Marketing Intern(Launch a new category)
Write the launch plan for a new category of service, then run it. The creative direction is yours, we fund what the plan needs, and you work directly with the founder.
Brief
Build the launch plan, then make it happen. Channels, formats, ideas, partnerships, stunts. We want a big idea with a point of view behind it, and we will fund what it takes to run.
Get the right founders paying attention, then get them talking to us. You build the audience on LinkedIn and on our own site, and turn it into conversations started.
You work directly with the founder, who is the voice of the brand and will show up for whatever the plan needs.
Launching something the market has no name for yet.
Ask a generic AI which channel to double down on, or why your biggest customer chose you. The answer comes back confident and plausible and generic, because the AI is working from everything except the business in front of it. Liffey grounds it in the business itself: a commercial brain that holds how a company wins and grows customers, with a senior operator working alongside it. The category is commercial intelligence.
That is the interesting part of this job. Launching a product into an existing category is a contest of features. Launching a category is teaching people to recognise something they already feel, and giving them the words for it. Those words are still to be written, and some of them will be yours.
We want a big idea with a point of view. A posting schedule is something we could write ourselves.
The audience is companies of roughly 5 to 150 people. The buyer is the founder, the chief executive or the commercial leader: short of time, and won over by evidence and by people who have actually run something. Everything you make should feel like it was written for that person.
The bar.
This is about instinct, taste and whether you finish things.
You have a point of view
One idea you would argue for beats a list of channels you could try. We will ask you what you would do and why, and we will push on the why.
You have made something and shipped it
A newsletter, a society account, a side project, a campaign for a local business, a video that travelled further than you expected. Anything you put in front of an audience and learned from.
You can write for a discerning reader
Our audience hears from a lot of people about AI. Plain and specific earns their attention, and it beats polished every time.
You understand a value exchange
Every piece of attention is bought with something. Insight, entertainment, a genuinely useful tool. Sometimes it is as simple as being funny. Work out what you are offering before you ask for anything back.
You run your own week
The plan you write becomes the thing you are held to. That is a lot of freedom and a real responsibility, and it suits people who want both.
You are curious about how businesses grow
You will be marketing something that is itself about commercial strategy. The more interested you are in how companies win customers, the better everything you make will be.
Studying, recently finished, or coming at this sideways from somewhere else entirely. What you have made matters more than what you have studied.
What you own.
Everything from the idea to the number at the end of the month.
- The plan. Written, argued for, and presented in a working session. Format is entirely yours. We would rather have the ideas clearly put than sit through a long deck.
- The big idea. The thing that makes a founder stop scrolling and think about their own business. Campaigns, formats, partnerships, whatever you can make a case for.
- LinkedIn, and the founder’s voice. Our main channel today. Brendan will show up for whatever the plan needs, and you decide what that is.
- The hooks. We already have a five-minute diagnostic that tells a founder where their business is leaking value, a book they can request, and a free workspace seeded from their own company. Your job is getting the right people to the right one.
- The nurture. How somebody moves from reading a post to booking a conversation, and what they get at each step to make the next one worth taking.
- The number. Engagement, emails captured, conversations started. You choose what to measure and you say honestly what worked.
Some of what you try will work better than you expect and some will work worse. We run it as an experiment and count what you learn as the return.
How the work runs.
Flexible by design, so this can fit around a course or a search for a permanent role.
Fixed hours or fixed outcomes
A set number of hours a week, or an agreed set of things delivered. Whichever suits you, agreed at the start and revisited whenever it stops fitting.
We fund what the plan needs
Tools, ads, production, a freelancer for a piece that needs specialist hands. Make the case and we will back it.
Close to the whole business
You will see how a business actually works from the inside, including the commercial decisions, the pricing and the numbers. Few marketing roles at any level give you that view this early.
What you get.
- A launch to put your name on. You would be writing this one, and you can talk about it for the rest of your career.
- Real creative freedom. The idea is genuinely yours to choose, and we will argue it through with you on its merits.
- Direct access to the founder. Twenty years in commercial roles from scale-up to PLC, in the room with you weekly, and the same person who decides everything else here.
- Proof to work with. Clients are running this today, one of them is quoted by name on our homepage, and the method is written down in a finished book. You are marketing something that works.
- A reference, and a portfolio piece. Put it on your LinkedIn, take it to your next interview, and we will speak for you when you need it.
- It could become permanent. This can develop into something full time, and we will be straight with you about where it stands as it goes.
What we do, and who we do it for.
Liffey helps businesses make better commercial decisions, so they win and grow more customers.
Every company knows things about how it wins. Which buyers are worth most, what the price should be, why the last deal landed. That knowledge usually lives in a few people, and the rest of the team works from a version they half remember.
We put a senior commercial architect inside the business. An operator who has run a commercial team before, working alongside the client’s team to define the strategy and then execute it with them.
They work from a method that covers the whole commercial picture: the value only that company can deliver, the buyers it is worth most to, how it reaches them, and what happens after the win.
And it is all held in a commercial brain, kept current from the systems the business already runs, answering questions in plain English with the evidence attached, reachable by everyone who has to make a call.
Judgement, method and knowledge together, on the one question that decides revenue. That is commercial intelligence.
For twenty years I’ve worked in commercial seats in companies from scale-up to PLC, lining up the systems, the processes and the people behind a strategy.
The same thing happened everywhere. The strategy would be good, and then it would fade. The document sat unread, the team drifted, and what one person had worked out stayed with that person. Engineering solved this decades ago with their repos. Commercial teams have been waiting for their equivalent.
Liffey is that equivalent, and commercial intelligence is the category we are building. What I want is a business where the thinking is written down, kept current, and applied by people who have actually run something.
Let’s talk.
Complete this short form and we will set up a conversation.
Want a feel for what you would be launching? What a company brain is, the diagnostic and the method are the pages worth your time.