I just analyzed the new 2026 Agency Core research—before it’s released more broadly. My biggest takeaway: 58% of agency owners want to “fire themselves” within the next 5 years.
For many owners, that means selling to an external or internal buyer. For others, it means hiring someone to run the business, stepping back from day-to-day operations, or creating more options for whatever comes next.
But here’s the disconnect: letting the clock run doesn’t automatically move you closer to any of those outcomes. Most agency owners don’t lack ambition—they lack a plan that actually changes how the business runs.
So, what should you do about this? Wanting change isn’t the issue. The issue is whether your agency is actually evolving in a way that makes that change possible.
Saying you’ll step back in a few years—without changing how your agency operates today—is like expecting to run a marathon because you occasionally walk around your neighborhood. Movement isn’t the same as true preparation. Without a deliberate marathon-training plan—and consistent follow-through—you won’t finish the race.
And that’s where many strong agencies quietly stall. Not because they’re failing, but because the business isn’t being built to work without the owner at the center.
I was a research partner on the Agency Core study and helped shape the questions on owner optionality, as this comes up frequently in my advisory work. We received responses from 434 agency leaders, including 284 agency owners.
Why time isn’t doing what you think
The typical assumption behind a 5 year “get out” timeline is simple: if nothing breaks, things will automatically improve.
More revenue. Better clients. Stronger team. Less owner involvement.
But that only happens if the structure of the agency is improving—not just the top-line results.
- You can grow revenue—up to a point—without reducing owner dependence.
- You might hire more people, without building real leadership.
- You can stay busy, without making the business more valuable.
From the outside, this looks like progress. Internally, not much has actually changed. That’s why simply letting time pass doesn’t increase the value of your agency. It often just extends your current operating model.
What actually needs to change (and why it’s harder than it sounds)
If you want to “fire yourself” in a few years—whether that means selling, stepping back, or hiring a CEO—the underlying requirement is the same: Your agency has to work without you at the center of it.
That’s easy to agree with, but much harder to execute. Why? Because the components aren’t always obvious:
- You may not be doing the work—but you’re still the final decision-maker
- Your team may lead—but they escalate anything ambiguous to you, especially around client strategy
- Clients may love your agency—but their trust is anchored to you personally
- Revenue may be stable—but it relies on relationships you built and maintain
None of those show up as urgent problems. In fact, they often feel like strengths… until you try to step back.
This is where many otherwise successful agencies get stuck—not because they lack ambition, but because the business hasn’t been intentionally built to function differently.
And that doesn’t happen by accident. It requires the right strategy, a practical plan, and sustained follow-through.
Why partial improvements don’t compound
Most agency owners aren’t ignoring these issues. They’re working on them—just not in a way that adds up. You might:
- Hire a senior person, but without fully redefining decision authority
- Document a process, but not enforce it consistently
- Push ownership to the team, but step back in when things feel uncertain
Each of those is a partial step in the right direction. But when they’re isolated—or reversed under pressure—they don’t compound.
And agency life creates constant pressure: client deadlines, team questions, revenue targets, and unexpected problems.
So even well-intentioned changes get interrupted. You fall back into what works. Which usually means… you. That’s the trap. You make improvements—but the business doesn’t fundamentally change.
What actually compounds (and increases your options)
If time doesn’t automatically increase the value of your agency, what does?
Not everything you improve will matter equally. Some changes make your life easier in the moment. Others fundamentally change what your agency is—and what it’s ultimately worth.
The difference comes down to whether the improvement is transferable.
- If you solve a problem personally, the outcome depends on you. But if your team can solve it consistently, the outcome becomes part of the business.
- If a client relationship is anchored to you, it leaves with you. But if that relationship is anchored to the agency, it stays.
- If decisions require your involvement, progress slows without you. But if decisions happen without you, the business keeps moving.
What compounds value is your agency’s ability to operate, decide, and grow without you at the center of it. That’s what creates real optionality.
You probably have time—if you use it well
In my experience, most agency owners have enough time to make the changes they want. But it’s not just the passage of time—you need to pair it with the right strategy and consistent follow-through.
If the next 12–24 months look like the last 12–24 months, your likely outcome is your agency will still be dependent in the same ways, structured in the same ways, and similarly valued (or undervalued). Even if you’ve grown, it will become harder to keep growing—because you don’t have the structure to sustain continued growth.
If you’re like the Agency Core respondents, you might be excited to “fire yourself” in five years. But unless your agency’s underlying model changes, the business won’t support that outcome—no matter how much time passes. And eventually, it will be too late to achieve your ideal exit on your terms.
A practical next step
Are you thinking about stepping back, selling, or increasing your options—but you’re not sure how to get there? The first step isn’t to guess. It’s to get clarity.
- Where does your agency still depend on you today?
- Which changes would meaningfully increase its value—and which won’t?
- What’s realistic to improve over the next 12–24 months?
- What should you prioritize vs. what to pause for now?
That’s exactly what I help agency owners answer via the Agency Value Audit. Owners typically reach out to me when they want to increase their agency’s enterprise value by 2–5x (or more) over the next 3–5 years, and they know that kind of growth won’t happen automatically. I’ve helped many agencies achieve this, and more. If you’d like to shift to a better path, reach out here.
Question: What can you do this week to move closer to your ideal future?
