Team education and training Taught in your own account.
Practical marketing education for teams who want to grow. Not a certification and not a slide deck — your campaigns, your search terms, your numbers, worked through with the people who run them until the skill is theirs.
Four modules · On-site, virtual or a custom learning path · A written skills baseline in week zero and a capability review at day ninety
Seven reasons the last
course didn’t stick.
None of these are the team’s fault. They are design faults in how marketing training is usually bought and delivered, and every one of them is avoidable.
The course was generic
A certification built for everybody, taken alone, at 1.5× speed. It teaches the platform's vocabulary and never touches your account, your customers or your numbers.
Nobody practised on live work
Training that never opens the real account produces people who can describe a bid strategy and cannot change one. Confidence collapses the first time something is on the line.
The knowledge left with one person
One team member became the expert, then took a new job. Nothing was written down, so the function restarts at zero and the agency quietly gains a customer.
Tools were bought before skills
An automation platform, an AI assistant and a dashboard, all licensed, none configured. The subscription is renewed annually by someone who has never opened it.
The metrics taught were the wrong ones
Impressions, reach and engagement, because those are the ones the platform shows first. Cost per customer never comes up, so budget decisions stay unanchored.
There was no time set aside
Training booked into a week that already had five deadlines in it. People attend, nothing is applied, and by the following month the material is gone.
Nobody checked whether it worked
No before, no after, no follow-up. Training is treated as an event that happened rather than a capability the business now has, so it can never be improved.
Four modules. Take one or take all four.
They are designed to stack, but they are sold separately on purpose. Most teams start with the one where the pain is loudest and add the rest once the first has proved itself.
Digital marketing fundamentals
- Clarify audience behaviour and targeting
- Define marketing goals and the numbers that measure them
- Strengthen brand consistency across channels
- Build a marketing framework the team can keep running
Paid media strategy and optimisation
- Review account structure and targeting
- Recommend budget allocation improvements
- Align paid media with business objectives
- Optimise creative and messaging against what is actually served
Marketing automation and AI tools
- Recommend tools suited to your goals, not to a vendor's roadmap
- Streamline repetitive marketing processes
- Improve lead nurturing and communication workflows
- Integrate AI tools where they earn their place, and skip them where they do not
Analytics, tracking and attribution
- Audit data collection and conversion tracking
- Identify reporting gaps and inconsistencies
- Simplify dashboards down to the numbers that drive a decision
- Improve attribution clarity across channels
Active engagements
250+
Client accounts our trainers run
Every example in a session comes from live work, not from a syllabus
Media under management
A$120M+
Paid media we are accountable for
From A$3,000 a month to multiple eight figures a month
Modules
4
Fundamentals · Paid · Automation · Analytics
On-site, virtual, or a custom learning path across all four
Figures describe SoudCoh's own book of work and are dated at the time of writing. They are context for the training, not a forecast for your team.
Ten things happen in a training programme. Here they are, in order.
This is the part most training pages keep vague, and it is the only part that decides whether the money works. So it is written down.
Start from your numbers, not a syllabus
Before any material is written we read your account, your reporting and your last quarter. The examples in the session are your campaigns, your search terms and your customers. Generic training is forgotten because it was never about anybody.
Baseline what the team can already do
A short, honest skills read across the people who will attend. It stops us teaching four people something three of them already know, and it shows the business where the real gap sits.
Teach the one number everything hangs off
What a customer costs and what a customer is worth. Every other metric in the session is connected back to those two, so the team leaves able to argue for a budget rather than report on a dashboard.
Work in the live account, supervised
Real changes, in the real platform, with us in the room. Nothing is pushed without a second person reading it — which is also how our own team works, so the habit transfers along with the skill.
Read the search terms together
The single most useful screen in a paid search account and the one most teams never open. We sit down with the actual list, sort it into cut, question and back, and do it again the following week until it is routine.
Verify the tracking by firing it
Tags, triggers, conversions and call attribution, checked by hand and fired one at a time with the team watching. Once somebody has seen a conversion land, they stop trusting numbers they have not verified.
Put automation and AI in their place
Which repetitive tasks are worth automating, which tools are worth licensing, and where an AI assistant genuinely helps against where it produces confident nonsense. Written as a decision rule, not a tool list.
Rebuild the reporting the team has to present
We take the report they currently send upstairs and rewrite it together — one page, plain English, the decision at the top. Then they present it to us and we push back the way their board will.
Write the playbook down
Every framework, checklist and threshold agreed in the sessions goes into a document the business owns. That is what stops the knowledge leaving with the person who attended.
Follow up, and measure whether it stuck
A review at thirty and ninety days against the same baseline we started from. If something did not land we teach it again rather than pretending the session was the outcome.
How it is delivered, and how we know it worked.
- On-site
Workshops at your workplace
Hands-on sessions in your environment, with your logins open. We see how the team actually works, find the operational inefficiencies nobody mentions on a call, and leave recommendations tailored to the room.
- Virtual
Sessions on your cadence
Flexible virtual sessions to review performance data, advise on priorities, provide clarity in measurement and targeting, and support continuous improvement between the bigger workshops.
- Ongoing
Custom learning paths
A structured improvement journey with clear milestones, ongoing feedback and a defined end point. Built per team rather than per role, because the gap is never evenly distributed.
- Week 0
The skills baseline
Before the first session: a short read of what the team can already do and what the account needs. It sets the syllabus, and it is the thing we measure against at ninety days.
- Day 30
The first check-in
Live work reviewed together. What was applied, what was avoided, and what needs teaching a second way. This is where most training programmes quietly stop, and it is the session that makes the rest worth it.
- Day 90
The capability review
The same baseline, re-run. A written view of what the team can now hold independently and what still needs support — which is also the honest answer to whether the training was worth buying.
The day-ninety review is the part that makes this training rather than an event. It is included, it is written down, and it is allowed to say the programme did not land.
Two of the six stages are habits, and habits can be taught.
Compound is how our team works on any account — six stages every change passes through. These two transfer to your team along with the skills.
Countersign
Nothing reaches a live account with one name on it.
Proposed changes queue as files — pending, then approved, then pushed — and a person moves them between those states after the case has been made. We teach the habit as well as the skill, because a team that checks each other's work needs us far less.
Ledger
Every change we make becomes a record you can open.
Whoever makes the change writes down exactly what was sent to the platform and why. Teams that keep this record can answer “what changed in March” a year later — and can train their own next hire from it.
The trainers still run accounts.
Everybody who delivers a session is working on live client accounts the rest of the week. These are four of them, and every tile links to the full breakdown including the spend behind it.
- End-of-lease cleaning · Melbourne138jobs booked in 41 daysA$20.43 cost per job · 21.20% conversion rate · A$2,819.92 ad spendPink Flamingo
- Carpet cleaning · Perth53jobs in the first 15 daysA$24.92 cost per job · brand-new account, no conversion history at launchCleanetic
- Roof restoration · Melbourne68quote requests in 35 daysReady before the storm · insurance-literateCornerstone Roofing
- Trades · Sydney36jobs booked in 24 daysJob-type campaign split · first quotes by day 3Sydney Fence Painting
Before you book anything
Here is what everybody asks first.
Training, answered.
Cost, length, contracts, who owns the material, how many people fit in a room, and what happens when it does not stick.
The first call is free and there is no deck.
Book a meetingIt depends on the number of people, the number of modules and whether sessions run on-site or virtually. A single workshop is priced as a fixed piece of work; a full learning path with the thirty and ninety day reviews is quoted as a programme. Both are put in writing after the first call, with the scope in plain English. The first conversation is free.
A single module is a half-day workshop plus a follow-up. A full learning path across the four modules usually runs eight to twelve weeks, because the work between sessions is where the learning actually happens. We then review at thirty and ninety days against the baseline we took at the start, so there is a measurable answer rather than an impression.
No long-term lock-in. Workshops can be booked one at a time, and a learning path can be stopped between modules if it is not landing. What we do ask is that the team is given time to apply the work between sessions — training squeezed into a week with five other deadlines will not stick, and we would rather move the date than run it badly.
You do. The playbook, the checklists, the thresholds, the reporting template and every framework agreed in the sessions belong to the business, and can be used to train the next hire without us. That is the point: the value of the programme is what remains when we have gone.
The thirty and ninety day reviews exist to find that out, and if something did not land we teach it a second way rather than treating the session as the outcome. If the honest answer is that the constraint is capacity or ownership rather than skill, we say so — no amount of training fixes a role nobody has time to do.
A written baseline at the start, session notes with the agreed actions and owners, and a capability review at day ninety against the same baseline. That final document is what a manager takes to their own leadership to show what the programme bought. It is issued as matched Word and PDF, same numbers, same date.
Your real accounts, with the appropriate access and always with a second pair of eyes on anything being changed. Demo data teaches the interface; live work teaches judgement. Where a change is genuinely risky we stage it paused, read it together, and switch it on only once the team can explain why.
Yes. Product feeds, Shopping campaigns, store analytics, lifecycle email and the difference between an order and a profitable order are all covered where they are relevant to the team. The modules are the same; the examples and the metrics change to match how the business actually makes money.
Yes, and it is one of the most useful versions of this work. A client team that understands account structure, negatives, tracking and cost per customer becomes a far better client — briefs improve, reviews get sharper, and the agency relationship becomes measurable. We tell the incumbent agency what we are doing, in the first meeting.
Workshops work best between four and twelve people, because everyone needs to be in the account rather than watching somebody else be in it. Larger groups are possible for the fundamentals module, but the hands-on sessions get split into cohorts. We would rather run three good rooms than one large one.
Yes. We are based in Melbourne and deliver across Australia, the United Kingdom, Saudi Arabia, the United Arab Emirates and New Zealand. Virtual sessions are the default; on-site workshops are arranged where seeing the team's actual environment earns the travel. Time zones are agreed in the first conversation, not assumed.
No, and we would be cautious of anybody selling one. Platform certifications test recall of an interface that changes every quarter. What we deliver is capability measured against your own baseline — what the team could do in week zero, and what they can hold independently at day ninety. That is the thing a business can actually use.
Education is one of three ways we work alongside your team.
Most engagements use two of these together — a review to find the gap, then training to close it with the people who will have to hold it.
- Marketing and growth advisoryWhen the gap is the strategy rather than the skill — channels, budget allocation and the reporting that holds them to account.
- Innovation and strategy mentorshipThe layer above execution — business model, market position and the frameworks leadership uses to decide.
- SoudCoh CompoundThe six stages every change passes through. Two of them are habits we teach directly.
- The measurement your team has to ownThe module teams ask for most, and the one that changes the other three. How a phone call becomes a conversion.
- The platform your team has to runThe six campaign types your team will be working in, compared side by side.
- All five divisionsMarketing, Technology, Public Sector, Research and Creative — where the trainers do their day job.
Upskill the team
Tell us who is in the team and what they are stuck on. We will come back with a module order, a delivery format and a written baseline to measure it against.
No pitch deck. No upsell. A real conversation and an honest skills read.