One of the recurring issues clients face is paying for resources they don’t need. I once had a client tell me that her previous agency’s invoice was made up of 80% account management and project coordination client service teams, executive assistants, and other support roles, with only 20% allocated to actual creative work. Given that the brief was entirely creative in nature, I totally understand why she felt the balance was completely off.
This isn’t an isolated case; it points to a broader issue within the creative industry: we’re still operating on outdated models that prioritise structure over purpose. Whether teams claim to be following waterfall, agile, or some hybrid in-between, many agencies still overload projects with unnecessary resources. It’s as if we’ve swapped one set of buzzwords for another without addressing the core problem: inefficiency masked as process.
One approach I’ve found helpful is to step back after each project and ask a simple, yet revealing question: Did we have the right team and the right balance? It’s not just about meeting deadlines or staying within budget, it’s about ensuring that every person involved added value. Did we need so many layers of approval? Were all meetings essential? Was the creative team empowered or buried under process? These are the moments where we learn and improve.
I’ve always believed that you should only pay for the resources you need and use. That’s why we developed a flexible model that scales up or down throughout a project, ensuring the right people are in the right place at the right time. The result? No waste, tighter control over the budget, and a team where everyone actively contributes value.
Now, well into 2025, clients are scrutinising their budgets more than ever. Year-on-year, there’s increasing pressure to make every penny count. Clients aren’t just looking for output they want value. They want transparency, efficiency, and confidence that their investment is being directed toward progress, not just overhead. The days of bloated teams and padded hours are numbered.
Let’s be clear: clients aren’t naive. They know what value looks like. Many have enough experience to spot the difference between necessary support and excess padding. They can read a resourcing plan and see when it’s been inflated. Trying to disguise inefficiency as “process” doesn’t just erode trust it risks the relationship entirely.
Clients today are working with tighter budgets, often dictated from above, and they don’t have the luxury of unlimited resources. The pressure isn’t just on the outcome; it’s on ensuring that their budget lasts and delivers real value.
The creative industry needs to evolve. This doesn’t mean abandoning structure altogether, but it does mean being honest about what truly adds value to the work. Clients deserve better than inflated teams and opaque pricing models. They deserve partners who treat their budget with the same care as their brand.
Clients are under as much pressure as we are. Being a true partner means understanding this dynamic and working together toward a shared goal. In these moments, when the pressure is on, your relationships will be tested. If there are pressure points, now is the time to use your skills to navigate them.
We’ve developed a model that gives us the flexibility to scale resources up or down based on the project’s demands. We call it our “flex up, flex down” model. Just because we can offer a full range of services doesn’t mean clients need everything. The goal is to tailor resources to what’s truly needed at each stage of the project. It’s about being efficient and ensuring every decision adds value.
Clients need partners who understand that their resources are finite, and who are willing to work with them to maximise their budget effectively. It’s not just about delivering results, it’s about delivering results that align with their needs, priorities, and budgets. True partnership means supporting them, whether by scaling resources, offering flexibility, or finding smarter ways to work without unnecessary overhead. Clients aren’t looking for a vendor; they’re looking for a team that can help them maximise their budget and make it last.
Adrian Whatman is founder and chief creative officer of Tallulah
