The agency that wins the demand game wins overall
I see a pattern that keeps repeating in the agency world. Owners spend months, sometimes years, perfecting their delivery process. New project management systems, better documentation, streamlined workflows. Their teams become more efficient at executing projects.
But their pipelines stay empty.
This is the trap: agencies obsess over improving their delivery when they haven’t solved for demand. They’re getting better and better at doing work they don’t have. It’s like building a Ferrari when what you actually need is more roads to drive on.
What most agency owners miss is that once you solve for consistent demand, everything else gets easier. The agency that wins the demand game wins the whole game.
Two forces are always limiting your growth
Every agency is constrained by one of two things: supply or demand. Understanding which one is actually holding you back changes everything about how you should spend your time.
Supply constraints are about your capacity to deliver. You have more work than you can handle. You’re turning down projects or pushing timelines because your team is maxed out. You need to hire, automate, or improve processes to increase what you can produce.
Demand constraints are about market interest. You have the capacity to take on more work, but leads aren’t coming in consistently. Your pipeline feels unpredictable. You’re not sure where next month’s revenue is coming from.
Here’s what’s interesting: supply constraints are actually easier to solve. You can hire more people. You can build better systems. You can raise prices to reduce volume while maintaining revenue. These are straightforward operational challenges with clear solutions.
Demand constraints are harder because they depend on external factors you don’t fully control. Your visibility in the market, the strength of your positioning, your reputation and proof, the consistency of your marketing. These take time to build and can’t be solved by simply throwing money at the problem.
Most agencies have a demand constraint, but they spend their energy fixing supply problems that don’t exist yet. They’re optimizing for scale before they have anything to scale.
Why we keep fixing the wrong problem
I get it. Working on delivery feels productive. You can see immediate results. You implement a new system, and boom, projects move faster. It’s tangible progress you can point to.
Demand generation feels murkier. You post on LinkedIn for months with minimal traction. You write articles that get a handful of views. You reach out to potential partners and hear nothing back. The feedback loop is slow, and the results feel abstract.
So agencies default to what feels controllable. They tinker with their service offerings. They restructure their team. They rebrand for the third time. They convince themselves that if they just get the delivery perfect, clients will naturally appear.
But that’s not how it works.
Eliyahu Goldratt’s Theory of Constraints explains this perfectly: every system has one primary bottleneck that limits its overall throughput. If you optimize anything other than that bottleneck, you’re wasting energy. You might make things more efficient in one area, but the system as a whole won’t improve because the constraint is still there.
For most agencies, that constraint is demand. Until you solve that, improving delivery is like rearranging deck chairs on the Titanic. It might look better, but you’re not actually moving forward.
The economics of demand (and why it matters more than you think)
Let’s talk about why demand is so valuable once you actually crack it.
When you have consistent demand, you get to be selective about which projects you take. That means better client fit, which leads to better work, which leads to better results, which leads to stronger case studies and testimonials. You’re building a portfolio of wins instead of taking whatever walks through the door.
Better clients also mean fewer difficult relationships. When you’re desperate for work, you tolerate clients who don’t value your expertise, who push back on every recommendation, who nickel and dime you on scope. When you have options, you can politely pass on those situations and focus on partnerships where you can actually do your best work.
Strong demand also gives you pricing power. When prospects come to you because they specifically want what you offer, price becomes less of an objection. You’re not competing primarily on cost because you’ve already differentiated yourself. This improves your margins, which gives you room to invest back in the business, hire better talent, and create even more value.
There’s also the team morale factor that nobody talks about. When your pipeline is inconsistent, your team feels it. They see you stressed about revenue. They worry about job security. They work on projects that feel scattered and reactive. When demand is strong and steady, everyone can focus on doing great work instead of constantly wondering if the agency will make it.
How the demand flywheel works
The most powerful thing about solving for demand is that it creates a compounding effect. It’s the agency demand flywheel, and once you get it spinning, growth becomes exponentially easier.
More demand leads to more reps. When you have a steady flow of projects, you get more opportunities to practice your craft. Your team gets better at the specific type of work you do. You develop deeper expertise in your niche. You discover patterns and solutions that you can apply across multiple clients.
More reps lead to better results. As your expertise grows, so does the quality of your output. You know what works because you’ve done it multiple times. You can spot problems faster and solve them more effectively. Your clients see bigger wins because you’re not figuring things out for the first time on their dime.
Better results lead to stronger proof. Now you have case studies that tell compelling stories. You have testimonials from clients who saw real ROI. You have before-and-after examples that demonstrate your value clearly. This proof is currency in the market.
Stronger proof leads to more demand. When prospects can see concrete evidence that you deliver results for businesses like theirs, they’re more likely to reach out. Your marketing becomes easier because you’re not making claims, you’re showing receipts. Referrals increase because satisfied clients naturally tell others. The flywheel accelerates.
This is why agencies that crack demand often experience rapid growth that seems to come out of nowhere. It’s not luck. It’s the flywheel effect. Each rotation makes the next one easier until momentum builds to the point where growth feels almost automatic. Companies like HubSpot and Basecamp have written about this flywheel concept in their own contexts. The principle is the same: when you identify the right inputs and create reinforcing loops, growth compounds instead of requiring constant pushing.
What happens when you prioritize supply over demand
The alternative path is one I’ve observed repeatedly, and it’s not pretty.
When agencies focus on perfecting their delivery first, they build sophisticated processes, hire specialists, and invest in tools and systems. Their capacity increases, but their pipeline stays flat or grows slowly.
Now they have a more expensive operation with higher overhead, but they haven’t proportionally increased their revenue. Their margins actually shrink because they’ve added costs without adding consistent demand to fill that new capacity.
The pressure to take on any project that comes their way intensifies because they need to keep the team busy and cover the increased expenses. This leads to scope creep, client mismatches, and work that doesn’t align with their positioning. The quality of their portfolio becomes inconsistent.
Without strong proof and clear positioning, their marketing struggles. They can’t articulate what makes them different because their client roster is all over the place. Prospects don’t understand why they should choose this agency over the dozens of others saying similar things.
The founder gets stuck in a cycle of feast or famine. They land a few projects, the team gets busy, they stop marketing. The projects end, the pipeline is dry, they scramble to generate leads. Repeat indefinitely.
This isn’t a sustainable growth model. It’s survival mode that exhausts everyone involved.
Diagnosing which constraint you’re actually facing
Before you can solve the right problem, you need to diagnose which constraint is limiting your growth. Here are some ways to figure it out.
Look at your calendar for the past month. How much time did you spend on delivery versus demand generation? If you or your leadership team spent less than 30% of your time on activities that create future demand, you’re probably under-investing in the constraint that actually matters.
Check your pipeline coverage. A healthy agency should have at least 3x their monthly revenue target in qualified pipeline at any given time. If you’re consistently below that, you have a demand problem, not a delivery problem.
Examine your win rate and conversion velocity. If prospects who enter your pipeline convert at a decent rate and move through your sales process relatively quickly, that suggests your positioning and proof are solid. You just need more volume. If prospects are slow to convert or frequently choosing competitors, you might have a positioning or proof problem, which are both demand-related issues.
Be honest about your team’s utilization. If your team consistently has capacity and you’re not turning down work because you’re too busy, you don’t have a supply constraint. You have a demand constraint, and improving your delivery won’t change that.
Building your demand engine
Once you’ve acknowledged that demand is your primary constraint, the question becomes: how do you actually solve it?
This isn’t about tactics like “post on LinkedIn three times a week” or “start a podcast.” Those might be part of the solution, but they’re not the foundation. The foundation is creating the conditions that make demand generation possible and sustainable.
Start with positioning that actually differentiates you. If your positioning is generic or tries to appeal to everyone, demand generation becomes exponentially harder because you have no clear hook. Get specific about who you serve and what you believe about how marketing should work. This was the entire point of the niche conversation: it makes demand generation viable.
Build proof that’s relevant to your target audience. Case studies matter, but they need to tell stories that resonate with the specific people you’re trying to reach. If you’re targeting B2B SaaS companies, showing consumer brand work doesn’t move the needle. Get ruthless about showcasing only the work that supports your positioning.
Create consistent visibility in the spaces where your ideal clients already spend time. This might be LinkedIn, industry publications, podcasts, conferences, or partner networks. The key is consistency, not omnipresence. It’s better to show up meaningfully in one or two channels than to sporadically appear in ten.
Develop a perspective worth paying attention to. This ties back to positioning, but it’s about being willing to have a point of view that some people will disagree with. Generic advice doesn’t generate demand because it doesn’t make you memorable or referable. Strong perspectives do.
Build systems for nurturing relationships over time. Most demand doesn’t convert immediately. You need ways to stay connected with prospects who aren’t ready to buy today but might be ready in three or six months. Email lists, communities, regular content: all of these create ongoing touchpoints that keep you top of mind.
None of this is fast. That’s why agencies avoid it. But it’s the work that actually matters because it solves the constraint that’s holding you back.
When the flywheel starts spinning
I won’t lie to you: getting the demand flywheel started is hard. It requires consistent effort over months, sometimes years, before you see significant momentum. There’s a long period where it feels like you’re pushing a boulder uphill with minimal results.
But here’s what happens when it finally starts working.
Your sales process shortens because prospects come to you already convinced. Your team morale improves because there’s consistent, interesting work. Your pricing power increases because you’re not competing on cost. Your delivery gets better because you’re working with aligned clients on focused projects. Your proof gets stronger, which attracts even more demand.
Everything gets easier.
The agencies that break through aren’t necessarily better at delivery than everyone else. They’re better at generating consistent demand. That’s the unlock that makes everything else possible.
The constraint that matters most
Here’s the fundamental truth: you can have the most efficient delivery process in the world, but the market doesn’t care how streamlined your operations are until they know you exist and understand why you matter.
If you can solve demand, the rest of your business becomes easier by default. If you can’t, all the operational excellence in the world won’t save you.
So ask yourself honestly: which constraint are you solving for right now? Are you working on the thing that’s actually holding you back, or are you optimizing around the edges because it feels safer?
The agency that wins the demand game wins the whole game. Everything else is just commentary.
Ready to build a demand engine that actually works? Join the Dynamic Agency Community, where agency owners learn to master the demand flywheel and create the consistent pipeline that makes growth sustainable.
