A virtual marketing agency gives you the skills of a marketing agency without the agency overheads. Instead of a team in one office on a monthly retainer, you work with experienced marketing specialists who work remotely, and you pay for the work you need, when you need it.

I founded Get Ahead in 2010, at my kitchen table in Surrey, after a career buying for retailers including Sainsbury’s and Superdrug. In 2016 we launched what we called our virtual marketing agency. It was a small pivot at the time, but an important one: the “VA” in our name stopped meaning only virtual assistant and started to mean virtual agency.

When we started, we described ourselves as virtual assistants, and that quickly felt limiting. Our team was offering far more than the label suggested, and clients were asking for more, especially marketing. We had specialists, not generalists, and “virtual assistant” was often heard as someone for the more basic, less technical jobs. Freelance VAs were also starting to appear everywhere, and I wanted us to stand out as an alternative. “Agency” described what we did much better. And, I’ll admit, it sounded a little more bougie.

Ten years on, the idea has grown up, and so have we. In this post I’ll explain what a virtual marketing agency is, how it compares with the alternatives, and how to tell whether it suits your business.

What is a virtual marketing agency?

A virtual marketing agency is a team of marketing specialists who work remotely and flexibly for their clients, usually without the fixed retainers and account management fees of a traditional agency. You get access to a range of skills, from strategy and content to social media, design, email, PR, websites and SEO, and use as much or as little as you need.

“Virtual” describes how the work is delivered, not its quality. The specialists are typically experienced people who have worked in-house or in agencies and now choose to work independently. Many run small businesses of their own, so they understand the pressures their clients face.

How is a virtual marketing agency different from a traditional agency or a freelancer?

Most growing businesses weigh up three options. Here is how they compare.

 Traditional agencyFreelancerVirtual marketing agency
How you payMonthly retainer, often with account management feesBy the hour or projectBy the hour or project, with no retainer
Range of skillsBroad, in one teamOne person’s skillsBroad, drawn from a network of specialists
Cover when someone is awayYesUsually notYes
Who manages the workAn account managerYou doA named contact (at Get Ahead, your Regional Director)
CommitmentOften a minimum termFlexibleFlexible
What your fee also pays forOffices, staff and agency marginVery littleVery little

“In fintech, things move quickly, and our marketing team couldn’t always cover everything, whether that was having the time or the specialist skills we needed. Being able to bring in flexible expertise as and when we needed it was really valuable. For a growing business, a virtual model gives you access to the right people at the right moment, with the flexibility to adapt as priorities change,” says Lisa Middleton, our Regional Director for Wessex, who spent 20 years in B2B marketing.

A virtual agency sits between the two. You get the breadth and cover of an agency with the flexibility and lower overheads of a freelancer. The trade-off is that there is no team under one roof, and large-scale media buying is still usually a job for a specialist agency.

What can a virtual marketing agency do for your business?

The range is wide. A good virtual marketing agency can usually help with:

The bigger advantage is joining these up. A campaign usually needs several skills at once: a plan, the words, the design, the landing page and the follow-up. A virtual agency can bring those together, so you are not briefing three separate suppliers and stitching the results together yourself.

“With a specialist food brand, we were able to draw on expertise from the Get Ahead network as the business needed it, bringing in additional specialists in PR, market research and design at the right stages. Having that support available took the pressure off the business owner, giving them more time to focus on running the business,” says Lisa.

How has the virtual agency model changed in ten years?

When we launched our virtual marketing agency in 2016, the team was seven people: three marketing specialists with backgrounds at companies like Ford and Microsoft, two social media experts, a blogger and a designer. Ten years on, Kate, Caroline and Angela are still with us. Of the other four, three moved into employed roles with clients they met while working with us, and one changed career completely. All of them left on good terms, and that is part of the model too: what’s right for you changes through life, and flexible work should make room for that. We work with people at different stages of their careers, many of them women returning after having children, and the flexibility gives them room to grow in confidence.

Back then, the objection I heard most was “oh, you’re just admin.” People assumed a virtual assistant meant inbox and diary management, when we were supporting clients far more broadly. I still hear it occasionally, “you’re the VA business”, and our clients’ work is the best answer. Today, three things look very different.

Breadth. Get Ahead now has more than 90 specialists, whom we call Virtual Experts. Marketing and creative sit alongside business administration, finance, HR, website development and lifestyle management. That matters because marketing rarely stands alone: a product launch needs copy and design, but also the admin, the website changes and sometimes the HR to support it.

Depth. Each area is covered by specialists rather than generalists. A social media manager, a copywriter, an SEO specialist and a partner marketing expert are different people with different skills, and you get the one the job needs.

Regional Directors. In 2017 I took Get Ahead into franchising and introduced Regional Directors. I was resistant at first. But an independent review of the business showed that we had grown mostly in the south, because that was where I was networking and being seen, and face-to-face matters. The way to grow was to have someone local in each region. I didn’t want to employ people, because our model has always been pay for what you use, and a franchise fitted that. The business had never been built around my name, which made the move easier. And I had proved the model could work within school hours, so it could give other women the same opportunity it had given me.

Today our Regional Directors are local business owners covering eight regions, from Yorkshire to Dorset, while I look after the rest of the country. The one I’m proudest of is Leeds. It is the furthest from us, and I’ve only been up a handful of times, but Fiona took what we gave her, made it her own and built a sustainable business without me being there. Your Regional Director is the person you speak to. They take the time to understand your business, hand-pick the right specialists and stay accountable for how it goes. It is a managed introduction, not a marketplace where you browse profiles and hope for the best.

Remote working has also gone from unusual to normal. When the pandemic hit, I was asked onto local radio to talk about how businesses could work remotely, because we had already been doing it for years. Clients no longer ask whether virtual support can work. They ask who is doing the work and whether it is in safe hands. Our Virtual Experts are UK-trained, work under UK contracts and data protection law, and typically use a Get Ahead email address, so your customers see a consistent face.

When is a virtual marketing agency the right choice?

It tends to fit when:

  • You need more than one marketing skill, but not a full-time team
  • Your workload goes up and down, with launches, seasonal peaks or events
  • You have lost your marketing lead, or never had one, and want expert help while you decide what you need
  • You want to test a channel or campaign before committing a bigger budget

It is less suited when you need someone physically in your office every day, or when you are planning national advertising with a large media budget. In that case a specialist media agency is the better route, and a virtual team can still support everything around it.

How much does a virtual marketing agency cost?

You pay for the hours or projects you use rather than a monthly retainer, so the cost follows the work. At Get Ahead there are no minimum hours and no long-term tie-ins. Your Regional Director will scope the work with you and agree the cost before anything starts.

If you are weighing this against hiring, compare it with the full cost of an employee, not just the salary: employer National Insurance, pension, holiday, recruitment, equipment and the time it takes to manage someone. For many growing businesses, flexible expert support costs less than a single marketing hire and covers far more skills.

How do you choose a virtual marketing agency?

Ask these questions before you commit:

  • Who will actually do the work, and what experience do they have?
  • Where are they based, and where will my data be held?
  • What happens if they are ill or on holiday?
  • Who do I speak to if something isn’t working?
  • Can the support grow beyond marketing if I need it to?
  • Can I speak to a current client?

Good answers to all six are a strong sign that you are dealing with an agency, not just a list of freelancers.

Ten years on

In 2016 we needed a name for the idea, so we called it a virtual marketing agency. Today it is simply how many growing businesses get their marketing done: experienced people, joined up, paid for as you use them, with someone local who knows your business looking after it.

If you still think virtual means second best, I’d say we have proved otherwise. The support we give is as good as, and often better than, having someone sitting in your office. Technology makes it easy to communicate, and our specialists are skilled at getting under the skin of a business quickly without being in the building.

If that sounds like what you need, talk to your local Regional Director or call us on 0330 223 7580. You can also use our Contact form, here. Most clients are up and running within a few days of their first conversation.

Frequently asked questions

Is a virtual marketing agency cheaper than a traditional agency?

Usually, for a growing business. You are not paying a retainer, account management fees or office overheads, only for the work done. For very large campaigns, a traditional agency’s scale can still make sense.

Do I need to sign up to a retainer?

Not with Get Ahead: there are no minimum hours and no long-term tie-ins. Terms vary between virtual agencies, so it is worth asking.

Can a virtual marketing agency work alongside my own team?

Yes. Many clients use specialists to add a skill their team doesn’t have, such as design or SEO, or to cover a busy period.

Who manages the work?

At Get Ahead, your Regional Director makes the introduction, agrees how you will work together and stays your point of contact if anything needs to change.

How quickly can we get started?

Most clients are up and running within a few days of their first conversation with their Regional Director.

Where are your marketing specialists based?

Get Ahead’s Virtual Experts are UK-trained and work under UK contracts and UK data protection law, typically using a Get Ahead email address.



Great on paper. Risky in reality.

Partner marketing rebates can look like guaranteed income. In practice, they are one of the easiest revenue streams for businesses to lose.

For IT resellers, payments providers, wholesalers and other partnership-led businesses, rebate income is almost always conditional. Campaigns must be delivered to agreed specifications, within fixed timeframes, and supported by clear evidence. If any part of that process breaks down, rebate income can be delayed or lost entirely.

What is a partner marketing rebate?

A partner marketing rebate (often funded through Marketing Development Funds (MDF)) is a financial incentive offered by vendors to partners, resellers or distributors.

In return for delivering agreed marketing activity, such as digital campaigns, content, or events, the partner can claim back part or all of the campaign cost.

Rebates are not automatic. They typically depend on:

  • Campaigns being delivered exactly as agreed
  • Activity running within defined dates
  • Evidence being submitted in the correct format
  • Reporting being completed on time

If these conditions are not met, the rebate may be reduced, delayed, or rejected.

Why partner marketing rebates are riskier than they appear

On paper, partner rebates look straightforward. In reality, they introduce several operational risks.

Common risk factors include:

  • Fixed deadlines tied to quarter or year-end
  • Detailed and sometimes inconsistent evidence requirements
  • Multiple stakeholders across marketing, sales and finance
  • Competing priorities within internal marketing teams

Partner campaigns are often treated as “additional” work rather than revenue-critical activity, increasing the likelihood that delivery or evidence will slip.

What typically goes wrong with partner marketing rebates

In practice, partner marketing rebates are most often lost or delayed for the same reasons:

  • Campaigns are launched too late to meet deadlines
  • Evidence is gathered retrospectively rather than during delivery
  • Screenshots, links and reports are stored inconsistently
  • Ownership of rebate claims is unclear
  • Marketing teams are under pressure at peak periods

When even one requirement is missed, the entire rebate claim can be invalidated, even if the campaign itself ran.

The hidden cost of missed partner marketing obligations

The impact of a missed rebate is not just administrative.

Lost or delayed rebate income can result in:

  • Reduced profitability from partner relationships
  • Lower return on marketing investment
  • Tension between marketing, finance and commercial teams
  • Increased stress and last-minute pressure at quarter-end

Because rebate income is often high-margin revenue, losing it has a disproportionate impact on the bottom line.

How businesses can reduce partner marketing rebate risk

Businesses that consistently secure partner rebates take a more disciplined approach to partner marketing.

Effective approaches include:

  1. Treating partner marketing as revenue-critical, not optional
  2. Planning evidence requirements before campaigns launch
  3. Capturing proof as activity happens, not retrospectively
  4. Assigning clear ownership for delivery and reporting
  5. Adding flexible capacity at quarter- and year-end pressure points

Many organisations also bring in specialist partner marketing support to ensure campaigns are delivered correctly and evidence is captured in real time.

Proof in practice: reducing quarter-end pressure and scaling delivery

Lisa, Regional Director at Get Ahead, works closely with businesses running multiple partner and MDF campaigns. She sees quarter-end pressure as one of the biggest risk factors for missed or delayed rebate income.

“We streamline partner digital marketing activity to remove quarter-end pressure from the in-house marketing team.”

Why this matters:
When pressure builds at quarter-end, delivery quality and evidence capture are often the first things to suffer. Removing that pressure significantly reduces the risk of campaigns slipping or rebate claims being rejected.

Client perspective: XMA

XMA is a large UK IT solutions and services provider managing a high volume of partner-led digital campaigns across multiple vendors.

“We work with Get Ahead in a flexible capacity and the value that flexibility brings has been invaluable to our marketing team. Their support on partner-led digital campaigns has helped us scale activity quickly without adding internal overhead. They understand our brand, our vendors, and the pace we operate at and work seamlessly within our existing processes as an extension of our in-house team. From planning and execution through optimisation, their digital campaign support is consistently reliable, effective, and easy to work with.”

Flexible, on-demand partner marketing support allows teams to scale activity, meet partner requirements, and protect rebate income without increasing permanent headcount.

When partner marketing support makes sense

External support is most valuable when:

  • Internal teams are stretched or at capacity
  • Multiple partner campaigns run simultaneously
  • Deadlines cluster at quarter- or year-end
  • Rebate income is commercially significant

In these situations, the cost of additional support is often outweighed by the revenue it helps protect.

Partner marketing rebate FAQs

Are partner marketing rebates guaranteed?
No. Rebates are conditional on delivery, timing and evidence. Even small gaps can affect payment.

What happens if a campaign misses the deadline?
In many cases, missing a deadline can invalidate the entire rebate claim.

Who is responsible for evidencing partner campaigns?
Responsibility should be clearly defined, but in practice this is often where problems arise.

Can rebate income be delayed even if campaigns run?
Yes. Delays in submitting evidence or reporting can delay payments by weeks or months.

In summary

Partner marketing rebates can deliver valuable income, but only when campaigns are delivered properly and evidenced correctly.

Capacity gaps, unclear ownership and quarter-end pressure are the most common reasons rebate income is lost. Businesses that plan for these risks and allocate resources accordingly are far more likely to secure the revenue their partnerships promise.

If you’d like to firm up your rebates, you can read more here or contact us today to find out more. 

Partner marketing rebates often look like guaranteed income. In reality, they are one of the easiest revenue streams to lose. 

Marketing Development Funds (MDF) give partners access to funding for impactful marketing, reduced costs , rebates and increased sales opportunities but campaigns must be delivered to strict guidelines, within tight deadlines, and supported by clear evidence. Miss any part of the process and the rebate may be delayed or lost entirely. 

Why rebate income is at risk 

Internal marketing teams are under constant pressure. Marketing development fund campaigns are rarely the only priority and often compete with: 

  • Product launches 
  • Sales support 
  • Employer branding 
  • BAU digital activity 

As quarter- or year-end approaches, multiple partner deadlines converge. Campaigns get rushed, evidence is gathered retrospectively, and reporting becomes inconsistent. 

The result isn’t just marketing stress, it’s commercial risk. 

The hidden cost of missed obligations 

When partner campaigns slip, businesses can face: 

  • Lost or delayed rebate payments 
  • Reduced ROI on partnership relationships 
  • Strain between marketing, sales and finance teams 

What’s often overlooked is that rebate income is usually high-margin revenue. Losing it has a disproportionate impact on profit. 

A smarter way to protect rebates 

Many partnership-led businesses now use flexible specialist marketing support to step in at pressure points. This ensures: 

  • Campaigns are delivered to partner specifications 
  • Evidence is captured as activity happens 
  • Deadlines are met without burning out internal teams 

The cost of support is frequently outweighed by the rebate income it protects. 

If partner rebates matter to your bottom line, protecting delivery is not optional. It’s essential. 

As our Regional Director Lisa Middleton says, ” We streamline partner digital marketing activity to remove quarter-end pressure from the in-house marketing team.”

If you’d like to firm up your rebates, you can read more here or contact us today to find out more. 

Marketing development fund campaigns rarely fail because of poor intent. They fail because of capacity constraints. 

Most teams begin the quarter with a plan. Partner obligations are documented and deadlines are noted. But as the weeks pass, BAU activity takes over. 

Suddenly, quarter-end arrives and partner marketing becomes urgent. 

Why partner campaigns are uniquely vulnerable 

Partner marketing comes with challenges that standard campaigns don’t: 

  • Fixed deadlines 
  • Non-negotiable deliverables 
  • Multiple stakeholders 
  • Financial consequences 

Yet these campaigns are often treated as “extra work” rather than revenue-critical activity. 

The real business impact 

When campaigns are rushed or incomplete: 

  • Rebate claims can be rejected or delayed 
  • Partner relationships may suffer 
  • Internal teams experience avoidable stress 

This pattern repeats quarter after quarter because the underlying issue isn’t planning, it’s resourcing. 

Building elasticity into marketing teams 

Rather than relying solely on permanent headcount, many businesses now build flexibility into their marketing model. On-demand support allows teams to: 

  • Scale delivery at peak periods 
  • Maintain quality under pressure 
  • Protect revenue without increasing fixed costs 

If partner marketing consistently becomes a quarter-end problem, it’s a sign that capacity, not capability, is the issue. 

As our Regional Director Lisa Middleton succinctly puts it: ” Most marketing teams have plenty of ideas, they’re just short on time. We step in and run the critical partner digital marketing activity around busy periods such as quarter and year-end.”

If you’d like to firm up your funding, you can read more here or contact us today to find out more. 

Marketing budgets are under more scrutiny than ever. Every decision must be justified, and every campaign must show potential value. 

Yet many businesses still commit significant spend before they know whether a campaign, market or audience will deliver results. 

Why big bets are risky 

Launching into a new sector, geography or product without testing often leads to: 

  • Wasted budget 
  • Slow learning 
  • Internal scepticism when results disappoint 

When budgets are tight, mistakes are expensive. 

The power of controlled testing 

“Test before you invest” marketing focuses on learning first, scaling second. 

Small, controlled campaigns, often in the £500 to £1,500 range, are designed to answer critical questions: 

  • Is there genuine demand? 
  • Which messages resonate? 
  • Which audiences engage? 

These tests provide evidence, not guesswork. 

Better insight, better decisions 

Testing allows businesses to: 

  • Reduce wasted spend 
  • Build confidence before scaling 
  • Make informed investment decisions 
  • Focus resources where they will have the most impact 

In uncertain markets, certainty is a competitive advantage. 

As our Regional Director, Lisa Middleton says, “it’s much easier to back a marketing decision when you’ve already seen proof it works. Testing gives leaders campaign clarity before they commit serious budget.”

If you’d like to test us first, you can read more here or contact us today to find out more.