Adam, can you tell us a bit about yourself and your journey to becoming an expert in new business development for creative agencies?
I started my career in the advertising and marketing industry, working with agencies of all shapes and sizes, and quickly realized that while many were exceptional at delivering creative work, they often struggled when it came to winning new business consistently. New business development was usually an afterthought—something done in between client work rather than as a structured, strategic process.
That observation stuck with me, and over the years, I became more involved in the commercial side of agency life, helping teams build better strategies for attracting and converting new clients. Eventually, I founded Manifest to specialize in exactly that—helping creative, PR, digital, and advertising agencies grow in a way that is sustainable and predictable. The agency landscape is competitive, and I’ve seen firsthand how difficult it can be for brilliant agencies to stand out and secure the opportunities they deserve.
My focus has always been on helping them cut through the noise, ensuring they’re having the right conversations with the right prospects, and making new business something they’re in control of rather than something that happens sporadically. Over time, that work has given me a deep understanding of what does and doesn’t work when it comes to agency growth. It’s not about quick wins or gimmicks but about building a system that ensures a steady pipeline of opportunities. That’s what I love helping agencies achieve.
What key experiences have shaped your perspective on what it takes to succeed in new business for advertising, PR, and digital agencies?
One of the biggest lessons I learned early on was that creative talent alone isn’t enough to win new business. I’ve worked with agencies that produce exceptional work but struggle to articulate their value in a way that resonates with potential clients. That disconnect between capability and commercial success is something I’ve seen repeatedly, and it reinforced the importance of having a clear, strategic approach to new business rather than relying on referrals or word-of-mouth.
Another key experience was seeing agencies waste time and resources chasing the wrong opportunities. Too many agencies take a reactive approach, pitching for anything that comes their way rather than proactively targeting the clients they actually want to work with. I’ve seen teams burn out chasing leads that were never the right fit in the first place, which highlighted for me how essential it is to have a focused, well-defined prospecting strategy. I’ve also learned a lot from the agencies that get it right.
The ones that succeed treat new business as a constant, not an occasional activity. They invest in their positioning, they nurture relationships over time, and they don’t just rely on credentials—they have a clear point of view on their industry and use that to open doors. The best agencies don’t just wait for opportunities to come to them; they actively create them. Perhaps the most important takeaway is that new business isn’t just about landing clients—it’s about building a reputation.
Agencies that consistently show up with valuable insights, a distinct perspective, and a strong network don’t just win more work; they become known for what they do best. And in an industry as competitive as digital marketing, that’s what makes all the difference.
You've mentioned the importance of making business development feel more natural. Can you elaborate on what that looks like in practice, particularly for agencies in the digital age?
A lot of agencies treat business development as something separate from everything else they do—almost like an awkward necessity rather than a natural part of how they operate. The problem with that approach is that it often feels forced, which makes it harder to sustain. In practice, the agencies that are best at winning new business integrate it seamlessly into their everyday work.
One of the biggest shifts agencies can make is to stop thinking of new business as just cold outreach and instead focus on building relationships over time. That means consistently sharing their expertise—whether through thought leadership, hosting industry events, or simply staying in touch with past prospects in a meaningful way. When agencies put themselves out there in a way that feels authentic, the right opportunities start coming to them rather than having to chase them down.
In the digital age, agencies also need to recognize that their online presence is an extension of their business development efforts. A strong LinkedIn presence, for example, is just as important as a good creds deck. Agencies that regularly share insights, engage with industry conversations, and position themselves as experts attract inbound interest without having to rely solely on outbound efforts.
Another key element is making sure business development doesn’t sit with just one person. The best agencies create a culture where everyone understands their role in attracting new clients. That doesn’t mean turning every team member into a salesperson, but it does mean encouraging them to be active in their networks, share their work, and contribute to conversations that matter to their industry.
Ultimately, making business development feel more natural is about shifting the mindset. Instead of thinking about it as ‘selling’, agencies should think about it as helping the right clients find them. When they do that, it feels less like a task and more like an organic part of how they grow.
Many agencies struggle to articulate their unique value proposition. What advice do you have for agencies looking to sharpen their messaging and stand out in a crowded marketplace?
The biggest mistake agencies make when trying to define their value proposition is focusing too much on what they do and not enough on why it matters to their clients. It’s not enough to say you’re a full-service agency or that you create “impactful campaigns”—every agency says that. To stand out, agencies need to be crystal clear on who they help, how they help them, and why they are the right choice.
One of the best ways to sharpen messaging is to start by looking at your best clients—the ones you deliver the most value for and enjoy working with the most. What specific problems do they face? What made them choose you over another agency? What results have you helped them achieve? Instead of generic positioning, agencies should craft messaging that speaks directly to those kinds of clients and the specific challenges they face.
Another crucial point is avoiding broad, catch-all positioning. Agencies that try to be everything to everyone end up sounding the same as everyone else. The strongest agency propositions are specific and bold. That doesn’t mean turning away work, but it does mean having a clear point of view and not being afraid to own it. If you specialize in helping challenger brands disrupt their industry, say that. If you excel at performance-driven campaigns for e-commerce brands, make that your focus. Specialization doesn’t limit opportunity—it makes it easier for the right clients to find you.
Finally, agencies need to test their messaging in the real world. It’s easy to get caught up in internal conversations about positioning, but the real test is how it resonates with potential clients. Use it in pitches, on your website, and in outreach, and pay attention to what lands and what doesn’t. Strong messaging isn’t just about sounding good—it’s about making it easy for the right clients to say, “That’s exactly what we need.”
You've emphasized the need for a long-term approach to business development. How can agencies balance the need for immediate wins with building sustainable pipelines for the future?
Balancing immediate wins with long-term growth is one of the biggest challenges agencies face in new business. The reality is that most agencies only focus on business development when they need work right away, which creates a cycle of peaks and troughs. The key to breaking that cycle is having a structured, ongoing approach—one that generates both short-term opportunities and a sustainable pipeline for the future.
For quick wins, agencies should focus on their warmest opportunities first. That means re-engaging with past clients, following up on previous conversations that didn’t convert, and looking at existing relationships where there’s potential for more work. Too many agencies overlook the value in their own network and spend time chasing cold leads when they already have people who know and trust them.
At the same time, they need to be investing in their long-term pipeline. That means consistently reaching out to ideal clients, sharing valuable content that positions them as experts, and staying visible in their industry. One of the most effective ways to do this is by building a regular outbound strategy—whether that’s through targeted outreach, hosting events, or publishing insights that attract the right audience. Agencies that do this consistently put themselves in a position where they’re always in conversations with potential clients, rather than scrambling for leads when they need them.
The agencies that get this right treat business development as an ongoing function, not just something they do when things are quiet. They have clear processes in place, they track progress, and they make sure it’s not reliant on just one person. The goal is to create a system where opportunities are always in motion—some closing quickly, others developing over time—so that new business becomes a steady flow rather than a last-minute scramble.
In your experience, what are some common mistakes agencies make in their new business efforts, and how can they avoid these pitfalls?
One of the most common mistakes agencies make is treating new business as a reactive process rather than a proactive one. Many only focus on it when they need work, which leads to an unpredictable pipeline and constant pressure to win quick projects. The way to avoid this is to make business development an ongoing effort—something that happens every week, regardless of how busy things are. The agencies that win consistently don’t wait for opportunities to come to them; they create them.
Another major pitfall is failing to define a clear target audience. Too many agencies take a scattergun approach, reaching out to anyone and everyone instead of focusing on the clients that are the best fit. The strongest agencies know exactly who they want to work with, what problems they solve for them, and how to position themselves in a way that resonates. A well-defined target list and a clear proposition make outreach far more effective.
Agencies also tend to underestimate the importance of follow-up. It’s easy to assume that if a prospect doesn’t respond straight away, they’re not interested. In reality, most decision-makers are busy, and it often takes multiple touchpoints before a conversation happens. The key is to follow up consistently and provide value at each stage, rather than just sending generic “checking in” emails.
Another big mistake is over-relying on pitches. While pitching is sometimes necessary, it shouldn’t be the default approach. Many agencies invest huge amounts of time and resources into pitches that go nowhere when they could be focusing on building relationships and winning work through more strategic conversations. The best agencies know when to pitch and when to challenge the process, ensuring they’re only investing in opportunities with a strong chance of conversion.
Ultimately, the agencies that succeed in new business are the ones that have a clear strategy, a structured process, and a commitment to consistency. Avoiding these common pitfalls isn’t about doing anything radical—it’s about getting the fundamentals right and sticking to them.
How has the rise of digital marketing and social media changed the game for new business development in the creative industry?
The rise of digital marketing and social media has completely transformed new business development for creative agencies, making it easier than ever to build visibility and engage with potential clients—but also increasing competition. Agencies can no longer rely solely on traditional networking and referrals; they need to be proactive in using digital channels to showcase their expertise, build relationships, and generate leads.
One of the biggest shifts has been the ability to attract inbound opportunities through content. Agencies that consistently share valuable insights on LinkedIn, publish thought leadership, or host webinars position themselves as experts in their field. This makes it more likely that potential clients will come to them, rather than agencies having to chase every opportunity. A strong digital presence essentially acts as a 24/7 business development tool.
At the same time, social media has made outreach much more effective—when done right. Cold emails still have their place, but platforms like LinkedIn allow agencies to warm up prospects by engaging with their content, commenting on industry discussions, and gradually building a connection before making direct contact. This kind of relationship-building is far more effective than sending out mass emails that get ignored. Another key change is the way agencies differentiate themselves.
In the past, reputation and word-of-mouth were often enough. Now, agencies need a clear, compelling point of view that stands out in a crowded market. Digital platforms provide the space to do that, but they also expose agencies to a much wider range of competitors, making strong positioning more important than ever.
Ultimately, digital marketing and social media have leveled the playing field, allowing smaller agencies to compete with bigger ones—but they’ve also raised expectations. Agencies that embrace these tools, build strong personal brands, and use digital channels strategically will always have the edge in winning new business.
With AI and automation becoming increasingly prevalent, how do you see the future of new business development evolving for agencies?
AI and automation are already reshaping new business development for agencies, and their impact will only grow. While some fear that automation will replace human interaction, the reality is that the most successful agencies will use AI to enhance, not replace, their business development efforts. The future will belong to those that blend technology with personalized, strategic relationship-building.
One of the biggest shifts is in prospecting and lead generation. AI-powered tools can now analyze vast amounts of data to identify high-potential prospects, track buying signals, and even personalize outreach at scale. Agencies that leverage this technology will be able to focus their efforts on the most relevant opportunities rather than wasting time on cold outreach that goes nowhere. Automation is also changing the way agencies nurture leads.
Instead of manually following up with every prospect, agencies can use AI-driven CRM systems to send targeted content, track engagement, and prompt follow-ups at the right time. This ensures that prospects stay warm without relying on constant manual effort. However, agencies need to be careful not to over-automate—new business is still about building trust, and nothing replaces genuine human connection.
AI is also making it easier for agencies to showcase their expertise. Tools that generate insights from data, automate content creation, or optimize digital campaigns allow agencies to demonstrate their value faster and more effectively. The agencies that stand out will be the ones that use AI to enhance their storytelling and thought leadership rather than just churning out generic content.
Ultimately, the future of new business development will be a mix of high-tech and high-touch. AI will handle the heavy lifting—data analysis, automation, and efficiency—while agency leaders focus on strategy, creativity, and relationship-building. The agencies that embrace this balance will have a significant advantage in winning and retaining clients.
What final piece of advice would you give to agencies looking to thrive in the ever-evolving world of new business development?
The agencies that thrive in new business development are the ones that treat it as a core part of their business, not just something they do when work dries up. Consistency is everything. Too many agencies fall into the trap of focusing on client work when things are busy and only thinking about new business when they need it. The ones that succeed are the ones that make it a continuous process—week in, week out—so they never find themselves scrambling for opportunities.
My biggest piece of advice is to take control of the process. Don’t just wait for referrals or pitch opportunities to land in your inbox. Be proactive in identifying the clients you want to work with, building relationships over time, and making sure you’re visible in the right places. A well-structured, strategic approach always outperforms sporadic efforts. Agencies also need to be brutally honest about what makes them different. If you can’t clearly articulate why a client should choose you over another agency, you’ll always struggle to stand out.
Be specific, have a strong point of view, and don’t be afraid to lean into what makes you unique. Trying to appeal to everyone is the fastest way to blend into the background.
Finally, remember that new business isn’t just about winning work—it’s about building a reputation. The agencies that consistently share valuable insights, contribute to industry conversations, and establish themselves as experts don’t just attract more leads; they attract the right leads. If you focus on being known for something, the right clients will find you.
Thanks for sharing your knowledge and expertise. Is there anything else you'd like to add?
I’d just emphasize that new business isn’t about quick fixes or one-off tactics—it’s about building a sustainable system that ensures a steady pipeline of opportunities. The agencies that succeed don’t just rely on talent or great work; they make sure they’re consistently in the right conversations, with the right people, at the right time.
It’s also worth remembering that business development isn’t just the responsibility of one person or team—it’s something that should be embedded into an agency’s culture. When everyone understands their role in attracting and converting new clients, it becomes a much more natural, effective process.
Finally, patience and persistence matter. Winning new business is rarely instant, and the best opportunities often come from relationships built over time. Agencies that play the long game—while still making sure they have a system for generating short-term wins—are the ones that create real, lasting growth.
