From Startup to Sale: Liberating Yourself from Your Agency with Robert Royer | Ep #750

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Are you caught in the challenging "no-man's land" of agency ownership—where growth meets gridlock? Despite years of management experience, today's guest discovered that running a digital agency demanded more than strategic acumen alone. His journey reveals the often-overlooked complexities of agency leadership that can transform an owner's dream into an operational maze.

Although he felt comfortable making the strategic decisions as a manager, as an owner he found himself pulled in countless directions. From juggling legal complications, financial decisions, and HR responsibilities—areas far removed from his core strengths and passion for marketing strategy. In the end, he recognized the only way through was setting up the right processes for the agency to grow without him and ultimate decided to sell. Tune in to learn about building a successful marketing agency and the principles that guide his approach to client service.

Robert Royer is the Founder & President of Building Brands Marketing, a full-service marketing consulting agency based in Victoria, Texas. For over 17 years, Royer worked in leadership positions for companies across South Texas building hundreds of marketing strategies for small to large businesses and ultimately worked his way up to starting his own business.

Building Brands Marketing has grown to over 25 employees in that time frame, seeing a rapid growth during the pandemic. Recently, he decided to sell and will talk all about what led to this decision.

In this episode, we’ll discuss:

• From acquisitions plan to a successful exit.

• Liberating yourself from agency ownership.

• Being aware of the personal costs of agency ownership. 

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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.

Robert started out selling newspaper ads looking for a way out of the restaurant industry. As newspapers pivoted to digital platforms, he found himself leading a digital agency. This experience provided invaluable insights and the confidence to eventually launch his own venture. In 2018, Building Brands Marketing was born, initially conceived as a lean, independent consulting agency focused on SEO and high-level strategic services.

However, Robert quickly discovered the limitations of a solo operation. Within just two months, he was referring out critical services like video production and website design. The solo work also exposed significant challenges: he lacked direct control over quality and was burning out, working an unsustainable 80-90 hours per week. Finally, he tore down his initial business model and went the route of the more traditional ad agency he thought he’d left behind.

Fortunately, his agency’s unique location in South Texas—an area with limited competition—became a strategic advantage that amplified his growth potential. In fact, the agency quickly attracted people with just the skills he needed, which was key in catapulting his agency just as the pandemic started.

After years of strategic growth and careful positioning, Robert's entrepreneurial journey with Building Brands Marketing reached an unexpected but deliberate conclusion. Just seven years after launching, he made the strategic decision to sell the agency —a move driven by a profound understanding of his own strengths and limitations.

Basically, Robert felt he was holding the agency back and being pulled in too many directions to do things outside his zone of genius. To him, continuing to do things that occupied too much of his time and kept him from focusing on what he does best in the business was leading him to plateau. It also just seemed like the right move considering the synergy between his team and their now parent company.

It relations started out differently, with Robert and his partner looking at agencies to potentially acquire to grow the business. They wanted to scale and be able to focus on what they loved to do, which is the strategy and operational side of the business. The legal, finance, and HR isn’t what they excelled at so they focused on preparing SOPs and systems to hand off that part of the business to someone else.

The decision to sell was based on the synergy they shared with that company and the fact they’re a major player at the national scale. It was a good match, with them bringing value with their expertise as a small business division. The sale not only provided financial rewards but also positioned the agency for continued success under new leadership.

Why not just hire someone to take over those tasks?  It wasn't a simple matter of outsourcing tasks, but a nuanced reflection of the complex challenges facing agency owners at a critical growth stage. At the cusp of $2-3 million in annual revenue, Robert confronted a common entrepreneurial dilemma: the financial limitations of building a comprehensive in-house team.

Fractional roles can be an interim solution but Robert saw significant drawbacks. Negative experiences led to exhaustive micromanagement, forcing him to constantly verify work quality. It all made him question whether it was possible to effectively bring those roles in-house. Additionally, as someone who ran other businesses, Robert doesn’t feel the need to control every single detail. He just wants to do what he loves and understands it may take sacrificing some things to bring that to fruition

As the agency grew, Robert found himself trapped in an increasingly unsustainable cycle. Despite managing more people and investing more hours, his financial returns remained stagnant, something that happens to many agency owners. At this stage, the business transforms from an exciting venture to a constraining operational burden.

Sustainable growth requires more than hard work—it demands strategic delegation, systematic process development, and the ability to communicate a compelling vision. By selling to Rossman Media Group, Robert chose a path that would liberate him from operational complexities while ensuring the agency's continued potential.

The reality of growing an agency is fraught with challenges that demand significant sacrifices. From long hours to missed family moments, the path to success is paved with dedication, resilience, and a willingness to endure discomfort.

Robert recalls working tirelessly without a single day off, sacrificing precious time with his young son and forgoing holidays. This commitment is not uncommon among agency owners, who often find themselves entrenched in their work, especially during the formative years of their businesses. To him, the initial hustle is essential; it lays the groundwork for future growth and stability. However, it also requires a level of sacrifice that many may not fully comprehend before embarking on this entrepreneurial journey.

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