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 Or Listen 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
It’s Time to Drive Organic Agency Growth
The current economic outlook can seem frightening. P&G Chief Financial Officer Andre Schulten recently noted, “Consumers on both ends of the spectrum—low income and higher income—are reacting to the current volatility they are experiencing. We see consumption trends consistently decelerating.” P&G Chief Executive Jon Moeller added, “This new behavior is driven by worries about the future, whether over immigration policies, inflation, or how tariffs will filter down to consumers.” With consumers on edge and political uncertainty, agencies are facing a number of headwinds, including less pitch volume. Agencies everywhere are finding business development to be a greater and greater challenge. Agencies everywhere are finding business development to be a greater and greater challenge. Unfortunately, the business development strategies of many of these agencies are not up to the current challenge. Unattainable growth rates are often needed to achieve agency growth objectives The investment required and the low odds of winning pitches is debilitating Too much reliance is placed on a small group of senior “sellers” Difficulty “standing out” in pitches leads to expensive, wasteful theatrics Cold calling experiences are generally unsuccessful and demotivating If you experience some of these challenges, your team is not alone! Most agencies face these challenges – hence, an opportunity exists to reinvent the industry’s business development strategies. Many agencies approach business development with a focus on these three areas: Reviews: By far the biggest area of focus. Reviews get most of the business development resources – in people, focus and money. This is a tough focus, however, in a period of reduced review activity. Prospecting: Agencies do some prospecting, but this invariably is mostly relationship oriented. Few major accounts are landed today because an enterprising agency executive cold called an account they wanted and managed to work their way through to win the account. What happens more often is that agency executives maintain relationships and follow client executives from one company to another, hoping to land some business when the client executive has the chance to dole it out. This is a fine strategy, but not a predictable one. Current clients: Current satisfied clients are often an excellent source of organic growth – but rarely is there a devoted strategy to building business with the current client roster. Worse yet, there are very few well-conceived and effective processes in most agencies aimed at even maintaining the current clientele. For example, I don’t know of very many agencies that work with their major clients to establish disciplined, third-party-driven annual 360-degree review processes—yet our work shows that an annual third-party-managed 360-degree process can virtually eliminate performance-related major account losses. There is a better way – and if you start today, you will have a more promising future. Agencies everywhere need to turn their business development strategies upside down. Instead of the classic priority order of: Reviews Prospecting & cold calling Hoping for organic growth and praying you don’t lose accounts Instead, turn it around – and re-invent your approach to each strategy: Avoid account losses & drive organic current client growth Learn to sell – and then go get the accounts that you really want Use your newly gained sales skills to improve your odds in reviews A few words about each of these strategies: Avoid account losses & drive organic current client growth: This is where it all starts. Your senior team probably can’t do this today because their lives are overwhelmed with the black hole of major pitches – most of which end in failure. And because these senior agency execs are so distracted, they can’t love the agency’s current clients the way the clients want to be loved. The result is lost business – putting that much more urgency on the new business pitches. A vicious cycle ensues – a race to less profitability and a lousy quality of life. This is no way to run an agency. Your senior team must spend much more time ensuring existing clients are satisfied. Just one of the many ways they can do that is by championing the third-party 360 process. It is an early warning system to identify possible problems. And, in working through the process, the two parties are more committed to each other, understand each other better, and organic growth opportunities almost magically appear. This, along with training and quality performance, can be one of the best investments you can make in achieving your annual growth plans. In addition to a 360, another key to consistently growing your existing clients is to create an endless stream of discussions about their business – which can often lead to opportunities for your agency to help even more. Job #1, of course, is to simply do great work. We won’t discuss that in this article because it is so painfully obvious. If you aren’t delivering on your existing SOW with distinction, you don’t deserve additional work.Assuming you are delivering great work, here are four ideas that can add value and lead to additional opportunities for your agency: 1. Updated Strategy: A refreshed look at your client’s customer-facing strategies can be a powerful way to create important conversations about the client’s business and how your agency can help. Where possible, and certainly for important clients, we recommend that agencies make such a review a routine part of their relationship management efforts. This typically involves taking a fresh look at the client’s brand, competitors, and target audience. Look to derive important new insights where possible and recommend strategic evolutions as appropriate. 2. Provide a Competitive Review: Your clients need to understand their competitors’ strategies and tactics in order to stay current with their own marketing activities. Providing an updated competitive review to clients is a fine way to highlight your commitment to their business and to showcase your focus on their success. Has the positioning of key competitors changed? What is the focus of their current campaign work? What search terms are they buying? Has their media mix changed? What are they doing to navigate the current economic
Agency Owners: Why You Must Push Beyond SWOT for 2026 Strategic Planning
As we barrel toward 2026, the playbook for agency strategic planning is undergoing a foundational rewrite. For decades, SWOT analysis—cataloging strengths, weaknesses, opportunities, and threats—has been the opening scene for agency planning sessions. But the reality is this: the speed and depth of change in our industry mean that surface-level exercises like SWOT are no longer enough to position your agency for sustained success. The Limits of SWOT and Old-School Planning SWOT’s biggest weakness is its predictability. It feels safe, familiar, manageable. So safe, in fact, that it rarely provokes the uncomfortable conversations and creative fire that real progress depends on. The world outside your agency walls isn’t running by last year’s playbook. AI is automating core processes, client expectations are changing by the quarter, and new competitors, untethered by geography or legacy thinking, are cropping up everywhere. SWOT tells you what you already suspect. But with 2026 looming, you need to challenge every assumption and break every mold—because your clients, competitors, and team are already doing exactly that. Why Scenario Stress-Testing Matters More Than Ever Agencies must develop muscle memory for disruption. Instead of simply naming threats, imagine them landing in your lap tomorrow. What would you do if your top client’s budget was cut in half, or if a competitor offered their services worldwide for half your price? Exercises like “what if” scenario mapping force agency leaders and teams to actively plan adaptively: What do we stop, start, or change to thrive in the new reality? What early warning signs signal trouble ahead? Who on our team is best equipped for these pivots, and what mindsets will unlock opportunity in the eye of the storm? Radical Empathy and “Walking in Client Shoes” One critical planning blind spot: Many agencies don’t truly know what “jobs” their clients hire them to do—or how success is defined in real life, both professionally and emotionally. Deep-dive empathy-mapping flips the lens to answer: What does our agency solve best? What keeps our clients up at night? What would they miss most if we vanished? This isn’t about guessing, it’s about asking, listening, and surfacing unmet needs that become the seeds for next year’s service innovation. Agencies who embed empathy exercises into strategic planning find themselves offering not just more, but meaningfully better value to their evolving client roster. Reverse Mentoring, Competitor Roleplay, and Cultural Check-Ups The most powerful ideas often come from the edges, not the center. Reverse mentoring—having your youngest or newest team members lead planning sessions while leadership only asks questions—helps pop your agency’s echo chamber and see blind spots. Competitor roleplay is equally important: Imagine your fiercest rival’s pitch to your biggest client. What would they say? How would they exploit your weaknesses or copy your strengths? This is a critical exercise in agency vulnerability and reinvention.Culture must also be on the table. Agencies that scrutinize real stories about living (or failing) their values—who boldly challenge the “talk vs. walk” gap—build strategic plans that actually stick, not just sit on a shelf. The Power of Pre-Mortems and Stakeholder Pitches Ask your team: “If we failed in 2026, it was because…” and force a candid, practical risk assessment. This pre-mortem surfaces hidden vulnerabilities and sharpens priorities. Finally, every plan needs tough love from skeptics. Stage a Dragons Den panel of critical clients and staff and put your agency’s 2026 plan to the test. Their toughest questions will expose weaknesses and spark immediate improvements. Leading the Agency of the Future Preparing for 2026 isn’t about predicting the future. It’s about building a flexible, radically honest, and creative agency that’s ready for anything. The days of cookie-cutter strategic planning are gone. The agencies that thrive will be those that break tradition—challenging themselves far beyond SWOT, experimenting with new exercises, and holding honest conversations about what success truly means for clients and team alike.Now is the moment to get uncomfortable, get imaginative, and start future-proofing your agency. The world isn’t slowing down. It’s our job to stay ahead. Ready to put these ideas into action? Download our free Strategic Planning Worksheets (PDF) — packed with exercises, roleplays, and scenario maps to help your agency reimagine its 2026 strategy.
Your Agency’s Biggest Growth Problem? You’re Not Actually Different
Most agencies think they’re different. They’re proud of their work, committed to their clients, and convinced their team brings something special to the table. And honestly? That’s probably true. But from the outside, to a prospective client evaluating five different firms in a single afternoon—almost none of that stands out. Remove the logos, blur the names, and most agency websites start to look the same. Strategic. Creative. Collaborative. Full-service. Results-driven. This isn’t a marketing problem. It isn’t even a sales problem. It’s a positioning problem. And it’s one of the biggest reasons why some agencies struggle for leads while others grow on autopilot. The Illusion of Differentiation: Why Most Agencies Sound the Same Let’s be fair. Most agencies truly believe they’re differentiated—and from the inside, they are. They care deeply about client success. They’ve built thoughtful processes. They attract great talent. They go above and beyond. But those things don’t make it into the messaging in a way that resonates. Instead, they get flattened into the same generic copy everyone else is using. That’s the illusion of differentiation: you know you’re different, but your prospects can’t tell. This isn’t just a branding issue. It’s a growth-limiting blind spot. What are the most common positioning crutches? These are the three I see most often: Service-Based Differentiation“We build brands. We run paid media. We do strategy.” These statements describe what you do, not why someone should choose you. Experience-Based Differentiation“We’ve been doing this for 15 years.” That’s a credential, not a differentiator. Clients care more about outcomes than tenure. Values-Based Differentiation“We really care about our clients.” Great. So does every other agency that wants to stay in business. Agencies use these points because they feel meaningful—and internally, they are. But from a client’s perspective, they’re table stakes. The result? Prospects default to price. Or they hesitate. Or they ghost you. Not because they don’t need help—but because no one stood out clearly enough to feel like the obvious choice. So, What Actually Makes an Agency Stand Out? The agencies that grow predictably—the ones with better-fit clients, stronger margins, and sometimes even waitlists—aren’t those with better services. They’re the ones with better clarity. They’ve nailed three things: 1. Who You Help Generalist agencies believe casting a wide net creates more opportunity. But the agencies that win consistently narrow their focus to a specific type of client. They speak to that client’s world with fluency and credibility. Instead of saying “We do branding”, try “We help early-stage B2B SaaS founders launch a brand that closes their first $1M in ARR.” The specificity isn’t limiting. It’s magnetic. 2. What Problem You Solve Clients don’t hire agencies because they need a website or an ad campaign. They hire you because something isn’t working (e.g. their pipeline is weak, their conversions are low, their messaging is off). When your messaging focuses on deliverables, you’re speaking your language. When it focuses on pain and outcomes, you’re speaking theirs. Instead of “We do SEO.”, try: “We help technical SaaS companies grow organic signups by 3x in 12 months.” 3. Why You’re the Only Choice If a prospective client sees three proposals with similar scopes, pricing, and timelines, what makes you the obvious choice? Agencies that stand out don’t just describe their process—they name it, explain it, and show how it’s different. Whether it’s a unique discovery sprint, a proven methodology, or a deep specialization in one industry, that extra layer gives buyers confidence. It signals maturity. It reduces perceived risk. When these three elements work together, you don’t just look credible—you look inevitable. The Substitution Test: Is Your Positioning Actually Unique? Now, let’s make this practical. Here’s a quick gut check you can try with yourself. Take your current positioning statement and read it out loud. Now ask yourself: “If I swapped out my agency’s name with a competitor’s, would this still be true?” If the answer is yes, it’s not positioning—it’s a generic description. Common Agency Line What It Sounds Like When It’s Differentiated “We help companies grow with digital marketing.” “We help HR tech companies reduce churn with lifecycle-based content campaigns.” “We care about results.” “Our 4-part onboarding framework accelerates pipeline by 60 days.” “We do branding and design.” “We help climate startups become category leaders with investor-ready brand systems.” Real positioning should make your ideal client say: “This is exactly who we need.” What Will Change When You Get It Right? When you stop trying to appeal to everyone, you’ll become irresistible to the right ones. Your lead quality will improve. You won’t get stuck pursuing random RFPs—you’re getting inquiries from people who already feel aligned. Your sales cycles will get shorter. Your messaging will do the heavy lifting upfront, so prospects come in pre-sold. Your pricing power will increase. Specialists charge (and are worth) more. It’s not about manipulation—it’s about perceived value. One agency I worked with repositioned from “full-service digital marketing” to a firm that helps law firms land high-value clients using AI-enabled ad targeting. Same team. Same skill set. Different positioning. The result? Higher quality leads, shorter sales cycles, and more confidence in their proposals—because they weren’t just one agency among many anymore. The Positioning Reset: A 10-Minute Exercise If you’re nodding along with this but aren’t sure where to start, here’s a quick exercise you can do right now: Write your current positioning. Grab the sentence from your homepage, LinkedIn bio, or sales deck. Apply the Substitution Test. Could a competitor say this? Would it still be true? Rewrite it using this structure: We help [your best-fit type of client] Solve [the specific problem or you accomplished with them] Using [your unique process] Start by updating one asset. Choose one place—your personal Linkedin tagline, your email signature, your site’s hero copy—and test making the change there. Positioning isn’t a one-time decision. It’s a strategic asset that should evolve with your agency. But clarity now is better than perfection later. The Bottom Line? Don’t Be Better. Be Clearer. You don’t need to
Turning Creds Meetings into Second Meetings
I’ve reviewed and read countless credentials decks over the past 24 years as an agency search consultant at AAR Partners and my firm point of view is that these presentations should be referred to as capabilities decks, not credentials decks. Why is this critical? Credentials focus on your ability, resources and achievements, while capabilities emphasize the expertise you can bring to prospective clients. That expertise should leap out of the deck quickly. Therefore, it’s essential to streamline your content for maximum impact. If your deck exceeds 12 to 15 slides, it’s time to cut back. Aim for clarity and brevity. Begin your presentation not with logistical details about your agency but “why you” and by framing the discussion around the client’s specific challenges and complexities. This approach sets the stage for a compelling narrative that resonates with the client’s needs. If your case studies are text-heavy, consider trimming them down. Focus on storytelling that highlights the challenges faced, insights gained, lessons learned, and solutions delivered. Illustrate the thinking behind the solutions and of course, the outcome is just as critical as the output. This method allows you to engage your audience more effectively than a simple list of bullet points ever could. One of the most vital aspects of your presentation is the way you conclude. Instead of closing with a polite “thank you,” take advantage of the opportunity to share insights you’ve gathered about the client’s brand from your preliminary research bringing it full circle to your strategic process. These insights can range from positive to critical, but they serve a vital purpose: sparking a conversation about the marketing challenges the brand is experiencing. This shift transforms your meeting from a one-sided presentation into an active conversation, significantly increasing the chances of a second meeting. In your approach, prioritize the client’s challenges over your agency’s background. Personalize your discussion by setting up what “complex” means specifically for them. Ground insights into reality by showcasing relevant examples from your research process, demonstrating not just data but actionable intelligence. Keep your deck visually engaging. Use minimal text and more visuals to enhance engagement. Prepare two versions of your deck: one for interactive live presentations that encourage conversation, and another as a scripted leave-behind that offers detailed information for self-guided review. As you lead with case stories, once again, it is vital to aim to illustrate the measurable impact of your solutions. This storytelling approach creates a connection with the prospective client and illustrates your understanding of their brand needs. Avoid using cluttered, verbose, overstuffed decks with excessive text or failing to demonstrate a clear understanding of the client’s unique category or regulatory environment. It’s crucial to address these issues head-on to build trust and confidence. Lastly, remember that the goal is to engage and continue the discussion—not just to thank them. It’s worth repeating that it’s important to replace the thank-you slide with a teaser that invites further discussion on consumer insights. This shift not only makes your conclusion more impactful but also sets the stage for ongoing dialogue. Key Recommendations for Your Capabilities Deck Flip the Pitch Narrative: Start with the client’s challenges, not your agency’s background. Personalize what “complex” means for each client. Emphasize Insights: Showcase insights from your research process, not just data. Bring them to life with relevant examples. Shorter, Sharper Decks: Limit your deck to around 12 slides and use minimal text. Create two versions: one for live presentation and another as a scripted leave-behind. Lead with Case Stories: Highlight challenges, insights, solutions, and measurable impacts through storytelling. Engage, Don’t Thank: Replace your thank you slide with a teaser that invites discussion about consumer insights. Make Logos Meaningful: Organize logo slides by category or complexity solved to demonstrate your agency’s unique strengths. Balance Detail: Avoid overwhelming clients with too much information. Show the value of collaboration and creativity. By transforming your approach from a credentials-based presentation to one centered on capabilities and actionable insights, you can create more meaningful interactions with prospective clients. Engage them thoughtfully, provoke their curiosity, highlight business benefits, and pave the way for possible future collaborations. Implement these strategies, and you’ll see your meetings evolve from simple presentations into valuable discussions that lead to potential and successful future partnerships.
5 Legal Mistakes Your Agency is Making in New Business – and How to Fix Them
Your agency invests massive amounts of time, energy and money pursuing its new business goals. And it’s exciting when the efforts turn into a new opportunity, project or long-tem lucrative contract. So let’s not spoil that good energy by missing a legal step or making a legal mistake that will jeopardize the agency’s efforts, create unsustainable risk or cost lost profit, OK? Over the hundreds of agency new business scenarios we’ve helped counsel our clients through, these are the mistakes we see, on repeat, in agency new business. Along with some suggested fixes you can implement before your next big new business opportunity. Mistake #1: Failing to Protect the Agency’s IP in Pitches and Proposals It takes a lot of creativity and ideation to attract new business. If your agency regularly pitches new business or responds to proposal requests from prospects, you are pouring your best creative concepts, strategies, and proprietary knowledge into your attempts to attract prospective clients. Do you want to give all of that away? If you’ve decided that it’s a worthwhile investment in the potential opportunity to do so, I support you – it’s an intentional business strategy. If you haven’t thought hard about it, or it isn’t your intention read on. How to Fix It: Make it your default to implement a mutual Non-Disclosure Agreement (NDA) with the prospect before sharing any creative or strategic materials. A mutual NDA demonstrates that both parties are committed to confidentiality. It also secures your claims to the work and ideas you share with the prospect. Side Note: If you’ve agreed that the prospect will own the ideas or concepts you share in a pitch or proposal, make sure the terms are clear, specific, and any compensation stated. Worried about putting this forward to a potential client? Don’t be. Presented respectfully and in the spirit of mutuality, brands are very accustomed to the requests (in fact, much the time they’re making the request for the NDA first, although their version usually isn’t mutual). If your agency is uncomfortable requiring the mutual NDA, there are two additional measures it can take to “stake its claim” to the IP it shares in a new business conversation: Add an IP ownership ownership clause directly into your proposal or pitch documentation. This clause should that any IP shared with the prospect remains the sole property of your agency unless a formal agreement is signed and the agency is compensated. Use a copyright notice (e.g., © 2025 Your Agency Name) on any deliverables included in your pitch. Remember that copyright protects only physical or electronic assets – it does not cover ideas shared verbally with the prospect. Mistake #2: Accepting Client Contracts Without Proper Legal Review Agencies eager to close deals often sign client-drafted contracts without a full review or negotiation. This can lead to highly unfavorable terms, including relinquishing rights, delayed payments, and excessive liabilities. How to Fix It: Always conduct a thorough legal review of the client’s contract before signing. If possible, have an attorney who understands agency operations assess the terms. Pay special attention to: IP clauses that transfer ownership of deliverables before payment is made. Payment terms that delay billing or tie payment to client “approval” of the invoice. Exclusivity clauses that limit your ability to work with other clients in a vertical or region. Approval processes that are missing, undefined, or put all risk on the agency. Liability clauses that make the agency responsible for client delays, misinformation, or failure to provide assets. Where feasible, seek to lead with your agency’s Master Services Agreement (MSA) in place of the client’s contract. And always have your agency’s own MSA as a benchmark even if you frequently sign the client’s document. A major assumption we see many agencies make is that they have no leverage to negotiate terms with a prospective client. Or that a big brand will never sign an agency-provided contract. It’s not true. You may have less leverage in some situations than in others, but you should always be prepared with an adequate legal review to use the leverage that you do have. Mistake #3: Creating New Legal Documents for Every Client Engagement A major reason many agencies avoid or short-circuit a full legal review of client contracts and related documents is the perceived extra time and investment of legal fees it takes. You’re in a hurry to get the work started and get the retainer flowing. One major reason for this? Many agencies lack a standardized approach to legal documents, treating each client engagement as a one-off transaction. This creates inefficiencies and opens the door to inconsistent language, errors, and legal exposure. It also makes the process more expensive, and slower. How to Fix It: Standardize your legal documentation process. Every agency should maintain a legal document library with vetted, customizable templates, including: A Mutual NDA that can be used across different engagements. A Master Services Agreement (MSA) for long-term, complex, or high-value clients. A Short-form Terms & Conditions document for smaller, one-time projects. Templates for Proposals, SOWs (Statements of Work), Change Orders, and Client Approval Forms. In addition to creating these core documents, assign central ownership of the legal process within your agency. Designate one person or team to manage the use and version control of legal forms. No one should send a contract or sign one without going through the designated point of contact or review process. And, again: if you must use the client’s contract, compare and benchmark it against your agency’s standard legal templates. This helps you identify gaps in liability protection, IP rights, and billing terms before you’re legally bound to them. Mistake #4: Giving Away Too Much IP—Or Giving It Away Too Soon Agencies frequently transfer ownership of creative assets too early in the relationship—sometimes even before payment is made. Worse, many fail to assert rights over unused or rejected ideas, leading to lost opportunities for reuse or repurposing. How to Fix It: Use a clear rule in
Why Good Agencies Get Ghosted (And Great Ones Don’t)
The uncomfortable truth about why prospects disappear (it’s not the economy) “We had three great calls, they loved our ideas, asked for references, and then… nothing. I sent a bunch of follow-ups over the next few months, thinking they were just busy – and we never heard back. Six months later, we found out they hired another agency when the work went live.” As an agency owner, you know how confusing it can be to figure out what clients actually want. More often than not, you are ghosted or given vague feedback…left feeling totally confused on what your prospects are thinking. Here’s the uncomfortable truth: You’re not being ghosted because prospects are busy or the global economy is a mess. You’re being ghosted for one of three reasons: You haven’t properly vet them (they were never a fit and you wasted your time) You did more than your 50% (and you missed the signs that they weren’t that into you) You didn’t give them confidence (you overfocused on your “services” instead of “outcomes” you create for them) Ghosting is a problem in our industry—that is not up for debate. But we are a big part of the problem. We’ve trained our prospects (brand and business leaders) to think our time has little value. We’ve shown them we are so hungry for opportunities that we’re willing to do almost anything they want, on the most unrealistic timelines, for the chance to just pitch. We’ve taught them to be lazy by creating a brief for them. We’ve taught them to waste our time by being willing to do hours of work (hourly breakdowns, strategy, creative ideas) without any commitment. We’ve taught them to disrespect us because we’ve disrespected ourselves. The good news is, this is an issue we can change individually AND as an industry. And the first step is acknowledging the truth: you are the problem. How your sales process actually trains clients to ghost you Let’s take a step back and look at where this all starts – your sales process. Most agency websites have a generic email or a very basic form. I typically see 3 questions on an agency website form: Name Email Tell us about your project A blank box where they can give you vague information is not good enough. Typically, these forms get filled in with less than a sentence, such as “branding project”. And how are you supposed to figure out if that’s someone worth your time? You need to gatekeep your time like the premium service provider you are (or want to be). At a minimum, we need to know: Is their business or industry one you have in-depth experience in (ie, not one random case study – you have earned knowledge in this space)? Does their goal align with your expertise? Are their expectations of timing and budget aligned with your business? Are they prepared and ready to hire an agency partner? (ie, they have clear goals, a brief, a budget, a timeline, stakeholder sign off, an internal project team, etc.) A better form would include these (mandatory) questions: Company / Brand name What is the main goal or desired outcome that would make your project a success? What is your ideal timeline for starting this work and completing it? What is driving this timing? What level of investment are you prepared to make? (I like to provide tiered ranges here – starting with your minimum viable project fee) How did you hear about us / who can we thank? And to clarify – you should know all this BEFORE getting on the call with a prospect. If they don’t have this information, then it’s simply a networking call. And we don’t write proposals for networking calls. Okay, so we’re aligned that we need to improve our website forms, yes? This is a step one. The next step is key. If they passed the form test and you took an initial call with them (which, by the way, should be 30 minutes max because you’re evaluating them as much as they’re evaluating you), do not (I repeat, do not) offer to write a proposal. At the end of your initial call, ask this question instead: “Great chatting and getting to know you and your brand. What feels like the best next step to you from here?” I promise this simple question will save you hours wasted in writing proposals. Because here’s the thing…when someone offers to write a proposal, you’re not going to say no. It’s awkward to say, “you know what, we don’t think this is a fit, so no thank you”. And this is WHY the majority of ghosting situations happen. A basic rule of thumb here – if they half-ass filled out the form, were 10 minutes late to the call, are non-responsive to your emails, return that energy. Don’t proceed to spend hours writing up scenarios for them. You’re actually showing them they can do the bare minimum and you’ll still do the maximum…and believe me, if they hire you, that translates over into the client partnership. They are THOSE clients you love to hate. The 3-Step Ghost-Proof Discovery Framework Here’s the framework that eliminates ghosting before it starts: Step 1: An Informative Website Form Prospects who can’t answer this aren’t ready to partner. And it’s okay to scare off a ghost. Step 2: A Pre-Call Email This sets the tone that you are leading the process – and allows you to get a feel for their responsiveness. Generally, I would let them know who is joining the call on your side and what they can expect. Here’s an example. “Looking forward to our chat this week. To give you a sense of next steps and what to expect, this is what our typical process looks like: We’ll have a Meet & Greet this week to talk about your project and together assess if there’s a good fit I’ll have you fill out
How Pricing, Not Price, Can Help You Win More New Business
Procurement professionals have a term for it: “supplier conditioning.” It’s the most widely used technique in the procurement toolbox, yet countless agencies enter into pricing negotiations oblivious to the fact their positions have already been molded by these professional buyers. Early in the buying process, procurement professionals present sellers with a series of “mandatory requirements,” often accompanied by politely worded warnings that failure to comply will result in disqualification. If you’re a chemical company being evaluated on scientific specifications, these requirements are to be taken seriously. But if the seller in question is a professional services firm like an agency, many “mandatories” can usually be viewed in the context of a poker game. Procurement is simply laying its first bet. Many of the “compulsory” terms outlined in the early stages of a negotiation are simply part of the conditioning progress. Because most agency executives don’t realize the techniques of professional buyers are inspired by game theory, they tend to take all procurement directives seriously. You’ve already won By the time you get to the procurement hurdle, keep in mind that you have likely already won the business. Procurement is only the “technical buyer” in the process. Their job isn’t to select the firm (that’s the job of the “economic buyer,” the executive with the budget) but rather to get the best deal with the firm that has already been selected. At this point, you may be told by procurement that “You need to sharpen your pencil by 5 o’clock to maintain your qualification status” or “We need a price reduction of 5% by end of day.” Is it true? Hardly ever. These are simply last-minute attempts at concessions your firm doesn’t need to make. No doubt you’ve had the sinking feeling of agreeing to a discount only to be awarded the business just moments later. The most obnoxious and counterproductive procurement “requirement” of all is the directive to supply your pricing in the form of hours and hourly rates. Much has been written of late regarding the impact of artificial intelligence on the agency revenue model and the degree to which AI makes the concept of hourly billing not only antiquated, but impossible. With AI doing much of the agency’s thinking and doing, agencies would be required to bill by the nano-second. Not a brilliant — or practical — revenue model. Standing out by standing up Most brands today are already clamoring for new and better ways to pay their marketing partners, and the rise of AI presents the perfect opportunity to do just that. Indeed, agencies really have no choice, and major marketers are coming to terms with the fact that they must now pay their agencies based on outputs (deliverables) or outcomes (results), not inputs (hours). Actually, agencies have at least five different ways they can monetize the value of AI: AI as a solutions propagator. AI helps agencies generate an exponential number of potential solutions to a problem, from strategic planning to media planning. As long as agencies charge for the deliverable – not the time – they can effectively capture the value AI contributes to the agency’s outputs. AI as an operations optimizer. By employing AI to automate routine tasks, agencies can save vast amounts of time in the creation, production, and delivery of their work. These savings can go straight to the bottom line. AI priced as outcomes. Instead of charging for the effort required to solve a problem, agencies can charge for the value of the solution. An because of the predictive power of artificial intelligence, agencies can greatly reduce the amount of risk they’re taking when implementing an outcome-based agreement with their clients. AI sold as a product. Agencies have the opportunity to package together their own problem-solving skills with the immense power of GenAI as a named, branded “product.” There are new examples of this every week from agencies both large and small. For inspiration, take a look at SKEPTIC from the agency Known. AI-as-a-Service. We’re all familiar with the SaaS business model, and AI-powered solutions can be developed and offered in the same way – licensing the use of agency-developed AI tools directly to clients. The agencies that position themselves on the forefront of these new pricing approaches will differentiate themselves in a way that makes them vastly more appealing to prospective clients.Your clients are waiting for you to make the first move. You’re the seller. It’s not the buyer’s job to develop pricing that meets the challenge of working an AI-powered economy; it’s yours.