One year in: lessons from the frontline of a boutique agency in flux
We’re fast approaching a meaningful milestone. Nearly a year ago, I did what many dream of but few do: I backed myself. I left the security of employment and launched Clearview Communications, armed with little more than hubris and a clear sense of purpose.
There was no master plan. Just a belief that strategic communications done well, with integrity and clarity, still mattered. The plan, such as it was, was simple: work with people whose values aligned with mine and whose work made a positive difference.
Twelve months on, Clearview is alive, growing, and delivering meaningful work. But it hasn’t been easy.
Trading into turbulence
We launched in a volatile environment: economically, politically, and socially. That hasn’t changed. In fact, the fog has thickened. Decision-making cycles are slower. Budget approvals take longer and the shadow of political uncertainty and swirling international trade winds hangs over many sectors.
In response, big corporates are retrenching. We’ve seen clients in the energy and infrastructure space tentatively bring capabilities back in-house. Talent acquisition, digital marketing, even sales funnel optimisation – functions once routinely outsourced – are being reabsorbed. It makes sense: in times of flux, companies seek control. But it shifts the landscape for agencies, especially boutiques.
The AI effect
Alongside economic anxiety, 2024 was also the first year of AI-at-scale. Clients now expect quicker outputs, deeper insights, and leaner teams. The pressure to do “more for less” has never been greater. AI is shaping client demand and expectations in profound ways. And while automation has its place, not everything can or should be generated by algorithm.
We’ve embraced AI where it adds value. It can streamline content development, enhance research and reporting, and sharpens SEO performance. But we’ve also had to educate clients: that strategic thinking, audience insight, and stakeholder management still require human judgment. The opportunity lies in using AI to enhance, not replace, the critical thinking and nuance that our work depends on. We are still the difference makers.
Doing work that matters
Despite the headwinds, we’ve delivered work I’m genuinely proud of:
- A national communications and engagement strategy for a major UK charity navigating transformation
- Full-stack digital marketing campaigns – from paid social to lead-generation email funnels
- Social media strategy and delivery for a well-known leisure brand, including a performance-led SEO rebuild of their website
- Executive-level advisory to NHS and corporate leaders managing complex communications challenges
This kind of work doesn’t happen by accident. It takes trust, time, tenacity – and a genuine commitment to doing the right thing, not just the easy thing.
Working in partnership
None of this would have been possible without the partnership and insight of my co-founder and Clearview’s Marketing Strategist, Susan-Marie Smith. Her deep knowledge of brand, audience and behaviour change has been invaluable in helping us attract new business and deliver outstanding value to our clients. Susan-Marie has that rare ability to see the bigger picture while holding the detail. Her work helps make Clearview sharper, smarter, and braver.
Building a community of practice
We’ve also begun laying the foundations of something longer-term: Clearview Membership. This is a growing suite of digital tools and resources designed to support strategic communicators. It includes guides, templates, and insights aimed at helping professionals deliver with clarity and confidence.
We’re currently developing a dedicated app, launching in 2026, that will put these tools into users’ hands in a more accessible, dynamic way. In the meantime, we’ve kicked off our first member event: a masterclass on the art of stakeholder engagement. It brought together communicators from across sectors to reflect on the challenges of influence, trust, and alignment. There’s much more to come.
Pounds and pence
Running a boutique agency means wearing all the hats. One of them is finance director. And here’s the unvarnished truth: it’s financially precarious. Late payments and unpaid invoices aren’t just annoying. They can be destabilising. There have been months when I haven’t taken a salary in order to pay associates on time. That’s the cost of building a business with integrity, but it shouldn’t have to be.
Small agencies survive on cashflow. When clients delay payments, we carry the burden. And yet we’re expected to be endlessly flexible, instantly responsive, and constantly available. That mismatch needs naming.
Five Things I’ve Learned (the Hard Way)
- Never undervalue your services. If you don’t price your experience appropriately, no one else will.
- Always get a deposit. It’s not a trust issue, it’s a working capital issue.
- Beware of scope creep. It never starts big. It starts with “just one more thing.”
- “No” is a full sentence. Boundaries are part of professionalism.
- If values don’t align, walk away. Misaligned clients cost more than they bring in.
Where next?
As we move into year two, I’m clear about a few things:
- Boutique agencies like ours can’t compete on volume or scale. We compete on trust, insight, agility, and values.
- AI will continue to reshape how we work, but not why we do it.
- Clients will continue to feel pressure, and so will we. But honest relationships and strategic clarity will always win out.
Clearview wasn’t built to be the biggest. It was built to be grounded and impactful. To provide strategic calm in choppy waters. To help people and organisations communicate with clarity and purpose.
If you’re building something similar, I’d love to hear from you. Let’s share what we’re learning. Let’s challenge and support each other. Let’s keep going.
Here’s to year two – more learning, more clarity, and more work that matters.
Clearview Communications 