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Most agencies don’t make it 25 years but Bill Swanston’s has. From surviving 9/11 to leading a 30-person team through COVID, Bill shares how Bosun (formerly Frederick Swanston) adapted, learned to love KPIs, empowered their team, and even pulled off a successful rebrand. His story proves you can survive the toughest agency seasons and come out stronger—if you track the right numbers, avoid “superclient” risk, and learn to truly let go.
What does it really take to keep an agency alive through market crashes, pandemics, and the endless grind without burning out or losing your edge? Today’s featured guest will unpack his journey from starting in a basement with a couple of clients to leading a 30-person team through some of the toughest seasons an agency can face. From navigating financial blind spots to learning how to actually let go and trust his team, and the reason the agency’s 25th anniversary actually marked a big shift with a new rebrand.
Bill Swanston is the president and founder of Bosun, an Atlanta-based agency that just celebrated its 25th anniversary. Formerly known as Frederick Swanston, the agency has weathered market crashes, client shakeups, and a pandemic while building a powerhouse team with deep creative and digital chops.
In this episode, we’ll discuss:
The challenges that really tested the agency’s resilience.
How learning to love KPIs saved the business.
Why rebrand after 25 years?
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After moving back to Atlanta from New York, Bill was freelancing at BBDO and thinking about switching to smaller agency. As he saw it, it was better to be a big fish in a smaller pond. Unfortunately, his gig at the smaller agency was short lived, since the agency shut down for good. Instead of packing it in, Bill and his partner Scott Frederick grabbed a few clients, set up shop in a basement, and got to work. Built-in revenue gave them a smoother start than most scrappy entrepreneurs, but reality set in quickly.
By the early 2000s, they were hit hard by 9/11 and its ripple effect on corporate events. It was a reminder that whether you’re at a big holding company or running your own small shop, stability is often an illusion. Surviving those first waves meant keeping overhead light, grinding it out, and learning how to adapt before the word “pivot” became a business cliché.
Partnerships can make or break an agency and Bill admits the early years with his partner had their rough patches, not as creatives, but as business owners learning how to disagree productively. Over time, their different strengths meshed into what became a powerful leadership duo.
But nothing tested the agency quite like COVID. With a staff of 30 suddenly looking to them for answers, the partners had to act fast. They slashed salaries, cut their own pay completely, and relied on federal relief programs like PPP loans to keep the team intact. That lifeline, combined with quick adjustments, got them back on track. As Bill put it, “It was the absolute worst period of time for the agency. But we came out stronger because we had no choice but to figure it out fast.”
Like a lot of creative-led shops, Bill and his partner weren’t exactly obsessed with financial metrics at first. According to Bill, they mostly leaned on QuickBooks, check-writing, and gut instincts. That worked until it didn’t. By the time they realized improprieties had slipped under the radar, they knew it was time to upgrade.
Today, they track everything from salaries as a percentage of adjusted gross income to AGI per employee to recurring revenue versus project-based work. They also look at revenue per client to ensure there isn’t any one account that is overwhelming the team. Like many agencies, they had this happen at one point, with a client that accounted for 50% of their billing. He remembers being scared once this client started to dwindle as a result of the ‘08 crisis, which taught him the danger of relying on superclients that can walk away and take half your revenue with them.
Bill stresses that KPIs aren’t about being a math whiz, but about having clarity. Knowing your true profitability by client or department means you stop guessing and start making better decisions. “We do it for our clients,” he said, “so we’ve got to do it for ourselves too.” Nowadays, he works with an external CPA and an internal comptroller who help him keep an eye on the agency’s finances.
Pro tip: If you’re not yet at the point where you can have a CFO but don’t know where to start to assess your agency’s financials, use askquick.ai. It’s a tool developed by Jason and his team that’ll help you figure out your most profitable clients, assess your financial red flags, measure your KPIs, and more.
For the first decade, Bill and Scott were deep in the weeds, reviewing every creative output, managing every account, carrying the business on their backs. Eventually, the workload became too much and they had to learn how to trust others.
Empowering team members to make real decisions wasn’t easy. It started organically as new hires took over account management, media, and digital responsibilities. Over time, Bill realized the work improved when people felt ownership and felt empowered to shape the agency. “The ability to let go and trust others is essential to grow your agency,” he says. This trust not only gave the agency room to grow but also gave Bill and Scott the freedom to step back from being prisoners of their own business.
After two and a half decades as Frederick Swanston, the founders made the bold move to rebrand as Bosun to better reflect what they’d become. The decision was about more than a new logo. According to Bill, keeping their surnames in the brand felt too self-centered and didn’t reflect the agency’s culture.
The rebrand signaled a shift: it’s not about Bill or Scott anymore. It’s about the team, the clients, and the relationships that actually fuel the work. While rebrands often make clients nervous, Bill said the transition was seamless. In fact, many partners celebrated alongside them, proving that strong relationships matter more than the name on the door.
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