Prism Specialties of DC, MD, and VA Metro

Specialty contents restoration (art, electronics, textiles and documents) across DC, Maryland and Northern Virginia.

The situation

The owner is handing the business to a partner and staying on as its sales and marketing consultant. The marketing had to become something the next owner can run, not something that depends on the person who built it.

Where it started, measured August 2026

• Social profiles still carried division names the business had since retired; the LinkedIn address alone carried three of them.
• One channel could not be logged into. Another did not exist yet.
• No posting rhythm.
• The website's structured data did not link the Google Business Profile, the most important local listing the business owns.
• Eighteen places where the live website contradicted the owner's own rules about what each division does.

What was installed, rather than reported on

• A written plan that doubles as the scope of work, readable by an owner who did not write it.
• A rules check on every draft. Before the owner sees a post, it is read against the business's own service rules, and a claim the business would not stand behind is refused.
• One approval sitting instead of a weekly chase. Posts are drafted ahead and approved as a batch; nothing public goes out without the owner's yes.

What the owner stops doing

Writing posts from a blank page, and catching claims that should never have been written.

Results

Chapter two, after a 60-day baseline that starts with the first published post. No targets were set in advance, so none can be quietly moved.