I’ll be the first to say our 2025 agency strategy is real basic.

It is a little late to present a 2025 plan when we’re one month into the year—I pushed our team presentation back twice as it took time to sift through '24, get a sense of myself, the team and clients after the holiday and settle into what feels like a natural outlook for the year.

Here’s where DTCo is focused in the year ahead:

1. Client Retention, full stop.

Pretty obvious, but as we grow, this needs to meaningfully frame the mindset of every person on the team.

To reinforce this, repeat:

*Are we focused on the most important thing?

Every day there are competing priorities but when it’s all said in done, we need to prioritize time by impact.

*Is this a teaching moment?

Leaders are doubling down to show their team how to develop strategy, handle client comms, analyze data sets, brief meaningful creative and explain why so that their team can run with it in the future.

If we are intentional with how we answer these two questions, we will retain clients and grow.

2. Keep Pushing

Sustaining our current run rate, will land us +80% YoY—we are considering that the average target. The reach target will be 120% growth while prioritizing a flat margin YoY (which we accomplished LY as well with 80% growth from 2023). Lastly, the 5 parts of our business will make up equal portions of Revenue by EOY. This is more of a fun, directional goal to support balance as we continue to evolve.

3. Team Structure & Delivery

We call it going vertical. 

We are built around a pod structure and a supporting content team. As we’ve grown, we’ve been able to hire more within each pod to enhance the amount of brain power and attention on each client with Senior Strategy Directors, Creative Directors, Content Specialists and Growth Associates layered around our existing Growth Managers and Strategy Directors.

This means that Accounts and Content can become more synonymous and enable a higher degree of delivery.

4. Scale Through Technology

This shows up in three areas across the business:

* Growth Analysis without hiring. We’ve 2-3x’d in the last couple of years and have not expanded our Analytics team—this is a result of our Analytics infrastructure that enables our team to run. The amazing thing is that the number of tickets to fix data or build views has substantially decreased over any PoP view despite the scale.

* Software tools that tighten up QA. Super small and easy thing—we’ve always relied on smart people and process but again, as we’ve grown there’s just a never ending amount of QA to stay up on.

* Continue to insert AI. Creative brief writing and production are big time investments for our team—we already utilize AI but broadly socializing with the team and measuring its broad business impact has not happened yet. If the pilot’s are indicative of the boost we’ll get, should be pretty exciting.

Re-reading this, it’s all people, development, team building and staying close to the product we’ve built for the market.

I’ll let you know how this is going in July, which means August.

Cheers.