The Agency Profit Podcast

Points of Interest00:01 – 00:55 – Introduction: Marcel welcomes Kristen Kelly and frames Q4 as prime season for annual and quarterly planning, noting the high cost of leadership offsites demands clear outcomes.01:18 – 03:10 – Why Planning Feels Hard: Kristen cites common hurdles—turning history into forward plans, aligning stakeholders, and building forecasts that can flex with scenarios.01:55 – 03:47 – Frameworks Without Dogma: Marcel references EOS and Scaling Up, extracting shared essentials: look back, look forward, set a few priorities, and install a cadence.03:48 – 05:16 – From Ideas to Execution: Teams stall when models are rigid or fragmented and when revenue targets are arbitrary rather than grounded in capacity, pricing, and cost.05:17 – 08:43 – Static Models Create Drag: Rigid spreadsheets bias decisions toward the status quo, force opinion-driven debates, and delay choices into the quarter, shrinking execution time.08:44 – 11:48 – Prep That Actually Works: Start with mission and quantifiable goals, anchor to a simple, accurate, flexible model, and compare forecast to actuals to keep scope tight.11:49 – 14:32 – Surface Misalignment Early: A pre-offsite FUD survey (fear, uncertainty, doubt) creates psychological safety, reveals blind spots, and primes productive discussion.14:33 – 17:16 – Make the Look-Back Lightweight: Ongoing scorecards make recaps brief; focus on AGI, delivery margin, overhead/AGI, operating profit, and levers like utilization, ABR, and average cost per hour.17:17 – 20:56 – Prioritize by the Numbers: Identify which metrics must move, set a small set of OKR-style priorities, and tie initiatives directly to measurable outcomes and weekly execution.20:56 – 23:47 – Objectives Stay Stable; Communicate Often: Big objectives change slowly; raise the bar via evolving key results and over-communicate the plan so decisions map back to it.25:23 – 27:58 – Commit, Then Figure It Out: Install scorecards and targets even if imperfect; the commitment becomes the forcing function to solve data structure, forecasting, and tracking.28:27 – 36:56 – Model-Backed Decisions & Facilitation: Use a living model to handle cyclical topics (price raises, comp), budgeting, and tradeoffs; third-party facilitation drives objectivity, buy-in, and offers ABR-improving options beyond price increases.36:56 – 39:29 – Unified Budgeting & Final Advice: A connected model aligns payroll, pricing, overhead, and delivery targets, preventing unrealistic constraints; the closing takeaway is numbers-first planning that builds alignment and speeds execution.Show NotesConnect with Kristen via LinkedInFree Agency ToolkitParakeeto Foundations CourseFree access to our Model PlatformLove this Episode?Leave us a review here.  Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Points of Interest00:00–01:02 – Introduction: Marcel welcomes Stephen, a veteran agency operator, author, and CEO of Predictive ROI focused on helping agencies sell more by adding value.01:02–03:09 – Who Predictive ROI Serves: Stephen explains their exclusive focus on agencies and their expertise in business development through authority positioning and structured nurture.03:09–05:18 – Systems Mindset Origin Story: From Air Force missile silos to agency life, Stephen shares how life-or-death procedures taught him the power of process in selling.06:21–07:30 – Why Go-to-Market Matters Now: With AI as a new disruption, positioning and trust creation become mission-critical as channels get noisier.07:30–11:30 – Trust Starts Below Zero: Referencing market skepticism, Stephen argues prospects begin in “distrust,” so sellers must over-prove capability through repeated value.11:30–15:43 – Expertise vs. Empty Positioning: Marcel critiques “lipstick positioning” and argues public demonstrations of expertise are required to restore credibility.17:06–20:30 – Power of Long-Form Content: Both highlight unscripted, long-form conversations as a stress test that builds trust better than polished sound bites.20:49–23:55 – Step 1: Choose a Narrow Who: The framework begins by declaring a niche, rejecting generic messaging, and embracing focus as the path to demand.23:55–28:27 – Step 2: Name the Methodology: Codify problems, pillars, and levers; document common mistakes and strategic moves so teaching and delivery match.30:18–33:51 – Trust Architecture: Help Me Understand: First sales meeting is a five-question diagnostic about the prospect’s priorities, obstacles, and market—no pitching.34:08–39:53 – Align & Prescribe → Meet & Greet: Use a self-scoring “Focus Finder,” then have strategists teach the system, add proof and ROI, and gain conceptual agreement.40:24–48:00 – Content Blueprint & Consistency: Turn the methodology into pillars (Grow, Nurture, Sell), create cornerstone content, repurpose across channels, and show up weekly.Show NotesEdelman Trust Barometer reportPredictiveroi.com/resourcesStephen’s LinkedInLove this Episode?Leave us a review here. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Points of Interest00:00 – 01:30 – Introduction: Marcel welcomes Parakeeto’s Kristen Kelly back to discuss a recurring misconception in agency operations—the belief that a better project management or PSA tool can solve profit management challenges.01:30 – 03:25 – The PM Tool “Silver Bullet” Myth: Kristen explains how leaders and PMs often adopt new tools to tame chaos, believing marketing promises that they’ll also solve utilization, capacity, and profitability issues.03:25 – 06:00 – Why Agencies Fall for It: Marcel and Kristen note that while PM tools are valuable, they’re often oversold as full profit-management systems. Agencies end up frustrated by missing fields, tool quirks, and data limitations.06:00 – 08:45 – Hitting the Wall: Many teams find themselves with tools that improve delivery workflows but still leave them unable to make key financial or operational decisions because the data remains fragmented across systems.08:45 – 11:43 – Introducing the Framework → Data → Process Model: Marcel outlines Parakeeto’s three-part sequence for solving profit management: define the framework (metrics and formulas), structure the data, and establish ongoing processes for hygiene and cadence.11:43 – 12:46 – Why Sequencing Matters: Without first defining what needs to be measured, agencies make poor configuration choices in PM tools—creating rework, confusion, and endless tool migrations.12:46 – 15:19 – Defining the Framework: Agencies must precisely define how metrics like utilization, delivery margin, and project profitability are calculated, and understand the relationships between those measures before configuring tools.15:19 – 19:54 – The Role of Process and Data Hygiene: Marcel explains that real-time reporting fails if data quality is poor. Clean, reliable reporting requires an ETL (Extract, Transform, Load) process, not direct reporting from source data.19:54 – 22:55 – The Precision Trap: Kristen and Marcel explore the conflict between PMs needing granular precision and executives needing simple, high-level rollups. Forcing perfect data consistency across teams destroys usability and compliance.22:55 – 26:28 – Practical Limits of In-Tool Reporting: Marcel describes how building detailed profitability reporting directly in PM tools creates unsustainable complexity, unrealistic data maintenance, and unreliable results.26:28 – 34:38 – Building a Sustainable Data Architecture: They outline how Parakeeto’s ETL pipeline works—extracting time data (person, project, hours), joining it with payroll and project grids, normalizing fields, and applying ongoing QA to ensure accuracy.34:38 – 42:37 – The Big Takeaway: Kristen and Marcel conclude that PM tools are essential for delivery but not the whole profit solution. Agencies should use them for managing work while relying on a clear framework and data pipeline for accurate reporting.Show NotesConnect with Kristen via LinkedInFree Agency ToolkitParakeeto Foundations CourseFree access to our Model PlatformLove this Episode?Leave us a review here. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Points of Interest00:00 – 01:15 – Introduction: Marcel introduces Casey Brown, author of Fearless Pricing and founder of Boost Pricing, highlighting her experience generating over $1B in client profit.01:15 – 02:15 – Defining a Pricing Geek: Casey explains her passion for pricing as the intersection of psychology, process, and data, with a mission to help firms earn the prices they deserve.02:15 – 03:09 – From Engineering to Pricing: Casey shares how she moved from chemical engineering into pricing at GE, discovering its blend of strategy, negotiation, and value creation.03:09 – 04:29 – Pricing as Poker, Not Economics: Casey contrasts real-world pricing with textbook theory, describing it as a poker game where buyers and sellers strategically hide information.04:29 – 07:01 – The Price–Quality Effect: Casey highlights how higher prices in professional services often increase demand, as clients equate higher cost with higher quality.07:01 – 09:13 – From Strategy to Mindset: Casey explains how shifting focus from pricing models to training sales teams on confidence and value communication created better results.09:13 – 14:22 – Why Agencies Struggle with Pricing: Casey outlines two main barriers—lack of focus on pricing strategy and fear of rejection—that lead to underpricing and discounting.14:22 – 18:35 – Running a Pricing Meeting: Casey recommends quarterly reviews of market shifts, win rates, and client profitability to make pricing a consistent strategic priority.18:35 – 22:18 – Operational Levers for Pricing Power: Marcel and Casey discuss how utilization, staffing models, and capacity planning affect the ability to hold firm on price.22:18 – 26:30 – New vs. Existing Client Pricing: Casey stresses segmenting price increases by client type and keeping communications brief, personal, and unapologetic.26:30 – 35:51 – Preparing Teams for Sales Conversations: Casey emphasizes role-play, objection handling, and value-first framing to help frontline teams confidently present pricing.35:51 – 47:56 – Raising Prices with Longstanding Clients: Casey shares phased approaches and cautions against gimmicks, while Marcel introduces tactics like repackaging and the “3 Rs”—Recapture, Rescope, Replace.Show NotesPricing Meeting Structure GuidePricing & Scoping for Agencies PodcastBoostpricing.com/resourcesCasey’s LinkedInFearless Pricing BookLove the PodcastLeave us a review here. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Points of Interest0:50 – 2:07 – Introduction: Marcel and Carson set up the challenge of revenue recognition in agencies, where payments and work schedules rarely align, creating distorted profitability metrics.2:19 – 3:22 – Cash Accounting Pitfalls: Carson shares a client example where tracking only bank deposits caused wild swings in monthly profit and billable rate reporting, rendering metrics unreliable.3:37 – 4:15 – Why Cash Accounting is Common: Marcel explains that firms default to cash-based accounting because it is cheaper and simpler, but acknowledges the operational limits for service businesses.6:13 – 7:17 – Cash vs. Accrual Explained: The hosts break down the difference between cash accounting, which records money moving in and out, and accrual accounting, which aligns revenue and expenses with when they are actually earned or incurred.8:35 – 9:26 – Project Example of Misalignment: Marcel illustrates how upfront deposits and final payments distort monthly reporting, showing why cash accounting fails for project-based agencies.11:07 – 12:13 – Complex Expense Timing: They highlight how vendor terms and delayed payments further complicate accrual accounting, making profitability appear very different depending on the lens used.13:42 – 14:58 – Payroll Timing Issues: Carson notes that biweekly payroll cycles can skew monthly reporting, making accrual adjustments essential for accurate performance measurement.15:12 – 16:20 – Why Invoice Dates Don’t Work: Marcel warns that many accountants mistakenly use invoice schedules for accrual recognition, which misrepresents how much work is truly complete.16:38 – 19:48 – Four Earned Value Methods: Marcel outlines four ways to measure progress for revenue recognition: time versus timeline, time versus budget, burndown via story points, and subjective project manager input.21:38 – 23:16 – Forecasting and Performance Indexing: They stress the importance of pairing earned value with forward-looking forecasts and using cost or schedule performance indexes to spot projects at risk.24:23 – 26:04 – Phasing Projects for Accuracy: The conversation explores breaking projects into major phases to better reflect real effort, while avoiding overly complex setups that burden teams.27:25 – 29:19 – Accountant Impact and Liabilities: They emphasize that proper accrual requires manual journal entries and careful tracking of deferred revenue and liabilities, ensuring agencies avoid misleading profitability and balance sheet risks.Show NotesPodcast Episode: Revenue Recognition in Agencies (with Rich Brett)Blog: Understanding Cost-Performance IndexingFree Tool: Cost Variance CalculatorLove the PodcastLeave us a review here. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Points of Interest00:08 – 01:42 – Introduction: Marcel introduces Mark Drager, founder of Sales Loop, and sets the stage for discussing his Core Selling Identity Framework.01:42 – 04:06 – Early Career in Film and Television: Mark shares his beginnings in film school, early TV roles, and the realization that career progress in the industry was too slow for him.04:06 – 06:33 – Crash Course in Internet Marketing: Mark describes his time at an internet marketing franchise in 2005–2006, where he learned fundamentals like segmentation, AdWords, and split testing before launching his own agency.06:33 – 07:36 – Launching an Agency: Mark explains how he built his agency through video production, applying strategic questionnaires and deep client understanding to ensure valuable outcomes.07:36 – 09:59 – Selling on Tactics vs. Strategy: Mark contrasts transactional, tactic-driven sales with strategy-driven sales that command higher fees but carry more responsibility.09:59 – 12:30 – Challenges of Strategic Responsibility: He outlines the risks of owning outcomes in strategic engagements, emphasizing that greater accountability enables higher pricing but also higher client expectations.12:30 – 13:31 – Why Clients Reject Proven Strategies: Mark notes that clients often resist effective strategies due to psychological discomfort, sparking his pursuit of a framework to explain these reactions.13:31 – 16:04 – Development of the Core Selling Identity: Mark describes years of research and workshops that led to defining three archetypes of selling identities, tested across industries and client types.16:04 – 19:52 – Tribe Leader Profile: The first identity, Tribe Leaders, rely on relationships, networking, and referrals, benefiting from low acquisition costs but struggling to scale consistently.19:52 – 22:13 – Farmer Profile: Farmers use marketing-driven systems, data, and attribution models to generate leads, achieving predictability but requiring high capital investment and systemization.22:13 – 26:32 – Hunter Profile: Hunters rely on outbound sales, structured pipelines, and sales management to drive predictable growth, but often dismiss branding and content strategies as distractions.26:32 – 34:26 – Applying the Framework for Business Growth: Mark and Marcel discuss how identifying your selling identity enables focus, reduces wasted spend on mismatched tactics, and sets a path for scaling through consistency and aligned strategies.Show NotesConnect with Mark via:LinkedInYouTubeEmail: mark@salesloopbrand.comLove the PodcastLeave us a review here. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Points of Interest1:08 – 1:44 – Defining Retainers: Marcel and Carson introduce the topic of retainers, noting how different agencies define them in varied ways.2:05 – 2:37 – Core Benefit of Retainers: Carson explains that retainers create recurring revenue and provide clients with consistent access to agency resources.2:50 – 3:33 – Historical Context: Marcel traces retainers back to traditional professional services, where upfront payments secured future capacity.3:44 – 5:19 – Modern Variations: The conversation highlights how retainers have evolved into many models, including time-and-materials, flat fees, and performance-based pricing.5:32 – 7:04 – Pitfalls of Prepaid Hours: Carson critiques “bucket of hours” retainers, emphasizing their lack of control and operational strain.7:10 – 9:29 – Accrual Accounting Risks: Marcel outlines how prepaid hours create deferred revenue liabilities that are often untracked, leading to serious cash flow problems.11:05 – 11:41 – Operational Consequences: Carson notes that unexpected claims on rollover hours can overwhelm teams, forcing agencies into overwork or costly freelancer hires.12:04 – 14:33 – Pricing Model Quadrant: Marcel introduces the value–risk quadrant, showing how agencies should align retainer structures with engagement value and project risk.15:07 – 16:31 – Abstracted T&M Models: For high-value, high-risk work, Marcel explains why abstracting hours into larger time blocks or cross-functional teams improves leverage and profitability.17:00 – 18:21 – Low-Risk Models: The hosts outline flat retainers tied to deliverables and performance-based pricing tied to client outcomes, noting challenges with attribution.19:00 – 20:27 – Pricing Dynamics: Carson and Marcel discuss how flexibility and overages influence rates, with retainers often discounted for predictability but charged higher when clients exceed agreed capacity.37:06 – 38:14 – Account Management Posture: Marcel contrasts T&M models, where account managers say “yes and” to client requests, with fixed-scope retainers, where the posture shifts to “yes but” requiring tradeoffs or renegotiation.Show NotesConnect with Carson via LinkedIn4 Agency Pricing Models: Which One is Right for You?Maximizing Project Profit Margin: A Guide to Increasing ReturnsFree Agency ToolkitParakeeto Foundations CourseFree access to our Model PlatformLove the PodcastLeave us a review here. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Points of Interest00:00 – 01:09 – Introduction: Marcel introduces guest Matt, founder of The Creative Life and bestselling author, highlighting his mission to help creatives design businesses that align with their lifestyles.01:14 – 02:24 – Coaching High-Level Creatives: Matt explains his role as a coach for award-winning creatives seeking fulfillment beyond the hustle, sharing examples of clients from Disney, Spotify, and the music industry.02:39 – 05:00 – Early Career and First Business: Matt recounts his start in advertising agencies, the launch of his own creative business, and his pursuit of a digital nomad lifestyle inspired by The 4-Hour Workweek.05:00 – 07:28 – Incongruence of Success and Fulfillment: While achieving his dream of running a remote business, Matt realized his work lacked meaning and fulfillment, sparking a personal crisis after the sudden loss of a family friend.07:57 – 10:46 – Discovering Core Values: Through coaching, Matt identified that fulfillment comes from emotional states like freedom, impact, and significance, which guided his transition into life coaching for creatives.12:02 – 15:47 – Three Core Challenges for Creatives: Matt outlines the main struggles creatives face: lack of differentiation, poor communication of value, and inability to scale delivery beyond the founder.18:03 – 20:56 – Differentiation Through Unique Experience: Matt introduces the idea of standing on a “mountain of value,” emphasizing that personal stories and experiences create unique positioning for creative businesses.21:38 – 24:00 – The Four P’s of Positioning: Matt shares his framework for differentiation—Person, Problem, Promise, and Process—illustrated with a case study of a former Spotify designer who grew by niching into music tech branding.26:26 – 28:22 – Communicating Value Through Symptoms: Matt explains why creatives must focus on client symptoms rather than their own services to attract higher-quality clients earlier in the buying journey.30:28 – 34:52 – Shifting the Sales Approach: Marcel and Matt discuss how education and thought leadership build trust, while Matt emphasizes the importance of mastering sales conversations to accelerate client acquisition.35:32 – 37:20 – Building Scalable Delivery Systems: Matt describes how to design repeatable processes that move clients from current challenges to desired outcomes, enabling agency founders to step back from daily delivery.39:38 – 42:26 – Final Advice and Resources: Matt promotes his upcoming book The Creative Studio Roadmap and diagnostic tool and encourages creatives to intentionally design businesses that bring freedom, fulfillment, and financial security.Show NotesConnect with Matt via:LinkedInWebsiteMatt’s One Page Sales FrameworkCreative Courage Podcast: 3 Strategies To Skyrocket Your Agency’s Profit with Marcel PetitpasNew Book Tool: Quiz ToolLove the PodcastLeave us a review here. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Points of Interest00:01 – 00:51 – Introduction: Marcel welcomes Carson Pierce back to the show and introduces the episode’s focus on utilization, specifically the hidden costs of low utilization in agencies.01:18 – 01:50 – Why Utilization Matters Now: Marcel notes that many agencies are struggling with overstaffing and underutilization in a difficult market, which compounds hidden costs over time.01:50 – 02:45 – Carson’s Perspective on Utilization: Carson explains that agency owners often see only the surface-level financial impact of low utilization, but miss the deeper, unexpected effects it creates.02:45 – 03:26 – Everyday Utilization Analogies: Carson shares real-world examples, like an unused Jeep and moving trucks, to illustrate how underutilized assets quietly drain resources.03:39 – 05:59 – Defining Utilization Clearly: Marcel defines utilization as the percentage of purchased team capacity actually used for revenue-generating client work, clarifying common misconceptions and variations.07:25 – 09:25 – Over-Servicing as a Hidden Cost: Carson highlights how idle team members often fill time by overservicing clients, which distorts expectations, undermines project profitability, and becomes habitual.09:25 – 11:00 – Internal Projects and Incentives: Marcel explains that low utilization often shifts time into internal projects, which can be productive but frequently become unfocused or misaligned with priorities.11:00 – 13:47 – Lost Efficiency Without Pressure: Carson argues that high utilization forces efficiency improvements, whereas low utilization removes urgency, leading to stagnant processes and missed bottleneck discovery.15:55 – 17:46 – Disengagement and Cultural Risks: Carson warns that underutilized employees may feel unproductive, disengage, or eventually leave, while survivors of downsizing can resist returning to higher workload levels.20:08 – 21:34 – Opportunity Cost of Low Utilization: Marcel expands on the long-term financial risks, including reduced profitability, lower enterprise value, depleted cash reserves, and a shift to defensive decision-making.25:23 – 27:35 – Managing Unutilized Time Wisely: Carson advises agencies to be deliberate with excess capacity, setting clear expectations for client over-servicing or internal projects and preparing for busy periods.29:21 – 34:21 – Modeling and Leadership Lessons: Marcel and Carson stress the importance of building a business model to set realistic utilization targets, and Marcel shares candid lessons from Parakeeto’s restructuring journey.Show NotesDeep dive on UtilizationUtilization CalculatorBook: The GoalLove the PodcastLeave us a review here. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Points of Interest1:10 – 2:03 – Introduction: Marcel welcomes Mike Grinberg, founder of Proofpoint Marketing, who specializes in helping boutique firms strengthen positioning to compete against large incumbents.2:15 – 3:54 – Competing with “IBM”: Mike explains his role as helping boutique firms reduce client risk perception so they can win against well-known, safer-seeming competitors.4:48 – 5:40 – The Safe Choice Problem: Agencies that differentiate too much without context risk being seen as confusing or risky, which often drives clients back to incumbents.5:46 – 8:44 – Positioning Overlooked Through Risk: Traditional positioning frameworks focus on being better or different but rarely consider how buyers perceive risk in making a nontraditional choice.10:08 – 12:52 – Why Positioning Matters More Now: In uncertain markets, poor positioning is exposed. Firms that only grew with the tide find themselves struggling when growth slows.13:10 – 14:16 – Positioning as an Operational Issue: Positioning cannot be treated as surface-level messaging; it must be reflected in delivery, hiring, onboarding, and overall business design.15:13 – 17:29 – Three Levels of Differentiation: Mike outlines functional, intellectual property (frameworks, tools, methodologies), and promotional differentiation as the three vectors agencies must align.19:00 – 20:13 – The Category Dilemma: Agencies often struggle between fitting into known categories, which brings competition, or creating new ones, which increases client risk and education costs.22:23 – 24:03 – Functional vs. IP Positioning: Mike advocates anchoring to existing categories functionally while differentiating through intellectual property and go-to-market messaging.26:30 – 27:49 – Starting with Ideal Client Profile (ICP): Effective positioning begins with deeply defining the ICP beyond titles and industries, including attributes like stage, structure, and challenges.30:26 – 36:23 – The Risk Perception Matrix: Mike introduces his framework with two axes—personal vs. organizational risk and internal skepticism vs. external questioning—to explain how agencies can derisk buying decisions at every stage.Show NotesConnect with Mike via LinkedInNewsletter: Proofpoint.marketingRisk Perception MatrixLove the PodcastLeave us a review here. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Points of Interest0:00 – 0:17 – Opening: Marcel reflects on building production-level software using low-code tools without prior coding experience, setting the stage for a discussion on rapid change in the agency landscape.1:01 – 3:40 – Conference Context & Audience: Marcel shares his experience at Web Summer Camp in Opatija, Croatia, hosted by Netgen, describing its highly technical European attendee base and collaborative environment.5:03 – 7:18 – European Agency Realities: The conversation explores regulated salaries, generous benefits, and extended vacation policies in markets like North Macedonia, and how these shape agency cost structures compared to North America.7:18 – 11:16 – Local vs. Export Markets: Many Eastern European agencies balance serving lower-rate local clients with the opportunity and challenges of selling into higher-priced North American and UK markets.11:16 – 14:22 – Trust and Positioning Across Borders: Marcel emphasizes that weak positioning, not geography, is often the real barrier to winning high-value international work and urges agencies to invest in thought leadership.16:19 – 18:20 – AI as a Global Equalizer: They discuss how AI is redefining “geo-arbitrage” by giving agencies worldwide access to powerful, low-cost capabilities, eroding traditional labor-cost advantages.19:09 – 21:05 – Universal Agency Benchmarks: Marcel notes that delivery margin targets above 50% and overhead at 20–30% apply globally, though currency differences can magnify software cost burdens in some regions.22:24 – 25:26 – Retaining Talent in a Global Market: Agencies face competition from multinational firms and startups for top talent, leading many to adopt flexible, growth-oriented cultures to keep their teams engaged.26:29 – 28:19 – Collaboration as Competitive Advantage: The cooperative nature of the agency community, in both Europe and North America, is positioned as key to navigating future M&A activity and industry shifts.29:17 – 31:35 – The Power of Networking: Marcel highlights the role of trusted peer relationships in unlocking referrals, partnerships, and acquisition opportunities during both strong and challenging economic cycles.32:05 – 36:18 – Positioning for the North American Market: Competing solely on technical capability is becoming harder; agencies must lean into operational excellence or deep specialization to sustain premium pricing.37:00 – 40:19 – Final Take on Adaptability: Marcel closes by underscoring the importance of solving specific, high-value problems better than anyone else, with specialization and clarity as enduring competitive levers.Show NotesConnect with Carson via LinkedInFree Agency ToolkitParakeeto Foundations CourseFree access to our Model PlatformLove the PodcastLeave us a review here. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Points of Interest0:00 – 1:25 – Guest Introduction: Marcel welcomes James Friel, serial entrepreneur, investor, and leadership expert, to discuss building scalable, profitable businesses through effective operations and leadership.1:26 – 3:08 – Journey from Corporate to Entrepreneurship: James shares his transition from aerospace and software engineering into consulting, entrepreneurship, and acquiring businesses, driven by a curiosity for how businesses function.3:09 – 4:48 – Building a Sellable Business: James outlines his core focus—helping founders create businesses that generate cash flow and are structured for potential exit through strong infrastructure and operational clarity.5:00 – 6:46 – The First Principle: Customer-Perceived Value: A business is only viable if customers see genuine value in its offerings. Founders often overvalue their own ideas and under-prioritize market fit.6:47 – 10:14 – Value Creep and Feature Fatigue: James critiques how companies add features that customers don’t value, creating bloat and eroding customer loyalty—highlighting the need for focus and feedback.10:15 – 11:24 – People and Culture as Core Assets: A business with enterprise value depends on its people. Leadership, culture, and alignment are foundational to building an organization that can thrive without the founder.11:25 – 13:56 – James’ Leadership Struggles and Realizations: James recounts his early leadership challenges and how they motivated his deep dive into team performance, management systems, and organizational design.15:00 – 16:15 – The Three Core Failures: Most performance issues stem from lack of leadership, accountability, and clarity. Fixing these creates the foundation for sustainable team success.16:16 – 21:24 – Why Leadership Is a Profit Lever: Leadership is essential for ROI on your largest expense—people. Poor leadership silently burns cash and stalls growth, despite having the right strategy or data.23:37 – 26:17 – Willingness vs. Ability Matrix: James introduces a simple performance framework that helps leaders assess team members based on their alignment (willingness) and skills (ability).33:01 – 37:52 – Role-Based Scorecards: James breaks down his approach to team structure using one-page scorecards for each role—clarifying objectives, tasks, metrics, and reporting expectations.38:00 – 40:17 – Introducing the “57 Hats” Product: James shares his new gamified tool that helps founders identify and delegate responsibilities, creating clarity on team structure and freeing them to focus on growth.Show NotesConnect with James:LinkedInWebsiteGame: 57 Hats Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Points of Interest0:00 – 0:13 – Introduction: Marcel Petitpas introduces the importance of pricing in agency profitability, emphasizing that even great delivery and project management can’t compensate for poor pricing strategy.1:00 – 1:39 – The Problem with Pricing Guesswork: Kristen Kelly explains that most agencies lack a formal pricing framework, often relying on gut feelings, competitor comparisons, or outdated rate cards.2:09 – 3:49 – “Vibe-Based” Pricing Explained: Marcel highlights how pricing decisions are frequently made without math or structure, leading to unclear expectations and poor profit outcomes.4:00 – 5:35 – Budget-First Pricing Pitfalls: Agencies that accept client budgets without recalibrating scope or checking for margin risk setting themselves up for failure from the outset.6:27 – 7:46 – Undercharging and Overdelivering: Many agencies underestimate the margin needed for true profitability, aiming too low and failing to account for overhead, unutilized time, and business costs.9:00 – 10:33 – Scope Creep and the $0 Change Order: Kristen and Marcel discuss strategies for managing out-of-scope requests, including the effective use of $0 change orders to maintain boundaries.11:43 – 14:20 – The Right Way to Factor in Overhead: Marcel breaks down how to incorporate overhead and indirect costs into pricing without overly complex calculations or flawed net profit heuristics.16:15 – 19:49 – Choosing the Right Pricing Model: Using the Agency Pricing Quadrant, the episode explores how risk and value should guide pricing models—ranging from hourly to value-based strategies.19:53 – 22:34 – Tracking Average Billable Rate (ABR): A simple but powerful metric, ABR helps agencies estimate delivery margin and benchmark performance across services and projects.22:56 – 25:09 – Overcoming Fear of Raising Prices: Kristen and Marcel debunk fears around increasing prices, offering strategies for timing and managing legacy client transitions.25:21 – 26:54 – Delivery Margin as a North Star: The key takeaway: aim for a 70% delivery margin when pricing services to ensure room for overhead, profit, and sustainable operations.Show NotesConnect with Kristen via LinkedInFree Agency ToolkitParakeeto Foundations CourseFree access to our Model PlatformPricing CalculatorPricing & Scoping EpisodePricing Model Quadrant Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Points of Interest0:00 – 1:05 – Introduction: Marcel introduces Stephen Neville, CEO of BugHerd, highlighting his background in agency work and his transition into running a SaaS company that helps agencies streamline QA and client feedback.2:24 – 3:10 – The Dream of SaaS: Marcel and Stephen discuss the allure many agency owners feel toward building a product, inspired by success stories like 37signals—often without fully grasping the implications.5:30 – 7:10 – Major Model Differences: Stephen outlines key contrasts between service and product businesses, including delayed ROI in SaaS, the shift from clients to customers, and the challenge of proving value before seeing returns.8:02 – 9:09 – Saying No at Scale: Product businesses require frequent, disciplined “no’s” to user feedback—unlike services, where agencies are more likely to say yes. This shift is critical to managing scope and long-term product health.10:14 – 11:02 – Why Agencies Want to Pivot: Common motives include stabilizing revenue, creating proof of expertise, and giving teams opportunities for skill development—though not all transitions are strategically sound.13:19 – 14:04 – Common SaaS Misconceptions: Marcel highlights flawed assumptions—such as SaaS needing less human capital or being less client-facing—debunking the idea that software removes the need for people.16:20 – 17:01 – SaaS Risk Profile: The risk and financial exposure of building SaaS is often underestimated, with founders needing to endure potentially years of losses before seeing profitability.21:15 – 22:53 – Lessons to Apply in Services: Stephen emphasizes adopting the SaaS discipline of qualifying and deflecting misaligned client requests, to protect team capacity and maintain healthy utilization.24:01 – 24:59 – Productization Without Code: Agencies can create repeatable, value-rich offerings by productizing existing services—without building software—through structured, process-driven deliverables.28:29 – 30:20 – The Real MVP Framework: Marcel shares his “Three Ps” framework—Problem, Point of View, and Process—as the true foundation for product development, arguing services are the best way to validate solutions.33:01 – 34:46 – Services as a SaaS Growth Lever: Stephen explains how services improve acquisition, onboarding, and retention—especially for enterprise clients—making them a strategic tool, not a liability.35:46 – 37:25 – Monetizing Services in SaaS: The conversation closes on the growing trend of SaaS companies charging for implementation and support, reframing these formerly free functions as value-rich offerings worth paying for.Show NotesConnect with Stephen via LinkedInWebsite – Bugherd.com Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Points of Interest0:00 – 1:20 – Guest Introduction: Marcel introduces Kristen Kelly and sets the stage for a deep dive into the roles of fractional COOs versus building operational intelligence within growing agencies.1:21 – 2:25 – The $1M Growth Threshold: Kristen explains how agencies crossing the $1M mark often face operational strain and confusion about whether to hire help or improve their systems.2:26 – 5:05 – Defining a Fractional COO: Marcel outlines what a fractional COO typically does—bridging strategy and execution—and highlights the lack of standardization across ops roles in agencies.5:06 – 7:59 – Scope Differences by Agency Size: The team discusses how the expectations and responsibilities of a COO differ dramatically between a 20-person and 200-person agency.8:00 – 10:16 – Operational Intelligence vs. Role Ownership: Marcel explains why data and modeling are essential for prioritizing and sequencing initiatives—work that can't fall solely on a fractional COO.10:17 – 13:03 – Metrics Frameworks as a Foundation: The conversation shifts to the importance of shared definitions for key metrics (like utilization and gross margin) to avoid costly misalignment.13:04 – 16:51 – The Risks of Poor Data: They explore the consequences of relying on messy or inconsistent project and financial data—including delayed decisions, accuracy issues, and limited insight.16:52 – 20:21 – When to Hire vs. When to Model: Marcel outlines when it makes sense to bring in a fractional COO versus starting with operational intelligence, depending on strategic versus tactical needs.20:22 – 22:25 – How Parakeeto Supports Agencies: The hosts explain how Parakeeto provides not just reporting tools but also the advisory layer to help agencies convert intelligence into action.22:26 – 24:42 – Bringing Operational Alignment: Kristen emphasizes how Parakeeto helps unify internal teams around a shared understanding of the business model and key profitability levers.24:43 – 27:32 – The Scope of Operational Intelligence: Marcel breaks down the full picture of operational intelligence, from framework creation to data integration, reporting, and cadence-building.27:33 – 34:15 – Final Advice & Avoiding Costly Mistakes: Marcel and Kristen caution against relying on underqualified ops hires to build complex systems, advocating instead for investing in clarity and frameworks first.Show NotesConnect with Kristen via LinkedInFree Agency ToolkitParakeeto Foundations CourseFree access to our Model PlatformLove this PodcastLeave us a review here. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Points of Interest0:31 – 1:09 – Welcome & Guest Intro: Marcel introduces Michael Zipursky, founder of Consulting Success, highlighting his global impact helping consultants build six- and seven-figure businesses that align with their ideal lifestyles.2:33 – 4:11 – Consulting Success Origins: Michael shares how his early ventures led to launching Consulting Success with his cousin, aimed at sharing lessons learned and helping others avoid common pitfalls in consulting.6:02 – 6:24 – Agencies vs. Consulting Firms: Marcel and Michael discuss the blurring lines between agencies and consulting firms, noting how business models are converging and overlapping more than ever.6:30 – 9:39 – AI in Consulting: Michael unpacks the impact of AI on consulting, emphasizing it’s not a threat but a major opportunity—especially for those who learn to leverage it for delivery, marketing, and efficiency.10:15 – 12:33 – Strategy vs. Delivery Firms: The conversation explores how AI disruption will accelerate a divide between strategic firms and commodity delivery shops, urging firms to specialize and double down on expertise.15:03 – 17:09 – The Prompting Advantage: Michael argues that asking the right questions is now a critical skill in the AI era—those with deep expertise will extract far more value from tools like ChatGPT than generalists.17:20 – 22:00 – Solo Consultant vs. Firm Builder: Michael outlines the typical journey from corporate professional to solo consultant, and the eventual fork in the road: stay lean and independent, or scale into a firm.24:27 – 27:00 – The Cost of Scaling: Marcel shares the hidden costs and risks of transitioning from a solo consultant to a firm owner, including potential income dips, increased complexity, and the need for strategic planning.27:00 – 29:54 – Smart Scaling Tactics: Michael stresses the importance of hiring slowly, keeping teams lean with A-players, and being clear on whether you’re optimizing for lifestyle or enterprise value.30:06 – 31:10 – Fractional Talent & Flexibility: The hosts discuss how fractional hires and global talent access have reduced the risk of scaling by allowing firms to incrementally buy back time and capacity.33:01 – 34:58 – Profitability Levers: Michael highlights two key exercises to improve profitability: analyzing profitability by client type and by service offering, often revealing the 80/20 opportunities within the business.36:02 – 39:19 – Strategic Pricing in Uncertainty: In challenging economic times, Michael encourages firms to build stronger business cases and consider raising prices—not lowering them—as a path to higher profitability.Show NotesConsulting Success WebsiteConsulting Success PodcastConsulting Success CourseLove the Podcast?Leave us a review here. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Points of Interest0:00 – 1:14 – Introduction & Context Setting: Marcel introduces Carson Pierce, Parakeeto's Head Consultant, to discuss project management tools in the agency space and the fundamentals that remain relevant despite ever-changing software options.1:14 – 4:01 – Common Tools Used by Agencies: Carson outlines the most frequently used project management tools among Parakeeto clients, highlighting Asana, ClickUp, and Teamwork, and noting the emergence of all-in-one solutions like Scoro.4:01 – 6:02 – Complexity of the Tool Landscape: Marcel emphasizes the oversaturated, overlapping software market and categorizes tools by function—core PM, all-in-one, and emerging database-like tools like Notion and Airtable.6:02 – 8:20 – Evolution & Blurring Tool Categories: Discussion on how tool capabilities are converging, with time tracking and resource planning platforms increasingly offering PM features, making distinctions between categories less clear.8:20 – 13:01 – Prioritizing Workflow over Tool Choice: They argue that enabling smooth team workflow is more important than picking the “right” tool, especially since tools change often but foundational processes must endure.13:01 – 17:03 – Why Tools Fail to Deliver Reporting: Marcel explains that no platform offers fully automated, reliable reporting due to inconsistent data inputs, evolving structures, and platform limitations in data visualization.17:03 – 20:57 – ETL Framework for Reliable Reporting: They introduce the Extract-Transform-Load (ETL) approach as a best practice, outlining how agencies can clean and structure messy data outside their tools for accurate reporting.20:57 – 24:02 – Structuring Data for Better Insights: Carson and Marcel explore how to align time tracking, estimates, and project categorization by writing logical rules that map inconsistent inputs into standardized outputs.24:02 – 27:20 – Ensuring Trustworthy Data: Emphasis on creating repeatable logic statements and reducing manual input to increase data reliability, and avoid costly decision-making based on inaccurate data.27:20 – 30:05 – When & How to Choose a New Tool: They outline a responsible selection process—start with workflow mapping, validate with team input, and avoid changing tools unless truly necessary to avoid unnecessary disruption.30:05 – 32:11 – Cautions Against Overengineering Implementations: Marcel advises keeping implementations simple and avoiding overly rigid structures that fail when team behavior inevitably deviates from ideal input patterns.32:11 – End – All-in-One vs. Best-of-Breed Tools: Final thoughts on the cyclical industry shift between all-in-one and specialized tools, noting the decision should hinge on agency maturity, flexibility needs, and workflow alignment.Show NotesConnect with Carson via LinkedInGet access to this model tool in the toolkitParakeeto Foundations CourseFree access to our Model PlatformBook: Software as a ScienceLove the PodcastLeave us a review here. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Points of Interest0:00 – 1:00 – Opening: Marcel introduces the episode’s focus on financial visibility and growth, and welcomes returning guest Jon Morris, CEO of Fiscal Advocate and creator of EngineBI.1:00 – 2:55 – Jon’s Background: Jon shares his journey from founding Rise Interactive to launching Fiscal Advocate, emphasizing the value of financial insights in scaling agencies.3:00 – 4:30 – Overview of Fiscal Advocate & EngineBI: Jon explains the core services of Fiscal Advocate—bookkeeping and FP&A—and how EngineBI enables forward-looking budgeting, forecasting, and business intelligence.4:30 – 6:45 – Clarifying the Relationship Between Fiscal Advocate & Parakeeto: Marcel and Jon outline how their services complement each other—Fiscal Advocate focuses on company-wide financial health, while Parakeeto dives deep into project-level delivery profitability.6:45 – 8:25 – The Profitability Venn Diagram: The duo discusses the intersection of finance and operations in agency profitability, stressing that complete visibility requires both financial structure and operational clarity.8:25 – 12:00 – The Three Key Financial Metrics: Jon presents his core framework: cash relative to monthly overhead, profitability (target 20% EBITDA), and year-over-year revenue growth (target 20%).12:00 – 15:10 – Managing Cash with Discipline: Jon details a best-practice approach to managing cash through segmented bank accounts—operating, accrual, savings, and (if applicable) media accounts—with clear reserve targets.15:10 – 17:20 – Strategic Use of Excess Cash: They explore scenarios where excess cash should be reinvested or removed from the business, with an emphasis on growth-minded planning or lifestyle-business clarity.17:20 – 22:35 – Accrual Accounting & Forecasting Pitfalls: Jon explains how deferred revenue and mismanaged payment terms can create false security in cash flow and emphasizes the need for accrual-based accounting and detailed forecasting.22:35 – 24:45 – Spending Benchmarks by Function: The episode outlines ideal spending allocations—50% on delivery, 30% across admin/ops/marketing, and 5% on R&D—to balance growth and margin targets.24:45 – 27:55 – Growth vs. Profitability Tradeoffs: Jon advocates for disciplined reinvestment of margin into scalable functions rather than focusing solely on profit extraction, aligning with the “Rule of 40” growth philosophy.27:55 – 33:59 – Importance of Gross Margin Visibility: Marcel and Jon stress the necessity of management accounting to accurately track delivery margin, revealing it as the single most powerful lever for scaling profitably.Show NotesConnect with Jon via LinkedInFiscal AdvocateE-Book: Decision-Making Science For AgenciesEmail: jon@fiscaladvocate.comLove the PodcastLeave us a review here. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Points of Interest1:08 – 2:17 – Why Time Tracking Still Matters: Kristen and Marcel introduce the episode’s goal—to reframe time tracking from a frustrating chore into a strategic advantage for agencies.2:28 – 4:59 – Debunking Common Misconceptions: Marcel breaks down the three common arguments against time tracking, particularly the mistaken belief that it's only relevant for time-and-materials billing.5:04 – 6:19 – Understanding the Agency Business Model: Marcel explains why all service businesses, regardless of pricing model, must measure time to truly understand costs and profit margins.6:33 – 8:39 – When Time Tracking Becomes Non-Negotiable: The hosts argue that the ideal conditions for skipping time tracking rarely exist—most agencies operate in too much uncertainty.8:45 – 10:47 – The Cultural Problem with Time Sheets: Beyond logistics, the core issue is lack of transparency—teams don't understand how time data is used or how it benefits them.10:53 – 13:12 – Misuse of Metrics and the Consequences: Marcel describes how overexposing metrics like utilization or budget variance skews behavior, leading to inaccurate and untrustworthy data.14:20 – 16:38 – Time Tracking and Cost Visibility: Even with fixed pricing models, agencies must know how much time goes into work to assess whether it's profitable or sustainable.16:44 – 18:58 – Key Metrics Affected by Time Tracking: Delivery margin, utilization, and average billable rate are highlighted as critical performance indicators that depend on time data.19:04 – 21:58 – The Profitability Flywheel Explained: Kristen and Marcel introduce Parakeeto’s four-step framework for building a feedback loop that drives clarity and continuous improvement.24:22 – 27:33 – Modern Alternatives to Time Sheets: They outline a spectrum of options—from traditional time sheets to resource planning and AI-assisted tools—offering flexibility based on agency complexity.28:06 – 32:25 – Sequencing Time Tracking for Success: Marcel shares Parakeeto’s phased approach: start with modeling and forecasting before implementing time tracking to ensure team alignment and data utility.Show NotesBoost Agency Profits: Calculate your Profitability TargetsMaximize Project Profit Margins: Boost Returns TodayEssential Agency Metrics & KPIs for Boosting ProfitabilityMaster Agency Time Tracking: Optimize Without TimesheetsRequest demo videos of our reporting platformLove the PodcastLeave us a review here. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.

Points of Interest1:09 – 2:28 – Meet Rich Brett: Rich shares his background in agency finance and how he now serves 12–15 agencies monthly by bridging gaps between finance, operations, and strategy.2:29 – 4:03 – The FinOps Mindset: Rich defines FinOps as the intersection of finance and operations—connecting financial data with the reality of agency delivery for more meaningful insights.4:04 – 6:02 – Rate Cards and Data Integrity: The duo explores how operational metrics like utilization and recovery must align with financial planning, especially when building rate cards.6:03 – 9:03 – Revenue Recognition Fundamentals: Rich explains revenue recognition as booking revenue based on delivery progress rather than invoice or payment dates, providing a more accurate financial view.9:04 – 12:08 – Cash vs. Accrual Accounting: Marcel and Rich outline the critical distinction between accrual accounting for tax, GAAP, and management purposes—and why methodology matters for insight.12:09 – 15:17 – Common RevRec Mistakes: Many agencies overcomplicate revenue recognition or fail to track only fee-earned income, leading to distorted financials and misaligned reporting.15:18 – 17:55 – Building a Methodology: Rich outlines a practical approach using project forecasts, resourcing, and delivery inputs to estimate monthly revenue earned from projects.17:56 – 21:08 – Percent Complete Frameworks: The episode covers five models for calculating project completion—from time vs. timeline to project manager estimates—each with pros and cons.21:09 – 24:47 – Operational Insights from Finance: They highlight how mismatches between recognized revenue and time tracking reveal performance issues and inform staffing decisions.24:48 – 27:37 – Working with Accountants: Rich emphasizes keeping revenue recognition simple and ensuring bookkeepers support your methodology with appropriate journal entries.27:38 – 36:00 – Scope Clarity and Internal Truth: The conversation turns to separating internal planning from client-facing documents and how poor internal assumptions lead to inaccurate reporting.Show NotesRich’s LinkedInMy FrameworkTime vs. TimelineHours vs. BudgetBurndown Chart/ Task Checked OffInitial Project Shape/ Resource Plan- Based Forecasting% CompleteLove the PodcastLeave us a review here. Hosted by Simplecast, an AdsWizz company. See pcm.adswizz.com for information about our collection and use of personal data for advertising.