A Lean Approach to Adapting Agency Changes and Innovation
Key Takeaways
- Leadership transitions require clear communication about changing roles and responsibilities to maintain team alignment
- The difference between being an agency owner and serving as CEO demands different skills and mindsets
- Adapting to post-pandemic shifts means rethinking how agencies deliver value and structure their teams
- Strategic partnerships can accelerate growth without requiring agencies to build every capability in-house
- Delegating responsibilities during leadership changes must be intentional to avoid gaps in accountability
- Growth planning should balance ambition with the operational capacity to deliver on promises
Kevin Barber, Head of Growth, and Chris DuBois, CEO of Lean Labs, join the Agency Journey podcast to discuss how their agency navigated significant leadership transitions and operational changes. Lean Labs helps build growth teams and websites for brands, and Kevin and Chris share the lessons they learned through adapting their own organization while continuing to drive innovation for clients.
Navigating Leadership Transitions
One of the most challenging moments for any agency is when leadership roles shift. Chris DuBois took on the CEO role at Lean Labs, and the transition required more than just a title change. Chris and Kevin explain how the shift affected responsibilities, decision-making authority, and the day-to-day dynamics of running the business.
The distinction between being an agency owner and being a CEO is significant. Owners often wear every hat and make every decision. A CEO role requires stepping back from the tactical work and focusing on vision, strategy, and building the right team. Chris describes how he had to consciously let go of certain responsibilities and trust his team to own them. That process was not always smooth, but it was essential for the agency to grow beyond being founder-dependent.
Kevin’s role also evolved through the transition. As Head of Growth, he took on more ownership of revenue generation and client acquisition. The conversation highlights how clearly defining each person’s lane - and communicating those definitions to the rest of the team - prevented confusion and maintained momentum during the change.
Adapting to Post-Pandemic Realities
The pandemic forced every agency to rethink how they work, and Lean Labs was no exception. Kevin and Chris discuss the specific adjustments they made to their operations, team structure, and client delivery model in response to shifting market conditions.
Rather than treating the pandemic as a temporary disruption, they used it as a catalyst to question assumptions that had been baked into their operations for years. Which meetings were actually necessary? Which processes added value versus just adding friction? Which client delivery models needed to evolve? By asking these questions honestly, they were able to strip away waste and focus on what actually moved the needle.
The lean philosophy that gives the agency its name showed up in how they approached these changes. Rather than making sweeping overhauls all at once, they tested small adjustments, measured the impact, and iterated. This approach reduced the risk of change fatigue and gave the team confidence that adjustments were evidence-based rather than knee-jerk reactions.
Strategic Partnerships and Innovation
Kevin and Chris also explore how strategic partnerships can help agencies grow without building every capability internally. Lean Labs developed relationships with complementary companies - including a partnership with Impact - that allowed them to expand their service offerings and reach new markets.
The key to successful partnerships, they explain, is alignment on values and client experience. Partnering with the wrong organization can damage your brand faster than no partnership at all. Lean Labs was deliberate about choosing partners whose quality standards and client commitment matched their own.
They also discuss Sprocket Rocket, a tool they built to accelerate website development on HubSpot. Building products alongside their service business was a significant investment, but it gave them a competitive advantage and opened up new revenue streams beyond pure consulting hours.
Skills for Effective Agency Leadership
The conversation wraps up with a discussion about the skills that matter most for agency leaders navigating change. Both Chris and Kevin emphasize the importance of clear communication, especially during transitions. Teams can handle change when they understand the reasoning and can see a path forward. What erodes trust is uncertainty and silence.
They also highlight the value of being comfortable with ambiguity. Not every decision will have perfect information. Agency leaders who can make confident calls with 70-80% of the data - and then course-correct based on feedback - will outperform those who wait for certainty that never comes.
For agencies considering their own leadership transitions or operational overhauls, the Lean Labs story offers a practical example of how to manage change without losing momentum or team cohesion.