Something so integral to the success of a brand when acquiring a new agency — the pitch process — is notoriously flawed. Long lead times, long pitch lists, layers of consensus needed to select a partner, meaningless paperwork for RFPs, requests for spec work, lack of access to decision makers, cost pressure from procurement for the agency, search consultants who don’t have in-depth knowledge of agencies...just to name a few problems that need addressing.

Something so integral to the success of a brand when acquiring a new agency — the pitch process — is notoriously flawed. Long lead times, long pitch lists, layers of consensus needed to select a partner, meaningless paperwork for RFPs, requests for spec work, lack of access to decision makers, cost pressure from procurement for the agency, search consultants who don’t have in-depth knowledge of agencies...just to name a few problems that need addressing.

Something so integral to the success of a brand when acquiring a new agency — the pitch process — is notoriously flawed. Long lead times, long pitch lists, layers of consensus needed to select a partner, meaningless paperwork for RFPs, requests for spec work, lack of access to decision makers, cost pressure from procurement for the agency, search consultants who don’t have in-depth knowledge of agencies...just to name a few problems that need addressing.

Something so integral to the success of a brand when acquiring a new agency — the pitch process — is notoriously flawed. Long lead times, long pitch lists, layers of consensus needed to select a partner, meaningless paperwork for RFPs, requests for spec work, lack of access to decision makers, cost pressure from procurement for the agency, search consultants who don’t have in-depth knowledge of agencies...just to name a few problems that need addressing.