Seven Years, Seven Lessons: What I’ve Learned Helping Agencies Thrive
Seven years ago, I was sitting at my desk in tears.
I had just found out that Telepathy, the design agency I’d poured my heart into as an Operations Manager, was being acquired by one of the largest enterprise SaaS companies in the world. It was exciting news—the owners had built something incredible, and the talent acquisition was a huge milestone.
Here was the biggest gut punch: while the majority of the team were offered roles at the new company, my position didn’t fit into their corporate structure.
Technically, there was a role for me —but it was a fraction of what I actually did, focused on just one small piece of operations. I knew immediately that it wasn’t the right path for me.
And that’s when it hit me: The best way to use my skills wasn’t just within one agency—it was by helping many agencies thrive.
So, I took a deep breath and decided to step out on my own.
That’s how WeConsult was born.
I started with one simple mission: to help agencies run more efficiently and profitably. Because when done right, agencies can be amazing businesses. They bring together insanely talented people. They create groundbreaking work. And they can be profitable—year after year—without burning everyone out.
But here’s the thing… most agency owners don’t start their business because they love operations.
They love creativity. They love strategy. They love solving big business problems.
The problem?
Running an agency isn’t just about doing great work. It’s about making that work sustainable—for you, your team, and your business. The more efficiently you can deliver value, the more profitable your agency becomes. Efficiency isn’t about working harder—it’s about making every hour count.
And that means solving the messy operational challenges that so many agencies struggle with, like:
People problems. Agencies are people-driven businesses, which means everything—from hiring to culture to burnout—can make or break your success.
Client issues. Without clear expectations and boundaries, scope creep happens, profitability drops, and suddenly, projects start running you instead of the other way around.
Lack of systems. When every project feels like reinventing the wheel, growth isn’t scaling—it’s just stretching you thinner.
Over the past seven years, I’ve helped agency founders stop firefighting and start leading. I’ve seen firsthand the blind spots that hold agencies back.
Here are 7 lessons I’ve learned along the way:
1️⃣ Profitability is a habit, not a fluke.
If you don’t intentionally design for profit—through pricing, scope discipline, and efficiency—it won’t just magically appear. Every agency needs to ensure that revenue per employee isn’t just covering salaries but also overhead, sales, and—yes—profit. Aim for at least a 65% contribution margin on projects.
➡️ More on profitability leaks
2️⃣ More clients won’t fix bad operations.
Having enough revenue is 100% needed to sustain any agency and is a huge problem in and of itself. But adding to a broken system just creates bigger problems. If you don’t have clarity on your internal processes, pricing, and delivery, growth will just amplify the cracks. More revenue means nothing if your margins stay razor-thin.
3️⃣ Processes aren’t red tape—they’re freedom.
When your team knows exactly how things are done, it removes decision fatigue and lets everyone focus on their best work. Documentation isn’t busywork—it’s a love letter to your future self.
4️⃣ If you don’t know where your time is going, you don’t know where your profit is going.
The best agencies don’t just track time—they use that data to refine estimates, improve efficiency, and keep projects on track. If you’re constantly going over budgeted hours, you don’t have a pricing problem—you have a tracking and efficiency problem.
5️⃣ You can’t avoid hard conversations.
One of the biggest mistakes agency founders make? Avoiding tough conversations—with clients, with team members, and even with themselves. Scope creep, underpricing, and burnout don’t just "happen"—they’re the result of avoiding critical conversations until it’s too late. The most successful agencies lean into those conversations early.
6️⃣ Owners get stuck in the weeds—and it kills growth.
Too many agency founders are involved in everything. Sales. Hiring. Delivery. Finance. If you’re still the bottleneck, your agency won’t grow. Leadership means building a team you trust, setting up repeatable processes, and stepping back enough to focus on the business—not just the client work.
7️⃣ Your agency should serve you—not the other way around.
If you’re constantly overwhelmed, working nights and weekends, and have no exit strategy, the business isn’t working for you—it’s consuming you. The best agencies are built with intentionality: Clear goals, strong financials, smart boundaries, and a plan for sustainability.
Seven years later, I’m still obsessed with helping agency founders build businesses that don’t just survive—but thrive. Because when done right, agencies aren’t just profitable—they’re a place where people love the work, create real impact, and build something bigger than themselves.
To all the agency owners out there: What’s the biggest operational challenge you’ve faced? Would love to hear your experiences.
