The moment I realised we needed to change our approach came very quickly. Our previous Managing Director exited fast, with little handover, which meant there wasn’t the luxury of easing into a new way of doing new business. Overnight, responsibility landed with me to steady things, rebuild momentum, and work out what “good” even looked like in a shifting market.

Initially, the instinct was to lean harder into sales: more activity, more outreach, more urgency. But it became obvious that this wasn’t what clients needed – and it wasn’t what felt right for us. Instead, we made a deliberate pivot away from a transactional, sales-led mindset towards something slower, more human, and more values-driven.

Inspired by a jfdi talk, we focused on relationship building. That meant listening properly, talking less about ourselves, and being much clearer about what we stand for: trust, honesty, and long-term partnership. Rather than trying to convince clients, we aimed to earn a place in their minds by being upfront about what we’re good at, what we’re not, and where we can genuinely add value. Trust stopped being a buzzword and became the objective.

A big part of grounding this new approach in reality was reconnecting with the wider business community. Getting closer to the Bristol Creative Industries and sense-checking our thinking through initiatives like the jfdi New Business Barometer helped validate what we were seeing day-to-day: clients want fewer promises, more clarity, and partners who understand their world. It gave us confidence that this wasn’t just a “nice idea”, but a commercially sound shift.

This change wasn’t easy. Letting go of the comfort blanket of traditional sales metrics and short-term wins takes nerve – especially when you feel responsible for keeping the pipeline moving. But over time, the impact has been clear. Alongside this new approach, we’ve secured new wins and, more importantly, built deeper, more meaningful partnerships with existing clients. Conversations are better, briefs are clearer, and the work is stronger as a result.

Perhaps the strangest part is the timing. This isn’t what I imagined I’d be doing just eight years out of university, or as I turn 30. But stepping into this moment forced me out of our “pond” and challenged my assumptions about leadership, growth, and new business. My advice to anyone facing a similar crossroads? Slow down, listen harder than you speak, and build trust first – the results follow.