Working with a Google Ads Consultant: Process and Access

Division of Labour: Who Does What?

A healthy engagement rests on a clear split: strategy and knowledge come from the business, execution and technique from the consultant. The table shows the typical division.

The business carries the knowledge

The consultant learns your business from you. Which product is profitable, which customer is a headache, which month runs slow — and which Turkish regions actually fit your delivery reality. This knowledge is the campaign’s raw material. A business that withholds it makes the consultant work in the dark, and both pay for the result.

The consultant carries the technique

Match types, bidding strategies, Quality Score — that is the consultant’s terrain, and in a Turkish-language account, so is the language itself. You are not obliged to learn these details. A good consultant explains them to anyone who asks; but the daily technical load stays on their side.

Responding to enquiries stays with the business

A business that lets an ad-generated enquiry wait two days cancels its own advertising. This is the most forgotten line of the division: the consultant brings the enquiry, the business makes the sale. Fast response is the ad’s invisible partner — across time zones, it needs a plan, not luck.

Decisions meet in the middle

Budget increases, new campaigns, season plans — these are joint decisions. The consultant brings the proposal with its reasoning; the business approves or declines. A proposal without reasoning breaks the rhythm; so does a proposal left unanswered.

Permissions: Who Accesses What?

Google Ads has defined access levels, and in a well-built engagement everyone stands on their own level.

Ownership stays with the business

Admin access belongs to the business’s own user. Payment details, adding and removing users, closing the account — all live there. This permission is never transferred in any service relationship. One rule, no exceptions — and it holds regardless of which country the consultant works from.

The consultant works on standard access

Standard access covers the consultant’s daily work: building campaigns, changing settings, pulling reports. There is exactly one legitimate reason to request admin access: setting up the user structure for the first time. When that job ends, the level drops back to standard.

Agency links are built transparently

Agencies usually connect through their own manager accounts. That is normal; what is not normal is your account dissolving inside that structure. The link is made to your account; your account never becomes the agency’s property. On parting, you must be able to cut the link with one click — no emails across time zones, no waiting.

The change history is open to everyone

The panel’s change history is the engagement’s insurance. Who did what, dated and logged. A good consultant does not fear this record; they answer “what did you do last month?” by pointing at it. For the structural details, see the account structure guide.

Communication: How Often, Through Which Channel?

The biggest source of friction is communication expectation — doubled by distance. Answer three questions upfront: how often, through what, about what?

The urgent channel stays narrow

Real emergencies are rare: the site is down, the account is suspended, the budget is draining abnormally. These are same-day, pick-up-the-phone matters — with an agreed overlap hour if the time difference is large. If everyday questions flood the urgent channel, the real emergency will not be taken seriously when it comes.

Everyday matters flow in writing

Questions, information, small requests collect in the written channel and get answered within one business day. Writing carries two gifts, and a third across borders: a record remains, the answer arrives considered, and nothing is lost to accents or connection quality. A relationship run by phone remembers nothing three months later.

The monthly call goes on the calendar

Once a month, half an hour on video: the report is discussed, the next month planned. The date enters the calendar upfront; a meeting scheduled “whenever suits” never happens. This half hour — at a time that respects both time zones — is the engagement’s spine.

Silence is a signal too

If weeks pass without a word from the consultant, there are two possibilities: everything is fine and the report is coming, or the account has been left to itself. The way to tell them apart is the regular report. When reports start slipping, it is time for a conversation.

The Contract: Where Four Clauses Belong

Everything discussed in this guide is pleasant; until written down, it is intention. Four clauses must find their place in the contract — doubly so in a cross-border engagement.

Scope and hours, written

How many hours per month, covering which tasks? The work list is the contract’s annex. Unwritten work is undone work, and adding it later always costs a negotiation.

The ownership clause, explicit

“The account, the data and all assets belong to the business” — that sentence must appear. It is one line; its absence can cost years.

The reporting routine, described

Which day, what content, what format, which language? With the report described in the contract, the “no report arrived” argument never happens.

Exit terms, set upfront

Notice period, handover scope, the final month’s duties. Discussing the parting at the start is not pessimism; it is the maturity that protects both sides — and both countries’ paperwork.

The First Three Months: Setting Expectations Right

The most delicate period is the first quarter. Whoever sets expectations right here lives the rest in comfort.

Month one is setup and learning

The account gets built, tracking gets verified, the first data flows. Expecting a sales explosion this month is unfair; the system has a learning period. The setup steps are laid out in the setup guide.

Month two is pruning month

Data has accumulated; the waste has become visible. Negative lists grow, dead keywords close, the budget consolidates. Costs begin to fall this month. The first visible improvement usually lands here.

Month three is accountability month

Now the question is asked plainly: what did the budget bring? The answer arrives with data: this many enquiries, at this cost per enquiry. An engagement that cannot produce this answer gets reviewed at the end of month three. A consultant who cannot answer with data is not a consultant to continue with.

After the quarter, the rhythm settles

From month four, the engagement runs on routine: weekly care, monthly reports, periodic planning. A well-built engagement holds this rhythm for years, because both sides know what to expect. Our own working structure and packages sit openly on the Google Ads page; if you would rather see your account’s current state first, start with a digital audit.

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