Agentic Shift

We talk to Mark Zamuner, founder of Juice Media. Mark shares his journey from founding the marketing agency Two Nil to evolving it into Juice. He discusses his experiences at eHarmony, the process of merging with Blackwood Seven, and the lessons learned from buying back his company. He emphasizes the importance of clear communication and alignment in partnerships, the need for long-term thinking in business decisions and the value of support systems in entrepreneurship.

We talk to Erik Huberman, founder of Hawke Media. Erik discusses his journey from building and selling e-commerce companies to creating a marketing agency focused on small and medium-sized businesses. Hawke Media, now with 300 employees, operates as an "outsourced CMO," emphasizing accessibility and innovation. Erik shares insights on scaling while managing challenges like client churn, leveraging a $20 million venture fund to invest in MarTech, and building Hawke AI for predictive analytics. He predicts AI will have a growing impact on marketing, emphasizing adaptability and strategic advantage. Enjoy the show.

Ned MacPherson, founder of Endrock Growth and Analytics, shares how he scaled and sold his agency. Starting as a data consultant in 2014, he built a CRO-focused agency, growing 60-100% annually before being acquired by Power Digital in 2023. He emphasizes cultural fit in M&A, the challenges of scaling a data-driven business, and using AI for execution but not analysis. Post-sale, his team continues growing rapidly within Power Digital, reinforcing the importance of strategy, execution, and the right partnerships.

We talk to Jerome Myers, the founder of DreamCatchers, who shares his journey from a corporate career to entrepreneurship and his mission to guide founders through successful business exits. The conversation explores Jerome’s personal and professional transformation, emphasizing the importance of purpose, identity, and preparation in the exit process. Jerome highlights the challenges entrepreneurs face post-exit, such as identity crises, lack of purpose, and unfulfilling use of newfound freedom. Jerome introduces the “Founder’s Exit Paradox” and shares a four-step framework, NEXT—Nourish, Evaluate, Explore, and Transcend—designed to help founders transition successfully after exiting their businesses. He underscores the significance of having a clear identity, aligning with personal values, and preparing for life beyond work to achieve fulfillment and avoid regret.

I interview Adam Edwards, co-founder of Metric Theory, about the company’s founding journey, challenges, and eventual sale to S4 Capital. Adam shares insights into the evolution of Metric Theory, from its beginnings as a pivot from Meltwater Reach's unsuccessful SMB-focused strategy to becoming a successful digital marketing agency. The interview provides a behind-the-scenes look at the growth of Metric Theory, highlighting how process-driven strategies, client-focused sales, and commitment to employee development contributed to the agency’s success and eventual acquisition.

We talk to Matt Widdoes, founder of MAVAN. Matt tells us how he has been able to effectively and profitably work with startups, often with less than 10 F/T employees, how he recovered from the sudden loss of several large clients simultaneously, how he successfully spent years as a professional poker player and how it helped him become a better marketer, and why we should all be playing backgammon!

We talk to Jon Morris, formerly the founder of Rise Interactive and currently the founder of Fiscal Advocate. Jon tells us how he created a screening test that only 22% of applicants passed, how to navigate the four stages of of a CEO, how his algorithm called CPR measures the effectiveness of an agency and the two most important financial metrics every agency should focus on.

We talk to Michael Seidler, founder of Madison Alley, an investment bank with deep experience in the agency M&A space. Michael tells us why some agencies will benefit from AI and others won’t survive, how he has used thought leadership to grow his firm, why consulting firms are shockingly more valuable than agencies, the most important factors that drive agency acquisitions, and how to manage your agency effectively during a sales process. Enjoy the show!

We talk to Pat McKenna, CEO of DMI Partners, a 100 person agency based in Philadelphia that focuses on affiliate and CRM marketing. Pat tells us why they tend to offer a single solution service offering to clients, why it’s important to maintain quality as you scale, the one sentence that describes his agency culture, what he means when he says you should avoid a zero sum agency, why differentiation matters, and how COVID forced him and a client to make an incredibly fast pivot.

In this episode of Agentic Shift, we talk to Keith McCracken, founder of McCracken Advisory Partners, an international M&A advisory firm. Keith tells us about his early life in Liverpool, England (yes, he did cross paths with the Beatles on many occasions), his experience growing, selling, and then buying back an agency, as well as buying other agencies as part of a roll-up, why team members leave after an acquisition (and whether you should be worried), why selling a factory is easy, but selling an agency is hard, and why timing really is everything in agency M&A.

Patrick discusses his background and how Level Agency was founded in 2010. He talks about their initial focus on the education vertical and expanding to other verticals like B2B, financial services, home services, and e-commerce. Patrick emphasizes the importance of being experts in a specific vertical while also having the ability to learn from different accounts. He mentions that agencies have an advantage in learning about channels due to their exposure to various clients. The conversation then shifts to M&A activity, specifically the management buyout of one of their partners. Patrick describes how he approached the idea of buying the agency from his partner and how they secured an SBA loan for the transaction. Overall, it was a smooth process guided by SBA guidelines which required a 100% cash deal without earnouts or rollover equity. Patrick discusses the process of selling their company and the involvement of the Small Business Administration (SBA). They explain how they had to follow SBA guidelines, go through a fair market valuation, and come up with a down payment for the sale. Patrick also mentions that they had favorable terms with the buyer and were able to borrow against their 401K for the down payment. They compare the process to buying an expensive house and mention that they had to complete all paperwork within a specific timeline. They emphasize that having experienced advisors was crucial during this process. Later, they talk about how a private equity firm was interested in acquiring their company after nine months of running it themselves. This decision turned out to be one of their best as it led to a successful partnership. Patrick acknowledges that their friend who sold them the company might have felt some regret or envy seeing what happened next but highlights their continued friendship. In terms of advisors, they initially worked with an MA attorney acting as an advisor during management buyout (MBO) due to dealing with an SBA loan, and later set up an advisory board consisting of industry experts when considering offers from potential acquirers. Patrick discusses the decision not to go through a formal process when selling their organization, as they believe it resulted in a fair deal. They highlight the benefits of working with agencies and employees that are not actively looking to sell or leave. The speaker shares an experience where running a process led to a higher offer for their company. They express satisfaction with partnering with Dubin Clark, emphasizing their financial expertise and support in mergers and acquisitions. The partnership also provides access to operating partners and financing opportunities. Patrick values Dubin Clark's belief in their vision and appreciates the ability to take risks while receiving guidance from experienced professionals. They stress the importance of assessing how potential partners handle difficult times before entering into an agreement. Lastly, they advise understanding concepts like adjusted EBITDA during the MBO or private equity process and recommend seeking assistance from a reputable sell-side advisor. The transcript discusses the importance of structuring books, representing expenses accurately, and understanding valuation methods for selling a business. It emphasizes the need to sell when the business is doing well and highlights the impact of showing a down year on valuation. The conversation also touches on the significance of having succession plans in place and being replaceable as a CEO or founder. It advises against overinflating one's value and stresses the importance of scalability and contingency planning. Additionally, it mentions that enterprise value increases when CEOs are replaceable and have built strong teams around them. The transcript concludes by discussing post-sale changes in responsibilities and the necessity of succession planning at all stages of a company's growth.

In this episode of Agentic Shift, we talk to Phil Palazzo, founder of PALAZZO, a leading investment bank. Phil tells us why growth is the number one metric buyers of agencies want to see. Why founders are surprised by the complexity of due diligence, why most agencies aren't actually ready to be sold, the three ways to think about selling, and what happened when a buyer fell asleep during a pitch.