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What significant challenges have you encountered while growing your agency? Do you have the right team that aligns with your vision and goals? Are you in a situation where you have dream clients that can pay what you’re worth? Today's featured guest brings valuable perspective from five years of growth with his recent venture in SaaS and a previous social media agency venture. Having navigated the common hurdlesagency owners face, he shares the enduring lessons and effective solutions that have propelled his agency forward. Join us to gain practical insights into overcoming these universal agency challenges with proven strategies that deliver results.
Jon Rivers is the co-founder and co-owner of Marketeery, a B2B agency that fills the gap for B2B mid-size high-tech companies in need of marketing content to meet their audience where they are in the customer journey. He shares his journey from starting as a developer to eventually finding his niche in the Microsoft ERP CRM space and discusses the challenges in this journey, including losing key clients, learning to delegate, and learning to say to the wrong clients.
In this episode, we’ll discuss:
Understanding that agency growth is not linear.
Escaping the agency owner hamster wheel.
Assembling your agency dream team.
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The Winding Path from Developer to Agency OwnerAlthough Jon initially trained as a developer, he quickly realized this wasn't his calling and transitioned to Help Desk operations and consulting roles. His career path later led him to join a company in the Enterprise Resource Planning (ERP) space. As he learned and grew in this space, the company faced a new hurdle when a key product partner was acquired by Oracle, disrupting their established processes. This challenge ultimately became an opportunity, prompting Jon to develop integrations for the Microsoft ERP ecosystem.
Through his subsequent roles at various companies, Jon began taking on marketing responsibilities fifteen years ago. During this period, he started exploring social media strategies and eventually established his first agency focused on this emerging field. It wasn't until much later, during the Covid pandemic, that Jon partnered with his current collaborator to launch an agency specifically targeting the ERP CRM space, with the explicit goal of business expansion.
A Mindset Shift: When Clients Take Marketing In-HouseThroughout the years, Jon has gone through the various stages of growth that most agencies experience and he has come to know the cyclical nature of success and setbacks. He recalls the initial excitement of acquiring clients and generating revenue, which inevitably leads to a desire for scaling the business. However, this journey is rarely linear. There are periods of growth followed by slowdowns. An ebb and flow is a natural part of any entrepreneurial journey.
One of Jon's first significant learning experiences came when a client who had developed a strong relationship with his agency suddenly decided to bring operations in-house. This common occurrence dramatically alters the client-agency dynamic. When a company hires a new marketing director, for instance, that person often brings existing relationships with other agencies and may show little interest in maintaining the current agency partnership.
After experiencing this scenario multiple times, Jon has reframed his perspective in a more constructive way. He now views a client's decision to internalize services as evidence that his agency has successfully elevated their business to a point where they can sustain these functions internally. Rather than taking these transitions personally, Jon sees them as achievements worth celebrating—tangible proof that his agency has delivered substantial value and helped clients reach important growth milestones.
Getting Off the ‘Agency Hamster Wheel’Thinking back to the setbacks in his agency journey, Jon can identify his business was not only too reliant on referrals, he also sees it took him too long to let go some parts of the business that could have been managed by others while he focused on growth.
At the end of the day, an owner that works in the weeds five days a week is not doing enough to create new opportunities for growth. This is what Jason calls the ‘agency hamster wheel’, where owners find themselves trapped in a relentless cycle of acquiring clients, delivering services, and then scrambling to market and sell again. The only way agency owners get out of this cycle is by clearly defining their roles as the CEO and start to delegate. For Jon, this meant understanding that he just could not be in the weeds.
A CEO should focus on the vision, strategy, and growth, rather than day-to-day operations. This requires a shift in mindset, where agency leaders must learn to trust their teams and empower them to take on responsibilities. By stepping back, Jon was able to create space for innovation and strategic thinking, ultimately positioning his agency for long-term success.
Assembling Your Agency Dream TeamFor leaders to cultivate and empower their teams, they need to set a clear vision and communicate it consistently. This vision should not be confined to annual retreats or periodic meetings; instead, it should be a living, breathing part of the agency's culture. Furthermore, leaders should actively seek to coach and mentor their team leaders; by doing this, they’ll not only foster an environment where individuals can grow into their roles and take ownership of their responsibilities but also alleviate the burden on themselves.
Jon also points out the need to accept that the people you started the agency with may not be with you for the entire run. This is not necessarily negative and a natural part of the agency’s evolution. As his business found its niche, not every one of his content creators felt comfortable with the new direction. Jon now sees he held onto these individuals for too long and that the best approach was having an honest conversation. In his case, this led to both parties agreeing to part ways.
Try to view team composition through the lens of building a "dream team." Just as the NBA assembled its legendary "Dream Team" for the Olympics, agency leaders should focus on assembling a group that aligns with the current vision and goals of the organization. By doing this, you won’t have issues seeing when a hire just isn’t the right fit.
Saying No to Grow: Strategic Client Selection for Agency SuccessAs Jon grows his agency, managing operational expenses has also emerged as a significant challenge. The accumulation of various tools and services required to maintain efficient operations can become financially burdensome. In these situations, agency owners should critically evaluate their pricing structure and consider whether increases are warranted.
While conducting quarterly assessments of essential versus non-essential services is of course important, many agencies operate on dangerously thin margins. This issue can often be resolved by properly evaluating the value delivered to clients and adjusting prices accordingly. A common answer to this suggestion is “what if my clients don’t want to pay that amount?” To which Jason counters, maybe they’re not the right clients.
Reassessing your client relationships is a necessary step in your agency’s growth. You may lose half your clients once you announce the price raise, but you’ll still be creating more space for clients willing to pay the right price for the value your agency brings.
Furthermore, Jon has learned that it’s not just about raising prices and watching the wrong client walk away. It’s also about saying no to the wrong clients. Early in his career, Jon might have hesitated to walk away from unprofitable clients. However, as he gained experience, he recognized that letting go of clients who do not contribute positively to the business can create space for more aligned opportunities.
Being selective about clients signals a more mature stage of business development. Rather than viewing client selectivity as a luxury afforded only to established agencies, Jon encourages owners to adopt this mindset early in their growth journey. In his assessment, implementing selective practices sooner rather than later will ultimately prove more beneficial for long-term business success.
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