How do you grow a marketing agency past the feast-or-famine stage — and keep it growing for almost a decade? Josh Webber has an unusual answer: do it with your brothers. He co-founded Big Red Jelly in 2017 after selling his first company, and has since built it into an Inc. 5000 agency with 33 in-house employees. In Episode 1 of the NoRobots Podcast, Vlad — co-founder of NoRobots and Digital Octane — sits down with Josh to unpack the decisions behind that growth: pricing, hiring, AI, and the clients he now turns away. Watch the full conversation above, or read the highlights below.

Working with family: swim lanes and “professional mode”

Running an agency with two brothers sounds like a recipe for conflict, and Josh doesn’t sugarcoat it: “there’s probably more cons than pros.” What fixed the early bumps was treating the company like a company — clear areas of responsibility, or “swim lanes,” with real job titles, descriptions, and KPIs for each co-founder.

Debates still happen. The rule that keeps them productive: “when we come to work, it’s professional mode, nothing’s personal.” One brother even left for a few years to do business development elsewhere — and rejoined six months ago, reuniting all three.

Cutting the fluff and working from the client’s P&L

Josh started Big Red Jelly partly out of frustration with big-agency inefficiency — vague line items like “strategy” and “creative” that clients pay for without seeing a practical benefit. His fix is to reverse-engineer every engagement from the client’s P&L: even a rebrand has to connect to conversion rates, the sales cycle, and revenue.

He’s candid that world-class freelancers are often the cheaper, more efficient option, which means an agency has to justify itself with outcomes: “everything that we do has got to impact the top and bottom line.” As performance marketing normalized paying for results rather than deliverables, that bar only got higher.

AI, GEO, and the rising value of human connection

Big Red Jelly now works with GEO (Generative Engine Optimization) — visibility in ChatGPT and Claude — alongside classic SEO. Josh’s framing, borrowed from Good to Great: technology is an accelerant. “It’s rocket fuel as opposed to gasoline” — AI amplifies whatever strategy, processes, and people you already have, good or bad.

Prospects increasingly show up with AI-built websites that get roughly “eighty percent of the way there.” The agency’s job is the last stretch: industry expertise, the right inputs, and turning a generic build into something that actually converts. In Josh’s view, the more AI does, the more clients crave a human who understands their business and simplifies a complicated landscape.

Agency pricing: bronze, silver, gold — then the shift to retainers

When COVID hit, about a third of Big Red Jelly’s recurring clients paused within a week. The team responded by niching down to one-time brand and build projects, priced in bronze/silver/gold tiers — guardrails for the sales team, with a deposit (ideally full payment) up front. Positioned correctly, more clients accept upfront payment than most founders expect.

Recently the agency pivoted again, leading with its ongoing “grow” service: two months up front, then a monthly retainer on a six- or twelve-month contract. “Recurring revenue is just such a nice thing” — easier to plan, staff, and schedule around.

Client red flags: earning the right to say no

As you grow, “you start to earn the right to say no more.” Josh’s number-one red flag: clients who hire experts and then dictate every move. His analogy — you don’t stand over a plumber’s shoulder telling him which screw to use. Holding that line, ironically, often closes more deals by establishing expert status.

Red flag number two: payment terms. Net-60 requests, no deposit, or “pay when it’s delivered” are dealbreakers now, even though they were tempting to accept in the early hustle years. For more on picking the right clients in the first place, see the client acquisition strategies agencies swear by.

Hiring when one role gets 800 applications

Both Vlad and Josh have watched job postings balloon from ~50 applicants to 700–800, with the same three or four genuinely suitable candidates. Josh’s filters: a walkthrough video inside the job description that answers all the usual first-call questions, then a simple ask — email your resume, portfolio, and a short video on why you’re a fit. Half never reply, filtering themselves out.

Big Red Jelly is also relaunching its paid internship program: three months is enough to see the intangibles — hard-working, smart, curious — and it doubles as a recruiting pipeline from Utah Valley’s talent pool.

Utah’s Silicon Slopes: edge or constraint?

Being in Utah rather than New York or LA is, on balance, an advantage: East and West Coast companies hire Big Red Jelly because it’s more affordable yet still US-based, and Silicon Slopes supplies talent and an entrepreneurial ecosystem. The trade-off is proximity to deal flow — Josh admits a year in NYC or LA would mean closing “deals like crazy.” His investor-style workaround: watch the next up-and-coming hubs, like Nashville, Charlotte, and Tampa Bay.

Advice for new founders

Starting over today, Josh would niche down faster, build strategic partnerships early, and spend his time on exactly two things: sales and marketing, and recruiting A-players. On the operational side of that, see when agencies should stop, restart, or hold the line and what running a digital agency actually teaches you.

For individuals entering the field, his bar is simple: technical skills get you the job, but “soft skills will get you promoted.” And the Big Red Jelly tagline that applies to any career: “be the best at everything that requires zero talent” — punctual, proactive, communicative, curious. Do that consistently, and you outpace most of your peers.

Find Josh at bigredjelly.com or on LinkedIn, and watch the full episode on YouTube.

We’ve covered decision-making in agency project management before – in our first piece on the topic, two agency leaders shared how they navigate project pivots and high-stakes calls. The responses were pointed enough that we decided to keep asking. This time, we brought the same questions to two very different teams: Brut Marketing, a boutique strategy and marketing agency operating between Bali and LA, and Superbase, an independent brand design and strategy firm based in Boise, Idaho.

Same questions. Different contexts. Genuinely different answers.

When Rebuilding Is The Smarter Move

Not every project can be salvaged by iteration. Sometimes the most efficient path forward is back to zero – and recognizing that early is its own skill.

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

Dian Andrusary, Partner at Brut Marketing:

Yes – more than once. Usually, it happens when a project moves into design or promotion too quickly, before the foundation is really defined. A brand may already have a logo, a website, or some market activity, but the positioning is still blurry, the audience is too broad, or the product story is not sharp enough. In those cases, trying to “fix” things layer by layer often wastes more time than starting over with strategy and building properly from there.

Changing Course Mid-Project – and Knowing When It’s Necessary

Stopping a project mid-process is a harder call than it sounds. The work is already underway, time and money are in, and changing direction means admitting the original path wasn’t right.

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

Dian: Yes – especially in product or service launches where the first goal is not to scale immediately, but to test viability. In those cases, we often go to market with an MVP version, a focused offer, and a set of working hypotheses around audience, positioning, and value proposition. Sometimes the market response shows that the initial assumption is simply not strong enough. When that happens, we would rather pause, step back, and rethink the core proposition than keep pushing a direction that is not being validated. For us, that is not failure – it is part of a strategic process.

Kelly Williams, Founder and Creative Director of Superbase:

Mid-project pivots aren’t uncommon, and can happen in varying degrees and for various reasons. For example, we’ve had projects that required drastic changes in the direction due to client name changes, trademark issues, or leadership changes on the client side. Of course, those are all external factors. As far as changing directions during a project because of some sort of evolution with the creative internally – yes, this has happened too. If, throughout the course of the project, we notice that something isn’t working or we receive new information that impacts the direction, we must adapt to this. Although it’s very rare, this can certainly happen, and we’re not too stubborn to admit if something isn’t working. We want to be proud of the work. So, if it becomes clear that we would not be proud of the work, we pause, re-evaluate, and adjust.

The Decisions That Shape Everything Else

Every project involves dozens of small calls, but a few carry disproportionate consequences – the ones that set the direction everything else follows.

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

Dian: The most high-stakes decisions are always the early strategic ones: positioning, audience prioritisation, offer logic, and go-to-market direction. A visual mistake can usually be corrected. But a wrong strategic decision affects everything that comes after it – website structure, messaging, content, campaign mechanics, media budget, and ultimately how the market understands the brand. That is why we treat early-stage thinking with the same seriousness as final execution.

Kelly: I believe that our branding work requires the most planning, research, and insight. It can be a risky endeavor to start a new brand or undergo a rebrand. There can be a lot of resources invested into it. So, we try to help our clients understand that it is worthwhile to take the time necessary to do it right. Much of the responsibility is in the form of expectation management, and being able to navigate subjective topics in order to keep the work moving forward.

Owning Mistakes: How Agencies Handle Accountability

Things go wrong in every long-term client relationship. What distinguishes good agencies isn’t a perfect track record – it’s how they respond when something breaks.

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

Dian: First, we take responsibility quickly and directly. No hiding behind the process, no trying to soften the issue. Then we break the situation down very clearly: what happened, what impact it created, what can be fixed immediately, and what needs to change internally so it does not happen again. In our experience, clients can forgive mistakes much faster than they can forgive defensiveness or a vague response.

Kelly: As the founder and director of the studio, the responsibility always ultimately falls on my shoulders. So even if my team or a member of my team makes a call that causes a problem for the client, the client doesn’t view that as a one-on-one issue. It’s something that affects the entire business. I try to always stand by my teams’ decisions and support them, but if there is clearly a bad judgement call, Superbase owns up to it, and we adjust internally. If there is good chemistry with the client, we all understand that we are working together toward a common goal. Problems aren’t usually the result of only one decision. There is almost always a pattern or some underlying issues that can be discovered and resolved in order to avoid an impasse.

The Strangest Brief They’ve Ever Worked Around

Agency project management rarely stays within the lines of the original brief. Occasionally it goes somewhere nobody planned for.

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

Dian: One of the more unusual challenges was working on a tennis platform that had to serve very different needs inside one ecosystem. It was not just about making a nice interface – the product had to combine booking, CRM functionality, web and app experiences, and features for both players and tennis businesses. The real challenge was making something quite complex feel intuitive and coherent for very different users. Projects like that force you to think beyond pages or screens and design around an entire system.

Kelly: This isn’t necessarily a design requirement, but as far as strange moments in my career – one that comes to mind was self-inflicted, actually. Working as the Creative Director for a footwear company at the time, I had this idea for a product photoshoot that would require some snakes slithering around the product. A reptile rental business in Southern California turned out to be the solution. The budget didn’t stretch to the optional snake handler, so I signed a waiver and opted to handle them myself. Snakes aren’t really my thing – but people in Hollywood do this kind of stuff all the time, so how hard could it be? Picking up a bunch of snakes and trying to bring out the supermodel in them was a pretty new experience, to say the least. They crawled all over me, but the project got done with no bites. Honestly, I’m convinced the snakes shared my sense of humor about the whole thing.

Final Thoughts

What stands out across both conversations is that strong agency leadership is rarely about always getting it right the first time. It’s about knowing when to pause, when to rebuild, when to defend a direction, and when to admit it no longer works. Whether it’s a boutique strategy team or an independent design studio, the common thread is a willingness to stay flexible without losing conviction. The best decisions in agency project management often happen long before launch day – in the uncomfortable moments where teams choose clarity over momentum, honesty over ego, and long-term outcomes over short-term convenience.

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!

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

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