A founder once told us our team was too junior. He wasn't entirely wrong.
Ouch. But it was a fair point.
This was back in the early days of Arlox. We had taken on a brand that was more complex than what we usually handled. The founder was highly experienced, knew his numbers inside and out, and had previously worked with larger agencies.
Two months into the project, he told us directly: "I don't think the people on my account have the experience it needs."
We didn't get defensive, because deep down we knew he was right.
That same week, we moved the account to a senior team member. We didn't charge for the transition and took the time to reset the relationship during a proper phone call.
He stayed with us. He later said that the fact we didn't argue with him actually increased his confidence in our team.
Here is what changed internally: account allocation is now reviewed before onboarding, rather than after something goes wrong. The complexity of the brand must match the experience of the team assigned to it.
The feedback that stings the most is usually the feedback that is most worth listening to.
— Arlox