Creative agency coaching

Coaching for creative agencies, by a founder who sold one.

Built exclusively for creative, digital and design agency owners. Pricing creative work, structuring retainers, removing yourself from delivery, preparing for a sale you don't regret. The work of becoming a business, not just a team that ships.

Book a discovery call Or run the valuation first ↓

Why creative-specific

Generic coaching doesn't price creative work.

Creative agencies have a specific set of problems generic coaching can't see. Day-rate gravity. Founder-as-creative-director risk. Retainer conversations that feel like begging. Clients who expect endless rounds because the deliverable is subjective. Scope creep that never gets re-billed.

The frameworks here were built inside a creative agency, refined across a hundred more since. Pricing structures that hold. Retainer formats that compound. Delegation matrices that let creative founders stop being the bottleneck on every decision. Diligence-ready financials. Acquirer-grade IP.

If your business is making things for other businesses and the founder is still the one deciding which font goes where, this is the work.

£2.2M Agency revenue at sale

13 yrs Building the agency

100+ Creative founders coached

What we work on

The six places creative agencies leak value.

Pricing held to day rates

Move off hours-and-materials onto value-based pricing and productised offers. The same work, sold differently, lifts margin by 30 to 60 percent without changing delivery.

Project shop vs retainer business

Convert project relationships into 12-month retainers. Every percentage point of recurring revenue is a percentage point of valuation. Buyers pay differently for the same EBITDA depending on this number.

Founder still in every brief

Build the leadership layer (account director, ops lead, delivery lead) so decisions stop converging on you. Key-person risk is the multiple-killer most founders ignore until late.

Client concentration

If your largest client is over 25% of revenue, you have a fragility problem the buyer can see immediately. Deliberate diversification protects the multiple before you grow.

Financial reporting on instinct

Move from year-end accounting to monthly management accounts by the 15th. Reliable numbers turn you from "founder running on feel" into "business with reportable performance".

No exit thesis

Buyers buy a story, not a P&L. The narrative work, niche, IP, recurring contracts, leadership layer, is what lifts the multiple. Or keeps the optionality open if you decide not to sell.

Programmes