Your website needs a team. (But it doesn’t have to be your team.)
Enterprise teams don't always need a vendor, and they don't always need a well-defined project to do big work. Sometimes what they need is an extension of their own team—embedded specialists who know the business, keep the momentum going, and can go deep and pull the pieces together. Read about how we do that for our clients 👇
At some point, every growing company faces the same question: how do we continue to evolve and improve our website long-term, and how do we staff for it?
There's the build option. Hire an internal team with the design, development, and optimization chops to own all the work. That's a real choice—but it takes time, budget, and a clear sense of what roles are needed. And even then, most companies aren't likely to hire a full-time accessibility specialist or a dedicated CRO lead.
There's also the outsource-everything option. Hand the keys to an agency and let them run with it. But that can feel like giving up control—and if they're not embedded in the business, someone's always managing the gap between what gets delivered and what's actually needed.
But there's also something in between.
That's what EA's Customer Success Program (CSP) enterprise engagements are built for: extending a team with embedded support that knows the brand, the platform, and the goals—without the cold start that comes with hiring or handing over the keys to a new vendor.
Your roadmap, with a co-pilot
Let's be clear about what this isn't: it's not an agency taking over a website.
While we can provide insights, the client sets the priorities. The client owns the roadmap. We plug in the firepower where capacity is needed—whether that's a designer for a critical set of page updates, a developer to clear a backlog, or a strategist to help make sense of what's working and what's not.
The best version of this relationship keeps the client in control without leaving them alone. We're not here to create dependency. We're here to fill gaps, add muscle during busy stretches, and build toward whatever "ownership" looks like for that particular team.
Someone has to see the whole picture
Here's where it gets interesting for larger organizations.
Most enterprise marketing teams manage multiple vendors: a paid agency, a PR firm, maybe a content partner, plus internal resources. Everyone's doing their piece, but nobody's looking at the whole picture.
When something's not working—traffic is up but leads are flat, or the new campaign isn't converting—it's hard to know where the breakdown is. Is it the media? The landing page? The form? The follow-up? Everyone's pointing at someone else's piece of the puzzle.
There's real value in having a partner with the altitude and versatility to see across all of it. Someone who can audit the traffic, check the conversion flow, look at what's happening upstream and downstream, connect the dots, and help lead a solution. Not to replace other partners, but to be the through-line that makes sense of the whole party.
That's not a vendor relationship. That's an embedded one.
What this looks like
Every team's situation is different, but embedded support tends to show up in a few common ways:
Strategic capacity when you need it most—industry shifts, product launches, rebrands. The stuff that stretches your team past what they can absorb.
Specialist skills on tap. Advanced SEO, A/B testing, accessibility audits—the things companies need but can't justify a full-time hire for.
Velocity during growth spurts. When the roadmap gets ambitious and a team needs more hands without a lengthy hiring process.
A bridge while building. Maybe the company is hiring and needs coverage. Maybe they're still figuring out what roles they actually need. Embedded support buys time without sacrificing momentum.
The takeaway: staffing is a strategic issue
There's no universal right answer to how a company should allocate resources for its website. Build internally, outsource, go hybrid—it depends on the business, the stage, the budget, the ambition.
What matters is having options. The embedded model, like the Edgar Allan Enterprise CSP isn't the answer for everyone, but for teams navigating growth, managing complexity, or just getting a little time to figure out what they really need, it offers something valuable: flexibility without starting from scratch every time something changes.
That's the real point. Not a particular engagement length or team structure, but the ability to adapt—scaling up, scaling down, shifting focus—without losing ground.
Read more from the Edgar Allan Blog.
At some point, every growing company faces the same question: how do we continue to evolve and improve our website long-term, and how do we staff for it?
There's the build option. Hire an internal team with the design, development, and optimization chops to own all the work. That's a real choice—but it takes time, budget, and a clear sense of what roles are needed. And even then, most companies aren't likely to hire a full-time accessibility specialist or a dedicated CRO lead.
There's also the outsource-everything option. Hand the keys to an agency and let them run with it. But that can feel like giving up control—and if they're not embedded in the business, someone's always managing the gap between what gets delivered and what's actually needed.
But there's also something in between.
That's what EA's Customer Success Program (CSP) enterprise engagements are built for: extending a team with embedded support that knows the brand, the platform, and the goals—without the cold start that comes with hiring or handing over the keys to a new vendor.
Your roadmap, with a co-pilot
Let's be clear about what this isn't: it's not an agency taking over a website.
While we can provide insights, the client sets the priorities. The client owns the roadmap. We plug in the firepower where capacity is needed—whether that's a designer for a critical set of page updates, a developer to clear a backlog, or a strategist to help make sense of what's working and what's not.
The best version of this relationship keeps the client in control without leaving them alone. We're not here to create dependency. We're here to fill gaps, add muscle during busy stretches, and build toward whatever "ownership" looks like for that particular team.
Someone has to see the whole picture
Here's where it gets interesting for larger organizations.
Most enterprise marketing teams manage multiple vendors: a paid agency, a PR firm, maybe a content partner, plus internal resources. Everyone's doing their piece, but nobody's looking at the whole picture.
When something's not working—traffic is up but leads are flat, or the new campaign isn't converting—it's hard to know where the breakdown is. Is it the media? The landing page? The form? The follow-up? Everyone's pointing at someone else's piece of the puzzle.
There's real value in having a partner with the altitude and versatility to see across all of it. Someone who can audit the traffic, check the conversion flow, look at what's happening upstream and downstream, connect the dots, and help lead a solution. Not to replace other partners, but to be the through-line that makes sense of the whole party.
That's not a vendor relationship. That's an embedded one.
What this looks like
Every team's situation is different, but embedded support tends to show up in a few common ways:
Strategic capacity when you need it most—industry shifts, product launches, rebrands. The stuff that stretches your team past what they can absorb.
Specialist skills on tap. Advanced SEO, A/B testing, accessibility audits—the things companies need but can't justify a full-time hire for.
Velocity during growth spurts. When the roadmap gets ambitious and a team needs more hands without a lengthy hiring process.
A bridge while building. Maybe the company is hiring and needs coverage. Maybe they're still figuring out what roles they actually need. Embedded support buys time without sacrificing momentum.
The takeaway: staffing is a strategic issue
There's no universal right answer to how a company should allocate resources for its website. Build internally, outsource, go hybrid—it depends on the business, the stage, the budget, the ambition.
What matters is having options. The embedded model, like the Edgar Allan Enterprise CSP isn't the answer for everyone, but for teams navigating growth, managing complexity, or just getting a little time to figure out what they really need, it offers something valuable: flexibility without starting from scratch every time something changes.
That's the real point. Not a particular engagement length or team structure, but the ability to adapt—scaling up, scaling down, shifting focus—without losing ground.
Read more from the Edgar Allan Blog.