Agency NXD - BlogAgency NXD - Bloghttps://www.agencynxd.com/blogsWed, 28 Jan 2026 03:25:43 +0100http://zoho.com/sites/<![CDATA[How to Choose the Right Non-Exec for Your Agency’s Growth Goals]]>https://www.agencynxd.com/blogs/post/how-to-choose-the-right-non-exec-for-your-agency-s-growth-goalsLearn how to choose a non-exec for your agency. Get steps, examples, and criteria to find the advisor who drives real growth.]]>

A strong non-executive director (non-exec) can significantly boost agency growth by offering strategic guidance, challenging assumptions, and opening new opportunities. They don't manage daily operations but sharpen strategy, prevent missteps, and accelerate decision-making.

This post defines a non-exec, explains their value, and provides a step-by-step process for selection, complete with examples. Key takeaways include: a non-exec provides strategic guidance, industry expertise, and an independent perspective; successful hiring starts with clear growth goals; and fit, expectations, and structure are as crucial as a strong CV.

A non-exec is an independent advisor on your board or a board-level counsel. They don't manage teams but pressure-test strategy, offer industry insight, hold leadership accountable, provide network access, and support governance. For agencies, this often combines strategic advisory with coaching. They are not fractional COOs, freelance sales agents, or passive figureheads. Their value lies in independent judgement, experience, and smart trade-offs.


1. Define Your Growth Goals and Challenges: Before searching, clarify why you need a non-exec. Your goals determine the required skills. Ask: What does success look like (e.g., $5M ARR, new service line)? What's hindering you (e.g., inconsistent pipeline, low utilization)? What decisions need help (e.g., positioning, funding)? What capabilities are missing (e.g., finance, enterprise sales)? Example: To move to enterprise accounts, you need a non-exec with enterprise sales and procurement experience. Document and share these goals.

2. Identify Needed Skills and Experience: Translate goals into a non-exec skills map, covering:

  • Domain expertise: Industry niche, service model, buyer context.

  • Growth levers: Commercial excellence (pricing), operating rhythm (forecasting), strategic positioning, capital/transactions.

  • Governance and leadership: Board experience, coaching, succession planning.
    Prioritize depth in specific bottleneck areas. Example: For a performance marketing agency needing profitability improvement, an ex-COO or MD with margin turnaround experience is ideal.

3. Look for Cultural Fit and Values Alignment: A good fit is crucial for avoiding friction. Look for: direct but respectful communication, pragmatism, humility, founder empathy, and values alignment. Red flags include being overly prescriptive, name-dropping without substance, vague answers, or disinterest in your team's context. A practical test is inviting them to a working session.

4. Leverage Your Network and Industry Connections: Trusted referrals are best. Look within your clients, peer agencies, industry groups, investors, events, and curated platforms. Be precise when asking for recommendations (e.g., "We need help with pricing and enterprise sales for B2B SaaS"). Aim for a diverse shortlist of 5-8 candidates.

5. Conduct Thorough Interviews and Due Diligence: Treat this like a critical leadership hire. Structure interviews across sessions focusing on context, priority problems, team chemistry, and case/references. Ask specific questions (e.g., "How would you improve gross margin?"). For due diligence, speak with at least three references (founder, executive, team member), verify track record, check for conflicts, and confirm availability. Consider a paid micro-engagement to test working style.

6. Set Clear Expectations and Define the Scope: Clarity protects the relationship. Agree on:

  • Role definition: Purpose, in-scope activities (e.g., strategic guidance, monthly board meetings), and out-of-scope activities (e.g., daily operations).

  • Cadence and format: Monthly board sessions, biweekly check-ins, quarterly offsites, as-needed availability.

  • Metrics and dashboards: A small set of lagging and leading indicators tied to goals (e.g., revenue growth, gross margin, pipeline coverage).

  • Term and review: Start with 6-12 months, with a 90-day review and a simple termination clause.

  • Compensation: Monthly fee, equity, or a blend. Tie success fees to clear outcomes.

  • Documentation: Put everything in writing via a standard agreement.

Example Scenarios:

  • Founder-led sales plateau: Non-exec: Ex-enterprise sales leader. Impact: Higher win rates, repeatable sales motion.

  • Low margin despite growth: Non-exec: Ex-COO with margin turnaround experience. Impact: Margin lift from 35% to 50%.

  • Preparing for exit: Non-exec: Advisor with M&A experience. Impact: Better multiple, smoother diligence.

Running an Effective Relationship:

  • Share context (board pack) in advance.

  • Focus meetings on decisions.

  • Create accountability (owner, due date, metric).

  • Encourage candor and challenge.

  • Close the loop by reporting outcomes.

Common Mistakes to Avoid:

  • Hiring for fame over fit.

  • Vague scope.

  • Over-indexing on one dimension.

  • Ignoring team buy-in.

  • No metrics.

Conclusion: Invest in the Right Non-Exec to Unlock Your Next Stage

Your next phase of growth will require new decisions, new focus, and new capabilities. A strong non-exec gives you strategic lift, sharper execution, and the courage to say no to the wrong opportunities. Define your goals, map the skills you need, hire for values and impact, and set clear guardrails. Do this well and you’ll reduce risk, accelerate learning, and move faster with confidence.

If you’re serious about scaling your agency, start your search this month. Write your goals, build a short-list, run structured interviews, and test with a small engagement. The right non-exec won’t just advise your growth—they’ll help you achieve it.


Get Started Now
]]>Mon, 18 Aug 2025 15:42:39 +0000<![CDATA[How a Non-Executive Director Can Elevate Your Marketing Agency]]>https://www.agencynxd.com/blogs/post/how-a-non-executive-director-can-elevate-your-marketing-agencyRunning a marketing agency with up to 50 employees often feels like balancing on a tightrope. You’re steering operations, securing clients, managing f ]]>

Running a marketing agency with up to 50 employees often feels like balancing on a tightrope. You’re steering operations, securing clients, managing finances, and keeping team morale high. No wonder many agency founders feel stretched thin.

This is where a Non-Executive Director (Non-Exec) can make a big difference. With seasoned expertise, fresh perspectives, and targeted guidance, a Non-Exec can help you overcome challenges, seize opportunities, and accelerate growth.

Here’s how a Non-Exec can bring real, measurable value to your agency.

Strategic Guidance to Drive Growth

A Non-Exec can refine your agency’s long-term strategy, helping you overcome growth plateaus. Many small agencies struggle to scale due to a lack of structured planning. By providing expertise and an objective view, a Non-Exec helps you focus on areas with the highest impact. For example, they might guide you in expanding into new industries or adopting advanced marketing technologies.


Example:

A social media agency wanted to diversify into content creation but lacked confidence. Their Non-Exec helped them test services with existing clients, refine delivery systems, and scale up seamlessly. The result? A significant revenue boost.


Industry Connections to Unlock Opportunities

Non-Execs often have a network of valuable industry contacts. These connections can open doors to new clients, collaborators, or investors, helping your agency grow faster.

Whether it’s landing a high-ticket client or forming a strategic partnership, a Non-Exec can help you bypass conventional roadblocks.


Scenario:

An agency targeting larger corporate clients struggled to make connections. Their Non-Exec introduced them to key decision-makers, securing opportunities that would’ve taken years to access.


Financial Oversight for Better Profitability

Creative founders often overlook financial discipline, which can lead to declining profit margins or cash flow issues. A Non-Exec can help you set budgetary controls, optimise resources, and cut unnecessary expenses.


Quick Win Example:

An agency overspending on unused tools worked with their Non-Exec to review operations. By consolidating software licenses and focusing on high-yield investments, they improved margins by 8% in a year.


Leadership Mentorship to Strengthen Your Team

Attracting and retaining top talent is often a significant challenge for smaller agencies. Engaging a Non-Executive Director (Non-Exec) can provide invaluable mentorship to your leadership team, enhancing decision-making processes and fostering a sustainable culture of growth.

With this guidance, founders experience reduced stress as their teams become better equipped to manage day-to-day operations, allowing leaders to focus on long-term strategy and business development.


Real-Life Impact:

A creative director facing persistent challenges with time management worked closely with their Non-Exec to develop skills in delegation and prioritization. Within six months, the agency's operations became significantly more efficient, enabling the director to dedicate more time to client relationships and high-impact projects.


Navigating Market Changes with Confidence

Adaptability is critical in the fast-moving marketing world. From shifting trends to new technologies, a Non-Exec’s experience can help you craft proactive strategies to stay ahead.


Scenario:

During a downturn, an agency’s usual revenue streams dried up. Their Non-Exec guided them to pivot to short-term campaigns, meeting immediate client needs and retaining business.


Should You Appoint a Non-Exec?

If you’re looking to break growth ceilings, boost profitability, or plan for a high-value exit, a Non-Exec could be the key. Their outside perspective complements your team’s expertise, helping you solve challenges and unlock opportunities.

From strategy to financial discipline to leadership mentoring, a Non-Exec has the tools to take your agency to the next level.


Take Action

Ready to explore how a Non-Exec can help? Start by identifying the areas where you feel most stretched. Then search through our extensive panel of NXDs with the expertise and network aligned to your goals. 


Their input could be the step that turns stagnation into success.

Get Started Now
]]>Tue, 22 Jul 2025 14:27:09 +0000<![CDATA[Ask our non-execs: Stephen Kenwright]]>https://www.agencynxd.com/blogs/post/ask-our-non-execs-stephen-kenwrightAsk our non-execs. Stephen Kenwright. Stephen has launched his own agency and grew it to over 100 staff before exiting and subsequently had board roles at two other agency groups.]]>
Ask our non-execs. Stephen Kenwright. Stephen has launched his own agency and grew it to over 100 staff before exiting and subsequently had board roles at two other agency groups. He's also been head of digital at £4.7bn turnover Pendragon, was a consultant to Missguided and in his spare time founded SearchLeeds. 
 
Stephen - you bring a wealth of start-up, rapid growth experience and scaling agencies up to our panel of NXDs. What started you out on your journey.

I joined agencyland by accident, freelancing for a small integrated agency while studying for a Masters in Shakespeare. Eventually I found myself at a digital marketing agency called Branded3 at just the right time: they got acquired and I joined the management team quite quickly because they needed to think about succession. I had some strong advocates there, especially Tim Grice, who eventually became CEO. The rest, as they say, is history.

What prompted you to decide to launch your own agency Rise at Seven

I launched Rise at Seven almost by accident. I took a role brand-side at Pendragon PLC - then the UK's largest automotive retailer - and it quickly became clear that it wasn't going to work out. At the same time, Carrie Rose was applying for the Apprentice and asked me for some input into her business plan. She didn't get onto the show (which is a shame because she'd have been incredible on it) - but the plan seemed good so we decided to do it together, rather than me going looking for another job.

In just three years with Rise at Seven you oversaw remarkable growth with staff rising to 110 and sales climbing above £7m. Can you briefly outline the key reasons that drove this growth?

We had a good plan and we executed it; there was a strong focus on sales and marketing throughout the business and everyone felt responsible for (and part of) the business' growth; we decided we would use social media to scale and hired people who had the skills (and following) to make that happen with us; we had a more proactive approach to recruitment than agencies usually do, with a wish list of potential hires and a constant pipeline of budding employees waiting in the wings. Ultimately we grew very quickly because marketing works - and we did a lot of it.

And after just three years, you stepped down. Why was this.

My co-founder and I had different visions for the business: I'd always wanted to grow and exit and Carrie decided that she wanted to stay. If we'd continued, one of us wouldn't have achieved the outcome that we wanted, so we had a grown up conversation about it and determined that I should exit sooner rather than later. The accelerated timescale was definitely influenced by the pandemic - most of Rise at Seven's fastest growth came during COVID and I'd had a baby when the business was 3 months old, so I basically hadn't slept in 3 years. I feel very lucky to have been able to exit when I did and spend a lot of time with my little boy before he went to school.

You helped the ambitious agency group Ride Shotgun in its formative years and the merger of Branded3 into Edit. These are both in many ways different sides of the coin - what skills do you believe you were able to add there.

I love learning and I joined Ride Shotgun because it was new to me: I'd never worked in production before and I wanted to understand it. Lots of the skills I've used have been required everywhere I've worked: Rise at Seven's business model was very similar to Branded3's - and I'd seen the M&A strategy at Ride Shotgun before with the merge of Branded3 into Edit, so those two businesses also felt quite similar in the end. Sales has been the consistent thread throughout my career and I would certainly say that anyone who wants to make a difference in agencies should develop their selling skills.

You also consulted for two well-known brands in Pendragon and Missguided - how do you feel you were able to add value there as opposed to your native agency world.

Pendragon and Missguided were quite different engagements (and I've done more consulting besides). Both were under the guise of digital but, to be honest, tended to be more focused on commercial and strategy, which I've done in agencies for my whole career. I was at Missguided, for example, to help the team deploy a large project over three months, but the actual job was asking questions and working through business cases with analysts. That being said, I'm definitely happiest in agencies - I've seen enough now to recognise the patterns and solve problems very quickly.

And finally, what sort of agencies or companies are you ideally seeking to work with? 

Having worked in digital marketing, development, content production, PR, media and creative, I bring a wider perspective to any type of agency - but I primarily work with those that have a leadership team in place (or are looking to create one), which typically means they have at least 20 staff and turnover more than £1.5m. The problems I solve are mostly growth-related: lack of pipeline, lack of conversion, lack of margin and a lack of fun while doing it.

Thank you Stephen


]]>Fri, 06 Jun 2025 10:07:27 +0000<![CDATA[Ask our non-execs: Nicky Unsworth]]>https://www.agencynxd.com/blogs/post/ask-our-non-execsAgencyNXD has launched a feature where we ask our talented team of non-execs a few brief questions about how they got to where they are and what they believe they can offer our growing pool of ambitious agencies. The latest in this series is Nicky Unsworth.]]>
Nicky Unsworth is the latest interviewee in our series of features where we ask our talented team of non-execs a few brief questions about how they got to where they are and what they believe they can offer our growing pool of ambitious agencies. 

Ask our non-execs: Nicky Unsworth. Nicky led the MBO and subsequent sale of BJL to Dentsu



 

Hello Nicky and thanks for agreeing to be interviewed . You bring brand marketing experience as well as agency experience to our panel of NXDs Nicky. You started out in-house marketing - what prompted your move from gamekeeper to poacher when you opted to join BJL

I was sponsored by Pilkington for my Business degree (specialising in marketing), so I naturally started on the client side. Moving to an agency was about broadening my experience and allowing me to focus more on the strategic and communications aspects, which particularly interested me.

Once I joined an agency, I felt I had found my home: applying creativity to deliver commercial solutions, working with a portfolio of clients, and being inspired by the dynamic mix of people typically found in agencies all combined to create the perfect work environment for me.

Were you able to transpose in-house skills to the agency world and if so, what were they

Absolutely—I learned a great deal as a client. Starting client-side gave me a clear understanding of client priorities and the breadth of challenges they face. Often, communications are just a fraction of their responsibilities, whereas in an agency, it’s tempting to think it's the be-all and end-all.

This background probably explains why I’ve always had a strong commercial focus. I’m naturally drawn to the business side, and my early client-side experience provided a solid foundation in commercial thinking. It also shaped my results-driven mindset. Winning awards and industry recognition is great, but the most
important measure of success is delivering results—both for the client and the agency.

You joined as an account person and rose steadily through the agency including two key positions leading an MBO and subsequently a trade sale. Can you summarise the roles you played in this transformation.

Any major transition requires a team effort and the right people in place. I was keen to have my own business and played a key role in leading and delivering the MBO. I worked closely with external financial and legal advisors to lay the foundations and helped establish the financial infrastructure to make it happen. Beyond that, I was deeply involved in guiding the agency through its next phase of growth.

When it came to the trade sale, I was the instigator and lead. Once we had a deal on the table, the priority was assembling a strong team of specialists—including external advisors—and ensuring that key senior figures were split between maintaining “business as usual" and managing the sale process.

Keeping the business running smoothly during a transition is critical but challenging. Selling a business can put you under pressure for over a year, yet you still need to hit budgets and deliver for clients.

Deals can be fragile: priorities shift, clients face unexpected challenges, external market conditions change, the economy fluctuates, key metrics drift, or the acquirer and agency become misaligned during negotiations. It’s crucial to adapt to these shifting dynamics and control what you can. My role was to lead the team, manage the transition, and keep us aligned with our acquirer while maintaining business performance. It’s an energising process that demands tenacity, resilience, and a balance of optimism and realism!

And any insight, scars or experiences you learnt on your journey/s

No real scars (I’m resilient!) but lots of insights.
  • Surround yourself with great people – Success is rarely a solo journey. The right team and advisors can make all the difference - and it’s more fun when you’re working with the right people.
  • Balance long-term vision with short-term agility – You need a clear vision, but things change. Being adaptable while staying true to core goals is key. 
  •  Never underestimate the emotional side of leadership – Leading through change (MBOs,acquisitions, transitions) is not just financial and strategic; it's also about people, relationships, and emotions - even more important in a people based business.
  • Data and instinct both have a role – Numbers drive decisions, but gut instinct—honed through experience—is important.

And a few lessons maybe rather than scars
  • Transitions take longer and are harder than you expect – MBOs and sales can be intense, draining, and require relentless focus. Keeping the business running while managing a deal is one of the hardest balancing acts.
  • Not every opportunity is the right one – There are times when it is right to say no to growth opportunities if they don’t align with your strengths or vision.
  • You can’t please everyone – Change, especially in leadership and ownership, creates uncertainty. Some people adapt better to change than others, and some will always resist.
  • Managing burnout is critical – High-growth phases, transactions, and leadership challenges can take a toll. Prioritising personal resilience is as important as business resilience.
  • The deal isn’t done until it’s done – deals are often unpredictable - you need patience, adaptability, and the ability to hold your nerve!

You were one of three exec directors but running a business can still be lonely. How did you reach out for advice when you felt it could be useful.

We worked well together as an internal team, but I also valued external perspectives—it’s important not to operate in an echo chamber. When you work with the same people for a long time, you can start to think alike! 

I relied on NEDs for wisdom, counsel, experience, and challenge. 
I was also actively involved in Tribe Global (as a founder and later Chair for many years), and I found conversations with other agency owners invaluable.
Industry bodies such as the IPA, MPA, and NABs provided access to peers, fostering discussions that helped me differentiate between industry-wide challenges and BJL-specific ones.

The word is that BJL regularly received acquisition offers. Why did you decide that Dentsu was ultimately the right fit at the right time.

We had approaches over the years, but Dentsu was the right fit for several reasons:
  • Their offering complemented ours. We saw a future where creativity, supercharged by media and data, would be crucial for clients and would help us maintain a competitive advantage.
  • They added value—providing media insights, industry reports, research, and access to new markets.
  • They offered career progression opportunities for many of the BJL team.
  • Geographically, they opened up new possibilities.
  • Ultimately, we liked and respected the people, and the timing was right.

BJL made one acquisition under your leadership. How did that go, are there any lessons you can draw that you can share and why did you decide not to make further acquisitions.

We were primarily focused on excelling in what we did rather than pursuing acquisitions. The one acquisition we did make was driven by the need to bring a new skill set in-house—PR, which later expanded to include social media. We believed acquiring an established capability would allow us to integrate this expertise more quickly than building it organically.

Ironically, in my NED role now, I’m able to take a more strategic, high-level view and would likely be more open to M&A. But at the time, acquisitions weren’t a core pillar of our business strategy. 

Building, managing and ultimately exiting an agency requires several different skill-sets. What advice can you share with ambitious marcomms bosses who also seek to grow and sell their businesses
  • Have a vision and a plan. Circumstances evolve, but you need a shared vision that aligns and motivates your team.
  • Break the plan down into tangible focus areas. We concentrated on four key pillars:
  • People: Recruit and develop the best talent, ensure cultural fit, empower them, and foster collaboration.
  • Product: Define a strong, competitive value proposition, then build a world-class offering.
  • Clients: Maintain an active acquisition and retention strategy.
  • Commercials: Have a solid growth-focused business plan, understand key KPIs, and let them guide decision making.

 Now you've embarked on a portfolio non-exec career, what type of companies/agencies are you ideally seeking to work with and what are the specific plus points that you believe you can add to their management teams

Having led two major transitions—an MBO and a trade sale—I bring hands-on experience in helping build up to a transition and then navigating change. I’m best positioned to support businesses that are scaling, evolving, or preparing for a strategic shift, whether that’s growth, acquisition, leadership transition, or exit planning.  I typically focus on five key areas:
  • Growth – Helping businesses scale sustainably and profitably. 
  • Transition – Working with leadership teams through MBOs, acquisitions, or restructuring.
  • Team Development – Building strong leadership teams and fostering a high-performance culture.
  • Commercial Strategy – Ensuring financial and operational decisions align with long-term goals.
  • Industry Profile & Positioning – Elevating a business’s market presence to attract the right clients, talent, and opportunities.
Ultimately, I add value by combining strategic clarity with practical execution—ensuring businesses don’t just have a vision, but a clear plan to make it happen.

Thank you Nicky








]]>Mon, 17 Mar 2025 12:28:49 +0000<![CDATA[Ask our non-execs: Paddy Moogan]]>https://www.agencynxd.com/blogs/post/ask-our-non-execs-paddy-mooganAgencyNXD has launched a feature where we ask our talented team of non-execs a few brief questions about how they got to where they are and what they believe they can offer our growing pool of ambitious agencies. The latest in this series is Paddy Moogan.]]>
https://static.zohocdn.com/sites/stock-images/images/default.jpg
 Paddy Moogan is the latest interviewee in our series of features where we ask our talented team of non-execs a few brief questions about how they got to where they are and what they believe they can offer our growing pool of ambitious agencies. 

 
Paddy, you discovered your entrepreneurial streak at an early stage selling sweets to fellow school kids at lunchtimes: how long do you recall it took you before you realised that that you might be cut out for self-employment

I think that I always knew that I wanted to work for myself at some point, but the entrepreneurial stuff always felt like a "spare time" thing rather than anything bigger than that, which is why I think I still went the academic route for a while and went to University. Having said that, after selling sweets at school, I moved onto selling DVDs and PlayStation games to my school mates which may or may not have been a legal enterprise! So I was forming a habit of finding ways to make money for myself throughout school and college.

You built your first website aged 14, is digital creation still effectively your core skill

I think it was but more than this, I just really enjoyed learning and understanding how things work. So after starting to use the internet for the first time and understanding what a website was, the natural progression was to learn how to make one. I remember that my very, very first website was a wrestling one and reported on WWF (at the time) news. I even managed to get the very long URL read out on a local radio station once! That's definitely carried through to now and whilst I'm definitely not a developer, I enjoy hacking around with code and seeing what I can do. It also definitely helped me as I moved into SEO because I could see how a website really worked and understand how it all fitted together.

You co-founded Aira 10 years ago but stepped back more recently before finally exiting in 2024. You were keen to stress that Aira was widely recognised as a "great agency to work for". What was behind that assertion and how important is employee engagement in terms of the hierarchy of running an agency/a people business

I knew that we built a great place to work because generally, everyone enjoyed working at the agency and more importantly, I could see just how quickly people progressed in their careers at Aira. 

Many have moved on to do great things with their careers and have said that Aira was an important step along that journey. In terms of how important employee engagement is for running an agency, I'd say it's vital. If you distil it all down, an agency is basically people working with people: an agency working with a client. So if the people within the agency are engaged and motivated, that will lead to them doing better work for a client and a client having a better experience. I don't love the phrasing, but for an agency, people are the product so if those people are unhappy, disengaged and don't care about their jobs, the experience of the client will be negative. 

At Aira, my co-founder and I understood this from the very beginning and tried to shape what we did to allow for a working environment that led to better work for clients.

Did you consider growth by acquisition as well as organic and if so, why did you not progress that avenue as well

We did consider this a couple of times, mostly to help build out other skills/departments that would allow us to do a better job for clients, we also considered (pre-pandemic!) geographic expansion into the US and Australia. 

The pandemic however probably played the biggest role in halting these plans and even when we came out of that tough period, decided that we were better to focus on continuing organic growth as opposed to using cash reserves or taking investment in order to grow via acquisition.

Why did you decide to step back from day to day management of the agency

To be completely transparent, I stepped back because I'd had several years of very difficult times running the agency and the compound effect of this on my mental health was pretty severe. At first, I thought that I simply needed to take a couple of weeks off and then go back to my role. But as time went on, I realised that my mental (and physical) health was in a really bad way and I needed to step away from the agency completely, eventually leading to my business partner taking over completely and me exiting the agency in the summer of 2024. It wasn't the exit or ending that I dreamt of, but it was the one that I needed at that point in time.

And any insight, scars or experiences you can share that you learnt on your journey

Lots! I've spent a long, long time since my exit reflecting on the 10 years I spent running an agency. One of the main things that I realised was that we were told by a few people that as founders, we should seek to "let everything go" and put a team in place that could run the business without us. Whilst well-intentioned, I think that this led to us moving away from parts of the business that we were actually very good at and also enjoyed. 

For example, I stepped away from hiring people which I know is a key strength of mine and I also enjoyed this process. The same could be said for the sales process which I and my co-founder very much enjoyed being part of, but let go of.

You state that you are particularly keen to work with agency founders so they are better equipped to face up to personal as well as business challenges. What do you mean by this please and can you give some examples

I think that running an agency is hard on a person and I can speak from experience here, as well as experience having worked with and spoken to many agency owners over the years. Whilst the owner can feel one and the same as the agency, they are different and I think that in order to run an effective agency, the owner(s) need to be very deliberate about how they work with the agency, their relationship with the agency, and how they handle challenges that come along. 

Essentially, running an agency is a huge mix of highs and lows and everything in the middle and it can take a toll on a person. I want to help people ride those highs and lows and always remember that there is a real human being behind every agency.

Now you've embarked on a portfolio non-exec career, what type of companies/agencies are you ideally seeking to work with and what are the specific plus points that you believe you can add to their management teams

I think that I work best with agency founders who care about the work that they do and the team that works for them. I think this needs to form the basis of any successful agency, so having this foundation in place is really important for me. 

Alongside that, I currently do my best work with agencies who are on a growth trajectory and experiencing (or are about to experience) the inevitable challenges that come with that - because I've seen most of them! Ultimately though, I'd say that for me, it's less about the ideal agency and more about the ideal founder. 

The ideal founder for me is someone who is prepared to listen, take advice but then take accountability for their execution and work.

Thank you Paddy and enjoy your AgencyNXD challenges and supporting other ambitious agency founders and owners.







]]>Thu, 20 Feb 2025 13:52:07 +0000<![CDATA[10 Award writing tips from a judge]]>https://www.agencynxd.com/blogs/post/10-award-writing-tips-from-a-judgeEntering credible industry awards is a superb way of raising awareness of your agency, showcasing your amazing team, and celebrating with your clients ]]>
Entering credible industry awards is a superb way of raising awareness of your agency, showcasing your amazing team, and celebrating with your clients. There are even a number of agencies that quote it as their most valuable source of inbound leads.

I’ve been on judging panels for awards for over a decade now  - Why? That’s for another post.

With that in mind, here are a few tips I want to share from reviewing hundreds of entries.


  1. Make sure the objectives are measurable. SMART objectives or OKRs are great.

  2. …and avoid using too many percentages. An apparently impressive 1,000% uplift could represent a less inspiring increase from 1 to 11.

  3. Make sure Objectives match Results. It's amazing/disappointing how often this doesn’t happen. For example, if your campaign’s objective was “to drive 1,000 more customers”, don’t put your result as “increasing prompted awareness by 15%.”

  4. Embolden key stats to make them stand out for skim reading judges. We have lots of entries to review and it’s in the entrants best interest to highlight the most important facts in the entry.

  5. No fluff. Tight editing is important. Often awards will have word limits, but that doesn’t mean you have to pad them out with unnecessary words. Time to re-read Strunk & White.

  6. Client Testimonials - an agency is obviously going to say good things about its work, but you’ll get higher scores for including a client endorsement/testimonial. I know how hard they can be to obtain.

  7. Don’t be a one trick pony ... .unless it’s an amazing trick. It often takes more than one trick/technique to secure a winning entry.

  8. Complete all sections of the entry form. I know this sounds obvious but I come across lots of entries where a section has been left blank.

  9. If you’re asked for examples (plural) of work, then include more than one example.

  10. Include supporting documentation for the more conscientious judges, but don’t rely on it.

Hopefully, this will help you complete your next batch of award entries and secure the recognition you deserve.



Photo Credit: Don’t Panic events.

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]]>Fri, 11 Oct 2024 15:45:53 +0000<![CDATA[Ask our non-execs: Sri Sharma]]>https://www.agencynxd.com/blogs/post/ask-our-non-execs-sri-sharma1AgencyNXD has launched a feature where we ask our talented team of non-execs a few brief questions about how they got to where they are and what they believe they can offer our growing pool of ambitious agencies. The latest in this series is Sri Sharma.]]>
AgencyNXD has launched a feature where we ask our talented team of non-execs a few brief questions about how they got to where they are and what they believe they can offer our growing pool of ambitious agencies. 

The latest in this series is Sri Sharma. Sri began his working life as a consultant before believing he could do as well if not better. Two start-ups and two subsequent sales later, he's achieved a lot but he remains an enthusiast  and is keen to work with our growing roster of agency bosses and owners as best as he can. Read more and connect if you feel he might be able to help you. 
You began your (work) journey as a consultant with Accenture. Are there any stand-out learnings you picked up there for your subsequent journeys as an entrepreneur/agency founder

Yes! I think starting my career in management consulting was a fantastic training ground for me. I was consulting to communications and technology companies in the UK, US, France and the Netherlands. I learned how different very successful businesses operate, how to work in a super fast changing environments and how to consult effectively to businesses. 

​Leaving and starting my own first agency, these were super valuable skills.

What prompted you to make the switch from consultancy to launching your own agency

I decided that I couldn't see myself as a partner long term in a large corporate. I decided to go back and study in a field I am passionate about: climate and energy. I was accepted to study Energy Policy at Oxford. Along the way, I had a side hustle as one of the first users of Google Adwords in the UK. 

I dropped my intention to study and instead moved to entrepreneurship!

Running a business can be lonely. How did you reach out for advice when you felt it could be useful

Boy can it be lonely, especially as a sole founder. 

​I looked for guidance from my family and consultants. They were all useful. When I eventually took on a non-exec director, the benefit was having someone who had actually been on my journey and reached the goal I was shooting for. That meant the advice was more valuable. 

Also I felt like I had someone who had my back more than a quick one off chat.  I definitely think getting different perspectives is always helpful but having someone who has done what I was doing and had been successful was hugely valuable.

Did you always plan to sell/exit your agency/ies and why private equity exits rather than trade sales

At the start of my first business, I didn't have a clear goal except to build a business and a successful one! 

​During my first business, I wanted to see what other professional adventures I could embark on, so when opportunities came to me to sell, I explored them. 

In my second business, we were clear that exit was the plan and private equity was a clear target. I've been lucky enough to have two crazy rides and build both a tech enabled agency and a SaaS business, growing to 100 people, winning fast growth awards like The Sunday Times TechTrack (#16) and Deloitte Fast 50. And both times exiting to billion dollar private equity buyers. 

Building, managing and ultimately exiting an agency requires several different skill-sets. What advice can you share with ambitious marcomms/digital bosses who also seek to grow and sell their businesses

Be clear on your direction, keep innovating, get good at selling, invest in a winning team, take advice, enjoy the journey! 

All of this requires revision and course correction. 

I'd love to help ambitious Founders, CEOs and leadership teams win in this great adventure!


]]>Tue, 27 Aug 2024 16:09:29 +0000<![CDATA[Managing your time when leading an agency]]>https://www.agencynxd.com/blogs/post/managing-your-time-when-leading-an-agencyHere's a quick look at one of our most popular templates - the Time Management Gap Analysis]]>

While the Agency Scorecard helps your business performance across a variety of commercial criteria, it’s also important to consider how your role as a leader might develop.

Today, we’re going to have a quick look at one of our most popular templates -  the Time Management Gap Analysis (note: you’ll need to be registered with AgencyNXD to access this) - and see how it can help you become a better leader.

Time Management Gap Analysis

Completing the analysis is fairly straightforward, and I’ll break it down into 3 steps:


  1. Current reality - Thinking about a typical month, what percentage of your time is spent on the areas in the first column, making sure the total adds up to 100%. As a guide 10% of your time would be around a half a day a week. 

  2. Desired reality - In the next column, put the percentages you’d like to be spending in these areas. Typically you’d want to dedicate the majority of your time to Sales & Marketing, People Development, and Client Management, but it really depends on your strengths and the type of Leader you’d like to be. I’ve worked with excellent sales-focussed MDs who like to leave people management to somebody else. Equally I’ve seen great operators who prefer to leave Sales to the experts.

  3. Take Action - The third column shows you the “gap” between your “current” and “desired” reality, with small changes highlighted in amber and big changes highlighted in red - if it’s green that that activity is perfectly matched. Now it’s a case of thinking of the actions you’ll need to take to become that “desired” leader. Obviously, one of our 50+ NXDs can help you with this part, but I’ve also included some examples in the screengrab above.


As with everything, it’s about implementing those decisions over a period of time, and checking on progress every quarter.


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]]>Mon, 12 Aug 2024 14:19:41 +0000<![CDATA[6 reasons to engage a Non Exec for your agency]]>https://www.agencynxd.com/blogs/post/6-reasons-to-engage-a-non-exec-for-your-agencyWhat are the key reasons agency founders are working with us?]]>
Some of our experienced NXDs

AgencyNXD originally launched to help the leaders of agencies find support through a panel of experienced Non Execs who’ve already “been there and done it.” So what are the key reasons agency founders are working with us?


  1. Expanding overseas


For many agencies there comes a point where it’s time to look outside of your home market, whether that’s Europe , the US, or even as far as Australia. Our panel includes Non Execs who have opened office and acquired agencies in Germany, Russia, China, Australia and the US. Our panel can provide advice on how to set-up in those territories, coping with the time differences and avoiding cultural pitfalls.


  1. Developing your strategy


Before an agency decides to expand overseas, they need to have a clear strategy for growth and our Agency scorecard can help prioritise the different elements of your strategy. From attracting and retaining talent, through to evolving your commercial model.


An experienced Non Exec can help you deploy tools like OKRs, EOS or simply Managing by Objectives to turn a strategy into execution.


  1. A sounding board


For single owner agencies, we’ve found that Non Execs are the perfect sounding board for challenges and frustrations. Who better to empathise about the loss of a key client or a challenging employee than someone who has survived many of those same experiences.


  1. Entering a new market


Being a specialist in a specific sector or product can be a great strategy, but occasionally you’ll need to expand your offering or break into industries to continue to grow. An NXD with experience and connections in that space will help you hit the ground running.


  1. Preparing for sale


You’re ready to seek a buyer, or you’ve been approached by a prospective acquirer. 


Now what? 


Talking to a Non Exec whose been through that process, at least once, can help guide you through the different stages of a sales process. From preparing the sales literature to appointing legal support and what valuations to expect. 


  1. YDKWYDK


The best way to engage with a Non Exec or advisor is with an open mind because you don’t know what you don’t know. An experienced NXD can help you navigate blind spots and avoid costly errors, such as hiring mistakes or commercial errors.


So, are you ready to connect with one of our NXDs? 

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]]>Thu, 08 Aug 2024 13:50:40 +0000<![CDATA[Spinning Out a Product from an Agency]]>https://www.agencynxd.com/blogs/post/spinning-out-a-product-from-an-agency1In this post, we delve into the experiences of three industry experts who have successfully navigated this path.]]>

Spinning out a product from an agency can be a thrilling yet complex journey so we decided to hold a webinar on the topic. In this post, we delve into the experiences of three industry experts who have successfully navigated this path. We'll explore the challenges, opportunities, and key learnings from their journeys.

You can watch the full webinar here

The Decision to Spin Out

The decision to spin out a product from an agency is often driven by a combination of factors. For Mark Camp and Martin Meadows, the catalyst was a desire to protect the core agency business while pursuing a promising new venture. Mark Kuhillow, on the other hand, was motivated by a desire to focus on the product and its potential for global scale.

Overcoming Challenges

  • Team Dynamics: Building a product-focused team within an agency culture can be challenging. Clear communication and defining roles are essential for success.

  • IP and Ownership: Establishing clear IP ownership and managing client relationships is crucial. Open and honest communication with clients is key to maintaining trust.

  • Funding: Securing funding for a product spin-out can be difficult. Bootstrapping, as in the case of Mark Kuhillow, or finding strategic investors can be viable options.

  • Cap Table Management: Careful consideration of the company's cap table is essential for future growth and potential exits.

Key Learnings

  • Timing is Everything: Deciding when to spin out a product is critical. Doing it too early can hinder growth, while waiting too long can create complexities.

  • Culture Shift: Transitioning from an agency mindset to a product-focused one requires significant cultural change.

  • Transparency is Key: Open communication with employees, clients, and investors is essential for building trust and managing expectations.

  • Focus on the Product: Prioritizing product development and customer satisfaction is crucial for long-term success.

Conclusion

Spinning out a product from an agency can be a rewarding venture. By carefully considering the challenges and following the insights shared by our experts, you can increase your chances of success.

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