In this episode, David Ellis and Stacey Cruickshanks reveal the exact marketing strategy they're using to achieve 30 high-ticket sales in Q1 2025—double their usual rate. They break down LinkedIn demand generation, content strategy, and paid advertising while answering audience questions about scaling B2B sales.

Whether you're a founder, marketer, or consultant, this episode provides real-world, data-backed insights to help you grow your business.

David Ellis is a B2B marketing expert specialising in demand generation and high-ticket sales strategies. With extensive experience in LinkedIn advertising, content marketing, and scalable growth systems, David helps businesses drive inbound leads and increase revenue.

• Target: 30 sales in Q1 2025 (double the usual rate)
• Strategy: Increase marketing spend while maintaining conversion efficiency
• Success Metrics: Cost per demo, customer acquisition cost, and closed deals

• Builds trust and credibility by being transparent
• Helps refine the strategy with real-time feedback
• Positions B2B as an industry thought leader

• 80% of leads come from LinkedIn (organic & paid)
• Focus on demand generation instead of direct selling
• Promote valuable, authority-building content
• Use paid ads to amplify high-performing organic content

• Content should be consistent but not repetitive
• Stick to 4-10 core messaging pillars
• The goal is brand recall—when buyers are ready, they think of you

• 80% of content should be educational
• 20% should drive action (case studies, testimonials, direct CTAs)
• The less you ask, the more you earn—focus on trust-building

• Cold audience (40%) → Awareness content
• Warm audience (40%) → Trust-building content
• Hot audience (20%) → Conversion content (case studies, CTAs)

• Organic builds long-term authority but is algorithm-dependent
• Paid ads guarantee visibility and scale successful content
• Best approach? Use both together for maximum impact

• Paid ads amplify results and target ideal customers
• Focus on platform-specific content for each channel
• YouTube, Meta, and TikTok require unique content strategies

• 250K+ impressions per month are needed for significant impact
• More exposure → More leads → More sales

• Identify pain points & desired outcomes of your target audience
• Share unique insights to differentiate yourself
• Engage with your audience and start conversations

• Google Ads: Great for problem-aware buyers who are ready to purchase
• LinkedIn: Best for building brand trust and long-term demand
• Best approach? Use both together—Google for conversions, LinkedIn for demand

• LinkedIn strategy does not translate 1:1 to other platforms
• YouTube requires video-optimized content
• Meta & TikTok can be used for retargeting

• Connect with David Ellis on LinkedIn for insights & Q&A
• Follow for weekly content on B2B growth...

In this episode of Building in Public, David Ellis and Stacey Cruickshanks discuss the latest updates on their ambitious Q1 goal: securing 30 new sales.

Joining from the French Alps while on a two-week snowboarding trip, David shares how he balances work and time off, the marketing experiments driving growth, and why his sales process is delivering a 6X return on ad spend.

David Ellis is a B2B growth strategist and founder with a strong track record of scaling businesses through demand generation and high-converting marketing funnels.

His expertise lies in helping companies build predictable revenue streams through strategic marketing investments.

• Works remotely while maintaining productivity
• Stresses the importance of setting clear boundaries for work and personal time

• Goal: 30 new sales in Q1 2025, doubling the usual target
• Marketing spend has increased proportionally to drive results
• Early success: £9,000 spend generated £63,000 in revenue (~6X return)

• Scaling too soon without the right infrastructure can damage client relationships
• Took 18-24 months to refine service delivery before ramping up sales
• Recent hires and process improvements now allow for expansion

• 31 sales calls booked in January
• 7 new sales closed, with additional prospects still in the pipeline
• High show-up rate (90-95%) due to effective lead qualification
• 40-50% close rate, which suggests pricing may even be too low

• Switched LinkedIn profile CTA from Visit Website to Book a Call
• Early results show a lower cost per demo and increased call bookings
• Could signal a shift in B2B marketing where direct call booking outperforms traditional website lead nurturing

• Primary KPI is cost per demo to track efficiency of marketing spend
• Sales calls are structured as consultations rather than hard sells
• Data-driven approach ensures continued optimization of marketing efforts

Building in Public is a podcast that takes you behind the scenes of scaling a B2B business, sharing real-time insights, experiments, and lessons from the trenches. If you're a founder or marketer looking to grow sustainably, this show is for you.

In this seventh episode of Building in Public, David Ellis shares his real-time experience of scaling a B2B business while openly discussing challenges, successes, and lessons learned.

Stacey Cruickshanks, Head of Content at beetu.be, joins the conversation, pushing David to dive deeper into sales metrics, marketing spend, and the impact of demand generation.

They revisit the ambitious Q1 goal of signing 30 new high-ticket clients and assess progress so far. David explains how their marketing system is performing, what metrics they track, and why he's still personally handling sales calls as the CEO.

He also discusses their data-driven approach to increasing ad spend, the challenges of predicting revenue growth, and why their creative strategy avoids direct sales pitches.

As part of their commitment to transparency, they announce an upcoming Live Building in Public episode, where listeners can join, ask questions, and engage directly.

David Ellis – Founder and CEO, building a B2B business in public. Sharing transparent insights on marketing, sales, and scaling strategies.

At the start of the year, David and his team set a goal to sign 30 new high-ticket clients in Q1, essentially doubling their usual 15 per quarter. They committed to sharing this process publicly, tracking progress, and discussing real results.

So far, their marketing system is performing well. They set a target to spend £10,000 per month on marketing but are ramping up gradually. In January, they planned to spend £7,000, generate 26 demo calls, and keep the cost per demo at around £275. By the time of recording, they had 25 demo calls booked and a cost per demo of £277—right on track.

The only lagging metric is new sales, though David explains this is expected due to the delay between marketing spend and closed deals. They have already signed five new sales this month, totaling £62,000 in deal value. He remains optimistic that the groundwork laid in January will pay off in the coming months.

One unexpected factor has been repeat customers. Several clients returned to purchase additional services, prompting a discussion about whether the goal should be "30 new clients" or "30 new sales." While new customers were the original focus, revenue growth remains the ultimate measure of success.

David admits he doesn’t have an exact number for his average sales cycle length but knows it varies widely. Some prospects sign up immediately after a demo call, while others take months to return. The benefit of a demand generation approach is that many buyers complete their decision-making process before ever reaching out.

In terms of quality, their sales calls have been highly targeted, with a strong show-up rate of over 90%. Unlike traditional lead generation funnels, where up to 30% of booked calls don’t happen, their approach ensures they speak with engaged and qualified prospects.

Despite being the CEO, David still handles all sales calls himself, dedicating about 7 hours per week—nearly 25% of his time—to these conversations. He sees this as an essential part of staying close to customers, understanding their needs, and refining their approach. Eventually, he will transition sales calls to a team member, but for now, it remains a priority.

To scale effectively, they follow a structured decision-making framework for marketing spend. If cost per demo is below target, they increase the budget significantly. If it's on target, they make smaller adjustments. If it rises above target, they assess creative performance and conversion rates before making...

In this episode of Building in Public with David Ellis (Founder of beetu.be), we break down their ambitious goal of signing 30+ high-ticket clients in Q1 2025.

They share the strategy behind their plan, including increasing ad spend, leveraging LinkedIn as their primary marketing channel, and using a demand generation approach over traditional lead generation.

We also discuss how beetu.be has evolved as a business, the importance of finding product-market fit, and the role of Unique Useful Insights (UUI) in cold advertising. Plus, they dive into tracking ad performance, preventing ad fatigue, and keeping themselves accountable by sharing progress updates along the way.

David is a B2B growth strategist and the driving force behind beetu.be, a consultancy that helps businesses scale using demand generation and high-ticket client acquisition strategies.

Stacey oversees creative strategy at beetu.be, helping businesses craft impactful marketing content that educates and engages their audience.

David and Stacey outline their strategy, including doubling their ad spend, refining their messaging, and optimising LinkedIn campaigns.

Starting as an SEO agency, beetu.be transitioned into a B2B growth consultancy, refining its services and systems before scaling.

Within the first two weeks of January, ad performance exceeded expectations, with a lower cost per demo than initially projected.

Market resonance is about aligning messaging with the right audience, while product-market fit ensures the business can deliver results consistently at scale.

With 80% of leads coming from LinkedIn, beetu.be has found it to be the most effective platform for high-ticket B2B client acquisition.

Instead of direct selling, beetu.be’s cold ads focus on educational content that builds trust, positioning them as thought leaders in the space.

Key performance indicators (KPIs) such as cost per demo and close rates are monitored to ensure marketing spend remains efficient and scalable.

Lead generation targets in-market buyers now, while demand generation nurtures relationships by educating potential clients for long-term conversion.

Rather than hard-selling, beetu.be focuses on delivering insights that build trust, making potential clients more likely to convert when they’re ready.

By sharing regular updates internally and publicly, David and Stacey ensure transparency and continuous learning throughout the process.

Subscribers get exclusive behind-the-scenes updates on campaign performance, growth strategies, and learnings before they’re posted publicly.

In this episode of the Build in Public Podcast, I sit down with Graham Davies, founder and CEO of Addition Finance. From dreaming of a career in professional rugby to reshaping the landscape of finance for startups and SMEs. The discussion covers lessons learned from both sports and business, the challenges of scaling a company, and the importance of technology in modern accounting.

Graham’s candid reflections provide invaluable insights for entrepreneurs navigating the complexities of leadership, growth, and innovation in today’s B2B market.

If you’re looking for actionable advice and real-world examples of business resilience, this episode is a must-listen.

Name: Graham Davies

Title: Founder & CEO of Addition Finance

Background: Graham’s professional journey began with a pivot from his dream of professional rugby to the world of finance. His passion for automation and innovation shaped his career as he transitioned from traditional accounting roles to becoming a portfolio CFO.

Now, as the CEO of Addition Finance, Graham leverages his experience to deliver tech-enabled financial solutions that empower startups and SMEs.

Graham’s experiences on the rugby field and later in rowing taught him invaluable lessons about perseverance, teamwork, and discipline.

• Resilience: Whether facing setbacks in sports or challenges in business, Graham emphasised the importance of “just showing up.” He likens tough weeks in business to rigorous rowing training, saying, “Just do the training,” even when motivation wanes.
• Teamwork: Rugby and rowing instilled a deep appreciation for collective effort. In both sports, success relies on every individual executing their role perfectly—a principle that translates seamlessly to building and leading business teams.
• Adaptability: These lessons not only prepared Graham for a successful finance career but also for the unpredictable nature of entrepreneurship. His ability to pivot and overcome obstacles reflects the mindset he cultivated through years of competitive sports.

Drawing from his years as a CFO and portfolio CFO for startups, Graham identified recurring issues that can derail early-stage businesses:

1. Lack of Financial Reporting: Startups often overlook the importance of accurate and timely data, making it difficult to gauge performance or make informed decisions.
2. Growth at All Costs: Venture-backed startups sometimes prioritise rapid expansion without considering whether their spending is generating meaningful returns. Graham cautioned against the "spend it because we’ve raised it" mentality, sharing examples of businesses that deployed capital inefficiently and struggled to raise subsequent funding.
3. Neglecting Efficiency: Graham champions the importance of tracking the ROI of every expense. He urges startups to experiment with small budgets and validate their models before scaling up.

The shift from managing finances to managing people brought new challenges and opportunities:

• Building a Team: As a CFO, Graham focused on numbers and processes. As a CEO, his priority became hiring the right people, aligning them with the company vision, and empowering them to succeed.
• Over-communication: Early in his CEO journey, Graham assumed that once something was communicated, it would naturally stick. He learned that leaders must reinforce key messages repeatedly to...

In this episode of the Build in Public Podcast, I sit down with Graham Davies, founder and CEO of Addition Finance. From dreaming of a career in professional rugby to reshaping the landscape of finance for startups and SMEs. The discussion covers lessons learned from both sports and business, the challenges of scaling a company, and the importance of technology in modern accounting.

Graham’s candid reflections provide invaluable insights for entrepreneurs navigating the complexities of leadership, growth, and innovation in today’s B2B market.

If you’re looking for actionable advice and real-world examples of business resilience, this episode is a must-listen.

Name: Graham Davies

Title: Founder & CEO of Addition Finance

Background: Graham’s professional journey began with a pivot from his dream of professional rugby to the world of finance. His passion for automation and innovation shaped his career as he transitioned from traditional accounting roles to becoming a portfolio CFO.

Now, as the CEO of Addition Finance, Graham leverages his experience to deliver tech-enabled financial solutions that empower startups and SMEs.

Graham’s experiences on the rugby field and later in rowing taught him invaluable lessons about perseverance, teamwork, and discipline.

• Resilience: Whether facing setbacks in sports or challenges in business, Graham emphasised the importance of “just showing up.” He likens tough weeks in business to rigorous rowing training, saying, “Just do the training,” even when motivation wanes.
• Teamwork: Rugby and rowing instilled a deep appreciation for collective effort. In both sports, success relies on every individual executing their role perfectly—a principle that translates seamlessly to building and leading business teams.
• Adaptability: These lessons not only prepared Graham for a successful finance career but also for the unpredictable nature of entrepreneurship. His ability to pivot and overcome obstacles reflects the mindset he cultivated through years of competitive sports.

Drawing from his years as a CFO and portfolio CFO for startups, Graham identified recurring issues that can derail early-stage businesses:

1. Lack of Financial Reporting: Startups often overlook the importance of accurate and timely data, making it difficult to gauge performance or make informed decisions.
2. Growth at All Costs: Venture-backed startups sometimes prioritise rapid expansion without considering whether their spending is generating meaningful returns. Graham cautioned against the "spend it because we’ve raised it" mentality, sharing examples of businesses that deployed capital inefficiently and struggled to raise subsequent funding.
3. Neglecting Efficiency: Graham champions the importance of tracking the ROI of every expense. He urges startups to experiment with small budgets and validate their models before scaling up.

The shift from managing finances to managing people brought new challenges and opportunities:

• Building a Team: As a CFO, Graham focused on numbers and processes. As a CEO, his priority became hiring the right people, aligning them with the company vision, and empowering them to succeed.
• Over-communication: Early in his CEO journey, Graham assumed that once something was...

In this episode, I talk with Ritu Soni Srivastava, a seasoned entrepreneur and the founder of TheLightbulb.ai.

Ritu shares her unconventional career path, from the corporate world to entrepreneurship, her experiences building two startups, and valuable lessons learned along the way.

The discussion covers the challenges and triumphs of founding startups, strategies for product development, balancing family life with entrepreneurial pursuits, and the importance of process-driven success in B2B environments.

• Name: Ritu Soni Srivastava
• Background: Founder of TheLightbulb.ai, former corporate executive, radio jockey, and founder of a health-focused startup acquired by U.S. investors.
• Experience: 23+ years, split evenly between corporate and startup spheres.
• Specialisation: B2B product development, consumer insights, emotion AI, and process management.

Ritu shared her unique career shift from corporate positions at Bharti Airtel to becoming a radio jockey and later, a startup founder. Her dissatisfaction with corporate life and the desire for flexibility after becoming a mother were pivotal in her move to entrepreneurship.

Ritu explained how personal struggles with postpartum weight loss motivated her to create a product that could guide others. Despite her initial DIY approach, customer feedback led to crucial iterations that emphasized hyper-personalization and behaviour change.

Having learned from the management challenges of her first venture, Ritu now focuses on overseeing her team without micromanaging. She emphasises building effective processes over obsessing about outcomes and ensures her well-being through defined work hours and team respect.

Ritu highlighted the pressure of fundraising and the subsequent demands on founders to demonstrate rapid growth. She stressed the need for focus, saying, "Process KPIs should drive behaviour, not revenue KPIs."

Fitness became a mental health anchor for Ritu during high-stress periods. Now a dedicated weightlifter and MMA enthusiast, she finds that fitness instils confidence and resilience, qualities essential for leadership.

Ritu candidly discussed the underrepresentation of women in entrepreneurship, with only 2-3% of global VC funding directed to female-led startups. She advocates for perseverance despite these barriers.

David welcomes Ritu and sets the stage for the discussion on building in public.

Ritu recounts her career trajectory from corporate jobs to entrepreneurship.

Insights into balancing family life and pursuing a startup idea.

The story behind Ritu’s first startup and key product development lessons.

Ritu reflects on team growth, funding pressures, and adapting her leadership style.

Exploring lessons from the first venture and implementing new strategies at TheLightbulb.ai.

The positive impact of fitness on...

In this episode Building in Public with David Ellis, we interview Olly Fawcett, Founder and CEO of 303 London, a creative and performance marketing agency.

We dive into 303 London’s 10-year journey, discuss the integration of creative and performance marketing, and share strategies for client acquisition in the ever-evolving digital space.

True to the Build in Public approach, Olly doesn’t sugarcoat anything. If you want a real look behind the scenes of running an agency, with all the lessons and hard truths along the way, this is the episode for you.

Known for his candid, no-nonsense approach, Olly is deeply honest about the challenges of running and scaling a business.

He started 303 London with a focus on content creation, but over the years, he’s evolved the agency into a hybrid model that blends creative and performance marketing to drive results for premium and luxury brands.

Throughout his decade-long journey, Olly has experienced the highs and lows of rapid growth, learning valuable lessons along the way about scaling too quickly, maintaining company culture, and navigating the increasing competition in the agency world.

He’s passionate about the importance of quality creative in advertising and believes in a practical, omni-channel approach to client acquisition. Whether he's sharing insights about winning clients through Instagram DMs or the hard truths about agency life, Olly brings a grounded, transparent perspective to the world of marketing.

Olly shared the journey of starting 303 London in 2013, initially focusing on content creation for theater productions.

Over time, the agency expanded into creative and performance marketing. The shift came from recognising that blending high-quality creative with performance-driven strategies was the key to long-term success.

Olly emphasised that the ability to adapt to market demands while maintaining a strong creative vision has been crucial for their growth.

According to Olly, an omni-channel approach is essential for sustainable client acquisition.

While cold emails, referrals, and in-person events are all effective, the key is combining them for maximum impact. He stressed that no single channel should be relied upon exclusively; instead, agencies should diversify their outreach and ensure they consistently show up in multiple places where potential clients are engaging.

Olly explained that creative is the most important variable for successful advertising.

He believes that while performance metrics and data-driven strategies are vital, they need to be supported by strong creatives.

The agency has focused on building a seamless ecosystem where creative assets fuel both organic and paid campaigns, ensuring that content connects with the right audiences in a meaningful way.

Olly highlighted the increasing competition in the digital agency space, with more agencies emerging post-COVID.

He explained that clients now have more options, making it harder to stand out. To overcome this, he emphasised the importance of delivering exceptional service and not over-promising on what can be achieved.

By staying true to their values and delivering consistently, agencies can navigate this crowded market.

Olly agrees that LinkedIn is an invaluable platform for B2B businesses, particularly for...