The Creative Agency Profit Playbook
Your essential guide to maximising efficiency, streamlining operations, and boosting profit margins
Your essential guide to maximising efficiency, streamlining operations, and boosting profit margins
In my experience, most creative agency founders didn’t set up their agencies primarily to make a lot of money. Their main ambition was to create an agency renowned for producing outstanding creative work—work that wins awards, garners respect, and becomes the envy of their peers. However, there is a common misconception that being highly creative and highly profitable cannot go hand in hand.
From working with and within some of the top agencies, I can confidently say that creativity and profitability are not mutually exclusive. The best agencies understand their value. They optimise efficiency to ensure they deliver exceptional work to clients while maintaining healthy profit margins. Yet, despite this potential, many agencies struggle to achieve double-digit profitability.
There are several reasons why this happens. This guide aims to provide you with practical steps to make the improvements that will have the greatest impact on your bottom line. I will share my methodology for assessing an agency’s profitability and the steps I take to improve margins.
Unfortunately, there is no silver bullet to instantly improve profitability. It requires a combination of factors—many things need to work together to achieve meaningful change. That said, by reviewing and optimising specific areas of your agency, you can see real progress.
In this playbook, I will take you through the key areas that need attention, offering actionable steps to help you start improving your agency’s profit margins straight away. With the right approach, you can build an agency that not only wins awards and delivers exceptional creative work but also achieves the profitability it deserves.
CHAPTER 1
Ensuring profitability begins with working with the right clients—those who align with your agency’s expertise, operate in industries where you excel, and enable you to deliver exceptional work on time and within budget. These clients share your values, respect your process, and provide a foundation for a strong working relationship.
Now is not the time to experiment with new industries or creative disciplines. While the
freedom to explore new sectors and types of work is one of the many benefits of running a profitable agency, this opportunity comes only after you’ve built a solid foundation of financial stability.
Focusing on your core strengths and areas of specialisation is not just about reducing
risk; it’s also about maximising returns. When you work in sectors you understand deeply, your team can deliver with greater precision, efficiency, and confidence. Familiarity breeds efficiency—when you know the sector inside out and your team has the right experience, you’re better positioned to deliver high-quality work that not only meets but exceeds client expectations.
Specialising in areas you know well allows you to control budgets and timelines more effectively. Projects are completed faster and with fewer revisions, freeing up time and resources to take on additional work or invest in growing other parts of your agency. Clients notice this professionalism, making it easier to build trust and win repeat business.
Moreover, efficient delivery reduces the likelihood of scope creep and unplanned costs, which can erode profit margins. By focusing on what you do best, you create a system where profitability becomes a natural outcome of your processes.
The first step to improving your profit margins is to assess the clients you work with today. Are they the right fit for your agency? Do they value your expertise? Do they provide the kind of work your team can execute efficiently and profitably?
It’s not an easy decision to part ways with a client, especially if they bring in steady
revenue. However, if a client doesn’t align with your agency’s strengths or consistently
pushes beyond reasonable boundaries—whether through unclear briefs, unrealistic
deadlines, or refusing to pay fair rates—it might be time to reconsider the relationship.
Making space for the right opportunities Sometimes, tough decisions are necessary to make room for better opportunities. Letting go of a client who consistently drains resources or undermines your team’s morale can create space for clients who align more closely with your expertise and vision.
By narrowing your focus to the right clients, you also build a stronger, more cohesive
agency identity. This clarity in positioning helps you attract new business from clients who value your expertise and are willing to pay what your work is worth. In turn, this allows you to steadily improve your profit margins, reinvest in your team, and expand your creative capabilities.
The most profitable agencies didn’t achieve their success by trying to be all things to all people. They grew by doubling down on what they were best at and ensuring their client base reflected that focus. Aligning with the right clients is not just a step toward profitability—it’s the foundation of a sustainable, thriving business model.
CHAPTER 2
There has been much discussion over the years about value-based pricing. For many
agencies, this represents the holy grail—charging clients the true value of their work
rather than simply covering the cost of delivering the project. For example, while a project may cost £20,000 to execute, the value of the work to the client could increase their sales by £1 million. In such cases, the agency might feel justified in charging £100,000.
While appealing in theory, value-based pricing remains difficult to implement in practice. One key challenge is credibility—agencies cannot take full credit for a client’s increased sales, as many factors and stakeholders contribute to their success. Another significant blocker is competition. If other agencies with similar reputations charge on a project-by-project basis, clients may resist paying a premium for your agency’s services, even if you argue for the greater value of your work.
A shift to value-based pricing would require a fundamental change across the entire
creative industry. Currently, many agencies still pitch for free, which completely
undervalues the work they do and reinforces the traditional mindset around pricing. As
long as this remains the norm, it’s difficult for agencies to justify moving to a value-based pricing model, particularly when clients compare costs with competitors who continue to rely on traditional rate cards.
For now, we must accept that most agencies will need to stick with traditional rate cards when pricing their work. While it may not be ideal, this approach can still support strong profitability—provided the rate card is built with care and designed to ensure maximum financial return.
The foundation of a profitable rate card lies in setting an appropriate hourly rate for each chargeable role. This rate should reflect the seniority of the role and cover:
A basic rule of thumb used by many agencies is the third, third, third rule. For example:
While this is a simplified calculation, it serves as a useful starting point. The hourly rate for each role should be calculated carefully, taking into account your agency’s specific costs, market positioning, and profit goals.
It’s not uncommon for agencies to adjust their standard rate card for specific clients or
projects, often reducing rates to secure the work. While this can be a useful strategy in
competitive situations, it’s crucial to protect as much of your profit margin as possible.
If too much of the margin is sacrificed, you risk undermining the agency’s overall
profitability. Ensure that discounted rates still cover the full cost of the work, with a
reasonable profit margin included. Regularly review the profitability of projects and clients to identify whether adjustments are eroding your margins.
Regularly reviewing your rates is a critical practice to ensure your agency remains competitive and profitable. Annual rate reviews serve two essential purposes:
While it can be challenging to increase rates annually, especially when competitors do not, setting the expectation with clients can ease the process. Notify your clients that you review your rates each year. This transparency reduces the risk of unexpected surprises and helps maintain trust. If clients are happy with your work, a small percentage increase in project costs is unlikely to damage your relationship.
Your pricing depends on market conditions and how clients perceive your value. Stay competitive without undervaluing your work. By building solid margins into your rate card and staying disciplined, your agency can remain profitable and resilient.
CHAPTER 3
A lot of agencies find themselves over budget before a project has even begun, simply
because they haven’t costed the project accurately. One common mistake is to adapt a
previous project proposal for a new project without looking into the true cost of the
original. This approach ignores the details of what actually happened in that previous
project—how much time it took, how many revisions were needed, and whether it was
profitable in the first place.
This is where timesheets come into play (more on that later). Accurate data is essential for understanding the true cost of a project and avoiding the pitfalls of under-pricing.
It can be tempting to submit a competitive proposal to win a project, particularly when it’s for a new client. Some agencies adopt a strategy of starting with a lower price, assuming they can increase their rates on subsequent projects. Unfortunately, this rarely happens. Instead, the agency ends up with a non-profitable client and a precedent for undercharging.
To build a profitable relationship from the outset, it’s essential to stand firm on pricing.
This doesn’t mean inflating costs unnecessarily, but rather ensuring that your proposals reflect the true effort required to deliver the work to both the client’s specifications and your agency’s creative standards.
It’s rare to find a client budget that fully accommodates the creative vision an agency
might propose. However, the reality is that the client’s budget is the budget. If it cannot be increased, the creative team must adapt accordingly—cutting their cloth to fit the
financial constraints.
The temptation to reduce the budget while keeping the deliverables intact is a recipe for trouble. It sets unrealistic expectations and puts unnecessary strain on the internal team. Instead, agencies must reduce the deliverables to align with the budget. By starting the client relationship with clarity and fairness, you avoid creating a pattern of overpromising and undercharging.
Once there is internal agreement on the budget and corresponding deliverables, every team member involved in the proposal has a role to play in keeping their part of the project within budget. Too often, internal teams either aren’t consulted during the proposal stage or aren’t held accountable for their portion of the budget. This can lead to overspending, inefficiencies, or unexpected bottlenecks.
One way to prevent this is by involving the relevant experts early in the process. Their
input ensures that the proposal is realistic, the deliverables are achievable, and the
budget is sufficient to meet the client’s expectations.
To keep a project on track, it’s critical to clearly define deliverables in the proposal and
ensure the client signs off on them. Vague or overly flexible deliverables open the door to scope creep, where clients expect additional work without additional budget.
Effective resource management (which we’ll cover shortly) is another key factor in controlling costs. Teams need clear guidelines about their time allocation, the importance of staying within budget, and the repercussions of exceeding it. Regular budget check-ins during the project can also help flag issues early, preventing overspending before it becomes a problem.
Accurate proposals set the tone for a profitable client relationship. By being clear about what can realistically be achieved within the agreed budget, agencies build trust with their clients and protect their own profitability. It also encourages accountability within the internal team, ensuring everyone understands their role in delivering the project on time and within budget.
CHAPTER 4
Wouldn’t it be great if all chargeable team members could dedicate 100% of their time to client work? Unfortunately, this isn’t realistic. Depending on the role and its
responsibilities, you need to account for non-chargeable time, such as team
management, training, or working on new business opportunities.
The key is to assess each role—not the individual but the role itself—and determine how much of their time can be passed on to clients. Ideally, this should be as much as possible, but it will vary depending on the role’s duties and level of seniority.
Traditionally, more senior roles have a lower utilisation rate because they often involve
responsibilities that cannot be charged to clients, such as managing teams or pursuing new business. For example:
This approach not only sets realistic expectations but also ensures that junior team
members have adequate time to develop without the added pressure of being fully
chargeable to clients.
Client service roles, such as account managers, are notoriously difficult to make fully
chargeable. Unless they are working on a retainer basis, you’ll be fortunate to charge
more than 60% of their time to clients. The remaining 40% is typically spent on tasks
critical to the agency, such as servicing existing clients, maintaining relationships, and
driving client growth.
While their chargeability might be lower, their contribution to client retention and agency growth is invaluable. It’s important to factor this into their utilisation rate and ensure their time is used effectively.
Once you have established realistic utilisation rates for each role, you can calculate your agency's actual resource capacity. This involves determining the total number of chargeable hours available and setting clear expectations for the team. Use this figure as a benchmark for the billable hours to be logged on timesheets each month.
By understanding your team’s utilisation rates, you can gain a clearer picture of your agency’s capacity, identify shortfalls in chargeable time, and ensure that non-chargeable activities contribute value to the business.
Utilisation rates are not just about tracking time; they’re about ensuring the financial
health of your agency. Accurately assessing and managing utilisation allows you to:
By tracking utilisation rates and aligning them with your agency’s goals, you can make
more informed decisions about hiring, pricing, and resource allocation. This ultimately
positions your agency for sustainable growth and profitability.
CHAPTER 5
The best way to prevent overspending on a project is to avoid allowing it to overspend in the first place. This is where effective resource management comes into play. Once an accurate proposal is approved and the hours allocated for each role are agreed, it’s the resource manager’s responsibility to allocate those hours accordingly.
A common mistake agencies make is confusing resource management with scheduling. While they may seem similar, they are fundamentally different. Scheduling is about assigning specific people to tasks at specific times. Resource management, on the other hand, is a more strategic approach. It involves understanding the agency’s overall capacity, anticipating demand, and ensuring the right people with the right skills are available for each project—all while staying within budget.
In smaller studios with limited talent pools, resource management becomes even more
critical. It’s harder to rearrange projects or bring in last-minute freelancers without
causing disruption. By contrast, larger teams benefit from a more flexible pool of talent, making it easier to adjust to unexpected demands. Regardless of team size, the key is to be proactive, not reactive.
Effective resource management starts with proactive planning. This requires early notice of upcoming briefs and strategic allocation of resources before the work begins. When resource managers have clear visibility of what’s coming, they can:
Too often, resource managers are left scrambling when a brief lands on their desk at the last minute. This reactive approach doesn’t scale and leads to inefficiencies, increased stress, and, ultimately, lower profitability.
A financial forecast can be an invaluable tool for resource managers, offering insights into future demand and enabling better planning. By working closely with financial data, resource managers can:
Proactive resource management aligned with financial forecasts ensures smoother
operations and better profitability by minimising wasted hours and improving margins.
In most agencies, resources are tight, and projects are often scheduled back-to-back. If a resource manager books projects based solely on the agreed hours in the proposal, it won’t take long to notice overspending on one project delaying the start of the next. This is where the resource manager plays a crucial role:
By holding the team accountable for the agreed budget and deliverables, the resource
manager ensures projects stay on track.
Once hours have been allocated, every team member must take responsibility for
delivering their part of the project within the agreed budget. Internal overspending often happens when roles are not properly defined or when individuals are unaware of the limits on their time.
Clear communication about budget expectations, combined with regular check-ins,
ensures everyone understands their role in staying within scope.
Effective resource management isn’t just about controlling costs—it’s about ensuring
your agency operates efficiently and profitably. When done well, it provides:
In a world where creative agencies are often stretched thin, resource management can
make or break a project’s success. By focusing on proactive planning and using tools like financial forecasts, you can stay in control of both time and budgets, ensuring your
agency is set up for long-term profitability.
CHAPTER 6
One of the most important ways to ensure your agency operates as efficiently as possible is to streamline your processes. Over time, steps in project delivery often become inflated or unnecessarily complex, leading to inefficiencies and mistakes that cost time and money. That’s why reviewing your processes regularly—at least every six months—is essential. This ensures they remain fit for purpose and aligned with your agency’s goals.
Let me share my methodology for process mapping, a crucial foundation for establishing effective processes, improving efficiency, reducing mistakes, and boosting profitability.
Every successful agency needs robust processes in place. But having processes isn’t
enough—they need to be efficient, streamlined, and clearly understood by everyone on
the team to truly make an impact.
Process mapping is the practice of taking a comprehensive look at your existing
processes to understand what’s working, what isn’t, and where improvements can be
made. It often involves creating a visual diagram that outlines each step in the process,
along with the purpose, outcomes, decisions required, and resources needed.
By identifying inefficiencies and bottlenecks, process mapping helps agencies create a
clear roadmap for improvement.
1. Reduce mistakes and rework
Mistakes are an unavoidable part of business, but they can be minimised with clear
processes. When every team member understands not only the steps involved in a
process but also why they are necessary, mistakes become less frequent. This clarity
ensures that everyone knows how their role contributes to the agency’s success and reduces the need for costly rework.
2. Spot problems before they happen
Process mapping gives your team a bird’s-eye view of how the agency operates. This
perspective enables team members to anticipate potential issues before they arise. For example, your team might identify inefficiencies in client communication that could lead to scope creep or unnecessary email follow-ups. Solving these issues proactively saves time and improves client satisfaction.
3. Make better use of tools and technology
Many agencies invest in tools or systems that promise to improve efficiency but fail to implement them effectively. Process mapping helps teams understand how to integratethese tools into their workflows, making them easier to use and more impactful. It can alsoidentify tools that aren’t delivering value, allowing agencies to cut unnecessary expenses.
Improving processes starts with understanding them in detail. Process mapping provides the clarity needed to identify areas for improvement and make informed changes. This is particularly important for agencies aiming to grow, as scalable and efficient processes are key to handling increased demand.
5. Boost efficiency and profitability
Streamlined processes lead to faster, smoother project delivery, enabling your agency to take on more work without compromising quality. This, in turn, increases profitability—a critical factor for long-term success. Many agencies are surprised by how much inefficiency is baked into their current workflows and how significant the impact of process improvements can be.
Process mapping is not just about making your agency run more smoothly; it’s about
building a solid foundation for growth. Efficient processes allow you to deliver exceptional work more profitably, giving you the capacity to take on new clients and grow your team.
Many agency owners recognise the importance of optimised processes but feel unsure about where to start. With a structured approach to process mapping, you can identify the changes needed to unlock your agency’s full potential.
CHAPTER 7
Once you have an accurate proposal and effective resource management in place, the
next step to ensuring projects stay on budget is strong project management. Project
managers are the unsung heroes of budget control, ensuring projects are delivered on
time, to the highest standard, and most importantly, on budget.
In smaller agencies, account managers often juggle both client servicing and project
management. In larger agencies, these roles are more commonly split. However, there’s a growing trend across agencies to separate these responsibilities, even if it doesn’t involve hiring two separate people. Instead, it’s about recognising that two distinct skill sets are required, and assessing where an individual’s strengths lie.
Traditionally, account managers (AMs) have been responsible for both client relationships and project execution. However, this dual role often comes at a cost. It’s rare to find someone equally skilled at nurturing client relationships and managing the operational complexities of project delivery.
By decoupling account management and project management, agencies can ensure each function gets the attention it deserves. Account managers can focus on growing client relationships and understanding their needs, while project managers (PMs) handle the operational side, ensuring that timelines, budgets, and quality standards are met.
1. Clearer skill allocation
Separating account management and project management allows individuals to focus on what they do best. AMs are often natural relationship builders, adept at pitching,
presenting, and upselling. PMs, on the other hand, excel at creating timelines, controlling budgets, and overseeing deliverables.
2. Improved efficiency
Specialisation ensures that both client servicing and project execution are handled with precision. AMs can spend more time nurturing clients and identifying growth
opportunities, while PMs ensure that projects stay on track without distractions.
3. Better budget control
By having a dedicated PM, agencies can track budgets in real time, making adjustments as needed to avoid overspending. PMs are also better equipped to implement quality control measures and manage external suppliers effectively.
4. Enhanced client satisfaction
Clients benefit from having a dedicated point of contact (AM) who understands their
needs and goals. Meanwhile, PMs ensure that the work delivered meets those
expectations, reinforcing the agency’s professionalism.
Account Management: nurturing client relationships
Project Management: driving execution
While account managers and project managers have distinct roles, their shared goal is to deliver outstanding work that delights clients. By splitting these responsibilities, agencies can ensure that no aspect of client servicing or project delivery is overlooked.
This division allows AMs to focus on strategic relationship-building while PMs drive
efficient project execution. The result? A more effective and profitable agency, with
happier clients and a clearer path to growth.
CHAPTER 8
No playbook on improving agency profitability would be complete without mentioning
timesheets—creatives’ favourite topic! My view is simple: either do timesheets properly, or don’t bother with them at all.
Most agencies insist on timesheets, but if the data is inaccurate, they’re effectively
useless. Timesheets are not a tool for spying on your team or ensuring they’re busy; they are a tool for assessing project profitability. When used correctly, they help you determine whether your proposals are accurate and where efficiencies can be made.
The primary purpose of timesheets is to track how much time has been spent on specific tasks and projects, allowing you to assess profitability. They are not about monitoring individuals but about ensuring projects are delivered within budget and resources are allocated effectively.
Timesheets can provide valuable insights into:
and resources.
The biggest issue with timesheets is that they’re often inaccurate. Many team members end up estimating at the end of the week—or even worse, at the end of the month—when their memory is unreliable. This renders the data meaningless and makes the entire process a waste of time.
The only way to ensure timesheet accuracy is to complete them daily or at least weekly. Consistency is key. Without it, you’re better off not using timesheets at all.
If you’re going to invest the effort into ensuring timesheets are completed accurately, it’s crucial to actually use the data they provide. Review timesheets regularly to assess
project profitability and share these insights with your team.
When your team sees that timesheets are being used to ensure they have sufficient time to produce high-quality work—not to monitor their productivity—they’ll begin to understand their value. This perspective shifts timesheets from being a chore to a tool that benefits both the team and the agency.
It’s worth asking yourself: are your timesheets helping your agency, or are they just
another administrative headache? If they’re inaccurate or aren’t being used to track
profitability, then why waste everyone’s time?
Instead of clinging to a broken system, focus on preventing budget overruns through
accurate proposals, proactive resource management, and clear accountability. These
steps will do far more for your profitability than chasing incomplete or inaccurate
timesheets.
When used properly, timesheets can be a powerful tool. But if they’re done poorly or
without purpose, they’re better left out entirely.
CHAPTER 9
Tracking the right KPIs is essential for creative agencies looking to improve their
profitability. While creative excellence is at the heart of what agencies do, it’s the
numbers behind the scenes that determine long-term success. KPIs offer a clear way to measure how effectively your agency is running, where improvements are needed, and how well you’re aligning with your financial goals.
This chapter outlines the important KPIs for creative agencies, explaining how they can be used to track performance, boost profits, and make smarter decisions for your business.
By focusing on these KPIs, your agency can uncover valuable insights into its financial and operational performance. From improving project profitability to optimising resource utilisation, these metrics are powerful tools for ensuring your agency runs as effectively as possible.
Remember, KPIs aren’t just numbers—they’re a roadmap for growth. Regularly review your metrics, share the insights with your team, and take action to address any inefficiencies. With the right KPIs guiding your decisions, your agency will be well-positioned for long-term profitability and success.
CHAPTER 10
Technology plays a major role in ensuring your agency operates as effectively as possible. From financial management to resource planning, project management, and client relationship management, there are countless tools available to streamline processes and improve productivity. However, despite this abundance of options, many agencies still fall back on one tool—Excel!
Excel has been the go-to for decades, helping agencies manage everything from finances to time plans and resource allocation. While it’s familiar and flexible, it’s rarely the most efficient option. The real challenge isn’t a lack of tools but understanding what your agency truly needs and implementing the right ones effectively.
Agencies often fail to maximise the potential of their tech stack because they don’t take the time to define their needs before adopting tools. It’s easy to be dazzled by fancy software demos, only to discover that many features go unused, and the team struggles to adapt to the new system.
Implementing technology also comes with its own challenges:
To avoid these pitfalls, agencies must take a thoughtful approach to selecting and implementing technology.
The best way to find the right tools is to first identify what your agency actually needs. I recommend running a systems workshop to map out your current processes, highlight inefficiencies, and determine where tech can make the biggest impact.
Here’s how to do it:
3. Focus on key areas: Most agencies benefit from tech in four primary areas:
4. Assess tools in use: Are your current tools working? If not, what needs improvement
5. Write a vendor brief: Outline your agency’s processes, pain points, and requirements. Present this to vendors to ensure their tools meet your specific needs, rather than relying on generic sales pitches.
When choosing tools, agencies often debate between integrated systems (all-in-one
solutions) and standalone software (specialised tools for specific tasks).
Integrated systems like Paprika, Synergist, Score, or Streamtime combine multiple functions—CRM, financial management, project management, and resource management—into a single platform.
Advantages:
Disadvantages:
Standalone tools, such as Hubspot (CRM), Xero (financial management), Monday.com
(project management), or Resource Guru (resource management).
Advantages:
Disadvantages:
AI has already made a significant impact on our industry and will continue to advance. It’s here to stay, and if you haven’t adopted it yet, I recommend doing so. While I’m not an AI expert, I do know this: AI is a tool, not a replacement for human expertise. It still requires a professional to produce the best work, as it depends on someone with the unique talent to determine what “good” actually looks like.
Think of AI like the introduction of Macs to the creative industry—it was a seismic shift,
but it didn’t replace creativity; it enhanced it. AI has the potential to do the same, enabling tasks to be completed quicker and smarter. If you have the talent and skills, there’s nothing to fear. Instead, see AI as a tool to streamline processes, improve efficiency, and free up your time for higher-value creative work.
As the technology evolves, stay open to experimenting with AI tools that align with your agency’s goals, and make adjustments as needed to ensure they enhance, rather than replace, your unique contributions. Embrace the change, and use it to elevate your work, just as you have with every other innovation that has shaped our industry.
Technology can transform your agency’s operations, but it won’t solve underlying issues with people, processes, or structures. Tools are only as effective as the team using them, which is why it’s vital to involve your team in the selection and implementation process.
By running a systems workshop, defining your needs, and taking a thoughtful approach to implementation, you can ensure your tech stack serves your agency’s goals and is actually adopted by your team.
Remember, the right tools are those that are used consistently, align with your workflows, and help your agency deliver its best work profitably and efficiently.
Running a creative agency that consistently delivers exceptional work while remaining profitable is no small feat. It requires a balance of strong processes, effective resource management, accurate proposals, and a clear understanding of the numbers that drive your business. By applying the insights in this playbook, you’ll be better equipped to tackle inefficiencies, make informed decisions, and set your agency on a path toward sustainable growth.
Every step you take to streamline your operations and enhance profitability brings you closer to building an agency that delivers for both your clients and your team. It’s a journey that takes time, but with the right tools, strategies, and mindset, the rewards are well worth the effort.
Profitability doesn’t mean sacrificing quality or creativity—it’s about working smarter, not harder. By focusing on your strengths, implementing efficient systems, and continuously refining your processes, you’ll create an agency that not only thrives in today’s market but is also prepared for future opportunities.
With over 25 years of experience in the creative industry, I’ve dedicated my career to helping creative agencies achieve sustainable, profitable growth. Starting as a designer, I understand the unique challenges faced by creative teams and how to balance these with the financial and operational demands of running a successful agency.
At my last agency, I played a pivotal role in implementing operational strategies that drove significant revenue growth to $50 million, contributing to the agency’s readiness for acquisition by WPP. This experience reinforced the importance of aligning financial and operational practices to maximise an agency’s value—whether preparing for sale or driving long-term growth.
My approach combines financial acumen, process optimisation, and people management expertise to help agencies boost profit margins without compromising creative quality. This playbook reflects my practical methodology, developed over decades, to guide agencies in improving their profitability through smart decisions and efficient operations.
I’m passionate about empowering agencies to thrive, ensuring they not only deliver exceptional work but also achieve lasting profitability and success. If I can help in any way, please don’t hesitate to get in touch.
Take the next step with a Profitability Boost Session—a focused 90-minute consultation designed to uncover hidden profits and optimise your agency’s financial performance.
For just £495, you’ll gain:
Immediate insights into improving profit margins
Tailored strategies to maximise client and project profitability
Expert recommendations to streamline operations and lay the foundation for sustainable growth
Start with a free 20-minute introductory call to explore your challenges and see if the session is the right fit for you.
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