RSW/US has helped 300+ agencies build disciplined new business programs since 2005. These articles cover outsourced prospecting, pipeline strategy, and what separates agencies that grow from those that stagnate.
If this is your first time here, RSW/US is an outsourced lead generation/business development firm that exclusively services ad agencies, PR, marketing service, and professional services firms (of all sizes and types).
We work with over 50 firms across the U.S., operating as their outsourced sales and marketing team.
The 2026 RSW/US New Year Outlook Report provides clear, data-backed insight into how marketing services agencies, professional services firms, and marketers are approaching the year ahead, where priorities are shifting, and what challenges are most likely to impact growth and new business development.
By capturing perspectives from all sides of the relationship, this report offers practical guidance to help organizations plan more effectively and move into 2026 with greater focus and confidence.
As marketing agencies, PR firms, and professional services organizations head into 2026, optimism hasn’t disappeared—but it has matured.
The 2026 RSW/US New Year Outlook Report captures how agencies and marketers alike are recalibrating expectations after several volatile years.
Economic uncertainty, cautious spending, and continued confusion around AI remain top concerns, yet beneath the surface there are clear signs of opportunity for firms willing to adapt how they position, sell, and differentiate themselves
What stands out this year is a sense of optimistic realism.
While growth expectations are more restrained than in prior cycles, a majority of agencies still anticipate improvement in 2026, supported by steadier engagement, renewed search activity, and shifting client behavior.
At the same time, traditional sources of new business: referrals, networking, and past relationships, are proving less reliable, forcing firms to rethink how they build awareness, communicate value, and compete in a crowded, AI-influenced market
Perhaps most importantly, the report highlights three areas where agencies can regain momentum:
capitalizing on the pullback from in-housing
expanding brand visibility in a changing discovery landscape
and clearly articulating how AI delivers real, tangible value to clients
Firms that approach 2026 with focus and intention. not just hope, will be best positioned to turn a cautious market into a competitive advantage
About the Report
The 2026 RSW/US New Year Outlook Survey was conducted among senior- level marketers, marketing agency executives, and professional services firm leaders during November and December 2025.
The goal of the study was to uncover how these organizations are thinking about growth, business development, and marketing investment as they prepare for the opportunities and challenges of 2026.
The agency and professional services sample included more than 5,000 marketing services, advertising, digital, PR, consulting, and advisory firms across the U.S. and Canada, ranging from under $3 million to over $75 million in capitalized billings.
Respondents represented a wide range of disciplines, including full-service agencies, digital specialists, PR firms, marketing consultancies, and professional advisory organizations.
The marketer sample was drawn from the RSW/AgencySearch database of over 20,000 marketing decision-makers, representing companies of varying sizes, industries, and geographic locations.
We hope the insights and takeaways from this study help inform your marketing and sales planning and provide clarity as you move into the year ahead.
If you’d like to reproduce any of the findings from this report, please contact Lee McKnight Jr. or Mark Sneider at 513-559-3111 / 513-559-3101, or via email at lee@rswus.com or mark@rswus.com.
https://www.rswus.com/wp-content/uploads/2026/01/2026-NYO-Report-Cover_Thumbnail.png920711Lee McKnight Jrhttps://www.rswus.com/wp-content/uploads/2024/09/RSWUS-Professional-Services-Dark-1.pngLee McKnight Jr2026-01-15 12:45:002026-01-20 08:55:552026 RSW/US New Year Outlook Report
For this post, I want to give a shout-out-to all of you in the new business trenches, every mighty salesperson, whether you’re a new business director or a partner at your firm.
It’s no newsflash to point out that this business is hard.
A short, entertaining story to illustrate my point (at my expense):
When I started at RSW almost 18(!) years ago, I was a new business director, so I had my own agency clients I represented, driving new business for them.
For one client, I was reaching out to a fairly large chain retailer focused on footwear. Over the course of multiple touches, I was able to secure a conversation with this CMO, with the ultimate goal of securing a meeting for my client.
We exchanged emails where the CMO ultimately asked I call her(remember this part) on a specific day and time to talk a prospective fit with my agency.
The day and time arrived the following week and I made the call-here’s how the very brief conversation went:
Me: Hi, CMO of a large chain retailer focused on footwear, thanks again for the opportunity to talk.
CMO: (Silence, for what felt like an eternity, but was probably only a few seconds) Who is this?
Me: Lee McKnight, with X agency. We had this time set to discuss a potential fit with our agency services.
CMO-You have got to stop bothering me.
Me: (Very perplexed at this stage of the game) Well. . .you actually asked that I call you.
CMO: (Another pause) I don’t have time for this. CLICK.
Yep, that happened. And to be fair, she was probably just having a really bad day, but that’s the kind of thing salespeople go through.
And look, everybody’s job is hard, but when it comes specifically to sales, if you’re not living it every day, there’s a tendency to forget that, and then the impatience sets in.
Fast forward to today and I traded emails with a VP of new business in the last few weeks who summed it up quite well:
When things are going great everyone is calm and delightful, but when things go south just a little bit, everyone wants to be a salesperson.
I’ve seen this happen many times, and while I see both sides, it’s tough when agency leadership decides to get involved where there was little involvement previously.
Ultimately, It is all aboutthe long game.
4 months, for example, is not the length of a new business effort, it’s only the beginning.
You have to give yourself time, and be given time, to succeed.
Now, that doesn’t mean you keep someone in the new business role if they aren’t delivering, but you also don’t cut them off 3 or 4 months in.
https://www.rswus.com/wp-content/uploads/2026/01/Everyones-a-Salesperson-When-New-Business-Slows.jpg349500Lee McKnight Jrhttps://www.rswus.com/wp-content/uploads/2024/09/RSWUS-Professional-Services-Dark-1.pngLee McKnight Jr2026-01-09 10:36:512026-01-09 10:36:51Everyone’s a Salesperson When New Business Slows
Your Readiness Checklist: Why Agency Consolidation is the Indie’s Greatest Opportunity
The “Big Six” are becoming the “Big Few.”
As Madison Avenue continues its streak of massive mergers and AI-driven restructuring, a specific phrase from a recent Marketing Brew piece should be music to the ears of independent agency owners:
“[Marketers] could start to notice an absence of true differentiation… major holding companies are all big, homogenous, media, creative, quote, unquote, marketing advising machines.”
For the mid-market CMO, the one spending $10M to $75M, the message is clear: In a world of “whales and minnows,” being a mid-sized fish in a giant pond often leads to neglect.
The Opportunity: Differentiation will be more important than ever in 2026
When the giants focus on “platform models” and “automated scale,” they lose the craft and attention that brands want.
For small and mid-sized agencies, this is your moment to lean into being the “elite, talent-driven boutique.”
If 70% of CMOs are worried that industry restructuring will negatively impact their business, and they’re “concerned about the neglect that could potentially happen for their business”, your independent firm needs to get on their radar.
But they won’t just jump to any indie firm.
They’ll consider those firms that feels like a distinct, specialized partner rather than a smaller version of the machine they just left.
The Readiness Checklist: Preparing Your Biz Dev Engine
According to Forrester, we are looking at a potential escalation of the new-business pipeline in 2026 as marketers put their accounts into review.
To capture that “jump ship” mentality, your business development house needs to be in order now.
Use this checklist to ensure you are positioned to win when the “homogenous” giants stumble.
1. Focused Positioning
The “Anti-Machine” Message: It’s time to consider potentially moving a rung up the ladder in terms of your prospect size. You have to be careful here, you don’t want to suddenly switch 50% of your prospecting list to much larger companies, but it’s worth pinpointing those where you have a right to win. So with that in mind, can you articulate exactly what you do that a holding company can’t? (e.g., founder-led strategy, specialized niche expertise, or speed-to-market).
The “So What?” Test: Forget competing against the holding companies for a moment and consider this: if you removed your logo from your website, would your copy sound exactly like your competitors? If so, you’ll also blend in.
2. Reconsider Prospect Targeting
The “Neglected Middle” List: Per the above, identify brands with media spends between $10M-$100M, if you’re not already. These are the clients most likely to feel like a “lower priority” at a consolidated firm.
Vertical Focus: This is nothing new, and is an ongoing saga in our industry, but you need to align your positioning with the verticals where you have a right to win. And then look at those adjacent, or sub-verticals that relate and make sense.
3. Dedicated Human Capital
The Point Person: Business development cannot be a “side desk” job for a busy CEO. You need one person dedicated to the effort, who can then bring in members of the team where it makes sense.
The “Talent-First” Face: Ensure your senior experts are involved early in the prospect journey. Clients have never liked the “bait and switch” where they meet the A-team and get the C-team.
4. The Minimum Viable Tech Stack
You don’t need a massive enterprise suite, but you do need these three pillars to remain consistent:
List-Building Platform: Granted, these can be an expense, but there are more cost-effective options. Google or drop this into any AI platform: “list of AI driven prospect list-building platforms”.
Simple CRM: Again, do some research here. I’ve talked to a lot of firms the past several months that have used Monday, for example, and that’s fine to get you up and running. And I’m not advocating spending on this before your process has been running for a while. But you will need a CRM of some sort.
Modest (but Consistent) Content Plan: You don’t need a daily podcast. You need one “hero” piece of thought leadership per month that proves your unique POV on your niche. This can be on LinkedIn, your site (obviously) or even a Substack, but once you create it, you then have to get it in from t of your prospects.
The “absence of true differentiation” is your invitation to stand out
As the “whales” get bigger and more identical, the “minnows” who emphasize specialization (of some sort), relationship, and talent will find themselves in a prime spot.
The “absence of true differentiation” is your invitation to stand out.
Recently an agency owner asked me a simple but important question:
Question: what is the appropriate length for an intro piece? And what does it contain? Do you have a simple ‘hello’ piece I can look at? Not a full proposal, just something you send prospects to introduce who you are.
It’s a great question (thanks, Martha!), and one more agencies should be thinking about it.
A strong “hello page” isn’t your proposal and it isn’t a full creds deck.
It’s a straightforward introduction you can use at two important prospecting stages:
As the first thing a prospect sees in initial outreach When someone opens your email or LinkedIn message, this page helps them quickly understand who you help, what you do, and why it’s worth a conversation with you.
As a follow-up after a first conversation (and before you send your full proposal) Often, prospects need context before reviewing a detailed proposal. A concise landing page or PDF warms them up, reinforces your value, and creates a smoother path into the deeper conversation.
And, importantly, it’s easily shareable with other team members.
Most agencies don’t have this piece.
They either send prospects to their homepage (which is a whole other blog post, but is typically not a drilled-down landing page like the one we’re about to walk through ) or jump straight to a proposal (too much, too soon).
A well-built “hello page” fills that gap.
In this post, I’ll walk through the structure of the “hello page” we use at RSW/US, section by section, and show you how to adapt the same approach for your own agency.
And before we dig in, I’m not touting our RSW/US landing page as a masterpiece of design. It’s straightforward, and purposely so.
So you could. of course, make it your own, from a design standpoint, but be careful not to let the design overshadow what’s most important here: the reasons to believe that prospect should work with you.
Step 1: Start With a Clear Headline, Subhead, and Top-of-Page CTA
The first screen of your page has one job: answer “Is this for me?” and “What do you do?” immediately.
On our page, (Which you can find here for reference) we lead with:
A headline: “RSW/US: Your Partner in New Business Development”
A subhead: “The Most Trusted Outsourced Solution for Marketing Communications Firms”
Right under that subhead, we place a primary CTA button:
“Contact Us For A Conversation”
If a prospect is already convinced (or just curious), they can act immediately.
How you can apply this
Use your firm name + primary outcome in the headline
Use the subhead to call out the audience you serve (e.g., “for B2B SaaS brands,” “for regional healthcare systems”)
Place a low-pressure CTA (“Start a conversation,” “Schedule an intro call”) right below, not buried at the bottom
Remember: some people will skim everything. Others will click right away. Your hero section has to serve both.
Step 2: Add Your Tight Elevator Pitch Under the Hero
Right beneath the headline and CTA on our page, we include a compact elevator pitch that sets the context:
“At RSW/US, we focus solely on helping clients get closer to close. We have successfully supported marketing services firms, ad agencies, PR firms and software development firms since 2005.”
Why this works:
Outcome-focused: “get closer to close” tells prospects what we’re really about
Audience-specific: agencies, marketing services, PR, software firms, not “everyone”
Credibility: operating since 2005, signals staying power
How you can apply this
Write a 1–2 sentence intro that answers:
What outcome do you help your clients achieve?
Who specifically do you serve?
What type of firm you are
How long / what proof supports that? (If you’re a younger firm, drop this, or drop it altogether if you feel the longevity of your firm might be seen as a hindrance. Again, a whole other blog post, but I personally don’t see it as a such, speaking broadly.)
Keep it 1-2 sentences, and place these three or four in whatever order you prefer.
Step 3: Embed a Short Intro Video to Humanize the Page
Under that elevator pitch, we embed a short video that prospects can watch without leaving the page.
In the video, I walk through:
Why common “differentiators” (creative, bold ideas, strategic) are really table stakes
Why relying on referrals or a single internal rainmaker is so risky
Stats like 60% of internal BD hires fail within 2 years and 35% don’t make it a year
The core pillars of our program:
Longevity (nearly 20 years in this niche)
Stability (U.S.-based new business directors with long tenure)
A platform-agnostic tech stack (CRM, email, dialer, AI, intent, etc.)
Multi-channel outreach (phone, email, social, direct mail)
Strong, challenge-focused messaging
Comprehensive support through meetings, proposals, and follow-up
And key outcomes like 30–50% of meetings becoming opportunities and 90% of clients closing new business in year one
In other words: the video gives prospects a fast, human overview of what they’d otherwise have to read.
How you can apply this
You don’t need a high-concept brand film. You just need:
2–4 minutes of you (or whatever team member makes sense) explaining:
Who you serve
Why you are/what type of firm you are
What makes your approach different
What results you tend to see
Keep it conversational, like you’re talking to someone across a table
Embed it so it plays on the page, and they can also go to YouTube rabbit holes required
Think of the video as letting prospects “meet you” without scheduling a call yet.
Step 4: Use a “Why Us?” Section to Break Down Your Core Value Pillars
Next on our page is a “Why RSW/US?” section that turns our offering into a set of clear, scannable value pillars.
Each bullet is written in plain language, for example:
Customized Positioning Plans – focused on your unique services, goals, and business problems you solve
Targeted Prospect Lists – custom-built with tech + human verification
Experienced New Business Directors – 10–15+ years of experience, embedded in your team
Robust Marketing Technology – platform-agnostic, multi-tool stack to support outreach
Coaching & Counseling – help with meetings, proposals, positioning
Each point answers: what is it, why does it matter, and how does it help me as a prospect?
How you can apply this
Create 4–6 “pillars” that sum up your offering. For each:
Give it a simple label (“Always-On Optimization,” “Content Engine,” “Measurement & Reporting”)
Add 1–3 sentences explaining:
What you actually do
Why that’s important to the client
What’s different about how you deliver it
This section should read like someone explaining what you do over coffee, not like a brochure.
Step 5: Show Outcome Proof With Logos or Quick Wins
After explaining how we work, we move into “Getting clients closer to closing business is our sole focus. Here’s just some of the business won by our clients:” followed by recognizable client logos: AARP, Chipotle, JPMorgan, La-Z-Boy, Macy’s, McKesson, and more.
This is social proof in its simplest form: “We help agencies win with brands like these.”
How you can apply this
Don’t overcomplicate it. Use:
Logos of brands you’ve helped your clients win (general rule of thumb: no more than 5 years old)
Or concise “mini-wins,” like:
“Helped X agency land Y brand in Z category”
“Grew healthcare portfolio by 3 new systems in 12 months”
The key is to link your involvement to real outcomes, even briefly.
Step 6: Layer in Testimonials for Depth and Variety
Next, we include a “What our agency clients say…” section with multiple testimonials (2-3 sentences) from different types of clients: full-service agencies, media partners, digital shops, etc.
These quotes:
Talk about where they were before (inbound/relationship-based only, wanting to expand beyond their home state, etc.)
Highlight the partnership and process (strategic plan, persistent outreach, being “part of the team”)
Show specific outcomes: more meetings, new segments, new clients, ongoing growth
How you can apply this
Choose 3–4 testimonials that together answer:
“Can they help a firm like ours?”
“What was the experience of working with them?”
“Did it actually lead to new business?”
Try to cover a mix of firm types and sizes so more prospects see themselves in the quotes.
Step 7: Add a “Behind the Work” Resource Hub
After social proof, we include a “Behind the Work: Strategy, Stories & Results” section that links to:
Case studies – to show how the process plays out
Blog posts – to share insights and opinions
Survey reports – to demonstrate research and thought leadership
This is where we shift from “here’s what we do” to “here’s how we think.”
I realize every firm will differ as to which (or all) of these they have, but if you have any thought leadership content, here’s where to put it.
How you can apply this
On your hello page, add a small “Resources” , “Blog” , “Behind the Work” , any proprietary research, reports or YouTube or LinkedIn channel if it’s a good representation of your firm.
Short descriptions under each link help the prospect choose where to click next.
You’re guiding them down a path from curiosity → trust → action.
Step 8: Reinforce Authority With Thought Leadership Mentions
Below that, we include a section: “We’re proud to be thought leaders in the industry. Here are a few places we’ve been featured:” along with logos like Adweek, Ad Age, 4A’s, MarketingProfs, etc.
We don’t over-explain; the logos themselves do most of the work.
And I understand you may not have this for your firm, so this one is definitely optional.
How you can apply this
If you’ve:
Been featured in industry publications
Spoken at conferences
Participated in panels or podcasts
And you could also use awards in this section.
…you can pull those logos or titles into a simple strip with a short header like:
“Where our thinking has been featured”
It’s a fast way to say: “Others in your world have vetted us.”
Step 9: Use an FAQ Section to Answer Silent Objections
The final major content block on our page is an extensive FAQ that answers the questions we hear most often, such as:
Where are you based?
Why choose you over other options?
What types and sizes of firms do you work with?
What channels do you use for prospecting?
What is your tech stack?
Do you prospect as us, or as RSW/US?
How do you charge?
Do you help with content and positioning?
How do you handle conflicts?
We also use FAQs to reiterate key points (U.S.-based, average NBD tenure, omni-channel approach, no extra list fees, etc.).
How you can apply this
Make a list of the 5–10 questions prospects ask you most often, especially on early calls. Then:
Turn each into a short Q&A
Keep answers tight and conversational, not ad-speak or legal-sounding
Use them to address risk, fit, process, and pricing expectations
The goal is to have a prospect get to the bottom of the page thinking, “They’ve already answered most of my concerns.”
And, is great for SEO/AI platforms.
Step 10: Close With Clear Contact Info and a Human Next Step
Finally, our page ends with a “Connect With RSW/US” block that includes: address, phone, and a direct email.
It’s simple, but important. Some people don’t want a form or button, they want to know there are real humans they can reach.
How you can apply this
Give prospects multiple comfort-level options:
A “Schedule a call” button
A simple contact form
A direct email/phone for someone specific
Let them choose how they want to start the conversation.
Bringing It All Together
A strong “hello page” doesn’t scream “buy now.”
It quietly and confidently answers:
Who you help
What you do
Who you are
Why your approach is different
What proof there is that it works
How to take the next step
And as that agency owner’s question reminded me, it’s not just for first touches, in fact, it’s probably more powerful as:
A follow-up between a first conversation and a deeper proposal
A confidence-builder prospects can share internally with their team
If you build a page that follows includes this structure as an initial blueprint (understanding, again, not all may work for your firm): headline, CTA, elevator pitch, human video, clear pillars, proof, resources, authority, FAQs, and easy contact, you’ll give your prospects exactly what they need: a simple, confident “hello” that makes them want to keep talking.
https://www.rswus.com/wp-content/uploads/2025/12/What-to-Send-Prospects-Before-the-Proposal-A-Step-By-Step-Guide-to-Building-Your-Hello-Page-10.png1015815Lee McKnight Jrhttps://www.rswus.com/wp-content/uploads/2024/09/RSWUS-Professional-Services-Dark-1.pngLee McKnight Jr2025-12-12 11:43:072025-12-16 13:20:12What to Send Prospects Before the Proposal: A Step-By-Step Guide to Building Your Hello Page
I started RSW/US in 2005 with no clients, three young children, and a love of advertising, marketing, and sales.
Today we are the #1 outsourced new business firm in the country.
I’ve learned a lot over the years…about running a business, about myself, and about the value of great employees and clients.
Here are 20 insights I’ve gleaned from the past 20 years that might prove of help/value to you.
Thanks to all our clients, our employees, and my family for making this one great ride!
20 Years, 20 Lessons: How a Leap of Faith Built RSW/US
1. Sometimes you just have to go for it and hope for the best
I believed in this business when I started it 20 years ago.
I had three young kids and figured if it didn’t work out, I could always find my way into another job.
Here I am, 20 years later with a 32, 30, and 27 year “child”. If you believe in it, you have to go for it!
2. Thought leadership built this business before thought leadership was a thing.
I always was and still am a huge proponent of “giving it away”.
If you’re afraid to give away your ideas, no one will see you and you’ll go nowhere.
And if you don’t create valued content, you’ll just look like everyone else.
20 years ago, nobody was doing much of anything in the world of value-added content. We were trailblazers and we didn’t even know it!
3. Good guys may not finish first, but they don’t have to finish last.
I’m a big believer in treating people the same way you’d want to be treated.
And I am not interested in steamrolling my way to the top.
I think employees, clients, and prospects all recognize that. I may not be in first place, but I’m certainly not in last.
4. Sticking true to our values shields us from much of the noise.
We have a very solid set of Core Values that we live by every day at RSW/US.
There’s a lot of garbage out there in the marketplace, and a lot of people that run amuck with over-promises and false claims.
The high-road has always been the best road for us.
5. History repeats. First there was Flat Iron. Today it’s (name your AI platform).
When I first started RSW I felt like I was competing with a bunch of used car salespeople.
Flat Iron, a NY-based firm, hired ex-actors because they sounded good on the phone.
Today, it’s all the same. Still feels like the used car world I encountered in 2005…only difference is it’s not actors, it’s AI.
6. There are definable buckets. personality profile 101 for agency owners.
One of the things I love about the agency world is there are so many unique personalities – but they really can be bucketed into one of four categories:
High energy and sales engaged;
Barely paying attention and needing constant reminders;
Hardnosed and always questioning; and
Passive and always needs the push. It keeps life interesting and challenging for sure.
7. Persistence, politeness, and potpourri are the keys to success.
Yelling, telling, and selling doesn’t work these days.
Our people have to be polite, persistent, and they need to use a wide range of platforms to succeed in breaking through to the prospects our clients want to meet with.
It isn’t easy anymore and one-trick ponies (e.g., email-only or LinkedIn-only) aren’t the way to go.
We have to hit prospects in as many places as we can.
8. When the walls go up, the team has to respond.
The world we operate in here at RSW/US has changed considerably over the last 20 years.
20 years ago, all you had to do is pick up the phone or send an email and you didn’t have to worry about spam filters and blocked calls.
Investing in this business has been the best way to keep us ahead of the curve.
And not being tied to one platform or technology tool, but being agnostic, has proven to be the best way to go.
9. Balance, calm, and a recognition that you can only control so much, brings peace.
Being a small business owner – particularly in the world of marketing agencies – and particularly in the world of this economy/the pandemic makes me feel like I’m always traveling up and down on a roller coaster.
If I let everything worry me, I’d be dead and gone.
I must admit that my faith grounds me and keeps me focused…it helps even out the bumps and stabilize this patient.
10. Business books can bring value. I wish I wasn’t so proud two decades ago.
I was always the kind of guy who didn’t need YPO or CEO Stars.
Looking back, I wish I operated differently and had a more continuous stream of perspective from varied sources.
Today, our team at RSW is going through the EOS development process and while the other voices are inside, getting out of my own head and sharing the head space with others, has been liberating and energizing and very positive for our business.
11. Mentors can come in any shape or size, but you need them.
While I never had CEO groups, I did have business friends that served as mentors.
Most that have started small have been through the same kinds of challenges as I have, so it’s good to have a sounding board – even if it’s a board of only one.
Find it and do it.
12. Surrounding yourself with great people makes all the difference.
Finding great and loyal talent is no easy task, but when you do (and we have) it can make for such a great working environment.
Smart, dedicated, fun, and hardworking people makes the one activity that consumes most of our day, so much more enjoyable.
13. Move fast to make changes in personnel. Don’t let bad birds rest in the nest.
In the early days, I held on to underperformers or “bad apples” too long.
I’m a big believer in giving people second chances – but have learned that if that second chance doesn’t work, it’s highly unlikely that the 3rd or 4th or 5th will work well either.
Need a change…make a change.
14. Cold calling does work, despite what all the AI platforms tell us.
Despite what many say, calling cold does work.
Key is blending calls with emails, mailings, some limited LinkedIn outreach.
Also key is being polite in your persistence.
15. Mailers do work.
We have been using mailers (designed by our clients or outside designers) and sent by our team at RSW/US.
They are a great way to enter a prospect’s world in a very uncluttered environment.
Just had two meetings set by one of our New Business Directors today – both prospects had the brochures on their desk as we called.
It works.
16. Email can work.
And emails work if they are managed well.
Smart messaging, limited sends, managed frequency, and good relevant content is what wins the day.
We complement our use of our CRM with an email deliverability platform called Instantly that mimics one-off send to help improve the chances of falling into in-boxes.
Email can…and does work for us.
17. Phone still kicks butt!
The vast majority of the meetings we set for clients come from phone outreach.
We use a Power Dialer called Orum that gives us the ability to move through phone numbers at a much higher rate – improving our chances of landing on prospects who are willing/interested in talking.
18. This has been a roller coaster of love.
Despite the ups and downs and highs and lows of running RSW/US, I love every single day I work with our team and our clients.
They make it all worthwhile.
19. I wouldn’t trade it for any other thing.
And as much of a risk it was to jump off the cliff and start RSW/US, the experience has been an unbelievable one.
The freedoms that it brings, the blessings it has given me, the friends I have made, and the family support that I have has made every single day of the past 20 years…a great one!
20. It’s not about re-inventing. It’s about evolving and staying ahead of the curve.
And as I look forward I know that I (and we) need to constantly evolve and stay a step ahead…for our employees, our clients, and the industry.
We don’t need to re-invent, but we need to keep our eye on the changes in the market and the opportunities it presents and be ahead of it, each and every day.
Thanks for 20 great years! Here’s to another 20 more!!
https://www.rswus.com/wp-content/uploads/2025/11/20-Years-of-RSWUS-20-Lessons-From-a-Leap-of-Faith-1.png10801080Lee McKnight Jrhttps://www.rswus.com/wp-content/uploads/2024/09/RSWUS-Professional-Services-Dark-1.pngLee McKnight Jr2025-11-11 09:46:202025-11-11 09:51:5820 Years, 20 Lessons: How a Leap of Faith Built RSW/US
A question that’s come up in conversations I’ve had with partners at firms: ” What do you think about sending over an initial proposal prior to the first meeting with a prospect?”
I generally understand why a partner or business development lead would think this is helpful.
In their mind, it’s giving that prospect helpful/useful information about the firm prior to the call to give she or he a better feel for the firm, or something along those lines.
With that said, Do Not Do This.
Along with this questions, I’ve heard others around sending over a proposal very early in the process, which can also backfire.
So, put yourself in your prospect’s place for a moment as I transport you into their mind, like Rod Serling in a Twilight Zone episode (please tell me you know who/what that is):
Submitted for Your Approval: Inside Your Prospect’s Mind
I reach out. Or I’m referred. Or I finally fill out your contact form.
Sometimes, before we’ve even spoken, my inbox gets lit up with:
“Attached is an initial proposal based on what we understand…”
Other times, we have a quick intro call. Ten minutes, maybe.
By that afternoon, you’ve sent me a 24-page proposal.
Then there’s the agency that finally gets a meeting and spends 45 minutes screen sharing a dense deck I never asked for.
You’re proud of the responsiveness.
I’m not impressed.
From my side of the table, here’s what all of this really says:
You don’t understand my priorities, timing, or constraints.
You’re guessing.
You probably send the same thing to everyone.
Experts don’t prescribe after zero or ten minutes of context.
Vendors do.
And I’m not looking for another vendor.
And. . . .scene.
Ouch.
The above may sound a bit harsh, as the firm in this example really is trying to show initiate and how on top of it they are.
But you really do need to put yourself fin your prospect’s place in situations like this.
So, below are three mistakes you need to recognize and acknowledge if you’re not moving past the first meeting, or having meetings inexplicably canceled before they happen.
Why Your Proposals Are Killing Deals (From Your Prospect’s POV)
Mistake #1: Sending a Proposal Before We’ve Even Talked
If you send a proposal before we’ve talked or you’ve asked any questions, here’s what goes through my mind:
You’re not listening. Big first strike if you want me to even consider a next step, much less work together.
Your numbers are fiction. Scope, timelines, and fees are clearly built on assumptions.
You give away your leverage. I can circulate your “proposal” internally or to competitors with zero engagement.
A winning proposal . . . is part of an orderly sales process, and should merely serve to document understandings and agreements that have already been reached over time.
Mistake #3: Turning the First Meeting Into a Proposal Walkthrough
Then there’s this move:
“Thanks for making the time. Let me share my screen and walk you through our proposal.”
Which typically results in:
It’s a monologue. You talk. And keep talking. I do not get potential partner vibes.
It’s about you, not me. Credentials, process, case studies — light on what our needs are.
It skips stages. I’m still deciding if I trust you; you’re already selling me a 12-month retainer.
It kills honesty. I don’t feel I can say, “This misses,” so I smile, leave, and disengage.
By the end, you’ve showcased.
You haven’t understood.
Bottom Line: you will not gain trust by screen sharing a giant proposal in a first meeting.*
*(See the caveat in Mistake #1 here as well.)
What a Strong First Conversation Looks Like (From Your Prospect)
If you want to stand out from every other firm in my inbox, here’s what I’m hoping for:
1. You’ve done basic homework. You know my category, a few key signals, and skip the obvious.
2. You let me talk. You ask sharp questions about:
What’s not working.
What’s been tried.
Who’s involved.
Timelines and constraints.
Any Internal sensitivities.
I’m talking 60–70% of the time. You’re listening and clarifying.
3. You test for fit. You’re willing to say, “If X/Y/Z aren’t true, we’re probably not the right partner.”
That earns trust.
4. You end with clarity, not a PDF. We agree: “Next step is a working session to shape the right approach. Then we’ll send a proposal that reflects what we’ve aligned on.”
And while ultimately the fit may not be right, I feel good about the possibility.
The Better Sequence: Diagnose First, Then Propose
For agencies, marketing services firms, PR and professional services firms, here’s a simple flow, which I understand may not always apply, for all kinds of reasons, but it’s at least a place to start from and aim towards:
This closes out our three-part series on driving success in first prospect meetings.
Download the others below to help you fully prepare pre-meeting, excel during the meeting itself, and with this final entry, nail the final and most important step: the follow up.
A Repeatable Post-Call Framework to Get You Closer To Close
Too many firms leave the first meeting hanging, assuming the momentum will carry into a second conversation on its own.
Prospects need to feel you’re organized, attentive, and already thinking on their behalf, which will happen when you follow a simple, consistent post-call routine.
Here’s what a repeatable post-call framework will do for you:
Keep the conversation warm and moving forward
Capture the details while they’re fresh so nothing gets lost
Demonstrate you’re a strategic partner, not just a vendor
Make setting the next meeting the natural next step
The Essential Post-Call Checklist for Prospect Follow-Up Post-Call
That’s why we created this straightforward post-call checklist.
It’s built for agencies, marketing services, PR, and Professional Services firms that want to turn good first meetings into concrete next steps, without overcomplicating the process.
The checklist walks you through exactly what to do right after the call, what to recap internally, and how to nurture with purpose between meetings so your outreach feels relevant.
You’ll see practical prompts like sending a quick thank-you with a second-meeting invite, recapping the prospect’s challenge in their words the next day, and sharing one tailored proof point (case study, POV, or mini audit) that shows you’ve already started thinking for them.
Here’s what you’ll walk away with:
Thoughtful Follow-Up steps that set up the second meeting naturally
A Quick Internal Recap template to capture what matters
Practical ways to Keep the Momentum Alive with relevant value adds
An Evaluate + Adjust section to review the meeting and refine your materials, pitch, and proof points for next time
This approach comes from years of our RSW/US experience helping agencies and firms open doors and move opportunities forward.
Whether you’re new to business development or simply ready to tighten up the “what happens after the call,” this checklist will help you turn first conversations into real next steps, consistently.
Instead of hoping they circle back, you’ll follow up with clarity, intent, and the kind of preparation prospects notice and appreciate.
And if you need help getting more first meetings on the books, contact us here for a conversation.
As we head into the final stretch of 2025, optimism is rising.
In our latest survey report (2025 RSW/US Survey Report – Rolling Into 2026), 57% of firms told us they expect their overall business performance in the second half of the year to outperform the first.
After 24+ months of budget constraints, longer sales cycles, and economic uncertainty, this renewed confidence is significant.
It reflects what we’re hearing day to day from agencies, professional services, and software firms: the market feels more open than it has in a while.
And there’s data to back that up.
45% of firms report that prospects are “much more” or “somewhat more” serious about making a change compared to this time last year, while only 20% say the opposite.
This is encouraging, but only one side of the story.
Optimism vs. Infrastructure
When we asked firms to rate the strength of their current new business pipelines, only 7% said their pipelines are strong and growing.
That’s a big gap between confidence and capability.
Firms are betting on growth, but most haven’t built the structure needed to make it happen.
The traditional safety net, existing clients, is not expected to carry the weight this time.
Only 32% of firms expect current client spending to increase in the second half of 2025, while 68% say it will remain flat or decline.
If prospects are more open and clients are not spending more, then net new business becomes the growth engine.
A Market That’s Moving and Getting More Competitive
Another dynamic is at play.
Your peers are not standing still.
48% of firms plan to increase their marketing and business development investment, with 58% focusing that spend on content, events, or outsourced business development.
This signals two things:
Firms are sensing opportunity and moving aggressively to capture it.
If your pipeline is underdeveloped, you are not just at risk of missing the market. You may also be getting outpaced by competitors who are ramping up their outreach infrastructure.
Bridging the Gap
We’ve been doing outsourced business development for agencies and professional services firms for 20 years.
One thing we see consistently is that optimism without a plan is just a forecast.
Markets turn, prospect behavior shifts, and the firms that invest early in pipeline development are the ones setting meetings while others are still getting ready.
If 2025’s optimism is going to turn into real growth in 2026, agencies and professional services firms need to close the gap between market sentiment and business development structure.
That means building consistent outreach programs, nurturing over time, and not relying only on referrals or existing relationships to fill the funnel.
Bottom Line
This is a moment of opportunity, but optimism alone will not drive growth.
A strong, disciplined pipeline will.
If your forecasts are strong but your pipeline is not, now is the time to tighten the connection between the two.
https://www.rswus.com/wp-content/uploads/2025/10/The-Optimism-Gap-57-Expect-Growth…-But-Only-7-Have-the-Pipeline-to-Back-It-Up-1.jpg386500Lee McKnight Jrhttps://www.rswus.com/wp-content/uploads/2024/09/RSWUS-Professional-Services-Dark-1.pngLee McKnight Jr2025-10-09 09:54:082025-10-09 11:00:52The Optimism Gap: 57% Expect Growth… But Only 7% Have the Pipeline to Back It Up
They discuss the hurdles agencies are facing, and one striking data point: 93% of agencies report their growth engines aren’t running at full capacity.
The conversation doesn’t stop at challenges though, they also spotlight where agencies are stepping up.
From building stronger content strategies and productizing services to modernizing referral programs and adopting smarter business development tactics, the survey reveals that more firms are getting proactive.
Other key takeaways include:
Why an “always-on” new business engine is more critical than ever
How AI is reshaping research, prospecting, and content without replacing human expertise
Practical strategies small and midsize agencies can use to stand out in a crowded market
Productization of agency services—opportunities and caution
Competing and collaborating with in-house agencies in today’s landscape
If you want to understand how agencies are really approaching growth in today’s shifting landscape—and how to keep your pipeline healthy in 2026—this episode is packed with insights.
https://www.rswus.com/wp-content/uploads/2025/10/Turning-Agency-Challenges-into-Opportunities-Insights-from-Drew-McLellan-Lee-McKnight-Jr.png6411142Lee McKnight Jrhttps://www.rswus.com/wp-content/uploads/2024/09/RSWUS-Professional-Services-Dark-1.pngLee McKnight Jr2025-10-01 14:20:592025-10-01 14:20:59Turning Agency Challenges into Opportunities: Insights from Drew McLellan & Lee McKnight Jr.
“Please if we wanted to reach out we would. I know you want to help but we get a lot of these emails everyday. Again, thanks but let us do the reaching out.”
This landed in my inbox a few weeks ago from an agency principal.
I wasn’t bothered by it.
I know every one of you reading this post gets 20 or 30 lead gen-centric emails every day, many of them terrible.
So I get it, and it was even nicely written, so I wasn’t aggrieved.
But I was taken aback a bit, for lack of a better phrase, by the mindset.
Can you imagine if every salesperson just took this advice?
The business world would grind to a halt.
And more importantly for agencies, our latest business development report (2025 RSW/US Survey Report – Rolling Into 2026)* reinforces why this “don’t call us, we’ll call you” mentality works against the growth these firms need.
The Reality Check: Growth Won’t Happen by Accident
Here’s what this agency principal doesn’t realize: 68% of agencies report that their current clients will spend the same or less this year.
Read that again.
More than two-thirds of agencies are looking at flat revenue from their existing client base.
So when an agency says “we’ll do the reaching out,” they’re essentially betting their growth on hope, or at least that’s their mindset.
As the saying goes,
Hope is Not A Strategy.
Agencies can continue to hope, however.
Hope that existing clients will suddenly increase their budgets.
Hope that perfect prospects will stumble across their website at the exact moment they’re ready to switch agencies.
Hope that referrals will magically appear in sufficient quantity to offset client losses.
Net new business isn’t a nice-to-have, it’s the only reliable path to growth.
And net new business doesn’t happen through hope.
It happens through action.
The Opportunity Window: Prospects Are Moving (Just Not How You Think)
That same agency principal who told me to stop reaching out?
She’s operating in a market where 45% of firms say prospects are getting more serious about making changes.
According to our report and your peers, nearly half of potential clients are actively considering switches, and looking for better solutions.
Only 20% of firms in our report disagree with this assessment, meaning the overwhelming majority of agencies recognize that the market is in motion.
The tide is turning, however gradually.
These prospects aren’t reaching out to your firm, certainly not if they aren’t aware you exist.
What are they doing?
They’re doing research. They’re having internal conversations.
They’re getting ready, but they’re not reaching out, which creates something of a disconnect.
Agencies are waiting for contact from prospects who are actively looking but not actively reaching out.
Meanwhile, the agencies that are working it, reaching out when others aren’t, those are the ones getting the opportunities.
The Investment Reality: Agencies Are Betting on Growth
48% of agencies plan to increase their marketing and business development investment this year.
Nearly half of all firms are putting more money behind growth initiatives.
They’re investing in websites, content marketing, event sponsorships, and sales enablement tools—all designed to attract and convert prospects—but they ostensibly draw the line at direct outreach?
It’s like buying a lottery ticket and then being annoyed when someone calls to tell you the numbers.
The agencies that succeed will be the ones willing to engage in the full spectrum of business development activities, including, yes, proactive outreach.
The Hard Truth: Passive Strategies Have Active Competition
I’ll be blunt: if every salesperson followed the “don’t call us, we’ll call you” philosophy, nothing would ever get sold.
More specifically for agencies, this approach creates a dangerous vulnerability.
While you’re waiting for prospects to reach out, your competitors are actively building relationships with those same prospects.
They’re having conversations, understanding pain points, and positioning themselves as the solution, all before the prospect even knows your agency exists.
The most successful agencies we work with understand this.
They invest in both inbound and outbound strategies AND together, we build meaningful relationships through direct engagement.
The Call to Action: You Can’t Have It Both Ways
Here’s the bottom line: you can’t simultaneously bemoan flat client spending, acknowledge that prospects are ready to move, increase your business development investment, and then tell potential partners to stop reaching out.
Growth requires active pursuit, not passive hope.
This doesn’t mean accepting every cold call or responding to every email of course.
It means being strategic, and recognizing that the best opportunities often come through direct engagement, not accidental discovery.
The agencies that will thrive in this environment are the ones that embrace a plan for business development.
Because at the end of the day, growth must come from somewhere.
And somewhere is rarely the phone ringing on its own.
Ready to have a strategic conversation about your agency’s growth? Maybe it’s time to be the one reaching out.
