Why AI Is Creating a Massive Opportunity for Agencies
I recently sat down with Scott Brinker, a leading voice in marketing technology, to discuss how AI is changing opportunities for agencies. Brinker has spent over two decades in marketing technology, leading strategy at HubSpot, founding a SaaS company, advising startups, and publishing chiefmartec for 80,000+ industry leaders. He’s best known for creating the Marketing Technology Landscape annual report. He’s seen every major wave of change in how marketing gets done. That’s what made his perspective on AI stand out. While much of the conversation has focused on disruption and replacement, Brinker sees something else emerging — something that could drive significant demand for agencies. AI Isn’t Just Disrupting. It’s Overwhelming. One of the first things Brinker pointed to is the speed of change. Unlike past technology shifts that took years, AI is compressing transformation into months or even less. That compression is putting pressure on organizations. Companies are being forced to rethink their technology, customer engagement models, and how work gets done internally. Most aren’t set up to manage that level of change. As Brinker put it, “overwhelming is an understatement.” This shift in behavior is critical: instead of trying to figure everything out internally, many companies are now looking outward for guidance. For agencies, that shifts the role. It’s less about executing predefined work and more about helping clients determine what they should be doing in the first place. The Structural Advantage Agencies Have In Brinker’s view, agencies are uniquely positioned in this environment because of how they accumulate experience. A brand may face a transformation once. An agency does it repeatedly across clients. Each engagement provides lessons that can be reused. He describes this as a form of arbitrage. Companies get one version of the transformation. Agencies get many. In a moment where there is no clear playbook, that repetition becomes valuable. It allows agencies to move faster, avoid common pitfalls, and bring a level of pattern recognition that most internal teams don’t yet have. A Delivery Model Under Pressure Yet, as agencies find themselves in this evolving role, the way they deliver work is also beginning to change. Historically, much of an agency’s value came from execution: the production, coordination, and manual work needed for campaigns. Pricing often relied on time and resources. AI is starting to absorb a meaningful portion of that execution layer. As that happens, the traditional time-and-materials model becomes harder to defend. Not because the work itself is less valuable, but because the inputs have changed. “The time and materials basis of this has become irrelevant,” Brinker said. What clients still want is the outcome. Strategy, creativity, and orchestration remain central, but the way those are packaged and priced is shifting toward impact rather than effort. Why This Isn’t a Simple Race to the Bottom One concern that comes up frequently in conversations about AI is commoditization. If the tools are widely accessible, does everything become interchangeable? Brinker’s perspective is more nuanced. While AI may standardize parts of execution, companies aren’t hiring agencies for sameness. They’re hiring them to differentiate. That puts more weight on imagination, judgment, and the ability to translate ideas into something that actually works within a business. Not all strategy is equal. As AI improves, some structured analysis is easy to replicate. The defensible work is original thinking, clear positioning, and tying ideas to real-world needs. A Shift Beneath the Surface: From Applications to Infrastructure Another change Brinker highlighted is happening at the technology level. For years, marketing has been built around packaged applications—tools with fixed capabilities that companies assemble into stacks. That model is evolving as AI makes it easier to build custom workflows, tools, and agents on top of broader platforms. In this environment, technology becomes less about individual applications and more about infrastructure. For agencies, this creates new opportunities. They help design how systems are built, connected, and used, extending work beyond campaigns into internal marketing operations. Multiple Transformations Happening at Once Part of what makes this moment so complex is that it isn’t just one shift. It’s several things happening at once. Brinker pointed to three in particular: the transformation of technology and data infrastructure, the transformation of buyer behavior, and the transformation of how work gets done inside organizations. Each of these would be significant on its own. Together, they create a level of change that most companies struggle to manage internally. That complexity is what’s driving demand—not just for execution, but for guidance. The Gap Between Strategy and Execution Is Shrinking AI is also compressing the distance between strategy and execution. In the past, there was a clear separation between the two. Strategy was developed first, and execution followed over weeks or months. That gap is now shrinking. What once took months can now be built, tested, and iterated in days or even hours. That creates a different operating model, one where thinking and doing are much more closely connected. For agencies, the ability to move fluidly between strategy and execution becomes increasingly important. Why Smaller Agencies May See New Opportunities One of the more interesting implications of this shift is what it means for smaller agencies. Historically, larger agencies benefited from scale: more people, more resources, and broader capabilities. AI begins to level parts of that equation by making advanced capabilities more accessible to smaller teams. That said, the advantage isn’t absolute. While the capability gap may narrow, other factors, such as visibility, reputation, and access to enterprise clients, remain significant. For many smaller agencies, the challenge isn’t whether they can deliver the work, but whether they can consistently get in the room to compete for it. The Real Challenge: Managing Change Despite all of these opportunities, most organizations are still behind. Not because the technology isn’t available, but because adapting to it is difficult. Even companies making decisions in response to AI often haven’t fully figured out how they will operate differently as a result. That points to a broader issue. The challenge isn’t just adopting AI. It’s managing
Texas Department of Transportation Public Awareness Campaign With Multi-Year Potential
At a Glance Buyer: Texas Department of Transportation Industry: Government/Transportation/Public Safety Location/markets: Statewide Texas Primary scope: Marketing and advertising for the Be Safe. Drive Smart. traffic safety public awareness campaign Key deliverables/channels: Campaign strategy, target audience planning, key messaging, campaign flights, public relations plan, campaign enhancements plan, campaign measurement and message evaluation, project schedule Budget: Not… Get Unlimited NextBigWin Access Subscribe to become a NextBigWin Pro member and get access to all our exclusive content. Turn access and intelligence into your next big client win. Already a member? Login Subscribe to NextBigWin Pro
Washington State University Google Ads Services for Pharmacy Enrollment Campaigns
At a Glance Buyer: Washington State University, College of Pharmacy and Pharmaceutical Sciences Industry: Higher Education/Healthcare Education Location/markets: Washington State; target markets include Washington, California, Oregon, Hawaii, Colorado, Arizona, Nevada, Michigan, Illinois, Wisconsin, Minnesota, New Mexico, Puerto Rico, Alberta, and British Columbia Primary scope: Digital advertising management and optimization for PharmD and Pharmaceutical and Medical Science… Get Unlimited NextBigWin Access Subscribe to become a NextBigWin Pro member and get access to all our exclusive content. Turn access and intelligence into your next big client win. Already a member? Login Subscribe to NextBigWin Pro
City of Santa Clarita Advertising Campaign Opportunity With $460K Tourism Scope
At a Glance Buyer: City of Santa Clarita Industry: Government/Tourism/Destination Marketing Location/markets: Santa Clarita, California Primary scope: Full-service advertising campaign for Visit Santa Clarita Key deliverables/channels: Strategic planning, media buying, creative development, campaign management, research, reporting, SEO, AIO, PPC, airport advertising coordination, visitor guide development and printing Budget: Not expected to exceed $460,000 Contract type/ter… Get Unlimited NextBigWin Access Subscribe to become a NextBigWin Pro member and get access to all our exclusive content. Turn access and intelligence into your next big client win. Already a member? Login Subscribe to NextBigWin Pro
State of Georgia Marketing Services AOR Across State Parks
At a Glance Buyer: State of Georgia, Department of Natural Resources Industry: Government/Parks, Recreation, Tourism, Historic Sites Location/markets: Georgia and the Southeast Primary scope: Marketing/advertising consultant services for Georgia State Parks Key deliverables/channels: Strategic marketing plan, advertising, public relations, promotions, strategic marketing, interactive marketing communications, reporting Budget: Not specified Contract type/term: One-year initial contract with four one-year renewal options Key dates: Proposal deadline May 15, 2026. Eligibility/must-haves: Team Georgia Marketplace registration; mandatory online bidders/offerors’ conference attendance; required worksheets/forms; required insurance; electronic submission through Team Georgia Marketplace Why This Could Be Interesting The State of Georgia Department of Natural Resources is seeking a marketing and advertising consultant for Georgia State Parks, through its Parks and Historic Sites Division. The work centers on building and executing a strategic marketing plan that supports parks, historic sites, golf courses, two welcome centers, and the SAM Shortline. The selected company will serve as the agent of record for coordinating and integrating marketing efforts across state park properties. This is a broad public-sector tourism and recreation assignment. The stated goals include increasing visitation and revenue, strengthening brand awareness, supporting preservation and conservation, and communicating the value of Georgia’s parks, historic sites, and golf courses. The upside is the term structure. The initial contract runs for one year, but the State has four one-year renewal options. For the right agency, this could become a longer-term relationship with a visible statewide brand and a diverse mix of destination, education, recreation, and stakeholder communications work. Best suited for agencies with public-sector experience, integrated marketing and advertising capabilities, PR support, interactive marketing experience, and strong reporting discipline. Proposal deadline: May 15, 2026 Download the full RFP here.
Radar Report #008 – Week of April 27, 2026
7 Accounts Showing Buying Signals Each week, the Radar Report highlights companies showing signals of potential marketing investment. These moments often lead organizations to reassess agency relationships and growth initiatives. For agencies looking for new business opportunities, Radar Report surfaces companies likely preparing to invest in marketing and brand. 7. Michael Kors Michael Kors added a CMO with deep fashion, luxury, media, and commerce experience from Google. Trigger Michael Kors hired Corey Moran as Chief Marketing Officer in April 2026, bringing him in externally after leading fashion and luxury industry partnerships at Google. Why This Matters Moran’s background suggests a likely focus on brand relevance, commerce performance, media innovation, and luxury customer engagement. His Google role centered on fashion and luxury partnerships across media, technology, and innovation, while earlier roles at Coty covered prestige brands including Marc Jacobs, Chloé, Bottega Veneta, Miu Miu, and Balenciaga. Agency Opportunity Luxury brand strategy Commerce media Full-funnel performance Launch planning Customer engagement Smart Outreach Angle Lead with how Michael Kors can balance fashion authority with measurable commerce impact across digital, retail, and brand channels. Company Context Michael Kors is a global fashion and accessories brand in the accessible luxury market. Its category depends on brand heat, seasonal storytelling, retail execution, and digital conversion. 6. Bluefish Bluefish raised a $43 million Series B to scale its agentic marketing platform for Fortune 500 brands. Trigger Bluefish raised $43 million in Series B funding, co-led by Threshold Ventures and NEA. The company has also recently added Alanna Handelman as Head of Growth, Kat Vesce Lansbury as Head of Marketing, and Brenna Schaefer as Head of Product Marketing. Why This Matters The round signals a push to define and own the emerging agentic marketing category. Bluefish is building for enterprise brands that need to understand and manage visibility across AI search, assistants, content, PR, commerce, and paid media. Agency Opportunity AI search strategy Enterprise category positioning Product marketing PR and thought leadership Sales enablement Smart Outreach Angle Lead with how Bluefish can help CMOs move from AI visibility panic to a measurable operating model for brand presence across generative engines. Company Context Bluefish is an AI marketing platform built for Fortune 500 brands. Its leadership bench now spans growth, enterprise product marketing, brand, editorial, commerce, paid media, and sales strategy.
CMO Moves – Week of April 27, 2026
Highlights Corey Moran named Chief Marketing Officer at Michael Kors Michael Kors is a global fashion brand within Capri Holdings’ luxury portfolio. The appointment creates an integrated marketing role across brand communications, content creation, and consumer data analytics. It also points to a sharper focus on customer acquisition, brand storytelling, and global consumer engagement. Agency lens: Clear emphasis on brand communications, content, analytics, consumer… Get Unlimited NextBigWin Access Subscribe to become a NextBigWin Pro member and get access to all our exclusive content. Turn access and intelligence into your next big client win. Already a member? Login Subscribe to NextBigWin Pro
Lyft’s Brand Maturity Signals a Broader Mobility Opportunity
At a Glance Interviewee: Cass Zawadowski, Executive Creative Director, Global Brand Company: Lyft Estimated Revenue: $6.3B in 2025 Location: San Francisco, CA Website: lyft.com Industry: Mobility, rideshare, urban transportation, bikes, scooters, and platform services Company Notes: Lyft serves riders, drivers, and cities through a broader mobility platform Best-Fit Agencies: Brand strategy, integrated creative, social, creator, experiential, localization, AI workflow, produ… Get Unlimited NextBigWin Access Subscribe to become a NextBigWin Pro member and get access to all our exclusive content. Turn access and intelligence into your next big client win. Already a member? Login Subscribe to NextBigWin Pro
SBS Sharpens Marketing Around Growth and Commercial Alignment
At a Glance Interviewee: Adam Shpiro, Chief Marketing Officer Company: SBS Location: Paris, Île-de-France Website: sbs-software.com Industry: Financial technology software for banks, lenders, and payments Company Notes: SBS is a global fintech platform company serving financial institutions across banking, lending, payments, open banking, and compliance Best-Fit Agencies: B2B fintech positioning, ABM and demand generation, field and event marketing, executive thought leaders… Get Unlimited NextBigWin Access Subscribe to become a NextBigWin Pro member and get access to all our exclusive content. Turn access and intelligence into your next big client win. Already a member? Login Subscribe to NextBigWin Pro
Adam Shpiro on Reinvention, Growth, and Leading Across Change
Executive: Adam Shpiro, Chief Marketing OfficerCompany: SBSIndustry: Financial technology softwareCompany Snapshot: SBS provides software platforms for banks, lenders, and payment systems.Format: CMO Journeys Interview Why It Matters Adam Shpiro’s path to the CMO seat did not follow a straight line, and that is what makes it worth studying. He moved through engineering, consulting, agriculture, venture investing, banking, and commercial strategy before taking over marketing. Each stop gave him a different lens on leadership, growth, and decision-making. For agencies, his perspective is useful because he does not talk about marketing as a silo. He talks about it as part of the whole business. Their Path, in Short Adam said that at 18, he would not have predicted this career. He saw himself as a math-and-physics person and studied mechanical engineering at the University of Bristol. But during that time, he realized something important: engineering was not the right long-term fit. So he pivoted. He moved into management consulting, then took a far less expected turn when an opportunity came up through a family office investment in Malawi. He volunteered to go and joined an agricultural business there. What began with one department grew into broader leadership, and eventually he was running the business. That chapter clearly shaped him. He described it as life-changing. He was young, far from home, and suddenly exposed to the realities of leading a raw, unsophisticated business. He also got pulled into looking at investments across countries and industries. It was hands-on, fast, and demanding. When he returned to Israel, he expected to move into startups. Instead, he landed in early-stage venture capital. That role taught him something else: he had built strong practical business experience, but he wanted a deeper business foundation. That led him to business school, then to JPMorgan, where he worked in a leadership development program and later in corporate development on the retail banking side. From there, he joined a digital banking startup and got a closer look at what a high-growth environment really feels like. Later, at SBS, he first came in through a go-to-market and commercial strategy lens. When he was asked to lead marketing, he said his reaction was simple: I have never actually worked in marketing before. But that was part of the logic. The role called for someone who could connect marketing to the broader business. Big Themes From the Conversation One idea came through again and again: Adam is comfortable when the path is not fully mapped. He does not talk about growth as a clean sequence of planned moves. He talks about trying things, learning quickly, shutting down what is not working, and moving forward again. For him, progress seems to come from motion, not perfection. That carries into how he leads. He said quality still matters, but now it is quality and speed. That is a meaningful distinction. He is not arguing for sloppiness. He is arguing against hesitation. He would rather build a team that can move and learn than one that gets stuck protecting itself from every possible mistake. He also returned to a lesson from an earlier boss in Africa. The advice stayed with him because it was simple and human: life is a long road, so do not sprint through it. Follow your heart. Do something you love, because you will probably be much better at that than the things you do not love. It is the kind of advice that sounds soft until you realize how much of his career it explains. Another strong theme was connectedness. Adam does not see marketing as a group of separate channels or specialties. He sees interdependence. Content affects product marketing. Product marketing affects digital. Digital affects field. That is why he values a real leadership team structure inside marketing. He wants people to understand not only their own lane, but also how the lanes connect. Watch Or Listen CMO Journey Interview How They Choose the Right Agency Partners When I asked Adam about agencies, his answer was less about flash and more about substance. He spoke about working with outside partners in areas like content, media, and events. Content matters because SBS is full of experts, and the company wants to give those people a voice. Media matters when reach matters. Events matter because bringing customers and the wider ecosystem together matters. But his real test for agencies starts earlier. It starts with whether they understand the objective. Then whether they understand the KPI. Then whether they can connect their work to the business outcome that matters. He used a phrase from Hebrew that translates roughly to having “a big head,” meaning someone sees the wider purpose, not just the immediate task. That idea says a lot about what he wants from partners. He does not want someone who simply delivers the asset they were asked for. He wants someone who understands why the asset exists in the first place. He also made a clear distinction between service and partnership. In content, for example, he said there is still a difference between AI-generated work and work created by professionals who understand the industry. At the same time, he expects professionals to use the best tools available. The point is not to protect an old model. The point is to produce work that helps the business hit its goals. That standard applies more broadly, too. “You asked for X, here it is” is not enough. Adam wants agencies that go further. Agencies that stay proactive. Agencies that do not get complacent after the first win. Agencies that keep checking whether the work is still aligned with the outcome. That is where credibility lives for him. Not in noise. Not in polish alone. In usefulness, business understanding, and the ability to keep creating value over time. What Stood Out What stood out most was Adam’s lack of ego about his own story. He has worked across sectors, functions, and leadership roles, but he tells that story with unusual honesty. He is quick
