Your direction. Clear limits. Accountable action.
Decide what Aptic may access, what it may do, and which decisions require your approval. Keep the reasoning and record of its work in view.
Access and authority are separate
Connecting a system gives Aptic the access needed for the agreed work. Permission to make changes is granted separately.
Your scope defines the responsibilities Aptic may carry and the limits it must respect.
Understand a change before it happens
A proposed change should explain what will happen, why it is being recommended, what it affects, and how the outcome will be evaluated.
Aptic’s consultants check the proposals that need a person. You can ask for clarification, request an adjustment, or decline work that does not fit your priorities.
Launch a Google Ads search campaign for letterpress invitations at $40 a day.
Letterpress invitations are your most profitable line, at a 52% margin, and the press has room for about 40% more orders.
- Expected gross profit
- About +$3,100 a month, estimated
- Confidence
- Medium
- Risk
- Medium
- If it goes wrong
- Pause it; spend already made stays spent
Why this is proposed
Raised by your request in Ask Aptic
Search already brings most new letterpress orders, and the line earns your highest margin. Paid search can reach more of the same buyers while the press has spare capacity.
Expected benefit
More orders on your most profitable line, with spend capped at $40 a day and results reviewed after two weeks.
If you leave it: Growth continues from unpaid search only.
What will change
New search campaign (Google Ads)
Daily budget$40
ReviewAfter 2 weeks
Delegate within boundaries
Supported responsibilities can have limits on scope, spending, and the actions permitted. Decisions outside those boundaries return for review.
Some actions remain subject to additional review regardless of the broader level of delegation.
Keep a record of the work
Follow the path from evidence and recommendation to authorization, execution, and review. See what was attempted and whether the result could be confirmed.
An uncertain execution outcome remains uncertain until evidence resolves it.
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Evidence and recommendation
What the records show, what to do, and how it will be judged.
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Authorization
Who approved it, or the limit it ran within.
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Execution
What was attempted, and whether it was confirmed.
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Review
What happened afterward, and what the evidence supports.
Respond when something goes wrong
Failures and unexpected outcomes need a visible next step. Depending on the action, that may mean investigation, a corrective proposal, a pause, or recovery to a prior state.
Recovery depends on the system and the change. Reversing a setting does not recover money already spent or erase an effect that has already occurred.
Change direction as your business changes
Review the responsibilities you have granted, adjust limits, and pause further action when needed. Changes already completed remain part of the record.
Understand how your information is handled
Review what information is connected, why it is needed, and the applicable access, retention, export, and deletion arrangements.