Write down the customer’s situation, the work requested and your part in the project. Include the constraints that shaped it, such as access, timing, budget or an existing system. Ask the customer what you may name, photograph and publish.
Describe what your team actually did. Choose photographs or screenshots that help explain the work and label them accurately. If several suppliers contributed, make your own role clear. A smaller, well-explained contribution is more credible than taking credit for the entire project.
Use results you can verify. If you do not have performance data, explain what was delivered and how it is used. Do not turn an estimate into a measured result or write a customer quote yourself. Finish with the type of work you can help another customer with.
At a glance
- Collect the facts while the project is fresh
- Use a simple problem, work and outcome structure
- Separate evidence from estimates
- Choose images that explain the work
- Get approval and give the reader a next step
Collect the facts while the project is fresh
Ask the delivery team what the customer needed, what was agreed and what changed during the job. Record dates, scope and responsibilities. Identify other suppliers involved so your contribution is described accurately.
Save approved photographs and notes in one folder. It is easier to explain a decision while the people involved remember it than to reconstruct the story months later from a few images.
Use a simple problem, work and outcome structure
Introduce the situation, explain the requested work and describe what your team delivered. Include constraints that affected the approach, such as access, compatibility, timing or approvals.
The outcome does not have to be a dramatic percentage. A site now allowing staff to edit service information is a concrete result if that was part of the brief. Explain how it is used instead of reaching for a claim you cannot measure.
Separate evidence from estimates
If you include numbers, record the source, period and definition. A change in revenue during a project does not automatically establish that your work caused it. Explain important influences rather than presenting a misleading comparison.
Label projections as projections and concepts as concepts. If you have no permission to disclose a result, discuss what can be stated accurately with the customer. Do not replace missing evidence with an invented statistic.
Choose images that explain the work
Use before-and-after views only when the comparison is meaningful and the conditions are explained. Caption screenshots or photographs so readers know what they show. Crop out confidential details.
A collection of attractive images can support the article, but it cannot explain your responsibility on its own. Pair the image with a decision, task or completed element. Get written approval for identifiable customer material before publication.
Get approval and give the reader a next step
Send the factual account and any quotations to the appropriate customer contact. Keep a record of approval and restrictions. Check internal names, links and image permissions before publishing.
Finish by identifying the type of similar work your business can discuss. Link to a relevant service, not a promise that another customer will achieve the same result. A case study should help someone assess fit rather than imply a guarantee.
Common questions
Can a new agency publish concept work?
Yes, if it is clearly labelled as a concept and does not imply a client commission or measured result.
Can we write the testimonial for the customer?
You can ask for feedback or suggest factual edits for approval, but do not invent or attribute praise that the customer has not agreed to.
