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Agency Forward explores the future of agencies as tech and AI drive down the cost of tactical deliverables. Topics include building competent teams, developing strategic offers, systemizing your business, and more.
New episodes delivered every Tuesday.
Chris DuBois 0:00
Hey everyone. Today I'm joined by Claire quanta. Claire is an agency pro who is passionate about helping creative leaders get their business humming. She specializes in helping agencies achieve quality, consistency and efficiency through better people management, stronger supplier relationships and optimized processes. So I had to get her on the show so we could go deeper into those areas. In this episode, we dive into strategies for improving processes without disrupting team flow, practical steps leaders can take to drive consistency and growth, how to build stronger relationships across teams and suppliers and more. No one was asking for another community, but I've made one anyways. So what's different? The dynamic agency community is designed around access, rather than content, access to peers who've done it before, access to experts who've designed solutions, access to resources that have been battle tested. And right now, the price for founding members is only $97 a year. Join today, so your agency has immediate access to everything you need to grow. You can join at Dynamic agency dot community and now. Claire Kwanza, it's easier than ever to start an agency, but it's only getting harder to stand out and keep it alive. Join me as we explore the strategies agencies are using today to secure a better tomorrow. This is agency forward. What's the first step that agencies should take to get their shit together?
Speaker 1 1:40
I think the first step is probably actually not taking a step. I think it's good to kind of stop and pause just to then so you can kind of reflect and look at where things are at the moment. It's so easy to rush into trying to take action and change things and resolve things, but actually you need to stop first and reflect and then look at, okay, then what are the biggest problems, the biggest things that are slowing you down, and then you start to kind of delve into those, to start to understand why. And I think people often rush to kind of invest in a new thing, or a new person, or, you know, all of that stuff, but taking that time to really do some digging first is so much more important, there's so much more valuable, I would say. And so that that would be my first step.
Chris DuBois 2:25
Yeah, I think a lot of times people lean like you hear that, you know, the businesses that are winning are the ones that take action the fastest, and so they try to move very quick, but it's like, you're well, now you're moving in the wrong direction. So why don't we actually step back? I guess. What are some of those things you're seeing as they step back, either struggles that they're they're having with, with taking that pause to, like, look at the bigger picture and identify those things or but, yeah, let's, let's start
Speaker 1 2:55
there. Often it's that we think around lack of consistency is quite a big thing. So, you know, ensuring that you've got processes or things in place that can help you to be consistent across the board, which is often the difference actually, between, I think big agencies tend to have that kind of nailed down in terms of whether that's how they onboard clients, how they work with clients, you know, the systems and processes that are using. Whereas, whilst it's a good thing about smaller agencies, they can be that little bit more agile and life to foot, sometimes it's the consistency, or lack of consistency that can hold them back. So that's definitely something that seems to be a challenge for them and and then that kind of also then leads into the people, the way people are working as well. So you can have people that are doing almost doing lots of things and busy doing a lot of stuff, but actually nobody's really got that clarity in terms of ownership and accountability for things and not worrying. Okay, then how can we improve something? Because we've got 10 people doing something a different way, how can we make sure that we've got a consistent way of doing it, and then we can kind of cut through all of that to make sure this is our agency's way of doing X or Y, and this is the person who's going to take ownership of it, right?
Chris DuBois 4:10
Yeah, that's one of the things I start I see the most with agencies moving from like, 20 ish team members and getting bigger. It's like, smaller than that. It's like, maybe you don't necessarily need a super defined process for every little thing, like it helps, but your team's gonna figure out how to get it done. And usually, since there's so few of them, it's like, they just know it, right? They understand the process. Yeah, they
Speaker 1 4:32
know it. And you can probably get away with kind of having everybody just chipping in. That's some of the fun of it. Everybody's kind of doing a bit of everything. But then, as you grow, you do get to the point where, actually you do need that clarity and that consistency piece becomes really, really important, if not, things do can start to become a bit chaotic, really, and that's what starts to cause more problems. Or you then end up with, you know, I see founders or agency leaders that then just become kind of. Frustrated themselves that maybe things aren't quite the way they want them to be done, or to the standard that they want them to be done, or how they want it to be done, but that's often because then there hasn't been through that process of growth. In that phase of growth, there hasn't been an opportunity to actually capture it properly. So again, you've got all these people doing things differently, but nobody's really said, Okay, then let's stop and look at how we're doing it and how we're actually now going to improve and move forward and find a clear way of moving
Chris DuBois 5:26
forward. Yeah, yeah. That's where I hear the statement, like, where the question, I guess, why is this? Feel like it's getting harder. And like, shouldn't we have it shouldn't be getting easier at this point? And like, agency found, it's like, that's, I think, the reason right where it's like, they don't necessarily have all the processes at this point, they've seen some results, they're starting to grow, but it's, it's just chaos, because they don't have one way of doing things, and so the team, team just goes in different directions. Is, how do you help agencies kind of align on those things to make sure they are doing the right things. So
Speaker 1 6:02
I think it's a combination of, and you're right. It's very much. It's the founders that will feel that frustration, but sometimes, actually, the teams will feel that frustration too. It's not always just that person at the top. It's the teams will start to feel frustrated, or feel like things are slow or, again, inconsistent. So again, if you're taking that time to kind of really do that discovery. So really kind of spending time looking at, okay, then how are we doing? Onboarding seems to be coming to mind. But, you know, working with clients, what does that look like? How does that team do it? Or how does that team leader tend to tend to do it and start to look at all of the steps that are being taken and having a conversation say, Well, is this working? How long is this taking us? Are we getting the most from that particular process? And if you're doing that across the team and with the agency leader as well, then you can start to build a picture of what is happening and what's working. But then also maybe, if there are any gaps as well, there could be things that people are doing that where they're missing out on bits of information or missing out on steps that are causing problems later on. So it is a lot of discovery and digging deep, whether that's, you know, going through systems and files and things, but also having conversations. I think sometimes having a talk with somebody can really help you to understand what is, what is happening and the way things work. So doing that to then be able to sit down, you always feel that you've got lots of lots of pieces of paper almost. I'm old school, so, and you want to look at everything altogether, don't you would say. Caitlin, here's a picture of how things work at the moment. Let's try to bring on the what are the best bits that we've got, the things that are most important, and you build that into create the process. And I think often process sounds can sound quite restrictive, and it can make people think, here's a clear set of steps that you have to go through every time you're doing this job. You have to go from steps A, B, C and so what. But I think it's more around having maybe a guide or best practice or milestones that people can follow so to be able to actually, for us to be able to achieve this challenge, these are the key things that we need to make sure that we have in place. So it's not stopping people from being creative or stopping people from adding their own kind of personal way of doing it, but it provides that clarity to be able to say, okay, then this is what we need to happen. Here's where you go for that information, but here's the steps that you need to take to be able to make that happen. But you probably can still have a bit of that freedom to do it. And it frees you up to be able to think about more fun things. I think, as well a lot of process. What's your process in place? You can just get on with it and do it. No, you've achieved those things. So you can think about the more fun or creative things that you want to be you want to be doing, right?
Chris DuBois 8:40
I think I'd heard someone, they kind of reframed how they were looking at processes when they were smaller. So rather than saying like, this is going to be like every step that we need to follow, it's more, let's set the standard for what done looks like with this and then, and that's the process. It's just like, we need this outcome. So do whatever you need to, and we might have, we use this tool, you know, we we tell the client these things at this point, but, like everything else, tons of wiggle room. So I guess are you seeing similar? Yeah,
Speaker 1 9:09
yeah, definitely. I totally agree with that, like, so, you know, I think sometimes when we hear process, it can feel restrictive, but if it's around more around setting standards and expectations and always saying, This is what we need. This is the what we need to adhere to, almost. Then that's fine. Then you can do the other stuff. There's no problem with that. But if we have a if everybody is clear in terms of what the expectation is, we talk about, we are working with clients that actually we need to make sure we have certain things in place for every single client. And everybody's aware of that everybody's clear in terms of what that minimum standard is, whether that has to do with how quickly, you know, simple things, how quickly you respond to clients. Do we agree? How quickly going to respond to them? Or do we agree, you know, our process for, you know, arranging meetings and things, what is the standard that we want to set, the minimum that we know everybody in our team is going to stick to. Do, and then that's fine. That's not necessarily a process, but it's more an agreement and something that we say, Yes, we can all stick to that,
Chris DuBois 10:08
right? Yeah, like the the reframing as an agreement, it definitely, I think that captures it better. What do you do for, like, knowledge management within an agency? So I was guilty with our agency of just having files everywhere. So, like, if you said, Hey, how do you do these things? We would have to look and click up Google Docs, whatever other tool, like, we tried other to we have, like, mind Mester, right? Like magma slack was a was a crazy one, like, but we have them everywhere, and I'm now guilty of doing this within my business, some of my clients I'm seeing that I need to kind of rein them in, to just pick one place where we're going to document all this so that anyone on the team can find what they're looking for. Like creating processes, period is going to be hard for the team if they can't find all those things. How do you even get people on track for that?
Speaker 1 10:59
So I think that's a really good point around having one place for everything. So agreeing a central location that you can just kind of direct people to, because we can all be guilty of having so many different like you say, we'll have slack or click up, or Trello or whatever it is, so many things, doing so many different things. But if you can agree on one place to be able to hold that stuff. Then that makes it easy for people, but then it's always good to just kind of reinforce to people that that's where to go, that's the place to refer to and and constantly having those having those conversations as well. I think it's very easy. And you create a nice, pretty flow chart with the steps to be able to do something. You tell everybody, hey, we've done the flow chart, and we say, right, that's it done, forgotten about. And you hope that everybody's remembered it. When they go off to do their design work, or their PR or whatever it is, they're doing it actually, because they're occupied with their work, they might not follow it. So there's, I think, reinforcement as well. Is it's just as important. So once you've set up the process and you've got the place for it to be referred to having getting into good habits of reminding people that that's where it is, reminding people how to use things, but also then having conversations around. Is it working? So don't be afraid to say, you know, periodically. Is this working? What do we need to change? What do you need to tweak? Because then I think that once you once you're asking for people's input as well. They're more likely to feel like, okay, then this does mean something, I can get something out of it, and they're more likely to buy into it. So it is a it is a process in itself, and but being able to kind of, I think connection and communication is really important, helping people to understand why we want to have processes in place. You know what's in it for them? Most people, human beings, were quite selfish. We want to know what's in it for us. So if there's any kind of change or anything new that might be difficult for people to grasp, let's say if you're moving to a new piece of software or something, and people have been used to something for a long time. Well, being able to say tomorrow, these are the benefits, actually, it means you able to save time. It means that we're going to be able to do things so much faster. It means we're going to get access to more data. It's going to make your job easier, rather than, you know, be the ops person just saying, Oh, it's going to give me lots of information that I want. Well, for you, it's going to make your job easier. It means you're going to be able to be able to do these things much more quickly. And telling people what's in it for them, how it's going to benefit them, can help as well, because they're more likely to be to be bought into it, and again, doing that consistently helping them to understand when you do start to see the benefits, celebrating that with them as well. So telling them, Hey, we've done this change, but now we're starting to see the benefits of it. So really communicating all of that stuff consistently and regularly. I use the word consistency a lot.
Chris DuBois 13:48
That's the best word to use consistently. So do you assign at like, when you get into like, the cadence of looking at like a process and stuff to check in to make sure it's working to to see if there's anything that we should be adding. Is that Paul and like, the owner's responsibility to kind of come back or ahead of operations, right? Someone who, like, is very specifically looking at that side of things. Or do you recommend, like, kind of assigning it out to individuals on the team, where their hands are gonna be out in that process a lot, so maybe they're seeing it more and just adding that extra touch point of like, hey, go check in every quarter or so. Like, but I guess happy to hear your recommendation on that too, for how frequently you should check these. But like, should you be going in and have that individual now looking at it because they're doing it every day, they should be able to see things. Or is it better to get that outside perspective, like it's, how are you looking at that?
Speaker 1 14:44
I think you probably actually this probably sounds like a cop out, but you probably need both. So it's good to get the insight from the person who is heads down, using that process regularly. But then, if you have got somebody that's got that kind of that macro view in terms of how. How that works for the wider agency, then you can then find that balance. Because actually one one change that might work for you know, an individual team might not necessarily work for the wider agency. And likewise, everything else, yeah, and likewise, the person you know at the at the top might make a recommendation, but actually, if it's going to make life difficult for everybody else, then you don't want to kind of then start to break that and again, get people's frustrations to increase. So doing that regular review, but doing it together. So actually, people be able to spot problems, Spot challenges together and working out what might work testing is a great thing as well. So being able to try new things. There's nothing wrong with kind of trying something and then saying, actually, you know what, it doesn't do, what we want it to do, or say, actually it will do if we tweak it a little bit. So don't be afraid to test and challenge. But in terms of how regularly to do those things, depending on what it is you're looking at, you probably at least annually. But then maybe, you know, twice a year or something is probably good so you can get into the flow of things. When something's new, you want to be doing that more often. You need to be kind of really, really looking at it. But once something's added in, then you know, at least a couple of times a year is probably when you want to just kind of at least sit down and check in with your both sets of people to be able to say, is this working?
Chris DuBois 16:22
Yeah. Like, as we're talking through this, I'm having the idea of even almost setting like a rep scanner on it, where it's like, you need enough data to be able to look at it and say, like, well, is this working? Right? Like, if you're going to run a test on a web page, like, you need a certain number to be able to know. And so it's almost the same with that process to be able to like, well, once we hit 200 repetitions of this, this action, then let's, let's go back and look, because we have enough data to know what we should be doing with it. It's kind of an interesting perspective, one I want to get into, almost like change management, I guess for like the since we're on this flow of processes, I have found that most agency owners are very comfortable with change and and they will happily change things on a dime to try something new and just see what's working. But their team is like, you know, hold up because they just got used to that process, or maybe they just finished the process, and they haven't even had a chance to actually execute on it. Now, how do you recommend agency owners actually go back and and where some of those changes may actually be critical, right? They have some information. The team doesn't, and they it needs to be a change, but doesn't make it any easier for the team. So how should they go about, kind of rolling these things out in a way that actually creates, you know, unity of direction, I guess, across their entire org. So
Speaker 1 17:44
I definitely say that that kind of, that piece around communication, is still, you know, just as important. So bringing people in as early as possible to help them to understand that this thing is coming and explaining to them, helping them to know the why, again, if possible, what's in it, what it means for them, and doing that as early as possible, and also seeing if you can find you might some people might call them ambassadors, or whatever it is, if there are individuals within maybe your teams that can then almost kind of help to be that representative, I guess, for your team, that could be that bridge between you know, the people you know, the leader who's coming up with these ideas and suggestions and things, and the actual team themselves, to be that bridge that can kind of maybe distill some of that information. And I think that can help too. Communication is really, really part of it, but then also not to hand hold people, but education, so making sure people understand how they can use whatever it is that's being changed or being updated. Doing that training is really important as well. So it's not something that's just been kind of brought down and said, Here you go. We're changing this today. Everybody get on with it, but making sure that people do have that training and education. Again, they're brought in to be able to give their feedback and their thoughts too.
Chris DuBois 19:15
Yeah, so there's a term, I think it's a clack, like, like, C, l, a, Q, U, E, comedians used to, I mean, they might still do it, I don't know, but it's, it's someone, like a plant that they've put in the crowd to just laugh at their jokes. And the goal is, like, laughing is contagious, so it gets everyone else laughing as well. And as you were talking, I was just thinking, like, that's almost what you want inside your agency as well, right? Who are those people who can, like, get people all seeing the light by just by agreeing, by them understanding what your goal is, so they can move the entire party that way?
Speaker 1 19:49
Yeah, totally. You need that person who's going to be positive, be that Ambassador, be the one that's going to encourage people. You find the person that other people listen to. It's almost like, you know, an influencer, an internal influencer, the person that. People do listen to and take, you know, take on board that person's feedback and ideas, so they can almost do some of that talking for you. And rather than it just coming from a single person, a single leader, whoever it is, you have got that person who's constantly bringing out those messages.
Chris DuBois 20:14
Yeah, internal marketing is definitely an underappreciated thing, but even, like setting up a Slack channel to share your wins, right? Like, when a client has a good win, and everybody can see it, and you can celebrate it, like, super valuable. But then there's the when you have, like, something you want to get people moving towards, and you can market it in a way that shows, like, ties back to those results you've gotten for clients. It's like, the same way you would give proof on a landing page right of what we're trying to do here. It's like you can be
Speaker 1 20:48
doing that internally. I think often it's easy to just kind of write, we've done it now, and it might be that certain teams benefit from that information, but if you can start to let people know, okay, we wanted to achieve x from making this change. And look, we're starting to see some of those results coming through celebrating individuals as well. If there are people who seem to be embracing that change more, then there's nothing wrong with giving them a shout out as well and celebrating them too. But as you do start to see the fruits of that labor, and you start seeing that return, make sure people know, so people can see that it is, it's worth it and it's going to be change is often uncomfortable and a challenge for people. Most people don't like change at all. So if you are kind of helping them through it, and helping them to see the benefits of it, as you do, start to realize those benefits, let people, let them see it. And if there are benefits that are specific to certain teams and individuals, you make sure that they are aware of them too.
Chris DuBois 21:50
Yeah, I see so I've seen that within agencies, right, just the the hesitancy to to lean into change, but it's funny. It's like, I see it with my kids, probably more Yeah. Guys. Like, no, we can't keep doing the same like, all this the exact same way, because we're not going to get different results, right? Like, yeah, that internal marketing, because there
Speaker 1 22:15
are some things, there's some things, you think, Fine, let's keep it that way. But actually, if you want to get something different, you often have to do something differently as well. And it can just be a small change. You can it can be a step by step thing. You know, small changes at once, a small state changes at a time, but sometimes you do need a big overhaul. I mean, I was one example might be, as agencies look to some agencies who want to adopt using timesheets, for example, and tracking their time. You know, some people are very, very against it. There are different opinions of differences of opinion terms of whether they should be used or not. But if you do take that decision, it's one thing, having the software in that's going to help you to track your time. But then people then need to be tracking their time properly and knowing how to use it. So you've then got that challenge of helping people to understand why we're going to start monitoring our time. Now, you know, I've been doing okay, but if you help people to realize actually, it will help us to see if our work is profitable. Help us to see, you know which which tasks and jobs take up more time. It will help us to see if we're really over servicing on certain clients and certain projects. And that, in itself, could potentially help us to understand, okay, then how we're costing and quoting for work, which could potentially mean, it means that we can cost and quote higher, which brings in more revenue, which then helps us to which can benefit the team with, you know, things like salaries and perks and benefits and things or new team members can be brought on. So help people to help him to understand. Okay, this change might be uncomfortable, but there are some benefits at the end for hopefully for all of us.
Chris DuBois 23:47
Yeah, I like looking at the was like, when assessing a team, I guess the skill will matrix, and so it's like, we either need to be motivating people or training them. I think a lot of what we've talked about so far, it's been around the motivation side, which is the harder thing for people, right? Because it's very individualized, and like getting them. How do you approach the the training side for agencies, especially when most agencies don't have a ton of downtime, they're because they're just right, they don't have a ton of leads, so they're trying to just maximize every every inch they can to to be able to bring in more revenue. How do you get them still to make sure they are doing the training pieces that are going to actually make that agency better?
Speaker 1 24:27
So I think it's very much again, in terms of how you position training within the agency, again, it feels like you go back to kind of the internal marketing of stuff, but rather than something just being seen as a tick box exercise, great. I've done that piece of training now, helping people to understand it's an investment in them, and there's a reason why you've chosen this specific training module or training course, because we know that it will benefit you and it will benefit us in this way. So these are the skills that you're going to get from it. These are the this is the way you're going to be, you're going to develop. And. And once you've done it in an ideal world, you can start to put your learnings into place. This is what it could lead to. So if there's a specific something that's quite skill specific, and it could lead to, you know, development in terms of somebody's role or expanding their responsibilities and stuff. And some of it could be softer skills, in terms of how, you know, in terms of communication skills or people management skills and things. But again, that's something that can help, because you can say, well, this might help in terms of the way that you're dealing with clients, that can help with our client retention. So rather than just, and I've seen it happen before, you know, people just have a calendar. Invite, put in their calendar. You've got training on this that day. Make sure you join two hours, and everybody turns up not knowing what it is that they're doing it for. And help people to understand why we're doing it and what they're going to get out of it. Try to arrange it for. You know, obviously, everybody's busy and they have work to do, obviously, but look at timing of it as well. So making sure it's not a time that's going to be your peak time when you're really, really busy and everybody's minds elsewhere. So try to find times that are convenient, convenient, if you want a better word for people so they can really, really lean into it. I'd also say having some kind of follow up from training, so rather than when the two hours or the half a day is done and, you know, everybody's turned off their laptop and gone back to work, or they've left the meeting room, think about actions that people can then take from the training. You know, I often will say to people, what action, what action do you want to take from this session? If there was, you know, if there's one thing or two things that you want to be able to do from this session. What would they be? So that actually, if people write them down, they know they've got them there, and in, you know, in two weeks or two months time, you can then go back and say, okay, then have you done this? What has that meant? Why have you not done it? What have you struggled with? So if you make it really it needs to be something that people can be practical with, and people can use. Because, if not, it gets forgotten. And you get to the end of the year and you think, oh, but you did that training. What happened to it? And they just don't know. So really look at what happens. What happens afterwards?
Chris DuBois 27:09
Yeah, I think that's something most, excuse me, most, like workshops are guilty of. It's like the follow up to make sure we're actually doing things. Yeah, it's crazy. So I've got two, two more questions as we wind down here with the the first one, actually three, because I'm now curious, I want to attack him this one on so if we're talking like people management and just things that we need to be doing as agency leaders in order to make sure our teams are doing the right things, what what's the the 8020 as far as where our focus should go? What is what like? What is that big domino skill that would help us with moving everybody in the right direction?
Speaker 1 27:53
So would I call it a skill? I'm not sure. I think we often talk about emotional intelligence and empathy being really important as leaders. If I when I do like training on kind of people management and line management, I think one thing that people need to remember is, I call it, focusing on the person versus the performance. So understanding who the person is, who that individual is, because they will have, you know, yes, everybody's got, you know, their own lives and personalities and whatnot. This will have different personality traits. They're going to communicate in different ways. They're going to have different strengths and different weaknesses. People have different motivations and ambitions as well. We often think that by managing somebody, that person wants to be the next CEO or managing director. Not everybody does, but they might just be really, really keen to just expand their skill set, for example, really practical, tangible things. So delving into being able to understand who that person is and what motivates them, what encourages them, what what they're scared or what they're excited to do, I think, is really, really important, because once you can tap into that, they're much more likely to develop and be bought into that kind of that relationship, and you it makes it easy for you to be able to kind of find ways for them to grow and to develop in your organization. So knowing who they are, you know what additional skills they have that might not be related to their job right now, but they may well have other skills they may well have. But even aside from that, understanding maybe challenges they might have experienced previously. You know, I do quite a bit of work in diversity and inclusion and understanding that, you know, maybe somebody's taken a had a more difficult path to get to the job that they're in now. So certain types of objectives and goals that you give them might be a challenge, because they might have past challenges that they've experienced, so being able to kind of tap into that and understand who they are could open plenty of doors for you. So that's not quite a skill, but I think that's a really, really important
Chris DuBois 29:52
thing. I love that answer. That was definitely great. Counts so the last two what is. A book that you would recommend every agency owner read
Speaker 1 30:05
probably, and it's probably a really obvious one. I'm trying to think of something different, but actually probably win without pitching. Okay, that's good. And I think because we often think of pitching being, yeah, the pitch, but actually, kind of it's very much around, I guess you're building building relationships and having conversations with people. And when you're in that, you know that situation in terms of building relationships with clients and prospects, finding ways to get to their root of their problem and being able to almost explain how you can solve the problem without going through a pitch process, so that that final meeting is more of a consolidation of a conversation, rather than a big presentation. To say here we're going to impress you. So that's something that was recommended to me a few years ago, actually, and I listened to the audio book of it, and I think it's probably as a business book, I'd say definitely, definitely worth recommending.
Chris DuBois 31:06
Awesome. Yeah, I just added it to my list. So and the last question, Where can people learn more about you? So
Speaker 1 31:13
people can learn more about me, on the quantsaconsulting.com and that's my main website, with information on my services and whatnot, but also on Find me on LinkedIn. Claire quansa, I think I'm the only Claire quansa on LinkedIn. I think I'm unique. So yeah, follow me on there. Connect with me. I'm often sharing my thoughts and musings on various things from operations to people management and whatnot. So yeah, connect with me on there.
Chris DuBois 31:41
Awesome. Claire, thanks for joining. Thank you.
Unknown Speaker 31:43
Thank you so much for having me.
Chris DuBois 31:49
That's the show everyone. You can leave a rating and review, or you can do something that benefits. You click the link in the show notes to subscribe to agency forward on sub stack, you'll get weekly content, resources and links from around the internet to help you drive your agency forward. You.
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