Decision-making in digital agency project management is rarely straightforward. Sometimes the right choice is to pause, change direction, or even rebuild part of the work entirely. In other cases, the biggest challenge is simply recognizing early that a project is drifting off course.

In this installment of our series, we take a closer look at how agencies approach those moments in practice – with insights from Growth Hackers, a digital marketing agency focused on data-driven growth strategies, and Betelguise Web Design, a UK-based web design studio specializing in tailored website solutions for businesses.

When a Project Needs a Fresh Start

Even in well-structured digital agency project management, there are times when continuing forward no longer makes sense.

Have you ever had to rebuild or redo a project from scratch? What led to that situation?

Paul Griffiths, Web Designer and Proprietor at Betelguise Web Design:

Luckily, no. We place a strong emphasis on getting a full and detailed brief from the client before starting any work, along with maintaining consistent communication throughout the project. This helps avoid major misalignment, so a complete rebuild has never been necessary.

Jonathan Aufray, CEO at Growth Hackers:

Yes, a few times. It usually happens when we realize halfway through that the initial strategy isn’t going to deliver the results we promised. It’s not an easy decision, but rather than pushing forward with something that falls short, we choose to rebuild. In the end, it allows us to deliver work that actually performs, instead of just ticking boxes.

Knowing When to Change Direction

Sometimes the clearest signal that something is wrong appears before the project is finished.

Have you ever stopped a project mid-process because you believed the direction was wrong?

Paul: Yes. In one case, despite having a full brief, it became clear that a key service of the client’s business had been overlooked – something that was essential for strong SEO performance. We guided the client through the issue and adjusted the direction accordingly, and the project was ultimately completed to their satisfaction.

Jonathan: Absolutely. Continuing would have meant wasting time and resources for both us and the client. It’s always better to pause, reassess, and pivot than to finish something that doesn’t create real impact. For instance, we were developing a content strategy for a wellness brand that relied heavily on long-form articles. Early engagement data showed that their audience preferred short, interactive content. We paused the project, shifted to video and social posts, and engagement doubled within weeks.

The Decisions That Carry the Most Weight

Some choices naturally come with higher stakes – especially those that directly affect performance, visibility, and growth.

What type of decision in your work carries the most responsibility or risk?

Paul: Creating a client’s online presence carries a significant level of responsibility, as it directly impacts how their business is perceived and found. That’s why clear and ongoing communication is key, ensuring that all content and decisions stay aligned with the agreed brief and overall goals.

Jonathan: Decisions that impact a client’s budget or overall growth strategy carry the most weight. A single misstep can affect not just performance, but also trust. That’s why we take a careful, data-informed approach and consider all angles before moving forward with major decisions.

Handling Mistakes in Digital Agency Project Management

When something goes wrong, the response matters just as much as the problem itself.

How do you handle responsibility when a decision made by your team causes problems for the client?

Jonathan: We take ownership immediately and communicate openly about what happened. That includes outlining a clear plan to fix the issue and taking extra steps to make sure it doesn’t happen again. Ultimately, our reputation depends not on avoiding every mistake, but on how we respond when something goes wrong.

Unusual Challenges in Agency Projects – and How to Tackle Them

At times, projects come with unexpected constraints that challenge teams to think differently.

What was the strangest or most unusual requirement you had to design or build around?

Paul: One of the more unusual projects involved a site selling adult products, which required a completely different approach to SEO compared to typical B2B or B2C work. It meant carefully adapting strategies to reach the right audience while navigating platform restrictions and sensitivities, making it a unique and interesting challenge.

Jonathan: We once worked with a client who needed an ad campaign that completely avoided using any of their brand colors because they were doing a very niche market test. It was an unusual constraint, but also a creative challenge. Finding a way to make the campaign effective within those limits ended up being a really fun and rewarding exercise for the team.

Final Thoughts

Project work rarely follows a perfectly linear path. From deciding when to start over to adapting strategies mid-process, the ability to make informed decisions is what keeps projects on track.

While every agency approaches workflow and decision-making differently, the common thread is clear: strong communication, flexibility, and a willingness to adjust course when needed are essential for long-term success. In an environment where priorities can shift quickly, these principles help agencies maintain both project quality and client trust.

Explore More Agencies

If you’re an agency, designer, or startup looking to boost your visibility, you can join Norobots and become part of our curated network of trusted businesses.

If you’re a brand or client searching for the right partner, our platform helps you discover agencies, designers, and startups you can rely on. Browse the listings and find the right fit for your next project!

After looking at operational processes in our previous article, we’re revisiting the theme of managing client expectations – this time with perspectives from Presta, a digital agency based in Belgrade, Serbia, focused on building high-performing eCommerce experiences, and WPRobo, a UK-based web development and WordPress-focused agency helping businesses grow through tailored website solutions and ongoing support. From setting expectations to handling challenges mid-project, these are their insights on client collaboration.

Knowing When to Push Back

Navigating client requests isn’t always straightforward. There are moments when agencies need to push back, and how that’s handled can define the relationship.

At what point in a project do you say “no” to a client request, and how do you communicate that without damaging the relationship?

Vladeta Radovanovic, CEO and founder of Presta:

I say “no” when a request would clearly compromise the project’s goals, timeline, or overall quality. When that happens, I explain my reasoning in a straightforward and respectful way, making sure the client understands the impact. Whenever possible, I suggest an alternative approach, keeping the focus on what will ultimately lead to the best outcome for the client’s success.

Ali Shan, business owner at WPRobo:

We use a transparent 4-step process that includes Scope of Work and milestone planning, where all deliverables and timelines are defined collaboratively from the start. If a client request falls outside the agreed scope or risks impacting the project’s quality, we communicate that clearly and professionally. We then refocus the conversation on shared goals, using the approved roadmap as a reference point to maintain alignment and trust.

What Clients Teach You Over Time

Client feedback can play a key role in refining how agencies work over time. Sometimes, a single insight can reshape processes and improve collaboration across future projects.

What is the most valuable feedback you ever received from a client?

Vladeta: The most valuable feedback I received emphasized the importance of clear, early communication around scope and timelines. That insight really shaped how I approach projects today, as it helps prevent misunderstandings before they happen. Since applying that lesson, it has saved a lot of time, reduced friction, and led to smoother project execution overall.

Ali: The most valuable feedback is always genuine and actionable, especially when it has led to meaningful improvements in our development process. Clients often highlight our attention to detail and proactive support, which we take seriously and continuously build on. This is reflected in our 98.5% retention rate and consistent positive testimonials from business owners.

The Subtle Signs a Project Might Go Off Track

Many project challenges can be traced back to small signals early on and recognizing them can help prevent bigger issues later.

What is a small early sign that a project might become problematic?

Vladeta: A small early sign is when the client is unclear or inconsistent about their goals or priorities, which can make alignment difficult from the start. Another indicator is when internal decision-making appears slow or fragmented, as that often leads to delays later on. Spotting these signs early makes it easier to address them before they escalate.

Ali: We typically look for early signs such as delays in client responses, unclear or evolving requirements, or frequent changes that fall outside the initial planning. These indicators can signal potential challenges ahead, so we address them early by introducing additional milestone reviews and check-ins to bring clarity and keep the project on track.

Getting Alignment Right From Day One

That first conversation plays a key role in aligning both sides from the start helping to avoid many issues and misunderstandings.

How do you set expectations in the very first meeting with the client?

Vladeta: I set expectations by clearly outlining our process, typical timelines, and what we need from the client to deliver successfully. I also take time to explain how we communicate, how feedback is handled, and how changes are managed. This helps create a shared understanding from the beginning and sets a solid foundation for the project.

Ali: In the first meeting, we offer a free site audit and take time to understand the client’s specific business goals. From there, we develop and share a detailed SOW that acts as a clear roadmap. This outlines deliverables, timelines, and agile sprint structures, ensuring everyone is aligned and minimizing the risk of surprises later in the process.

When Momentum Slips – and How to Regain It

When clients manage multiple responsibilities, their priorities lie elsewhere which can sometimes affect the productivity of the collaboration.

What do you do when a project loses momentum on the client’s side?

Vladeta: I reach out to re-engage and reconnect. I’ll often suggest a quick status call to understand what might be causing the slowdown and identify any blockers. In some cases, delivering a small, visible piece of progress helps restart the conversation and get things moving.

Ali: We focus on maintaining strong, consistent communication through real-time collaboration tools. We take a proactive approach by scheduling check-ins, identifying any blockers, and offering ongoing support. Structured maintenance plans or small progress updates can sometimes help re-engage the client.

Final Thoughts

Revisiting the same questions with different agencies highlights how varied approaches can be – even when the challenges are similar.
From setting expectations early to managing scope and maintaining momentum, both Presta and WPRobo emphasize clarity, structure, and proactive communication. While every agency has its own process, these fundamentals continue to play a key role in building strong, long-term client relationships.

Explore More Agencies

If you’re an agency, designer, or startup looking to boost your visibility, you can join Norobots and become part of our curated network of trusted businesses.
If you’re a brand or client searching for the right partner, our platform helps you discover agencies, designers, and startups you can rely on. Browse the listings and find the right fit for your next project!

We’re continuing our editorial series featuring agencies from our listings, exploring how different teams approach client relationships, communication, and project workflows. In this edition we’re looking into the operational side of agency work – from hiring and quality control to managing scope and timelines. We spoke with Diffco, a San Francisco-based company specializing in AI, custom software development, and staffing services, and Studio2a, a 3D rendering studio creating architectural, product, and interior visualizations for brands worldwide about their approach to some of the key challenges behind delivering consistent, high-quality work.

What Makes a Strong Hire

Building the right team is one of the most critical factors in delivering strong work. But beyond skills and experience, agencies often look for qualities that ensure long-term collaboration and adaptability.

What specific criteria do you use when hiring designers or developers, and what’s an immediate red flag that disqualifies a candidate?

Adam Kruvand, Principal Creative Director at Studio2a:

We look at experience, the quality of the portfolio, and overall practical fit – things like language, time zones, and work style all matter when it comes to collaboration. It’s not just about talent, but how well someone integrates into the way we work. An immediate red flag for us is overly aggressive outreach, like persistent or pushy emailing, which can signal a lack of professionalism or awareness.

Vadim Peskov, CEO at Diffco:

We look for people who are curious, proactive, and constantly improving their craft. Designers and developers on our team need to stay on top of new tools, workflows, and industry shifts, because the pace of change in our field is extremely fast. A strong candidate is someone who experiments, learns quickly, and integrates new technologies into their daily work. A major red flag for us is when someone isn’t using AI as part of their workflow. Today AI is a core productivity tool across design and development. If a candidate isn’t actively learning, testing and incorporating AI tools into their process, it usually means they’re already falling behind – and that mindset doesn’t align with how we operate.

Managing Revisions Without Scope Creep

Revisions are a natural part of any project, but without the right structure, they can quickly lead to scope creep and misaligned expectations.

How do you structure revisions and amends in your contracts to prevent scope creep while keeping clients satisfied?

Adam: Our process is collaborative, so the client has more input and ownership throughout the process. Minor tweaks are part of this process, so we rarely need to push back on those. Major changes trigger a change order based on an hourly rate or a new project phase altogether. Because expectations are set early, most clients understand and are comfortable with this structure.

Vadim: For SDLC projects, we work exclusively on a T&M basis. In product development, scope naturally evolves as the product grows, new insights appear, and priorities shift. Trying to lock everything into a rigid revision structure usually creates unnecessary friction between teams and clients. With T&M, revisions and adjustments are simply part of the ongoing process rather than something that needs to be negotiated each time. This removes the typical back-and-forth around amendments and allows the team to focus on progress and outcomes. The client maintains flexibility, and the project can adapt in real time as the product matures.

How Teams Stay Aligned on Quality

When multiple people are involved in a project, maintaining consistent quality becomes both more important and more challenging.

What internal process do you use to ensure consistent quality across projects when multiple team members are involved?

Adam: We rely on a standardized internal process that’s been refined over years of creating assets and delivering projects. This structure helps ensure consistency regardless of who is working on a given task. Before anything reaches the client, it goes through an internal review stage, which acts as a quality control checkpoint and keeps our output aligned with our standards

Vadim: Consistency comes from structure and accountability. Every project follows shared technical and design standards that the whole team adheres to. We also conduct regular code reviews to ensure best practices are followed and that the quality of implementation stays high across the board. In addition, each project has a senior lead responsible for overall quality and decision-making. This person acts as the owner of the final output and ensures that the work from multiple contributors remains cohesive. Before anything is presented to a client, we also run internal demos so the team can review the work collectively and catch issues early.

When Projects Start to Drift

Even well-planned projects can go over budget or timeline. Understanding why this happens is key to improving processes and setting more realistic expectations.

What is the most common reason projects go over budget or timeline, and how have you adjusted your process to prevent that?

Adam: Some delays are inevitable. Ours is a collaborative workstyle, so we set the feedback expectation with the client pretty early on. However, there are usually more factors on the client side that interfere with our timeline. We mitigate this by asking upfront who is involved in the process and what problems may occur. This helps us predict a more accurate project delivery schedule and budget.

Vadim: The most common reasons are unclear requirements at the start and strategic pivots that happen during development. As products evolve, new ideas emerge, and priorities shift, which can easily affect both timelines and budgets. To manage this reality, we rely on the T&M model and maintain close communication with clients through frequent weekly syncs. These regular check-ins allow us to surface changes quickly, adjust priorities when needed, and ensure that nothing drifts too far off track before it’s addressed.

Lessons from Client Acquisition

Finding and winning the right clients is an ongoing challenge for most agencies. Not every strategy works – and often the most valuable insights come from what didn’t go as planned.

What have you tried for client acquisition that didn’t work, and what did you learn from it?

Adam: Even after 25 years, we’re still experimenting with finding a reliable, semi-automated approach to lead generation and CRM. It’s something we’ve tested in different ways, but nothing has fully clicked yet. If anything, the takeaway is that there’s no one-size-fits-all solution, and it’s an ongoing process of trial, adjustment, and learning – so if you’ve figured it out, we’d love to hear it!

Vadim: We experimented with outbound sales targeting large enterprise projects, but the results weren’t particularly effective for us. The sales cycles in that segment are extremely long, procurement processes are complex, and conversion rates are relatively low. What we learned from that experience is that our strongest growth comes from warm introductions and demonstrating value quickly. Rather than relying on cold outreach, our approach works best when relationships already exist and we can prove our expertise through direct collaboration.

Final Thoughts

From hiring and internal processes to managing scope and acquiring clients, the operational side of agency work plays a crucial role in delivering successful projects.

As Diffco and Studio2a show, there’s no single way to approach these challenges – but clarity, structure, and continuous adaptation remain consistent themes. Whether it’s building the right team or refining how projects evolve over time, these decisions ultimately shape both the work and the client experience.

Explore More Agencies

Looking for the right creative or marketing partner? Norobots connects brands with trusted agencies, designers and startups from around the world – explore the listings and find the collaborators that fit your needs. And if you’re an agency or designer, join our listings to showcase your work, increase your visibility and become part of our growing network of trusted businesses.

Welcome to our new short editorial series featuring agencies from our listings, where we ask them a few simple questions about how they approach client work, make decisions, and manage project processes. The goal is to share real perspectives from the people behind the work and highlight how different teams navigate the everyday realities of agency life.

Strong client relationships are the foundation of successful agency work. But behind every finished campaign, brand identity, or marketing strategy are countless decisions around expectations, communication, and collaboration.

When do you say “no” to a client? How do you spot early signs of a problematic project? And what happens when a project loses momentum?

To explore these questions, we spoke with two agencies working in different corners of the industry: Greatergood® Brands, a London-based brand design and marketing agency specialising in consumer-facing brands and packaging design, and Phoenix Media, a Thai-British digital marketing agency focused on performance marketing, SEO, advertising, and tailored digital strategies.

Here’s how they handle some of the most common aspects of client relationships.

Saying “No” to Client Requests

One of the most delicate moments in any agency relationship is knowing when to push back on a client request. Whether it’s about scope, timelines, or expertise, saying no requires both clarity and diplomacy.

At what point in a project do you say “no” to a client request, and how do you communicate that without damaging the relationship?

Daniel Hinde, founder and creative director of Greatergood® Brands:

Over the years we’ve become well known and specialised in the work we do in brand and packaging design for FMCG & CPG brands – we often get client requests outside of these categories and will turn the work down, as it simply isn’t our speciality. Another time we would say no, is when clients aren’t aligned on budgets in a realistic manner – due to the nature of our work in packaging design, projects can span 3 to 6 months or even longer. The nature of manufacturing is never linear and from a time perspective we really have to make sure we are accounting for that in our project proposals. We always like to help clients understand project fees and how those are made up, that the number isn’t just plucked out of thin air. If we aren’t matched on budget, we always check in with clients and encourage them to come back to us at a later date.

Robert Wee, founder and managing partner of Phoenix Media:

We try to handle most client requests until the point they become unreasonable, which is usually when they require additional time. In those cases, I explain that the task is time-consuming and would require an additional charge. We believe that saying no to clients, or them saying no to you, comes down to being reasonable. If a request is unreasonable, it is typically due to the time involved. For example, if they request a fully bespoke report, I would explain that we do not have the time to complete it. However, if they would like us to include it within their monthly campaign, we can factor it into their quote and proceed accordingly. Rather than saying no outright, I explain why we are unable to complete the request as it stands, and offer the option to include it at an additional cost if they would like us to proceed.

Client Feedback That Matters

Feedback comes in many forms, but some stand out more than others. For agencies, certain types of client feedback can shape how they see their work and the value they bring.

What is the most valuable feedback you ever received from a client?

David: The most valuable feedback we have received from a client – is always around our experience and insights. We have now worked across hundreds of products within the consumer brand landscape, and countless categories. This gives us a really deep insight (and opinion) into how these brands grow and scale and the challenges they face along the way. When clients tell us that they see us as the “expert”, and we can see them taking notes on our calls – it gives us that validation in the work we do, and the value we add to our clients businesses and projects.

Robert: I am not sure if valuable is the right word, but we have quite a lot of clients who may be tempted elsewhere and move to another agency or try something different. Quite often, they come back, which reinforces our belief that we provide a good service and a good product. I have personally worked at several agencies where you are often aware of what you think are better agencies, when in reality they are not. When clients return after going elsewhere, it gives us confidence and reinforces that what we offer is a good service and a good product.

Early Warning Signs Of Problematic Projects

Not every project goes exactly as planned, and often the first signs appear earlier than expected. Recognizing these signals can help agencies avoid bigger challenges down the line.

What is a small early sign that a project might become problematic?

David: I think this is a general attitude check. We really like to do work for good people which we enjoy working with, it is the driving force in doing good work. Founders and business owners in general can have some pretty big personalities. In our first introduction call if we find a client to be rude, demanding, or generally just not pleasant to communicate with – it will be a real teller for us in how a 3 month project with that person is likely to progress.

Robert: I think any time you enter into something unfamiliar, whether it is a campaign, a website, or another project, it can become problematic. For example, rebuilding a website that was previously custom-built, taking over an existing campaign, or offering a service you have limited experience in can all create issues. If you stick to what you are experienced in, it generally helps to prevent unforeseen and problematic circumstances.

Setting Expectations From The Start

A lot of project issues can be traced back to unclear expectations at the very beginning. Getting that first meeting right can make all the difference – so how do agencies handle it?

How do you set expectations in the very first meeting with the client?

David: In our first meeting with clients we like to talk fairly informally and discuss more the problems which the client is facing, and share some insights which they may find useful. We are a small team and value open, honest and straight to the point conversations with clients on budgets, timelines, deliverables and expectations on both sides of the table. We stress to clients that we will never take on work which we realistically cannot do, but will recommend you to someone great who can. We appreciate that clients are taking a risk in working with us (or any agency), so we like to help them address any concerns they may have – which are entirely valid.

Robert: We always qualify the client on budget and expectations to ensure that what we propose aligns with what they are expecting. If their budget or expectations are unrealistic, we address this during the initial call. For example, if a client is targeting an extremely low CPA, we would ask where that figure came from. They may be part of a marketing team that has been given KPIs by senior stakeholders, which could be unrealistic. In that case, we would question how those KPIs were determined, what they were based on, and whether they are achievable. As long as it is something we are confident in, we have a clear understanding of what a suitable KPI should be. If their expectations are significantly misaligned and they are unwilling to adjust, we would set expectations accordingly.

When a Project Loses Momentum

Even well-planned projects can sometimes slow down, especially when the priorities shift on the client’s side. How agencies respond during these moments often determines whether the collaboration stays productive.

What do you do when a project loses momentum on the client’s side?

David: Again this comes back to being open and honest in how we communicate. Project timelines help keep us all aligned, but we also like to be realistic in terms of the challenges a brand owner or a founder is also likely facing. For a challenger brand in FMCG – a founder is also likely juggling two full time jobs, managing manufacturing and supply chain headaches, and challenges with bootstrapping and fundraising early on in their journey. We really like to support our clients throughout our time working together serving them in an advisory capacity as well as the project deliverables and scope.

Robert: Assuming this relates to a website project, we would try to arrange a meeting and, if that is not possible, set clear deadlines and a timeline to work towards. If it is a marketing campaign, maintaining more frequent contact with the client is helpful. Regular check-ins, even short calls, help ensure everything is progressing well on their side and demonstrate that we are being proactive on ours.

Final Thoughts

While agencies may operate in different markets and specialise in different services, the principles behind strong client relationships remain remarkably consistent.

Transparency, honest communication, and realistic expectations help agencies and clients stay aligned – even when projects become complex. As Greatergood® Brands and Phoenix Media demonstrate, the most successful collaborations are often the ones built on trust, expertise and a shared commitment to making the work better.

Explore More Agencies

Looking for the right creative or marketing partner? Norobots connects brands with trusted agencies, designers and startups from around the world – explore the listings and find the collaborators that fit your needs. And if you’re an agency or designer, join our listings to showcase your work, increase your visibility and become part of our growing network of trusted businesses.