Insights
Everything you ever wanted to know about growing a marketing agency in your inbox every week.
The problem with revenue per head
Revenue per head is one of the most widely used metrics in agency management. I regularly speak to agency leaders who tell me they are aiming for a revenue per head of £X because a book told them to (you know which one). Let's talk about something better.
4 meetings that matter
Aiming to spend 1 day per week running the business is not a lot of time, so I chaired (or co-chaired) 4 weekly meetings that covered most things within my remit (sales, client service, strategy, operations - including HR and IT - and the general responsibilities of ownership). Here's what they covered.
Working in the business vs. on the business
Many of the agency owners I speak to wish they were free from the day-to-day so that they can focus on the agency’s strategy. They wish they weren’t required in the business, which would allow them to work on the business. But one thing in particular blurs the line between in the business and on the business: clients.
Don't tell your team too early
So you need to make a change - and it feels like a big one. A new PM system. A new hire. A new leader. Here's why you shouldn't tell your team too early.
Location, location, location
This week’s post is a personal story with a practical lesson for any agency thinking about its office, so indulge me.
A better org chart visualisation than the one you’re using
An organisational chart shows where departments sit and who manages who in your business. I’ll often ask to see an org chart or organogram at the beginning of an engagement because I can immediately guess what some of the firm’s challenges are likely to be.
Who put that team in charge?
Many agencies seem to revolve around one particular team, which feels like it gets all the praise - and the easiest ride. Let's talk about why that happens (and if it's really a problem).
How to avoid timesheets
You've left that big, bureaucratic business: yours will be agile and admin free. You won't make people fill in those pointless timesheets. Here's what you need to overcome.
The truth about headcount
In its second year of trading, Rise at Seven onboarded a new employee every single week for a full 12 months. We publicised this relentlessly, so no hard feelings if you think we celebrated this as an achievement. But headcount is not a goal in itself; it's a means to an end.