David keeps encountering clients who don’t appreciate how their account people actually contribute to their overall business, and Blair totally identifies with the traits that David describes.

Blair and David share their frustrations around some contracts that they have been asked to sign, making it clear why they are not attorneys.

David keeps seeing principals who get someone else to run their firm, which is not a good idea. Then he gets Blair's thoughts on why he thinks it happens.

David and Blair lay out some of the reasons why they think, in most cases, agencies pursuing recurring revenue models are making a mistake.

David brings up one of Blair's favorite topics: how they keep themselves and their clients from being trapped by requests for proposal.

Blair and David share what they have learned as they have recorded 2Bobs podcast episodes for almost 4 years - what has worked well, what has been challenging, and what they would recommend to those agency principals who might be considering their own podcast.

Blair and David consider the hundreds of firms they have each worked with over the years to identify the characteristics of highest performing firms and what they have seen agency principals do to succeed.

Blair shares some new data (at the time he and David recorded this discussion in January of 2016) that points to the one variable that can predict the likelihood of a prospect hiring your firm.

David wants to know if Blair thinks it's harder for creative firms to find great prospective clients, or great employees, as they unpack how to attract the right candidates using a “lead generation” plan.

Blair is in the spotlight discussing some bad practices driven by assumptions he's seen his clients make over the past couple decades, a few of which are new to David.

Blair interviews David about six employee archetypes which can end up being big hiring mistakes for creative firms.

Blair has another podcast therapy session about “good clients vs. bad clients,” as David tries to help him see procurement people as actual human beings who sometimes are just overwhelmed.

Blair has an aversion to the topic of personal branding, so David offers examples of why, when, and how the personal brands he’s seen principals develop can be either helpful or harmful for their firms.

Blair and David explore the differences they see between consultants and agencies in an effort to understand how the landscape is changing and what creative firms can do to beat consultants at their own game.

David admits to making a mistake, as Blair finishes his discussion from a couple episodes back on the eighth pricing model, which he claims “is the highest expression of entrepreneurship there is.”

David and Blair address the obsession that many principals have with the size of firms, and the advantages of being either big or small.

Blair is struck by how creative businesses have trouble applying their creativity to their revenue models, so he and David discuss some of the best ways firms can get paid.

David and Blair each share their own perspectives on how chasing comfort has kept them and their clients making the right decisions in both management and sales situations.