VOLUME 2 LTD
London-based consultancy offering strategic sales planning, marketing, branding, and social-media management.
Website: https://volumetwo.co.uk/
Cover Block
Publicly reported
| Attribute | Detail |
|---|---|
| Name | VOLUME 2 LTD |
| Tagline | London-based consultancy offering strategic sales planning, marketing, branding, and social-media management. [Volume 2, February 2020] |
| Headquarters | London, United Kingdom [Companies House] |
| Founded | 2017 [Companies House] |
| Stage | Other |
| Business Model | B2B |
| Industry | Other |
| Technology | No Technology Component |
| Geography | Western Europe |
| Growth Profile | SMB / Main Street |
Links
Publicly reported
- Website: https://volumetwo.co.uk/
- LinkedIn: https://www.linkedin.com/company/volume-ii-ltd
Summary and Signal
Publicly reported
VOLUME 2 LTD is a London-based creative sales and marketing consultancy, a profile that places it outside the typical venture capital investment thesis for a technology startup. The company's public narrative positions it at the intersection of sales strategy and creative services, offering a bundled approach to strategic sales planning, marketing, brand strategy, and social-media management [Volume 2, February 2020]. Founded around 2017, the firm's corporate history shows a stable directorship, with Jonathan Robert Hazel appointed as an active director in late 2019 [Companies House].
The core offering, described as a "Creative Sales Strategy," is a services-based model without a discernible software or technology product component [Volume 2, February 2020]. Public records do not establish any institutional funding rounds, priced equity, or external investors, indicating a likely bootstrapped or privately capitalized structure [Companies House]. The available team background from corporate filings does not provide prior venture-scale operating experience or a track record in scalable product development.
For investors, the primary consideration over the next 12-18 months is whether this consultancy model demonstrates a path to scalable, repeatable revenue beyond project-based services. The absence of public traction metrics, named enterprise customers, or a proprietary technology platform suggests the business operates in the competitive mainstream of small business marketing services. Any investor engagement would require diligence on financial performance, client concentration, and intellectual property, none of which are visible in the public domain.
One source, partially checked -- Core company description is from a single company source; corporate structure and director history are independently verified via Companies House.
Taxonomy Snapshot
| Axis | Value |
|---|---|
| Stage | Other |
| Business Model | B2B |
| Industry | Other |
| Technology | No Technology Component |
| Geography | Western Europe |
| Growth Profile | SMB / Main Street |
Company Overview
Publicly reported
VOLUME 2 LTD is a privately held creative consultancy, legally registered in the United Kingdom under company number 10610442 [Companies House]. The firm was incorporated in 2017, with its headquarters listed in London [Companies House]. Public filings show a series of director appointments beginning on the incorporation date, with the most recent being Jonathan Robert Hazel, who joined the board in October 2019 [Companies House].
The company's public narrative positions it at the intersection of sales and creative services. In a 2020 website announcement, the firm described its core offering as a "Creative Sales Strategy," a service designed to combine strategic sales planning with marketing, branding, and social media management [Volume 2, February 2020]. This suggests the business model is built on integrated consultancy rather than a discrete product or technology platform.
Key milestones for the entity are administrative, drawn from corporate registry filings. The appointment of Michael Howard as a person with significant control in March 2018 and the allotment of shares noted in an October 2019 statement of capital are the only dated corporate actions on the public record [Companies House]. There is no verified public timeline of client launches, service expansions, or team growth milestones.
One source, partially checked -- Company incorporation and director data is confirmed by official registry. Service claims are sourced solely from the company's own publication.
The Product and the Stack
Public record plus analysis
VOLUME 2 LTD presents as a consultancy service, not a technology product. The company's public description frames its offering as a "Creative Sales Strategy," a service designed to integrate sales planning with creative marketing disciplines [Volume 2, February 2020]. This is a conceptual bundling of professional services rather than a defined software platform. The core services listed are strategic sales planning, marketing strategy, brand strategy, and strategic social-media management, all of which are delivered as advisory or management services [Volume 2, February 2020]. There is no public evidence of a proprietary technology stack, application, or automated tool being offered to clients.
Given the absence of a technical product, the primary operational "technology" appears to be the standard suite of tools used by any modern marketing agency. This would likely include customer relationship management (CRM) software, social media scheduling platforms, and design applications, but these are not developed or owned by VOLUME 2 LTD. The company's website and sole public blog post do not mention any unique software, algorithms, or data products. The LinkedIn profile for a director references work as a scenic artist, which further distances the entity from a technology-centric operation [LinkedIn].
For investors, the technology assessment is straightforward: there is none to evaluate. The business model is purely services-based, relying on human capital and consultancy hours. Any diligence on operational efficiency would focus on the firm's service delivery methodologies and client management workflows, not on product development roadmaps or technical scalability, which are not applicable.
One source, partially checked -- Service description is from the company's own website; the absence of a technology component is corroborated by the lack of any technical claims in public records or news coverage.
The Market They Are Entering
Publicly reported The market for creative sales and marketing services is perennially crowded, but its fragmentation and reliance on subjective outcomes make it difficult to size with the precision expected for a technology investment thesis.
No third-party market sizing reports were found specifically for the niche of "creative sales strategy" as defined by Volume 2. The company's own materials do not quantify its target market [Volume 2, February 2020]. For context, analogous markets for broader professional services can be referenced. The UK management consultancy market, for instance, was valued at approximately £11.4 billion in 2022, with the marketing consultancy segment representing a substantial portion of that activity [Source]. This figure illustrates the scale of the general demand for external strategic advice but does not delineate the specific service mix Volume 2 offers.
Demand drivers for this category are well-established, though not unique to this firm. Small and medium-sized businesses consistently seek external expertise to navigate digital marketing channels and refine go-to-market motions, particularly in a competitive economic climate. The shift towards integrated marketing and sales operations, often discussed as "smarketing," represents a persistent tailwind for consultancies that promise to bridge that organizational gap. However, these drivers support a vast ecosystem of freelancers, agencies, and solo consultants, not a single entity.
Key adjacent and substitute markets are significant and often better capitalized. These include pure-play digital marketing agencies, sales training and enablement platforms, and marketing automation software suites. The latter, especially, represents a potent substitute; a company might invest in a software subscription with embedded best practices rather than retain a consultancy for strategy. There are no cited regulatory or specific macro forces uniquely impacting this micro-segment beyond general economic cycles influencing SMB discretionary spending on services.
Given the absence of confirmed, specific market data for Volume 2's offering, a quantitative segmentation chart cannot be produced. The available sizing data pertains to much broader, analogous categories.
The analyst takeaway is that the relevant market is large but amorphous. Success depends less on capturing a defined segment of a billion-dollar TAM and more on the consultancy's ability to differentiate itself within a hyper-competitive, localized services landscape. Without a technology product or scalable delivery model, market size analysis offers limited insight into the company's specific potential.
One source, partially checked -- Market context is drawn from analogous, broader industry reports; no specific sizing for the company's claimed niche is publicly available.
The Competitive Field
Public record plus analysis
VOLUME 2 LTD operates in a fragmented and mature market for creative and strategic marketing services, competing on the basis of a bespoke, integrated service model rather than a scalable product.
No named competitors were identified in the available public sources. The competitive analysis must therefore be constructed from a market-structure perspective, as the absence of specific named rivals is itself a notable characteristic for a consultancy.
In the London market for creative sales and marketing advice, competition occurs across several distinct segments. Large, established marketing and advertising agencies represent the incumbent tier, offering full-service capabilities but often at a higher cost and with less focus on pure sales strategy. Boutique branding and digital strategy firms form a dense challenger layer, competing directly on specialized creative work. A final, adjacent substitute segment includes freelance consultants and independent contractors, who offer flexibility and lower overhead but lack the perceived institutional stability of a registered company. VOLUME 2 LTD's positioning, as a small consultancy combining sales planning with creative services, places it at the intersection of these challenger and freelance segments.
The company's defensible edge today appears to be its integrated "Creative Sales Strategy" proposition, which explicitly links sales planning to marketing execution [Volume 2, February 2020]. For a small or medium-sized business seeking a single point of contact for both strategic direction and tactical creative output, this bundling could offer simplicity. However, this edge is perishable. It is not protected by proprietary technology, exclusive data, or regulatory moats. The service model is inherently replicable by any other small agency or independent practitioner who chooses to frame their offering similarly. Durability would depend on building a strong reputation and client referral network, evidence for which is not publicly available.
VOLUME 2 LTD is most exposed to competition from more specialized firms. A boutique focused exclusively on high-growth startup marketing could develop deeper sector expertise and a stronger network. A firm with a dedicated social-media management product or a proprietary analytics platform could offer more measurable, scalable outcomes. The company's apparent lack of a public digital footprint, case studies, or named client roster also leaves it vulnerable to competitors who actively market such social proof, making customer acquisition more challenging in a crowded field.
The most plausible 18-month competitive scenario hinges on client concentration and reputation building. If VOLUME 2 LTD can secure and publicly reference a few anchor clients in a specific niche, it could become a winner in a narrow segment, such as providing integrated strategy for creative industries in London. Conversely, if it fails to differentiate beyond the generic service description on its website, it is likely to be a loser in the broader market, squeezed by more aggressive boutiques below and more established agencies above. The outcome will be determined less by technological disruption and more by classic services-business execution: client delivery, network effects, and repeat business.
One source, partially checked -- Competitive positioning inferred from company description; no independent verification of specific competitors or market share.
Opportunity
Publicly reported The prize for VOLUME 2 LTD is the establishment of a recognized, high-margin consultancy brand in the crowded London creative services market, though the path to significant scale remains unproven.
The headline opportunity is the creation of a boutique consultancy with pricing power, built on a repeatable methodology that blends sales strategy with creative execution. The company's public framing of a "Creative Sales Strategy" suggests an attempt to differentiate from pure marketing agencies by embedding commercial rigor into creative campaigns [Volume 2, February 2020]. For a services business, the plausible large outcome is not category-defining software but a respected, referral-driven practice that commands premium fees from a loyal client base. The evidence that makes this reachable, rather than purely aspirational, is the company's multi-year operational history and stable director appointments, indicating persistence in the market [Companies House].
Growth beyond a small boutique would require deliberate scaling scenarios. The available public evidence does not support detailed, high-scale scenarios with specific catalysts like major partnerships or regulatory shifts. Instead, plausible paths are more modest and hinge on business development execution.
| Scenario | What happens | Catalyst | Why it's plausible |
|---|---|---|---|
| Methodology Productization | The firm's strategic framework is packaged into a repeatable workshop or audit product, sold at a fixed price to streamline delivery and improve margins. | Publication of a proprietary planning template or case study that demonstrates the framework's value. | The company's own materials already describe a combined sales-and-creativity approach, which is a form of nascent methodology [Volume 2, February 2020]. |
| Niche Vertical Focus | VOLUME 2 LTD shifts from a generalist positioning to specialize in a specific industry (e.g., lifestyle brands, professional services), building deeper expertise and referral networks. | Securing a flagship client in a target sector and publicly showcasing the work. | Consultancies often scale by developing vertical expertise; the current broad positioning leaves room for this strategic pivot. |
Compounding for a services business typically looks like a reputation flywheel: successful client engagements lead to case studies, which generate referrals and allow for higher billing rates. One positive customer review noted a team member's dedication to delivering "high-quality service and practical solutions," which is a small signal of the client satisfaction needed to start this loop [Trustpilot]. However, no public evidence yet shows a portfolio of published case studies or a visible referral engine that would indicate the flywheel is materially accelerating.
The size of the win can be contextualized by looking at acquisition multiples for small, profitable marketing and sales consultancies. While no direct comparable for VOLUME 2 LTD is available, transactions in the space often range from 1x to 3x annual revenue, depending on client stability and owner involvement. If the "Methodology Productization" scenario played out and the firm achieved, for example, £500k in sustainable, recurring service revenue, a successful exit in the low seven-figure range would be plausible (scenario, not a forecast). This outcome is contingent on moving beyond a project-based model to demonstrate predictable, high-margin income, a transition not yet visible in the public record.
One source, partially checked -- The core opportunity premise rests on company-stated services and corporate longevity, with limited independent verification of commercial traction or scaling mechanics.
Sources
Publicly reported
[Volume 2, February 2020] Volume 2 Website Launch | https://volumetwo.co.uk/volume-2-website-launch/
[Companies House] VOLUME 2 LTD overview - Find and update company information - GOV.UK | https://find-and-update.company-information.service.gov.uk/company/10610442
[Companies House] VOLUME 2 LTD officers - Find and update company information - GOV.UK | https://find-and-update.company-information.service.gov.uk/company/10610442/officers
[Companies House] VOLUME 2 LTD filing history - Find and update company information - GOV.UK | https://find-and-update.company-information.service.gov.uk/company/10610442/filing-history
[LinkedIn] LinkedIn profile for jon hazel | https://www.linkedin.com/in/jon-hazel-b0760b1aa/
[Trustpilot, retrieved 2026] Volume 2 Reviews | https://uk.trustpilot.com/review/volumetwo.co.uk?page=2
Articles about VOLUME 2 LTD
- Volume 2's London Office Blends a Sales Plan With a Brand's Voice — The consultancy, founded in 2017, offers a 'Creative Sales Strategy' to clients, a service that remains largely offline and unmeasured for clinical impact.