3. Thinking big: incorporating new services
You could say this was the longest and most enriching phase in our agency’s growth and it was mostly driven by demand.
As our clients’ roster grew in size and variety, we were asked to contribute on many different levels: web design, video and photo production, event production, social content.
We needed to scale, fast. Becoming a large agency, though, wasn’t the right path for us. We thought it would make us slow and conservative. This is when we introduced our fluid model: by engaging a network of creatives and specialists, we secured the right talent and skills needed to be able to respond to our clients’ requests in all fields. Photographers, videomakers, developers, event producers, scenographers, copywriters, social media managers were now orbiting around the agency.
Different teams would get activated depending on the project at hand, ensuring no waste or inefficiency.
This is how we produced photoshoots for Fluttuo or product shootings for Frontman or the still-life images for Sakari.
This evolution broadened our possibilities. In theory, this is a good thing. At the same time, though, it could lead to a loss of focus and we quickly became aware of this risk: while we wanted to help our clients, we didn’t need to become a jack of all trades. This pushed us to the next phase.