I'm Jordan, Founder of co&co.

I love Guinness.
I love marketing.
I love making sh*t happen.

I am the least fluffy marketing person you will ever meet, so you can keep your blue sky thinking, co&co was born in Manchester where great things happen in the rain. 

You will find me on here chattin' about:

- Strategy & marketing campaigns 
- Personal branding & traditional branding 
- The importance of offline community building
- How to build & use a personal profile on LinkedIn 
- How wellness & fitness has helped me get here today

... and some other stuff. 

As a team, we are ROI obsessed, with a no fluff, no bull approach to marketing that we have become famous for, specialising in 3 main areas:

- Strategy: How you gonna' make  the till ring?
- Branding: How are you gonna' stand out?
- Activations: How are you gonna' build connections?

Our approach: If you aren't measuring, you aren't marketing. You're gambling.

We work with business that don't have time, knowledge or resources to create and execute all, or part of their marketing strategy. We track everything back to an ROI, so if it don't make dollar, it don't make sense. From long-term support, to one-off projects, we've got you.

We build around your commercial objectives. No matter how big or small the project, we create a full plan explaining what we will do, how we will do it, and how we will report on, and measure success. You are never on your own, with a dedicated team member working alongside you every step of the way.

Fancy it?

Let's chat, it won't cost you a penny.... jordan@wearecoandco.com

Jordan Stachini

If I was starting out in my career in 2026, here’s 5 things I would do…

I have been very vocal on here about the obligation I think people like me, who have been in the game for a long time, have to the next generation. 

At co&co we are committed to empowering the next generation, which is why we bang the drum for apprentices pretty much all the time. 

So, if this is your year... grab a pen. You're gonna' want to remember these...
-
1️⃣ 
Work on being able to translate between departments. 
This is a hugely underrated skill and you’ll be more valuable than someone who just smashes their own area but can’t communicate outside of it.

2️⃣ 
Learn how to use excel. 
I’m baffled that they don’t teach this in schools anymore. I literally use it everyday… even if you work in the creative industries, you’re going to have to present info to people who don’t. Trust me.

3️⃣ 
Aim to put up to 10% of your pay away and don’t touch it. 
I’m not ignorant to the financial climate at the moment but the version of you in 10 years will thank you for forgoing that impulsive asos order or night out.

4️⃣ 
Network your arse off. 
People that I met over 10 years ago have become some of the best mentors, colleagues, clients and friends. You are always building your network, and the key to it? Don't go into every interaction thinking, 'what can you do for me'. It will become blatantly obvious over time where the alignment is. 

5️⃣ 
Learn the commercials of the business and the industry you're in.
Whatever role you end up doing, it won't exist in a vacuum. Your contribution will have a commercial output. Understand what it is, how it fits into the wider company and the industry you are in. Ignorance is not bliss - and understanding how the business actually works will help you do your job better and make you a more valuable and dynamic member of the team 

And a final bit of advice? 

Never stop asking questions. Ever. 

Anything anyone would add? 

P.S. We call this pic 'The boss production line' ... Kaysha Davies in the background there ready to come for my job 🤣

💥The ROI obsessed, Guinness loving, least fluffy marketer ever | Founder:co&co💥

Looking to hire a Social Media Manager in 2026? Mega. 
Wanna' save £6,000 a year and have 3 people working on your socials? 

Thought so... Let me explain...

The average salary for a Social Media Manager in Manchester right now is between £28,000 and £45,000

So let's split the difference and call it £36,5000 for a middle weight manager. 

Add in national insurance, benefits, pensions, subscriptions, equipment... and all the rest that goes with employing someone, and you're looking at a cost closer to £40,000 a year. 

Now what if you could have a team of people. 
No national insurance cost.
No subscription costs.
No equipment costs.
No pension costs.
No holiday requests.
No down time.

... And save minimum £6,000 a year? 

That's what you could get when you have co&co manage your social media accounts. 

- Team of 3 people 
- Full management 
- Full reporting 
- Great results 

So, if social media is a role you are looking to recruit for this year... then let this be food for thought. 

Drop me a message and let's chat 
📩 jordan@wearecoandco.com

I bang on about co&co being mega all the time...
But I own it, and I work in marketing... so don't take my word for it.
Instead, hear what a handful of our clients have to say about working with us.
-
Watch to the end for what Ged McPartlin really thinks about us 👀

Everyone ready for the… ‘10 things I learnt about direct sales from Brooklyn Beckham’ posts?

Last week I saw a post by Ben Francis on Instagram that said...
'Your story is your brand's unfair advantage' 
And as ever, he is bang on. 

Yes, my obsession with him and Gymshark has well and truly come into 2026 with me. 

When founders start out they make one of two mistakes
...and I was also guilty of one of them for a long time

1️⃣ They become a walking CV and go all in on selling their services and skills, but leave out any of the human connection and personality that actually builds rapport. 

Or...

2️⃣ They 'hide' behind a company name. Thinking that the illusion of a bigger business operation and a team is more trustworthy than a solo business owner.

... I made the second mistake for two years. 

The reality is, you aren't the only person who offers what you do. 
You aren't that special. 

But you are the only person that is you.
You are the only person with your values.
You are the only person with your approach.
You are the only person with your personality. 
That is what people connect with. 

So in the words of wise old Ben...
"Share the lessons. Share the setbacks. Share the why."

This is one of the biggest obstacles we hear from founders and business owners who come to us looking to create a personal brand. 

In 2026, people are seeking out connection more than anything else. 
Be there for them to connect with. 

Been thinking 2026 is your year for launching your unfair advantage? 

Then let's chat.
📩 jordan@wearecoandco.com

You've heard of UGC.
Now get ready for EGC.

AKA... Employee generated content. 

Remember a few years ago marketing people started bangin' on about UGC? Promising brands it would help them to...

- Give their faceless business a more human feel
- Create deeper connections with their audience
- Build trust and rapport on an individual level 

Well, it worked. Brands lapped it up. 

The age of the 'content creator' was born. 
Consumers started to trust, align with and buy from brands based on the 'objective' feedback of another human that they connected with. 

...And now businesses are getting onto it as well, empowering their teams to document their experience of working in the business. 

This 'unfiltered' take on life inside the business and brand is seen as way more trustworthy, authentic ... and truthful, than the carefully curated and perfectly presented content being put out by the business itself. 

- It's coming from real person 
- It's coming from people at all levels of seniority 
- It's unpolished, low-fi and fun 
- It's mega for recruitment 

And... it gives a better ROI than other activity where big budgets have been spent on production. 

It has a higher chance of going viral because it feels real and relatable. 

The brands winning in 2026 are the ones who embrace the humans.

Duolingo, Monzo Bank, Gymshark are already winning when it comes to this strategy... and they aren't exactly doing bad for themselves are they? 

If you're looking for help in empowering your teams to maximise their own platforms and content in 2026, give us a shout. 

📩  jordan@wearecoandco.com

We are heading for a full circle moment...
In a digital first world, people are actively seeking out authenticity, human interaction and real life connection.

📱 2025 saw a 16% decline in the UK users of dating apps.
And before anyone says 'well they must be working then', they aren't. There are more single person households in the UK than ever. 

🎓 University students are refusing to 'peer review' essays that may have been written by ChatGPT. Instead asking for hand-written essays instead to ensure a human is behind it.

For brands, this shift is going to be really important to recognise and adapt to. 

The focus on building 'online communities' that are far reaching and allow everyone to be part of it, will still have a place...

But your customers are going to come looking for you offline too. 

They are going to want to meet you.
They are going to want to meet their community.
They are going to want an experience outside of a device.

And the kicker? 
You're online content will be all the better for having an offline presence. 

In the last year, we have been working with a brand in the property sector that has taken an experience first approach to their offering. 

This has involved over 20 offline activations, with 136 more planned for 2026. 

Every offline interaction has been documented and shared online... the result? 

- The highest engagement on posts about the offline activations
- Increase in followers and interactions from the online community 
- More attendees and sold out events each and every time 

Offline and online are not separate worlds.
They rely heavily on each other.

But in 2026, and going forward, you are going to need to invest in both.

Want to engage with more of your customers offline in 2026? Give us a shout.
📩 jordan@wearecoandco.com

Kaysha Davies got me the hot seat to kick the year off, and give everyone an insight into the world of co&co. 

Grab a brew, give it a watch.

And if you like what you see, why not drop me an email? 

📩 jordan@wearecoandco.com

2025 was a mega year for co&co ...and 2026 is looking class too. 
Here is just a flavour of what we got up to last year 🖤 
-
Like what you see? 
Let's chat jordan@wearecoandco.com

As a Fractional Chief Revenue Officer (CRO) and Interim Sales Director, I specialise in helping businesses drive sustainable growth. With over 15 years of experience in sales and real leadership, I’ve had the privilege of leading global teams across the UK, Europe, Africa, and the Middle East, helping businesses scale and thrive. Most recently, I spearheaded the growth of a UK-based investment agency, transforming it into one of the UK’s fastest-growing companies.
In 2024, I founded Kasvu to creatively and collaboratively solve business challenges for ambitious SMEs, focusing on efficient operations, enhanced sales, and sustainable growth strategies.

Outside of work, I'm a family man, a Dad of three, a sports lover—especially tennis and padel—and a proud Scotsman living in Manchester/Cheshire for the past decade. Fun fact: I have an irrational fear of baked beans! 😂

What I Do
 I help businesses grow by providing:
Fractional Leadership: Acting as a part-time CRO or Interim Sales Director to guide strategy and execution.
Revenue Optimisation: Enhancing sales performance, streamlining operations, and opening new growth opportunities.
Leadership Advisory: Supporting founders and CEOs with practical, results-oriented solutions.

Who I Work With
I specialise in working with:
CEOs, Founders and Managing Directors of SMEs
Businesses looking to improve their sales and revenue performance and team dynamics
Organisations seeking hands-on support to execute strategies effectively

Why It Works
Businesses today need agile, experienced leadership to tackle growth challenges without the cost of a full-time hire. As a Fractional CRO and Interim Sales Director, I provide a unique blend of strategic insight and hands-on execution. I focus on delivering practical, actionable solutions that create measurable results and long-term impact.

What Makes Me Different
Holistic Approach: I balance big-picture strategy with actionable implementation.
Proven Expertise: From growing a UK-based investment agency into one of the UK’s fastest-growing companies to leading global sales teams, I bring deep experience and insight.
Collaborative Mindset: I work closely with clients to tailor solutions that align with their vision.
Sustainability Focus: My goal is to create lasting change by embedding positive cultures and efficient processes.Revenue Channel Management: I develop and optimize sales channels, introducing new partners to boost growth.

Ready to Talk?
Let’s connect and discuss how I can help your business grow. Reach out here on Linkedin or email at hello@kasvu-advisory.co.uk

Sam Philip

Public service announcement.

Treadmill etiquette should follow the exact same rules as urinals.

If there are 7 treadmills and 5 are free
do not choose the one next to me.

We’re not animals. 

Tell me I’m wrong!

🌱

Fractional CRO / Commercial Advisory | I provide structure & leadership support for ambitious SMEs | Dad • Husband • Part-time padel player

No alternative text description for this image

I’ve made a lot of new connections recently, so it felt like a good time to re introduce myself.

I’m Sam.

Dad of three first and foremost.

Founder of Kasvu Advisory.

I’m nearly two years into the self employed journey now, building Kasvu alongside family life, school runs and everything that comes with it.

So what does Kasvu actually do?

We support founders and MDs as businesses scale and decision weight increases.

Sometimes they don’t need more ideas.

They need:
- Challenge without judgement
- A place to interrogate their own thinking
- A calm outside view when everything feels urgent internally

Kasvu works with businesses across the commercial and leadership side.

Sometimes doing it with you, sometimes doing it for you.

Either way, the goal is the same.

Clearer decisions, stronger leadership and a commercial engine you can rely on.

If you’re a founder or MD and you’re at that stage where growth is good… but it feels a bit more mental than it should…

You’ll probably relate to what I post on here.

🌱

Headed up to Edinburgh for a few days of meetings! 

Always nice to get back home and catch up with people. 

Up today, back Thursday.

A bit of space in the diary if anyone is around and fancy catching up.

Give me a shout and we can grab a coffee!

🌱 🏴󠁧󠁢󠁳󠁣󠁴󠁿

Hiring more people doesn’t always ease the pressure.

There’s a stage where hiring feels like the obvious answer.

More hands, more cover.

But pressure doesn’t come from a lack of people.

It comes from where decisions still sit.

If every judgement call, escalation or grey area still ends up with the same person, adding headcount doesn’t reduce load.

It increases it.

More people means:
- More context to hold
- More decisions to align
- More chances for things to slow down

This is where fractional support actually makes sense.

Not as an extra pair of hands, but as senior judgement brought in deliberately.

A defined role with a clear scope and outcome.

Someone whose job is to:
- Take decision weight out of the system
- Help decisions land in the right place
- Steady things while the structure catches up

When that’s missing, hiring adds complexity before it adds clarity.

When it’s in place, growth starts to get momentum again. 

This is often the moment leaders choose fractional support over another permanent hire and get us involved. 

🌱

A lot of performance issues get labelled as “communication problems”.

Most of the time, they’re not.

They’re a sign the basics aren’t set.

I see it with teams and departments working hard, but not really talking to each other.

Sales doing one thing.

Ops doing another.

Marketing somewhere in the middle. (Colouring in 👀) 

Not because people don’t care.

Because no one’s been clear enough on, who owns what and how decisions are supposed to be made.

When those basics are clear, communication is easy.

People know who to go to.

Conversations are shorter and fewer things get lost in the middle.

When they’re not, sh*t piles up, meetings about meetings increase, and progress slows down anyway.

How teams talk to each other is usually the clearest sign of whether the basics are actually in place.

🌱

Phil Woodbridge and I comms is on point at the moment and this is what Catalyst 12 is about!!!

One of the first things I get asked when I start with a client.

“Could you help our sales manager?”

Usually it’s the same thing, best salesperson gets promoted. 

Zero support and just expected to know how to manage.

They’re struggling a bit and obviously don’t want to show anyone that.

Not because they’re bad at their job but because no one showed them how to do it.

Ive spent years building the same system for these managers in client after client.

- Weekly structure that stops the firefighting 

- Coaching conversations that actually develop people.

- Performance management that doesn’t feel awkward.

Eventually I thought, why keep rebuilding this every time?

So I packaged it up.

Sales Manager in a Box is what I’d give myself if I was stepping into management tomorrow.

Just the structure you need to go from drowning to leading properly.

It’s for

- First time managers who need support.

- Founders running sales teams who want their time back.

- HR directors looking to properly support the people they’ve just promoted.

🌱

P.s if this sounds like it’s something for you I’d love to jump on a call.

Most problems in businesses don’t announce themselves.

They arrive quietly and hang around long enough to cause issues.

Decisions take a bit longer than they should.

People start double checking things that used to be obvious.

Meetings happen, but fewer things actually move on.

There’s no single moment where you can say, “that’s when it went wrong.”

It just starts taking more effort to get the same results.

And that happens more than people realise.

Leaders end up frustrated because they’re:

- Answering questions they shouldn’t need to
- Re-explaining priorities (how many times…)
- Stepping into things that used to run on their own

It’s not always because the team isn’t capable.

More often, the basics aren’t clear anymore or ( most common) they’ve been forgotten over time.

When direction, ownership and expectations aren’t properly set, the business leans back on individuals to compensate.

That works for a while, until it doesn’t.

A lot of the work we get pulled into starts here. 

Resetting the foundations so the business stops relying on constant intervention.

The people and culture part follows.

🌱

Happy Monday ( wife and kids DESPISE this tasche) but we are going with it!

There’s a point where everything still seems to come back to one person

That’s the point where growth stops feeling as exciting.

Not because things are going wrong, but because everything still seems to come back to one person.

Every decision.

Every big call.

The standard…. “Can I just run this past you”.

This isn’t because the team isn’t capable or even the that the founder wants control.

It just builds up over time as the business grows and decisions start to matter more.

People 100% hesitate and then progress takes more effort than it should.

Founders and MDs don’t notice it straight away, they just get more involved than they used to be.

This is a pattern we see a lot in growing businesses.

Remember, conduct that orchestra, don’t play every instrument. 

This is usually the point where outside support starts to help.

Not to take over, actually to help decisions land in the right places, so everything doesn’t keep coming back to the top.

Nail this and things will start moving way more fluid again. 

🌱

Early morning wake up with the wee man. (tiger comes to tea at 5:30am ✔️)

New managers rarely struggle because they’re doing a bad job.

Most of the time, they’re working incredibly hard.

The problem is they were never properly shown:

- What “good” looks like in the role
- Where their focus should actually sit
- How to manage without jumping back into the work

So when things feel uncomfortable, they default to what made them successful before.

They sell, likely step in and rescue or worse end up doing the deal. 

( You’ll lose your team quick by doing this )

Not because they want control.

Because it feels safer than managing people without a framework.

Over time, a few things start happening.

The manager gets too much in the weeds.

The team waits for answers.

Performance depends on one person again.

That’s not a motivation issue and it’s not a capability problem.

It’s a structure / skills gap.

This is exactly the gap we built Sales Manager in a Box to solve!!!

And it usually shows up just as teams start to grow and expectations increase.

🌱

This is how I describe being a fractional or advisor.

I give founders and MDs a spade.

Not answers straight away.

Not a list of recommendations.

A spade to properly interrogate their own thinking.

Most leaders already have great instincts, hence why they are where they are.

What they don’t always have is the space to:

- Slow decisions down
- Say things out loud
- Challenge assumptions before acting
- See things as they’re in the weeds

That’s where experience matters.

Not to tell someone what to do.

But to ask the right questions at the right time.

To pressure test that thinking.

Help spot risk early.

Reduce avoidable mistakes on the way through growth.

Once that thinking is clear, decisions feel easier.

Approaches become more obvious and the 
execution improves.

That, for me, is the real value of fractional support.

🌱

P.S. I’m Sam, founder of Kasvu Advisory. I work alongside founders and MDs, supporting them on a fractional or interim basis to bring clarity, take some of the decision load off, and put structure in place that actually works.

When I first moved into sales management, I didn’t need motivating.

I needed something to lean on and help guide me when I didn’t know wtf to do. 

All the new stuff you get with it is great:

- A new title
- A bigger salary
- Overides on your teams deals
- And a lot of “you’ll be fine”

Fast forward 10 years since my first SM role, and I keep seeing the same thing with clients:

- Good salespeople promoted with no structure ( Usually top performers )
- Managers busy but unsure what matters
- Founders pulled back in because nothing runs without them

So I’ve been quietly building something in the background.

It’s not finished yet and not ready to be announced. 

( lovely feedback stage with close group of people I value their non filtered opinion ) 🫣

It’s just shaped by what I wish I’d had and what managers keep asking for.

Something simple:

- Clear expectations
- A weekly rhythm of basics
- Less winging it ( because there’s not a need to when the supports there ) 
- Less firefighting
- Proper support in how to do the job 

The aim is to create brilliant managers.

They just need the calm, clarity and structure to get there.

Get that structure right first and then everything else follows.

🌱

Clarity doesn’t come from adding more people

As businesses grow, it’s easy to assume clarity comes from hiring.

Another role.

Another senior person.

Another set of hands.

In reality, clarity usually comes from experience.

Someone who’s been at this stage before.

Who knows where decisions tend to get stuck or worse, never made.

Who can say, “this matters” and “this doesn’t” without internal politics playing their part.

When clarity is there:
- Teams move without waiting
- Conversations are shorter
- Fewer things get escalated

The issue usually isn’t a lack of people.

It’s a lack of certainty.

That’s often where an outside perspective starts to make a real difference.

🌱

taplio

The Battle

Jordan Stachini

Sam Philip

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The Battle

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