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Do you have the right team in place to remove yourself from fulfillment and sales? What about a partner that may no longer be aligned with the agencyâs vision or culture? Todayâs featured guest figured out a perfect niche for his abilities in data analytics and went on to create his agency. Along the road, he was met with unexpected challenges, like finding out the right employees are not necessarily the ones with the most expertise, ending partnerships that turned out to be fundamentally misaligned, and the best way to ensure heâs always working with his ideal audience. Learn about the lessons heâs learned with each bump on the road, and the most important lesson about losing clients to a price increase.
Jacob Baadsgaard is the founder of Disruptive Advertising, a performance marketing agency that only works with selected brands to create game-changing magic and help them reach their goals, make a positive impact on the world, and claim the leading edge in their industries.
With over 13 years in the industry, Jake discusses his journey into digital marketing, how he tested his business model leveraging data to benefit smaller businesses, setting up the mechanisms for an amicable partner split, and how he narrowed down the ideal audience his team needed to focus on to improve client relationships.
In this episode, weâll discuss:
How to make a drama-free partner split.
Hiring for the needs of the agency as it grows.
3 key questions to assess lead viability.
SubscribeApple | Spotify | iHeart Radio
Sponsors and ResourcesE2M Solutions: Today's episode of the Smart Agency Masterclass is sponsored by E2M Solutions, a web design, and development agency that has provided white-label services for the past 10 years to agencies all over the world. Check out e2msolutions.com/smartagency and get 10% off for the first three months of service.
Finding a Gap and Turning Expertise into an AgencyArmed with a degree in information systems, Jake started his career by helping large corporations analyze and integrate their backend customer data, identifying the effectiveness of their paid advertising efforts.
Jacob recognized that even industry giants struggled with data integration and saw an opportunity to build a freelance career offering this specialized expertise. Later he expanded offering beyond large corporations by helping small businesses as well.As much as he liked data, implementing it was where the money and the opportunities are at. This is how he went from just analyzing datas to helping clients develop smarter marketing strategies. He shows his clients they donât need to outspend their competition, just outsmart them by spending where it matters most.
Re-Negotiating Price Based on ValueJacob started offering his services for free to test whether or not his methods could really help grow a business. Once he had clear evidence of his value, the experiment was over and it was time for a structured pricing model, initially charging $2,000 per month and later increasing to $5,000.
However, as he was managing marketing budgets worth hundreds of thousands of dollars per month he realized his rates were still a bargain for these companies. Once he brought up the subject of renegotiating his rate, he faced resistance. Rather than compromise his worth, he held firm at the risk of losing clients by maintaining what he knew was his value. Some clients did go to other agencies, and after realizing how much the work was actually worth, came back willing to work out a new deal with him.
Early Planning for a Partner Split Saves Headaches LaterJacob realized he needed help on with fulfillment if he wanted to grow. However, he struggled to find the right talent. Initially, he hired his high school best friend, which could have gone sideways in many ways, but thankfully proved to be an effective working relationship.
On the other hand, he had a different experience with his first partner. Lacking confidence in his independent capabilities, he initially sought a partner to help launch the business. Within months, it became clear the partnership was fundamentally misaligned. One of the biggest lessons for him was that he shouldâve trusted his own ability to start the business by himself, rather than getting into a partnership he wasnât 100% sure of.
Fortunately, Jacob had taken the step to work with an attorney who helped him place a clear exit strategy in case things didnât work out. The pre-agreed terms allowed each partner to retain clients they had originally brought to the business. Thanks to this foresight, the already emotional process of splitting up a partnership ended up not being a logistical nightmare.
Hiring for the Needs of the Agency as it GrowsFor any agency owner, the entrepreneurial journey is marked by distinct "no-man's land" moments that challenge their agency's development. For Jacob, the first one he recalls was growing beyond himself, which he solved by hiring three or four people to help him execute contracts and get to a couple million dollars in revenue.
The next hurdle had to do with sales leadership, as he felt the weight handling that part of the business all by himself. While his team had mastered contract execution, Jacob recognized the need to remove himself from the sales process to continue scaling. Initially, he made some expensive hires based on expertise. However, it didnât yield the results he expected.
The new hires brought with them established methodologies and approaches that may have worked in different contexts but did not align with his agencyâs unique needs and culture. In fact, what really worked later on was hiring a young and hungry sales person without a lot of experience but was eager to learn and take things off his plate.
3 Key Questions to Assess Lead ViabilityThe next challenge Jacob overcame was figuring out his target audience. Without this, his agency was churning as many clients as they were selling on a monthly basis.
As he recalls, the agencyâs experiences with proof-of-concept clients often led to a high rate of employee dissatisfaction and operational headaches. These clients, while potentially promising, frequently lacked the financial stability and established business models necessary for a fruitful partnership.
Ultimately, this led the agency to reassess its client selection criteria and better define their target by training the team to ask three important questions when assessing a lead:
Are they viable? What is the revenue threshold that makes this company able to afford you? For Jakeâs agency, it was three to five million in revenue.
Are they win-win minded? Meaning, do they only care about making money or have they shown they also care about their customers and employees?
Can you show results in 6 months? Jacob knows its important to be impactful right away. For that reason, he asks himself if the team will be able to make a substantial improvement to the prospectâs business in the first 6 months working together.
If the answer to each of these questions is yes, then itâs right for a successful relationship.
Keep the Message Simple When Marketing Your AgencyThereâs a tendency for marketers to complicate their messaging, often in an attempt to convey too much information at once. This approach can confuse potential clients and dilute the core message that needs to be communicated. The point of effective marketing is to attract attention and guide the audience through a clear and structured journey. Jason urges agency owners to have this in mind when doing their own marketing, since this emotional connection can cloud judgment, making it difficult for entrepreneurs to view their marketing strategies objectively.
This mindset shift will be especially necessary when youâre thinking about selling your business, which many business owners can see as selling a part of themselves. Instead of equating your identity with the business, detach your self-worth from their business roles so you can make more rational decisions regarding marketing and business operations that will ultimately lead to better outcomes.
Do You Want to Transform Your Agency from a Liability to an Asset?Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.
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Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training
Does your agency do spec creative work for pitches? How do you decide which pitches are worth your time? Do you have criteria for pitches that will positively impact your agency? Pitching is a very condensed and unreal way to work and many times you spin your wheels without producing the best results. Today's featured guest specializes in connecting brands with ideal agency partners, employing a meticulous approach to matchmaking benefitting both parties. The process of selecting a client-agency partnerships is intensive. For agencies looking to stand out, the key lies in demonstrating their unique value proposition and gaining a deeper understanding of what brands are looking for and how to evaluate which pitches would bring more benefits for the business.
Tom Denford is the co-founder and CEO of ID Comms, an advisory and analytics firm dedicated to helping brands optimize their media strategies. With extensive experience in conducting pitches, Tom provides valuable tips on what makes a pitch successful, why agencies should consider whether their capabilities match the project, and other important questions to ask to decide who to pitch for.
In this episode, weâll discuss:
No more spec work: resetting client expectations.
Focusing on big name clients.
4 questions before pitching a client.
SubscribeApple | Spotify | iHeart Radio
Sponsors and ResourcesWix: Todayâs episode of the Smart Agency Masterclass is sponsored by Wix Studio, the all-in-one platform designed to help agencies scale without the headaches. With intuitive tools, robust native business solutions, and low maintenance, Wix Studio lets your team focus on what matters mostâdelivering exceptional value to your clients. Ready to take your agency to the next level? Visit wix.com/studio and discover how Wix Studio can transform your workflow, boost profits, and strengthen client relationships.
Finding The Best Agency Candidates to Work with BrandsTomâs agency primarily serves marketing and procurement leaders in consumer-facing brands. They help them building internal teams to manage media, finding and contracting pitches, and providing analytics to ensure that every marketing dollar is utilized efficiently.
As he sees it, his services can be summed up as follows:
Finding candidates that meet the clientsâ needs. Once they establish a scope of work or a particular ambition on the part of the brand, they make a list of agencies that have the capabilities to service that scope.
Taking money off the table. Tom and his team donât want the final decision between agencies to come down to price, so they try to be very clear about the media rates they can get and what the terms and conditions will be.
Give the clients space and time. Clients need space and time to fall in love with the people since ultimately, even in global pitches, the relationships are what will matter the most.
No More Spec Work: How to Reset Client ExpectationsFor years, agencies have been strategically working to redefine their approach to client acquisition. The traditional pitch process, which often requires creatives to offer their intellectual property without compensation, has become increasingly problematic. Tom believes itâs not appropriate for brands to expect creatives to give away their ideas, as it is their intellectual property. On the media side, he says, pitches tend to come with conditions, wherein the advertiser will have rights over the work.
Agencies should seek to change the dynamic by offering a paid brainstorm session. The client will have the right to keep any ideas that result from that session and the agency gets paid for their work and has the opportunity to turn that session into a larger agreement. Some clients wonât like the idea of a paid session and thatâs okay. The point is to try to move away from the norm of work without any guarantees.
Working with multi-million dollar companies that canât sit down for a meeting or paid session with several agencies, Tom knows it all comes down to the capabilities first and foremost. Although itâs fair that the customer gets to stress test the agencyâs capabilities, he is very against the idea of treating the selection like a beauty pageant. Hence, he asks his CMOs to write down a brief detailing exactly what they expect from an agency, in terms of capabilities, culture, etc. so they can bring the best candidates to them.
In the end, itâs fair for both brands and agencies can develop their own set of rules regarding how to evaluate a potential relationship.
Should You Focus on Having Big-Name Clients?Many agency owners fall into the trap of equating success with high-profile clients, feeling pressured to impress their peers with a roster of recognized brands. In reality, you donât need to work with the biggest clients to have a successful agency and you donât have to pursue them if you donât want to. You can walk into agency events not having worked with the biggest brands but knowing your business is far more profitable than many there.
Separate your ego from those types of decisions so you can differentiate when a client will actually be good for the business. Having clarity about your goals will allow you to make those decisions. Do you have a clear vision of your goals with the agency? Have you outlined who your ideal client is and the niche you want to focus on? If not, then ask yourself what would you do and who would you be working for if you were paid on performance only?
Lack of clarity is something Tom deals with as reviews proposals from agencies driven more by ego than strategic intent. They want to say they won a very lucrative deal with a big brand but are not thinking whether they have the capabilities to do the work or have a clear idea or how it will positively impact their business. Such approaches are fraught with risk and can ultimately undermine an agency's reputation and financial stability.
4 Questions to Ask When Deciding Whether to PitchTom mostly works with brands looking for agency partners and has useful tips for agency owners and CEOs to assess potential opportunities. He advises agency owners to always ask themselves these four questions when reviewing a pitch brief:
Is it winnable? A lot of pitches are more like clients trying to start a pageant and solicit ideas without the intention of presenting a genuine opportunity. If thereâs a consultant like himself involved, Tom suggests calling them to see what the brand really wants and make decisions based on that.
Do we want to win this? Winning new business can be enticing, but not every opportunity aligns with the agency's vision or long-term goals. So reflect on your strategic priorities because you can do far better pitching three times for the right clients than pitching ten times without a clear understanding of how the opportunity fits into your overall strategy.
Can we win this? This is where you assess your capabilities in relation to the brief. If you truly donât have those capabilities, Tom advises you donât waste your time. Stretching your competencies too thin leads to disappointment and reputational harm.
How can we win this? Do you really understand how the decisions are being made? Tom sees many agencies rush in thinking itâs all about the ideas. Meanwhile, creativity is but a small part of the evaluation criteria. So what is the real criteria? Knowing this is how youâll make an actually informed decision.
If you can say yes to these four questions, then go ahead and make your pitch. This selective approach will not only save agencies time but also allows them to focus their efforts on opportunities that align with their capabilities, culture, and vision.
Do You Want to Transform Your Agency from a Liability to an Asset?Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.
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What are you doing to win new agency business? Are you showcasing your best work? Do you have a formal pitch process that works well every time? Todayâs guest co-founded his agency after realizing he had contributed significantly to another agency's growth without any ownership. So he took the bold step of starting his own agency without knowing how to convince others to believe in his vision. Tune in to learn how he persevered despite facing constraints from his former employer, skepticism about his new venture, and the need for strategic pivots in client acquisition.
Luke Cope is the co-founder of Bottled Imagination a Manchester-based digital PR agency focused on doing good work using unparalleled creativity to outshine the generic, churned-out, recycled ideas the industry has been saturated with. He shares insights into the rapid growth of his agency, discusses his desire for ownership after helping to grow an agency as an employee, and the way his team started to reframe pitches to great success.
In this episode, weâll discuss:
Why equity matters.
Get people to rally around your vision.
3 ways to change your approach to winning new business.
Should you reframe pitches or stop doing them altogether?
SubscribeApple | Spotify | iHeart Radio
Sponsors and ResourcesE2M Solutions: Today's episode of the Smart Agency Masterclass is sponsored by E2M Solutions, a web design, and development agency that has provided white-label services for the past 10 years to agencies all over the world. Check out e2msolutions.com/smartagency and get 10% off for the first three months of service.
Why Equity Matters: Turning Frustration into a Thriving AgencyWorking in SEO, Luke got to be part of an agencyâs rapid growth as it went from 15 employees to doing $7 million in revenue. Despite feeling that this success stemmed directly from his and his colleagues' efforts, they had no ownership stake in the company or any claim to the value they had helped createâthey remained simply employees.
Furthermore, Luke considered he could only sustain this level of commitment for someone else's benefit for about two years. Instead of looking for another agency to move on to, he and his now co-founders decided to create something of their own.
At the time, this decision seemed like their only viable path forward. In retrospect, however, it represents a scenario where forward-thinking agency owners might have retained these valuable team members by offering equityâtransforming key employees into shareholders with a genuine stake in the company's success. This way, they keep people who have helped grow the agency since the beginning and donât risk losing clients who would probably follow them to their new venture.
Ultimately, Luke and his co-founders determined launching their own agency was the best option and were validated by getting their first lead the same day their departure was announced. This first client is what really helped set up their agency and helped them reaffirm that they made the best decision for their future.
A Silent Agency Launch Saved by ReferralsEven though they quickly gained some really good clients, the start of Lukeâs agency was marked by an unusual constraint. In accordance to the deal they had with their previous employer, they could begin operations but couldnât publicly launch their business for three months.
It seemed risky to launch their agency amid this uncertainty as they could lose momentum in gaining new clients. How would they advertise their business? The answer came when a couple of referral clients set the agency to a great start, generating about $30,000 in monthly revenue that provided essential financial stability during this vulnerable beginning phase.
Looking back, this period of uncertainty could have spoiled their efforts, but instead, it became a catalyst for creativity and resourcefulness.
How to Get the Right People to Rally Around Your VisionAccording to Luke, one of the benefits of having several founders was that they could start servicing clients immediately. And although it wasnât easy getting workers to sign on to join a nameless agency, they made their first hire and engaged several contractors to handle specific tasks before their official launch.
Nevertheless, six months into operations, Luke still found it was challenging to get talent to join a small, unproven business. This struggle is common among emerging agencies, and overcoming it requires developing a compelling vision and clear values that resonate with potential team members.
Once you do find clarity, you go from desperately selling your agency and pleading with candidates to join your journey to carefully evaluating whether applicants truly align with your team's culture and direction. As a leader, when you demonstrate unwavering confidence in your instincts and articulate a clear vision for the future, you naturally inspire others to embrace your cause, further amplifying the potential for success.
3 Ways to Change Your Approach to Winning New BusinessAfter about six months, Luke and his team changed their approach to new business in three key ways:
Innovative examples. Aware they needed examples of their content creation to attract new clients, they created a fake soccer player, paid influencers to say he was 10 to 1 to make the England World Cup squad in Qatar, and got 5,000 people to click on an offer to place a bet on him. Whoever clicked on that offer got taken to an awareness page with information about the importance of doing proper research before placing a bet. It was a testament to their ability to move people to follow a compelling story and take actions based on it.
Reframing the pitch. They also worked on transforming their pitch process to build trust with potential clients. They introduced a more dynamic pitching process, starting with the simple yet effective idea of asking potential clients what they did not want to hear during a pitch. This tactic served a dual purpose: it allowed the agency to understand the client's preferences better and created an opportunity to surprise them with unexpected ideas.
Anticipating questions. Lukeâs team also proactively addressed potential client concerns by anticipating the questions that might arise about their status as a relatively new agency. This strategy not only enhanced their win rate but also fostered deeper connections with clients, ultimately contributing to the agency's rapid growth.
Should You Reframe Pitches or Do Away With Them?There are, of course, pitfalls to conventional pitching, as agencies frequently surrender their most valuable ideas without receiving compensation or commitment. As they mature, many agencies begin protecting their strategic insights while still delivering value to prospects. One effective approach is implementing a "foot-in-the-door" offerâcharging for your expertise in developing strategic plans, thereby ensuring your creative contributions are appropriately valued.
Most agencies initiate this transition toward paid discovery once they've established their reputation and can afford to be more selective about their clientele. In Luke's case, reframing their approach to pitches has similarly enabled his team to become increasingly selective with potential clients.
Ultimately, whether through paid discovery work, selective pitching, or reframing the pitch process, these approaches all serve the same essential purpose: creating selectivity that preserves agency resources while fostering a more fulfilling and collaborative environment for everyone involved. This strategic selectivity not only protects an agency's most valuable assetâits ideasâbut also establishes more balanced client relationships from the outset.
Are you Willing to Bet on Yourself?When it comes to paths to agency ownership, Jason has heard it all. From people who were raised by entrepreneur parents and always knew that would be their path to, most likely, people who just started a project based on what they knew how to do and suddenly found themselves starting a business and managing a team.
In Lukeâs case, he never thought he would start his own business and only got the drive to do so after realizing he had helped grow something he couldnât claim as his own.
Ultimately, a great predictor of whether or not youâll thrive as an entrepreneur is how willing you are to bet on yourself. Do you believe in yourself and your ability to carry forward and always be able to adapt your business to new circumstances? If you do, youâll eventually figure out a clear vision and inspire people to bet on your dream and join you for the ride.
Do You Want to Transform Your Agency from a Liability to an Asset?Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.
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Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training
What significant challenges have you encountered while growing your agency? Do you have the right team that aligns with your vision and goals? Are you in a situation where you have dream clients that can pay what youâre worth? Today's featured guest brings valuable perspective from five years of growth with his recent venture in SaaS and a previous social media agency venture. Having navigated the common hurdlesagency owners face, he shares the enduring lessons and effective solutions that have propelled his agency forward. Join us to gain practical insights into overcoming these universal agency challenges with proven strategies that deliver results.
Jon Rivers is the co-founder and co-owner of Marketeery, a B2B agency that fills the gap for B2B mid-size high-tech companies in need of marketing content to meet their audience where they are in the customer journey. He shares his journey from starting as a developer to eventually finding his niche in the Microsoft ERP CRM space and discusses the challenges in this journey, including losing key clients, learning to delegate, and learning to say to the wrong clients.
In this episode, weâll discuss:
Understanding that agency growth is not linear.
Escaping the agency owner hamster wheel.
Assembling your agency dream team.
SubscribeApple | Spotify | iHeart Radio
Sponsors and ResourcesWix: Todayâs episode of the Smart Agency Masterclass is sponsored by Wix Studio, the all-in-one platform designed to help agencies scale without the headaches. With intuitive tools, robust native business solutions, and low maintenance, Wix Studio lets your team focus on what matters mostâdelivering exceptional value to your clients. Ready to take your agency to the next level? Visit wix.com/studio and discover how Wix Studio can transform your workflow, boost profits, and strengthen client relationships.
The Winding Path from Developer to Agency OwnerAlthough Jon initially trained as a developer, he quickly realized this wasn't his calling and transitioned to Help Desk operations and consulting roles. His career path later led him to join a company in the Enterprise Resource Planning (ERP) space. As he learned and grew in this space, the company faced a new hurdle when a key product partner was acquired by Oracle, disrupting their established processes. This challenge ultimately became an opportunity, prompting Jon to develop integrations for the Microsoft ERP ecosystem.
Through his subsequent roles at various companies, Jon began taking on marketing responsibilities fifteen years ago. During this period, he started exploring social media strategies and eventually established his first agency focused on this emerging field. It wasn't until much later, during the Covid pandemic, that Jon partnered with his current collaborator to launch an agency specifically targeting the ERP CRM space, with the explicit goal of business expansion.
A Mindset Shift: When Clients Take Marketing In-HouseThroughout the years, Jon has gone through the various stages of growth that most agencies experience and he has come to know the cyclical nature of success and setbacks. He recalls the initial excitement of acquiring clients and generating revenue, which inevitably leads to a desire for scaling the business. However, this journey is rarely linear. There are periods of growth followed by slowdowns. An ebb and flow is a natural part of any entrepreneurial journey.
One of Jon's first significant learning experiences came when a client who had developed a strong relationship with his agency suddenly decided to bring operations in-house. This common occurrence dramatically alters the client-agency dynamic. When a company hires a new marketing director, for instance, that person often brings existing relationships with other agencies and may show little interest in maintaining the current agency partnership.
After experiencing this scenario multiple times, Jon has reframed his perspective in a more constructive way. He now views a client's decision to internalize services as evidence that his agency has successfully elevated their business to a point where they can sustain these functions internally. Rather than taking these transitions personally, Jon sees them as achievements worth celebratingâtangible proof that his agency has delivered substantial value and helped clients reach important growth milestones.
Getting Off the âAgency Hamster WheelâThinking back to the setbacks in his agency journey, Jon can identify his business was not only too reliant on referrals, he also sees it took him too long to let go some parts of the business that could have been managed by others while he focused on growth.
At the end of the day, an owner that works in the weeds five days a week is not doing enough to create new opportunities for growth. This is what Jason calls the âagency hamster wheelâ, where owners find themselves trapped in a relentless cycle of acquiring clients, delivering services, and then scrambling to market and sell again. The only way agency owners get out of this cycle is by clearly defining their roles as the CEO and start to delegate. For Jon, this meant understanding that he just could not be in the weeds.
A CEO should focus on the vision, strategy, and growth, rather than day-to-day operations. This requires a shift in mindset, where agency leaders must learn to trust their teams and empower them to take on responsibilities. By stepping back, Jon was able to create space for innovation and strategic thinking, ultimately positioning his agency for long-term success.
Assembling Your Agency Dream TeamFor leaders to cultivate and empower their teams, they need to set a clear vision and communicate it consistently. This vision should not be confined to annual retreats or periodic meetings; instead, it should be a living, breathing part of the agency's culture. Furthermore, leaders should actively seek to coach and mentor their team leaders; by doing this, theyâll not only foster an environment where individuals can grow into their roles and take ownership of their responsibilities but also alleviate the burden on themselves.
Jon also points out the need to accept that the people you started the agency with may not be with you for the entire run. This is not necessarily negative and a natural part of the agencyâs evolution. As his business found its niche, not every one of his content creators felt comfortable with the new direction. Jon now sees he held onto these individuals for too long and that the best approach was having an honest conversation. In his case, this led to both parties agreeing to part ways.
Try to view team composition through the lens of building a "dream team." Just as the NBA assembled its legendary "Dream Team" for the Olympics, agency leaders should focus on assembling a group that aligns with the current vision and goals of the organization. By doing this, you wonât have issues seeing when a hire just isnât the right fit.
Saying No to Grow: Strategic Client Selection for Agency SuccessAs Jon grows his agency, managing operational expenses has also emerged as a significant challenge. The accumulation of various tools and services required to maintain efficient operations can become financially burdensome. In these situations, agency owners should critically evaluate their pricing structure and consider whether increases are warranted.
While conducting quarterly assessments of essential versus non-essential services is of course important, many agencies operate on dangerously thin margins. This issue can often be resolved by properly evaluating the value delivered to clients and adjusting prices accordingly. A common answer to this suggestion is âwhat if my clients donât want to pay that amount?â To which Jason counters, maybe theyâre not the right clients.
Reassessing your client relationships is a necessary step in your agencyâs growth. You may lose half your clients once you announce the price raise, but youâll still be creating more space for clients willing to pay the right price for the value your agency brings.
Furthermore, Jon has learned that itâs not just about raising prices and watching the wrong client walk away. Itâs also about saying no to the wrong clients. Early in his career, Jon might have hesitated to walk away from unprofitable clients. However, as he gained experience, he recognized that letting go of clients who do not contribute positively to the business can create space for more aligned opportunities.
Being selective about clients signals a more mature stage of business development. Rather than viewing client selectivity as a luxury afforded only to established agencies, Jon encourages owners to adopt this mindset early in their growth journey. In his assessment, implementing selective practices sooner rather than later will ultimately prove more beneficial for long-term business success.
Do You Want to Transform Your Agency from a Liability to an Asset?Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.
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Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training
Are you leveraging video to expand your audience reach and better communicate your services? Video remains the most effective medium for showcasing your brand and conveying authenticity, allowing potential clients to feel connected to you before purchasing your services. Today's featured guest began building his brand through video back in 2009 and has since accumulated millions of views.
He shares strategies for developing your approach to video, current effective practices, and the transformative impact of AI on video production. While AI offers significant benefitsâreducing both production costs and time investmentsâhe acknowledges that fully AI-generated videos often lack the genuine authenticity that resonates with audiences. Where exactly is the balance between efficiency and authenticity? Join us to discover how to effectively harness video's power to enhance both your business performance and personal fulfillment.
Carl Kwan is the owner of Kwan Multimedia, a video marketing agency with over a decade of experience. He shares his journey into the world of video, how a request from Korean Airlines sparked his passion for creating educational content online, and emphasizes the importance of video for businesses seeking to enhance their reach and profitability.
In this episode, weâll discuss:
Where to start your video strategy.
Will AI ruin the results you get with personalized videos?
How video helps validate your expertise.
SubscribeApple | Spotify | iHeart Radio
Sponsors and ResourcesE2M Solutions: Today's episode of the Smart Agency Masterclass is sponsored by E2M Solutions, a web design, and development agency that has provided white-label services for the past 10 years to agencies all over the world. Check out e2msolutions.com/smartagency and get 10% off for the first three months of service.
Turning a Successful YouTube Channel into a Thriving Video AgencyCarl launched his career creating YouTube videos in 2009 while working as an executive presentations coach in South Korea. When a client requested online coaching videos for their students, he recognized an opportunity to develop this content himself. What began as a solution for a single client evolved into a thriving YouTube channel boasting over 120,000 subscribers and 16 million views.
Drawing on his unique combination of presentation expertise, MBA education, and broadcast TV and radio experience, Carl integrated these diverse skills into his video production work. During a time when internet communication remained predominantly text-based, he recognized video's powerful potential for businesses across all sectors, prompting him to establish a company focused on helping clients leverage video to transform their outreach strategies.
Today, video has become integral to all major platformsâeven professionally-oriented LinkedIn has recently begun prioritizing video content and actively encouraging users to incorporate it into their engagement strategies.
5 Videos You Need to Incorporate Into Your Video StrategyAn Introduction Video: An âAbout meâ short introduction video that outlines who you are, what your business does, and what sets you apart from competitors. This video serves as a personal touchpoint for potential clients, allowing them to connect with the brand on a human level and should be focused on your ideal client and the problems you can solve for them.
FAQs: Make a âfrequently asked questionsâ to ensure you answer your audiences pressing needs about the services and results you provide. Carl also recommends thinking about the questions clients should be asking and arenât.
Client testimonials: If possible, Carl recommends using video for your case studies instead of asking people to write a Google review. Itâll be great social proof for your services and a way to showcase satisfied customers who can speak to the quality of your products or services.
Repurposed content: Start reusing your own text content in video form to get ball rolling and get the hang of this form of communication and storytelling.
Personalized approach: According to Carl, a really successful video thatâs won him a lot of business is one he emails them after a meeting saying âIt was great talking to you, X. I loved hearing about X. I look forward to talk to you again and discuss how I can help your businessâ. It is customized, it takes less than a minute to create, and clients love it because they can see it is personalized.
If you want to get started adding video to you strategy start with these suggestions and youâll build a great foundation to build authority and thought leadership.
Will AI Ruin the Effect of Personalized Videos?The proliferation of AI video creation tools presents a challenge for agencies that invest time in filming personalized client videos. As these AI applications become more widespread, clients may increasingly dismiss even genuine personalized messages as just another automated communication embedded in agency workflows.
While Carl fully embraces AI as a transformative toolârecently using it to create a brand song rather than hiring a professional songwriter, thereby saving money, maintaining greater creative control, and accelerating productionâhe maintains a nuanced perspective on its limitations. Despite acknowledging that AI-generated content will inevitably become normalized, he firmly believes the human element remains irreplaceable for creating authentic content that truly resonates with audiences.
In Carl's assessment, regardless of how sophisticated AI technology becomes, people will always discern genuine human involvement. Moreover, he contends that agency owners with genuine passion for their work won't willingly surrender their creative roles entirely to artificial intelligence.
How AI Tools for Video Can Help You Expand Your Outreach to International AudiencesAI technology has revolutionized the process for creating a podcast. You can now create a professional-sounding podcast by researching your topic, compiling relevant articles into a Google document, using ChatGPT to transform this material into a polished script, and finally employing podcast creation platforms to produce a natural-sounding show in your own voice.
These same technological advancements enhance video content creation beyond just script development. AI tools can effectively correct pronunciation issues or script errors that traditional editing cannot fix.
Perhaps most significantly, AI voice replication technology now enables creators to reach international audiences by reproducing their voice in multiple languages. These sophisticated programs can even adjust your modulation to create the impression that you're naturally speaking the target language.
This technological breakthrough creates unprecedented opportunities for content creators to expand beyond local markets and connect with Spanish, Portuguese, Chinese, and other language-speaking audiences worldwide, dramatically increasing potential reach and influence.
Validating Your Expertise and Building Trust with VideoDrawing from his experiences with agency partners, Carl strongly urges agency owners not to underestimate video's crucial role in brand development. He observed that clients often hesitated to work with his recommended partners after conducting quick online searches that revealed only basic website information. Today's clients seek moreâthey want to see and hear agency owners and team members personally discussing their services and the unique value they deliver.
This reflects the modern decision-making process for professional services. Potential clients prioritize making authentic connections, and video serves as an exceptional medium for conveying your message while demonstrating genuine authenticity and relatability. That is why your agency needs a YouTube channel which is home to content that highlights your expertise. The true value lies not in accumulating subscribers or views, but in establishing a professional presence that validates your capabilities and knowledge. A thoughtful video presence serves as powerful evidence of your competence and approach, often becoming the deciding factor for prospective clients.
Do You Want to Transform Your Agency from a Liability to an Asset?Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.
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Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training
Does your digital agency a strong social media presence? Wondering which content types and platforms deliver the best results? Today's featured guest runs a social media agency that focuses on a carefully selected roster of clients. She began her career as a stay-at-home mom with exceptional social media instincts and built a thriving agency in just five years. She views social media as a necessary evil for brands and has successfully guided clients with strategically planned and curated content.
Join us as she shares what's currently working in social media, her proven strategies, valuable advice for agency owners, and why she personally avoids social media in her spare time.
Elizabeth Stone is owner of SociaSavvy, a boutique social media marketing agency who got into the business wanting a challenge and a creative outlet. Now with nearly five years of experience, she reflects on what sheâs learned about social media, whatâs working and whatâs not, and why clientâs shouldnât ask for a monthâs work of content in such a rapidly changing space.
In this episode, weâll discuss:
The power of resilience, determination, and adaptability.
Making cross-platform content.
Delegating tasks to avoid burnout.
SubscribeApple | Spotify | iHeart Radio
Sponsors and ResourcesWix: Todayâs episode of the Smart Agency Masterclass is sponsored by Wix Studio, the all-in-one platform designed to help agencies scale without the headaches. With intuitive tools, robust native business solutions, and low maintenance, Wix Studio lets your team focus on what matters mostâdelivering exceptional value to your clients. Ready to take your agency to the next level? Visit wix.com/studio and discover how Wix Studio can transform your workflow, boost profits, and strengthen client relationships.
The Power of Determination, Resilience, and AdaptabilityElizabeth never imagined pursuing marketing or business immediately after college. Instead, she fast-tracked her education and embraced life as a new mom. However, she soon found herself craving both a creative outlet and a way to contribute financially to her household.
Fascinated by social media, she offered to help local businesses build their online presence across various platforms, initially working almost for free to develop her portfolio. Her remarkable results with these early clients enabled her to target her ideal market, and as demand grew beyond what she could handle alone, she began expanding her team.
Throughout her five years running the agency, Elizabeth has discovered success in marketing requires less of a formal education and more determination, resilience in the face of rejection, and adaptability. Her experience has also given her a nuanced perspective on social media. She views it as a "necessary evil" for businesses that can significantly boost brands while recognizing its potentially addictive nature for individuals.
The Rise of âLow-Qualityâ High-Quality ContentWith the ever-changing nature of social media platforms, most of the "social media hacks" we see are typically obsolete by the time you implement them. This is a reality that frustrates businesses hoping to plan ahead. Elizabeth often finds herself explaining to clients why preparing a month's worth of content isn't feasible; in such a fast-moving environment, content created today will likely be irrelevant within a few weeks.
Regarding current effective strategies, Elizabeth confirms that video continues to dominate social platforms. She highlights the rise of "low quality content"âactually high-quality, meticulously planned material deliberately designed to appear candid and spontaneous.
Elizabeth also advises businesses to release their attachment to "vanity numbers." Unlike a few years ago when engagement metrics were relatively consistent, today's social landscape is unpredictableâone post might completely flop while the next becomes an unexpected hit. This volatility makes traditional performance metrics less reliable indicators of overall social media success.
Making Videos that Get Your Audienceâs AttentionRegarding effective strategies, Elizabeth emphasizes that all social media videos should incorporate both voiceover and subtitles to capture different viewer preferences. Some users engage through audio elements while others browse with sound off, relying entirely on subtitles. She recommends using short clips to maintain momentum, acknowledging today's shortened attention spans and the need to sustain viewer interest.
She also prefers videos are prepared and shot by her agency team rather than working with content recorded by the client. In her experience, clients often appear nervous on camera, but with proper coaching from her team, they can focus on their message rather than the recording process
She also advocates for cross-platform posting to reach audiences with varying content preferences. While some users gravitate toward short, fast-paced content, others engage more deeply with longer YouTube videos. The optimal approach depends on understanding where your specific audience consumes content. Interestingly, she notes a current trend returning to longer-form content on both TikTok and Instagram. This constant evolution is precisely what Elizabeth loves about the social media landscapeâits perpetual changes ensure the work never becomes monotonous.
Delegating Tasks to Avoid BurnoutAs the agency owner, one of the things that Elizabeth sought to quickly delegate was keeping up with social media trends. Itâs important for the agency to be always up to speed with any new trends for their content creation. However, it was personally exhausting to be on these platforms scrolling every day. It was mentally taxing and took away from her time with her family.
Her solution was creating a specialized role dedicated to tracking new trends, typically filled by younger team members. This position requirea regular rotation, as even the most enthusiastic employees eventually experience burnout from constant scrolling. Nevertheless, establishing this position proved to be the right decisionâone she's grateful to have removed from her own responsibilities.
For any growing agency, there comes a time when further expansion depends largely on your willingness to delegate and get out your teamâs way as they learn to own their roles. For Elizabeth, it was a surprisingly hard step to take but very much worth it and a key to staying creative as she delegated the tasks that most drained her.
The Key to Success for any Digital AgencyElizabeth launched her business just before Covid-19 hit and successfully navigated the challenges of the pandemic, helping her clients connect with audiences through social media. This early experience taught her to expect ups and downs as a natural part of running a businessâa mindset she encourages other agency owners to adopt.
She firmly believes that, regardless of the political or economic climate, thereâs always an opportunity to pivot and adapt. For her, success is within reach for every agency owner who embraces this resilient and flexible mindset.
Do You Want to Transform Your Agency from a Liability to an Asset?Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.
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Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training
Does your emotional attachment to your agency makes it difficult to make growth decisions? When you remove emotion from the mix and make decisions objectively, your realize more growth. After 21 years of running his business, todayâs guest realized he needed emotional distance and accomplished this by creating an alter ego who could assess the agency from an impartial point of view. This experiment proved remarkably successful. Heâs come to realize his true role in the agency and that much of it means working for his team, rather than the other way around.
George Arabian is the CEO and founder of NVISION, a full-service digital marketing agency based in Toronto, Canada. He shares his journey into the world of digital marketing, how he managed to stop making decisions based on emotion, and how his transition to agency CEO has meant a bigger focus on how to help his team be the best they can be.
In this episode, weâll discuss:
Experimenting with innovation to stay ahead.
Niching down does not mean limiting your agency.
Becoming a true leader by working for your team.
SubscribeApple | Spotify | iHeart Radio
Sponsors and ResourcesE2M Solutions: Today's episode of the Smart Agency Masterclass is sponsored by E2M Solutions, a web design, and development agency that has provided white-label services for the past 10 years to agencies all over the world. Check out e2msolutions.com/smartagency and get 10% off for the first three months of service.
Experimenting with Innovation to Stay AheadGeorge's passion for technology began at a young age when he started building computers. At just seventeen, he received what he humorously recalls as a request to "build an internet"âactually a websiteâfor a local hockey shop owner. He quickly Immersed himself in learning html and put 500 hours into that first web project that paid him $400. One job led to another, eventually George started his own agency and has been running it since 2004.
The digital landscape has transformed dramatically since George built his first website. Today, AI has helped make website creation faster than even before. However, what has remained constant throughout his journey has been his spirit of experimentation. For him, being in the digital marketing space is like being a "mad scientist." So he encourages his team to test new ideas and approaches in order to uncover novel solutions that set them apart from competitors.
This experimental philosophy naturally led George's agency to expand beyond websites to integrate various marketing strategiesâincluding SEO, advertising, and content marketingâinto their service offerings.
Why Niching Down Doesnât Mean Limiting Your AgencyAs he starts trying new services to expand his offering, George has found it very hard to narrow down that offer. On one hand, he feels genuinely and equally curious about SEO, CRM, email marketing, etc. On the other, he fears niching down will inevitably lead to boredom.
Rather than forcing himself into a traditional service-based niche, George developed an innovative solution. He decided to center his agency around a conceptual focus: "creating human connection." This strategic pivot allows his team to maintain a clear, unifying purpose while still accommodating diverse projects and creative challenges that keep their work engaging.
This approach is proof that niching down doesnât have to mean limiting yourself. It can enhance an agency's ability to experiment effectively. With a clear focus, an agency can explore an array of strategies and tactics within their niche, fostering a culture of innovation without sacrificing excitement or variety. The result is a business that remains creatively stimulating while still offering clients a clear understanding of the agency's unique value.
How Emotional Distance Helps Make the Shift to Agency CEOAs agencies grow, the challenges become more complex. Owners soon need to make a shift in focus from day-to-day operations to strategic leadership. Making the transition to Agency CEO was quite challenging for George, as he tried to detach himself from operations after twenty-one years of running the agency. Itâs a pretty common challenge for agency owners. For George, this deep emotional connection to the agency often led to rushed decisions as he stressed over the well-being of his team members.
To create the necessary emotional distance, George developed a second more objective persona. One day, he arrived at work embodying this detached perspective, pretending it was his first day at an unfamiliar agency. Through this lens, he observed operations critically, documented his findings, and identified previously overlooked gaps and inefficiencies. With this approach, he was able to re-conceptualize the agency as an independent entity that required optimal functionality rather than as an extension of himself.
The results soon started to show as he built an entity where the team no longer turned to him for every decision. Although he admits not being needed was harder than heâd anticipated, he recognizes that this step not only enhanced operational efficiency but also fosters a culture of trust and collaboration.
Why Being a True Leader Means Working For Your TeamBeyond emotional detachment, transitioning to the agency CEO role requires embracing delegation as a fundamental component of both operational efficiency and team empowerment.
This shift fundamentally inverts the traditional hierarchyâyou'll find yourself working for your team rather than the other way around. Your primary focus becomes supporting their growth and development, removing obstacles, and creating pathways for their success. The sooner you implement this mindset shift, the sooner youâll cultivate leaders within your agency who can shoulder responsibilities that once fell solely on you. This allows you to step back and concentrate on strategic agency growth.
This evolution doesn't happen overnight but develops gradually as you enhance your leadership capabilities through continuous learning, reading, and engaging with a community of like-minded agency owners. The more you participate in this process, the more youâll develop your ability to articulate and communicate effectively.
How to Clearly Define Your Role in the AgencyGeorge clarified his role as agency CEO through a classic mastermind exerciseâlisting both his most and least enjoyable tasks to identify what he should delegate. This straightforward but powerful assessment helps reveal an ownerâs true passions. In his, case, it was mentoring team members, creating content, and supporting the team in landing major clients.
Clearly defining these roles helped George focus on moving the agency forward and provided the necessary boundaries recognize when to intervene and when responsibilities belonged to others.
While George acknowledges heâs still not quite where heâd like to be, that clarity has brought him more freedom. He also embraces the fact that this doesnât mean all his problems are solved now. However, the perpetual problem-solving cycle isn't a flaw but rather the essence of agency workâan environment where strong problem solvers naturally thrive and find fulfillment.
Do You Want to Transform Your Agency from a Liability to an Asset?Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.
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Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training
Itâs always easier to retain existing clients than constantly landing new ones. Do you want to know the secret one agency has that has helped them hold onto clients for over 20 years? This interview highlights an agency ownerâs whose client retention philosophy involves a candid, honest, and sincere approach which has helped them retain some clients for over two decades.
In this conversation, we explore his struggle to balance entrepreneurial business development with satisfying his creative instincts. He reveals how he eventually established systems that removed him from being the bottleneck in agency operations while allowing him to choose his involvement in the processes. He also shares the clarity he found that inspired a subscription-based product offering that maintains healthy cashflow.
Join us for this insightful conversation about agency growth, creating freedom through systems, maintaining long-term client relationships, and navigating the evolving challenges of the entrepreneurial journey.
Pinaki Kathiari is the CEO of Local Wisdom, a digital communications agency, and co-founder of Resource Hero, a resource planning and time tracking application for professional services companies. Pinaki also hosts his own podcast his podcast "Why Does It Feel So Wrong to be Human at Work?". He shares his journey as an entrepreneur, reflecting on nearly 25 years of running his agency, and highlights his volunteer work.
In this episode, weâll discuss:
Embracing subscription-based growth.
Honesty as the key to building long-term client relationships.
How to stop being the bottleneck in agency operations.
SubscribeApple | Spotify | iHeart Radio
Sponsors and ResourcesWix: Todayâs episode of the Smart Agency Masterclass is sponsored by Wix Studio, the all-in-one platform designed to help agencies scale without the headaches. With intuitive tools, robust native business solutions, and low maintenance, Wix Studio lets your team focus on what matters mostâdelivering exceptional value to your clients. Ready to take your agency to the next level? Visit wix.com/studio today and discover how Wix Studio can transform your workflow, boost profits, and strengthen client relationships.
Turning a Market Gap into a Thriving AgencyPinakiâs agency journey began when he and his college partners, all computer science graduates from Rutgers, found themselves jobless after the tech bubble burst in the late 90s. Recognizing the potential of the growing internet landscape, they decided to collaborate and create their own path.
They identified a crucial market gap: companies excelled either at design or technology, but rarely both. This was the niche they decided to occupy. Later on, realizing most of their clients were communicators, they further niched down to serving communications teams.
Their initial approach was humble, often trading services for goods rather than charging traditional fees. They worked with small startups that struggled with funding. This experience taught Pinaki and his team valuable lessons about the realities of client relationships, pricing, and the importance of setting boundaries.
Through collaboration, they were able to refine their approach, ultimately leading to more significant projects and clients. This shift from small, struggling startups to larger enterprises marked a turning point in their journey.
Eventually, as they gained experience and began to understand the needs of larger enterprises. They found the confidence to Increase their pricing structure, with their first big project being a $40,000 deal. At the time, that kind of money seemed wild to them!
Embracing a Subscription-Product Offering to Maintain CashflowEven after increasing their prices, Pinaki admits it took him too long to get out of day-to-day operations. After navigating an industry still in its infancy and growing his agency by doing a bit of everything, he had learned to enjoy daily operations and thrived in that work. However, hiring the right team members eventually helped him and his partners recognize they should redirect their focus toward strategic growth, with effective delegation as the key enabler.
Shifting focus from operations to growth helped them realize the potential to grow existing accounts by offering subscription-based services. Clients often struggled to maintain their websites post-launch, resulting in deteriorating quality over time. Recognizing this gap, they introduced "website curation" services designed to preserve and enhance site quality as content evolved.
The subscription model really helped maintain cashflow, providing steady revenue that stabilize the agency when project work fluctuated. It also helped them create stronger client relationships by setting up a new situation where they would do a lot of work for just one client instead of a lot projects for different clients that never grew beyond that.
Uncomfortable Honesty is the Key to Long-Term Client RelationshipsWhile his agency team always knew the right questions to ask clients, Pinaki admits they initially fell into the "order taker" category. Today, however, 70% of their revenue comes from recurring businessâa testament to their deliberate focus on building long-lasting relationships, with their longest-standing client partnership spanning approximately 20 years.
For Pinaki, honesty serves as the cornerstone of these enduring client relationships. This means respectfully declining projects beyond their capabilities or tactfully pushing back on ideas they believe won't succeed, all while treating clients with genuine empathy. This approach of delivering difficult messages compassionately transforms potential setbacks into growth opportunities. When clients know they can depend on their service provider for truthfulnessâeven when uncomfortableâit fosters a deeper, more resilient trust over time.
As he points out, there should always be a focus on moving forward when challenges arise rather than placing blame, which really helps them in being seen as trusted advisors.
How to Stop Being the Bottleneck in Agency OperationsMost agency owners begin their journey as creators or industry enthusiasts with specialized skillsâlike building websitesâwho eventually find themselves navigating the business side once clients start paying for their services.
This transition to business ownership requires three critical steps: 1. connecting with like-minded peers, 2. gaining clarity about your agency's direction, and 3. developing the confidence to pursue that vision with conviction.
Building a sustainable future typically involves creating robust systems and making strategic hires that gradually remove you as the owner from every operational decision. Eventually, this evolution results in a business that functions independently. If you're concerned about becoming a bottleneck, implement regular feedback sessions with your team. Ask them what they wish you would stop doing, continue doing, and do more ofâproviding invaluable insights into areas where you might be unintentionally constraining growth.
While systematizing your business is crucial, this doesn't mean abandoning the aspects of agency work you genuinely enjoy. Whether it's joining client closing calls or facilitating design meetings, you can still participate in these fulfilling activities. The key distinction is creating systems that give you the choice to participate rather than requiring your involvement.
Do You Want to Transform Your Agency from a Liability to an Asset?Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.
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Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training
What is the best way to speak to your target audience? How can you make a compelling case to work with your agency? With proper storytelling techniques, you will reach your prospects and clients in a way the resonates with them. Every successful agency owner needs a persuasive "Who am I" narrative, along with educational and vision stories that speaks directly to potential clients. However, the task can feel overwhelming, leaving many owners unsure where to begin. Todayâs featured guest specializes in transforming scattered narratives into strategic stories that create meaningful connections.
She'll reveal the essential types of stories every agency owner should develop to attract clients, while emphasizing the power of simplicityâdemonstrating why less truly is more when it comes to impactful storytelling. Tune in to learn the art of strategic storytelling that positions your agency as the obvious choice in a crowded marketplace.
Margot Black is a publicity expert and founder of Black Ink PR, an agency that takes clientsâ stories and turn them into winning strategies that produce strong results and elevate their business from established to extraordinary. Sheâs also the author of Lifeâs a Pitch, a masterclass in business, branding, public relations, and marketing that will teach you how to get what you want in business and life.
Margot shares her focus on the importance of storytelling in connecting with audiences, highlighting strategies for agency owners to effectively communicate their narratives, focusing on a number of stories that every owner should share with their audience and tools that will help you identify common denominators with your audience and understanding their problems.
In this episode, weâll discuss:
Connecting with prospects by sharing compelling stories.
The importance of mapping out your process.
2 essential stories every agency owner should tell.
SubscribeApple | Spotify | iHeart Radio
Sponsors and ResourcesE2M Solutions: Today's episode of the Smart Agency Masterclass is sponsored by E2M Solutions, a web design, and development agency that has provided white-label services for the past 10 years to agencies all over the world. Check out e2msolutions.com/smartagency and get 10% off for the first three months of service.
Connecting with Prospects by Sharing Compelling StoriesMany agency owners struggle to craft a compelling narrative about their business. According to Margot, the first thing you need to do is connect to your audience by finding a common denominator. One of the most powerful things you can do to achieve this is demonstrate your understanding of their challenges by creating stories that say âI know what your problems are. I understand.â These stories are always powerful because your audience feels seen.
Unfortunately, many entrepreneurs miss this opportunity by focusing too heavily on self-promotion ("let me tell you all about me"), neglecting the crucial element of empathy. When you demonstrate that you both understand and can solve your audience's problems, you've already won a significant part of the battle for their attention and trust.
Instead, Margot suggests framing your message around "how to" questions. For instance, "How to tell a better story so people will listen" or "How to find five people that need what you have." This approach not only positions the storyteller as an expert but also provides immediate value to the audience.
Pro Tip: Keep it Simple. With limited time and attention spans, your audience needs content that's easy to grasp and implement. Rather than overwhelming them with extensive offerings like a 123-lesson course, focus on digestible concepts: "I'll show you the four quadrants you need to dominate to attract more customers." You may think that the more you offer the better, but people have very limited time and attention to give in this ADHD era so make it easy for them to grasp the core concepts to enhance retention.
The Importance of Mapping Out Your Process"How we do it" stories represent a powerful yet underutilized tool in agency communications. These narratives function as client roadmaps, clearly illustrating the processes and methodologies behind the agency's success. By transparently sharing these operational details, agencies demystify their work and provide potential clients with clear expectations. This structured approach significantly increases client confidence when deciding to partner with an agency.
Without process-focused stories, clients lack visibility into your working methods and can't anticipate how much involvement will be required from them. Margot specifically advises against giving clients "homework" as this creates additional burdens that often go uncompleted which leads to frustration and disengagement.
Instead, effective "how we do it" stories should clearly show the finish lineâallowing clients to envision the end result before the partnership even begins.
Equally important is incorporating a "what's changing and where we're headed" element into your narrative framework. In today's rapidly evolving business landscape, clients seek reassurance that their agency partners understand how emerging changes affect their specific challenges. They want partners who not only recognize these shifts but also have developed clear strategies to navigate them successfully.
When in Doubt, Educate Your ClientsIf youâre at all confused about where to start, stories that teach provide an excellent starting point. These narratives offer significant benefits by sharing valuable knowledge and insights that empower clients to better understand and address their challenges. This educational approach accomplishes two critical objectives simultaneously: it establishes your expertise in your field while keeping the client firmly positioned as the central character of the narrative. The most effective stories always maintain this client-centric focus. Their journey, challenges, and ultimate success should drive the narrative forward.
For instance, a leader might share a story about how they overcame a common challenge faced by their clients. By detailing the steps taken and the lessons learned, they not only provide valuable information but also illustrate their understanding of the client's journey.
2 Essential Stories Every Agency Leader Must TellWho I Am â Every leader should develop a compelling âWho I Amâ story. The best advice Margot has to improve it is to know where to start. People tend to start too early and tell you about where they went to college or even their childhood â details that rarely resonate with potential clients. Instead, focus your personal narrative on establishing relevant expertise that directly addresses client needs. Even though the Who I Am story is about you, itâs still for your audience and should attract them.
Vision Story â Equally important is crafting a powerful "vision" story that articulates an inspiring future direction. These narratives provide clients with a clear roadmap to successâsuch as the eight pillars of agency ownershipâand create a compelling framework for your relationship. A great historical example of an exceptional vision story is Martin Luther King Jr.'s "I Have a Dream" speech. This is one of the most powerful visions in American history that illustrates how powerful vision stories can mobilize and inspire action. Leaders who can paint a vivid picture of the future not only engage their clients but also empower them to envision their own success.
Do You Want to Transform Your Agency from a Liability to an Asset?Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.
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Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training
Are you focusing your energy on growing existing client relationships or acquiring new ones? Building strong client relationships requires a commitment to proactive communication from the very beginning, as today's featured guest clearly demonstrates.
Our guest runs a brand agency that prioritizes nurturing and growing client relationships through three key strategies: establishing clear expectations, maintaining proactive communication, and implementing careful qualifying processes to ensure they partner only with the right culture fits. This intentional approach has made her agency irreplaceable to clients.
Discover the specific strategies and insights that have contributed to her success in building lasting, valuable client partnerships that stand the test of time.
Charlene Coughlin is president and partner at Twist Creative, a thriving brand agency founded by a husband and wife duo who combined their talents in writing and design to create a unique agency focused on brand growth. She discusses how to excel at scaling client accounts by nurturing existing relationships and creating strong partnerships, why she stopped participating in RFPs, and more.
In this episode, weâll discuss:
Nurturing relationships vs. landing clients.
The art of proactive client communication.
RFPs donât equal quality clients.
Building trust through consistent communication.
SubscribeApple | Spotify | iHeart Radio
Sponsors and ResourcesWix: Todayâs episode of the Smart Agency Masterclass is sponsored by Wix Studio, the all-in-one platform designed to help agencies scale without the headaches. With intuitive tools, robust native business solutions, and low maintenance, Wix Studio lets your team focus on what matters mostâdelivering exceptional value to your clients. Ready to take your agency to the next level? Visit wix.com/studio and discover how Wix Studio can transform your workflow, boost profits, and strengthen client relationships.
Nurturing Relationships vs. Just Landing ClientsMany agencies get caught in the endless task of getting more and more accounts and donât spend nearly as much time on growing those accounts. For Charlene, the business has always been about relationships. She feels itâs useless to have amazing creative if it wonât get used because relationships go sour.
First and foremost, she recommends aiming to understand the client, their motivations, and goals to build a relationship based on really listening to them. By actively listening to clients and demonstrating authentic interest in their success, agencies can transform the traditional vendor-client dynamic into a true partnership built on trust and mutual understanding. This shift fundamentally changes how clients perceive the agency's role.
When this transformation occurs, agencies become irreplaceable strategic partners rather than interchangeable service providers. The relationship evolves from clients dictating specific deliverables to collaborative planning sessions where both parties work together on annual goals and budget development. This partnership approach not only secures long-term client retention but also creates opportunities for account growth that far exceed what's possible through constant new business acquisition.
The Art of Proactive Client CommunicationBuilding strong client partnerships that grow over time requires intentionality from the very beginning of the relationship. Charlene's team implements this philosophy through a proactive approach to client communication that starts during the onboarding process. Rather than reactively waiting for clients to reach out with needs or concerns, they systematically initiate engagement, establishing a foundation of trust and collaboration that benefits both parties.
This proactive communication extends even to prospective clients who are still evaluating whether to work with the agency. Through consistent follow-up and responsive answering of questions, potential clients develop clear expectations about the working relationship before making their decision. By the time they commit, the groundwork for effective collaboration has already been established.
Setting clear expectations from the outset is crucial to this approach. Charlene's team conducts candid conversations to understand what clients value in agency partnerships and what previous experiences have frustrated them. This transparency acknowledges that challenges will inevitably arise while emphasizing their commitment to navigating difficulties together.
Ultimately, ensuring that potential clients align with the agencyâs core principles will help you cultivate a more harmonious working relationship. This selectivity not only reduces friction but also enhances the overall experience for both the agency and the client, leading to more productive collaborations.
Protecting Your Agencyâs Culture by Prioritizing Healthy Client RelationshipsEstablishing client alignment from early on also helps agencies avoid the difficult relationships that arise with clients that are just a bad fit. These are the type of clients that will expect a response at any hour of the day and treat your team poorly. The stress and dissatisfaction that arise from such relationships overshadows the potential for creative opportunities, ultimately resulting in a toxic work environment.
For Charlene, these projects are just not worth it and usually require more time and effort than originally estimated. There was a time when her agency was willing to compromise its standards due to financial pressures. However, this mindset only leads to a cycle of negativity, where the agency finds itself mired in challenging relationships that drain energy and resources. By being willing to say "no" to clients who do not respect their team, agencies protect their culture and morale, allowing them to focus on meaningful partnerships that foster growth.
Why RFPs Donât Always Equal Quality ClientsLike many agencies, Charleneâs team used to spend hundreds of hours on Requests For Proposals, putting a lot of effort into its content and correct format only to never hear back from these companies.
Additionally, the RFP process can inadvertently encourage agencies to engage in practices that undermine the value of their work, like the pressure to provide free spec work to stand out among competitors. This happened to Charlene and her team in 2018 with a project they really wanted to win. However, they only agreed to participate in this RFP after negotiating payment for their spec work. This way they not only got compensated for their time but also demonstrated the value they placed on their creative output.
Still, Charlene found that with RFPs the final decision tended to be based on budget more than what each agency offered, which made those clients the wrong fit for her agency. Therefore, they stopped spending time on RFPs altogether as she found this would actually save the agency time and money they could spend in finding actual qualified clients.
How Charging for Strategy Pays Off in the Long RunAgencies that sell a Foot-in-the-Door project rather than pitching a big project gain more in the long run. A FIYD is an alternative where agencies propose smaller projects or consultations that allow them to demonstrate their expertise while fostering a collaborative environment. This strategy not only positions the agency as a trusted advisor but also creates a sense of ownership for the client, enhancing their investment in the relationship. It also provides more opportunities for conversations where the agency can find out more about the clientsâ issues and what they really need.
Creating a foot-in-the-door offer requires a shift to start charging for insights and strategy many are giving away for free. Clients may struggle with the transition from receiving complimentary advice to paying for it. However, this shift is crucial for establishing the agency as a valued partner rather than just a service provider. When clients begin to pay for strategic insights, they are more likely to engage deeply with the process, leading to better outcomes and a stronger relationship.
Building Trust Through Consistent CommunicationIn client relationships, anxiety typically arises when communication is lacking. This is why Charlene focuses on building strong connections that extend beyond merely addressing problems to fostering open dialogue. When clients feel comfortable reaching out, it reflects the solid foundation of trust and understanding she has established.
Charlene's agency implements a proactive communication strategy, sending regular status updates even when there is little to report. This consistent attentiveness reassures clients that they are valued and their needs are being addressed, creating a true sense of partnership.
The results of this approach are evident in client behavior. Not only do clients readily discuss business issues with Charlene, but they also seek her expertise on other matters. This pattern demonstrates how thoughtful communication cultivates relationships where clients feel supported, understood, and confident in the partnership.
Do You Want to Transform Your Agency from a Liability to an Asset?Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.
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Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training
Would you consider a merger or acquisition as a growth strategy? What does it look like to acquire another agency? How can you ensure success for the buyer, seller, and existing clients? Todayâs featured guest demonstrates how this approach can be highly effective when executed thoughtfully. He started his agency after realizing he would never get the recognition he deserved while working for somebody else, which drove him to establish his own agency where he now thrives.
Recently, he expanded through the strategic acquisition of three agencies, focusing primarily on their client portfolios. His acquisition strategy emphasizes the importance of relationship continuity, specifically seeking arrangements where previous owners remain involved during the transition period, allowing his team to gradually build trust with the inherited client base. Learn from his valuable insights on entrepreneurship and the strategic use of acquisitions for agency growth.
Luke Szkudlarek is a founding partner of What., a Zurich-based consultancy and growth hacking group focused on helping SMEs and startups with growth, digitalization, and product development. Heâll share the pivotal moment that sparked his decision to pursue entrepreneurship after an encounter with his boss, highlighting the importance of ownership and recognition in the workplace.
In this episode, weâll discuss:
Spotting trends that lead to agency success.
The mind shift needed to break the glass ceiling on growth.
Using agency acquisition as a growth strategy.
Ensuring a smooth merger and acquisition for agency clients.
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Sponsors and ResourcesE2M Solutions: Today's episode of the Smart Agency Masterclass is sponsored by E2M Solutions, a web design, and development agency that has provided white-label services for the past 10 years to agencies all over the world. Check out e2msolutions.com/smartagency and get 10% off for the first three months of service.
How a Dismissive Boss Sparked an Agency JourneyLuke's entrepreneurial journey began in Zurich with what seemed like a straightforward 'easy' role helping an agency acquire new clients. As he sharpened his skills he soon started working with giants like Nestle and Victoria Knox.
After closing a few lucrative deals, Luke approached his employer about receiving company shares as compensation for his valuable contributions.
His boss's dismissive responseâoffering a spa treatment instead of equityâbecame a key moment in his career. Rather than viewing this as a setback, he recognized it as a sign that it was time to venture out on his own. Confident in his ability to attract and maintain relationships with major clients, he started to plan his next move with a colleague. Six months later they were ready to start building their own business.
Spotting Trends as the Secret to Early SuccessWhile many startup agencies start out relying on referrals, Luke attributes his success to an ability to identify and capitalize on emerging market trends. Firstly, he benefitted from starting out in a market where growth hacking was still relatively unknown, allowing his firm to establish itself as a pioneer in its niche. Rather than simply focusing on website visibility, they differentiated themselves by creating valuable digital assets for their clients.
Luke was also quick to spot the benefits of having a hybrid team, which gave him access to talent from all over the world. It also allowed him to undercut the competition with lower prices, and he had a hybrid structure already set when the pandemic hit.
Furthermore, while many agencies still thought that working with startups was a waste of money, Luke focused only on these businesses. Bigger agencies had no interest in working with a $50,000-$60,000 budget, but it was just what his agency needed to start building their brand. This led to many obscure projects, but as one of few agencies working with startups it was pretty easy to jump from an initial project to a much larger one and opportunities to build relationships with investors.
Outsourcing Tasks as a Strategic Growth PlanOne of the critical decisions that significantly influenced his agencyâs growth was delegating administrative tasks. Neither Luke nor his partner are very fond of admin work and didnât want any part of the invoicing. However the invoicing process is a fundamental one in an agency and a focus when it came to a basis for success. They recognized their strengths lay in selling and project delivery, not in repetitive administrative work so that was the first choice when it came to start hiring to delegate.
This approach is about more than offloading work, it is a strategic decision with significant advantages. By outsourcing administrative tasks, it frees up valuable time and resources, enabling founders and key team members to focus on strategic planning, client engagement, and product development.
The Mind Shift to Break the Glass Ceiling to Real GrowthMany founders find themselves trapped after hitting a glass ceiling, unsure of how to break through to the next level. You need a fundamental mindset shift before you can get past this stage.
This mindset shift requires you understand that growth is not solely about increasing revenue or expanding service offerings. Instead, it requires a clear vision and the ability to communicate that vision effectively to the entire team. Founders must ask themselves not just where they want to go, but how to empower their teams to make decisions that align with that vision.
Moreover, itâs about hiring strategically to build a team that can take the agency further than you can done by yourself, while also working on improving yourself to set the vision and be the face of the agency. Luke has recently started working with coaches to get inspiration and it has made a big different in his goal of getting to the next level.
Acquisition as an Agency Growth StrategyBy now, Lukeâs agency has acquired three other agencies and continues to learn about these transactions. All three processes were different, with the first one being a merger with an agency that initially came in as a strategic partner and the last two being more asset purchases focused on their client portfolios.
According to Luke, itâs quite difficult to convince Swiss clients to leave their agency, even if you present an opportunity to save them a lot of money because personal relationships often hold more sway than the merits of a compelling pitch or a well-crafted campaign. Consequently, itâs easier in his view to acquire the portfolios to start a relationship with those companies. This approach not only facilitates expansion but also enhances the value proposition offered to clients, ultimately driving profitability and market presence.
How to Ensure a Smooth M&A Transition for Agency ClientsIn agency acquisitions, understanding the seller's post-sale intentions is crucial for establishing a successful transition. Try to get a clear response of what theyâre hoping to get from the sale.
Do they want to completely separate themselves from the agency and do something else? Do they prefer staying and focus on sales and growth? Or maybe focus on profitability and growth? There are scenarios where each of those options could work but there needs to be a clear understanding from the beginning for it to work for both parties.
Luke's approach to acquisitions specifically acknowledges the relationship-based nature of agency businesses. He personally prefers for the founders to stay for a while as he works to earn clientsâ trust. If a seller walks away immediately, the client list becomes worthless since their relationship is with the previous owner. Until the trust is built, itâs best to keep sellers on board.
Do You Want to Transform Your Agency from a Liability to an Asset?Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.
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Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training
Are you prepared to sell your agency if the right opportunity presents itself? Making your business sale-ready requires more than just financial preparationâit demands emotional readiness and the ability to set ego aside.
With pleasure, we are featuring a long time mastermind member on the show who, after recently selling his agency, now describes himself as a ârecovering agency ownerâ. It was an unexpected opportunity that turned into an amazing deal for the seller and buyer. Jordan discusses the way he took control of his agencyâs future by pursuing the sale, what heâd change about the process, and the importance of having a plan for post-sale integration.
Our guest is Jordan Choo, a recovering agency owner who previously founded, built, and sold Kogneta, a digital marketing firm focused on helping local businesses grow effectively. He is a longtime friend of the podcast who was mastermind member for sixy years before selling his agency. He is here to talk about the acquisition process, which began through an introduction from another agency owner rather than a typical unsolicited acquisition offer.
In this episode, weâll discuss:
Turning a potential partnership into an acquisition
If you want to sell, leave emotions and ego at the door.
Overcoming 2 common agency owner struggles.
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Sponsors and ResourcesFREE Training: Feeling stuck in your agency? Youâre not alone. Running an agency can be isolating, overwhelming, and downright exhausting. But it doesnât have to be. At Agency Mastery, weâve been thereâwhich is why we now offer free training resources to transform your agency from a liability to an asset.. Check out our FREE RESOURCES on Lead Generation and Sales Systems. No strings attached. Just the tools you need to grow smarter, not harder. Get started today at agencymastery360.com/training. Donât let your agency hold you back. Letâs build the future you deserve.
Turning a Potential Partnership into an Agency AcquisitionIf you run an agency, and especially if youâve grown beyond a certain point, you should be really clear about your why and what you have in mind for the future.
Thereâs a chance you started as a lifestyle business. In that case, there isnât much to worry about beyond maintaining profitability. However, if you started it with the intention to grow that business to eventually sell, then that will dictate how to grow your agency.
At some point, most agency owners have gotten the typical pitch email expressing interest in buying their business. In Jordanâs case, it all started with an introduction from another agency owner. The contact wasnât specifically looking to purchase his agency, but for a white label partner to provide marketing services in order to expand their value to clients.
After a few conversations with this agency, Jordan realized it would make more sense for them to acquire his agency rather than getting into a longtime partnership. It was a pretty good fit in terms of their cultures and how their agencies were structured. Hence, he was encouraged to bring the matter up and ask them their thoughts about a potential merge.
What started as Jordan's curiosity about the buyer's serious intentions evolved into meaningful discussions about merging the businesses. The organic nature of these conversations led to a deal that benefited both parties, with the entire processâfrom initial talks to signing a formal letter of intentâtaking approximately five months.
Selling Your Agency? Leave Ego and Emotions at the DoorUnderstanding that ego can be a deal-breaker in business transactions, Jordan approached his agency's sale by being pragmatic and emotionally detached. He established a realistic valuation range and minimum acceptable offer before negotiations began. Fortunately, his expectations aligned well with the buyer's assessment, which streamlined the negotiation process.
In the best case scenario, both parties are adequately educated on how the business should be fairly valued. But for that to happen, you need to separate the part of your identity that is closely linked to the business and have a clear path for what comes next after the sale. What are you looking for to doing post sale? Do you have plans to start a new business or follow a new interest? If you canât answer these questions, maybe itâs not your time to sell.
In his case, Jordan wants to rest, take some time off, and then go back to focusing his time and energy on growing a brand, instead of focusing on several brands at the same time, like he used to do with his agency.
Overcoming 2 Common Agency Owner StrugglesReflecting on his agency journey, Jordan identified two critical challenges that influenced his business's growth trajectory: team building and role transition. In the early stages, he struggled with making effective hiring decisions and came to realize that the team you choose defines how quickly or slowly you grow.
He also understands building the right team requires absolute clarity about the business's objectives. Without a clear vision, you cannot guide your team in the right direction and build the right foundation so they can make decisions without you. By investing time in the hiring process and ensuring alignment with the agencyâs values and goals, owners can cultivate a team that is competent and motivated to drive growth.
As the agency expanded, Jordan faced another common challenge: the difficult transition from working IN the business to working ON it. While he was naturally drawn to sales activities, his role as owner demanded focus on strategic initiatives like business growth planning, marketing strategy, leadership development, and creating standard operating procedures (SOPs) for effective delegation.
This all goes back to delegation, a common struggle often stemming from a fear of losing control. Delegation, in this sense, should be not just about offloading work but about strategically positioning the right people in the right roles to achieve collective success.
Why You Shouldnât Skip the Integration PlanJordan has no regrets about how the acquisition went down. In fact, he wouldnât change anything about the negotiation process. However, he does wish he wouldâve spent more time structuring an integration plan. To him, the first 90 days post sale should be laid out and planned for to ensure a smooth transition.
For agency owners considering a sale, Jordan recommends thoroughly understanding the buyer's motivations and intended use of the acquired agency. This understanding is crucial because it directly impacts the post-sale relationship. He advises against committing to lengthy employment agreements if the acquiring company doesn't have a clear need for the owner's continued involvement.
In his case, Jordan treated the purchase agreement and the employment agreement as two separate entities and two separate negotiations, which proved to be the best course of action.
Do You Want to Transform Your Agency from a Liability to an Asset?Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.
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Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training
Could an internal succession be the right choice for your eventual agency exit? What could that sort of deal structure look like in order to ensure youâre leaving the agency in the best hands possible? As one agency owner transitioned to out of the agency day-to-day, an unexpected result was an organic exit from the business with an employee buyout.
A shining-star employee with the potential to be a great owner was the buyer in mind. Now the challenge was helping him get to a place where he could make the purchase. Listen to the inspiring story of adaptability and structuring the right deal to sell your agency to the right person.
Eric Holter is the CEO of Cuberis, a specialized web development firm focused on the museum industry. He shares his journey from studying traditional illustration to working in web development and launching his first web company, the reasons he decided to sell and follow other dreams, and how he ended up owning another agency years later.
Eric is also the author of Blazing the Freelance Trail, a roadmap for creatives just getting started that will walk them through five main principles: money, minutes, management, marketing, and motivation and explains their role in creating and running a business.
In this episode, weâll discuss:
Client diversification for agency survival.
Building a bridge from employee to ownership.
The five roles of a CEO.
SubscribeApple | Spotify | iHeart Radio
Sponsors and ResourcesE2M Solutions: Today's episode of the Smart Agency Masterclass is sponsored by E2M Solutions, a web design, and development agency that has provided white-label services for the past 10 years to agencies all over the world. Check out e2msolutions.com/smartagency and get 10% off for the first three months of service.
Going from Freelancer to Agency Owner, Twice!Eric first entered the advertising world as an illustrator using the traditional methods. He was looking for something new after freelancing for a while and knew his skills in letterpress printing and wood engraving wouldnât pay the bills.
However, in 1995 he was quick to adapt to the new era brought by the internet and started his first business. Back then, all his clients were just scrambling to get a website for their businesses. Finding clients was as easy as sending them an email offering his services. This agency grew quickly to 12 employees and then was hit by two major events throughout the years: the dotcom bubble burst and 9/11, prompting a dramatic downsizing.
Though the agency gradually recovered, Eric ultimately decided to sell in 2013 looking for a fresh start doing some consulting work. He wanted to help business owners learn how to run their business.
One of his clients was Cuberis, whose (then) owner needed guidance in managing the business. What began as a consulting relationship evolved into an unexpected opportunity and Eric eventually purchased the agency. With this, round two of agency ownership began.
Learning to Diversify Clients as the Key to Agency SurvivalThat first blow during the dotcom bubble burst helped Eric see the initial model of direct client engagement was no longer viable. Whereas before the referrals just poured in as everyone tried to beat the competition to get a brand new website, he now needs to forge strategic alliances allowing him to continue generating business.
He also needed to rethink his focus, so far marked by working primarily with small, brick-and-mortar clients. Instead, the experience gained during several difficult times and subsequent economic downturns taught him that a diverse client base can serve as a buffer against market volatility.
An Unexpected Exit: What Decisions Led to Selling the Agency?Eric's decision to sell his agency emerged organically from a series of strategic decisions that began in 2000 when he hired an consultant to enhance his business management skills. In hindsight, investing in professional guidance was the beginning of a journey he hadn't anticipated.
Following the consultant's advice, Eric started transitioning from an active role in his agency to developing a resilient organizational structure and empowering employees to operate independently.
Initially, this move didnât have an exit strategy in mindâjust sound business practices aimed at improving the agency's efficiency. However, by 2008 he felt there wasnât much for him to do at the agency, which made him restless.
While he contemplated changing up things in the agency to satisfy his entrepreneurial drive, he knew it would just divert from the things that were already working. Ultimately, it became clear that instead of introducing changes just to scratch his entrepreneurial itch, it would be better to sell and move on to new things.
Building a Bridge from Employee to Agency OwnerWhen Eric decided to sell his agency, he identified an employee with the ambition and capability to take over the business. The challenge then became structuring a deal that would make the purchase feasible for this successor.
The plan was a five-year buyout with an element of ownerâs financing. Basically, Eric increased the employeeâs salary so that he could take a portion of this new salary each month and buy shares according to a distribution schedule. Over a five-year period he continued to buy shares as his equity increased. Once he hit a 45% ownership, he would buy the rest all that once through a loan.
This structure not only provided the employee with a clear pathway to ownership but also allowed him to acclimate to the responsibilities of ownership without the pressure of an immediate buyout. He was able to learn about the business and develop his leadership skills under Ericâs mentorship. For him, the key to succeeding with this type of structure is to take your time with the process.
Ultimately, this was the best decision for the agency and for himself. Eric knew the business was in good hands and he also knew there were other things he wanted to do. He wanted to focus on helping other people run their businesses more efficiently.
Not Your Time to Sell? Here are the 5 Roles of a CEOFor Eric, not working in the business and feeling isolated from the work being done helped him realize he wanted to sell and move to other things. However, this doesnât have to be the case for all agency owners. You can successfully make the transition from owner to CEO and find meaning in your new role as long as you understand what that role is. The 5 roles of a CEO are:
Grow and mentor the leadership team.
To be the face of the company.
To set vision and direction.
Manage the financials.
Be available for key relationships.
Whatever youâre doing, make sure they are part of these five roles. If itâs something outside of these, you need to assess whether or not you are the one that should be doing it.
If this is something youâre ready to do for your agency, then selling is not the right move and you can continue being part of the business growth. If not, and you already have a plan for what youâll do after selling, then an acquisition is the best path for you.
Do You Want to Transform Your Agency from a Liability to an Asset?Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.
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Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training
How do you measure your agencyâs success? Awards and accolade? Top-line revenue and big name clients? What if we told you a more focused and lean approach could be the best path. Todayâs featured guest realized the importance of finding a "sweet spot" in the agency world, so he moved to focusing on quality over quantity. He talks about the challenges of maintaining a small client roster and the benefits it brings. In his business model, his agency is providing consistent, high-quality work and building strong partnerships. Learn valuable insights on leadership, innovation, and the importance of a good relationship building.
Nick Francis is the Chief Visionary Officer of The Franchise Group, a strategic marketing and creative agency that does a comprehensive range of services, including video production, web design, graphic design, and event production. He recounts his journey into the agency world, beginning with the support of a boss who became a mentor and surviving the housing market crash and the pandemic. Nick discusses how he built a culture that has created remarkable retention rates at his agency and why his network is his most important tool to keep a full client funnel.
In this episode, weâll discuss:
Adapting and innovating in uncertain times.
Redefining success instead of chasing awards.
Retaining talent longer than the industry average.
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Sponsors and ResourcesSmart Pricing Table: Today's episode of the Smart Agency Masterclass is sponsored by Smart Pricing Table, an award-winning proposal software built just for marketing agencies and designed to handle your unique challenges and cut down the time you spend on proposal as much as 90%. Go to smartpricingtable.com/smartagency to see if this is the missing piece your agency needs. Schedule a demo and get 50% OFF for the first two months.
Building an Agency with the Right MentorshipNick began his career working in the film industry, later transitioning to the ad world, and eventually ending up at a company that blended both worlds working in video production and events.
As part of a small team of five people, Nick worked on the creative development side from writing scripts to pitching ideas. His work attending events led him to form a network of people in that space who needed similar services. Soon he started bringing in new clients for the agency.
Nickâs boss noticed he' had mastered nearly every aspect of the business except financial management. He took the unusual step of sharing budgeting expertise with Nick and actively encouraging his independence.
In 2006, Nick launched his own agency, bringing along a big client that sustained his business through its crucial first five months.
Itâs a very unique case scenario to start your agency with your former bossâs support and even taking a big client with you, but that relationship was pivotal in Nickâs journey, with him continuing to be his mentor to this day.
Adapting and Innovating in Uncertain TimesRunning an agency that focuses mostly on the events industry, Nickâs business practically disappeared with the pandemic and the lockdowns. Suddenly, the agency lost a devastating 35% of its revenue that year.
Instead of panicking, they quickly adapted to online events for a while. They moved to building a full broadcasting suite at their office to help clients get their message out in a time when they couldnât do so at live events. Initially, they faced resistance with clients still being more interested in traditional event experiences. However, as they persisted in promoting the benefits of virtual engagement, they found success in reaching a wider audience.
It was a bold move that took some time to gain interest but it was the right call to keep the business going during those uncertain months.
Redefining Success Instead of Chasing AwardsThe agency industry tends to be heavily focused on growth and competition, which affects how owners see their own milestones and overall success.
The pressure to grow fast and beat their competition leads many owners to chase awards over personal fulfillment. But why should success be defined by outside metrics rather than personal satisfaction? For some, a lean, focused approach yields greater satisfaction more than a huge, impersonal operation.
In Nickâs case, after navigating the turbulent times of the housing market crash, he and his team adapted by becoming an extension of their clients' teams rather than merely functioning as external vendors. This shift allowed them to forge deeper connections with their clients, emphasizing collaboration and shared goals.
After years of growth, he and his team started to consider the advantages of focusing on bigger clients who sign longer contracts and usually represent less hassle for them. On one hand they were thinking strategically about the future of the agency but on the other the agency just naturally moved in that direction based on what clients were looking for.
Retaining Talent Longer Than the Industry AverageMany owners believe if the business isnât growing employees will see stagnation and eventually leave. Instead, Nick advocates for balancing professional development with personal wellbeing as a different metric of success. His approach has yielded remarkable results, particularly with entry-level hires who typically remain with his agency for three to four yearsâfar exceeding the industry standard.
This success in retention stems from a deliberate focus on creating a fulfilling work environment. Nick has found that employee satisfaction most commonly correlates with feeling valued and finding meaning in their work.
Career goals are important, of course, but as long as you continue to challenge your employees and innovate theyâll stay inspired and motivated to do good work.
You Never Know When Youâre Building a RelationshipAfter nearly two decades in the industry, Nick has cultivated a powerful professional network that serves as his agency's primary source of high-value clients.
In his view, a good network is everything and building and nurturing relationships should be not just a supplementary aspect of business but a fundamental aspect intertwined with growth, opportunity, and resilience.
Nick advises agency owners to remember that genuine engagement with others leads to unexpected opportunities. By being fully present and attentive, it fosters deeper connections that later evolve into fruitful collaborations.
You never know when you're building your next relationship, so approach networking not as a transactional but as an organic process of connection-building.
Do You Want to Transform Your Agency from a Liability to an Asset?Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.
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Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training
Are you integrating AI in your agency processes in the most effective ways? What sort of opportunities are you missing by not integrating AI into your agencyâs systems and processes? Thereâs no going back from AI, so you might as well embrace it as it continues to evolve the ever changing agency landscape.
While many agencies have begun incorporating AI tools, numerous opportunities remain unexplored, and the technology's full potential is still emerging. Today's featured guest brings unique insights as an agency owner who has fully embraced AI's transformative power. Through his continuous study and practical implementation of AI solutions, he has gained valuable perspectives on how this technology is fundamentally altering agency operationsâfrom team structures to client expectations. Tune in for practical insights for agency leaders looking to harness AI's potential while adapting to the evolving demands of the digital marketplace.
Manish Dudharejia is the founder of E2M Solutions, one of the largest white label partners for digital agencies that has established itself as a trusted resource for agencies needing support in website development, e-commerce, SEO, and content creation, particularly in WordPress.
Manish is a good friend of the podcast and a repeat guest of the sharing insights on hiring tips for agencies, advice on how to level up your agency, and the right time to use acquisition as a strategy for growth.
In this episode, weâll discuss:
AIâs role in agency evolution.
Why your agency should stop charging hourly rates.
2 big opportunities for agencies to integrate AI.
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The Transitional Phase Agencies Face with the Rise of AIIt seems as though things shift rapidly in the agency space ever since 1999 when the arrival of the internet forever transformed how we market.
One of the biggest shifts in the agency model in recent history is the use of AI. This technology has come to completely revolutionize the internet and, as Manish points out, itâs impossible to ignore.
The launch of user-friendly platforms in the early 2000s marked the beginning of a paradigm shift. Businesses quickly became aware of these alternatives, leading to increased competition and a downward pressure on prices as businesses became more informed.
Today, we find ourselves in a similar transitional phase. The integration of AI technologies into agency workflows promises to enhance efficiency by automating repetitive tasks, streamlining project management, and optimizing client communications.
A more informed and discerning consumer expects personalized experiences and immediate responses. Agencies must adapt their strategies to meet these expectations, leveraging data and insights to create tailored campaigns that resonate with their target audiences.
AIâs Role in Agency EvolutionThe rise in the use of AI technologies in the industry does not mean this technology will replace agencies. However, agencies that integrate AI will replace those who donât.
What AI can do in agency world is not merely about automation or replacing human effort; rather, it is about enhancing capabilities and redefining the agency-client relationship.
Historically, agencies had relied on large teams to execute projects and meet client demands. However, as technology evolves, the need for extensive manpower diminishes and agencies must position themselves as strategic advisors rather than just service providers. Clients are increasingly looking for partners who can address their biggest challenges, not just execute tasks.
Additionally, AI is also having an impact on the dynamics of team structures within agencies. Traditionally, growth was synonymous with hiring more staff. However, the advent of AI challenges this idea. Today, agencies can achieve growth without necessarily increasing headcount. This shift encourages a leaner, more agile approach to business operations, where technology complements human expertise rather than replaces it.
Why Your Agency Needs to Stop Charging Hourly RatesThe advent of artificial intelligence (AI) presents a transformative opportunity for agencies to streamline their processes, reduce delivery times, and ultimately increase their bottom line. This reduction not only improves operational efficiency but also contributes to increased profitability. However, this also means you should reevaluate how youâre charging and how youâre choosing to present the value youâre bringing to clients.
With AI's ability to streamline processes and enhance productivity, agencies can significantly reduce the time and resources required for project completion. For instance, if a website that once took 100 hours to develop can now be completed in just 10 hours, agencies risk losing substantial profit if they maintain an hourly billing model.
Bottom line, by charging hourly you are losing money by become more efficient.
2 Big Opportunities for Agencies to Integrate AIFractional AI consultants. Manish sees huge opportunity for agencies that embrace AI consultancy as a crucial strategy to enhance their services, streamline operations, and ultimately drive revenue growth.
By hiring fractional AI consultants, agencies can offer specialized guidance to their clients without the burden of fulltime hires. This approach not only allows agencies to enhance their service offerings but also enables them to assist clients in integrating AI into their daily operations. As AI continues to evolve, the demand for expertise in this area will grow, making it a timely investment for agencies looking to differentiate themselves in a competitive market.Responsive SOPs. Traditionally, SOPs serve as static documents that guide team members in their tasks. But how could AI improve this? For his part, Manish is testing dynamic SOPs powered by AI. By feeding existing SOPs into an AI agent, agencies can create a responsive system that provides real-time insights and recommendations. This approach not only enhances the relevance of SOPs but also allows teams to ask specific questions and receive tailored guidance.
Using Ai in this way opens up many possibilities like identifying efficiencies as things change. For instance, you can use it to streamline the onboarding process, making it faster and more efficient. Additionally, it could provide valuable insights into client challenges, enabling agencies to respond more effectively and proactively address client needs. This adaptability is crucial in an environment where client expectations are constantly evolving.Furthermore, AI models trained on both public and private data can enhance the quality of SOPs and operational processes. By leveraging the insights generated from these models, agencies can refine their strategies and make more informed decisions, ultimately leading to better outcomes for both the agency and its clients.
Do You Want to Transform Your Agency from a Liability to an Asset?Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.
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Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training
Have you defined the who in your agencyâs growth journey? What are you using to guiding the type of team that will grow your agency to it's full potential? In todayâs episode, our featured guest shares his experience of co-founding a digital agency two decades ago with a group of former colleagues. By bringing clients from their previous agency and leveraging a steady stream of referrals, they were able to launch and grow their business. However, he quickly discovered that attracting the right talentâespecially individuals excited to join a small, fledgling agencyâwas far more challenging than expected.
Learn the valuable lessons heâs learned about hiring, the qualities he looks for in candidates to drive his agencyâs success, and why he emphasizes the importance of acting swiftly when a hire isnât the right fit.
Justin Hall is the co-founder and managing partner of Voxus PR, a B2B tech PR, social media, and content agency based in South Seattle. He shares the story behind how he and his partners transitioned from a larger agency to launching their own, the uncommon support from their former employer during their transition, and whatâs heâs learned since about hiring and scaling.
In this episode, weâll discuss:
Why asking âwhoâ matters more than âhowâ in agency growth.
Balancing experience vs. potential in agency hiring.
Be quick to act if a new hire is not the right fit.
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Sponsors and ResourcesSmart Pricing Table: Today's episode of the Smart Agency Masterclass is sponsored by Smart Pricing Table, an award-winning proposal software built just for marketing agencies and designed to handle your unique challenges and cut down the time you spend on proposal as much as 90%. Go to smartpricingtable.com/smartagency to see if this is the missing piece your agency needs. Schedule a demo and get 50% OFF for the first two months.
An Intentional Agency Backed by the Old BossJustinâs path to agency ownership was more deliberate than the typical accidental agency owner. He worked at a big agency twenty years ago, where he joined a group of workers who set out on their own to build an agency.
Motivated by the idea that they could figure out a better way to do things, this group ventured to start their own business. They had built a reputation for exceptional work, which earned them not just their former boss's blessing, but also the opportunity to bring several existing clients with them. In fact, Justin acknowledges that their old bossâ support played an important role in their eventual success.
Itâs an extremely rare case scenario and one that was a result of the great work that these workers had done for that agency.
Why 'Who' Matters More Than 'How' in Agency GrowthWhen it comes to choosing a niche, Jason believes itâs a mistake to make this decision based on your personal preferences. âDo I love this particular niche?â Is not necessarily the best question to ask yourself when choosing a path for your agency. Instead, this would be a good moment to ask yourself: âWhere?â and âWho?â
These questions serve as guiding principles for agency leaders, enabling them to empower their teams to make informed decisions autonomously. When agency leaders focus on the destination rather than the minutiae of the journey, they create an environment that fosters initiative and proactive problem-solving among their employees. In this sense, instead of asking HOW can I get my agency to the next level? Ask yourself WHO could help me reach that goal? And WHO do you need to become to not hold the agency back?
This mindset of surrounding yourself with the right people who can contribute to the agency's vision and help navigate the complexities of growth should also align with your recruitment strategy. As Justin has learned, leaders should be hiring for initiative and communication rather than merely filling positions based on specific skill sets.
Balancing Experience vs Potential in Agency HiringOnce the business was set up and some clients were secured, Justin and his partners faced the challenge of scaling and adding new business responsibilities to the client work they usually handled.
Fortunately for them, the referrals poured in during the first several months, so new business was not a concern. On the other hand, finding talent willing to join a small agency was not easy. Unlike larger corporations with specialized roles and departments small agencies require employees to wear multiple hats. As Justin explains, the ideal candidate must not only excel in project management and writing but also be adept at pitching media and communicating effectively.
This recruitment challenge prompted a fundamental strategic question: should they prioritize experienced people who could immediately contribute, or invest in developing new, young talent with the right potential? Each approach has its merits. Initially, the partners sought seasoned professionals who could make an instant impact. Yet they quickly discovered that these experienced hires often required significant support and integration.
Hence, they now expand their search to also find talented young individuals fresh out of college with the right attitude and potential that could be trained to become valuable team members. The agency has adapted to offer these individuals what they would need to thrive: invested mentors and the right processes to make them the best they can be.
Making Hard Choices in Small Agency LeadershipThinking about past hiring mistakes, Justin goes back to the need to fail fast when youâre running a smaller agency. This is true for clients and also for employees. In both cases, youâll need to say no sometimes and be quick to find out whether or not theyâre the right piece in your puzzle.
The balance between nurturing talent and recognizing when to make tough decisions is a delicate one that agency leaders must navigate. You may recognize the signs that an employee is just not right for your team but fail to act quickly and hold on to them thinking you can turn things around. Itâs human nature to want to fix the problem.
For Justin, it depends on whether or not the employee is 100% invested in trying learn and get better. At the end of the day, however, if theyâre not capable of fulfilling certain functions in a time-effective manner, then theyâre probably the wrong fit. This philosophy is compassionate yet pragmatic. It recognizes that sometimes, the most supportive action is to acknowledge when an employee's skills and the agency's needs are fundamentally misaligned.
Do You Want to Transform Your Agency from a Liability to an Asset?Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.
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Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training
Have overwhelm or frustration ever made you want to sell your agency? When youâre burned out, the grass might look greener â but one agency owner learned that itâs not. Discover why he sold after just two years plus why the acquisition was dissolved and he grew his original business back to 5X within the next four years.
Learn more about his reflections on why his initial burnout came to be, the reasons that partnership failed, and how he managed to rebuild his agency even stronger by surrounding himself with the right people.
Alex Polamero is the founder of Ninestone Partners, an agency focused on the middle of the funnel. They build marketing and sales automation systems that help clients scale and effectively nurture prospects to closing. He discuss the evolution of his career, going from solopreneur to building and selling his agency and remaining as an equity partner. Alex also dives into his mindset and reasons behind his agencyâs sale and the events that led to him taking back ownership of its name and original clients.
In this episode, weâll discuss:
Selling as a way out of the burnout trap.
Cashflow issues and not making payroll.
Lessons after buying back his agency.
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Sponsors and ResourcesE2M Solutions: Today's episode of the Smart Agency Masterclass is sponsored by E2M Solutions, a web design, and development agency that has provided white-label services for the past 10 years to agencies all over the world. Check out e2msolutions.com/smartagency and get 10% off for the first three months of service.
Building an Agency by Filling the GapAlex has over 20 years of experience working with CRMs, beginning as an Oracle superuser with an extensive network of contacts and later becoming a Marketo-certified expert managing marketing for a billion-dollar real estate firm. Seven years ago, he took the leap to start his own venture, Ninestone Partners.
When he first launched his business, Alex viewed other agencies as competitors, seeing them as rivals in areas like website development and paid advertising. However, years of experience shifted his perspective. Today, his agency operates as a collaborator, working alongside other agencies and specializing in the middle of the funnelâwhere their expertise truly shines.
According to Alex, most people donât know the nuances of every automation system, which one to use in each industry and how to help businesses grow quickly. This knowledge gap is where his team excels, helping businesses grow quickly by leveraging the right automation strategies tailored to their needs.
Escaping Burnout by Selling the AgencyTwo years after starting his agency, Alex had two full-time employees and several contractors, even managing automated marketing solutions for a larger 25-person agency. Despite this success, he found himself overwhelmed and burned out.
Looking back, he realizes the root of his struggles was that he hadnât chosen between being a solopreneurâtaking most of the profits to fund his lifestyleâor committing to being a true business owner. Straddling both worlds, he continued accepting new projects for quick profits without building the necessary team infrastructure. His fear of hiring and potential failure led to increasingly unsustainable workweeks filled with late nights and weekends.
This approach inevitably led to stagnation. Alex faced a classic dilemma: unable to handle more clients alone, yet afraid to bring on additional help. Like many inexperienced business owners, he had initially prioritized money over time and it took years before he learned to value time with his employees, family, and himself.
His mindset reflected a common misconception among agency owners: that leadership means outworking everyone else and that constant busyness equates to productivity. Exhausted from this unsustainable approach, Alex ultimately sold his agency in a deal keeping him on as an equity partner. The arrangement promised relief from the administrative and management duties he disliked, allowing him to focus solely on sales.
Post-Sale Breakdown: Cashflow Issues and Not Making PayrollThe first weeks post-sale were great for Alex. He finally had time for himself and even went on a skiing trip with some friends. However, eight months later, the reality of balancing multiple roles began to take its toll. Juggling his sales responsibilities, equity partnership duties, and technical operations proved far more challenging than he had anticipated.
Around this time, Alex and his partners discovered a critical issue: their invoicing process had completely broken down, resulting in six months of unpaid invoices, an oversight that left them without the funds to pay their 25 employees.
With no money to cover payroll, Alex was forced to take out a high-interest loan, a decision that weighed heavily on him and his family.
It became clear that not everything was going as well as heâd initially hoped. After this, Alex and the other partners reached the conclusion that there were some aspects of running the business in which they just didnât agree.
Why Clarity is Key: Growing 5x in Four YearsThe heart-to-heart with his partners culminated in an offer to buy back his agency. Under the terms of the deal, his partners would retain his equity and any new clients acquired during that year, while Alex regained his previous clients and rights to the Ninestone name. Though he restarted with only half the business he had before the partnership, Alex viewed it as a fresh start.
Four years later, his agency had grown to five times its size at the time of the split. This period was a lesson in humility and forced Alex to confront the reality of his situation and acknowledge that he didnât have all the answers. It also underscored the inherent uncertainty of the entrepreneurial journeyâa reality he had to embrace rather than resist.
Furthermore, the experience taught Alex an important lesson about having clarity as you start to build your business. Do you want to be a consultant working only with contractors and never having to build a team? Or do you want to build a business that you can sell in the future? The pathway is different; the mentality and systems are different for each approach.
Once he committed to a clear direction, he Alex understood he needed to surround himself with experts. The founder does not need to do it all and be a lone wolf. Instead, being part of a pack brought him much more joy and helped him grow much more than heâd expected.
Embracing Collaboration and Uncertainty to Unlock Your Agencyâs PotentialWhatâs the biggest bottleneck holding your agency back at the moment? As Alex learned with experience, he had been the bottleneck stifling his agencyâs growth by trying to juggle multiple responsibilities without a clear delineation.
During his second run with the agency, he knew that as the visionary leader, he needed an integrator that would handle operations, freeing him up to focus on sales. By collaborating with others and delegating tasks according to expertise, owners can focus on their strengths, ultimately leading to a more efficient and successful operation. Basically, Alex figured out where he wanted to go and who he needed to hire to get there.
Ultimately, the journey of building a business is not just about reaching a destination but about embracing the process as an ongoing experiment. Adopting a mindset that values experimentation and collaboration can lead to both personal fulfillment and professional success. Entrepreneurship is inherently uncertain. However by acknowledging this, you can cultivate a culture of innovation within your team, encouraging creative problem-solving and the exploration of new ideas.
Do You Want to Transform Your Agency from a Liability to an Asset?Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.
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Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training
Have you hit the limit of the growth you can single-handedly bring to your agency? What steps are you taking to ensure you continue to be your organization's MVP? For many agency owners, reaching hitting a glass ceiling on growth signals the need to bring on a skilled operator to help eliminate low-value tasks from their schedule.
Today's featured guest specializes in operations hiring and has developed a systematic approach to identifying and delegating low value tasks that consume CEOs' time and energy. As an expert in operational efficiency, she trains operators to create effective processes that free founders to focus on strategic growth. She shares her secret to a great hiring funnel, what results to expect from an operatorâs first 90 days in your agency, and the #1 thing an operator does for their agency founder. Learn actionable insights on breaking through operational bottlenecks and building a strong operational foundation through strategic hiring and training.
Jhana Li is a former COO and the founder of Spyglass Ops, an Operations Hiring Agency, working on behalf of digital businesses to find and hire operations positions. She discusses the challenges agency owners face when trying to scale their businesses and share insights on breaking through the common glass ceiling that many entrepreneurs encounter.
Jhana emphasizes that growth stagnation often occurs when founders reach their personal limits in creativity and productivity. She provides valuable strategies for developing new skill sets and building a capable team to propel business growth beyond personal capabilities.
In this episode, weâll discuss:
The secret to a great hiring funnel that attracts A-players.
The crucial first 90 days that determines an operatorâs success.
The #1 thing an operator does for a CEO.
SubscribeApple | Spotify | iHeart Radio
Sponsors and ResourcesSmart Pricing Table: Today's episode of the Smart Agency Masterclass is sponsored by Smart Pricing Table, an award-winning proposal software built just for marketing agencies and designed to handle your unique challenges and cut down the time you spend on proposal as much as 90%. Go to smartpricingtable.com/smartagency to see if this is the missing piece your agency needs. Schedule a demo and get 50% OFF for the first two months.
Scaling Your Agency Beyond the Founder's Glass CeilingAs a former COO, Jhana has seen the glass ceiling many founders encounter at some point in their growth occurs once theyâve hit the limit of the growth they can personally create. Itâs no longer about showing up and single-handedly working out every problem or how innovative they can be. Breaking through that glass ceiling requires both personal transformation and strategic team building.
The path forward demands founders step back from their hands-on approach and focus on developing a trusted leadership structure. This includes establishing middle management positions across all functional departments, ensuring each area has dedicated decision-makers and strategic thinkers. Central to this evolution is hiring an operations manager who can unify the team and create organizational cohesion, transforming disparate departments into a synchronized whole.
Do You Have a Hiring Funnel That Consistently Attracts A-Players?For Jhana, hiring A-players is not about fishing in the right pond but rather using the right fishing rod. Great talent is available everywhere but does your agency have a hiring funnel that will consistently extract the right A-players for the right role?
A strategically designed hiring funnel serves as both an attractor and a filter, automatically screening out 95% to 98% of applicants before they reach the interview stage. This efficiency comes from carefully crafted criteria that not only draw in ideal candidates but also discourage those who wouldn't be a good fit, saving valuable time and resources.
This approach contrasts sharply with the common scarcity-driven hiring mindset, where employers cast wide nets and hesitate to filter out any candidates. According to Jhana, a well-structured hiring system achieves better results by focusing on quality over quantity, ultimately leading to conversations with only the most promising 3% of candidates who truly align with the role requirements.
Whatâs the Secret to a Great Hiring Funnel?Building mousetraps in your job post and hiring process is one thing â for instance, Jhana and her team add a codeword to the job description that theyâll ask the candidate to repeat during the job application process. However, she only uses that type of strategy for roles that require a high level of attention to detail.
Other than that, she has a secret weapon that has consistently given her the best results: performing a skill assessment before sending a candidate to interviews. Skill assessments can take up to two hours, which is exactly the point. Itâs a way to stress test the candidate to see if they already have the experience for the role. Jhana likes to include very specific questions to get candidates to think about how they would tackle a major challenge associated with that role, which experienced candidates will have no problem doing.
Moreover, the effort a candidate puts into completing a skill assessment can be telling. A candidate who submits a thorough, well-structured response demonstrates a commitment to excellence and an understanding of the expectations of the role. In contrast, a lackluster submission may indicate a lack of motivation or a superficial understanding of the job requirements.
Candidates who have genuine experience in a given area will articulate their thoughts with clarity and assurance, while those who are less familiar may struggle to provide coherent answers. By designing assessments that require candidates to draw on their past experiences, you can better identify those who are truly equipped to handle the challenges of the role.
The First 90 Days: A Guide to Integrating New OperatorsJhana has learned that an experienced operator will take their first 30 days with a company to observe, learn, and listen before they jump in and start fixing things. They understand that what they see at first glance might not be the root cause issue at play. Therefore, if they jump in and start tacking inefficiencies right away they might be missing the actual issue.
From a founderâs perspective, it may be frustrating, as they expect immediate results. However, it is essential for operators to familiarize themselves with the intricacies of the business to address the root causes of inefficiencies effectively.
To prevent these frustrations, Jhana recommends scheduling a âsuccess meetingâ at the second-week mark. By that time, your operator will have had two weeks to observe the inner workings of your agency. During this meeting, the operator presents their findings and aligns with the founder on priorities moving forward. The result of this meeting should be a clear understanding of what the operator is expected to accomplish within their first 90 days so the founder knows this is in fact the right person for the job.
How much time should you invest in training a COO? Jhana knows of cases where the founder is still training their ops manager six months later. To her, you should always keep in mind that any time spent on training is an investment on that person and they wonât return on that investment until they are fully functional in their role. She prefers to do a 14-day boot camp before seeing ROI. During that time, she makes herself available every day for a minimum of 30 minutes so they can ask any questions or run something by her.
The #1 Thing an Operator Should Do for the CEOThe most important thing an ops manager should be doing for their CEO is help optimize their time to maximize their contributions to the organization and ensure that they focus on high-value tasks that drive growth.
The CEO is supposed to be the agencyâs MVP and yet they constantly undervalue themselves when they spend time doing low-value tasks. This is why Jhana trains her operators to do a time audit on their CEO during their first 30 days in the organization. As a result, they can determine how much of the founderâs time is going to low-value tasks and prepare a game plan to get them out of day-to-day operations.
This misallocation of time detracts from the CEOâs ability to innovate and lead and costs the organization in terms of lost opportunities and diminished productivity.
Why not start now? Even if youâre not at the point where you can hire an operator, do a time audit, locate the low-value tasks taking up too much of your time, and then delegate them to an assistant. That alone would make a huge difference in ensuring youâre spending more time growing the business.
Do You Want to Transform Your Agency from a Liability to an Asset?Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.
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Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training
Do your employees have a clear path for growth within your agency? Do they feel supported, empowered, and fulfilled in their role? Today's featured guest shares insights from his journey transforming his agency team structure that resulted in thriving for the business, his team, and himself.
After years of struggle, this agency CEO took ownership of his role and developed a strategic approach to employee motivation and development. By reimagining annual reviews and creating meaningful growth opportunities, he shifted from an environment of stagnation to one of continuous improvement. In this interview, learn the benefits of offering a clear path for growth within your agency, and how to improve your teamâs experience during annual reviews. He also shares how to get yourself out of sales â if thatâs something you want â and why you need to keep doing what you love.
Warren Wilansky is the president and founder of Plank, a Montreal-based digital agency specializing in arts and culture, nonprofit, and higher education projects. He shares his agency ownership journey and discusses the challenges of navigating the early days of the agency, including the learning curve of running a business and the evolution of his role as a sole owner.
In this episode, weâll discuss:
The mindset shift that allowed for team retention and growth.
Redefining employee reviews and how to have them review you.
Maintaining purpose as your agency grows.
SubscribeApple | Spotify | iHeart Radio
Sponsors and ResourcesE2M Solutions: Today's episode of the Smart Agency Masterclass is sponsored by E2M Solutions, a web design, and development agency that has provided white-label services for the past 10 years to agencies all over the world. Check out e2msolutions.com/smartagency and get 10% off for the first three months of service.
A Traditional Story of Accidental Agency OwnershipWarrenâs journey is a pretty traditional accidental agency owner story. Starting with a communications degree, he transitioned from freelance website design to founding an agency with two partners. However, the partnership proved unstableâone left after six months, and the other departed after five years, ultimately leaving Warren as the sole owner for years, until his first employee became his current partner.
Initially, Warren viewed his agency more as a collaborative collective among friends rather than a structured business. This perception shifted dramatically when his second partner departed, forcing him to fully embrace his role as a CEO. For the first time, he recognized the need to take complete responsibility for every aspect of the agency.
While continuing to engage in website designâhis original passionâWarren realized that his most critical project was the company itself and its strategic development.
A Mindset Shifts that Allows for Employee Retention and GrowthAs he navigated the early stages of his agency, Warren quickly recognized the importance of hiring people who could outshine him in their respective roles. For instance, the agency hired its first creative director once he discovered someone who was a better designer than heâd ever be. This realization marked a turning point in his business strategy. Instead of attempting to be the best at every task, Warren embraced the idea that the success of his agency depended on assembling a team of skilled professionals who could bring their expertise to the table.
Another important milestone in his hiring structure was the introduction of director-level positions. Initially, Warren adopted a model where all team members were viewed as equals, believing this would promote collaboration and creativity. However, he soon realized that this lack of hierarchy left employees with limited opportunities for advancement. Without clear pathways to grow within the organization, talented individuals often felt stagnant, leading to disengagement and, ultimately, turnover.
A structured hierarchy with a path for career progression allows individuals who excelled in their roles to take on new challenges and responsibilities. It also serves as a chance for team members to figure out whether they liked the feeling of running a company, fostering a sense of ownership and accountability among team members.
Redefining Employee Reviews - and Having Them Review YouMost employees have a love-hate relationship with the annual review. On the one hand, they fear the feedback but on the other they also await the meeting in order to discuss a raise. At Warrenâs agency, the team conducts annual and quarterly reviews for more regular check-ins.
Although theyâre still called âreviewsâ at Warrenâs agency, Jasonâs advice is to change the term to something that doesnât evoke feelings of judgment and scrutiny, redefining this process by labeling it as a "coaching session." This emphasizes the supportive nature of the interaction, framing it as an opportunity for development rather than an evaluation of past performance.
Overall, the biggest challenge is finding the right balance of positivity while still offering areas of improvement without demotivating employees in the process. As Warren points out, traditional reviews often begin with critiques, which can overshadow positive feedback. By reorienting the conversation to highlight accomplishments first, followed by constructive suggestions for improvement, employees are more likely to retain and act upon the feedback provided.
Agency Sales: Freeing the Founder & Empowering the Team
In addition to reviewing your team, as a CEO or founder you should also want to know your areas of improvement. It can be hard getting that information out of employees, who might feel intimidated. A good framing to get the information you want is to ask "What do you want me to start doing?" "What do you want me to keep doing?" and "What do you want me to stop doing?" In this way, you will get provide enough context for valuable insights without putting your team in the awkward position of formally reviewing you.As CEO, Warrenâs current role is mostly looking for ways to support his strategy team, tapping into his network to bring more opportunities for the agency, and being the face of the agency. The CEO is also the person who has all the relationships and all the stories that shape an agencyâs identity and are a great tool to converting a new client.
Having all the stories can lead a CEO to believe no one could possibly replace them in sales, after all, only they have the necessary narratives to engage clients. However, then the agency would fall apart if the founder ever decided to retire. Instead, if you can share those stories with your team to use on different case scenarios, you will free up your time to focus on the agencyâs growth and empower your team to share their own client success stories.
In the end, are the stories from 10 or 20 years ago the only ones worth telling in your agency? For Warren, the stories being created today are just as important and even more so. Instead of romanticizing old stories, give your team the chance to use them to engage clients as they gain experience instead of just selling on features. Eventually, theyâll have stories of their own and they will take full ownership of sales, which in turn will free you up as agency owner to dedicate to the businessâ growth.
How to Maintain Purpose as Your Agency GrowsAs CEO you should do what you love and delegate or eliminate the things you donât. In Marcâs case, he enjoys sales, which he views as relationship building rather than a transactional process. He advocates for founders to carefully distinguish between tasks they love and those they want to delegate.
Completely removing yourself from sales can lead to professional dissatisfaction, so Marc recommends creating processes flexible enough to allow strategic involvement. While the team should be capable of handling most sales independently, founders can still contribute by joining initial or final calls to add depth and personal connection.
Just be mindful of the things you hate doing and want to delegate and the things that really bring you joy and wish to keep doing. Only with that clarity youâll be able to prioritize and choose a path that wonât kill your love of the work.
Do You Want to Transform Your Agency from a Liability to an Asset?Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.
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Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training
Is your agency in need of a rebrand? Many of us are accidental agency owners who threw together a brand without fully understanding our niche or service offering; starting with just a basic name and logo. As the agency evolves this may signal the need for a strategic brand refresh. Todayâs featured guest runs a rebranding agency and shares the scenarios that could justify a rebrand, the difference the right will name make for clients to differentiate you, and share some rebranding strategies to keep in mind.
Jim Heininger is a seasoned agency owner based in Chicago who runs two agencies: Dixon James, a strategic communication and change management firm, and the rebranding specialists known as the Rebranding Experts. With over 25 years of experience in the public relations industry, Jim discusses the importance of building a strong agency presence, why your name matters, and when is the right time to think about a rebrand.
In this episode, weâll discuss:
2 big reasons agencies rebrand
Why names matter for brand differentiation.
Things to consider before renaming your agency.
SubscribeApple | Spotify | iHeart Radio
Sponsors and ResourcesSmart Pricing Table: Today's episode of the Smart Agency Masterclass is sponsored by Smart Pricing Table, an award-winning proposal software built just for marketing agencies and designed to handle your unique challenges and cut down the time you spend on proposal as much as 90%. Go to smartpricingtable.com/smartagency to see if this is the missing piece your agency needs. Schedule a demo and get 50% OFF for the first two months.
What Does Brand Mean?Jim built his career in the agency environment, spending 25 years in public relations working for some major agencies like Bushman Hillard and Ketchum. Later on, he worked for McDonaldâs as a communications strategist tasked with helping them get through some brand issues they faced at the time. His time at McDonaldâs taught him a lot about the perspective on agencies and how to form great client relationships to get the best work out of your agency.
This time proved transformative for his career, it was when he had the opportunity to start his own agency and also when he started learning more about branding.
Jim defines a brand as the comprehensive collection of experiences and assets that define a company, extending far beyond visual elements like logos to encompass customer experience, brand promises, and their fulfillment.
While a brand ultimately exists in customers' minds, and youâll never be able to control how customers perceive it, you can influence that perception. Influential figures like Steve Jobs understood the importance of brand narratives and greatly admired Nike, which has mastered the art of branding by creating a strong identity that transcends their products.
Businesses should actively manage their brand perception rather than allowing external forces to dictate it. Hence, it is only logical they consider rebranding once the brand no longer represents their business.
2 Big Reason to Consider an Agency RebrandAccording to Jim, agencies are the business category that most frequently undergo rebrands. It makes sense, given so many are accidental agencies. Many agency owners begin as skilled practitioners who establish a business in response to growing client demand, often resulting in a created brands that may not stand the test of time.
There are two common reasons why founders consider a rebrand:
Make it all about the business, instead of yourself. Many agencies initially build their brand around the founder's expertise. As the business grows, however, there's often a strategic need to highlight the broader team's capabilities, reducing client expectations for direct founder involvement in every project.
Niching down. Another common scenario prompting a rebrand is when an agency decides to niche down its services. While owners might worry about alienating existing clients through rebranding, Jim notes that clients typically focus more on service quality and results than brand aesthetics.
Rebranding is not merely a cosmetic change; it is a strategic decision that requires careful consideration. If your current brand fails to differentiate you from competitors or clearly communicate your value proposition and target audience, it could be time to rebrand. Success lies in approaching it as a strategic initiative, involving key stakeholders, and maintaining focus on innovation and market relevance.
Ultimately, a well-executed rebrand not only revitalizes an agency's image but also reinforces its commitment to delivering exceptional value to clients in an ever-changing environment.
Why Names Matter for Brand DifferentiationIf we look around, weâre surrounded by big brands with names that didnât necessarily mean much before their success gave it meaning. For examlpe, did âgoogleâ even mean anything before 1998? Itâs natural to ask ourselves then if a name is really that important.
For small businesses, yes, a name is very important because itâs your opportunity to put something compelling out there, capture the audienceâs attention, and differentiate your business. Nowadays itâs getting harder to name a corporation, as it seems the good names are all taken. This has led to a trend of using unconventional names, which, while potentially memorable, risk confusing potential clients. The balance between distinctiveness and clarity has become a critical consideration in the naming process.
Jimâs approach to rebranding starts with a name that is packed with meaning, is exciting to the client, and inspires them to put together a cohesive elevator pitch. A well-chosen name should serve as a foundation for effective storytelling, enabling businesses to communicate their value proposition clearly and memorably.
Things to Consider Before Renaming Your AgencyA name serves as the first point of contact between a brand and its audience and should encapsulate the essence of the agency's mission, values, and unique offerings. Thereâs a lot of work to be done before landing on the perfect name, like understanding your differentiators, your promise to customers, and the legacy you want to leave. Understanding these elements correctly will help you come up with a clear brand promise and a word that represents that promise and brings it to light.
Additionally, think about the type of word you want. Do you want a descriptive word? Do you want to coin a term? Or maybe borrow meanings from existing words that can be contextualized within the industry? Naming, therefore, becomes a strategic endeavor that requires a deep understanding of the agency's strengths and the value it offers to clients.
Just remember the approval timeline associated with trademarking a name can take up to a year, which is why agencies should be confident in their chosen name and conduct a thorough review process, ensuring that it not only resonates with the brand's identity but is also legally viable.
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