Most agency owners think they have to master delivery before building a team that delivers. That’s how most mentors taught them, learn the skill first, then sell it as a service. And that’s not wrong. It’s a way to start getting cashflow. But what if you want to add website design to your offers? Will you first learn how to be a developer… and then sell it? Same with SEO, Google Ads, email marketing, TikTok Ads, funnels, copywriting, and every other service you could offer. If you had to master each one before selling it, you’d spend your life learning, not growing. Your job isn’t to become the expert in every service. Your job is to build the system and find (or train) the experts who can deliver it. If you want to act like a business owner (not a technician), you’ll need to teach that skill to someone else so your agency can deliver results without depending on you. That’s when you stop being an operator and start thinking like a builder. Because what’s more valuable? Knowing how to run Facebook Ads…or knowing how to build a system that runs them profitably? The first one makes you an employee. The second one makes you a business owner. That’s the real path: operator → manager → CEO. Building systems, training people, and creating clarity, that’s what turns you from service provider into business owner. Here’s a simple way to see it A limousine owner doesn’t fix the engine. He hires a driver and a mechanic. His job is to decide where the car is going. If your results still depend on your technical skill…you don’t own a business, you own a job. What’s the next role you need to replace to stop being the driver?

Every time I hear an agency owner making $10K a month say, “I’m going to start another agency,” I can’t help but laugh a little. Can you imagine Michael Jordan playing basketball and baseball at the same time? Or Lionel Messi training for the NBA while playing football? Would they ever become the best? Of course not. Because mastery takes focus. If they had split their time, they would’ve cut their progress in half. And that’s exactly what some agency owners do. They’re still running campaigns, editing videos, answering clients, barely holding one limousine togetherand somehow think they can build another. You don’t scale by adding more steering wheels. You scale by getting out of the driver’s seat of the one you already have. Because if you’re still the engine of your first agency, a second one will only double your exhaustion, not your income. What do you think drives agency owners to build another agency instead of stepping back from the first one?

I keep seeing gurus saying “keep 90% profit margins.” And honestly, that’s one of the worst pieces of advice you can follow. Because the more profit you keep, the more time you’ll spend working for that profit. Imagine McDonald’s founder flipping burgers to keep more margin. Imagine if Steve Jobs were assembling iPhones to keep more margin. Sounds weird, right? That’s exactly what happens when agency owners try to keep everything for themselves. They become the employee of their own business. If your agency has 90% margins, it’s probably because you don’t have a team. And if you don’t have a team, you don’t own a business, you own a job. You started your agency to gain freedom. But high margins without delegation are how you build your own cage. At first, it feels good. You’re making money. But soon, you hit capacity: no time for new clients, no time to think, and no time to rest. And that’s when it hits you: You didn’t build a business. You built busyness. Imagine your agency as a limousine. You built something valuable, but you’re still the one driving it. If you don’t start hiring people to drive it for you, you’ll never enjoy the ride. Lower margins aren’t bad if they buy you time. Time to focus on high-value tasks, managing, hiring, and training. Time to build systems so your team can do more with less. Time to move to the back seat. Because scaling doesn’t come from keeping more, it comes from building something that can run without you. What’s been the hardest part of trusting others with your agency’s delivery?

You’ve probably heard this advice a hundred times: “Don’t offer too many services. Stay focused on one thing.” And it’s good advice… if you’re the one doing the work. But if you’re building an agency, not a freelance job, that mindset will cost you money, clients, and growth. Here’s why 👇 1) When a client asks for another service (like a website or SEO) and you say no, they’ll find someone else who says yes. And if that other agency also offers the service you currently provide, your client will probably switch, because it’s always easier to work with one agency than with multiple ones. 2) You lose the chance to increase cash flow, without spending more on ads, making extra cold calls, sending more DMs, or writing more emails. 3) You stop thinking like a business owner, the one who solves client problems, not just runs ads. If your agency is structured right, you don’t need to do the work yourself. If you have a Service Delivery Manager, he should be the one finding, for example, the web developer or SEO specialist to handle the project. As the business owner, your job is simple: say yes, let your manager coordinate the work, and you earn more money. Think of your agency like a limousine. You shouldn’t be the one driving it, you should be sitting in the back seat, enjoying the ride, while your team (your drivers) handle the operation and keep the clients happy. That’s what business owners do. They don’t say no to opportunities, they just make sure someone else delivers them while they keep a part of it. How do you handle it when your client asks for something outside your main offer?

I’ve been improving how I document processes and systems for the agencies I work with. Right now, we combine Loom videos with written processes in Google Docs and Google Sheets to make sure new hires can start performing without needing 1-on-1 handholding. Some of them moved the processes to dedicated SOP softwares (Trainual and Process Street) But I’m curious how you handle it. What’s been most effective for your agency?