Hasty · Marketing agency for scaleups
Marketing agency for scaleups — person-led marketing function for Swedish B2B scaleups.
A marketing agency for a Swedish scaleup is not the same agency that serves a one-person consultancy or a Nordic enterprise. Hasty runs a person-led marketing function purpose-built for B2B scaleups between Series A and Series B — 15–150 staff, ARR 20–250 MSEK, 30 %+ annual growth — addressing the whole decision group (CEO, CMO, head of sales, occasionally the board) and reporting in pipeline meetings per month, not in deliverable counts.
- Person-led — one named person inside the customer's leadership rhythm
- ICP-fit — Swedish B2B scaleups between Series A and Series B, not enterprise, not seed
- Reported in pipeline meetings per month — not in deliverables shipped
Definition
What a scaleup-stage marketing agency actually is.
A scaleup marketing agency operates the marketing function during the awkward stage where the founder can no longer own marketing personally but hiring a CMO plus a full team is twelve months too early. It is not a project-based creative agency, not a fractional-CMO advisor, and not a performance-media buyer. It owns the calendar, the queue and the monthly review with the leadership group, and it ships strategy, content, paid, social, web and AEO as one workflow — because at scaleup pace there is no time to coordinate five vendors.
ICP
Who Hasty actually fits — and who we decline.
Fit: 15–150 employees, ARR 20–250 MSEK, growth rate 30 %+ year-over-year, between Series A and Series B (or bootstrapped equivalent), B2B with a defined ICP and a sales motion that includes humans. Decline: pre-revenue idea-stage startups (the work is positioning, not marketing operations), consumer brands needing creative direction at scale, and global enterprises needing in-region execution across many markets at once. Misfit engagements waste both sides; honesty up front saves a quarter.
Decision group
Addressing the whole room — not just the marketing chair.
At scaleup stage, marketing is bought by a group: CEO (owns positioning and revenue), CMO or marketing lead (owns the calendar and the team), head of sales (owns the pipeline target the marketing has to feed) and occasionally the board (owns the growth thesis). Hasty's person is in the monthly review with all four. The reporting answers questions for each chair: positioning consistency for the CEO, calendar adherence for the CMO, pipeline meetings booked for the head of sales, growth-vs-thesis for the board.
Stage
Between Series A and Series B — and the handover after.
Hasty enters when the founder needs the marketing function out of their personal calendar (typically post-Series A, 15+ staff) and exits or scales down when the customer hires a full CMO and a permanent team (typically around Series B or 60–80 staff). The model is explicit about the exit: Hasty hands over the playbook, the brand system, the calendar and the live campaigns to the incoming CMO in a documented transition, not as a renewal fight.
Measurement
Pipeline meetings per month — not deliverables shipped.
The primary metric is pipeline meetings booked per month with ICP-fit accounts, reviewed in the monthly leadership meeting. Secondary lines: SQL-to-meeting conversion, AI-search citation rate inside the category, share of voice on the company's top ten priority keywords, and content-asset reuse rate (because a scaleup can't afford one-use content). Deliverable counts are tracked internally for capacity planning — they are not the report.
Next
Book a 30-minute fit conversation.
The fit conversation is structured: stage, ICP, current pipeline target, current marketing team, and the next two quarters of growth thesis. The output is an honest yes/no on fit and, if yes, a one-page proposed operating model for the first 90 days. It is not a demo and not a sales pitch.
Frequently asked
Marketing agency for scaleups — FAQ.
What is a scaleup-stage marketing agency?+
A partner that operates the marketing function during the stage where the founder can no longer own marketing personally but a full CMO plus a team isn't justified yet — typically between Series A and Series B for B2B scaleups.
Who is the ideal customer?+
Swedish B2B with 15–150 employees, ARR 20–250 MSEK, 30 %+ year-over-year growth, a defined ICP and a sales motion that includes humans. Pre-revenue startups, consumer brands at scale and global enterprises across many markets are out of fit and are declined up front.
Who in the customer organisation is the buyer?+
A group, not a single chair: CEO (positioning), CMO or marketing lead (calendar and team), head of sales (pipeline target) and sometimes the board (growth thesis). Hasty's person is in the monthly review with all of them.
When do you enter, and when do you hand over?+
Entry is typically post-Series A (15+ staff, founder needs marketing out of their calendar). Exit or scale-down is typically around Series B or 60–80 staff when the customer hires a full CMO. Hasty hands over the playbook, brand system, calendar and live campaigns in a documented transition — not as a renewal fight.
How is the work measured?+
Primary: pipeline meetings booked per month with ICP-fit accounts. Secondary: SQL-to-meeting conversion, AI-search citation rate in the category, share of voice on the top ten priority keywords, content reuse rate. Deliverable counts are internal capacity-planning data, not the customer report.
Do you guarantee growth or a multiple on the spend?+
No — anyone guaranteeing a growth multiple on a marketing engagement at scaleup stage is mis-selling. Marketing earns pipeline meetings; sales closes them; product and positioning decide what closes. Hasty commits to the operating rhythm and the pipeline-meetings line, and to honest reporting when something isn't working — not to a number that depends on three other functions.