Agencies
Advice for agency founders, from someone who has built, grown and sold an award-winning agency.
How I work with agencies
I have founded, grown and sold agencies, and I run one today. I know the specific pressures of agency life: the feast and famine of new business, the margin squeeze of scope creep and the founder who is too busy delivering to sell.
I start with positioning, as almost everything else follows from it. An agency that knows exactly who it is for and what it is brilliant at writes better proposals, wins better clients, charges better prices and hires better people.
From there, I help build the engine: new business that does not depend on the founder, pricing that protects margins, teams that can deliver at scale and, when the time comes, a business that is ready for investment or sale. I have worked with agencies including The Woodshop, Mint Partnership and Meticulosity.
The challenges I see
A proposition that sounds like every other agency
Full-service, integrated, data-driven, creative. When every agency uses the same words, prospects choose on price or on whoever they met first.
New business that depends on the founder
Most agencies win work through the founder's network. When the founder is busy delivering, the pipeline dries up and the next quiet patch arrives.
Proposals and pitches that do not convert
Long proposals, unclear pricing and pitches that talk about the agency rather than the client. Good work gets lost before it is ever bought.
Pricing that leaves money on the table
Day rates, discounts and scope creep erode margins. Many agencies are busier than ever and making less from it.
Teams stretched too thin
Senior people pulled into delivery, juniors left without support and quality slipping as the agency grows. Clients notice before the founders do.
No plan for what comes next
Growth, investment, merger or exit all need preparation. Many agencies only start thinking about value when an opportunity is already on the table.
What I do
Positioning and proposition
Defining what your agency is genuinely brilliant at, who it is for and why clients should choose you, then turning that into a proposition that is easy to remember and easy to buy.
Client acquisition and outbound
Building a new business engine that does not rely on the founder alone: target client lists, outbound, LinkedIn, partnerships and referrals that are asked for, not just hoped for.
Proposals and pitching
Sharper proposals, clearer pricing and pitches built around the client's problem rather than the agency's history, so more of the right opportunities turn into signed work.
Pricing, packaging and retainers
Moving from day rates to packaged services and retainers that reflect the value you deliver, protect margins and make revenue more predictable.
Case studies and credentials
Case studies, credentials decks and a website that show results and thinking, not just logos, and give prospects a reason to call.
Operations and team structure
Structures, roles and processes that let senior people lead, help juniors grow and keep quality high as the agency scales.
Creative output and quality
Raising the standard of the work through clearer briefs, better reviews and a culture that values craft as well as efficiency.
Growth, investment and exit planning
Building the things buyers and investors value, from recurring revenue and a strong brand to clean numbers and a team that does not depend on the founder.
Signs it is time to bring me in
Feast or famine
Months of being too busy to sell are followed by months of chasing work. The pipeline rises and falls with the founder's spare time.
Winning work, losing margin
The agency is busy, the team is stretched and yet profit keeps shrinking because of scope creep and underpricing.
Pitches keep slipping away
You reach the shortlist, then lose on price or to an agency that told a sharper story.
Hard to explain what makes you different
Your website and credentials could belong to any of your competitors.
Growth has stalled at a plateau
The agency has reached a size where what worked before no longer works, and the next stage needs new structures.
An exit is on the horizon
You are thinking about investment, a merger or a sale in the next few years and want to build value deliberately.
How we start
First conversation
A confidential conversation about your agency, your clients, your team and what you want the next few years to look like.
Review
I look at positioning, new business, proposals, pricing, the team and the numbers, and speak to clients where it helps.
Plan
You get a clear plan covering proposition, new business, pricing and operations, with priorities and owners.
Delivery and support
I work alongside the founders, as an advisor, non-executive director or fractional CMO, and we review progress together every month.
Agencies I have worked with
How I can help
Fractional CMO →
Senior leadership of your agency's own marketing and new business, from positioning and content to outbound and the pitch.
Consulting →
A focused project, such as repositioning, a new business plan, a pricing review or a proposals and pitching overhaul.
NED →
Board-level experience from someone who has founded, grown and exited agencies, for founders planning growth, investment or sale.
Agency Services →
Extra capacity and specialist skills from Vertical Brands, my agency, for your own marketing or for client work.
Why agency founders work with me
I have been in your seat. I have built agencies from the ground up, won and lost clients, hired and restructured teams and taken businesses through to exit. My advice comes from doing it, not from watching others do it.
I understand both the creative and the commercial side of agency life. The best agencies protect the quality of the work and run a properly profitable business at the same time, and I help you do both.
And I am honest. Agencies are often surrounded by people with a reason to say yes. My job is to say what needs to be said, kindly and clearly, so the business gets stronger.
My view on growing an agency
Agencies spend their days making clients distinctive and then describe themselves in exactly the same words as everyone else. The single biggest lever for most agencies is the courage to be specific.
Specific agencies win better clients, charge better prices and build teams that are proud of the work. They also become far more valuable when the time comes to raise investment or sell.
Creative people feel. Performance you can measure. The best agencies live by both, for their clients and for themselves.
Agency growth questions, answered
What does an agency growth consultant do?
An agency growth consultant helps agency founders sharpen their positioning, build a reliable new business engine, improve pricing and proposals, and strengthen operations and teams. I work as a consultant on specific projects, as an advisor or non-executive director, or as a fractional CMO for the agency's own marketing.
How do agencies win new clients without relying on referrals?
By combining a sharp proposition with a focused list of target clients, a consistent presence on LinkedIn, thoughtful outbound, partnerships and case studies that prove results. Referrals stay valuable, but they stop being the only source of growth.
How can we improve our proposals and pitches?
By making them shorter, clearer and more focused on the client's problem. Strong proposals show understanding, a clear approach and simple pricing options. Strong pitches tell a story about the client's future, not the agency's past.
Should we move away from day rates?
Often, yes. Packaged services and retainers tied to outcomes usually reflect the value you deliver more fairly, make revenue more predictable and protect margins from scope creep. The right model depends on your services and clients.
How do we stand out from other agencies?
By being specific. The agencies that stand out choose a clear audience, a distinctive point of view or a particular kind of problem they solve better than anyone else, and say so confidently everywhere.
Can you help with our agency's own marketing?
Yes. Agencies are often brilliant at marketing for clients and neglect their own. I can lead it as a fractional CMO, from positioning and content to LinkedIn, outbound and the pitch itself.
Can you help us prepare for investment or sale?
Yes. Having exited agencies myself, I help founders understand what buyers and investors look for, build that value deliberately and prepare the business, the numbers and the team well before any process starts.
Which agencies have you worked with?
I have worked with agencies including The Woodshop, Mint Partnership and Meticulosity, as well as founding and running agencies of my own, including Vertical Brands today.
Do you work with agencies outside the UK?
Yes. I am based in London but travel a lot and work with agencies in other countries, including the United States. Most of the work can happen remotely, with time in person when it adds the most value.
Can Vertical Brands support our client work?
Yes. Vertical can provide extra capacity or specialist skills, such as paid media, email, creative or web, for agencies that want to deliver more for their clients without hiring a full team.
Is there a conflict in advising agencies when you run one?
It is something I am always open about. When I advise an agency, I represent its interests, and anything shared with me stays confidential. If there were ever a genuine conflict, I would say so before taking on the work.
How do we get started?
Get in touch through the contact form with a little about your agency and what you want to change. We will arrange a first conversation and agree the support that fits best.
What does it cost?
It depends on the role and the scope. A focused project, an ongoing advisory or board role and fractional leadership are priced differently, and I share clear options after our first conversation.
How quickly will we see results?
Sharper proposals and pitches can make a difference within weeks. Positioning, outbound and pricing changes build over a few months, and exit preparation is best started well in advance.
Do you work with small agencies?
Yes. I work with agencies at different stages, from founder-led teams finding their focus to established agencies planning their next stage of growth or an exit.
Do you help with hiring and leadership?
Yes. As agencies grow, the right senior hires and a clear leadership structure make all the difference. I help define the roles, the structure and what good looks like.
