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
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