Done-for-you infrastructure
Built for you. Then run for you.
Most operators do not want a system to administer. They want the phone to ring and the numbers to be real. Strygon installs the whole revenue path as one piece of infrastructure and then operates it, on accounts that stay in the client’s name. The thing being run for them is a thing they own.
The operating tax
Somebody is already running it.
A stack nobody manages is still being managed, by the owner, in the gaps between real work. That cost never appears on an invoice, which is exactly why it goes unexamined.
The integration nobody owns
The CRM vendor points at the web vendor, who points at the ads vendor. The break sits in the seam between them, and the seam has no owner.
The fix that waits on a reply
Something stops firing on a Tuesday. It gets noticed Friday, reported Monday, and fixed the week after, assuming the right vendor answers.
The number that never reconciles
Spend sits in one dashboard and revenue in another. The join is a spreadsheet updated when somebody has time, and nobody fully trusts it.
The change that costs three calls
Adding one service line means touching forms, pipeline, routing, follow-up, and reporting. Five systems, three vendors, one month.
The engagement
Installed under one scope, then held to it.
The build stands the system up against a written architecture. The operation keeps it correct as platforms change and the business adds service lines. Nothing between those two things lands back on the client’s desk.
Terms
Managed is not the same as locked in.
The usual version of done-for-you ends with the site, the data, and the ad accounts living on someone else’s platform, so leaving means rebuilding. That is a choice the vendor made rather than a property of the model. These are the terms that make it something else.
Who owns the accounts?
The client does. Every platform, domain, and data set is created under the client’s own ownership and stays there. Strygon operates them with access, not custody.
What happens if the engagement ends?
The system keeps running. It is built on the client’s accounts against a written architecture the client keeps, so nothing has to be rebuilt in order to leave.
Is this a retainer for maintenance?
It covers operation and iteration, not upkeep of something fragile. If a system needs constant attention just to stay standing, that is a defect in the build rather than a line item.
Does this replace staff?
No. It removes the coordination work between systems, not the work the business does. The people doing the job keep doing the job. They stop doing data entry across five tools.
What if there is already a CRM?
Then it gets audited before it gets replaced. A working system that needs architecture is cheaper to fix than to rebuild, and the map comes first either way.
How much of this is AI?
As much as earns its place and no more. Extraction, routing, and drafting where it removes work; deterministic rules everywhere a wrong answer would cost a booking.
What gets installed
The complete inventory, wired as one system.
End to end is easy to say and rarely itemised. This is the whole inventory, from the first form submission through to the invoice that gets paid, and the number that reconciles both.
Intake
Every way a lead can arrive, landing in one place.
- Web forms, landing pages, and quote requests
- Call tracking with routing by source and service
- Chat, SMS, and social DMs into the same queue
- Email parsing for referral and marketplace leads
- Duplicate detection, so one person is one record
Pipeline
Stages that match how the business actually closes.
- Stage architecture built from the real sales motion
- Required fields and exit criteria on every stage
- Assignment by service, value, and territory
- Aging and stall detection on open records
Follow-up
Contact that happens without anyone remembering to make it.
- First touch targeting 60 seconds on every new lead
- Multi-step sequences across text, email, and call tasks
- Booking, reminders, and no-show recovery
- Long-cycle nurture for leads that are not ready yet
- Reactivation for the database already sitting there
Money
The part most marketing systems stop just short of reaching.
- Estimates and proposals generated from pipeline data
- Invoicing and collection tied to the record
- Recurring billing and payment recovery
- Job status feeding back into the pipeline
Measurement
One number, and it reconciles.
- Source tracking that survives the whole round trip
- Cost per lead, per booking, and per closed job
- An owner dashboard covering pipeline, revenue, and spend
- Attribution joined at the record, not estimated in a platform
Under operation
Running it is the actual product.
Building the system is the smaller half. Keeping it correct while platforms change, volume grows, and the business adds service lines is the part that decides whether any of it was worth installing.
Monitored
Every automation, integration, and webhook is watched. A break surfaces because the system reported it, not because a customer complained.
Fixed
Platform updates, API changes, and broken integrations are handled as operation, rather than reopened as a scope conversation every time.
Reported
A monthly readout that ties spend to closed revenue, written in terms the owner can act on rather than platform vanity metrics.
Extended
New services, locations, and channels are added onto the existing architecture instead of bolted on beside it.
The monthly readout
Every engagement produces the same document. What is in it:
- Leads by source, and what each source cost
- Speed-to-lead and follow-up completion against target
- Pipeline movement: what advanced, what stalled, what aged out
- Closed revenue joined back to the spend that produced it
- What changed in the system this month, and what is queued next
Same document every month · sent whether the news is good or not
The line
Who owns what.
The split is deliberate. Everything that requires knowing how the pieces fit together sits with Strygon. What is left is the work the business is already good at.
Strygon owns
Everything that requires knowing how the systems fit together.
- Architecture and build of the entire path
- Every integration between systems that don’t natively talk
- Routing, follow-up, and automation logic
- Attribution, reporting, and the monthly number
- Monitoring, fixes, and iteration
- Platform configuration and vendor wrangling
The client does
Three things. None of them require opening an automation builder.
- Approves the plan before anything gets built
- Answers the calls the system routes
- Does the work the business is actually in
The alternatives
How businesses end up with a system.
Managed is not the only route and it is not right for everyone. Three of these columns are legitimate answers for the right business. The rows that separate them are the first and the last.
| Dimension | In-house hire | Stacked vendors | Full-service agency | Managed by Strygon |
|---|---|---|---|---|
| Who owns the accounts and data | The business, by default | Split across whoever set each one up | Frequently the agency’s own platform | The client, on accounts in their own name |
| Who owns the integrations | The hire, if they have done it before | Nobody. They live in the seams | The agency, inside its own stack | Strygon, explicitly |
| When something breaks | Depends who is at their desk | A ticket per vendor, then a wait | An account manager, then a queue | Surfaced by monitoring, fixed as operation |
| Where the number comes from | A spreadsheet, usually | Each vendor reports its own | The agency’s dashboard, on the agency’s terms | One readout, joined at the record |
| Adding a service line | Whenever capacity allows | Coordinated across three roadmaps | A change order against a fixed platform | A change to one architecture |
| If the relationship ends | The knowledge leaves with the person | Every contract untangled separately | Rebuilt elsewhere, often from scratch | The system keeps running, untouched |
Fit
Worth knowing before the call.
A managed engagement is a commitment on both sides. These are the conditions under which it earns its keep, and the ones under which something smaller is the honest answer.
A good fit when
- The business would rather buy the outcome than staff for it.
- Leads already arrive. The problem is what happens after they do.
- More than one system is involved, and they do not agree with each other.
- Someone will answer the phone. Routing is only worth as much as what it routes to.
Not the right call when
- The business wants to run the automations itself and only needs the build. That is a project, not a managed engagement.
- The need is creative or brand work with no system underneath it.
- There is no intent to answer inbound faster than today. Speed-to-lead automation cannot fix a phone nobody picks up.
Coverage
Every discipline, under one accountable team.
An engagement can cover the whole path or only the stretch that is broken. Either way it is one architecture and one team, and every platform it runs on stays in the client’s name, whether the engagement lasts one year or ten.
Start
Start with what’s broken.
Send the situation in a paragraph. Strygon comes back with a read on what’s likely wrong and what it would take to fix, before anyone talks about price.
Most builds start withleads dying in an inbox., three half-finished pipelines., follow-up nobody owns., numbers that never agree., four vendors blaming each other.
Or email hello@strygon.com
- What to send
- A paragraph. What broke, and where it shows up.
- What comes back
- A read on what is likely wrong and what fixing it takes.
- Price
- The last conversation, not the first