Whitehat S E O

A Message from Lord Pickles and Lord Blunkett, followed by Whitehat S E O's best practice article

The ability to listen and learn from one another has always been vital in parliament, in business and in most aspects of daily life. But at this particular moment in time, as national and global events continue to reiterate, it is uncommonly crucial that we forge new channels of communication and reinforce existing ones. The following article from Whitehat S E O is an attempt to do just that. We would welcome your thoughts on this or any other Parliamentary Review article.

Blunkett signature Rt Hon The Lord David Blunkett
Pickles signature Rt Hon The Lord Eric Pickles


Founder and CEO ClwydProbert
Whitehat SEO links build
content authority
Whitehat SEO emerged from Founder Clwyd Probert’s
online promotion of his previous business, with
his skill in digital marketing attracting attention
following the recession of 2008. Having previously worked in
the investment banking sector, Clwyd combined his knowledge
of marketing with the needs of large corporate companies.
Focusing on inbound marketing, they aim to educate website
visitors, building the authority and the reputation of their clients
while driving growth through an increase in visitors, leads and
new clients. He tells
The Parliamentary Review
about this change
of methodology and the importance of robust internal systems.
As an inbound digital marketing agency, our role is to help companies to grow,
driving visitors to their websites and helping them to convert these visitors into
leads. Beyond this, we assist our clients in nurturing these leads until they become
customers, working with the sales team to make sure they are effective. Even
after this, we work with our clients to generate new business. Prior to establishing
the company, I worked in investment banking, building CRM systems. I sold
that company and moved to America before returning to the UK and launching
a professional photography business in 2005. At this time, the internet was
beginning to be used as an advertising medium, and I taught myself this skill to
promote the business online. When the recession hit in 2008, I received a lot of
interest for digital marketing contracts. There was a sufficient amount of interest
for this to become our main business, so I shut down our photography service,
although I still work for free for wildlife charities, and established Whitehat in 2011.
»Founder and CEO:
»Established in 2011
»Based in West London
»Services: Inbound marketing
»No. of employees: 5 full-time
Whitehat SEO
Highlighting best practice
Establishing a solid
We have changed our process over the
years. Initially, we focused on search
engine optimisation, which involved
content creation and the distribution of
this content through social media. Our
target market was SMEs, so we offered
our services at a relatively cheap cost,
charging a few hundred pounds a
month, allowing these companies
to see success for a small spend. We
grew organically with no external
investors and installed a system based
on a robust methodology, with the
goal of building a global agency. By
operating in a small fixed office, using
contractors and freelancers, we were
able to grow.
While we only have a small permanent
team in London, we have established
a large disparate network around the
world. Our first customers were small
companies who we helped to be found
locally. While this was a successful
customer group, they do not possess
as much capital as larger concerns, so
it was difficult to complete a job to
the extent we would like. Toexpand
beyond this, we began to add
capabilities including paid campaigns,
social media work and website design.
Four years ago, we partnered with an
American technology company called
HubSpot. This gave us a standard
methodology and framework for all of
our campaigns, allowing us to go after
the larger corporate market. Although
these companies may not have worked
with a start-up, our partnership with a
big player raised our profile. This also
helped us to return to our core skillset
of data-driven marketing and sales. We
had shifted from small companies to
those with an average annual turnover
of between £2 million and £50 million.
The transition to inbound
We have embraced inbound
marketing, replacing the traditional
outbound marketing style. Outbound
marketing is interruptive and focuses
on paid advertisements and spam
emails. In contrast, the purpose of
inbound marketing is to build authority
and is based on a knowledge-based
model. This method focuses on
education and helping potential
clients before selling to them. If this is
achieved online and consistently, the
reputation of the company grows, and
Google recognises their status as an
authority. Natural organic traffic will
visit the site, and methods can then be
designed to capture these visitors.
A primary tactic is to offer high-quality
content to potential customers in
return for their information. Once
you have received this, you can see
their interests and follow this up with
relevant information before handing
qualified leads over to the sales team.
Many agencies work around a delivery-
based model, agreeing to a work
schedule based around the quantity
of content created. We focus on key
performance indicators and work to
drive growth. After analysing business
Say goodbye to the
funnel and hello to the
We have
replacing the
goals, we work backwards and assess
what each individual business needs.
We work closely with each of our
clients, and my expertise in SEO helps
to drive this traffic in the first instance.
The fact that we are the first company
to appear when “inbound marketing
agency” is searched is testament to
our expertise in this field.
One of the primary challenges we
face, as all marketing agencies do,
is the balance of self-promotion and
the promotion of our clients. It is
essential that we generate business
for ourselves, and every start-up is
always looking for leads. This issue
was more pronounced in our early
days. While we have not grown as fast
as we perhaps could have, we have
focused on building a delivery system
that is both stable and high quality,
allowing us to be ready to assist larger
companies in an efficient way. While
this systemisation demanded a lot of
work, it is essential for any emerging
business. We have supplemented our
burgeoning reputation with events
hosted every three months, inviting
speakers to discuss important trends
in the sector, and I teach at the UCL
business school as a guest lecturer.
This helps our brand positioning and
allows us to get noticed.
A sea change of attitudes
The other issue we face concerns
education in the market. We are trying
to promote a new way of thinking
about marketing and still face a large
amount of resistance, as many are
still entrenched in the old school.
GDPR has strengthened our cause by
decreasing the efficacy of outbound
marketing, and we are tapping into
an upcoming sea change in attitudes
affecting how businesses perceive
marketing. This has been an American-
led change, and marketing is now seen
as an educational methodology, with
marketing agencies moving closer to
publishing companies.
As we move forward, we are looking
to hire more employees to build our
permanent team. We have been
very fortunate to work with the Ugli
Campus in West London, who are
very proactive in supporting start-up
companies. We are looking to build on
this springboard, forging partnerships
with other agencies. We are excited for
the future with the development of AI
and analytics and are looking forward
to providing dynamic websites, the
best content for visitors and an evolved
system of marketing.
We are trying
to promote a
new way of
thinking about
marketing and
still face a
large amount
of resistance
Embracing inbound
marketing strategies


This article was sponsored by Whitehat S E O. The Parliamentary Review is wholly funded by the representatives who write for it. The publication in which this article originally appeared contained the following foreword from Rt Hon Michael Gove.

Rt Hon Michael Gove's Foreword For The Parliamentary Review

By Rt Hon Michael Gove

This year's Parliamentary Review comes at a momentous time for parliament, as we collectively determine the destiny of the United Kingdom. 

On October 31, the UK will leave the European Union. The successful implementation of this process is this government's number-one priority.

Three years after a historic referendum vote, we will deliver on the decisive mandate from the British people. Trust in our democracy depends on it. Until that final hour, we will work determinedly and diligently to negotiate a deal, one that abolishes the backstop and upholds the warm and close relationship we share with our friends, allies and neighbours in the EU. But in the event that the EU refuses to meet us at the table, we must be prepared to leave without a deal.

As the Chancellor of the Duchy of Lancaster, it is my job to lead on this government's approach, should that scenario happen. Preparing for Brexit is my department's driving mission. But while I am leading this turbocharged effort, the whole of government is committed to this endeavour.

Ministers across Whitehall are working together to ensure that every possibility is considered, every plan is scrutinised and every provision is made. A daily drumbeat of meetings means that we are holding departments accountable, so that preparations are completed on time.

The chancellor has confirmed that all necessary funding will be made available. And we have mobilised thecivil service, assigning 15,000 of our most talented civil servants to manage our exit from the EU.

We will make sure that on November 1, there is as little disruption to national life as possible. Our trade relationships will continue to thrive, thanks to agreements with countries around the world worth £70 billion. Our country will remain secure, thanks to nearly 1,000 new officers posted at our borders. And the 3.2 million EU nationals now living and working among us can remain confident, with absolute certainty, of their right to remain in the UK.

Above all, our goal is to be transparent. Soon, we will launch a public information campaign so that citizens, communities and businesses are ready and reassured about what will happen in the event of “no deal”.

In my first few weeks in this role, I have travelled to ports and tarmacs, borders and bridges, all across the UK –from the seaside of Dover to the rolling green hills of County Armagh. I have heard from business owners and border officials, farmers and hauliers. They are ready to put an end to uncertainty. And they are ready to embrace the opportunities ahead.

Our departure from the EU will be a once in a lifetime chance to chart a new course for the United Kingdom. Preparing for that new course will be a herculean effort. But this country has made astounding efforts before. We can do it again.
Rt Hon Michael Gove
Chancellor of the Duchy of Lancaster