Every price, in full.

It depends almost entirely on whether you are buying a plan or buying hands. A plan is fixed-scope work with an end date, and here that is $3,000 for a Growth Blueprint or $6,900 for a full Marketing Operating System build. Hands is ongoing management, and here that runs $700 a month for one platform up to $2,500 a month for a full growth partnership.

Across the Las Vegas market, ongoing marketing management generally runs between $500 and $3,000 a month. The spread is wide because the word covers everything from one person scheduling posts to a strategist rebuilding how a business goes to market, and the price alone will not tell you which one you are being sold. Ask what gets measured and who records the baseline.

Because a quoted price is set by what you look like you can pay, and I would rather the same work cost the same money. Publishing also means the first conversation is about whether the work is right for you rather than about the number, which is a better use of twenty minutes for both of us.

No, and it should not be anywhere. Ad spend goes straight from your card to Google or Meta in an account you own, and nothing is taken on top of it. If someone bundles management and media into one number, you cannot see what you are paying for the work and what you are paying for the clicks.

Only on the Growth Partnership at $2,500 a month, which is six months because quarterly strategy genuinely cannot be judged in less. Everything else is month to month. I would ask you to give ongoing work a fair run, because leaving after six weeks usually means paying for the setup and none of the compounding, but that is advice rather than a clause.

Yes, and most people should. Starting at $700 a month on one platform and moving up once it is working is a better sequence than buying everything at once and discovering in month four that half of it was not the bottleneck. Moving up is a conversation, not a renegotiation; the published price for the new tier is the price.

The consultation is free, the marketing audit is free, and the audit scorecard and checklist are free and ungated. Those will tell you more about your own marketing than a cheap retainer would, and if the answer turns out to be that you do not need to hire anyone yet, that is a legitimate outcome of the conversation.

Start with the price, before the proposal. If it cannot be given, the number is being set by what you look like you can pay. Then four questions: who specifically does the work and what else are they working on, what will I have at the end of thirty days, which metric are you accountable for and how is it measured, and what happens to my accounts and data if we stop.

The quality of those answers tells you more than any deck. A good one will also tell you what they would not sell you.

Someone who diagnoses before prescribing, names one metric and reports against it honestly, and is willing to say that the thing you asked for is not the thing you need. Breadth helps more than people expect: a consultant who can see the website, the ads, the search presence and the follow-up at once will spot the bottleneck faster than four specialists each looking at their own piece.

The clearest signal is whether they ever turn work down. Nobody fakes that.

Marketing consulting is being paid for judgement rather than hours: working out what a business should do next and, usually, doing it. In practice that means looking at the offer, the positioning, the channels, the website and the measurement together, finding the thing that is actually limiting growth, and fixing that first rather than selling whatever service is easiest to bill.

The difference from an agency is structural. An agency sells capacity. A consultant sells the decision about where capacity should go.

Small agency retainers commonly run from around $2,000 to $10,000 a month, and most will not quote before asking your budget. That is the part worth noticing. When a price depends on the answer to "what were you thinking of spending," it is not a price.

The useful comparison is not the total but how many hours of senior attention it funds. Divide the monthly fee by a realistic senior rate, then ask the agency directly how many of those hours are senior. A straight answer is a good sign either way.

You find out from me rather than from the invoice. The baseline is recorded before anything changes and the goal is named in enquiries, so by the second read-out there is an honest answer to whether the number is moving. If it is not, the next read-out says what I think the real bottleneck is, including when that bottleneck is something I am not the right person to fix.