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Adam Weil of White Rabbit Group joins the show to discuss why agencies hurt themselves by trying to own every service in-house — and how strategic partnerships and outsourcing can make your clients stickier and your delivery stronger.
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.
Unknown Speaker 0:00
Hey everyone. Today I'm joined by Adam Weil, a partner at White Rabbit group. White Rabbit group partners with creative and branding agencies to handle the web development and technical work that those agencies can't or honestly, probably shouldn't do themselves. They have built a model around white label dev partnerships that help agencies deliver more value without stretching beyond their strengths. Now I wanted to have Adam on because too many agencies are still trying to own everything, and it's costing them quality. It's costing them client trust, and it's definitely costing revenue. Adam has seen this pattern play out hundreds of times, and has a clear eyed perspective on when to partner, when's refer and how to make your clients stickier in the process. In this episode, we discuss what breaks first, when agencies try to do everything in house, why saying we don't do that can actually be a competitive advantage. How to Use partnerships to make your existing clients more sticky and more no one was asking for another community, but I've made one anyway. 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 a dynamic agency, dot community. Lead Gen is the hardest part of running an agency. For most it's unpredictable, it's slow and it's usually expensive. GF flips that. It's the all in one growth platform that turns your existing relationships and client work into a steady pipeline. Gia automates lead gen, follow up and content, and it's all from the work you're already doing. You can check it out and get some free bonuses at get gia.ai/dynamic
Unknown Speaker 1:58
agency, and now Adam Weil,
Unknown Speaker 2:03
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.
Chris DuBois 2:21
What breaks first when agencies try to own everything in house?
Adam Weil 2:26
Yeah, it's usually what they're weakest at, right? So you know, most agencies, it depends what size agency we're talking about here, but if it's a agency that's anywhere from a handful of employees up to maybe 50, it's still usually led by the founder or partners, in large part. So whatever their weaknesses tends to kind of trickle down throughout the business, I would say. So if they're not a very technical person, then wherever things get a little bit technical on projects, they're usually not going to make the right decisions. They don't know how to bring on the right people, they don't know how to apply the right processes. So whatever they're weak at, there's going to be problems around that.
Unknown Speaker 3:08
And yeah, so this one gets me every time right. It's like, if we know we're going to be weak in this, why are we even offering it?
Unknown Speaker 3:16
I think the easy answer is like, well, there's revenue there, and I think that's where most agencies go, but the
Unknown Speaker 3:23
well, let's just figure it out. Piece of that and knowing that you might actually hurt your revenue, because this person is going to have a bad experience because of whatever you're you know, whatever you're not great at, you're trying to deliver everybody sour everything else that you're doing within this project, right? I don't know. I guess. How do you, how do you, how do you look at that with, like, if someone does want to still do those, because there is revenue, they have people asking for this type of stuff. Like, what's the solution? Yeah, so it depends on what the goal is for the agency. So, I mean, I've seen it all like white rabbit group, you know, we partner with creative agencies, a lot of branding agencies, so whenever they need websites, web apps or mobile apps, they outsource that to us, oftentimes white labeled. So I've seen all kinds of relationships. I've seen agencies that have been around for 30 years, that had their own in house team, that eventually shed that team and then just start outsourcing things that they're weak at to other vendors. I've also seen some teams just flat out not take on those types of projects. Take like a branding agency, for example. They may love doing packaging and brand identity work, and they've just had so many problems with the websites. I've seen them just shut down that offering entirely, which, I mean, fine, if you want to just do that. I think there's, you know, more power, power to you if you just want to stay in your lane, but to your point, you are going to miss out on the revenue opportunity. But I also think the more important thing is you're going to miss out on an opportunity to provide more value to your clients, even if it's a referral. So.
Unknown Speaker 5:00
Many agencies like, no, no, no, no. We don't do that. We don't do that, you know, and they turn away the opportunity to provide more value. So it could just be simple, a simple referral, but I think where they could provide even more value is there's a relationship already established there. There's trust already established there. So from the client's perspective, they're looking for that agency to make a recommendation, whether it's a referral or it's just knowing that, hey, that agency, if you just own that, we would feel so much better about that. Most clients have that perspective where they're like, You know what? We've had a great experience here. We need to get a new website. You did a great brand identity. Can you just oversee the website? And a lot of clients would be happy to do that, and and some agencies just they don't feel comfortable enough to, you know, jump in that situation, right? So operational constraints, I think, are one of the probably less, less engaged levers for differentiation with agencies, where it's like, if I can say, I will not do this, it's like, there are times where that is actually very attractive to clients, where it's like, Oh, fine, someone who's not going to try to just keep up selling me and doing all these things right, right? But yeah, you bring up a great point for like, the referral side of this is, like, there's always the opportunity to say, hey, even though we don't do it, I know exactly who is an expert in this that we could send you to, right?
Unknown Speaker 6:32
But as we're talking differentiation, I want to talk about your delivery model. You think that's like, an awesome it's a way, another method that agencies often miss when thinking about how they can differentiate. But you guys have done this extremely well. And so yeah, yeah, for sure. And before I get in the delivery model, I just want to touch on a little bit more around, kind of the the carrot and the stick when it comes to partnering, because, as you mentioned, you know, they it can be a differentiator. When you say, No, we don't do it all right. And I think that's actually the right way to approach it in 2026 is to have your clear positioning and your niche where you just dominate that one thing. But on the flip side of it is, if you can offer certain services, you can make your clients a little bit more sticky, for example. So if you have a retainer with a client,
Unknown Speaker 7:23
let's say you're providing marketing services driving traffic to their website and different ads and things like that, different landing pages. If those landing pages of that website is a poor experience, it's not converting. Well, all those marketing dollars that they're spending are far less efficient, and that's going to be a reflection on you. So you so you can actually do a better job for the client by approaching them strategically. Hey, what do you think about doing a new website? You know is that something you'd be open to, and you can start to work your way into that conversation with these clients to make them more sticky, to provide more value.
Unknown Speaker 7:56
So I think that's one thing, is
Unknown Speaker 7:59
to look at the different ways that it could benefit you. And if you're clear on that, then you can start to explore, okay, well, what? What are the possibilities there? Is it? Is it bringing it in house? Is it, you know, staff augmentation? Is it hiring a dev shop? Is it hiring a company like us? So I think the first thing is to really be clear, like, is it worth it to do that, and if so, now you can look at the different delivery models,
Unknown Speaker 8:25
and I'll answer that as far as what we do differently based on my own experience. So I had an agency before, white rabbit. It's called Web sauce, small handful of employees. My passion was design. So I built a whole company around design. I was not very technical. So I always relied on outside teams. And I tried bringing it in house, I tried freelancers, I tried outsourcing it to
Unknown Speaker 8:52
local folks. I tried outsourcing it to, you know, India, South America, Eastern Europe. I mean, I really tried it all. I probably went through a dozen different development teams or or individuals, and when I found why rabbit, I think the model is what attracted me first. So when you have development projects, there's multiple people involved, right? So you have a front end developer, you have a back end developer, you have DevOps to make sure the site's migrated properly. Security is set up properly. You want to make sure the site is performant, meaning it loads fast. You want to make sure it's qaed properly on actual devices and browsers. So these are all separate disciplines, and if you hire a freelancer, they're usually good in like one of those disciplines, maybe too. So you're not going to get a full a full stack experience. There's really no such thing, in my opinion, as a true full stack developer. And so there's going to be weaknesses. There also, freelancers are not necessarily the best communicators. They have other projects. There's other things pulling their attention. They may get the opportunity of a lifetime halfway through the.
Unknown Speaker 10:00
Project. So there's a lot of vulnerabilities there. So that's where I saw some problems as far as like scalability and consistency. And then the other situation would be, you
Unknown Speaker 10:12
know, in house, you can do in house, but there's so many different tech stack requests from clients. One month it might be WordPress, another month might be Magento or Adobe Experience Manager. There's so many different tech stacks, and it's impossible for a small development team or one developer to know all these different tech stacks, plus you have the costs of maintaining them on payroll and keeping them busy.
Unknown Speaker 10:39
The other option is staff augmentation, but staff the problem with staff augmentation is similar to the Freelancer model, right? They're typically only good in one specific area. They're not necessarily going to be the best communicator, and oftentimes they don't really feel like a true
Unknown Speaker 10:56
partner in that sense, right? They're just kind of tacked on there as a supporting role, and they're not necessarily the best communicator. They're not going to look at the project holistically. They're just going to go, Okay, I'm going to do my one little piece. So those are pretty much the options that I would say. The last option is a traditional dev shop, so an agency might know a friend that does websites, and they're just going to go, you know what? I'll just outsource it to them. Problem with that is, it tends to be expensive. They tend to Bill hourly only, and they're just interested in racking up as much hours as possible. Again, there's more of a transactional vendor type approach in those relationships. They may have multiple project managers to get swapped in and out,
Unknown Speaker 11:40
so they're not really set up to really support an agency to make sure that they look like the hero in front of their client. So, so those are pretty much the different options. Our option is different because we have what we call an owner, outcome, owner delivery model, which is a single point of contact, which is on time zone. And these are like the unicorns in the industry, that the technical people that are great communicators. We're not having them jump in the code, although they can. We're having them own the outcome of the project. So they're working directly with the front end developer, the back end developer, DevOps and QA, everything is getting fielded through that TPM, the technical project manager, who's their main point of contact. So they ensure that that that project is successful from start to finish, and because they're responsible for the outcome, we want to get brought into that process as soon as possible. So as soon as we're estimating it, what is the strategy, what's the what's the client's goals, what's the agency's goals? So we make sure that we're tracking that all the way through. So it's a true partnership.
Unknown Speaker 12:49
We can hop on client calls, like calls with the agency's client, on their behalf, in some cases, so we can really tease out all the information that we need to ensure it's a success.
Unknown Speaker 13:02
So that's the unique aspect of it, is having an on time zone support, the technical, great communicator, and then, of course, they can talk directly with their other team members if they need to. But having that single point of contact really own the outcome, I think, is the real differentiator. Right, anytime someone can own right the actual outcome, I think they're, they're going to feel more like contributing to everything and like there's, I know they're like, status is at stake, I guess. And so like they want to contribute. But what, what got you even considering that model in the first place?
Unknown Speaker 13:39
Well, because there was so much pain around the other models. You know, I think as an agency, it's extremely infuriating when you can provide a great experience to your client, from the entire process all the way to the end, meaning, the sales process goes well, the design process goes well, the strategy, they're loving it, and then you can get to the point where you're launching a new website, and then QA fails. It's missing some components. The site's not able to be managed like you thought it was going to be managed. And it's the last thing that the client remembers throughout the whole engagement,
Unknown Speaker 14:22
even if everything is a 10 out of 10, that last experience kind of puts a sour taste in their mouth. That really hurts you when it comes to referrals. And so that was an experience that I had over and over, and it was, it was really infuriating. And I just thought there had to be a better way of doing this. And White Rabbit had figured it out. I don't claim to have invented the model. It was basically invented by Greg, our co founder, and avalash. Our co founder, avalash is a back end developer. Greg is a front end developer, and so together, they proposed.
Unknown Speaker 15:00
Just, you know, having this model, and I've just scaled it up from there. And so in trying that out, was a trial and error for them to figure out what, what actually works for this. And what actually happened was, Greg owned another agency called Golden Leaf, and it was a marketing agency, so Greg was always technical, and he just kind of wound up in some relationships with other agencies, where they were outsourcing their development to us, to Golden Leaf at the time, and the model went so well, where Greg was, you know, giving them all the information so that they look good in front of their client. And they were super grateful, because they're like, Yeah, we don't know how to do this stuff. It makes our clients more sticky. We're able to mark it up and make a pretty good profit.
Unknown Speaker 15:47
This is great. Let's keep doing this. And so we just saw it as we don't have a lot of retainers with our partners, but they just bring so much repeat business to us. It's, in a way, sort of like a retainer. So we just rebrand it to white rabbit group and just went all in on the model. Yeah.
Unknown Speaker 16:05
So let's talk partnerships. Since, uh, we'll get into your your realm here.
Unknown Speaker 16:12
What? What makes for a great dev partner, or, I guess, like agency slash dev partner, relationship is probably a better way to put it. Yeah, so there's a, there's a lot of things. One is like just having good processes, I think is,
Unknown Speaker 16:31
in my eyes, number one, because if you're going to make things scalable and repeatable, like you have to have everything documented. So I think that's a really important thing. If you're looking at a dev partner, you know, ask them, what are their processes? Can you send me documentation? I think that's a good, good proxy there. The
Unknown Speaker 16:48
other aspect, I would say, is
Unknown Speaker 16:52
a good dev partner is going to ask a lot of questions up front to really understand the goals of the project. They're not just trying to understand, all right, what's the tech stack? You know, how does the manageability like? Those are important questions as well. But you really want to understand, as a dev partner, what, why is this an important initiative? What's the business outcome that's that this is attached to? So I think those are great questions. I think another aspect is having a QA team. A lot of developers do not have a good QA process. Most times, they're just queuing the work themselves,
Unknown Speaker 17:29
and then they they make sure it fits for the viewport of the the agency or the client, but they don't really check on all the other various screens. So those, those are the first things that come to mind, but many, many different aspects that make a good, Deaf partner, right? Like white labeling, stuff like, the partnerships are incredibly important, right? Because that's where a majority of your well, it's where all of your revenue is coming from, right? So, like, what are, what are some things that even just on, like, a
Unknown Speaker 17:58
MAINTAINING RELATIONSHIPS kind of standpoint, what are the things you're looking for with with people you partner with? Like, what am I looking for in another agency, or both? What are the touch points? What are the things that you're doing in order to make sure that everybody's getting what they need from the relationship? And so, I guess refer a little more back. I'm asking this purely because I used to do some advisement with partner hub.
Unknown Speaker 18:21
Really, those were for, like, agencies and tech partners and stuff. But like partnerships was a huge, almost like blind spot for agencies where, like the tech companies, a lot of them have a, like, a partnership, like ecosystem, and they have right team members who are managing this type of stuff or thinking through these things. The agencies are just looking for deals. And when they have a deal and they can't facilitate something right, then they find someone else who can help, yep. And so just like, they didn't have as much of a, like, a system or a process to being able to to, like, maintain these relationships. Yeah, yeah, it's a good question. So I'm fascinated by this. And to be honest, I don't think we've, got it all figured out.
Unknown Speaker 19:03
As an example, you know, we're about to go into our 10th year in business, and we have, we just introduced our account management team last year for the very first time. So I also kind of say that in like, a braggadocious way to be honest, because I think it's amazing that we grew to what we did. You know, almost 90 employees, just from having one technical project manager, that that owner, right, that outcome owner, working directly with our partners, same person, project to project, so they build a relationship that was essentially our account management, in a way. And I think just because the relationship there was so solid, it just continued to bring us more work, and so we didn't feel the need to introduce account management.
Unknown Speaker 19:52
I think we're at the point now where we've matured enough to realize, okay, we're leaving money on the table by not investing more in the.
Unknown Speaker 20:00
Relationships. And so the things that we're doing now are, one is, you know, having a proper kickoff so, you know, really starting things off on the right foot. You know, we have a beautiful deck that we walk through. We try to have all the stakeholders of that agency on that call. We really try to make sure that that happens, and push for that, so that all the right people are there from the beginning
Unknown Speaker 20:23
and and then we map out the people at that agency. So it's going to be leadership those three. There's three legs to the stool for US leadership. So this is like, CEO COO, those types of folks, and then sales.
Unknown Speaker 20:42
So this may be, you know, head of biz dev
Unknown Speaker 20:45
and or the CMO perhaps. And then the last stool is basically the project manager, whoever it is that we're dealing with on a day to day basis, if all three of those people
Unknown Speaker 20:58
understand and value are what we bring to the table, like they they understand it enough to really value it that ensures a long term partnership. Because we're not the cheapest option out there. If you just consider us, compare us on like an hourly basis, we're going to lose that game all the time. But that's not a fair way of comparing development agencies, because
Unknown Speaker 21:26
number one, I mean 181 developer can take 30 minutes that another developer takes four hours. So the quality there can can vary wildly, right? And there's so many other aspects, the communication, the organization, the documentation that goes into it that creates a better experience. It's not just, you know, an hour for an hour, but
Unknown Speaker 21:48
but the point is, and actually bring me back, because I I went off on a tangent there, but bring me back to the the original question, the What are you doing to maintain the relationships? Yes, yeah. So it's having the account manager kick off things in the right way. Yeah, they understand who the decision makers are in the company, those three legs the stool. They're building relationships to all three of them so that they understand and value what we do. I think that's a really important piece. And then having the right checkpoints throughout the project, just to check in see how things are going. And then having quarterly business reviews, nothing you know, earth shattering there. But also in those quarterly business reviews, asking you know about their client roster right now, and seeing, Okay, are there opportunities in here to
Unknown Speaker 22:40
ask them about their website, to just raise the question
Unknown Speaker 22:44
and and that's a great way to for us to provide value, because one agency
Unknown Speaker 22:52
might be working with a hospitality client. And there's an example I'm thinking in the back of my head where we raised to the agency, hey, what if there was like a kiosk? This is through a brainstorming session with the agency. What if there was like a kiosk, like a large touch screen? When they walk into the hotel, they could see all the amenities, and they can see where to go. The agency might really like that idea, and they pitch that and, you know, there's an opportunity there. So it's those types of things that allow us to be viewed as more of like a partner instead of just like a transactional vendor, right? So I'm curious. I mean, I'm curious about a bunch of things, but, like, I'm pulling one, one little snippet that came from this, where you guys were running with the founder as the account manager for everything up until last year. What? What What was that transition like? What were some of the thinkings and everything that had to go into it? Yeah, well, so what didn't exactly play out like that? Our founder hasn't been on the project management side for about,
Unknown Speaker 23:56
it's about five years, maybe a little more than that, actually. So he was able to do a nice job stepping out. And your question is, how did he do that?
Unknown Speaker 24:09
I think what really played well in that situation was when we were in office. So we had an office, and right next to him was our first project manager.
Unknown Speaker 24:21
And so he was sitting there, technical project manager, sitting there basically helping them
Unknown Speaker 24:29
draft the emails. I mean, we have a Slack channel that's still in our company's slack, which we honestly don't really use as much these days, but it's called Help peer review. And I love that channel, because people would just drop an email in there, hey, can you help me respond to this? Or they put their own draft in there and say, Hey, how does this look? And it was a great part of our culture. I think we still have it. It's just, I think now there's a lot of senior folks on our team that just don't use that.
Unknown Speaker 25:00
Need as much, but, but that right, there was a big part of what allowed him to kind of shift out,
Unknown Speaker 25:08
gotcha so. So it was like
Unknown Speaker 25:13
an official shift was like, as of last year,
Unknown Speaker 25:17
if you guys like slowly implementing this, it's just, it's one of the sticking points for a lot of agencies, right? How does the founder get out of this type of work? And so, yeah, yeah, I think, to Greg's, you know, credit he, he did put a lot of autonomy into the team. I think,
Unknown Speaker 25:37
you know, he allowed us to make mistakes, and maybe some deals were lost because of that. Honestly, maybe some relationships were damaged because of that. But, you know, he did step in when needed, and then also just let things, you know, fade out and sure, like, would we have retained a little bit more of the relationships if he was attached to the to the client, on every one probably, but I think we had so many opportunities. To be honest. I think
Unknown Speaker 26:10
when you're in the scarcity mindset, you don't have a lot of opportunities. It's harder to do that. And so I think, as an owner, if you really want to step back, do everything, do everything in your power to generate as much demand
Unknown Speaker 26:25
so that you can afford to have some hiccups. It's not going to be a perfectly linear, smooth process. And you have to accept that if you truly intend to step out of that. Yep, yeah. I mean, I appreciate all the time, if you can focus on the demand side of this problem and just say, can I just get enough leads in here that will close these deals and my team will get the reps to be able to learn and figure this out, like the SOP side of this, and like the supply side, it kind of works itself out because of that, right? But something else that I find fascinating here is, like, it's, it's rare that you can look at an agency and just kind of get an idea of of their positioning, separate from, like, not positioning, like the tagline on your website, but like, who are they as, like, a group of people. And because of the way Greg, one of the founders, because of the way he kind of ran with that, with, like, letting people make mistakes, right? He was letting them own. What he was giving them. Your entire delivery model is around ownership. Yeah, it's like you guys have this common like this through line, like passing through all the different parts of your business that I think is very strong and makes it much easier to run the marketing for like, for you to show up and say, This is who we are now actually have the evidence to back it up, right? Was that intentional or just the way it kind of worked out? Because you had some strong personalities running the show? Yeah, I think we did get a little bit lucky. In that sense, we had some, some really talented people early on that allowed us to to, again, step back. I mean, you know that that TPM, that first TPM that he hired, you know, is still with us today, so I think there's a little bit of luck in there.
Unknown Speaker 28:10
But,
Unknown Speaker 28:12
yeah, I honestly, I think a lot of it is luck, but I will say it's now even easier than ever, because, like, we're using clickup as our project management software. It is incredible the level of insight that you can drill down to. If you want to take a step back, but you still want to have a little bit of visibility, like, you still want to,
Unknown Speaker 28:33
like, see what's going on quickly without having to be in all the meetings and take up all your time. You can do that so easily now, so there's no excuse it's never been easier for someone to take a step back, because you can still very easily peek underneath the hood and see what's going on.
Unknown Speaker 28:53
Yeah, it's awesome. I think it's what a lot of agencies aspire to reach, maybe, maybe not, without knowing all of the details for like or having the right word to explain what they're looking for, but having something that's like, consistent and like with this theme, I guess that you guys have
Unknown Speaker 29:12
Tim Kilroy on a recent episode, just broke it up by your vibes, vision and values, and I think it's definitely vibes that you guys have have there that's awesome. Yeah, let's say it's like 8020 for an agency that wants to
Unknown Speaker 29:30
start offering, like, technical services and stuff. Yeah, find a partner. But it's one they got to be able to kind of sell, sell these two clients, right, like the and then be able to hand off to the partner, 8020
Unknown Speaker 29:45
just like, what's what should they be focused on in order to make this as smooth as possible?
Unknown Speaker 29:51
Well, I think finding the right partner is is probably number one. You the last thing you want to do is end up in a situation where, again.
Unknown Speaker 30:00
Then you're delivering all the way through that experience for your client, and then something falls through the cracks. So I recommend starting small, doing a small project, not rushing into it. It's always when there's some sort of opportunity that comes up. So it's usually the client that's like, Hey, can you also do our website? That's usually the most natural starting point. And so I think doing your due diligence to vet that agency, like if I were hiring an agency, and I didn't know why rabbit, I would be wanting to talk with previous partners, not just clients, but also agency partners
Unknown Speaker 30:34
that have relevant projects, like similar tech stacks or similar types of projects. If it's a mobile app, I'd want to talk to a partner that did a mobile app with that dev agency.
Unknown Speaker 30:44
I would probably want to talk with more than just the account manager or TPM, at least initially, just so I have a sense of who the players are, I would want to know what their QA process is, and I'd want to see that, like, immediately. You know, if they take a while to send me their documentation that that's, that's a little bit of a red flag. So I would be very aggressive on because there's so many crappy agencies out there that
Unknown Speaker 31:13
just don't have their shit together. And so I would be very aggressively vetting them and and if they pass through that gauntlet. Then, dude, let's, let's get married. But like, that would be step one for me. Yeah. And so from, from the the
Unknown Speaker 31:30
agency side, like that, your potential partner, would it like step one for them be see if someone wants this, or should they be, like, considering a partner first and say, Hey, maybe we should start offering this. Let's find a partner, see what that could look like, and then we start trying to sell it, or wait for someone to bring it up. And if, if we could sell this, then go quickly, find a partner. That's a good question. I think you can go either way. I think if you have really good relationships with clients, and you can have a conversation, a candid conversation, where it's like, hey, you know, we want to keep providing value to you guys. You know, are there certain services that you're looking for? Whether we can bring it or recommend our partners? You know, what? What do you need in the business? I think that's a really good question to ask, because it tells the client, hey, you really care about them. And then you're going to learn a lot about what, where those gaps are, and then you can go find a development agency, or whatever agency that can fill those gaps. But on the flip side, if you also have, like, a good partner in your network, where you're like, wow, those those services, I think could really complement what we're doing, that's another way you could do it. And then just have a conversation with them and say, hey, I want to bring this stuff up. How should I go about doing that? And if they're a good partner, they'll give you some good advice there, on, on, on how to bridge the gap. Awesome. All right, Adam, I got two more for you. First one being, what book you recommend every agency owner should read?
Unknown Speaker 32:59
What book should every agency owner read. I think
Unknown Speaker 33:03
owning an agency today requires
Unknown Speaker 33:07
a tremendous amount of focus and discipline,
Unknown Speaker 33:11
and I don't think that's talked about enough. There's so many different strategies and tactics out there that it's overwhelming, and there's so many different things vying for our attention. I mean, I look at my computer screen here, I have so many different tabs that are pinned and, you know, they're all vying for my attention. So a book that I would recommend is called Mindful self discipline by Giovanni dentsman. It's probably not a very popular book. I'm guessing he's a meditation teacher. He's also kind of a tech guru as well. He's just a great mind and has some really, really practical ideas for how to integrate Mindful self discipline into your your work day. Because I just, I think it's so important every day, if you're not working on like the most important thing, and you're getting pulled into other directions like you are, you are just slowing your business down and causing more more pain. So I'm a big believer of just like eliminating things and just focusing on the most important aspects. And you can't do that if you're just jumping from from thing to thing, if you don't have a habitual way of identifying what is the most important thing and slowing down and just executing Yeah,
Unknown Speaker 34:29
and the good news that has never been brought up on this podcast with 100
Unknown Speaker 34:34
plus episodes in now. So another book to add to my my list. Yeah.
Unknown Speaker 34:39
Last question is, where can people find you? Yeah, find me on LinkedIn. My name is Adam Weil, A, D, A, M. Weil is W, E, I, L. And also, check out our website, White Rabbit, dot group. We're actually launching a new website this week, so check it out. I'm excited for the new positioning. I'm excited for.
Unknown Speaker 35:00
Chris to check it out and on that too happily, but awesome. Adam, thanks for joining. Thanks Chris for sharing.
Unknown Speaker 35:12
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.
Transcribed by https://otter.ai