I recently wrote about the impact AI will likely have on agencies, their resources, and the financial risk that’s already in-play. But it’s not just agencies and their resources that need to embrace a new value chain, new talent and new pricing models. 

The bigger shift may be on the client side. 

Agencies won’t survive without reinvention, and clients won’t thrive without it either. 

AI is a catalyst that will force businesses to rethink how they brief, engage, and measure their agency partners. Marketers can no longer treat agencies like order-takers—buying time and resources.The future will belong to clients who embrace a more collaborative, outcome-focused way of working. We are witnessing the death of the Old Model, a system built on outdated principles that no longer serve either side.

The Death of the Old Model

The traditional agency structure is already on life support. Bloated teams, rigid hierarchies, and the “time-is-money” retainer model are a liability when AI can generate a thousand ad variations in the time it takes a human to craft one. But the real shift isn’t about speed—it’s about value.

Today’s business leaders aren’t looking for faster production—they want measurable growth, smarter insights, and defensible strategies. If a client’s in-house marketing team can run an AI-powered campaign themselves, why would they pay an agency just to “do stuff”? 

To meet these demands, a different model for collaboration must emerge. This is “The New Value Chain,” where the focus moves from simply executing a brief, to truly solving a business problem.

The New Value Chain 

I’ve always despised the word “vendor,” and clients must now abandon the term and learn to treat agencies more like strategic copilots, because AI is fundamentally transforming the work they do. That will mean new kinds of partnerships within formerly traditional agency structures. A couple of examples of those agency changes:

• Account Management: Historically, account management was the primary point of contact, handling coordinator functions like status updates and budget reports. AI is going to force a shift towards a more consultative role, where AI takes over those mundane tasks, freeing up account managers to act as strategic partners, proactively presenting their clients with data-driven insights and innovative solutions that grow their business, rather than just managing project logistics.
• Creative: The traditional creative process often centred on a single big idea that was then executed. Now, instead of a one-time purchase of a creative concept, clients must work with creative teams that are adept at using AI as a tool for continuous exploration, rapid refinement, and enhanced personalization—not to mention the adaptations and permutations it can develop almost instantaneously. In other words, clients will be buying an AI creative process that produces more dynamic, responsive and effective results. 
• Media: In the past, media teams focused on booking ad space. The new model is about engineering AI-driven tools and building integrated, automated systems that can dynamically purchase ad inventory, optimize campaigns on the fly, and directly connect with their own marketing technology stack. 

This isn’t just a new way of doing business—it’s a fundamental change in the relationship between clients and their agencies. We’re moving from “here’s what you asked for” to a strategic partnership where better intelligence is the ultimate deliverable. It’s like trading an old flip phone for a smartphone with all the apps—where suddenly, everything is faster, smarter and you can get a lot more done without even trying.

The New Talent 

This reimagining of agency output means that on the client side, procurement and marketing teams can no longer think in terms of hours, briefs, and rigid scopes, and will need new kinds of talent to work effectively with modern agencies. 

They’ll need hybrid thinkers who understand both creative storytelling and data analytics—people who can engage with agencies on strategy—not just deliverables.

The roles of marketers as senior leaders must shift from operational oversight to strategic vision and ethical governance. They won’t just be managing teams, they’ll be leading AI-driven marketing organizations that will likely require different skills. Think of it this way:

• Chief Brand Storyteller: This will be the most human-centric role on the team. While AI can create content, it can’t craft the kind of emotional, authentic, and culturally resonant narratives that define a brand. The Chief Brand Storyteller’s job will be to act as the guardian of the brand’s voice and vision, ensuring all AI-generated output is consistent, ethical, and, yes, deeply human.
• VP of AI Marketing: These will be leaders responsible for the entire marketing ecosystem. They will design the overarching marketing strategy and the AI systems that execute it. In addition to a clear understanding of business goals, they’ll have a command of how AI and automation can deliver on their goals. Their focus will be to articulate a return on investment and the overall performance of the automated marketing machine.
• Ethics and Risk Officer: As AI’s influence grows, so do the ethical considerations around data privacy, bias in algorithms, and brand safety. This role will be responsible for creating and enforcing the rules for AI usage in marketing, ensuring the company operates responsibly and maintains consumer trust.

In short, marketing roles will be less about managing people and tasks, and more about orchestrating systems, directing AI, and leveraging uniquely human skills like empathy, creativity, and strategic judgment. It will mean hiring and developing AI-literate marketers, prompt-savvy strategists, and business generalists who know how to pressure-test agency recommendations against business outcomes.

All this calls for a culture of constant learning and adaptability, building teams that are part artist, part scientist, and… ummm… part wizard.

The New Pricing Model

With the traditional time-and-materials model heading for the graveyard, this is a radical but ultimately beneficial change for clients, where investments will tie directly to the results they see. 

Clients will have to trust that their agency’s expertise, supercharged by AI, will deliver on the promised value. Procurement teams take note: This is a monumental shift from the security of a fixed monthly retainer, and a giant leap toward paying for what an agency helps them achieve, not just for the time they spend doing it. 

This fundamentally alters the risk-reward equation. Instead, investment must align directly with business impact, and clients must get comfortable with variability, since budgets will have to flex with results.

The New Client

The shift to an AI-powered agency model means clients can no longer treat their agencies like a vending machine. It’s officially out of service. Permanently. The days of providing a brief, walking away, and expecting a perfectly formed creative campaign to pop out a few weeks later are a thing of the past. 

To survive in this new era, clients must abandon their old habits and embrace a more collaborative, fast-paced workflow. It’s going to be a massive culture shock for some, but by becoming true strategic collaborators instead of just project managers, they’ll unlock a level of efficiency and growth that was previously impossible.

Like it or not, we are entering a world where the only thing better than a big idea is a big profit. So, as we all stare into this AI-powered future, let’s remember the old ways. The long hours, the countless meetings, the “what the heck is this?!”’ invoices. 

Cherish (or perhaps wince at) those memories. Because soon, they’ll be as relevant as a Blockbuster membership card. 

This article first appeared in Campaign Canada

Let’s not sugarcoat this: Artificial Intelligence isn’t just coming for agencies—it’s already here, and it’s my belief it’s going to eliminate entire categories of jobs and revenue streams agencies have long relied on.

A common and reassuring narrative has emerged in the marketing and advertising industry: AI won’t take our jobs, it will simply make them easier. This sentiment, however, fails to grasp the full scope of what’s coming. While it’s true that AI is currently a powerful tool for automating repetitive tasks, the fundamental misunderstanding lies in underestimating its future capabilities. 

Given everything that’s going on in the world, and the sweeping changes we’re seeing in the marketing and advertising landscape, it’s conceivable we’ve convinced ourselves we’re now ready for (almost) anything.  

But we’re not talking about AI as a helpful assistant—we’re talking about a technology that is rapidly learning to handle the very creative and strategic functions we have long regarded as uniquely human. This is less of a gentle tide, and more of a looming tsunami, and many people are still relaxing on the beach, unaware of the immense force that is about to engulf them.

As AI tools begin to automate and optimize campaign elements that were once labour-intensive and costly, brands are already finding they can achieve similar—even superior—results with less human effort and, consequently, lower agency fees.

I believe this will lead to an increasing trend of marketing budgets being re-evaluated, as a portion of the funds previously earmarked for agency creative and administrative services will either be re-invested into AI-driven initiatives, or simply pulled back into the company.

The agency model is collapsing

The traditional agency structure—bloated teams, slow processes, and monthly retainers—is no longer just unsustainable, it’s obsolete. When AI can deliver much of the same output in seconds, why would a client tolerate a six-week production timeline and a six-figure invoice?  

Marketing and procurement teams aren’t just sniffing around for cheaper options. They’re now demanding AI-enhanced efficiencies because they know what’s possible. And clients, facing their own economic pressures, will inevitably gravitate towards these more efficient and cost-effective solutions.

Remember, this is just the beginning, and the pace of AI development is staggering. AI is now dismantling the very foundation of how agencies work, from the bottom up and the top down. What seemed like science-fiction just a few years ago is already reality, and that’s bad news for the entire agency value chain. All of which means that those agencies relying on large teams of specialists performing automatable functions will see their cost structures and profitability crushed.

Automation of job functions

We’re already seeing AI tools automate repetitive tasks, streamline workflows, and analyze vast amounts of data with unparalleled speed and accuracy. From programmatic ad buying to media planning, and even initial creative concepts, AI is taking over. This isn’t just about efficiency, but the very nature of work itself.

Account and project management, too, are not immune. AI-powered CRM systems and communication tools can automate client reporting, track project progress, and even anticipate client needs based on historical data. While the human touch will always be important in building relationships, the administrative burden on account teams will almost certainly shrink.

Even seemingly “safe” administrative roles are at risk. AI-powered chatbots can handle routine client inquiries, and intelligent automation can manage invoicing, scheduling, and other operational tasks. The need for large back-office teams will diminish as AI takes over these functions with greater efficiency and lower cost.

But creative is OK, right?  

This is where many agencies feel the most secure—clinging to the belief that creativity is the last bastion of human ingenuity. While truly groundbreaking, emotionally resonant creative work may still require human insight for the foreseeable future, a significant portion of creative development is also becoming increasingly susceptible to AI.

AI tools are transforming creative fields like copywriting and visual content creation. These tools can generate ad copy and website content with lightning speed, and while the initial output may lack human nuance, they are rapidly improving, offering way faster, more cost-effective solutions for routine tasks. 

Similarly, AI image generators can create stunning visuals from text prompts, significantly reducing the time and cost associated with graphic design and photography. Even in ideation and concept development, AI can analyze trends and generate creative concepts, augmenting the human creative process and reducing the need for traditional brainstorming teams. 

Production streamlining

Production, often a complex and costly aspect of agency work, is ripe for AI-driven disruption. Video editing software with AI capabilities can automate tasks like scene detection, audio syncing, and even basic color correction. I’ve been messing about with Google’s Veo3, in which you just describe video content you want to create, and it’s eye-poppingly  good.   

In the realm of web development and coding, AI tools are emerging that can generate code based on design specifications, potentially reducing the need for large teams of developers for certain types of projects.

The path forward

So, is it all doom and gloom?  

Not if agencies can evolve to become smarter, more nimble, and more business savvy. But agencies need to wake up from their deck chairs on the beach and run like hell from the AI tsunami that is hurtling towards them.  

And I’m not talking about investing in AI. 

It’s my belief advertising and media agencies should be wary of dedicating significant resources to developing their own proprietary AI technologies. That’s like trying to win an arm-wrestling contest against a T-Rex. It’ll be a noble effort, but they’re probably just going to end up as a snack. 

The cold truth is that the financial fire and brain power required to build foundational AI models is a domain dominated by a handful of tech giants – Amazon, Apple, Google, Meta, and Microsoft. These companies have a near-monopoly on data, computational muscle, and geniuses who speak in Python and think in algorithms. Trying to compete with this kind of power is a costly and distracting bet that likely won’t ever pay off.  

So instead of getting eaten in a pointless tech war, agencies need to recognize where their true superpowers lie. In my view, survival in this new era requires a radical transformation in how they operate:

1. Hire different.  Think different.

Start hiring AI-literate strategists, data-savvy creatives, prompt engineers, and business generalists who can connect the strategic dots. The future isn’t about departments—it’s about hybrid thinkers who know how to move fast and adapt faster. We need people who are as comfortable analyzing data as they are telling a compelling story. 

2. Move Up The Value Chain

The rigid, hierarchical structures of many traditional agencies are ill-suited to the speed and fluidity of the AI-powered future. Agencies must transform from service providers into agile strategic partners who understand their clients’ businesses so well they can become indispensable drivers of growth. It’s an evolution that requires developing a culture of continuous learning and adaptation, moving beyond rigid hierarchies to embrace fluid, iterative approaches. 

3. Rethink Pricing Models

Time-and-materials is a dead model. Agencies must price based on outcomes, impact, and speed. If a campaign delivers results in days instead of months, why should you get paid less?  That’s going to be a hard concept for marketers to wrap their heads around, but it’s not impossible.  

4. Double Down On Strategic Creativity

This isn’t about augmentation anymore. It’s automation. The “creative process” is no longer sacred, it’s scalable. Creativity isn’t dead, but it’s no longer confined to copy design or digital. It’s in how agencies solve business problems, use data, automate at scale, and invent new models. Creativity now lives in the thinking, not just the assets.

5. Focus on Uniquely Human Skills

While AI will automate many tasks, it will also free up human talent to focus on uniquely human skills that are harder to replicate. This includes strategic thinking, complex problem-solving, emotional intelligence, creativity that pushes boundaries, and the ability to build strong, trust-based relationships with clients. Agencies must invest in developing these skills within their teams

6. Embrace AI as a Partner

Instead of viewing AI as a threat, agencies need to embrace it as a powerful tool that can augment their capabilities, improve efficiency, and unlock new possibilities. This means investing in AI training for their teams, integrating AI-powered tools into their workflows, and developing new service offerings that leverage the power of AI.

The Harsh Truth

AI doesn’t hate agencies. It just looked at the traditional model, and, with cold digital logic, asked “Why?”

In my view, some agencies won’t make it. They’ll be the ones still clutching their awards and their big idea manifestos while AI-powered competitors are already at the finish line, having delivered the same campaign in 20 minutes for one tenth of the price.

The agencies that survive won’t be the biggest, flashiest, or most award-winning. They’ll be the ones who stopped trying to impress their peers and started focusing on making their clients money.

So, the future of agencies isn’t just different. It’s brutally efficient, ruthlessly intelligent, and deeply uncomfortable for those unwilling to evolve.

Your choice: Evolve, or start practicing your barista skills.

This article first appeared in Campaign Canada

Whether you’re the agency crafting a compelling credentials presentation or the client about to meet an agency for the first time, both sides are trying to assess whether there’s a potential fit.

And telling – or listening to – a credible story in a sea of sameness is the all-important difference between hearing, ‘looking forward to seeing you at our next meeting’ and ‘best of luck with your future endeavours…’

So what are the secrets to creating or reviewing compelling credentials presentations?  Here are ten worth remembering:

Credentials happen all the time

While most people think of ‘credentials’ as a formal presentation or a carefully crafted leave-behind, the truth is a credentials overview can also happen as quickly as a sixty second elevator ride.  A succinct and compelling answer to ‘why’s your agency so good…?’  or ‘how do you differentiate yourselves from others…?’  can sometimes open more doors than pages of Powerpoint.  So if you don’t have that killer, thirty-second pitch – it’s time to get one.

Credentials aren’t history lessons

How you got where you got to may be interesting to you, but unless you can articulate it in a minute or two, chances are it’s not interesting to whoever you’re talking to.  The history of your business and the struggles you went through to build it into what it is today, likely aren’t relevant to how or what you’ll be doing to help the client you’re talking to.

It’s not a check-list

A popular misconception is that credentials presentations should be delivered as a check-list of services rather than a conversation about how you could best help your prospect. 

To avoid the ‘check-list’ approach, tie your messages together with a narrative that’s compelling, distinctive and something clients will remember after they’ve left the building.  As you ask questions along the way, you can either expand on particular areas of interest, or point to further information in your leave-behind document.

Detail in the leave behind

One of the biggest mistakes agencies can make is to dig into details that take away from other areas that may be more relevant.  If a client has asked for a credentials presentation and asked an additional twenty questions around process – cover off the questions at a high level during the presentation, but put the detail in your leave-behind.  That way you get to spend more time talking with your prospect rather than presenting to your prospect.

You’ve got half the amount of time

As a general rule of thumb you should allocate half the amount of time available to present your credentials and leave the other half to discussion.  If you spend the whole time presenting, leaving just five minutes for questions at the end, your client will likely feel left out of the ‘conversation’ and you’ll learn little or nothing about what their true needs are. 

Case studies shouldn’t be an afterthought

Case studies can be incredibly powerful in credentials presentations – provided they’re delivered properly – in short bursts at the right time.  Generally speaking, case studies need to demonstrate a recognizable client name, a succinct problem and solution, and an eye-popping result. When used to demonstrate a point, they can be much more powerful than out of context facts on a slide about your agency’s capabilities.

Don’t engage too early

A first meeting or credentials discussion is an opportunity to evaluate both capabilities and your team’s fit with a prospect.  Asking tough questions of your prospect before you’ve had the opportunity to assess some sort of fit can sometimes backfire – simply because your prospect doesn’t feel comfortable in sharing the information you’ve asked, and possibly make you seem too ‘pushy’.

Be careful with your assumptions

During a first meeting, sharing assumptions or insights you’ve gathered from preliminary research can be risky because it may be those are the very assumptions that are proving to be a challenge for your prospect.  It’s always better to stick to facts and capabilities and let the client share their insights and challenges first.

Test it on those who know you

One of the best ways to evaluate your own credentials is to present them to those who know you – your own employees or incumbent clients – to get their opinion on your story.  Chances are your own team or clients are going to be much more forthcoming on what resonates and what doesn’t, and you can hone your key messages accordingly.

Process is boring

While many clients may ask for process information, describing the details of that process isn’t interesting.  Sorry, but it just isn’t.  We’ve seen charts, circles, boxes, arrows, venn-diagrams, and dotted lines in every shape, size, colour and pattern you could imagine.  The best way to tackle process is to provide an overview but support it with an example or case study.  Again, expand the detail in a leave-behind.

Credentials typically have one single purpose:  To get your prospect engaged enough to want a follow-up or deeper discussion about their business.  If your story isn’t coming together or you think your credentials could use a competitive tune-up, we’re happy to come take a look.

When it comes to setting expectations with your agency(s) – and your marketing team – there are some ‘price-of-entry’ questions everyone should be able to wrap their head around. None are complex, but they are the bedrock of creating harmonious client/agency relationships and ensuring everyone is focused and aligned.

Here is what we believe are the top 7 questions everyone on your business should be able to answer:

And even if you think your teams are completely clear and in sync with their respective roles and responsibilities, some of the answers (or lack thereof) might surprise you. So, why not test them out?

What are our expectations?

Whether asked from an individual or corporate perspective, expectations of – and between – everyone should be the starting point. The sting in the tail of this question is that if people can’t answer it, chances are you’ve not been clear or never articulated expectations to begin with – so if there’s a worrying silence after asking it, perhaps it’s an opportunity to bring teams together and let them know.

What are our company’s objectives?

In order to contribute to your business successfully, everyone needs to be able to clearly articulate both your business and marketing objectives. Anything less should have you questioning their ability to participate in meaningful dialogue around the needs of your business and come up with solutions that aligned to your needs.

What does our brand represent?

It’s got to be almost impossible for anyone to work on a marketing team or on any given client at an agency if you can’t articulate what the brand stands for. Everyone who works on your business at your agency(s) and on your marketing team should be as comfortable describing your brand and its values as they are describing what they had for breakfast.

Do you understand our customers?

Fundamental to the success of any marketing activity is an understanding of your audiences. So to brief, create, and evaluate truly meaningful marketing solutions, all team members should understand who you’re trying to reach, what’s important to them, how they’re interacting with your brand, what they’re looking for, and the kind of expectations that’ll create solutions that resonate.

What’s your role in our marketing ecosystem?

Clearly defined roles and responsibilities within marketing teams, business units and agencies, and – when there are multiple agencies on your business – between each agency, sets the ground rules for engagement. The more specific you can be in defining roles the less likely you are to encounter misunderstanding, duplication of effort and/or potential turf wars, and create sharper focused teams.

How are you adding value?

Nobody wants to feel they’re not adding value or have a purpose in the grand scheme of things. If someone can’t answer how they’re adding value for themselves, it’s important to help explain why their efforts are valued by your company. If you or their respective manager can’t answer the question for them, chances are that person needs to be redeployed into a position where they can add value and feel valued themselves.

What’s our budget (for this)?

OK, not everyone is necessarily going to have an intimate understanding of where and how all your dollars have been or are going to be deployed. But everyone should have an understanding of your budget relative to their particular role in your business.

Brand teams need to know where their budget is being spent and how it’s tracking year to date. Agency leads should have a detailed understanding of where the dollars are, while those executing specific projects should know how they’re performing relative to that particular budget.

For anyone working in the marketing business today, these are all pretty basic questions, and while none should pose difficulties for anyone who’s truly engaged in your business, they’ll almost certainly challenge anyone who isn’t.

So what’s better? Uncertainty? Or knowing your entire team is totally focused on your brand’s success? How can we help bring your team up to speed with what’s really important for you and your business?

While agency searches may not be everyone’s favourite thing to have to deal with, they’re exercises that have to be carefully prepared and managed. 

As you map your search process there may be additional questions worth considering to help create a more robust search approach, leading to a more rewarding outcome and stronger agency partnership.  For example, you’ll need to consider:

• Why are you (really) calling a review? 
• Who should be involved in the process? 
• Do you need a Search Consultant? 
• How much will it all cost?
• How long will it all take?
• Are there restrictions within incumbent agency contracts? 
• What kind of pitch process is best? 
• How should communication be handled inside and outside the organization?

Ultimately, the decision to call an agency search is yours – so you need to be sure it’s the right decision and that you have a clear understanding as to why your incumbent agency relationship isn’t working, as well as a clear vision for the kind of agency best suited to your needs moving forward.

Getting this groundwork wrong could not only land you in hot water, it could also potentially be something of a career limiting move.  Here’s why: 

Your brand is on the line

Generally speaking, marketers don’t change agencies that often.  Unless it’s a government or corporate governance requirement, it’s typically either an indication there’s been a material change in resources, scope or requirements and / or something’s not working with an incumbent agency.

Calling another agency search hot on the heels of the last one, won’t look good on your organization, the brands you represent – or you – because it’s an indication your internal challenges are overshadowing what agencies are bringing the table.

Results miss

No matter how well prepared your search process might be, the reality is agency searches can be disruptive to projects, teams, long-term planning activities – and results.

If your team is focused on evaluating new agencies and then settling in a new one until the agency finds its natural rhythm for your business, chances are results are going to be that much more challenging to achieve.

Get the process or choice wrong, and the chances of a marketing or sales results miss are going to increase.

It’ll cost you. (A lot).

Whether or not you choose to ask (and pay) for spec work in your search process, key internal resources are going to have to be pulled from live projects into your search initiative. And when they’re not focused on active projects, that’s an inevitable distraction from doing what they were hired to do.

Should the search process go wrong or – God forbid – have to be repeated, that’s going to eat into valuable time and costs that could otherwise be deployed elsewhere.

Your personal reputation

Whether you realize it or not, an agency search is also an opportunity to for others to evaluate you.  Agencies are sizing you and your team up as a potential client.  Your executive team will be expecting great things from the new agency and looking to you to make the right decision.  And your own team will be looking to ensure they have the right agency in place to help them execute what needs to get done.

If the process or new agency falls short of expectations, all eyes are going to be on you and the choices you made along the way, and future decisions around significant marketing choices may be called into question.

The decision to undertake any agency review shouldn’t be under estimated. Well-chosen agencies can form the basis of a relationship that could last decades and will have a lasting impact on the development of marketing strategies, the growth and success of your business and the development of your brand.

Cutting corners, not planning properly and ultimately getting your search wrong, could not only cost you but also damage your reputation. Taking the time to get it right by planning each step will pay dividends in the long-run and reflect well on you, your team and your company.

How can we help ensure your next search is a success?

Let’s face it the traditional agency search process is a marketing conundrum. It’s often seen as a necessary evil, a time-consuming, costly, and disruptive endeavor that almost always pulls you away from critical current marketing efforts.

But what if there was a better way? What if you could transform your existing agency relationships into powerful engines for growth, rather than starting from scratch every time?

Introducing the Request for Transformation

We believe there’s an opportunity to redefine how marketers engage with their agencies which is why we’ve developed a strategic alternative designed to revitalize your incumbent agency relationships: The “Request for Transformation.”

This process is about formally challenging and empowering your existing agencies to evolve, align with your shifting needs, and proactively deliver on the critical marketing initiatives that lie ahead. It’s about moving beyond transactional interactions to truly strategic partnerships.

Why is this so crucial right now?

Because many agency relationships, despite good intentions, often fall short of their full potential and find themselves embroiled in a full-blown agency search process they can’t win, because they either don’t know what their current shortfalls are, or (worse) they’ve never been given the opportunity to address them outside a search proces.  You might recognize some of these common pain points:

• Underperformance: The agency isn’t consistently meeting agreed-upon objectives.
• Key Skill Gaps: Weaknesses in critical areas like account management, strategy, or creative execution.
• Cost Management Headaches: Unexplained overruns, opaque pricing, or a lack of value for money.
• Scope Creep: A drift from the original engagement scope without clear justification.
• Resource Instability: Frequent staff changes or a lack of consistent, high-quality talent.

These aren’t just minor issues; they’re direct obstacles to your marketing success.

Whether you work with one agency or many, the fundamental principle remains: maximize your investment. The “Request for Transformation” process provides a framework rooted in collaboration and a shared vision, designed to unlock groundbreaking ideas and accelerate your results.

The Request for Transformation solution empowers marketers to build more effective, efficient, and innovative agency relationships, ultimately driving superior results. Specifically, it helps you achieve:

1. Stronger, More Strategic Partnerships: Moving beyond a client-vendor dynamic to a true partnership where your agency is a proactive, insightful extension of your team, deeply invested in your success
2. Driving Efficiency and Time Savings: Streamlining processes, better time management, and clearer communication eliminate friction and accelerate execution
3. Enhanced Transparency and Accountability: A formalized measurement framework to ensure your agency is held to clear expectations, with cost structures that are easy to understand and justify
4. Pushing the Boundaries of Innovation: Unlocking cutting-edge technologies and / or AI capabilities that you may not even be aware your incumbent(s) had access to
5. Optimizing Resource Allocation: Gain clarity on where your budget is going and how agency resources are being deployed for maximum impact.

However you choose to structure and manage your agency relationships, remember that the more you invest in setting them up for success, the greater the return on your efforts and investment.

This proactive Request for Transformation approach is the surest way to supercharge your agency’s performance, and an opportunity to transform your agency relationships from a source of frustration into a powerful competitive advantage. The Request for Transformation isn’t just a process; it’s a pathway to marketing excellence.

Ready to transform your existing agency relationships? Let’s talk.

This isn’t just any ghosting story; it’s one with a “no-show” clause.

And if you think it’s only agencies that get ghosted, prepare to be surprised. Because our most recent experience involved a wonderfully personable international client who outlined urgent needs and was of course… “keen to get going.”

So as anyone working in the marketing business typically does, we poured our heart and soul into a comprehensive proposal, marshalled international resources all over the globe and devised a solution that was (even if I say so myself…) well… bloody good.

So far so good.

The client called a follow-up meeting about a week later with resources in Los Angeles and London, which we accommodated from Seoul and Sydney. I’ll spare you the time-zone gymnastics, but God bless Darren Woolley for joining us at 11pm on a Sunday night to make it all work.

‘Back to you Tuesday or Wednesday…’ said the client as we ended the call.

That was a month and multiple emails ago enquiring about where things were at.

But alas, since then – nothin’.  Crickets.  Tumbleweeds.  Email and telephone silence.  Our potential client with the urgent ‘gotta get going’ project has seemingly vanished into the digital ether without a word of ‘thanks but no thanks.’  

While we all might appreciate a good mystery novel, we’re less keen on starring in one when it comes to our proposals. We invest significant time, expertise, and a healthy dose of caffeine crafting tailored solutions. And when those efforts are met with… well, nothing, it’s not just a little disheartening; it impacts our ability to work with other fantastic, (more) communicative clients.

Ghosting Fee

In a world of increasingly odd client-side behaviours – I’m talking about extended payment terms, onerous insurance requirements and the latest daftness – a ‘success fee’ (that’s another way of saying ‘pre-arranged discount’ to you and me…) it’s perhaps time to raise awareness by charging a fee for developing proposals.

Now, before you all gasp, let me be clear: I’m only advocating this when a (potential) client completely disappears after you’ve invested heavily in a detailed proposal and concerted follow-up efforts. So call it a Ghosting Fee.  A Proposal Fee.  Or perhaps a ‘Retrieval and Existential Crisis Support Package’. 

This isn’t about being punitive. It’s about valuing time and fostering respectful communication.

We believe in building strong partnerships, which starts with clear expectations and mutual respect. Plus, who knows, maybe it’ll encourage a few more ‘no, thanks‘ emails, which, honestly, we’d prefer over an endless game of hide, seek and ignore. Because this kind of behaviour just isn’t ok.

What do you think? Do you agree or disagree? And how do you handle ghosting?

#GhostingFee #ProposalHumor #RespectOurTime #NoMoreCrickets #BusinessLessons

Do you (really) listen to your agency when they present, provide strategic counsel or make other recommendations on your business?

All the time? Some of the time? It depends? No? Or, you gotta be kidding…?  The more we talk to clients, the more we realize the position we hold and the services we offer are like those of a “corporate psychiatrist” – we spend a lot of time listening before we can really help diagnose a marketer’s real issues – and even then the job is to help the client see the issue for themselves.

So, when it comes to the question of do you listen to your agency – marketers often confide that they don’t – at least not all the time.

Surprising?  Or is that ringing a little too true for comfort? 

Well, if it’s ringing true for you, take comfort that you’re not alone.  A surprising number of marketers have confided in me that they don’t listen to their agencies all the time. And it’s not just senior level marketers who are tuning out – it’s manager level marketers who are also multi-tasking their way through agency presentations.

There may be any number of reasons for not wanting to listen, but in my experience these can be distilled into the following categories:

Trust

Trust – or lack thereof, is the number one reason for not listening to agencies. And this is worrying.  If you’ve retained an agency to help drive your business, you should be trusting you’ve made the right decision and listen to what your agency has to say.  Unfortunately we hear time and again that marketers don’t “trust” their agencies so they’re frequently tuned out.  And there can be any number of reasons for this. Read on…

Lack of experience

One of the reasons that causes clients not to listen may be a lack of perceived experience by resources assigned to the business.  But the other issue around experience is one that’s directly related to business acumen: Does the person I’m talking to have seasoned business experience to be really counsel us on how to help build our business?

You know your business better

Similar to lack of experience, marketers quickly tune out an agency’s point of view if they believe there’s a real gulf between their own knowledge and an agency’s understanding.  And true enough – most agency resources will never understand your business as well as you do.  But are marketers overlooking objectivity and outside perspectives when they take that view?

Creativity

One issue that appears to have marketers really tuning out is when the creative agenda overtakes the business issue that’s being addressed.  Nobody questions the power of creative when it comes to communicating a message, but when the conversation moves to minutia marketers tune out with frustration. 

Business objectives get lost

At the end of the day, it’s business.  And marketers want agency activities to be aligned to specific business objectives.  When activity or conversations move away (or appear to move away) from the business – the less attentive marketers become.

Budget

This is perhaps less about not listening at all and more about a shorter listening span.  Whenever costs go up and budgets get jeopardized, the listening window gets shorter because marketers want to get to a solution – not rationalize budget overruns. 

Lack of proof points / ROI

In today’s ROI driven world it’s not surprising that marketers are looking for proof points to support agency rationale. If those proof points are weak or ROI calculations aren’t abundantly clear, marketers are going to be less inclined to listen (and / or trust) what the agency has to say. 

Other priorities

And sometimes it’s just a question of priorities. With marketers under so much pressure and so few resources, even good ideas can fall by the way-side and not get a full hearing because other issues are – well – just more important.

Any of those sound familiar? The trick – perhaps for both marketers and their agencies – rests in timing and defining a framework for the types of conversations required.

And it needn’t be complicated. Marketers and agencies should consider setting just a few simple parameters to manage conversations and increase marketer engagement for a healthier, more productive relationship.  Consider some or all of these approaches:

Pick a time for issues

If you or your agency has an issue that needs to be discussed – take time out to talk about it. Sounds overly simplistic perhaps, but dedicating time to discuss whatever it is will almost certainly make for a better outcome than if you try and talk about it on the fly.

Create a process for new ideas

If you want new ideas – you need to be receptive to hearing them while not being distracted by something else.  A weekly, monthly, quarterly – whatever it is – session dedicated to just new ideas will almost certainly yield positive results. 

Set a standard for ROI

If you’ve not developed or shared preferred metrics for measuring ROI, setting a standard by which you want work measured will almost certainly improve the relationship between you and your agency.  The agency will know and be able to work towards what you expect.  And you’ll be more attuned and attentive to what’s being said because it’ll have meaningful metrics attached.

Know when to rebook

If you’re swamped, distracted, overwhelmed, too busy, sick – or perhaps just grumpy – rebook the call, lunch or meeting – to a time when you’re not any of the above. Everyone will get more out of it. (No kidding).

So if you’ve found yourself not listening – some of the time – or perhaps even all the time – take time to think about why and put a framework in place to make your agency conversations more valuable.

Well, it seems I’ve either been hiding under a very large rock or I’m just oblivious to some questionable agency search management practices taking place south of the 59^th parallel. 

And before my many US friends and colleagues rummage for my number to attack my quivering goose quill – I’m sure this doesn’t apply to all US consultants.

I know it doesn’t.

But from what I heard at an agency conference in Chicago a couple of weeks ago, it is happening with some.  And it’s giving all of us a bad rap.

So to any marketer contemplating a search, here are some consulting sins to be wary of – and avoid – to ensure you protect your own corporate reputation. Seven from what I’m hearing. And trust me, no marketer should be endorsing any of them in a search process – whatever side of the border you’re on.  Ready?  Here we go…

Sin #1: The Database Delusion – “Pay to Play, or Fade Away!”

Search consultants who charges agencies just to exist in their database. Like paying a cover charge to get into a trendy nightclub, where the bouncer might not even let you in,. A truly virtuous consultant knows their value isn’t in a digital rolodex, but in their connections, relationships and insights.

The Heavenly Virtue: There should be no charge to agencies to input their data into a consultant database. Because finding the right fit shouldn’t come with an entry fee. And trust me, not one agency in our expansive database has ever paid a fee.

Sin #2: The Participation Price Tag – “Want to Dance? Show Me the Money!”

Apparently, not only do some agencies have to pay to be seen, they also have to cough up some cash just to be considered! If a consultant is charging agencies to participate in a search – instead of their client – they’re not looking for the best, they’re looking for the best-funded.  

The Heavenly Virtue: Agencies should never have to pay a fee to participate. Talent and suitability should be the only currency. And no agency will ever pay a fee on a search run by us.

Sin #3: The List Lunacy – “The More the Merrier…(not!)”

Are we building relationships or just collecting Pokémon? Any consultant who prides themselves on the sheer length of their agency list, rather than potential fit, is missing the point. It’s about understanding cultures, capabilities, and personalities, before sharing with their clients and then helping define a well-considered list of real options.

The Heavenly Virtue: It’s about relationships and knowledge, not lists. Quality beats out post code quantity. Yes, in Canada, we have a considerably less agencies than our counterparts south of the border, so perhaps that makes all the difference? But in Canada – agency knowledge matters.

Sin #4: The Competitive Contagion – “Psst…Wanna Hear What the Other Guys Are Quoting?”

I about fell through the floor when I heard this. Truly.  In some cases, a database participation fee also gives agencies access to competitive pricing and submissions. Let’s call this like it is:  Any consultant who plays fast and loose with confidential pricing, groundbreaking ideas, or unique approaches from one agency to another is not a consultant; they’re a gossip columnist with a business card.

The Heavenly Virtue: Never reveal competitive pricing, ideas, or approaches. What happens in the pitch, stays in the pitch. Here in Canada, we’ve held client and agency confidences for fifteen years.  And we’ve no intention of changing that. Ever.

Sin #5: The Process Predicament  “Trust the Process – Even When It Makes No Sense”

Creating a laborious process with an absurd number of unnecessary hurdles doesn’t help choose a great agency – it creates a ridiculous amount of work and confusion. It’s a process that can lead to a less effective and potentially frustrating experience for both clients and agencies.

The Heavenly Virtue: Customize the process based on what the client really needs. Keep asks focused and concise.  In Canada, we’re sometimes called a ‘corporate psychiatrist’ – because we take the time to figure out what’s really going on before allowing clients to pull the trigger on a search. 

Sin #6: The Tyranny of the Thumbs-Up – “Let me help you decide…”

Okay, let’s be clear. A search consultant’s role is to guide, to curate and to facilitate. It is specifically not to be the ultimate decider.  The final decision belongs to the client. A consultant who tries to cast the deciding vote or sway a client one way or the other, is overstepping their role in the process.

The Heavenly Virtue: Consultants never vote. Help marketers ask the right questions? Absolutely. Choose for the client? Hard no. Never voted. Never will.

Sin #7: Assuming US Consultants Are Better

For Canadian marketers navigating the agency search landscape, talent and ethical practice exists right here at home. Choosing a Canadian search consultant means partnering with a professional familiar with our unique market, cultural nuances, and the specific needs of Canadian businesses.

The Heavenly Virtue: Buy Canadian. We’re just so darn reasonable.

So there you have it: Seven deadly sins that can derail even the most promising agency search.

A Call To Marketers

But just identifying these pitfalls isn’t enough. It’s time for a fundamental shift—a collective commitment to virtue, transparency, and genuine partnership. As marketers, you wield the power to demand better, to insist on a process built on trust and mutual respect. Don’t settle for less; your brand, and your sanity, deserve nothing less than an agency search rooted in integrity.

Let’s face it, whether you’re wrangling marketing campaigns or herding creative cats at an agency, the siren song of an agency review probably ranks somewhere between ‘filing your taxes’ and ‘attending a mandatory trust fall exercise’ on your list of thrilling activities.

So, let’s ask the question: Could the drama… gasp… be emanating from your side of the digital divide?

Indeed, while agency reviews often gallop onto the scene because the relationship has been left to its own devices – un-reviewed, un-discussed, un-maintained, and generally feeling a bit neglected – they also pop up because both parties have skipped a few fundamental self-reflection sessions. You know, those moments where you bravely ask yourself, ‘Are we actually nailing this?’ and then, with bated breath, solicit some honest-to-goodness feedback.

Therefore, the million-dollar question, the one that could save you from the review rodeo, is this: How do you artfully convince yourself, and more importantly, your entire organizational ecosystem, to take a long, hard, and perhaps slightly humorous look in the mirror and honestly assess if you’re truly bringing your A-game?

Here are a few ideas…

Start by listening

First thing to do is listen. Yes, listen.

Start by listening to what your team has to say about what’s working and what’s not, and how they think the agency / client relationship is or isn’t working. For best results ask individuals -not groups – because if there are personality clashes, you’re more likely to uncover problems individually rather than in larger groups. In all cases, ask for their suggestions on what should be done to improve. Above all, listen and don’t challenge.

Take a proper temperature check

Second thing is to do your own temperature check by talking to your client / agency directly and asking for their honest view of how the relationship is / isn’t working. Ask for specific examples wherever possible and solicit suggestions for how your team might improve.

But what if your team has said it’s ‘them‘ and not ‘us‘?

If your team is pointing to the client / agency as the problem, ask for the client / agency perspective on your team’s feedback. While some might suggest that’s a risky move, I’d suggest there’s no better opportunity to open the door to a constructive conversation by saying ‘hey, I’m hearing from my team that x may be an issue in our relationship… do you have any thoughts on that…?‘ The goal here is not to solve the problem on the spot, but open a dialogue that will lead to a collaborative solution.

Do a proper relationship evaluation

For a more formal look in the mirror, regular third-party evaluations can save both sides time, effort and a lot of angst. Most important, a good third-party evaluation will help answer that gnawing question – is it them or is it us? Or perhaps both. An evaluation conducted once or twice a year will help proactively address issues before they become relationship killers, and keep the dialogue focused on creating a valuable relationship for both sides.

Dust off your contract

Sometimes it may not be them or you. It may be your contract. If your agency contract hasn’t been looked in the last two years, re-articulating needs, requirements, expectations, remuneration structure – even staffing requirements – can help improve the health of your relationship. 

In some cases issues come up for discussion during the contract review that the other party wasn’t aware of. Dealing with them in contract form can give both parties the opportunity to articulate and negotiate potential solutions – way more expedient than triggering an agency review.

Take a look at the money

The number one issue we hear that’s creating an issue is money. If costs are creating pressure in your own client / agency relationship, a cost benchmarking exercise can help diffuse tensions by bringing clarity to your agency cost structures. A good benchmarking exercise proactively takes the mystery out of costs and enables both marketer and agency to have a meaningful dialogue around cost expectations – without fracturing the rest of the relationship.

The key to preventing an agency review – whether you’re a marketer or an agency – is always to ensure dialogue around issues (even potential issues), is grounded in factual data rather than emotional supposition.

What tools do you use to manage your agency / client relationships? Or do you need help to find out if you’re the problem instead of them?