Insights

I will never, ever have a company phone number ever again (unless something drastically changes).

I help agencies to overhaul (or sometimes initially build) their leadership teams and make them more productive, so here are some general rules about team size to get you thinking.

Several of my clients are hiring right now, so I’m returning to recruitment scorecards fairly often.

If you’ve ever thought to yourself “why am I the only one who seems to be thinking seriously about [new technology]?”...this one is for you.

This isn’t an article on whether you should make redundancies (which is something I talk about with clients when necessary); it’s about passing on lessons I’ve learned from 3 redundancy processes that I’ve seen first hand.

I’m continuing my series of articles about getting out of the day-to-day by sharing four things I personally did at Rise at Seven, plus one more that anyone can do, if you don’t feel like you can go all in like I did.

Last week I shared what I think agencies can expect from the market going into 2026. This second week in January I’m talking about the second most important thing: what you do at the agency.

More and more agencies are creating new “tracks” for staff who don’t want to (or can’t) manage people. If agencyland reframed the concept of “manager” as “someone who gets results out of other people”, rather than “someone who helps other people with their workloads”, we’d see this trend as more problematic.

We're starting to think about our end of year updates to our whole businesses, so let's explore what should be included in that presentation.

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.