Our 2025 Canadian Agency Pitch Report is now available! And while the total number of pitches dipped slightly (down 7.4%), the real story isn’t about the volume – it’s about the vibe. The way brands choose their partners is fundamentally changing. And if you’re navigating the market right now, here are the three big shifts you need to know:
1. The Rise of the Independents
Perhaps the most exciting revelation in this year’s report: Homegrown talent is officially having a moment. Independent agencies secured a staggering 79% of all Agency of Record (AOR) wins this past year. This is perhaps a message that Canadian marketers are moving away toward agency partners who offer agility when markets get well, weird, and a perhaps(?) a cry for direct access to senior leadership.
2. A Tale of Two Sectors
Not all industries are moving at the same speed and we’re seeing an interesting rotationof where the budgets are flowing:
Who’s hot? Travel & Tourism (which jumped from 6 to 14 pitches) and Pharma/Healthcare. People are out exploring again, and health remains a top priority. Who’s not? The pandemic darlings of Tech and Automotive have both experienced a significant cooling period as those markets mature.
3. Media Remains the “Big Six” Stronghold
While independent agencies are winning the hearts of creative directors, the global “Big Six” holding companies still hold the keys to the Media kingdom, accounting for nearly 63% of media wins.
Looking Ahead: Making AI Work (For Real)
As we settle into 2026, the conversation has shifted. Agencies and their clients are done talking about AI as a shiny new toy; now, it’s an operational must-have. But the winners won’t necessarily be the agencies with deepest AI solutions. It’ll be the those who can deliver high-level strategic value in what promises to be a continuing market of unpredictability.
Curious about the full breakdown?
If you want to see the exact data points and more granular insights, reach-out to me for the full 2025 Canadian Agency Pitch Report.
Remember 2023? Simpler times. Before “AI integration” became every agency’s favourite buzzword and org charts started resembling abstract art. Well, here we are, staring down 2026, and if you’re a marketer, you’re probably feeling a bit like you’re in a perpetual game of agency musical chairs, but with higher stakes and fewer comfortable seats.
And if you’ve had an email with a subject line along the lines of “synergistic ecosystem re-alignment” land in your in-box as a result of “unified brand experience mandate” (translation: “you’ll be seeing another new org chart very, very soon…” ) you could be forgiven for wondering if your creative team is going to be replaced by an AI savvy plugin as early as Thursday.
It’s enough to make you long for the good old days when “digital transformation” meant getting a website that didn’t look like it was designed in 1998. Now, it’s about navigating a landscape where AI promises to revolutionize everything (and yes, maybe take your job in the process), economic uncertainty is the new norm, and your agency partners are seemingly more focused on their internal restructuring than your actual, pressing marketing challenges.
Let’s be honest, you’re probably a little irritated already. Irritated by the jargon, irritated with the constant change, and daunted by the thought of launching another full-blown agency search as your only alternative.
But what if there was another way?
What if you could transform your existing agency relationships without having to divorce them and start completely from scratch? What if you could inject new life, fresh thinking, and a healthy dose of strategic alignment into your current partnerships, all while avoiding a potentially disruptive RFI, RFP?
Enter the Request for Transformation (RFT)
Issuing an RFT has a huge advantage over an RFP in that you’re only sending it to your incumbent agency(s) as a formal way of bringing them to the table to talk about transformation for your business – not theirs. Consider that an RFT can help with:
- Addressing changes in scope from when your agency was originally appointed
- Under performance within the agency and / or shortfalls in key objectives
- Weakness in key service areas that have been lingering for too long
- Cost management issues – including overruns or uncompetitive pricing
- Significant resource changes that may be disrupting your business
And yes, understanding how the agency will leverage AI to deliver better results for you, not just talk about how it’ll transform business for everyone else.
In short, a transformation package designed to reinvigorate your business, address issues that have been impeding progress and reset the whole relationship for success.
Diagnostic: Fix or Finish?
Is your partnership a candidate for a “renovation,” or is it time to move to an RFP? Let’s look at the 2026 reality check:
| Pillar | The Case for Transformation | The Case for Search |
| Trust & Chemistry | You still like them, you’re just annoyed by the process. | You’ve started “ghosting” their check-ins because they’re too painful. |
| AI & Efficiency | They have the tools but are waiting for your “permission” to stop billing for manual tasks. | They still think AI is a “fad” or something they can charge a 30% premium for. |
| Knowledge | They know where the “brand bodies” are buried and why the 2025 campaign tanked. | They’ve had so much turnover that you’re the one onboarding them. |
| The “Vibe” | They feel like a partner who is stuck in a rut. | They feel like a vendor who is stuck in 2015. |
Listen, you’re a marketer, not a holding company M&A specialist. You’ve got campaigns to launch, customers to engage, and ROI to prove. You shouldn’t have to decipher agency family trees to get the support you need. So if you’ve reached the point where you’re convinced your agency is more interested in playing corporate musical chairs than delivering actual marketing results, and you’ve decided enough is enough, then yes of course – we’re happy to help you explore other options.
But before you embark on that journey, consider this: What if a little strategic transformation is all you need? What if you could achieve the results of a new partnership without the headache of finding one? Because this year, with all the shifting sands and technological marvels, the last thing you’re probably looking for is another agency pitch deck.
Ready to transform your agency relationship? Your sanity, your teams, your CEO, your budget, your business – potentially even your agency – will thank you.
In the same way marketers check-out potential agencies before they think about working with them, make no mistake – agencies do the same thing. And corporate reputations go a long way to help agencies understand whether clients will be a good fit within their walls and their respective roster of clients.
Why? Aren’t agencies just lucky to have clients and lucky to have clients who pay their bills…?
Sure, revenue is important – but it’s only one aspect of new business for agencies.
While agencies will typically be looking for a cultural fit, they’ll also be looking at the opportunity the client represents. Is this a creative opportunity? An opportunity to help shape or launch a new brand or products? Or is it a strategic opportunity to improve process and drive sales?
Revenue, profitability, cultural fit, size, location, opportunity and availability all play a role in an agency’s decision to participate in a new business pitch process, and whether you’re the right client for them if they’re chosen.
While most marketers and agencies understand that both sides have their own idiosyncrasies, your corporate reputation around how you treat agencies will precede you, and can weigh heavily depending on whether you’ve been naughty or nice (year round).
So if you think all agencies would kill to work on your business, take a moment to think about whether your ears have been burning recently, and what your agency might really say about you if asked?
Spoiler alert: Agencies have already been talking. And here are the signs that might have them running for the hills:
One-way dialogue
If you’re a client that doesn’t like feedback look out. Feedback is not only important to the health of an agency relationship, it also sets the stage for how agencies present, provide insight and rationalize recommendations. Good agencies don’t say “yes” all the time or always agree with your points of view, and good agencies will likely shy away from clients who have a reputation for not wanting dialogue.
No manners
Marketing has never been tougher. The demand for results, the demand for proof points to ROI, complex media ecosystems and the rapid advances in information technology make life stressful for all marketers. So if you can’t manage to gasp out a simple “thank you for that 48-hour all-nighter” or a genuine “oops, sorry I was 45 minutes late to the meeting I called“—well, think about it this way: Imagine working for a boss who treats you like that. A boss who makes you cry into your keyboard by 10 AM.
Not a fun place to be, right?
Your agency feels the same way. They’re already fighting algorithms, trying to hit impossible targets, and trying to look cheerful on Teams. They probably don’t need to feel like they’re being managed by a disgruntled medieval warlord into the bargain.
High staff turnover
High staff turnover is another red flag. If you can’t keep your staff at your organization, agencies will want to make sure that whatever’s eating your team won’t eat theirs. If you’re losing team members, make sure you understand what’s really causing it before you look to a new agency to help you out. Because they won’t just see a marketing challenge; they’ll likely wonder if they’re about to sign up for a toxic environment that will drain their own talent and crush their team’s morale.
Frequent agency reviews
Agency reviews are hard work, stressful and disruptive for both marketers and agencies. From an agency point of view, winning or losing a piece of business has implications on resources, team structures, office space and any number of investments that can make or break agency P&Ls. Agencies don’t want to staff up or find extra space, only to see a newly won client walk out the door a year later. If you’re undertaking frequent agency reviews – be prepared to defend and justify your reasons.
The work sucks
Most agencies will try and convince you they can do a better job than your incumbent agency. But if the work really sucks and you’ve been running it for some time, agencies will ask why you’ve allowed the work to appear for so long and indeed how you allowed it to run in the first place.
So here’s the thing: When agencies look at the work you’ve been running – the stuff that makes junior creatives choke on their lattes – they won’t blame the other guys – they’ll blame you.
Payment terms
This one needs shouting from the rooftop:
We’re constantly perplexed by marketers who set payment terms at 120 days and higher. Some now run to 365 days! (I’m not kidding…) So let us clarify one crucial point:
Agencies are not banks.
Agencies don’t issue loans; They try to deliver killer creative. They have payroll and their people need to eat this month, not next quarter. If you’re demanding terms that require a financial commitment usually reserved for buying a small yacht, don’t be surprised if they turn you down.
The industry says so
Let’s be honest: the global marketing community is basically a terrifyingly small, highly caffeinated village. Especially here in Canada, or really, any city where everyone knows the best places for overpriced cocktails. And thanks to social media, most agencies are just a single, gossipy text chain away from knowing everything.
If you are anything less than pleasant – trust us on this – word will circulate faster than a free sample at Costco. Because your new agency has likely already checked-in with the current one under the guise of ‘due diligence’. And they’ll know whether you’re naughty or nice (even if it isn’t Christmas).
There comes a time in every artificial fir’s life when it stops looking like a majestic ‘Winter Wonderland’ and starts looking like a radioactive tumbleweed that rolled through a cocaine factory explosion.
My tree and I are celebrating our 15th anniversary this year – but the spark is definitely gone. Actually, everything is gone. The tree is aggressively balding, leaving a trail of plastic needles and crusty white powder that makes my living room look less like Christmas morning and more like a crime scene involving a very fragile snowman.
So, I’ve been hitting the internet, hoping to replace this shedding disaster with something that doesn’t require a hazmat suit to decorate.
And what do I find…? A digital wasteland of scams, fake products, and mobile games that exist only in a parallel universe where goblins need saving from lava.
If you’ve logged onto Facebook recently to see how your aunt’s knee surgery went, you probably noticed something similar: Ads for a “Quantum AI Trading Bot” endorsed by a deep-fake Elon Musk, Ads for a mobile game where a goblin is being actively tortured in a puzzle that – spoiler alert – does not exist in the actual game, and for me at least, roughly seventeen ads for a $23, 12-foot, pre-lit, snow-flocked Balsam fir.
We used to call this “spam.” Although Meta apparently calls it a “growth sector.”
According to recent reports, Meta is projected to make roughly $16 billion this year from ads for scams, fake products, and banned goods. To put that in perspective, that is the GDP of a small Caribbean nation. By all accounts, Facebook isn’t just hosting a sketchy marketplace – they’re charging it rent.
The “Lumberjack” Con and My Christmas Tree Quest
Let’s talk about these mythical Christmas trees.
Common sense suggests that shipping a tree the size of a Honda Civic across the ocean costs more than $25, but the ad photos are so majestic you click anyway. You imagine your living room looking like the lobby of the Four Seasons Hotel, devoid of fake snow. You enter your credit card information with a heart full of holiday cheer.
Six weeks later (if you’re lucky) a package might arrive. Probably not a box but in a padded envelope the size of a sandwich. Inside, you won’t find a 12-foot tree. You’ll find a single, pipe-cleaner pine sprig or, in some documented cases, a literal cardboard cutout of a tree roughly the size of a car air freshener (also covered in the “fake snow” of my nightmares).
You haven’t bought a Christmas tree; you have bought a very expensive lesson in international trade logistics and a decoration suitable only for a dollhouse celebrating a very depressing holiday. This is the new “normal” when you’re just trying to upgrade your festive decor.
The Final Scroll
So, what have we learned? The great promise of the internet -a universal library of knowledge – has been replaced by a global flea market run by robots who want to sell you counterfeit sneakers and pine sprigs disguised as 12-foot Christmas trees.
The media ecosystem we live in isn’t flawed; it’s optimized. Meta, a company that makes over $50 billion a quarter, is actively making $16 billion of that by ensuring the guy running the fake ‘AI Trading Bot’ scam can find me, personally, a few seconds after I search for “Christmas tree that doesn’t look like it has mange.”
The truth is, we are no longer the customer; we are the fuel. The engagement loop of outrage, curiosity, and disappointment which drives both the deep-fake political rant and the irresistible fake discount is probably a Meta cash cow.
Every agency that’s ever participated in a pitch knows RFPs and pitch processes can be far from perfect. We’ve all heard the horror stories, and whether the pitch is run directly by the client or a search consultant, win or lose, we all sense there’s probably room for improvement.
This is why we are running year two of the State of the Pitch survey—to continue the vital work of quantifying, tracking, and ultimately addressing any issues in Canada’s new business landscape.
Year One Confirmed the Problem
The success of our inaugural survey proves that this is a conversation the industry wants and needs to have. Developed first by our partners at TrinityP3 in Australia and adapted for Canada the 2024 survey gathered experiences from over 150 pitches.
The data moved us beyond anecdotes and confirmed a painful reality: A significant one-third (31%) of pitches in Canada were rated as “bad or very bad.” This is a staggering figure that represents wasted time, frustration, and avoidable anguish.
The value of the State of the Pitch survey is that it helps pinpoint the problems. The data shows that the majority of this dissatisfaction is completely avoidable, pointing to bad behaviour that included:
• Giving agencies less than two weeks to respond
• Inviting a dozen-plus agencies to a pitch
• Demanding free strategy or creative upfront
The goal of this year is to track these metrics and push that 31% dissatisfaction rate downwards by using the data to inform best practices for clients and consultants.
We Need Your 2025 Experiences
We are calling on every agency that’s participated in a pitch this year to submit your pitch experiences – irrespective of winning or losing. Simply complete the survey from this link – it can be used as many times as needed—one for each pitch experience.
The 2025 survey is now live and again hosted by Campaign Canada to ensure unbiased reporting. By sharing your current experiences, you provide the critical data needed to drive meaningful improvements across the industry.
Confidentiality Guaranteed
Because pitches are typically confidential, we are not mandating any information that could be linked back to a particular advertiser, agency, or pitch. Likewise, details of any single survey response will never be revealed.
This is not about who won or lost. It is about how well those pitches were managed.
The continued success of this annual survey will deepen our industry’s understanding, enable us to report on the latest trends, and ultimately drive a data-led dialogue about improving the pitch process for all agencies in Canada. Your voice is essential to make Year Two even more impactful.
Thank you for your support, input and yes, uninhibited commentary.
State of the Pitch Survey can be found here.
It’s a familiar scenario: A marketer decides to take the reins on their company’s agency search. They’re smart. They know the brand best. And they believe they can save time and money by managing the process internally.
The intention is admirable. But the outcome? Often disastrous.
Time and again, we’ve seen marketers who undertake their own agency searches invariably land themselves the wrong agency. So why does this happen?
Well, there are any number of reasons why the DIY approach to agency selection is a recipe for a bad break-up – here are the most common:
1. Masters of the Sale
Agencies are masters of selling (usually). So when they pitch directly to the ultimate decision-maker, they tailor their pitch to your known biases and pain points.
Without an objective third party to strip away the glossy presentation and demand concrete evidence, marketers can be tempted to select the agency that made them feel best, not the one that’s best suited for the job.
2. Drastic Landscape Changes
In case it’s escaped your notice, the market you’re shopping in is changing faster than most can keep up. This volatility is driven by two powerful, compounding forces: consolidation and the AI / data arms race. The agency landscape isn’t static – it’s evolving on a weekly basis, making yesterday’s comprehensive list of ‘top agencies’ nearly obsolete today.
Still not convinced? Here are a few top agencies that are now extinct here in Canada: BBDO, DDB, Juniper Park, JWT, TBWA, Taxi and Y&R.
3. The Flawed RFP
Internal RFPs are sometimes overly prescriptive, too long (or too vague…), ask too much or simply ask for the wrong information. The result can be a terrifying, onerous ask that suggests true creative partnership starts with a 100-page document and a firm deadline of ‘yesterday.’
Then there are RFPs that ask for “groundbreaking, disruptive, viral concepts”, with budgets mysteriously labeled “competitive, yet humble,” underpinned with a vague promise of “total creative freedom” (after 57 pages of brand guidelines), and the silent, terrifying judgment of the procurement team who only communicates in one line emails.
4. It’s Not Us. It’s Them.
The greatest challenge of any agency search is that the client who is fundamentally allergic to introspective homework. They show up at the pitch demanding a new agency to “fix the problem,” without ever realizing the problem is less about the marketing and more about their internal organ-transplant-level indecision, and a budget process that requires a blood sacrifice to Procurement.
Expecting a company to honestly self-diagnose their own dysfunction is like asking a goldfish to critique the structural integrity of its bowl—it can’t see the outside.
5. We Just Can’t Ask That? (Can We?)
A successful client / agency relationship is built on trust, transparency, and well… a bit of friction. When managing the search yourself, you’re likely in “client mode.” This forced, good behaviour means everyone is smiling, nodding, and pretending to believe that a client’s past three agency failures were just cosmic anomalies. The client, terrified of revealing any internal messiness, selects the partner who best mimicked their own glossy language -and all because nobody had the chops to challenge and ask some uncomfortable questions.
6. The Opportunity Cost is Far Too High
Consider taking your annual budget – say $12 million – and multiply that by a five year relationship with your new agency. This means you’ve got a $60 million decision to make – but you then fret over 0.1% to get the decision right?
You then sign-off on a contract that – thanks to your DIY search process – is a Frankenstein’s monster of hidden fees and unfavourable legal jargon. This is the magnificence of false economy in action! A tiny saving on the search, only to end up with an underperforming agency that eats your budget like a hungry Pac-Man.
Know When to Call a Pro
A successful agency search is not a marketing task. It’s a procurement, relationship management, and strategic alignment minefield.
You wouldn’t design your own complex financial architecture or conduct a global legal audit without specialized help. Treat your agency relationship – which holds the key to your brand’s future growth – with the same diligence and respect.
The goal isn’t just to find an agency; it’s to find the right strategic partner capable of elevating your business. For that, objectivity, deep market knowledge, and a structured process are non-negotiable.
Marketers often tell us they’re a “collaborative” organization or they’re a “collaborative” team. Agencies tell us they’re “collaborative” working with other agencies. But when it comes down to it, I’m not sure either marketers or agencies really understand what being “collaborative” really means or how to apply the term to their respective activities.
Unfortunately, the reality is that collaboration is being bandied about as a term that’s a polite way of actually saying something quite different. A couple of variations of this might be:
“Better include everyone we can think of to cover our collective asses…”
OR
“No idea – why don’t we get a bunch of people in a room to see if we can figure out what to do…”
OR
“Don’t care – get [parties concerned] in a room and make them sort it out…”
OR
“Better meet with these guys or it’ll look like we don’t value their opinion…”
OR
“I’m not going to risk making a decision – if it’s a collective decision then I / we can’t be blamed for it…”
OR
“Lots of people in a room will make us look good…”
Call it what you will. Defined like any of this and the idea of collaboration is a gong show.
So what is collaboration supposed to be?
Wikipedia tell us that the definition of “Collaboration is working with others to do a task and to achieve shared goals. It is a recursive process where two or more people or organizations work together to realized shared goals, (this is more than the intersection of common goals seen in co-operative ventures, but a deep, collective determination to reach an identical objective – for example an endeavor that is creative in nature – by sharing knowledge, learning and building consensus.”
Still a bit cumbersome, perhaps, but the heart of this is around “achieving shared goals” or “collective determination to reach an identical objective”. And that’s very different from just getting lots of people to provide an opinion (which typically just prolongs a process).
To get the most from collaboration, here are some points to consider:
Identify the right people to collaborate with
And by the right people, I’m talking about both the size of your collaboration team and the value each can bring to the process. Ideas and contribution that bright minds can provide, collaborative resources also know when to step aside and allow others to take the spotlight – thereby allowing better ideas to be pushed forward – faster.
Eliminate the wrong people
Not everyone works well in collaborative sessions – bossy, dominating personalities for example, will likely limit the participation of others, thereby diminishing the value of getting people together in the first place.
Define common goals / objectives
Obvious, perhaps – but before soliciting help, it’s crucial to define the specific objective you’re trying to achieve and eliminate issues that may obscure that objective.
Define roles
The most effective collaboration teams have clearly defined roles and responsibilities. But if those roles aren’t defined or demarcation lines aren’t clear (as in the case of marketers with multiple agencies on their roster), then effective collaboration can become difficult.
Empower someone to lead
Collaboration isn’t an excuse to put a process on autopilot in the hope objectives will be achieved, and collaboration isn’t a meeting about consensus. Collaboration requires a lead (or lead agency) who’s capable of putting personalities and agendas aside in favour of achieving a bigger goal.
By contrast, collaboration won’t work if:
There are too many people in the mix
The old adage of “too many cooks in the kitchen” holds true here. If you’re facing large groups or departments that you want to involve in a process – identify the best of the best and ensure they’re empowered accordingly.
There are too many irrelevant people in the mix
If collaboration is used as a forum for consensus, the lowest common denominator will emerge and the group won’t deliver the best possible solution to drive the business forward – defeating the purpose of collaborating in the first place.
There’s no time
Collaboration can rarely be used at a time of crisis because crises call for speedy decisions to alleviate specific, time-sensitive issues or situations.
There’s no leadership
Despite its name, collaboration needs a leader to initiate a collaborative process, but also to run it. A true leader will identify the right people, set the goals, define roles and create framework to get the most of several minds working together.
There’s no flexibility
One of the great benefits of collaboration if used correctly is that it can yield unexpected solutions or results. And if you have a team that’s working really well together you should be prepared for (and welcome) original thinking that takes you out of your comfort zone.
Collaboration should never be viewed as a default, cover-your-butt solution and the word shouldn’t be used as a catch-all for dragging people into meetings. Collaboration can be extremely powerful if applied correctly, but can be a boat anchor to progress if used incorrectly, or for the wrong reasons.
Having trouble getting others on the same page? Maybe we can collaborate on a solution…
A 1968 Flight’s Unsinkable Lesson in Corporate Integrity
In the world of business, we often hear buzzwords like ‘transparency‘ and ‘accountability’. But what do they really look like when the stakes are well… sky-high? A half-century-old aviation incident involving a Japan Air Lines flight offers a perfect – if unexpected – case study in true integrity.
On a foggy November morning in 1968, Japan Air Lines DC8, Flight 2, a DC-8 was on approach San Francisco International airport. Due to a combination of heavy fog, a complicated Instrument Landing System (ILS) approach he’d never used before, and a mistrust of a recently replaced altimeter, veteran Captain Kohei Asoh mistook the glassy, calm waters of the San Francisco Bay for the runway.
He “landed” the plane in shallow water, a little over two miles short of the runway.
Miraculously, every single one of the 107 people on board survived without injury. The water landing was so controlled that the plane, which came to rest in only about seven feet of water, was later recovered and put back into service. It seems the pilot delivered a landing so smooth, you wouldn’t have spilled your coffee.
The Defining Moment: The “Asoh Defense”
The immediate aftermath of the ditching holds a powerful lesson for every leader and company.
When the National Transportation Safety Board (NTSB) began their investigation, Captain Asoh was asked to explain what happened. His response, later coined the “Asoh Defense” by management theorists, was stunningly simple and powerful:
“As you Americans say, I fucked up.”
He didn’t deflect. He didn’t blame the fog, the equipment, or the air traffic controller. He took full, unvarnished responsibility for his mistake. The man managed to make “I screwed up” sound like the most dignified statement in the room.
This wasn’t just a moment of personal honesty; it was an act of profound professional integrity that resonated across the globe.
Integrity is Non-Negotiable Accountability
In today’s complex business world, it’s easy to shift blame. A failed product launch gets blamed on a supplier. A drop in sales is blamed on “market conditions.” A system failure is blamed on an obscure IT glitch. But true leadership demands something different. The story of JAL Flight 2 reminds us all…
- Integrity is Admitting Failure, Not Just Success: Asoh’s immediate admission set the tone for the entire recovery process. When leaders own a mistake, it short-circuits speculation, builds trust with the public, and allows the organization to focus immediately on a solution rather than a cover-up.
- Integrity Allows for Recovery: Because the crew had successfully evacuated everyone, and Asoh remained the last one to leave—even returning to the plane to gather and return passengers’ belongings—the focus quickly shifted from blame to recovery. In a testament to the quality of the aircraft and the soft-water landing, the plane was pulled from the Bay, repaired, and put back into service. A $4 million repair bill was a small price for the integrity saved.
- Integrity Drives Systemic Improvement: The investigation revealed that other JAL crews were also not fully trained on the advanced Sperry Flight Director System. Asoh’s frankness helped the NTSB understand that the issue wasn’t just one pilot’s mistake, but a gap in training. His admission led directly to revisions in the flight crew training program, making flying safer for everyone going forward.
Captain Asoh was temporarily demoted and re-trained, but he was allowed to keep flying for the airline until his retirement. Why? Because while he made a colossal mistake in judgment, his subsequent display of character—his integrity and accountability—was beyond reproach.
Ultimately, the highest form of business integrity isn’t about never making a mistake. It’s about how quickly and honestly you face up to it when you do. It’s about building a culture where the honest declaration, “I screwed up,” is the fastest path to fixing the problem and earning back the trust of your team, your customers, and the market.
What culture are you building in your business?
Does your team feel safe enough to deliver an “Asoh Defense” when a mistake is made, knowing that honesty is the path to recovery, not ruin?
So you’re ready to go find a new agency…? Really? Are you sure about that? Because the reality is you will likely make any process almost impossible to complete without having a clear picture of what you’re searching for and how you’re going to find it.
So here are a dozen questions to think about before you start. And if you think this is hard work – trust me – it’s way harder not answering them:
Why are we doing this?
Do you know why you’re looking for a new agency? What’s changed in your requirements that’s causing you to contemplate a new agency, and why can’t your current agency fulfill your needs? If those initial questions are even remotely difficult, you’re falling at the first fence and need to get your reasoning clear. Because without understanding why, you can’t begin to define the kind of agency your organization needs.
Have you done your homework on yourself?
The better equipped you are in understanding your own organization, the more likely you are to find the right agency partner. If your current agency relationship has run into difficulties, it’s essential to understand what role your team and organization played in navigating those difficulties. By being honest with yourself, you’re able to identify internal challenges and roadblocks, and proactively deal with them before looking for a new agency and potentially duplicating those problems before you start.
Are you prepared for disruption?
No matter how well prepared you are, marketers should be aware that any search process is going to be disruptive. Marketers should consider what current initiatives are being worked on and whether to expedite or delay those initiatives, pending the appointment of a new agency. Even once appointed, expect delays resulting from handover from one agency to another and the inevitable learning curve that comes with any new agency.
Have you defined your scope of work?
This is often one of the hardest exercises for marketers to pull together – either because they’ve not defined their scope recently, or it’s such a moving target that committing pen to paper is difficult. But when it comes to finding a new agency, it’s a challenge that has to be addressed before you start. Why? First, because you want to define the services you want your new agency to be able to deliver. And second because eventually you’re going to want a cost against that scope of work.
What’s a realistic timetable given our internal calendars?
We often get called in to manage a pitch with the mandate that ‘we need to get this done as soon as possible…’ We propose a timetable and the client says ‘so and so is away, we have a conference that week and, and, and’. Add in logistics and preparation time for agencies, and the timetable moves out. So before you start, create a realistic workback schedule and share big picture timing with your chosen agencies to ensure they can accommodate key dates.
Do you have a budget?
Eek! Even if you’re not asking for some sort of spec work that would need to be properly paid for, you’ll need to set aside a budget for travel (yours and your selected agencies) and legal work. If you’re asking for any spec work you need to budget more than a nominal feel. As a general rule of thumb, that means the actual fair market cost for the work, less profit – shared equally between you and your prospective agencies. For more on best practices around spec work and appropriate payment, please ask.
Do you have the ok to proceed?
Many organizations have corporate governance and / or specific procurement requirements around sourcing services greater than a certain amount, so it’s worth checking to ensure you’re clear before you start. Marketers should also be familiar with their incumbent agency contracts, notice and termination requirements – before initiating a search for a new agency.
Have you told your incumbent?
Allowing your incumbent agency to find out you’re searching for a new agency from someone other than you is a complete no-no. Your incumbent agency should be the first agency you share the news that you’re going to market with, together with your anticipated timing and formalities around termination in accordance with the terms of your contract.
Do you have a search process?
Today, there are many search processes from which to choose beyond the traditional RFI / RFP. Whatever you decide, it’s essential to have a defined process to share with your chosen agencies so they can understand what they’re getting into. In the event they see the process and choose not to participate, it’s better to know that sooner rather than later.
Who’s your search team?
Any marketer searching for a new agency needs to appoint a search team who can be available and will attend all agency meetings. Your chosen resources have to make a commitment to make time for all agency meetings and have the time to assess and discuss each agency during evaluation. While your team can comprise diverse resources across the organization, it’s important that whoever you appoint are fully empowered to make the best decision for your organization
What are your evaluation criteria?
You and your search team need to define and align on your search criteria, together with your scoring mechanism, before beginning. This is needed to align teams around specific evaluation methodologies and to provide guidance to agencies around how they’ll be evaluated and what’s critical to success. For more on creating the perfect scorecard read this.
What are the politics?
Yes really. It’s important for marketers to be aware of the politics of their own organizations and be proactive about dealing with them. If, for example, there’s pressure or bias to see or favour a particular agency or eliminate a particular agency early on, then those issues have to be dealt with and all biases eliminated before you start. Simply put, if you don’t have a level playing field, you’re not ready for an agency search.
Pulling the trigger on an agency search isn’t something any marketer should take lightly. Careful preparation is essential to any search process and if any of this has made you sweat a little, perhaps we can help.
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