rather than four versions of it.
Every draft — post, whitepaper, cold email, call script — lands in a review queue with an approve and a reject. Nothing reaches a customer without a named person saying yes.
Every piece has one stated status: draft, waiting for review, approved, rejected, published, archived. What is waiting on you, and what actually went out, are both visible.
Marking a result useful or not carries into the next round, so understanding accumulates in a system instead of in one person's head.

How you will know it worked

These numbers are yours, not ours. Write down where you stand in the first week — once the working rhythm changes, the thing that would tell you where you started is the thing that changed.

The measure	Your figure today	What moves it
Cost per published piece	Last twelve months: agency retainer and project fees, the salary cost of hours spent briefing, reviewing and chasing, and per-seat tool costs. Divide by the pieces actually published, not the pieces commissioned.	Down on both halves of the fraction — producing a draft stops being the expensive step, and fewer commissioned pieces die before they reach a page.
Commissioned but never published	The same twelve months, from your brief log or project tool: briefs that died in revision, pieces abandoned when the moment passed. Cost with no output against it.	Down, because a draft exists the same day the brief does, and each one then sits in a queue with a stated status instead of going quiet.
Median days from decision to publication	Take five recent pieces: the date somebody decided to say the thing, and the date it went out. Use the median, not the average.	Down, because the elapsed time becomes the time a person needs to read and approve rather than the time a piece needs to be produced.
Coverage against the questions buyers actually ask	The channels and formats you agreed are worth being present in, with pieces published against each last year — plus the questions sales gets asked that no page on your site answers.	The near-empty rows fill. Those rows were a decision your production capacity made on your behalf; the mechanism is that the decision comes back to you.
Qualified pipeline sourced, and time to qualify an inbound lead	Your customer-record system, over a quarter: the gap between a lead arriving and the stage change marking it qualified or disqualified, and the share of sales hours spent on leads that never qualified.	Time to qualify down, qualified share up, because research on that specific company arrives with the outreach instead of being assembled by hand afterwards.
Organic visibility, and how the site reads to search engines	Impressions and clicks from your search console for the trailing quarter, alongside a scored audit of the site kept from your first day, before anything is changed.	Up, because the audit's recommendations come out ranked and are applied from the same screen rather than exported to a ticket somebody opens in a fortnight.

Two things that make the above possible

Your material stays on machines you own

The analysis and the writing happen on hardware inside your own network. Customer lists, pricing logic, unpublished plans and positioning you have not announced are processed there, not handed to an outside model provider to learn from.

What you would notice

The review that stands between a marketing team and a new tool. When legal or security asks where company material is processed, the answer is the name of a machine, given once and in writing — the same answer a customer's security questionnaire and a data-residency clause need.
Open-web research that does not announce itself

It reads the public web directly, through a browser it drives over ordinary public search results and the pages behind them, rather than putting your questions through a search company's paid service.

What you would notice

Competitor and pricing research is where the question gives away the plan: asking a vendor about a rival's pricing tells that vendor you are working on pricing, and that record sits outside your control. It also means how much research a campaign gets is decided by the campaign, not by a per-question bill or a monthly cap.

Who you would be working with

Runink is founder-led. The person in the first meeting is the person who designed the thing being discussed.

Dan Paes

Chief executive and technical founder

Dan Paes has spent more than twenty years inside other people's enterprises, running digital transformation and full-scale modernisation programmes for global organisations. The long kind: what is being replaced is what the business is running on that morning, and the work is judged on whether anything broke.

He founded Runink and runs it as chief executive. Technical founder is the more useful half of that title — he sets the architecture and works in the code, so the person answering an architecture question in a first meeting is the person who decided the answer, and the distance between a question and a change is short.

It is also why the platform is shaped the way it is. It runs on hardware the customer controls, and the reasoning about their data stays there. That is the more expensive way to build it and it closes off the convenient route, which is the kind of decision that has to be settled by whoever owns the architecture rather than left where it can quietly be traded away.

He is a FINOS Ambassador. FINOS is the Fintech Open Source Foundation, part of the Linux Foundation, and the work there is interoperability between institutions that share a market but not their infrastructure and never their data. It is the same problem this platform is pointed at, argued in the open, in front of people who say so when it is wrong.

20+ years

Digital transformation and full-scale modernisation for global enterprises.
CEO and technical founder

Runink. Sets the architecture and writes code in it.
FINOS Ambassador

Fintech Open Source Foundation, a Linux Foundation project. Open source interoperability, in public.

Check any of it

See whether it fits

Bring your website and the channels you publish on. Reading them and telling you where you stand is the first thing it does, which is also the fastest way to judge whether the rest is for you.

Book a consultation Read the PULSE paper

Runink PULSE is the product behind this page. Runink's own website and the content work behind it run on PULSE — that is Runink using its own product, offered as exactly that and not as a customer result. The paper carries no case studies, no customer names and no return-on-investment figures.

Where the decision happens

Where it goes wrong

Every step waits for the one before it

Generic in, generic out

The effort does not compound

The brief is the exposure