Smart Agency Masterclass with Jason Swenk: Podcast for Digital Marketing Agencies

Jason Swenk
Smart Agency Masterclass with Jason Swenk: Podcast for Digital Marketing Agencies

Growing an agency is very difficult, and you might feel unclear what to do next in order to grow and scale your agency. The Smart Agency Masterclass is a weekly podcast for agencies that are wanting to grow faster. We interview amazing guests from all over the world that have the experience of running successful businesses, and will provide you the insights you need. Our podcast is just over 3 years old, and have reached more than a half million listeners in 42 countries.

  1. 2 DAYS AGO

    Insights on Agency Hiring: Finding the Right Fit and Knowing When It’s Not with Justin Hall | Ep #767

    Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training Have you defined the who in your agency’s growth journey? What are you using to guiding the type of team that will grow your agency to it's full potential? In today’s episode, our featured guest shares his experience of co-founding a digital agency two decades ago with a group of former colleagues. By bringing clients from their previous agency and leveraging a steady stream of referrals, they were able to launch and grow their business. However, he quickly discovered that attracting the right talent—especially individuals excited to join a small, fledgling agency—was far more challenging than expected. Learn the valuable lessons he’s learned about hiring, the qualities he looks for in candidates to drive his agency’s success, and why he emphasizes the importance of acting swiftly when a hire isn’t the right fit. Justin Hall is the co-founder and managing partner of Voxus PR, a B2B tech PR, social media, and content agency based in South Seattle. He shares the story behind how he and his partners transitioned from a larger agency to launching their own, the uncommon support from their former employer during their transition, and what’s he’s learned since about hiring and scaling. In this episode, we’ll discuss: Why asking “who” matters more than “how” in agency growth. Balancing experience vs. potential in agency hiring. Be quick to act if a new hire is not the right fit. Subscribe Apple | Spotify | iHeart Radio Sponsors and Resources Smart Pricing Table: Today's episode of the Smart Agency Masterclass is sponsored by Smart Pricing Table, an award-winning proposal software built just for marketing agencies and designed to handle your unique challenges and cut down the time you spend on proposal as much as 90%. Go to smartpricingtable.com/smartagency to see if this is the missing piece your agency needs. Schedule a demo and get 50% OFF for the first two months. An Intentional Agency Backed by the Old Boss Justin’s path to agency ownership was more deliberate than the typical accidental agency owner. He worked at a big agency twenty years ago, where he joined a group of workers who set out on their own to build an agency. Motivated by the idea that they could figure out a better way to do things, this group ventured to start their own business. They had built a reputation for exceptional work, which earned them not just their former boss's blessing, but also the opportunity to bring several existing clients with them. In fact, Justin acknowledges that their old boss’ support played an important role in their eventual success. It’s an extremely rare case scenario and one that was a result of the great work that these workers had done for that agency. Why 'Who' Matters More Than 'How' in Agency Growth When it comes to choosing a niche, Jason believes it’s a mistake to make this decision based on your personal preferences. “Do I love this particular niche?” Is not necessarily the best question to ask yourself when choosing a path for your agency. Instead, this would be a good moment to ask yourself: “Where?” and “Who?” These questions serve as guiding principles for agency leaders, enabling them to empower their teams to make informed decisions autonomously. When agency leaders focus on the destination rather than the minutiae of the journey, they create an environment that fosters initiative and proactive problem-solving among their employees. In this sense, instead of asking HOW can I get my agency to the next level? Ask yourself WHO could help me reach that goal? And WHO do you need to become to not hold the agency back? This mindset of surrounding yourself with the right people who can contribute to the agency's vision and help navigate the complexities of growth should also align with your recruitment strategy. As Justin has learned, leaders should be hiring for initiative and communication rather than merely filling positions based on specific skill sets. Balancing Experience vs Potential in Agency Hiring Once the business was set up and some clients were secured, Justin and his partners faced the challenge of scaling and adding new business responsibilities to the client work they usually handled. Fortunately for them, the referrals poured in during the first several months, so new business was not a concern. On the other hand, finding talent willing to join a small agency was not easy. Unlike larger corporations with specialized roles and departments small agencies require employees to wear multiple hats. As Justin explains, the ideal candidate must not only excel in project management and writing but also be adept at pitching media and communicating effectively. This recruitment challenge prompted a fundamental strategic question: should they prioritize experienced people who could immediately contribute, or invest in developing new, young talent with the right potential? Each approach has its merits. Initially, the partners sought seasoned professionals who could make an instant impact. Yet they quickly discovered that these experienced hires often required significant support and integration. Hence, they now expand their search to also find talented young individuals fresh out of college with the right attitude and potential that could be trained to become valuable team members. The agency has adapted to offer these individuals what they would need to thrive: invested mentors and the right processes to make them the best they can be. Making Hard Choices in Small Agency Leadership Thinking about past hiring mistakes, Justin goes back to the need to fail fast when you’re running a smaller agency. This is true for clients and also for employees. In both cases, you’ll need to say no sometimes and be quick to find out whether or not they’re the right piece in your puzzle. The balance between nurturing talent and recognizing when to make tough decisions is a delicate one that agency leaders must navigate. You may recognize the signs that an employee is just not right for your team but fail to act quickly and hold on to them thinking you can turn things around. It’s human nature to want to fix the problem. For Justin, it depends on whether or not the employee is 100% invested in trying learn and get better. At the end of the day, however, if they’re not capable of fulfilling certain functions in a time-effective manner, then they’re probably the wrong fit. This philosophy is compassionate yet pragmatic. It recognizes that sometimes, the most supportive action is to acknowledge when an employee's skills and the agency's needs are fundamentally misaligned. Do You Want to Transform Your Agency from a Liability to an Asset? Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.

    18 min
  2. 6 DAYS AGO

    Growing 5x in Four Years: Selling and Reclaiming the Agency with Alex Polamero | Ep #766

    Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training Have overwhelm or frustration ever made you want to sell your agency? When you’re burned out, the grass might look greener — but one agency owner learned that it’s not. Discover why he sold after just two years plus why the acquisition was dissolved and he grew his original business back to 5X within the next four years. Learn more about his reflections on why his initial burnout came to be, the reasons that partnership failed, and how he managed to rebuild his agency even stronger by surrounding himself with the right people. Alex Polamero is the founder of Ninestone Partners, an agency focused on the middle of the funnel. They build marketing and sales automation systems that help clients scale and effectively nurture prospects to closing. He discuss the evolution of his career, going from solopreneur to building and selling his agency and remaining as an equity partner. Alex also dives into his mindset and reasons behind his agency’s sale and the events that led to him taking back ownership of its name and original clients. In this episode, we’ll discuss: Selling as a way out of the burnout trap. Cashflow issues and not making payroll.  Lessons after buying back his agency. Subscribe Apple | Spotify | iHeart Radio Sponsors and Resources E2M Solutions: Today's episode of the Smart Agency Masterclass is sponsored by E2M Solutions, a web design, and development agency that has provided white-label services for the past 10 years to agencies all over the world. Check out e2msolutions.com/smartagency and get 10% off for the first three months of service. Building an Agency by Filling the Gap Alex has over 20 years of experience working with CRMs, beginning as an Oracle superuser with an extensive network of contacts and later becoming a Marketo-certified expert managing marketing for a billion-dollar real estate firm. Seven years ago, he took the leap to start his own venture, Ninestone Partners. When he first launched his business, Alex viewed other agencies as competitors, seeing them as rivals in areas like website development and paid advertising. However, years of experience shifted his perspective. Today, his agency operates as a collaborator, working alongside other agencies and specializing in the middle of the funnel—where their expertise truly shines. According to Alex, most people don’t know the nuances of every automation system, which one to use in each industry and how to help businesses grow quickly. This knowledge gap is where his team excels, helping businesses grow quickly by leveraging the right automation strategies tailored to their needs. Escaping Burnout by Selling the Agency Two years after starting his agency, Alex had two full-time employees and several contractors, even managing automated marketing solutions for a larger 25-person agency. Despite this success, he found himself overwhelmed and burned out. Looking back, he realizes the root of his struggles was that he hadn’t chosen between being a solopreneur—taking most of the profits to fund his lifestyle—or committing to being a true business owner. Straddling both worlds, he continued accepting new projects for quick profits without building the necessary team infrastructure. His fear of hiring and potential failure led to increasingly unsustainable workweeks filled with late nights and weekends. This approach inevitably led to stagnation. Alex faced a classic dilemma: unable to handle more clients alone, yet afraid to bring on additional help. Like many inexperienced business owners, he had initially prioritized money over time and it took years before he learned to value time with his employees, family, and himself. His mindset reflected a common misconception among agency owners: that leadership means outworking everyone else and that constant busyness equates to productivity. Exhausted from this unsustainable approach, Alex ultimately sold his agency in a deal keeping him on as an equity partner. The arrangement promised relief from the administrative and management duties he disliked, allowing him to focus solely on sales. Post-Sale Breakdown: Cashflow Issues and Not Making Payroll The first weeks post-sale were great for Alex. He finally had time for himself and even went on a skiing trip with some friends. However, eight months later, the reality of balancing multiple roles began to take its toll. Juggling his sales responsibilities, equity partnership duties, and technical operations proved far more challenging than he had anticipated. Around this time, Alex and his partners discovered a critical issue: their invoicing process had completely broken down, resulting in six months of unpaid invoices, an oversight that left them without the funds to pay their 25 employees. With no money to cover payroll, Alex was forced to take out a high-interest loan, a decision that weighed heavily on him and his family. It became clear that not everything was going as well as he’d initially hoped. After this, Alex and the other partners reached the conclusion that there were some aspects of running the business in which they just didn’t agree. Why Clarity is Key: Growing 5x in Four Years The heart-to-heart with his partners culminated in an offer to buy back his agency. Under the terms of the deal, his partners would retain his equity and any new clients acquired during that year, while Alex regained his previous clients and rights to the Ninestone name. Though he restarted with only half the business he had before the partnership, Alex viewed it as a fresh start. Four years later, his agency had grown to five times its size at the time of the split. This period was a lesson in humility and forced Alex to confront the reality of his situation and acknowledge that he didn’t have all the answers. It also underscored the inherent uncertainty of the entrepreneurial journey—a reality he had to embrace rather than resist. Furthermore, the experience taught Alex an important lesson about having clarity as you start to build your business. Do you want to be a consultant working only with contractors and never having to build a team? Or do you want to build a business that you can sell in the future? The pathway is different; the mentality and systems are different for each approach. Once he committed to a clear direction, he Alex understood he needed to surround himself with experts. The founder does not need to do it all and be a lone wolf. Instead, being part of a pack brought him much more joy and helped him grow much more than he’d expected. Embracing Collaboration and Uncertainty to Unlock Your Agency’s Potential What’s the biggest bottleneck holding your agency back at the moment? As Alex learned with experience, he had been the bottleneck stifling his agency’s growth by trying to juggle multiple responsibilities without a clear delineation. During his second run with the agency, he knew that as the visionary leader, he needed an integrator that would handle operations, freeing him up to focus on sales. By collaborating with others and delegating tasks according to expertise, owners can focus on their strengths, ultimately leading to a more efficient and successful operation. Basically, Alex figured out where he wanted to go and who he needed to hire to get there. Ultimately, the journey of building a business is not just about reaching a destination but about embracing the process as an ongoing experiment. Adopting a mindset that values experimentation and collaboration can lead to both personal fulfillment and professional success. Entrepreneurship is inherently uncertain. However by acknowledging this, you can cultivate a culture of innovation within your team, encouraging creative problem-solving and the exploration of new ideas. Do You Want to Transform Your Agency from a Liability to an Asset? Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.

    30 min
  3. FEB 9

    #1 Thing an Effective Head of Operations Does for an Agency CEO with Jhana Li | Ep #765

    Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training Have you hit the limit of the growth you can single-handedly bring to your agency? What steps are you taking to ensure you continue to be your organization's MVP? For many agency owners, reaching hitting a glass ceiling on growth signals the need to bring on a skilled operator to help eliminate low-value tasks from their schedule. Today's featured guest specializes in operations hiring and has developed a systematic approach to identifying and delegating low value tasks that consume CEOs' time and energy. As an expert in operational efficiency, she trains operators to create effective processes that free founders to focus on strategic growth. She shares her secret to a great hiring funnel, what results to expect from an operator’s first 90 days in your agency, and the #1 thing an operator does for their agency founder. Learn actionable insights on breaking through operational bottlenecks and building a strong operational foundation through strategic hiring and training. Jhana Li is a former COO and the founder of Spyglass Ops, an Operations Hiring Agency, working on behalf of digital businesses to find and hire operations positions. She discusses the challenges agency owners face when trying to scale their businesses and share insights on breaking through the common glass ceiling that many entrepreneurs encounter. Jhana emphasizes that growth stagnation often occurs when founders reach their personal limits in creativity and productivity. She provides valuable strategies for developing new skill sets and building a capable team to propel business growth beyond personal capabilities. In this episode, we’ll discuss: The secret to a great hiring funnel that attracts A-players. The crucial first 90 days that determines an operator’s success. The #1 thing an operator does for a CEO. Subscribe Apple | Spotify | iHeart Radio Sponsors and Resources Smart Pricing Table: Today's episode of the Smart Agency Masterclass is sponsored by Smart Pricing Table, an award-winning proposal software built just for marketing agencies and designed to handle your unique challenges and cut down the time you spend on proposal as much as 90%. Go to smartpricingtable.com/smartagency to see if this is the missing piece your agency needs. Schedule a demo and get 50% OFF for the first two months. Scaling Your Agency Beyond the Founder's Glass Ceiling As a former COO, Jhana has seen the glass ceiling many founders encounter at some point in their growth occurs once they’ve hit the limit of the growth they can personally create. It’s no longer about showing up and single-handedly working out every problem or how innovative they can be. Breaking through that glass ceiling requires both personal transformation and strategic team building. The path forward demands founders step back from their hands-on approach and focus on developing a trusted leadership structure. This includes establishing middle management positions across all functional departments, ensuring each area has dedicated decision-makers and strategic thinkers. Central to this evolution is hiring an operations manager who can unify the team and create organizational cohesion, transforming disparate departments into a synchronized whole. Do You Have a Hiring Funnel That Consistently Attracts A-Players? For Jhana, hiring A-players is not about fishing in the right pond but rather using the right fishing rod. Great talent is available everywhere but does your agency have a hiring funnel that will consistently extract the right A-players for the right role? A strategically designed hiring funnel serves as both an attractor and a filter, automatically screening out 95% to 98% of applicants before they reach the interview stage. This efficiency comes from carefully crafted criteria that not only draw in ideal candidates but also discourage those who wouldn't be a good fit, saving valuable time and resources. This approach contrasts sharply with the common scarcity-driven hiring mindset, where employers cast wide nets and hesitate to filter out any candidates. According to Jhana, a well-structured hiring system achieves better results by focusing on quality over quantity, ultimately leading to conversations with only the most promising 3% of candidates who truly align with the role requirements. What’s the Secret to a Great Hiring Funnel? Building mousetraps in your job post and hiring process is one thing – for instance, Jhana and her team add a codeword to the job description that they’ll ask the candidate to repeat during the job application process. However, she only uses that type of strategy for roles that require a high level of attention to detail. Other than that, she has a secret weapon that has consistently given her the best results: performing a skill assessment before sending a candidate to interviews. Skill assessments can take up to two hours, which is exactly the point. It’s a way to stress test the candidate to see if they already have the experience for the role. Jhana likes to include very specific questions to get candidates to think about how they would tackle a major challenge associated with that role, which experienced candidates will have no problem doing. Moreover, the effort a candidate puts into completing a skill assessment can be telling. A candidate who submits a thorough, well-structured response demonstrates a commitment to excellence and an understanding of the expectations of the role. In contrast, a lackluster submission may indicate a lack of motivation or a superficial understanding of the job requirements. Candidates who have genuine experience in a given area will articulate their thoughts with clarity and assurance, while those who are less familiar may struggle to provide coherent answers. By designing assessments that require candidates to draw on their past experiences, you can better identify those who are truly equipped to handle the challenges of the role. The First 90 Days: A Guide to Integrating New Operators Jhana has learned that an experienced operator will take their first 30 days with a company to observe, learn, and listen before they jump in and start fixing things. They understand that what they see at first glance might not be the root cause issue at play. Therefore, if they jump in and start tacking inefficiencies right away they might be missing the actual issue. From a founder’s perspective, it may be frustrating, as they expect immediate results. However, it is essential for operators to familiarize themselves with the intricacies of the business to address the root causes of inefficiencies effectively. To prevent these frustrations, Jhana recommends scheduling a “success meeting” at the second-week mark. By that time, your operator will have had two weeks to observe the inner workings of your agency. During this meeting, the operator presents their findings and aligns with the founder on priorities moving forward. The result of this meeting should be a clear understanding of what the operator is expected to accomplish within their first 90 days so the founder knows this is in fact the right person for the job. How much time should you invest in training a COO? Jhana knows of cases where the founder is still training their ops manager six months later. To her, you should always keep in mind that any time spent on training is an investment on that person and they won’t return on that investment until they are fully functional in their role. She prefers to do a 14-day boot camp before seeing ROI. During that time, she makes herself available every day for a minimum of 30 minutes so they can ask any questions or run something by her. The #1 Thing an Operator Should Do for the CEO The most important thing an ops manager should be doing for their CEO is help optimize their time to maximize their contributions to the organization and ensure that they focus on high-value tasks that drive growth. The CEO is supposed to be the agency’s MVP and yet they constantly undervalue themselves when they spend time doing low-value tasks. This is why Jhana trains her operators to do a time audit on their CEO during their first 30 days in the organization. As a result, they can determine how much of the founder’s time is going to low-value tasks and prepare a game plan to get them out of day-to-day operations. This misallocation of time detracts from the CEO’s ability to innovate and lead and costs the organization in terms of lost opportunities and diminished productivity. Why not start now? Even if you’re not at the point where you can hire an operator, do a time audit, locate the low-value tasks taking up too much of your time, and then delegate them to an assistant. That alone would make a huge difference in ensuring you’re spending more time growing the business. Do You Want to Transform Your Agency from a Liability to an Asset? Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.

    20 min
  4. FEB 5

    Empowering Your Agency Team: Creating a Clear Growth Path for Success with Warren Wilansky | Ep #764

    Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training Do your employees have a clear path for growth within your agency? Do they feel supported, empowered, and fulfilled in their role? Today's featured guest shares insights from his journey transforming his agency team structure that resulted in thriving for the business, his team, and himself. After years of struggle, this agency CEO took ownership of his role and developed a strategic approach to employee motivation and development. By reimagining annual reviews and creating meaningful growth opportunities, he shifted from an environment of stagnation to one of continuous improvement. In this interview, learn the benefits of offering a clear path for growth within your agency, and how to improve your team’s experience during annual reviews. He also shares how to get yourself out of sales — if that’s something you want — and why you need to keep doing what you love. Warren Wilansky is the president and founder of Plank, a Montreal-based digital agency specializing in arts and culture, nonprofit, and higher education projects. He shares his agency ownership journey and discusses the challenges of navigating the early days of the agency, including the learning curve of running a business and the evolution of his role as a sole owner. In this episode, we’ll discuss: The mindset shift that allowed for team retention and growth. Redefining employee reviews and how to have them review you. Maintaining purpose as your agency grows. Subscribe Apple | Spotify | iHeart Radio Sponsors and Resources E2M Solutions: Today's episode of the Smart Agency Masterclass is sponsored by E2M Solutions, a web design, and development agency that has provided white-label services for the past 10 years to agencies all over the world. Check out e2msolutions.com/smartagency and get 10% off for the first three months of service. A Traditional Story of Accidental Agency Ownership Warren’s journey is a pretty traditional accidental agency owner story. Starting with a communications degree, he transitioned from freelance website design to founding an agency with two partners. However, the partnership proved unstable—one left after six months, and the other departed after five years, ultimately leaving Warren as the sole owner for years, until his first employee became his current partner. Initially, Warren viewed his agency more as a collaborative collective among friends rather than a structured business. This perception shifted dramatically when his second partner departed, forcing him to fully embrace his role as a CEO. For the first time, he recognized the need to take complete responsibility for every aspect of the agency. While continuing to engage in website design—his original passion—Warren realized that his most critical project was the company itself and its strategic development. A Mindset Shifts that Allows for Employee Retention and Growth As he navigated the early stages of his agency, Warren quickly recognized the importance of hiring people who could outshine him in their respective roles. For instance, the agency hired its first creative director once he discovered someone who was a better designer than he’d ever be. This realization marked a turning point in his business strategy. Instead of attempting to be the best at every task, Warren embraced the idea that the success of his agency depended on assembling a team of skilled professionals who could bring their expertise to the table. Another important milestone in his hiring structure was the introduction of director-level positions. Initially, Warren adopted a model where all team members were viewed as equals, believing this would promote collaboration and creativity. However, he soon realized that this lack of hierarchy left employees with limited opportunities for advancement. Without clear pathways to grow within the organization, talented individuals often felt stagnant, leading to disengagement and, ultimately, turnover. A structured hierarchy with a path for career progression allows individuals who excelled in their roles to take on new challenges and responsibilities. It also serves as a chance for team members to figure out whether they liked the feeling of running a company, fostering a sense of ownership and accountability among team members. Redefining Employee Reviews - and Having Them Review You Most employees have a love-hate relationship with the annual review. On the one hand, they fear the feedback but on the other they also await the meeting in order to discuss a raise. At Warren’s agency, the team conducts annual and quarterly reviews for more regular check-ins. Although they’re still called “reviews” at Warren’s agency, Jason’s advice is to change the term to something that doesn’t evoke feelings of judgment and scrutiny, redefining this process by labeling it as a "coaching session." This emphasizes the supportive nature of the interaction, framing it as an opportunity for development rather than an evaluation of past performance. Overall, the biggest challenge is finding the right balance of positivity while still offering areas of improvement without demotivating employees in the process. As Warren points out, traditional reviews often begin with critiques, which can overshadow positive feedback. By reorienting the conversation to highlight accomplishments first, followed by constructive suggestions for improvement, employees are more likely to retain and act upon the feedback provided. In addition to reviewing your team, as a CEO or founder you should also want to know your areas of improvement. It can be hard getting that information out of employees, who might feel intimidated. A good framing to get the information you want is to ask "What do you want me to start doing?" "What do you want me to keep doing?" and "What do you want me to stop doing?" In this way, you will get provide enough context for valuable insights without putting your team in the awkward position of formally reviewing you. Agency Sales: Freeing the Founder & Empowering the Team As CEO, Warren’s current role is mostly looking for ways to support his strategy team, tapping into his network to bring more opportunities for the agency, and being the face of the agency. The CEO is also the person who has all the relationships and all the stories that shape an agency’s identity and are a great tool to converting a new client. Having all the stories can lead a CEO to believe no one could possibly replace them in sales, after all, only they have the necessary narratives to engage clients. However, then the agency would fall apart if the founder ever decided to retire. Instead, if you can share those stories with your team to use on different case scenarios, you will free up your time to focus on the agency’s growth and empower your team to  share their own client success stories. In the end, are the stories from 10 or 20 years ago the only ones worth telling in your agency? For Warren, the stories being created today are just as important and even more so. Instead of romanticizing old stories, give your team the chance to use them to engage clients as they gain experience instead of just selling on features. Eventually, they’ll have stories of their own and they will take full ownership of sales, which in turn will free you up as agency owner to dedicate to the business’ growth. How to Maintain Purpose as Your Agency Grows As CEO you should do what you love and delegate or eliminate the things you don’t. In Marc’s case, he enjoys sales, which he views as relationship building rather than a transactional process. He advocates for founders to carefully distinguish between tasks they love and those they want to delegate. Completely removing yourself from sales can lead to professional dissatisfaction, so Marc recommends creating processes flexible enough to allow strategic involvement. While the team should be capable of handling most sales independently, founders can still contribute by joining initial or final calls to add depth and personal connection. Just be mindful of the things you hate doing and want to delegate and the things that really bring you joy and wish to keep doing. Only with that clarity you’ll be able to prioritize and choose a path that won’t kill your love of the work. Do You Want to Transform Your Agency from a Liability to an Asset? Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.

    26 min
  5. FEB 2

    Is It Time to Rebrand Your Agency? When, Why, and How to Rebrand with Jim Heininger | Ep #763

    Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training Is your agency in need of a rebrand? Many of us are accidental agency owners who threw together a brand without fully understanding our niche or service offering; starting with just a basic name and logo. As the agency evolves this may signal the need for a strategic brand refresh. Today’s featured guest runs a rebranding agency and shares the scenarios that could justify a rebrand, the difference the right will name make for clients to differentiate you, and share some rebranding strategies to keep in mind. Jim Heininger is a seasoned agency owner based in Chicago who runs two agencies: Dixon James, a strategic communication and change management firm, and the rebranding specialists known as the Rebranding Experts. With over 25 years of experience in the public relations industry, Jim discusses the importance of building a strong agency presence, why your name matters, and when is the right time to think about a rebrand. In this episode, we’ll discuss: 2 big reasons agencies rebrand Why names matter for brand differentiation. Things to consider before renaming your agency.  Subscribe Apple | Spotify | iHeart Radio Sponsors and Resources Smart Pricing Table: Today's episode of the Smart Agency Masterclass is sponsored by Smart Pricing Table, an award-winning proposal software built just for marketing agencies and designed to handle your unique challenges and cut down the time you spend on proposal as much as 90%. Go to smartpricingtable.com/smartagency to see if this is the missing piece your agency needs. Schedule a demo and get 50% OFF for the first two months. What Does Brand Mean? Jim built his career in the agency environment, spending 25 years in public relations working for some major agencies like Bushman Hillard and Ketchum. Later on, he worked for McDonald’s as a communications strategist tasked with helping them get through some brand issues they faced at the time. His time at McDonald’s taught him a lot about the perspective on agencies and how to form great client relationships to get the best work out of your agency. This time proved transformative for his career, it was when he had the opportunity to start his own agency and also when he started learning more about branding. Jim defines a brand as the comprehensive collection of experiences and assets that define a company, extending far beyond visual elements like logos to encompass customer experience, brand promises, and their fulfillment. While a brand ultimately exists in customers' minds, and you’ll never be able to control how customers perceive it, you can influence that perception. Influential figures like Steve Jobs understood the importance of brand narratives and greatly admired Nike, which has mastered the art of branding by creating a strong identity that transcends their products. Businesses should actively manage their brand perception rather than allowing external forces to dictate it. Hence, it is only logical they consider rebranding once the brand no longer represents their business. 2 Big Reason to Consider an Agency Rebrand According to Jim, agencies are the business category that most frequently undergo rebrands. It makes sense, given so many are accidental agencies. Many agency owners begin as skilled practitioners who establish a business in response to growing client demand, often resulting in a created brands that may not stand the test of time. There are two common reasons why founders consider a rebrand: Make it all about the business, instead of yourself. Many agencies initially build their brand around the founder's expertise. As the business grows, however, there's often a strategic need to highlight the broader team's capabilities, reducing client expectations for direct founder involvement in every project. Niching down. Another common scenario prompting a rebrand is when an agency decides to niche down its services. While owners might worry about alienating existing clients through rebranding, Jim notes that clients typically focus more on service quality and results than brand aesthetics. Rebranding is not merely a cosmetic change; it is a strategic decision that requires careful consideration. If your current brand fails to differentiate you from competitors or clearly communicate your value proposition and target audience, it could be time to rebrand. Success lies in approaching it as a strategic initiative, involving key stakeholders, and maintaining focus on innovation and market relevance. Ultimately, a well-executed rebrand not only revitalizes an agency's image but also reinforces its commitment to delivering exceptional value to clients in an ever-changing environment. Why Names Matter for Brand Differentiation If we look around, we’re surrounded by big brands with names that didn’t necessarily mean much before their success gave it meaning. For examlpe, did “google” even mean anything before 1998? It’s natural to ask ourselves then if a name is really that important. For small businesses, yes, a name is very important because it’s your opportunity to put something compelling out there, capture the audience’s attention, and differentiate your business. Nowadays it’s getting harder to name a corporation, as it seems the good names are all taken. This has led to a trend of using unconventional names, which, while potentially memorable, risk confusing potential clients. The balance between distinctiveness and clarity has become a critical consideration in the naming process. Jim’s approach to rebranding starts with a name that is packed with meaning, is exciting to the client, and inspires them to put together a cohesive elevator pitch. A well-chosen name should serve as a foundation for effective storytelling, enabling businesses to communicate their value proposition clearly and memorably. Things to Consider Before Renaming Your Agency A name serves as the first point of contact between a brand and its audience and should encapsulate the essence of the agency's mission, values, and unique offerings. There’s a lot of work to be done before landing on the perfect name, like understanding your differentiators, your promise to customers, and the legacy you want to leave. Understanding these elements correctly will help you come up with a clear brand promise and a word that represents that promise and brings it to light. Additionally, think about the type of word you want. Do you want a descriptive word? Do you want to coin a term? Or maybe borrow meanings from existing words that can be contextualized within the industry? Naming, therefore, becomes a strategic endeavor that requires a deep understanding of the agency's strengths and the value it offers to clients. Just remember the approval timeline associated with trademarking a name can take up to a year, which is why agencies should be confident in their chosen name and conduct a thorough review process, ensuring that it not only resonates with the brand's identity but is also legally viable. Do You Want to Transform Your Agency from a Liability to an Asset? Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.

    20 min
  6. JAN 29

    Hiring an Agency COO and Balancing the CEO-COO Dynamic with Brittany Filori | Ep #762

    Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training Do you need to get yourself out of agency operations so you can work ON the agency rather than in it? Are you stuck in processes and fulfillment when you should be looking at growth? It might be time to hire for the role of COO to ensure your agency's success. A Chief Operating Officer plays a pivotal role in an agency's development, significantly reducing the CEO's operational burden. However, timing is crucial – agencies should carefully consider their growth stage before initiating the search for a COO, and thoroughly understand the position's complexities to ensure an ideal match. Our featured guest brings a unique perspective to this discussion. Having served as both COO and now CEO at her current agency, she offers valuable insights into the essential qualities needed for the role. Her experience illuminates the delicate balance required between the visionary (CEO) and the executor (COO), demonstrating how this partnership can drive optimal agency outcomes. Brittany Filori is the CEO of 51Blocks and several other white label agencies serving agency owners and entrepreneurs. She discusses the crucial role of a Chief Operating Officer (COO) in agency management and shares her unique journey from starting at the bottom to becoming a CEO, providing valuable insights into the relationship dynamics between CEOs and COOs. In this episode, we’ll discuss: Do you need a COO or an Ops Manager? The most important roles of a great COO. The crucial CEO-COO dynamic. Preventing COO burnout. Subscribe Apple | Spotify | iHeart Radio Sponsors and Resources E2M Solutions: Today's episode of the Smart Agency Masterclass is sponsored by E2M Solutions, a web design, and development agency that has provided white-label services for the past 10 years to agencies all over the world. Check out e2msolutions.com/smartagency and get 10% off for the first three months of service. Should You Hire an Operations Manager or a COO? The decision to hire a Chief Operating Officer (COO) marks a critical turning point in an agency's growth journey. Brittany recalls transiting to a COO role once her agency was big enough to need department managers. Of course, this can vary from business to business but for her it comes down to whether the owner was ready to hand off the keys of the business’ growth, and whether they needed a second hand to get the agency to the next level. Unlike an Operations Manager, whose role is managing the team, the COO is often seen as the backbone of an organization, responsible for ensuring day-to-day operations align with broader strategic goals. According to Brittany, bringing in a COO could be the best or worst decision you make, depending on who you put in that seat. It’s certainly a tricky role to hire and Brittany urges agency owners to clearly define their needs. Are you seeking someone to manage personnel, or do you need a strategic thinker to drive business growth and operational excellence? These fundamental questions can mean the difference between a successful hire and a costly misstep. Strategic Operations Staffing for Growing Agencies For growing agencies not yet ready for a COO, an operations manager can provide crucial support by taking on team management responsibilities. Given the high-stress nature of operations and its potential for burnout, finding the right person requires careful consideration of both management skills and operational expertise. Agencies usually pay a pretty penny for someone who comes in with that talent. However, for smaller agencies that don’t have the budget for an Operations Manager just yet, Brittany recommends training the best account manager to start to fit into that role. A great Ops Manager should be a great leader with attention to detail and the ability to see the big picture. This internal promotion strategy provides a cost-effective path to filling a critical role while also creating growth opportunities that can boost team morale and retention. 3 Most Important Roles of an Amazing COO A COO serves as the backbone of an organization, balancing multiple critical responsibilities that directly impact both the company's success and its culture. Here are three key attributes that define an exceptional COO: Comprehensive knowledge of the agency. A great COO must understand how each department functions independently and how they interconnect to support one another. This understanding extends beyond internal operations to encompass the client perspective, as every strategic decision must account for both team capabilities and customer experience. Strong financial intelligence is crucial for effective operations management. COOs must constantly evaluate agency profitability, assess resource allocation, analyze client contribution margins, and monitor employee costs. For example, an experienced COO like Brittany learns to view every decision through both a financial and customer-centric lens. Whereas earlier in their careers, they might have focused primarily on client satisfaction without fully considering the financial impact on the agency. Leadership excellence stands as a fundamental yet often overlooked requirement. Many mistakenly believe that a COO's role revolves solely around numbers and processes. However, the position demands someone who can effectively guide and inspire teams toward organizational goals. Strong communication skills and leadership abilities are not optional extras but prerequisites for success in this role. The Dynamic Between the CEOs & COOs The relationship between CEO and COO is more nuanced than many realize, according to Brittany. At its core, it's a partnership between a visionary and an integrator, where the greatest challenge lies in maintaining distinct roles despite overlapping talents. Rather than seeking a mirror image of themselves, CEOs should look for COOs who complement their strengths—even if that means partnering with someone who seems like their opposite. With these inherent differences, CEOs and COOs must learn to manage conflict, which instead of being avoided, should be embraced as a necessary element of collaboration that can serve as a mechanism for clarity. In her case, Brittany and her COO find the most constructive way to navigate conflict is to stick to facts and remove emotion. You want a COO who will complement you while also challenging you to think differently about issues to obtain the best possible results. In an effective CEO-COO relationship, the foundation is trust and communication, anchored by shared core values and commitment to the organization's mission. Brittany’s advice to CEOs is to let your COO fail. If you don’t fully agree with how they’re planning to execute something give them a shot to try it their way. If they fail, your job as CEO is to help pick them back up, not criticize them, because otherwise they won’t feel confident bringing forward innovative ideas in the future. Preventing COO Burnout: Building a Sustainable Leadership Structure As Brittany highlights, finding the right COO is just the beginning; ensuring their longevity within the organization is equally vital. The COO often bears the brunt of operational stress, alleviating burdens from the CEO and other leadership roles. Therefore, it is crucial for agency owners to actively support their COOs by ensuring they have all the tools they need to execute efficiently and feel supported. Implementing structured platforms for dialogue, such as regular check-ins and performance reviews, can facilitate healthy discussions about workload, expectations, and career aspirations. This not only helps in managing stress levels but also reinforces a sense of partnership and collaboration between the COO and the rest of the leadership team. COOs can get overwhelmed and stressed too. Finding one that matches your organization well is already hard enough so once you do, make sure you can find a way to retain them. Do You Want to Transform Your Agency from a Liability to an Asset? Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.

    23 min
  7. JAN 26

    Successful AI - Human Collaboration: Where Technology and Creativity Intersect with Marc Beckman | Ep #761

    Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training Is artificial intelligence revolutionizing business operations or threatening the carefully crafted storytelling techniques developed over decades? As many businesses struggle with integrating AI while maintaining authentic connections, today's featured guest offers valuable insights from his perspective as both an agency leader and AI advocate as well as someone who can see some of the fatigue caused by the ever-growing demand for constant information that has been aided by AI and the availability to create content faster and efficiently. He shares the ways he is integrating AI technology into his own agency, and why he believes it won’t work when it comes to replacing the human touch. Learn about his vision for AI use in business, the trends he sees changing in consumer preferences in social media, and how agencies can adapt to AI. Marc Beckman is the co-founder and CEO of DMA United, a New York City agency specializing in style and design, with a broad reach into fashion, art, music, sports, and entertainment. He shares the pros and cons of building great relationships with company CMOs, his agency’s challenges improving at self-promotion, and how he sees AI has affecting the very human art of storytelling. In this episode, we’ll discuss: Building a reputation that attracts big brands. The double-edged sword of CMO relationships. AI integration done right; the framework agencies need. Did AI kill storytelling?  Subscribe Apple | Spotify | iHeart Radio Sponsors and Resources Smart Pricing Table: Today's episode of the Smart Agency Masterclass is sponsored by Smart Pricing Table, an award-winning proposal software built just for marketing agencies and designed to handle your unique challenges and cut down the time you spend on proposal as much as 90%. Go to smartpricingtable.com/smartagency to see if this is the missing piece your agency needs. Schedule a demo and get 50% OFF for the first two months. Building a Reputation That Attracts Big Brands Over thirty years ago, Marc, then the owner of a cosmetic company, met a branding specialist who had carved out his niche in the luxury sector. Their initial collaboration proved so successful that when Christian Dior acquired Marc's cosmetic company, the two of them saw an opportunity to create something bigger together and joined forces as DMA United. According to Marc, their agency's approach has never been about self-promotion or chasing after marquee clients for the sake of reputation. Instead, Marc and his partner built their reputation on letting the work speak for itself. By focusing on the work rather than the accolades, DMA United has built a reputation that attracts clients organically, including industry giants like Sony Music, Warner Brothers Entertainment, and Pepsi. Pros and Cons of Getting in Bed with a CMO Starting with their first big clients, Kerastase (a L'Oreal subsidiary), Marc’s agency was able to move to working with other big names thanks in part to the relationships they built with CMOs. As CMOs move from one company to another, they often bring their trusted agency partners, creating a network of opportunities based on proven performance. Some of these CMOs have worked with his agency for their entire careers from big brand to big brand. This dynamic also presents challenges. When a CMO leaves, the new leadership may seek to reinvent their brand strategy, often leading to the loss of established partnerships. Marc acknowledges this double-edged sword but suggests agencies can mitigate this risk by diversifying their offerings. By expanding their skill set beyond traditional marketing and into emerging technologies like blockchain, Web3, and artificial intelligence, his agency has created a unique value proposition that makes it harder for people to let go of them. AI Integration Done Right: A Strategic Framework for Agency Innovation As a proponent and an author on AI integration in agency operations, Marc has developed a nuanced approach to incorporating artificial intelligence into his agency's work, focusing primarily on two areas: data analysis and content creation. In the fashion and lifestyle sectors where Marc's agency operates, traditional data analysis often poses significant challenges. Executive teams typically struggle with multiple data sets and time-consuming reporting processes, making swift market responses difficult. AI technology addresses this pain point by enabling real-time data analysis, allowing executives to make informed decisions instantly. CEOs and CMOs can now evaluate marketing campaign performance across platforms immediately and adjust budget allocations dynamically for optimal results. However, Marc's enthusiasm for AI comes with careful consideration of its limitations, particularly in creative work. While AI excels at generating quick visual content and creating operational efficiencies, his agency maintains a balanced approach. The technology's current state, still in its infancy, serves best as a complementary tool rather than a replacement for human creativity. The core of effective storytelling and branding, Marc argues, remains rooted in human insight and emotional intelligence. Overall, his vision isn't about surrendering creativity to algorithms but rather about leveraging AI's strengths while preserving the irreplaceable human element in creative work and that, rather than a threat, businesses should focus on harnessing its potential to enhance their operations and drive innovation. Therefore, the future of creativity lies not in the replacement of human input but in the collaboration between human ingenuity and AI capabilities. Did AI Kill Storytelling? While artificial intelligence excels at producing high-volume, short-form content for our attention-starved digital landscape, he questions whether this marks the end of meaningful storytelling or perhaps signals an impending shift in consumer preferences. The current media environment, saturated with brief clips and advertisements, has created a paradox: content is more abundant than ever, yet authentic engagement seems increasingly rare. Although AI helps meet the demand for constant content production, its output often lacks the emotional resonance and nuanced understanding that human creators naturally bring to their work. There are growing signs of content fatigue among audiences which suggests a potential revival of long-form storytelling that weaves narratives that consumers can relate to. Brands can certainly benefit from this return to long-form that allows them to become educators and storytellers, providing insights that empower consumers in their decision-making processes. AI can still be a center component in the creation of this longer content, of course, Marc just emphasizes it’ll always need human overseeing to give it the relatability that will really engage people and keep them coming back. Do You Want to Transform Your Agency from a Liability to an Asset? Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.

    26 min
  8. JAN 22

    Maximizing Event Speaking: How to Generate Leads While Sharing Expertise with Dale Bertrand | Ep #760

    Would you like access to our advanced agency training for FREE? https://www.agencymastery360.com/training Are you leveraging public speaking to grow your brand? Have you considered expanding your reach by having team members represent your company at events or interviews? Today’s featured guest has transformed public speaking from a marketing tactic into a primary source of new business leads. In just three years, he went from getting most of his business from webinars to getting most of his leads from his speaking engagements. In this episode, learn the common fears that keep agency owners from speaking at more events, the type of speaker you should be to attract more business, and why you should consider building a team willing to share their expertise and promote your agency at events or interviews. Dale Bertrand is the founder of Fire & Spark, a Boston-based SEO agency with a team of 25. He shares his journey from being a software developer to diving into the world of digital marketing. He also shares about transforming his love for public speaking into a key agency tool to promote his business and getting new leads. With a busy schedule of 30 conferences annually, he shares how he built his speaking career and what lies ahead to keep the momentum going. In this episode, we’ll discuss: Where to start in public speaking. Should you give away your secrets? Why the “giver” speaker sees results. Converting speaking engagements into business growth. The benefits of sharing the spotlight. Subscribe Apple | Spotify | iHeart Radio Sponsors and Resources E2M Solutions: Today's episode of the Smart Agency Masterclass is sponsored by E2M Solutions, a web design, and development agency that has provided white-label services for the past 10 years to agencies all over the world. Check out e2msolutions.com/smartagency and get 10% off for the first three months of service. How Public Speaking Transformed an Agency Frustrated with his previous career as a software developer, Dale sought to learn more about digital marketing. Already dabbling in website development and affiliate marketing in his spare time, Dale found the digital marketing field appealing enough to leave his coding career behind. This transition led him to consulting and eventually founding his own agency, which has grown into a seven-figure business. Until 2023, most new business came through webinars and strategic partnerships. However, an unexpected shift occurred as speaking engagements began generating the majority of his leads. This transformation was particularly notable by 2024, when conference appearances became his primary source of new business. Before the pandemic, Dale had only attended a few small events, enough to discover his passion for public speaking. Once restrictions lifted, came his big opportunity. Many conferences were now looking for speakers, as many dropped out due to the reduced audiences. Dale took the chance, said yes to everything, and started a new unexpected stage in his career where he now travels most weeks doing something he really enjoys. How to Easily Gain Confidence as a Speaker Understandably, many people fear getting on stage as an expert, especially if they’re not very familiar with the subject. When Dale first started making taking the stage at these events, he spoke about his own case studies. It was a subject he knew well and felt comfortable talking about. This helped when it came to gaining confidence as a speaker and was something audiences loved because it was like pulling back the curtain on his processes and what he does. For Dale, this is the ideal place to start, because instead of a dry informational speech you’re providing insights and tips based on something you actually worked on and are passionate about. How to Prepare for a Speaking Event: You should never just show up to an event without previously researching and preparing for the subject you’ll be covering. Dale has a comprehensive "event playbook"—a detailed spreadsheet outlining thirty specific preparation tasks for each speaking engagement. This tool outlines key strategies and actions tailored to the specific conference, which includes researching other speakers, understanding the audience demographics, and identifying potential opportunities for networking. Understanding his audience allows him to craft targeted content that resonates with attendees, while additional initiatives like hosting dinner events create valuable opportunities for deeper connections in a more relaxed setting. While the process itself isn't complicated, Dale clarifies this is not a process he completes on his own. He has three people on his team who help him execute this playbook starting from the planning and execution to following up with attendees afterword. Why Being a Giver Delivers the Best Results In public speaking, you may encounter two types of speakers, the givers and the takers. The takers often approach speaking engagements with a transactional mindset, focusing on what they can extract from the audience—be it attention, leads, or sales—without offering substantial value in return. In contrast, givers prioritize the audience's needs and interests, sharing insights and methodologies generously. Dale firmly believes it’s better to be a giver and often ends up sharing more than he had intended to. As a representative for an SEO agency, he advocates for a strategy of sharing even the most intricate details of their methodology, dubbed "SEO for Revenue." By openly discussing their framework and providing actionable insights, Dale empowers his audience to understand the complexities of SEO while simultaneously positioning himself as a credible expert. Some people may think he’s sharing too much, but most of the time what happens is that half the people try execute his recommendations and the other half decide they don’t have the time to do it themselves and contract his services. This tactic not only builds confidence in the speaker's capabilities but also encourages potential clients to seek their assistance when they realize the challenges involved in executing such strategies independently. Converting Speaking Engagements into Business Growth Speaking at events can be an excellent way to grow your business by getting yourself in front of your audience and establish your expertise. However, it can also be quite expensive. In his case, Dale doesn’t pay to get a spot in these events. Half of the time he gets paid to speak and the other half he pays for his airfare and hotel. As long as it nets out to zero, he’s willing to attend as many conferences as he gets invited to. Speaking engagements offer not only a platform to share knowledge but also a unique opportunity to build credibility and foster connections that can lead to significant business growth, in addition to the visibility it can offer, as one speaking engagement can serve as a stepping stone to further opportunities. Pro Tip: Include a Call to Action To ensure you’ll get the most of your time on stage and go home with new leads, Dale recommends adding a call to action that can get some audience members to send you their contact information. He makes sure to include a slide in the middle of his presentation with a QR code for anyone who wants to download the slides. This way, they fill out a form offering him a way to follow up after a few days. This call to action can vary depending on the topic of discussion. For instance, it may be a piece of content pertaining to the topic discussed or slides with prompts he mentioned during the presentation. In the case of smaller groups, like a webinar, he already has their contact information and focuses on getting people to sign up for a strategy session. The Benefits of Sharing the Spotlight with Your Team With a few years of public speaking under your belt, you may start to recognize the importance of being selective with the events you attend to throughout the year. You may not want to travel as much and consider not attending the smaller events. In these cases, Dale encourages a team member to participate in speaking engagements as a strategic way to amplify his agency’s presence. As he sees it, nowadays  everyone can be an influencer in their own right and can contribute to the brand's visibility. This is something he’ll consider for future hires with a view to cultivate a team of individuals willing to share their insights and expertise to attract clients and enhance credibility. By fostering a culture that encourages and supports public speaking, businesses can cultivate a diverse array of voices that contribute to their growth and visibility. Do You Want to Transform Your Agency from a Liability to an Asset? Looking to dig deeper into your agency's potential? Check out our Agency Blueprint. Designed for agency owners like you, our Agency Blueprint helps you uncover growth opportunities, tackle obstacles, and craft a customized blueprint for your agency's success.

    21 min
4.8
out of 5
123 Ratings

About

Growing an agency is very difficult, and you might feel unclear what to do next in order to grow and scale your agency. The Smart Agency Masterclass is a weekly podcast for agencies that are wanting to grow faster. We interview amazing guests from all over the world that have the experience of running successful businesses, and will provide you the insights you need. Our podcast is just over 3 years old, and have reached more than a half million listeners in 42 countries.

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