How a digital services agency decided to grow by buying capacity instead of hiring

Starting point

A young agency with one owner and no CRM, where all demand came through the owner's network, referrals and LinkedIn. An hourly contract with another agency had just become its largest position.

What the Diagnostic found

• LinkedIn was credited with 10% of new business and had brought in 5 of 12 accounts.
• The new contract demanded between 62% and 154% of everything the owner could produce.
• Selling wasn't the problem: 6 or 7 of every 10 proposals closed, and 7 of 7 recurring clients had stayed.

What was decided

Split the business into two declared lines, set an entry floor for the smallest service, prune the recurring portfolio deliberately, and grow with subcontracted freelancers.

What was delivered

• Revenue Diagnostic
• Client Master Brief
• Knowledge Base
• Competitive Landscape

Result

In progress.