Navigating the Challenges of Agency Life: Lessons Learned and the Path Forward
With over two decades of experience in SEO and digital marketing, I have dedicated my career to helping clients succeed online. For ten of those years, I operated my own agency, driven by a passion for delivering results and building authentic client relationships. However, like many in the industry, my journey has faced significant hurdles, including the devastating impact of COVID-19 on my business and subsequent roles at various agencies. Recently, I faced the loss of a position that prompted me to reflect deeply on the inner workings of agency culture and the lessons I’ve learned along the way.
Understanding Agency Dynamics and Culture
Throughout my career, I’ve enjoyed collaborating closely with clients and fostering growth. Yet, I’ve often observed that internal agency culture and processes can become barriers, creating unnecessary stress and misalignment. My recent termination was, unfortunately, driven by office politics and a mismatch with the company’s cultural expectations—an outcome unrelated to my performance or dedication.
In one notable instance, a disagreement with the agency’s CEO over a client project highlighted systemic issues. Despite the SEO team’s proven strategy of developing city-based practice area pages—an approach that consistently improved client rankings and satisfaction—the leadership seemed unaware of the rationale behind this tactic. Meanwhile, our clients were thriving, yet internal miscommunication persisted.
Operational Challenges and Process Over-Refinement
Many agencies preach collaboration and flexibility, but in practice, rigid processes can hinder agility. For example, requiring all communications and strategy adjustments to be documented via “tickets” often stifles real-time problem-solving and innovation. This over-reliance on documentation can slow down progress, frustrate teams, and dilute strategic responsiveness.
Additionally, technical teams frequently operated under significant pressure due to overcapacity. Launching new services—often motivated by quick revenue gains—introduced complications with existing client accounts. I also voiced concerns about deceptive marketing practices, which added to my dissatisfaction. Despite our team’s efforts to maintain high client retention and deliver tangible results, management’s focus on impressing clients with superficial metrics proved unsustainable.
Scaling Challenges and the Myth of the Factory Model
From my experience working across multiple agencies, I’ve observed that bigger doesn’t necessarily mean better. Agencies tend to expand their service offerings—adding paid social, web development, content creation, and more—in an effort to attract a broader client base. However, this diversification often results in overstretched teams managing hundreds of requests, outsourced services that lack cohesion, and
