Overall Business Performance Expectations for 2024

Welcome to Part 1 of our blog series, “Overall Business Performance Expectations for 2024”, written around our 2024 New Year Outlook Report. (Download it here at no cost.)

2023 was a wild ride, perhaps a bit too wild, as we found in our report.

Close to 50% of agencies and almost 40% of marketers said their overall business performance in 2023 showed a slight decline or was significantly worse than in 2022.

Let’s break it down a bit for context:

Agencies’ Overall Business Performance in 2023 vs. 2022:

  1. Varied Results: These stats show a near-equal division between business growth and downturns, shaped by market forces, consumer spending behaviors, and the strategies adopted by agencies.
  2. Consistent Performance for a Few: 20% of agencies revealed their business performance in 2023 mirrored their 2022 results. This points to a portion of the sector that succeeded in sustaining their footing in fluctuating market circumstances, although they didn’t experience any significant growth either.

Marketers’ Overall Business Performance in 2023 vs. 2022:

  1. Balanced Outcomes: The scenario for marketers is reflective of the agencies’ experiences, showcasing an equal division (39% for each group) between those who witnessed growth and those who faced a downturn in their business performance. This equilibrium highlights the expected parallel influence of economic and market elements on both agencies and marketers.
  2. Steady Performance for a Segment: About 22% of marketers reported that their business results in 2023 remained on par with the previous year, indicating either a sustained market strength and adaptability or a persistent status quo from 2022.

Overall Business Performance Expectations for 2024

And as we mention in our report, it’s worth noting a few key agency business development stats from our 2023 Agency New Business Report:

58% of agencies found it harder to obtain new business in 2023
38% of ad agencies reported a decrease in new business opportunities in 2023, up from 26% in 2022.

Agencies and marketers are accustomed to operating in a market characterized by diverse performance results, but it’s essential to have strategies in the arsenal that emphasize unique service offerings, showcase their value, and adjust to evolving market demands.

So let’s look to the present, and our report, where we asked agencies and marketers this question:

What are your expectations for overall business performance looking ahead to 2024, versus 2023?

79% of Agencies said they expect some to significantly better performance in 2024 and only 5% expect a slight decline in 2024 compared to 2023.


57% of Marketers said they expect some improvement/a significantly better performance in 2024, versus 2023, and only 26% of Marketers expect a slight decline in 2024 compared to 2023.

We see two key points coming out of these predictions:

Agency Optimism: A significant 79% of agencies expect better performance in 2024, with only 5% anticipating a decline. This optimism could be fueled by the recent growth in the U.S. ad market and an all-time high in advertising employment in November of 2023, suggesting a robust industry environment.

Marketers’ Cautious Optimism: With 57% of marketers expecting improvement in 2024, there is a sense of optimism, albeit more cautious compared to agencies. The 26% expecting a decline might be factoring in market uncertainties or budget constraints.

Bottom Line

Agencies need to strike a balance between optimism and strategic caution as they navigate 2024.

Now is the time to nail down your business development strategy by making sure your positioning is clearly defined, you’re targeting the right prospects, and you have a mix of outbound, referrals, and client retention within that strategy.

Marketer’s Edge Interview With John Vincent-Automotive Marketing

In this episode of Marketer’s Edge we’re talking automotive marketing with John Vincent, Director of Business Development at Apex Automotive.

If your ad agency focuses on automotive or the concept of Modern Retail Marketing, you should watch this episode of Marketer’s Edge.

The Apex Automotive Group, with locations in Myrtle Beach and Anderson, SC, treats the needs of each individual customer with paramount concern.

They know that you have high expectations, and as a car dealer they enjoy the challenge of meeting and exceeding those standards each and every time.

Why Advertising Agencies Should Watch This Episode-John talks:

  • John’s predictions for future changes in the industry over the next decade.
  • The impact of companies like Carvana on dealership business.
  • The concept of Modern Retail Marketing and the possibility of it reaching an inflection point, and if so, when.
  • What The Apex Automotive Group does as an organization and John’s role within it.
  • The notable changes that John has observed in the auto dealer industry over the past few years.
  • The need for a shift in the “net to gross” mindset for Modern Retail Marketing to be widely adopted.
  • Whether John has an agency to assist him in overseeing all of the marketing activities for Apex Automotive.
  • Any advice he would offer to agencies seeking to win business from him.
  • Advice for marketers who are considering partnering with an agency.


If your agency or PR firm is struggling with new business, contact Lee McKnight Jr. at lee@rswus.com for a conversation. That’s our sole focus at RSW/US.

The Currency of Resiliency

Three articles caught my eye over the last few weeks, and collectively they embody several critically important business development guideposts for ad agencies leading into 2024, ultimately focusing on the concept of the currency of resiliency. 

Two of those articles are, Ad Market Expands For Fourth Consecutive, October Climbs 3.2%, and Brian Wieser Boosts Ad Outlooks Nearly A Percentage Point. 

You should read both if you haven’t already, but to break it down, the U.S. ad market’s sustained expansion, marked by a 3.2% rise in October and the largest gain since July, suggests a positive turn for major agency holding companies and independent media agencies.  

Simultaneously, Brian Wieser’s optimistic outlook for 2023 and 2024, buoyed by a robust third quarter, provides some needed optimism for many agencies that had a tumultuous year in 2023. 

So let’s take a moment to bask in the optimism. 

Celebrating Momentum and Positive Projections: 

Market Resurgence: 

-The four consecutive months of growth in the U.S. ad market showcase a resilient industry.

-Agencies can celebrate this resurgence as a testament to their adaptability and strategic prowess. 

Upward Projections by Wieser: 

-Brian Wieser’s upgraded outlooks for 2023 and 2024 indicate a promising trajectory for the industry.

-His attribution of the positive revisions to better-than-anticipated growth in the third quarter adds further “oomph” to the narrative. 

Positive Momentum Acknowledged: 

-Wieser’s recognition of a significant degree of positive momentum in the U.S. advertising industry aligns with the tangible expansion observed in the market.

-This collective optimism is a promising foundation for agencies preparing for ‘24. 

The Currency Of Resiliency

The Fragile But Resilient Consumer At Play

 Amidst these positive signals, the third article I mentioned comes into play. 

 Fragile But Resilient is an important piece for agencies to pay attention to, because it represents a few key strategy points to incorporate in your 2024 business development playbook. 

 Per the article, and what I urge agencies to focus on: 

1) Shift from Price-Driven Growth

The cautionary note from industry experts (for brands) emphasizes that relying solely on increasing prices for growth is no longer sustainable.

Per the piece: 

It worked for a couple of years because of an unusual confluence of factors. As these factors weaken or vanish altogether, price-driven growth just won’t work any longer.

Consumers are more fragile, yet no less resilient. Taylor Swift concerts have broken records, even with skyrocketing ticket prices.

Black Friday sales set a record. Attendance at Major League Baseball games is way up.

But this is tough competition. Not every brand can win the scarcer dollar of harder-pressed consumers.

 2) The Currency of Resiliency

Per the article, brands are urged to trade in the currency of resiliency.

This involves fostering innovation, embracing originality, and crafting solutions that seamlessly integrate with the changing dynamics of time, home, and health.  

The Currency of Resiliency

Bottom Line

Brands, across the board, will need help to accomplish these solutions, beyond what any internal teams might offer. 

 And that help will come from agencies, of all types, but you must bring expertise and leadership to the table. 

 And before you can even get to the table, you have to get the attention of, and break through to, your prospects. 

 And for that you have to be ready. 

 Preparing for 2024: 

 Make sure you have the basics down first: 

  • Nail down and define your service offering/offerings 
  • Agency Positioning: Define your elevator pitch 
  • Define Your target prospects/verticals 
  • Decide who will lead the business development charge 

As we step into 2024, the advertising landscape presents a blend of optimism and challenges, but it does every year, right? 

Make sure you’re walking into it prepared. 

Most Effective Tools At Generating New Business

In our 2023 Agency New Business Report, we asked agencies what they considered to be the most effective tools at generating new business.

Continuing the trends from 2021 and 2022, new business to date in 2023 has come from referrals and existing clients.

Both of these sources should be part of your business development program, but more than in previous years, we’re seeing agencies report these as less reliable in 2023.

Referrals came in as the number one new business generator at 69%, with Business from existing clients at 50%, and Networking at 46%. For reference, in 2022, Referrals come in
at 64%, Business from existing clients at 59%, and Networking at 46%.

So the actual percentage on referrals is higher this year by 5 points, which is interesting, given what agencies have already reported more than once, some version of referrals
starting to dry up in 2023 versus past years.


Most Effective Tools At Generating New Business: Referrals Win Again

Referrals came in as the number one new business generator at 69%, with Business from existing clients at 50%, and Networking at 46%. For reference, in 2022, Referrals come in
at 64%, Business from existing clients at 59%, and Networking at 46%.

So the actual percentage on referrals is higher this year by 5 points, which is interesting, given what agencies have already reported more than once, some version of referrals
starting to dry up in 2023 versus past years.

And as far as existing business, quotes like the following from a previous question should raise some concern:

It is difficult to motivate employees to do consistent follow up with prospects.

Quotes like these, to be fair, are not widespread, but if you find yourself in this situation, it needs to be addressed, and treating new business as agency-wide is the first

When it comes to tools, focus is all-important.

Most Effective Tools At Generating New Business

Your firm doesn’t need all the tools, and especially for small and mid-sized firms, there’s not enough time to use them all.

Typically you have a great majority of the core tools already in place: phone, email, social, for example.

Beyond that, an email delivery tool, some form of tracking for those emails (and ideally on your site) and then potentially a CRM, which you ultimately will need for any serious business development effort.

Tools like ChatGPT, which we discuss further in our report, should certainly be on your radar, for your agency and your clients, and could be very helpful to your overall effort.

And as a side note, the majority of numbers in this question stayed relatively the same compared to last year’s report with one exception:

Conferences as a tool to drive new  business came in at 15% in 2022, versus this year at 28%-quite a jump!

Anecdotally, we can convey conversations with agencies, client and non-client, who report finding conferences coming back post-covid in a meaningful way.

The key is zeroing in on a tight group, and having a plan in place pre-conference, and most importantly, post-conference for prospecting.

Cut to the Chase with Jason Therrien, President and CEO of thundertech, an integrated marketing agency

Jason Therrien is a founder, investor, board member and civic volunteer and has started several businesses since 1997, including thunder::tech, an integrated marketing agency that accelerates brands for a connected world.

Today, thunder::tech has grown into a 50+ person integrated marketing agency servicing middle-market clients coast to coast with offices in Cleveland, Toledo, Detroit and Chicago.

They specialize in digital marketing, brand strategy, communications, web development and advertising.

His experience includes creating integrated marketing strategies for clients ranging from Simple Mills, the Country Music Hall of Fame, Life Fitness, Cedar Fair, USA Track and Field, Parker Hannifin and many more.

Some key highlights from our interview:

  • Founding the agency in ‘99 and the path there.

  • Where the name thunder::tech came from (it’s fun)

  • thunder::tech’s horizontal positioning, working across multiple verticals-how Jason and the team handle it from a business development perspective (per Jason, like an investment portfolio-had never heard it put that way before)

  • Jason’s advice to agencies considering a horizontally-focused approach.

  • We talk agency specialization and the need for intentionality.

  • thunder::tech as an “agency that is a practitioner.” What it means in practice.

  • Treating your agency like a client. (“We’re our own R&D lab-we test it on ourselves first)

  • The agency content creation process, which includes multiple individuals at the agency, including Jason.

  • How content has evolved for the agency (They’re bringing physical mail back!)

  • The frequency of content for the agency and the philosophy behind it (Agencies are their own worst critics when it comes to content.”)

  • The COPE acronym-how it’s helped the team think through their investment in content

  • Jason’s thoughts on “the giant, sociological experiment that we are all participating in at work” and the piece he wrote on LinkedIn that got some nice traction. WFH is ever evolving and Jason has some insightful thoughts.

  • Jason’s involvement in Destination Cleveland, and his alma mater John Carroll University and his whole philosophy on giving back.

  • And one piece of advice Jason would give to marketers to make their agency relationships more effective what would it be?

More about Jason: In addition to his involvement with thunder::tech, an integrated marketing agency, Therrien is a corporate board member and investor in several businesses that range from publishing to transportation. thunder::tech has been awarded a place on the Inc. Magazine 5000 list of the fastest growing companies in America four times and Therrien has also been recognized in Crain’s Cleveland Business 150 names to know in Northeast Ohio three separate times.

He has been quoted in USA Today, AdAge, Time, Crain’s and other media outlets on various marketing topics. Therrien is an active member in his community, serving on a number of boards and is a proud father of two crazy, awesome kids that he loves to travel with.

Key URLs: thunder::tech site: https://www.thundertech.com/

Jason’s LinkedIn:   / jasontherrien  

thunder::tech content https://www.thundertech.com/blog-news

Jason’s piece on WFH (great read): https://www.linkedin.com/posts/jasont

Marketer’s Edge Interview With Melissa Cervin: Homebuilding

In this episode of Marketer’s Edge we’re talking homebuilding and the homebuilding industry with Melissa Cervin, Vice President of Marketing at Lombardo Companies.

If your ad agency focuses on homebuilding or new home construction, you should watch this episode of Marketer’s Edge.

Lombardo Companies, based in Shelby Township, MI,  is driven by the desire to make their customers’ dream home a reality. They work closely with homebuyers to understand their needs and design a home that compliments their lifestyle.

Why Advertising Agencies Should Watch This Episode-Melissa talks:

  • The role architects and designers play in staying ahead of homebuilding trends.
  • Her experience working with marketing agencies and the reasons she typically uses them.
  • How she determines what tasks to handle in-house and what to outsource to an agency.
  • The type of organization Lombardo Companies is and her role within it.
  • Her extensive experience in the home building industry and what she finds rewarding about it.
  • How home builders differentiate themselves from competitors.
  • The significant changes in the home builder space over the past 20 years.
  • Key takeaways from the 2023 IBS (International Builders’ Show) and the overall sentiment surrounding the industry and economy.
  • How she identifies “cutting edge” ideas and offerings and stays ahead of the curve.


If your agency or PR firm is struggling with new business, contact Lee McKnight Jr. at lee@rswus.com for a conversation. That’s our sole focus at RSW/US.

4 Mistakes Ad Agencies Should Avoid When Hiring An Internal New Business Director

In this post, we’re discussing 4 mistakes ad agencies should avoid when hiring for new business.

One of the keys to driving new business is of course the individual, or individuals, leading the charge.

Hiring an internal new business director is one way to go, and in our 2023 Agency New Business Survey, we asked agencies:

Have you hired a full-time new business hunter/ director/manager (as part of your staff) to prospect for leads for your agency in the past three years?

In the last two years of our survey (‘21 & ‘22), hiring for the new business director position at an agency fell to its lowest level since we started this survey in 2010, with just 32% of agencies hiring a new business director in the past 3 years.

We’re seeing that trend reverse in 2023, although not by much, with 36% of agencies hiring an internal new business director.

To add a further layer to the discussion we also asked agencies, “How difficult or easy has it been for you to hire quality employees for your agency/firm?”

51% of agencies said it was very to somewhat difficult and 39% said neither easy or difficult.

An interesting stat from a July, 2023 piece in eMarketer, Us Ad Agency Employment Marks An All-Time High:

June saw a significant boost in employment across advertising, public relations, and related services, rising by 2,200 jobs, per new Bureau of Labor Statistics data cited in Ad Age. With this uptick, employment in these sectors has reached its highest since 2001.

However, in regard to the business development position specifically, it’s an ongoing saga agency owners must contend with:

85% of Agency New Business Directors last less than 2 years.

Of course, the last three years have had their fair share of unique struggles coming out of the pandemic with an uncertain economy and hiring difficulties.

Beyond these struggles—and those struggles are certainly real—agencies often just don’t know what to look for when trying to hire for the development position.

The process is not easy, but we see some key mistakes up front in the hiring process.

4 Mistakes Ad Agencies Should Avoid When Hiring An Internal New Business Director

Here are 4 Mistakes Agencies Should Avoid When Hiring An Internal New Business Director

1 Hiring for that person’s network.

If this candidate’s main method of prospecting has been networking events, local happy hours, etc., you need to dig deeper and ask questions around their inside sales experience.

2 Hiring green.

At RSW, we hire new business directors that have 10-15 years of sales and marketing experience.

It makes the process longer and tougher, but it’s the expectation we set.

Agencies will hire green and then think they can train up.

3 Not digging deep enough on the individual’s planned new business process.

Always ask for a top-line version of the process and plan your new business director will carry out.

4 Failing to define the new business position clearly up front.

Is this person responsible for all facets of new business, from top of the funnel all the way through to pitching and RFP responses?

Is that person purchasing prospecting lists, or expected to build those out?

In Part 4 of our series we’ll talk the dollar volume of new opportunities so far in 2023.

Why Is It Harder To Obtain New Business?

So 2023 has been kicking small and mid-sized agencies around so far this year from a new business standpoint, and in this second post in a series, we explore the question, Why Is It Harder To Obtain New Business?  

Per Jeff Graham, President of Cactus in Denver, (2023: The struggle is real)

 The first three quarters of this year have been somewhere between a head-scratcher and a dumpster fire — but the rest of it doesn’t have to be.

If agencies stay focused on the spaces where we have a right to win; empathize with the unique pressures our clients are facing and eradicate risk; and capitalize on this moment and create our own luck, then there’s hope for 2023 — and a brighter 2024 yet.

Couldn’t agree more with Jeff and his optimistic take, but as he points out, agencies have some work to do. 

As I pointed out in my previous post (Ad Agencies Struggled with New Business in 2023-So What’s Next), 58% of agencies said it’s been harder or a lot harder to obtain new business this year so far. 

So in order move forward and embrace a more profitable 2024, I want to explore the reasons why agencies found acquiring new business to be more difficult in 2023, and look at those areas agencies have control of. 

Taken from our RSW 2023 Agency New Business Report, we asked agencies:  

Why Is It Harder To Obtain New Business? 

In previous surveys, agencies have unilaterally given “breaking through to prospects” as the main reason why it’s harder to obtain new business.

This year, for the first time ever, it comes in third. 

So what follows is a breakdown of the top 8 reasons:

Why Is It Harder To Obtain New Business

Fewer Opportunities Out There (61%): 

At the forefront of the challenges identified in our survey is the perception that there are simply fewer opportunities available.  

Competition, to be fair, contributes to a more limited pool of opportunities. The ad agency world is a crowded market. 

The question I would ask, in the spirit of tough love, is: How regularly did you actually pursue new business in 2023? 

I do think for many small and mid-sized agencies, perception, as used above, is the key word here. 

If your firm is not actively pursuing new business in some form, then there will, by definition, be fewer opportunities. 

That is not to take away from the very real situation of marketers and budgets pulling back in 2023-that you cannot control, but if a plan for new business you can control. 

Prospect Budgets Too Small (55%): 

It should be noted that agencies in our survey are not referring to client budgets (which also saw reductions) but prospect budgets for potential work. A 2023 report from Survey Monkey (2023 Marketing Report: Top challenges and opportunities) pointed out 

33% of marketers say their budgets will decrease or stay the same in 2023. 

From our own 2023 New Year Outlook Survey, only 36% of agencies believed their clients would increase marketing spending somewhat to significantly, a 37-point drop at that point from 2022. 

So agencies had a gut feeling on this at the outset of the year, and indeed, anecdotally, we did see some pullback from marketers. 

And post-pandemic, many agencies were able to pick and choose projects and had it really good. Those same agencies got a jolt around Q2. 

So moving into ‘24 would be the time to potentially consider smaller opportunities in the short term, that are, critically, still within your wheelhouse, in order to land and expand. 

Harder to Break Through to Prospects (47%): 

While no longer the primary challenge, breaking through to prospects remains a significant hurdle.

Without a doubt, it’s never been harder, but at the same time, the amount of useless emails and outreach overall make it harder for you to break through, but it also provides you with an opportunity.

An opportunity to use messaging that does two critical things: 1) Show your agency expertise and 2) how it can help solve their business challenges.

I am continually shocked with the lack of these two elements in prospecting outreach.

Always make sure you show what’s in it for them!

Prospects Go Dark (37%): 

Not a new trend but endlessly frustrating.

However, remember that a lack of response doesn’t always mean lack of interest.

You have to remember how busy your prospects are, and how much noise surrounds them-professional and personal.

If this is happening more often that not, here’s a step-by-step “ghosting follow up schedule” to help you stick with your prospects if they’re ghosting you – and more importantly – help you get a clear yes or no from them, so you can move forward or move on.

You’ll find 3 email templates and 1 VM template you can adjust as needed to fit your situation.

Can’t Find the Right Person (15%): 

Identifying and reaching the key decision-makers within a potential client organization remains a persistent challenge, and the first key is making sure you’re going after the right titles.

That may sound entirely obvious, but it’s a problem for many agencies. 

Key here is to do the homework up front, and be sure to differentiate between who you actually work with ongoing within a client’s company versus the decision maker you’re reaching out to when prospecting.

They’re not always the same person.

No Process in Place (13%): 

Establishing clear methodologies for lead generation, qualification, and conversion is, of course, imperative. 

We’ve discussed before in our ongoing content, that the first step is forcing yourself to take this first step.

The only one to blame for no process is yourself, but of course that doesn’t mean you may not need help.

The Resources dropdown on our home page has a lot of info to help you get started, or restart.

No Time to Do It (11%): 

See above.

As easy as it is to say, time must be made.

Making a plan you can actually stick to is the first step.

 Can’t Make the Investment (5%): 

This is certainly legitimate, but you also don’t need a large outlay of cash to go after new business initially.

Looking at the 4 key areas of business development( referrals, organic growth, inbound/content, and outbound), you already have the tools to handle all four of those with no additional cash outlay.

As you progress, however, yes, you will need other tools, like a CRM, for example, but an internal business development process (if you’re not hiring someone solely dedicated to the job) does not require a large investment to start the process internally.

In Part 3 of our series we’ll talk hiring for the new business director position.

Cut to the Chase with Mike Casey, President of Tigercomm | Ep. 3-Cleantech

If ever there was an authority on cleantech in our industry, Mike Casey is it.

He’s intelligent, passionate and forthright, and he pulls no punches in this interview, episode 3 of Cut to the Chase, the RSW interview series..

Mike is a top U.S. innovator and strategist on cleantech marketing and communications, has presented at more than a dozen major conferences, and writes frequently on clean economy topics at ScalingClean and Renewable Energy World.

Tigercomm is America’s number one marcom and public affairs firm servicing clean economy companies, and as Tigercomm’s founder, he counsels cleantech executives, investors and philanthropists on strategies for meeting their business objectives.

Some key highlights from our interview:

-Mike dismantles the RFP process: 2:51

-Hiring a vertically positioned firm: by definition, they should know more than the client. It shouldn’t be a downside. 7:13

-The benefits that come from that vertical positioning and absolute authority in that vertical 14:13

-Mike’s advice to agency principals considering their positioning 18:11

-Content creation and how Mike consistently establishes his, and Tigercomm’s, cleantech authority 20:44

-How Mike handles posting content on LinkedIn and his rule of thumb 25:30

-Mike’s advice to marketers on a sound partnership, and his 3D rule on clients, (and how the team at Tigercomm treats and interacts with each other): avoid at all costs the dramatic, the dishonest, and the dysfunctional 30:22

Thanks for a great interview, Mike!

Key URLs:

Tigercomm site: https://www.tigercomm.us/

ScalingClean blog and podcast: https://www.tigercomm.us/insights

Mike’s LinkedIn: https://www.linkedin.com/in/mikecasey…

Dear RFPs, here’s 5 reasons why creative pros aren’t really into you: https://www.agilitypr.com/pr-news/pub…

The “3D Rule” – No Drama, No Dysfunction, No Dishonesty: bit.ly/3puy1y3

Cut to the Chase with Kelly Callahan-Poe, President of Williams Whittle-Full-Service Ad Agency | Ep. 2

This is the second episode of Cut to the Chase, featuring Kelly Callahan-Poe, President of Williams Whittle, full service ad agency in DC. 

Cut to the Chase is the RSW/US interview series that delivers brief, but impactful views from ad agency principals and business development leaders on growth strategies and the challenges that come with them in today’s weird, evolving landscape. 

Williams Whittle is a full service ad agency that works with nonprofits and forward-thinking companies dedicated to making a positive impact. 

In this episode, Kelly and Lee McKnight Jr. talk: 

  • Owls on toilets (you’ll have to listen)
  • Williams Whittle’s point of difference and how their focus informs that difference.
  • Nonprofits and the natural extensions other related verticals offer.
  • The struggle agencies have in creating thought-leadership content
  • The WW Media Club, and the Two Marketing Mom’s Podcast
  • Kelly’s advice and how she maintains a consistent flow of content for the agency

Thanks for the interview, Kelly! 

Links: Williams Whittle: https://www.williamswhittle.com 

WW Media Club: https://www.williamswhittle.com/wwmed… 

A good read can challenge, inspire and motivate you. We have some avid readers on the Williams Whittle team who are often sharing tidbits from their latest page-turner to inspire us inside and outside of the office. So, we thought we would share our favorites with you! Welcome to the WW Book Club! 

Two Marketing Mom’s Podcast: https://twomarketingmoms.com 

Marketing Moms @kellycallpoe & @veeolachk talk work + life strategy ☯️ for #marketing & #advertising professionals at twomarketingmoms.com. 


If your agency or PR firm is struggling with new business, contact Lee McKnight Jr. at lee@rswus.com for a conversation. That’s our sole focus at RSW/US.