2x Yearly Performance

    When ‘Stable’ Isn’t Profitable: How One Agency Owner Reclaimed Her Margin

    “If things are moving this smoothly—why aren’t we generating more money?” 

    That was the question this agency owner kept asking herself.
    The business wasn’t chaotic. Clients were happy. Deadlines were being met.

    She didn’t want to scale aggressively or build a massive team—she actually liked the current size of her agency.But despite everything running relatively well, profitability remained stuck.

    That’s when she came to us. Not for more growth—but for more clarity. And what we uncovered in her financials changed everything.

    If things are moving this smoothly—why aren’t we generating more money?
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    The Challenge

    The business was stable—but getting net profit above 9–11% was seeming impossible.

    With no interest in aggressive growth, the challenge was clear: how can we increase profit without scaling the team or taking on more work?

    After a deep dive into the agency’s finances and operations, the real issue emerged:

    • Spending on both internal team members and contractors was disproportionately high.
    • Some full-time team members were underutilized but retained for cultural reasons.
    • Pricing lacked consistency and wasn’t based on real margins or historical project data.
    • Financial reports weren’t built to provide actionable, real-time insights.

    The owner wasn’t mismanaging—but she didn’t have the clarity needed to make profitable decisions with confidence.

    If things are moving this smoothly—why aren’t we generating more money?
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    The Solution

    We started with a deep financial analysis to map out exactly where funds were going, both internally and externally.

    Here’s what we did:

    1. Streamlined the Team

    Identified team members with overlapping roles or low utilization. With thoughtful offboarding and role consolidation, the agency maintained performance with fewer people—without sacrificing culture or delivery.

    2. Balanced Internal vs. Contractor Spend
    Audited all contractor usage and ensured every outsourced role had a clear ROI and wasn’t duplicating internal capabilities.


    3. Revamped Pricing Strategy

    Created a data-informed pricing framework using past project profitability and time data—so new work was priced for margin, not just market norms.

    4. Rebuilt Financial Systems 
    Reorganized the agency’s chart of accounts and built out a new KPI dashboard for better visibility. Financial reviews shifted from reactive to proactive.

    5. Tuned Up Project Management
    Simplified internal systems and improved communication loops to do more with fewer people—without overloading the owner.

    If things are moving this smoothly—why aren’t we generating more money?
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    The Result

    With systems and financial clarity in place, the agency’s net profit jumped to 21% the following year—nearly double the prior year’s performance.

    And the best part?

    The owner didn’t have to work more hours or grow the team. She simply started making more strategic decisions, backed by real data.

    Now, with profitability and control in place, she’s feeling energized—and has shifted her mindset. Growth is now on the table. But this time, it will be intentional, strategic, and profitable from day one.

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    Yearly Net Profit

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    Prior Yearly Performance
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    Scaling With Sustainability

    Transitioning from a project-based to an MRR business model transformed this agency from being at risk of closure to thriving with a predictable and sustainable income.

     

    Their story is a testament to the power of strategic pivoting, smart pricing, and the importance of building a business that aligns not just with both market needs, but your personal values as well. 

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