This interview is with Adam Whittaker, CEO at Manifest New Business Ltd.

Adam Whittaker, CEO, Manifest New Business Ltd

Adam, can you tell us a bit about your background and what led you to specialize in new business development for creative agencies?

I started my career in the advertising and marketing industry, working closely with agencies of all types: PR, digital, creative, and advertising. Early on, I noticed a common challenge: while these agencies were fantastic at delivering results for their clients, they often struggled to generate new business consistently. Many relied on referrals or reactive pitching, which made growth unpredictable and, at times, stressful.

That observation stuck with me, and over the years, I became more involved in the commercial side of agency life, helping teams sharpen their positioning, improve their outreach, and build more sustainable pipelines. I saw firsthand that new business doesn’t have to be a feast-or-famine cycle; with the right strategy, agencies can take control of their growth rather than waiting for opportunities to land in their inbox.

Eventually, I launched Manifest to specialize in exactly that: helping agencies (particularly in PR, creative, and digital) win new clients in a structured, proactive way. PR agencies, in particular, face unique challenges in business development. The industry is highly competitive, differentiation is tough, and many agencies struggle to articulate their true value beyond media coverage. That’s where I focus; helping them stand out, target the right prospects, and win the work they really want.

Over time, I’ve developed a deep understanding of what works (and what doesn’t) in agency new business. It’s not about cold selling or chasing every pitch; it’s about building a reputation, nurturing relationships, and having a clear, consistent approach to growth. That’s what I help agencies do every day.

What were some of the pivotal moments in your journey that solidified your passion for this field?

One of the biggest turning points in my journey was realizing how many brilliant agencies struggle with new business, not because they aren’t good enough, but because they don’t have a structured approach to winning work. I saw agency after agency relying on referrals, reacting to pitch opportunities rather than creating them, and ultimately experiencing unpredictable growth.

That’s when it clicked for me: agencies need a proactive, repeatable system for business development, not just ad hoc efforts when things get quiet. Another pivotal moment came when I helped an agency turn things around during a tough period. They were relying on word-of-mouth and the occasional RFP, but their pipeline had dried up. We put a clear outreach strategy in place, sharpened their positioning, and within months, they had new conversations, better leads, and more control over their future.

Seeing that transformation firsthand solidified my passion for this work; helping agencies take control of their growth rather than leaving it to chance. I also realized the power of positioning when I worked with an agency that had incredible results for clients but struggled to differentiate itself. They were saying the same things as every other agency in their space. Once we refined their messaging and gave them a clear, compelling story to tell, everything changed.

They started attracting the right prospects, charging what they were worth, and converting more of the work they wanted. That reinforced just how crucial it is for agencies to get their positioning and outreach right. Ultimately, what drives me is seeing agencies move from a reactive, uncertain approach to a structured, confident one. The moment an agency shifts from hoping for new business to actively creating it is the moment they take control of their future, and that’s what keeps me passionate about this field.

You mentioned the challenge of agencies mistaking uniqueness for effective messaging. Can you share an example of a time you helped an agency uncover their true strengths and translate that into a winning pitch?

One agency I worked with was convinced their uniqueness lay in their “full-service” approach. They could handle everything: media relations, content, influencer marketing, crisis comms; but so could most of their competitors. When pitching, they struggled to stand out because they were trying to win work by offering everything rather than focusing on what they did best.

Through a deep dive into their past successes, we uncovered that their real strength wasn’t just their broad offering, it was their ability to drive PR-led demand generation for B2B tech brands. Their campaigns weren’t just about media coverage; they directly influenced lead generation and sales—something many PR agencies struggle to prove. That insight changed everything.

We repositioned their messaging to focus on their commercial impact rather than just their capabilities. Their pitch decks, outreach, and website shifted from “We do PR, content, and social” to “We help B2B tech brands generate demand and convert leads through PR.” The result? They started attracting better-fit clients, shortened their sales cycle, and, most importantly, won a major retainer because they could clearly articulate why they were the right agency.

The key lesson here is that agencies often overlook their true differentiators because they’re too close to their own work. Being “full-service” or “experienced” isn’t a compelling reason to choose an agency. The real power comes from identifying what actually makes an agency different in the eyes of potential clients—and making that the centerpiece of their pitch.

Building strong relationships is crucial in this business. What's your approach to nurturing authentic connections with potential clients?

Building strong relationships in new business isn’t about quick wins; it’s about trust, consistency, and genuine value. My approach is always focused on long-term engagement rather than just trying to close a deal as quickly as possible. Agencies that treat new business like transactional selling often struggle, whereas those that invest in real connections tend to win better clients and keep them for longer. The first step is always listening.

Too many agencies jump into sales mode, talking about their credentials before truly understanding what a potential client needs. I focus on asking the right questions, digging into their challenges, and understanding their business properly before offering solutions. This shifts the conversation from “selling” to “helping,” which is far more effective in building trust.

Consistency is another key factor. A lot of agencies give up after one or two touchpoints if a client doesn’t respond. The reality is that timing is everything, and new business is often about staying on the radar until the right moment. I make a point of checking in regularly, sharing useful insights, and keeping the conversation going without being pushy. The best relationships are built over months, sometimes even years, before they turn into opportunities.

Lastly, I believe in giving before asking. Whether that’s sharing relevant industry insights, connecting them with useful contacts, or offering a fresh perspective on a challenge they’re facing, I always aim to add value before expecting anything in return. When agencies take this approach, they become seen as trusted advisors rather than just another supplier looking for work.

At its core, business development isn’t about chasing deals; it’s about building relationships that lead to opportunities naturally. The agencies that understand this win more work, with better clients, on better terms.

What are some common misconceptions agencies have about business development, and how do you guide them towards a more realistic and effective perspective?

One of the biggest misconceptions agencies have about business development is that it’s all about pitching. Many believe that if they just get in front of enough prospects and deliver a great creds deck, the work will come. In reality, successful new business isn’t about selling, it’s about building relationships, creating demand, and making it easy for the right clients to choose you when the time is right. I guide agencies toward a more strategic approach by helping them focus on proactive outreach, thought leadership, and consistent follow-ups rather than relying solely on pitch opportunities.

Another common myth is that new business should only happen when things are quiet. Agencies often treat business development as something to focus on when they need work, rather than an ongoing process. This leads to unpredictable pipelines and revenue peaks and troughs. I encourage agencies to embed business development into their weekly routine, so they always have opportunities in motion rather than scrambling when projects slow down.

Many agencies also assume that their work alone will win them clients. While great work is essential, it’s not enough if potential clients don’t know about it or don’t understand why it matters to them. I help agencies sharpen their positioning and messaging so they can clearly articulate their value; not just what they do, but why it makes a commercial impact. The agencies that stand out are the ones that communicate their expertise in a way that resonates with decision-makers.

Finally, there’s the belief that winning new business requires aggressive sales tactics. In reality, the best agencies win work by being helpful, insightful, and consistent. New business isn’t about chasing every opportunity, it’s about having a clear strategy, engaging with the right people, and making sure you’re in the conversation before a brief even exists.

You talked about the importance of internal alignment. Can you elaborate on the strategies you use to get everyone on board with the new business strategy and ensure its successful implementation?

Getting internal alignment on new business strategy is one of the biggest challenges agencies face. Too often, business development is seen as the responsibility of one person or a small team, rather than something embedded into the agency’s culture. The agencies that succeed in winning new business consistently are the ones where everyone understands their role in growth, even if they’re not directly responsible for sales.

One key strategy I use is making sure there’s absolute clarity on positioning. If an agency’s team members can’t clearly articulate who they help, how they help them, and why they’re different, then the messaging will never land with clients. I work with agencies to refine their positioning and ensure everyone, from leadership to account managers, can confidently communicate it in conversations, proposals, and content. Another critical step is integrating new business into the agency’s daily workflow.

Business development shouldn’t be something that’s done when there’s spare time; it needs to be a structured, ongoing effort. I often help agencies create a rhythm for outreach, marketing, and lead nurturing, ensuring that the team commits to regular activities that drive new opportunities rather than relying on sporadic efforts.

To get full buy-in, I also make sure new business doesn’t feel like a disconnected sales function. When teams understand that winning the right clients leads to better projects, stronger creative opportunities, and agency growth, they’re far more likely to engage. In some cases, this means setting up incentives for those who contribute to business development, whether through networking, content creation, or referrals.

Finally, accountability is key. I help agencies set clear goals, track progress, and review results regularly. When everyone knows what’s expected, sees the impact of their efforts, and understands how new business contributes to the agency’s success, alignment becomes much easier. The agencies that get this right don’t just win more work; they build a stronger, more sustainable business.

In a rapidly evolving digital landscape, how can creative agencies stay ahead of the curve when it comes to their new business strategies?

Staying ahead in new business requires creative agencies to be proactive, adaptable, and strategic in how they position themselves. The digital landscape is constantly evolving, and agencies that rely on the same old tactics, reacting to briefs, relying on referrals, or chasing every pitch, will struggle to maintain a steady pipeline. The ones that thrive are those that take control of their growth and continuously refine their approach.

One of the most important ways to stay ahead is by investing in thought leadership. Agencies that regularly share insights, opinions, and expertise position themselves as industry leaders, making it easier for potential clients to find and trust them. This doesn’t just mean blogging for the sake of it; it means having a clear point of view and consistently contributing valuable content through LinkedIn, webinars, industry reports, or events.

Another key factor is embracing data and AI-driven prospecting. The best agencies no longer rely on cold outreach alone; they use AI tools to identify warm leads, track buying signals, and personalize their messaging at scale. Smart use of technology allows agencies to focus their efforts on the right opportunities rather than wasting time on prospects who aren’t a good fit.

Agencies should also be laser-focused on specialization. In a crowded market, trying to be everything to everyone leads to getting lost in the noise. The agencies that win are those with a clear, compelling proposition; whether that’s a niche industry focus, a unique methodology, or a specific problem they solve better than anyone else. Specialization makes it easier to stand out, command higher fees, and win clients that truly value what the agency offers.

Finally, agencies must build long-term relationships rather than chasing quick wins. New business isn’t just about closing deals; it’s about staying on the radar of potential clients so that when the right opportunity arises, they already trust the agency. That means nurturing leads over time, consistently engaging with prospects, and ensuring that every touchpoint adds value.

The agencies that succeed in new business aren’t just the most creative, they’re the most strategic. By focusing on positioning, leveraging technology, and taking a long-term view, agencies can build a pipeline that delivers consistent, high-quality opportunities.

What advice would you give to agencies struggling to measure the ROI of their business development efforts? What metrics do you find most valuable?

Measuring the ROI of business development is one of the biggest challenges agencies face. Unlike paid media or performance marketing, where results are immediate and trackable, new business efforts often take months to convert, making it harder to assess what’s working. That said, agencies must track progress effectively—otherwise, they risk wasting time and resources on the wrong strategies.

The first step is to move beyond just measuring revenue won. Yes, new clients and revenue growth are the ultimate goals, but focusing solely on closed deals ignores the work that goes into getting there. I encourage agencies to track key leading indicators—metrics that show whether their pipeline is moving in the right direction.

Some of the most valuable metrics include:

Outbound engagement rates – How many of your emails, LinkedIn messages, or calls result in meaningful conversations? If response rates are low, the outreach strategy or messaging may need refining.

Meetings booked – How many conversations with decision-makers are happening each month? If meetings aren’t being secured, it’s a sign that either the targeting is off or the approach isn’t compelling.

Proposal-to-win ratio – What percentage of proposals convert into clients? A low win rate may indicate issues with positioning, pricing, or the way the agency is pitching.

Pipeline value and velocity – What’s the total value of potential work in the pipeline, and how long does it take for leads to move through the sales process? If deals are stalling, it’s important to understand why.

Inbound vs. outbound opportunities – Where are leads coming from? Tracking the split between inbound enquiries, referrals, and proactive outreach helps refine where to focus efforts.For agencies struggling with ROI, I recommend setting clear benchmarks and reviewing these metrics consistently—monthly or quarterly.

If an agency knows that X number of meetings typically leads to Y proposals and Z wins, they can confidently forecast future revenue and adjust their strategy accordingly.

Ultimately, business development success isn’t just about closing deals—it’s about ensuring a steady, predictable pipeline. By tracking the right metrics, agencies can take control of their growth rather than operating on guesswork.

Looking ahead, what excites you most about the future of new business development for creative agencies?

What excites me most about the future of new business development for PR and creative agencies is the shift towards a smarter, more strategic approach to growth. For too long, agencies have relied on outdated methods: cold pitching, endless RFPs, and waiting for referrals.

But the landscape is changing, and agencies that embrace new ways of working will have a real competitive edge. One of the biggest opportunities is the ability to use AI and data to make business development more precise. Instead of generic outreach, agencies can now identify buying signals, personalize communication at scale, and focus on the clients most likely to convert. This means less wasted effort and higher success rates.

Technology won’t replace relationship-building, but it will make agencies far more effective at identifying and engaging the right prospects. I’m also excited about the continued rise of thought leadership as a key driver of new business. Agencies that establish a strong point of view and consistently share insights will attract the right opportunities without always having to chase them.

The ones that position themselves as industry experts, whether through LinkedIn, events, or publishing, will naturally pull in better-fit clients who already trust their expertise. Another big shift is the growing move away from transactional pitching towards deeper, long-term partnerships.

Brands are becoming more selective about the agencies they work with, meaning that agencies with clear specialization, strong positioning, and a proactive approach to relationship-building will win more of the work they actually want.

Overall, the future of new business is about agencies taking control; using smarter tools, building stronger reputations, and focusing on meaningful connections rather than just chasing leads. The agencies that embrace this shift will not only win more business but do so in a way that’s more predictable, profitable, and aligned with their strengths. That’s what makes this space so exciting right now.

Thanks for sharing your knowledge and expertise. Is there anything else you'd like to add?

I’d just emphasize that successful new business development isn’t about quick fixes—it’s about consistency, clarity, and taking a proactive approach. The agencies that thrive aren’t necessarily the biggest or the loudest; they’re the ones that truly understand their value, focus on the right clients, and show up consistently with valuable insights and strategic conversations.

It’s also worth remembering that business development isn’t just about winning new clients—it’s about building a reputation.

Agencies that invest in thought leadership, nurture long-term relationships, and position themselves as experts don’t just attract more leads; they attract better leads. When an agency becomes known for something, new business becomes much easier.

Finally, patience and persistence matter. The best opportunities don’t always come from a single outreach or a quick pitch—they come from months (sometimes years) of staying visible, building trust, and being in the right conversations. Agencies that commit to a long-term, strategic approach will always have the edge over those that only focus on new business when they need it.