How to Transform Your Agency into a Growth Team

Gray MacKenzie talks with Kevin Barber, CEO of Lean Labs, about a fundamental shift in how agencies can position and operate. Kevin has built Lean Labs around the idea that agencies should function as specialized growth teams rather than traditional service providers. The conversation covers repositioning strategy, pricing models, product development, and the operational decisions that make this model work.

Repositioning as a Growth Team

Kevin describes the moment Lean Labs made the decision to stop being a traditional agency. Instead of offering a menu of marketing services, they repositioned as a growth consulting team that happens to execute. The distinction matters: a service provider does what the client asks. A growth team diagnoses the problem and prescribes the solution.

This repositioning changed the type of clients Lean Labs attracted. Instead of prospects shopping for deliverables, they started attracting companies looking for a strategic partner who could move the needle on growth metrics. The conversations shifted from “how much does a website cost” to “how can we increase our pipeline by 40%.”

Growth Mindset and Testing

At the core of Lean Labs’ approach is a commitment to data-driven iteration. Kevin describes a culture of rigorous experimentation where the team designs tests, measures results, and adjusts strategy based on data rather than assumptions.

This testing mindset extends to every aspect of client work. Instead of building a full website based on a creative brief and hoping it performs, Lean Labs launches a minimum viable version and iterates based on user behavior. Instead of committing to a 12-month content calendar, they test content themes in short cycles and double down on what works.

Points-Based Pricing

Lean Labs implemented a points-based pricing model that assigns point values to different activities. This approach creates transparency for clients - they can see exactly how their investment translates into effort - while preserving flexibility for the agency to recommend the highest-impact activities.

Kevin explains that points-based pricing also educates clients on the connection between investment and outcomes. When a client can see that spending 50 points on landing page optimization generated more results than spending 50 points on blog content, they become better partners in the growth process.

Building Products Alongside Services

Kevin shares how Lean Labs developed Sprocket Rocket, a HubSpot CMS design tool that emerged from their agency work. The product was born from a pattern they noticed: the team was building similar website components repeatedly across client engagements. By productizing those components, they created a tool that saved internal time and generated standalone revenue.

The lesson for agencies: look for the repeatable elements in your service delivery. When you find yourself solving the same problem multiple times, that is a product opportunity. Building adjacent products creates leverage and diversifies revenue beyond hourly or retainer-based services.

Remote Operations

Lean Labs operates as a distributed team, which Kevin sees as a competitive advantage. Remote work gives the team access to top-tier talent regardless of geography and provides the flexibility that high-performers often prioritize. Kevin’s approach to remote management emphasizes clear communication, defined expectations, and trust - the same principles that drive great client relationships.