The Future of Agencies: New Models, Leadership, and Client Retention
🎙️ Happy Clients Podcast Recap: The Future of Agencies: New Models, Leadership, and Client Retention
On a recent episode of The Happy Clients Podcast, hosted by Taylor McMaster of DOT & Company, Ashton Shanks, CEO and co-founder of Bad Marketing, shared his journey from teenage marketer to running a 200-person global agency. The conversation dove into agency growth, client retention, and why the traditional agency model is broken.
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From Media Buyer to Agency Titan
Ashton’s career began early, working in marketing at just 16 years old. After climbing the ranks in various roles, from copywriter to Director of Advertising, he launched Human Media in 2020. In just three years, he scaled the agency to $11 million before merging with another firm to create Bad Marketing, now with offices in Nashville, Atlanta, Denver, and London.
What sets Bad Marketing apart? A balance of media buying expertise and cutting-edge creative production, something Ashton believes is essential in today’s digital-first world.
Why the Traditional Agency Model is Broken
Most agencies have historically charged by the hour. Ashton calls this outdated:
Clients don’t just pay for time, they pay for skill, data, and technology
True value lies in results, creativity, and innovation
Retainers with performance incentives are replacing the hourly model
As Ashton put it, “Agencies need to prove they’re the best captain of the ship, especially when storms come.”
The Secret to Client Retention
Retention is a recurring theme on The Happy Clients Podcast, and Ashton had strong views. Great results keep clients around, but only for about 60% of the equation. The other 40%? Communication and trust.
Agencies must:
Communicate with clarity (clients aren’t marketers, they need plain language)
Proactively share the bigger picture (quarterly goals, long-term growth, not just weekly updates)
Position themselves as growth partners, not just service providers
When clients trust their agency to navigate uncertainty, retention skyrockets.
Building Strong Teams with “Pods”
Managing 200 employees across multiple divisions requires structure. Bad Marketing uses a pod system:
Each pod manages 4–5 accounts
A strategist leads strategy and client communication
A project manager ensures tasks, logistics, and timelines stay on track
This system balances high-touch service with scalability, something many growing agencies struggle to achieve.
Hard Truths About Scaling an Agency
One of Ashton’s most valuable takeaways was a candid reminder: being a great marketer doesn’t make you a great CEO. Scaling requires an entirely new skillset: leadership, operations, and tough decision-making.
A few of Ashton’s tips for agency owners:
Protect your cash early: stack savings and build a “war chest” for rough patches
Avoid premature promotions: don’t put someone in a director or C-suite role before the business truly needs it
Pass the baton with authority: transition clients to account managers early, instead of being the sole point of contact
Accept short-term pain: training team members may mean three months of mistakes, but that’s better than long-term burnout
The Identity Shift: From Marketer to CEO
Ashton admits his day-to-day no longer revolves around marketing campaigns. Instead, it’s about building leaders, protecting company culture, and ensuring long-term sustainability.
His advice to agency owners: decide whether you want to be a highly paid marketer, or a business owner running a true agency. Both paths are valid, but clarity is essential.
Final Thoughts
The conversation between Taylor and Ashton underscores a powerful truth: happy clients aren’t just about results, they’re about trust, clarity, and leadership. Agencies that evolve beyond the broken hourly model and embrace true partnerships will be the ones that thrive.