The Hidden Rules CMOs Follow When Hiring Agencies (And How You Can Compete)
In almost every CMO conversation I have, I hear the same thing. When a CMO needs an agency, they don’t start with a Google search (or even ChatGPT). They start with people they already know. First, they look at their own network. Then, they ask their peers, “Who have you worked with that you trust?” That alone accounts for most agency hires. So the big question becomes: How does an agency break through if CMOs mainly pick from the people they already know? Here’s the path that actually works. 1. Become known before you’re needed Agencies win when CMOs already recognize their name. Your goal isn’t to sell right away. Your goal is to create familiarity. You achieve this by consistently showing up with a clear point of view, sharing helpful content, participating in panels, and sending a valuable newsletter. This turns “Who is this?” into “I’ve heard of them.” 2. Engineer peer-to-peer referrals Referrals don’t happen by luck. Join the rooms CMOs are already in. Build relationships with search consultants. Stay connected with past clients and coworkers. When people in a CMO’s circle talk about you, you enter their trusted network before the pitch even happens. 3. Use signals to reach out at the right moment Most agency searches start long before an RFP. Watch for signals: new CMO hires, funding rounds, M&A, new product launches, or big shifts in ad spend. Reach out while the change is happening, not months later. 4. Build a category you can win When you’re one of 40,000 agencies, you blend in. When you’re one of a few who specialize in solving a specific problem for a specific buyer, you get invited. Define the problem you solve, who you serve, and the point of view that sets you apart. CMOs don’t look for “an agency.” They look for someone who understands their exact situation. 5. Expand the network you already have Most agencies underestimate the value of their own connections. Ask clients who else you should meet. Reconnect with past colleagues. Host small roundtables or virtual sessions centered on topics that matter to CMOs. A single warm intro can open an entire peer network. The truth: You break through not by sending more cold emails, but by becoming known, trusted, and visible before the CMO goes looking.
The New GTM Playbook: Origination Starts the Deal, Acceleration Finishes It.
Most agencies don’t have a lead problem. They have a leak problem. They keep chasing new opportunities while the deals already in their pipeline slow down, stall, or quietly die. That’s because most firms think of marketing only as origination: bringing in new leads, building awareness, and staying visible. LinkedIn ads, social posts, thought leadership, newsletters, PR… all good, but only half the picture. For agencies selling $100K+ deals into large organizations, it’s not enough. Enterprise deals involve long sales cycles and large buying committees. Getting the lead is only the starting line. Winning it requires something different: acceleration. Acceleration helps you win more of the deals you already have and shortens the time it takes to close them. Most agencies overlook this. They rely on a single point of contact and hope the deal moves forward. But enterprise decisions rarely come from one person. Six to ten people influence the outcome, and most of them never hear from you at all. Acceleration fixes that. You identify the buying committee. You build a list of the people who matter. Then your marketing supports the entire account, not just the person you first spoke with. You add these contacts to your newsletter. You run targeted LinkedIn ads to the exact company. You connect with key stakeholders on LinkedIn. You invite them to events. You share content that speaks to their role, their goals, and their pain points. Sometimes, you even create custom pages or content that directly ties to their needs. And the best part? You don’t need a new content machine. Most of what you need already exists. You’re just pointing it at the accounts that matter most. Origination brings opportunities. Acceleration turns them into revenue. When agencies do both, they don’t just get more leads; they win more deals, and they win them faster.
Three Types of Newsletters—and Why Only Two Can Win You Clients
Most agencies miss the mark with newsletters. Sending company updates, like new hires, awards, and office moves, doesn’t engage prospects. The truth is, nobody outside your walls really cares. Those belong in an internal memo, not your marketing strategy. To build something that actually drives awareness and opportunity, you first need to understand the three E’s of newsletters: Enterprise Newsletters – These are your company-centric updates. Great for keeping employees, clients, or investors informed, but weak for new business. They build pride and transparency internally, but they rarely attract a new lead. Editorial Digest Newsletters – Broader, multi-topic publications that share insights, trends, and stories relevant to your audience. They can be your own original content, curated pieces, or a mix. Think of them as a weekly “briefing” for your community: valuable, varied, and audience-first. Expertise Newsletters – These are focused on thought leadership. One strong idea or perspective per issue. They demonstrate your agency’s point of view and help you stand out as a trusted voice in your niche. The key is knowing your goal. If your newsletter is for new business, then you need to lean into the Editorial Digest or Expertise model. That’s where real value lives. The Enterprise style just won’t move the needle with prospects. Now, that doesn’t mean you can’t promote yourself at all. Just keep it to 20% or less of your content. Share a win, a campaign, or an event only if there’s something your audience can learn from it. And if you do want to speak to different audiences, such as clients, prospects, or employees, don’t jam them all into one newsletter. Create distinct lanes. Because when you try to be everything to everyone, you end up being relevant to no one.
Forget the Booth: How Agencies Are Using Content to Meet CMOs Who’d Never Take Their Call
Breaking through to high-value prospects is harder than ever. Inboxes are overflowing, LinkedIn is noisy, and outreach fatigue is real. Meanwhile, conferences have re-emerged as one of the best ways to connect face-to-face, but they’ve also become overcrowded and expensive. Sponsorships, booths, and travel can easily cost tens of thousands, often for little more than a few passing introductions. There’s a better way to stand out: one built on content-based networking. Instead of chasing prospects at cocktail hours or hoping they walk past your booth, imagine inviting them to participate in a short, on-site video series during the event. You’re not pitching them. You’re featuring them. The topic could be something timely, like “How CPG marketers are adapting to retail media” or “The future of storytelling in an AI-driven world.” This approach reframes your role from salesperson to collaborator. Busy CMOs and VPs who might ignore a cold outreach pitch are far more likely to say yes to a genuine conversation where they can share insights and elevate their personal brand. The magic is that the relationship comes first. The content is simply the byproduct. You walk away having built trust and familiarity with decision-makers you’ve struggled to reach before. And yes, you also leave with great material to repurpose across social, newsletters, and thought leadership assets. Here’s how it works in practice: Pre-event outreach: Invite executives to participate in your “Insights at [Conference Name]” video series. On-site filming: Record short interviews in a nearby suite or quiet lounge. Post-event follow-up: Share their clip, thank them, and keep the conversation going. When done right, content-based networking transforms conferences from crowded marketing expenditures into targeted relationship-making opportunities, and those connections can pay dividends long after the event concludes.
How to Spot the Hidden Clues That Say Your Next Client Is Ready to Buy
Most agency business developers waste time chasing the wrong prospects. Signal-based outreach flips that script. Instead of guessing who might be in the market, you identify real buying signals, moments that reveal interest or intent, and reach out with the right message at the right time. A buying signal could be an event trigger (like a new CMO hire, funding round, merger, or job posting) or an engagement activity (like visiting your website, subscribing to your newsletter, or downloading content). These signals show when a company or contact’s situation or behavior suggests they’re ready to talk. Here’s how to put signal-based outreach into action: 1. Identify the signals. Start by listing the most relevant event triggers and engagement activities for your agency. Don’t boil the ocean. Choose a few that best indicate potential need, like executive hires or website visits. 2. Monitor and capture them. Track signals using tools like LinkedIn Sales Navigator, HubSpot, or Crunchbase. If you’re just starting out, a simple spreadsheet works fine. Export data monthly and review it manually. 3. Prioritize and qualify. Not all signals are equal. A website visit to your “Services” page carries more weight than a LinkedIn like. Stack multiple signals from one company to identify your hottest prospects. 4. Personalize and engage. Tailor your outreach to the signal itself. If someone subscribes to your newsletter, thank them, and ask what drew their interest. If a new CMO has just been hired, congratulate them and share relevant insights. 5. Measure and report. Track metrics like market reach (how many target companies gave signals), engaged accounts (companies with multiple interactions), and meetings booked. These indicators reveal whether your program is gaining traction. Signal-based outreach helps you stop guessing and start timing. When you focus on who’s actually showing intent, your outreach becomes smarter, more relevant, and far more effective.
Inside the Rise of Paid Thought Leadership—and What It Means for Agency Growth
People buy from people. And in professional services, that truth is only getting louder. Most of us already agree that speaking at events and joining podcasts builds authority and opens doors. But many agencies still miss one of the biggest shifts happening right under their nose: LinkedIn has become the place where B2B buyers go to discover experts, learn viewpoints, and decide who they trust. It’s not a job site anymore. The data backs it up: 79% of B2B buyers engage with creator content at least monthly 82% say it influences them Senior marketers are already using LinkedIn in this way. In my CMO Journeys interview, Jess Alpert, CMO of EPM, put it plainly: “I look at LinkedIn a lot. Agencies have the power to get out there. The ones I pay attention to are the creative directors and the people actually doing the work — showing their projects, showing the journey, and explaining what changed.” The problem is that organic reach can only take you so far. Many executives are lurkers. They read, but they don’t engage. And many of your top prospects aren’t in your first-degree network, so they may never see your content at all. That’s where LinkedIn Thought Leadership Ads become a breakthrough. Instead of hoping the algorithm picks up your best ideas, you can guarantee that your exact audience sees them. You can target the right titles, industries, or company lists and put your POV directly in their feed—even if you’ve never met. Thought Leadership Ads drive a 252% higher CTR than standard single-image ads You don’t need a huge budget. A few hundred dollars can get your strongest thinking in front of thousands of the right decision-makers. When you do this consistently, you consistently show up, building familiarity, trust, and authority. In 2026, the firms that win will be the ones that combine real thought leadership with smart paid distribution.
What Happens When Your Agency Outgrows Its Market
Many agency leaders eventually reach a point where growth slows. It’s not because they’ve stopped working hard, but because the market around them has shifted. The audience that once fueled their success has become crowded or commoditized. Competitors sound the same, projects feel transactional, and new opportunities seem harder to find. So they start looking outward: “Maybe we should go after a new industry.” Or, “We’ve done a little of this new service, maybe that’s our next big thing.” The instinct is right, but the approach is often speculative. Choosing your next market or offering shouldn’t rely on hunches or trends. It should be backed by insight and data. If this sounds familiar, here’s a more strategic way to think about your next move. Start with a diagnostic across three lenses: Right to Win (Internal Fit): Where do you already have credibility and capability? Look for industries or offerings where you have meaningful results, relationships, or insider experience. Market Potential (External Fit): Where is there real opportunity? Assess market size, growth, and competitive saturation. Not every “hot” sector is worth the chase. Differentiation Potential (Strategic Fit): Where can you say something truly unique? Seek spaces with whitespace—where your perspective or methodology can stand out. Also, don’t overlook the signals you already have: recent RFPs, inbound inquiries, and client or prospect conversations often reveal emerging patterns and areas of pull that can guide direction. Plot each potential audience or service on this matrix. The top-right, where you have capability and opportunity, is your next space to win. Once you’ve narrowed your focus, run a short Problem Discovery Sprint: gather feedback, conduct a few interviews, and identify 1–2 urgent problems you’re best positioned to solve. From there, craft a hypothesis-based point of view—statements that start with “We believe…”—and test their resonance through prospect conversations, email engagement, and social response. The ideas that spark curiosity and dialogue point toward your strongest thought leadership. Growth rarely happens by accident. The agencies that break through don’t chase every possibility. They choose the right ones, then go deep.
The Pipeline Paradox: Why Agencies Struggle — and How AI Could Save Them
For agency leaders, there’s a persistent, maddening reality we don’t talk about enough: new business is hard. Really hard. Despite all our creativity, strategic brains, smart teams, and deep client experience, the pipeline still feels more like a trickle than a torrent. And yet — here’s the kicker — most agency clients are looking for more help, not less. Our latest national research reveals a striking disconnect: while many agency leaders fear clients will cut us out or slash budgets because of AI, clients are actually looking for our guidance. They don’t want to replace us — they want us to help them navigate AI safely and strategically. Agencies See Uncertainty Ahead, a 2025 study released this summer at the Build a Better Agency Conference in Denver, was conducted by Agency Core, a new non-profit research organization founded by myself and Brian Gerstner of White Label IQ, providing free research with and for agency leaders. It offers a deep dive into the attitudes and challenges of marketing agencies, and reveals the tremendous challenge for most agencies of maintaining a robust pipeline of right-fit clients. Leading Through the AI Revolution: The New Competitive Edge for Agencies is the latest in the 12-year Agency Edge research series we conduct with Drew McLellan at Agency Management Institute, and explores the opinions of agency clients around their agencies’ use of AI Fielded just months apart, these two studies reveal a paradox most agencies haven’t yet recognized. While many are cautiously adopting AI, worried about how clients will react, they’re also struggling to stand out and win new business. Meanwhile, those same clients are overwhelmed by AI and actively looking for strategic agency partners they can trust — not just to “use AI,” but to help them leverage it wisely, protect their brand, and gain a competitive edge. Let’s unpack what’s going on — and see how savvy agencies can flip their fortunes from frustrating to flourishing. Agencies in the Trenches: The Core Struggle The Agency Core 2025 study gives us a data-backed look into the internal landscape of small to mid-sized agencies. Spoiler: the new business challenge is real — and it’s not just a temporary dry spell. The research includes an attitudinal segmentation that reveals five different “mindsets” of agency leaders. Two say their agencies are doing far better than those of their colleagues: Thought Leaders are agencies with a clearly defined niche, strong positioning, and a commitment to thought leadership. They’re not just surviving — they’re thriving. They’re not worried about the pipeline because they’ve built a brand that attracts the right kind of attention from the right kind of prospects, and those prospects come to them based on their expert reputation. These agencies struggle less with challenges, including new business, than any others in the survey. Loyalty Builders have robust, long-term relationships with their clients. They prioritize maintaining an expert reputation while deeply understanding what makes clients leave and ensuring their client communication and reporting underscores their value. The other three segments revealed have critical issues that make new business efforts (and agency survival) much more difficult. Staffing Strugglers wrestle with talent shortages that make it difficult to even pursue new business opportunities. They can’t afford the employees they really need, and are losing current members to agencies that pay more. They’re in a tailspin of less-experienced, overworked employees and price-focused clients. Change Seekers feel pressure to evolve in the face of a changing marketplace and new technologies, but are handicapped by their focus on tactical work over strategy, which they believe clients won’t pay for. 89% of these respondents strongly agree that finding new clients is harder than ever. Cobblers’ Kids know the importance of agency marketing, but never seem to get around to doing it. Their clients love them and stay loyal, but few prospects are aware of their strong track record so they’re limited to word of mouth from their existing client base. Without more exposure to ideal prospects, their pool of new sales is severely limited. While the other respondents don’t match the Change Seekers’ extreme struggles with new business, about one-third strongly agree that finding new clients is harder than ever, and 61% cite maintaining a robust prospect pipeline as a severe challenge. This makes pipeline the #1 challenge for agency leaders by a significant margin. For many agency leaders I know, this issue has led to a disheartening loss of optimism about their agencies’ prospects in the coming years. Again, the research confirms what many of us are feeling. In our 2022 Agency Core survey, 73% of agency leaders felt strongly optimistic about opportunities for their agency. In 2025, only 47% do — a shocking drop. The Disconnect Between Struggle and Opportunity This is where the Agency Edge 2025 study flips the script. It gives us the client perspective — and reveals a giant opportunity for agencies willing to claim it. Despite the fears of many agency leaders, most clients aren’t looking to cut agencies out. They’re not trying to replace us with AI or squeeze our margins. In fact, they want better ideas, better strategies, and more guidance from agencies they trust who are experts in AI. Across the board, clients say they value agencies that lead — that offer clarity, expertise, and partnership. Not just deliverables. Not just billable hours. Leadership. And when it comes to AI — the big, scary disruptor everyone’s whispering about — most clients don’t want to go it alone. They’re not looking to become prompt engineers. They’re worried about the potential for the use of AI to create issues for their brand or fall behind competitors using it well. They’re looking for partners who can help them understand what’s possible, what’s risky, and how to use AI to make smart marketing decisions. AI: The Trust Accelerator Agencies Didn’t See Coming Let’s talk about the three client mindsets that emerged in the AI-focused Agency Edge study: AI Embracers: These clients
From Film to the C-Suite: Matthew Lieberman’s Creative Edge
In This Article Why It Matters Their Path, in Short Big Themes From the Conversation How They Choose the Right Agency Partners What Stood Out The Inside Scoop Why It Matters Matthew Lieberman’s career doesn’t look like the typical path to becoming a CMO—because it isn’t. He started in film, built his business muscles inside PwC, and eventually led one of the largest marketing transformations in professional services. Now he’s stepped into Cooley, a global law firm known for shaping tech and life science giants. His journey matters because it blends creativity, analytics, and a challenger mindset—exactly the mix many CMOs talk about but few actually live. And for agencies, he offers a clear window into how a modern marketing leader thinks, evaluates partners, and chooses who gets a seat at the table. Their Path, in Short Matthew grew up in Los Angeles, surrounded by the energy of the entertainment world. He stayed local for school, dual-majoring in business and film at USC. That mix of creativity and commercial thinking would become a thread through everything that followed. His first job was on the creative side of film—script reading, project development, and shaping stories. He loved it. It taught him how powerful storytelling can be, and how every idea benefits from a creative lens. But he also felt a pull toward the business side of the industry. His studio encouraged him to get his master’s degree, promising him a spot on the business team when he returned. While in grad school, he ended up interviewing at PwC—a firm he only knew as his studio’s auditor. He joined a rotational program that pushed him into an entirely different world: financial modeling, diligence work, and working with major entertainment and media companies. He thought he’d stay two years. He stayed much longer. Eventually, he felt it was time for something new. PwC countered by asking what they could do to keep him. Matthew said marketing looked interesting. At the time, marketing inside professional services was almost entirely events and long-form printed thought leadership. But research—developing insights, shaping points of view, building arguments—spoke to him. So he jumped. That decision set off a long run inside PwC’s marketing organization. He led marketing for entertainment and media. He stepped into roles that felt outside his comfort zone, including leading marketing for the consulting practice. Then he became CMO. During his tenure, the firm went through massive change: new technology, new data capabilities, new buyer expectations, and new competition. Matthew led a full transformation—rebuilding structure, redefining roles, centralizing processes, modernizing the MarTech stack, and aligning marketing with the firm’s business goals. After years of nonstop travel, he relocated full-time to Palm Springs during the pandemic. Later, Cooley approached him. He saw a firm he admired for its culture, its clients, and its entrepreneurial spirit. And he saw another moment ripe for transformation—similar to what he’d lived through at PwC. That sparked the next chapter of his journey. Big Themes From the Conversation One theme that keeps surfacing in Matthew’s story is the courage to run toward something new. When he moved from film to business, and later from consulting to marketing, he did it because he wanted the challenge—not because he was running away from anything. A mentor once asked him, “Are you running from something or to something?” That question still shapes how he leads and how he advises others. Another theme is confidence mixed with humility. Matthew talked openly about imposter syndrome and the value of saying, “I don’t know the answer to this.” He believes leaders should experiment, test, and learn—even when the path isn’t obvious. That mindset helped him push boundaries, question old habits, and rethink long-standing traditions inside large organizations. He also carries a deep belief in the power of creative thinking. His film background didn’t fade once he left Hollywood; it shows up in how he evaluates ideas, how he shapes stories internally, and how he believes modern marketing should look. Creativity, for him, is not a “nice to have”—it’s a business driver. Another throughline is his commitment to team building. One of his mentors taught him the importance of always being present for his team, encouraging new ideas, and bringing people together. Matthew sees leadership as service: giving people clarity, supporting their growth, and creating an environment where they can do their best work. Watch CMO Journey Interview How They Choose the Right Agency Partners When I asked Matthew how he finds agency partners, he didn’t hesitate—relationships matter. Referrals and past experiences still play a major role, both in his PwC years and at Cooley. But that’s only the starting point. At Cooley, he also looks for agencies that can fill specific capability gaps. Search capacity, advanced creative thinking, new technologies—anything that brings in skills his team doesn’t have yet. When an agency reaches out and says, “Here’s something we can do that you may not know about,” that gets his attention. It helps him learn what’s possible and what tools or capabilities he might not be aware of. He also participates in formal RFP processes when needed, often involving procurement teams to build a pool of candidates. But even in a structured process, he avoids a one-size-fits-all approach. Sometimes a hold-co agency with broad resources works. Other times a boutique with deep expertise is the better choice. For Matthew, the answer is almost always a blend. But the biggest differentiator, he says, is personalization. He’s seen major agencies walk in and talk about themselves for an hour. That approach falls flat. The agencies that stand out do the opposite: they show they understand the company, its goals, and its context. They listen. They co-create. They don’t force a rigid work plan—they collaborate on one. Thought leadership also plays a role. Matthew reads constantly, especially on planes. He pays attention to trend-hunting content—even if it’s B2C—because it helps him connect dots in the B2B world. He values case studies and insights on how other companies structure their
Jess Alpert’s Unconventional Path to Modern Marketing Leadership
Executive: Jessica “Jess” Alpert, Chief Marketing Officer Company: EPM (Equity Prime Mortgage), Atlanta Industry: Wholesale B2B mortgage lending Company Snapshot: Mid-sized U.S. lender serving independent brokers nationwide Format: CMO Journeys Interview In This Article Why It Matters Their Path, in Short Big Themes From the Conversation How They Choose the Right Agency Partners What Stood Out The Inside Scoop Why It Matters Jessica “Jess” Alpert has taken one of the most unconventional routes into a CMO role you’ll ever hear. She built a fashion brand, ran a creative agency, helped steer major tech marketing, and rebuilt her entire skill set to master data-driven marketing. Her journey is a reminder that high-impact leaders aren’t always shaped by traditional paths. They’re shaped by curiosity, grit, and the willingness to reinvent. For agencies, her perspective offers rare clarity on what truly earns a CMO’s attention. Their Path, in Short Jess began her career by watching people — literally sitting in Nordstrom and observing what customers bought, what they ignored, and how they behaved. That curiosity led her to create an accessories brand built around functional, one-size-fits-all pieces. The business grew fast, expanding into a New York showroom and gaining traction through word of mouth and smart positioning. When she eventually shifted out of fashion, she didn’t go looking for stability. She built her own creative agency, helping brands identify their real pain points and crafting activations that turned heads. One of her most memorable projects was for Faber-Castell, where she created a trade show experience so engaging that attendees clogged the aisle to get a closer look. Her agency work put her on Samsung’s radar, and she soon found herself inside a global tech operation where creativity met data. That’s where she noticed a shift happening. The marketing world wasn’t running on “I feel” anymore. It was running on dashboards and analytics. Instead of resisting it, Jess made one of the boldest moves of her career: she stepped backward in title so she could learn modern marketing from the inside out. She embraced CRM systems, segmentation techniques, analytics, lifecycle thinking — everything that would make her a hybrid leader who could blend creative instinct with measurable results. That hybrid mindset now guides her leadership approach. Big Themes From the Conversation Creativity as a mindset, not a department. Jess doesn’t see creativity as something reserved for copywriters or designers. To her, it shows up in segmentation, user journeys, and every interaction that shapes the customer experience. Curiosity drives everything. She’s always scanning the market, listening for pain points, and asking what people actually need. That instinct powered her early fashion success and still guides her marketing decisions today. Leadership means listening and then moving. Jess listens to her teams, absorbs ideas quickly, and then chooses a direction. She categorizes ideas fast: run with this, refine this, parking lot that. It gives people clarity and builds momentum. She values authenticity over polish. Whether she’s talking about brand tone, internal culture, or agency relationships, she wants work that feels real, not overproduced or overly safe. Execution beats theory. One of her core beliefs: “A brainstorm without execution is just fluff.” It summarizes her entire career philosophy. Watch CMO Journey Interview How They Choose the Right Agency Partners When I asked Jess how she finds and evaluates agency partners, she didn’t hesitate. She values energy, preparation, and genuine connection above everything else. She often discovers agencies at events, where she can meet people face-to-face and get a feel for how they think. She pays attention to the ones who show enthusiasm, bring smart ideas to the table, and genuinely care about the work. If someone lights up when talking about a concept, she notices. If they nitpick retainers and nickel-and-dime hours, she notices that too — and not in a good way. Jess gravitates toward partners who “grow tentacles,” as she put it. Those are the agencies that take a project and expand it with creativity, fresh thinking, and a proactive mindset. They don’t wait to be told what to do. They come with ideas that stretch beyond the assignment. Over time, they integrate so naturally into the team that at an event someone might mistake them for internal staff. Thought leadership also plays a role, but not in the way most agencies expect. Jess doesn’t spend time scanning trade publications. She’s not combing through Ad Age or Adweek looking for clues about agencies. What actually catches her attention is useful, recurring, educational content. She shared an example of an agency that hosts a weekly AI webinar. It was so relevant and so timely that she immediately asked to be added to the list. She loved the idea of a certification tied to it, even envisioning badges people could list on LinkedIn. LinkedIn is her primary discovery platform. Not for resume scanning, but for seeing how agencies talk about their work. She’s drawn to people inside agencies: creative directors, strategists, and team leads who show the process behind a project. She wants to see what the initial pain point was, how the team solved it, and what changed along the way. That transparency tells her more about an agency’s capabilities than any award submission ever could. Awards, for her, are nice, but not persuasive. They give a stamp of approval, sure, but she wants to know what the award was for and whether the thinking behind it was truly fresh. She’s unimpressed by cookie-cutter agencies that do the same work for every client. She wants partners who take risks, think tactically, and deliver ideas no one else is bringing. And when it comes to outreach, she has a clear preference: show up prepared. She dislikes it when agencies use the first meeting to learn about the company. She wants partners who walk in already understanding the business, its customers, and the challenges it faces — not as an agency, but as a consumer. That level of preparation instantly separates the people she wants to work