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Would you consider a merger or acquisition as a growth strategy? What does it look like to acquire another agency? How can you ensure success for the buyer, seller, and existing clients? Today’s featured guest demonstrates how this approach can be highly effective when executed thoughtfully. He started his agency after realizing he would never get the recognition he deserved while working for somebody else, which drove him to establish his own agency where he now thrives.

Recently, he expanded through the strategic acquisition of three agencies, focusing primarily on their client portfolios. His acquisition strategy emphasizes the importance of relationship continuity, specifically seeking arrangements where previous owners remain involved during the transition period, allowing his team to gradually build trust with the inherited client base. Learn from his valuable insights on entrepreneurship and the strategic use of acquisitions for agency growth.

Luke Szkudlarek is a founding partner of What., a Zurich-based consultancy and growth hacking group focused on helping SMEs and startups with growth, digitalization, and product development. He’ll share the pivotal moment that sparked his decision to pursue entrepreneurship after an encounter with his boss, highlighting the importance of ownership and recognition in the workplace.

In this episode, we’ll discuss:

• Spotting trends that lead to agency success.

• The mind shift needed to break the glass ceiling on growth.

• Using agency acquisition as a growth strategy.

• Ensuring a smooth merger and acquisition for agency clients.

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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.

Luke's entrepreneurial journey began in Zurich with what seemed like a straightforward 'easy' role helping an agency acquire new clients. As he sharpened his skills he soon started working with giants like Nestle and Victoria Knox.

After closing a few lucrative deals, Luke approached his employer about receiving company shares as compensation for his valuable contributions.

His boss's dismissive response—offering a spa treatment instead of equity—became a key moment in his career. Rather than viewing this as a setback, he recognized it as a sign that it was time to venture out on his own. Confident in his ability to attract and maintain relationships with major clients, he started to plan his next move with a colleague. Six months later they were ready to start building their own business.

While many startup agencies start out relying on referrals, Luke attributes his success to an ability to identify and capitalize on emerging market trends. Firstly, he benefitted from starting out in a market where growth hacking was still relatively unknown, allowing his firm to establish itself as a pioneer in its niche. Rather than simply focusing on website visibility, they differentiated themselves by creating valuable digital assets for their clients.

Luke was also quick to spot the benefits of having a hybrid team, which gave him access to talent from all over the world. It also allowed him to undercut the competition with lower prices, and he had a hybrid structure already set when the pandemic hit.

Furthermore, while many agencies still thought that working with startups was a waste of money, Luke focused only on these businesses. Bigger agencies had no interest in working with a $50,000-$60,000 budget, but it was just what his agency needed to start building their brand. This led to many obscure projects, but as one of few agencies working with startups it was pretty easy to jump from an initial project to a much larger one and opportunities to build relationships with investors.

One of the critical decisions that significantly influenced his agency’s growth was delegating administrative tasks. Neither Luke nor his partner are very fond of admin work and didn’t want any part of the invoicing. However the invoicing process is a fundamental one in an agency and a focus when it came to a basis for success. They recognized their strengths lay in selling and project delivery, not in repetitive administrative work so that was the first choice when it came to start hiring to delegate.

This approach is about more than offloading work, it is a strategic decision with significant advantages. By outsourcing administrative tasks, it frees up valuable time and resources, enabling founders and key team members to focus on strategic planning, client engagement, and product development.

Many founders find themselves trapped after hitting a glass ceiling, unsure of how to break through to the next level. You need a fundamental mindset shift before you can get past this stage.

This mindset shift requires you understand that growth is not solely about increasing revenue or expanding service offerings. Instead, it requires a clear vision and the ability to communicate that vision effectively to the entire team. Founders must ask themselves not just where they want to go, but how to empower their teams to make decisions that align with that vision.

Moreover, it’s about hiring strategically to build a team that can take the agency further than you can done by yourself, while also working on improving yourself to set the vision and be the face of the agency. Luke has recently started working with coaches to get inspiration and it has made a big different in his goal of getting to the next level.

By now, Luke’s agency has acquired three other agencies and continues to learn about these transactions. All three processes were different, with the first one being a merger with an agency that initially came in as a strategic partner and the last two being more asset purchases focused on their client portfolios.

According to Luke, it’s quite difficult to convince Swiss clients to leave their agency, even if you present an opportunity to save them a lot of money because personal relationships often hold more sway than the merits of a compelling pitch or a well-crafted campaign. Consequently, it’s easier in his view to acquire the portfolios to start a relationship with those companies. This approach not only facilitates expansion but also enhances the value proposition offered to clients, ultimately driving profitability and market presence.

In agency acquisitions, understanding the seller's post-sale intentions is crucial for establishing a successful transition. Try to get a clear response of what they’re hoping to get from the sale.

Do they want to completely separate themselves from the agency and do something else? Do they prefer staying and focus on sales and growth? Or maybe focus on profitability and growth? There are scenarios where each of those options could work but there needs to be a clear understanding from the beginning for it to work for both parties.

Luke's approach to acquisitions specifically acknowledges the relationship-based nature of agency businesses. He personally prefers for the founders to stay for a while as he works to earn clients’ trust. If a seller walks away immediately, the client list becomes worthless since their relationship is with the previous owner. Until the trust is built, it’s best to keep sellers on board.

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