Methodology
How Altrian works
An Altrian Global Sports engagement runs through four phases: diagnosis, design, execution and handover. The first can end in a no, and fairly often does. The last exists because the objective is for the client to be able to continue without Altrian.
This page describes the method, not the result. What is promised is the process and how it is reported; what is not promised is an outcome that depends on third parties.
The four phases
The four phases
Diagnosis
Understanding the problem before proposing anything. Existing internal data is reviewed, the people running each area are interviewed, and the findings are tested against how the market actually works. It ends with a written reading of the situation and a recommendation, which may be not to proceed.
→ Indicative duration: 2 to 4 weeksDesign
Turning the diagnosis into a plan with owners, dates and indicators. This is where what will be measured, and how, is fixed — before starting, so that comparison is possible afterwards. A plan with no baseline proves nothing later.
→ Indicative duration: 2 to 3 weeksExecution
Doing the work. Depending on the engagement, that means opening and managing channel accounts, leading a platform implementation, negotiating a sponsorship agreement, or holding an executive position on a temporary basis. Altrian Global Sports takes direct responsibility for what has been committed, with agreed regular reporting.
→ Indicative duration: engagement-dependentHandover
Leaving the work in the client's hands: documented processes, relationships introduced, contacts transferred. An engagement that only works while Altrian is inside has not ended well. Handover is planned from the design phase, not when the end approaches.
→ Indicative duration: 4 to 6 weeksWhat does each side contribute?
An engagement works when both sides know what is expected of them. This is what Altrian Global Sports brings and what it needs from the client.
What Altrian brings
Knowledge of the Spanish market, direct relationships with channel buyers and sports properties, execution capacity, and a named lead throughout the engagement.
What it needs from the client
Access to the real data, a counterpart with decision-making authority, and availability for follow-up meetings. Without access to the data, the diagnosis becomes an opinion.
What is agreed in writing
Scope, timelines, indicators, reporting format and commercial terms, before any work begins.
How is progress reported?
On a rhythm set at the start, with the same indicators throughout. Changing the indicator halfway is the most common way to make a project look like it is going well.
Operational follow-up
A regular status covering what is done, what is pending and what is blocked, addressed to the day-to-day counterpart.
Executive reporting
A report against the indicators agreed in the design phase, always compared to the same baseline.
Early warning
If something is not going to be met, it is communicated when it becomes known and not in the next report. A deadline about to slip is worth more flagged four weeks ahead than explained afterwards.
What Altrian does not do
Saying so upfront saves both sides time.
No guarantees on outcomes that depend on third parties
An order is signed by a buyer and a sponsorship by a brand. What is committed is the process, the effort and the access; not a third party's decision.
No legal or tax advice
Altrian Global Sports identifies when a decision has legal or tax implications and recommends checking it with specialist advisers. It does not replace them.
No simultaneous work with competing brands
Not within the same category and the same market. The scope of exclusivity is defined in the contract.
No publishing of client information
The relationship is named where it is already public or where the client has authorised it in writing. Nothing further.
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