playbook-agency-operations

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Use when an agency needs to run its own business: onboarding, approvals, invoicing, team roles and certifications, QC, client audits of media billing, growth, or white-label and sub-contracted delivery; produces the agency operating manual and partner terms; not for one client''s scope and renewal (use `playbook-client-retainer-management`).

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# Agency economics and governance

Read when setting agency margins, accepting or re-pricing clients, structuring teams, running creative reviews and meetings, or organising brand assets. Parent skill: [playbook-agency-operations](../SKILL.md). Sources: Kelley, L. D. and Sheehan, K. B. (2021) *Advertising Management in a Digital Environment: Text and Cases*, Routledge; Marcos, J. et al. (c. 2025) *The High-Performing Key Account Manager*, Kogan Page (research-backed team frameworks only); Kupsh and Graves, *High-Impact Presentations* (meeting management); *Graphic Design Rules* (design-practice guardrails); Landa, R. (2022) *Strategic Creativity*, Routledge. Case figures in these books are illustrative, not benchmarks.

## 1. The four Ps of advertising management (health check)

Score the agency 1–5 on each: **People** (talent is the product; the manager coaches), **Process** (fast collaboration without killing creativity), **Planning** (a three-to-five-year view of people, media and consumer trends), **Profit** (budget control and proof of return). Act on the lowest score first.

## 2. Client profitability controls

- **Client P&L:** track hours and direct costs by client monthly. A loss-making client means inefficient staffing or inadequate fees; re-fee when scope grows.
- **Time capture:** record time in quarter-hours, submitted weekly; client-attributable travel counts. Enforce through culture first; check labour law before any pay-linked sanction.
- **Margin gate:** set a minimum contribution margin for accepting new clients. New business that raises revenue while cutting net income (lower-margin accounts, uncapped entertainment, write-offs) is a warning; root-cause every write-off.
- **Concentration limit:** agree a maximum share of revenue from any one client. A dedicated pod for one large client ("agency within an agency") needs a signed fee that covers the pod and a plan to reduce dependence.
- **Fiscal calendar:** plan campaigns and reviews against each client's financial year; budgets are often cut in its final quarter.
- **Advertising as an expense:** never describe media spend as an asset or liability category in client documents; route accounting treatment to `chwezi-accounting-doctrine`.

## 3. Managing creative people and reviewing creative work

**Support behaviours:** know each creative as an individual; be empathetic; say *what* is needed, not *how* (the brief carries the what); listen early; expect excellent work; inspire.

**Review rules:** judge against the brief and business requirement, not taste; critique specifically ("the palette drifts from the brand's greens"); look for the platform idea that extends across channels; check the insight comes through; see the work through the customer's eyes. **Block inappropriate feedback:** dictation without reason ("make the logo bigger"), feedback from people who have not read the brief, feedback that changes the brief mid-stream, and comments that turn creatives into production staff. Detailed critique protocols live in `advertising/creative-brief-and-big-idea`.

**Player → coach:** new managers move from doing the work to working alongside the team to coaching; a star who rewrites everyone's work burns out and slows delivery. Prefer cognitive and compassionate empathy over draining emotional empathy.

## 4. People practices

- Staff often rank interesting work and recognition above pay; give continuous feedback, not annual surprises, with role-specific criteria agreed in advance.
- Conflict arises from needs, perception, power, values and feelings; on campaign disputes aim for collaboration rather than compromise, which waters down ideas.
- Managing up: frame updates around the client's strategy, bring early warning of problems, never let the boss be blindsided.
- Cultural intelligence: feedback that saves face (private, specific, about the work) suits collectivist and high-context teams; build relationship time before pitches.
- Fair hiring: inclusive job descriptions, blind CVs, the same questions in the same order, scores recorded immediately, candidates compared question by question.

## 5. Account pods (for strategic clients)

- 5–9 people covering commercial, delivery, finance and digital skills.
- A RASIC per phase (responsible, accountable, supporting, informing, contributing): opportunity, qualification, solution design, proposal, negotiation, delivery, review.
- A Belbin role mix check (coordinator, implementer, specialist, resource investigator and others).
- Team-contingent bonuses: individual bonuses paid only when the pod meets its objectives.
- Quarterly five-question pulse on Lencioni's dysfunctions: do we admit mistakes, debate strategy, commit to the plan, hold each other to account, and put the client's results first?
- Scenario pod for a regional brewer: account lead, strategist, media buyer, analyst, producer, community manager, partnerships lead.

## 6. Meetings

- **Cost rule of thumb:** hourly meeting cost ≈ 2 × the sum of attendees' hourly base pay (covers overheads and preparation). Scenario: eight managers at about UGX 34,000 an hour → ≈ UGX 545,000 an hour; a weekly two-hour meeting ≈ UGX 57m a year.
- **Do not meet** when a memo or message would do, homework is incomplete, the decision is made, members are hostile, or the matter is personal (hold those one-to-one).
- Agenda sent ahead with owners and outputs; start and end on time; last minutes go to actions, owners and deadlines; minutes and action log within 48 hours by email or WhatsApp.
- Remote meetings: smaller invite list, one participation protocol, rotating facilitator, timekeeper and scribe, call quiet participants by name.
- Client meetings on bad news: never through a casual group chat; use a documented note, then a call.

## 7. Difficult clients and work mistakes

**Difficult-client protocol:** stay calm → listen without defence → respond promptly → check the record → offer a solution (admit fault fast; if the client is wrong, show the record and offer better communication routes) → absorb reasonable cost for the relationship → review root cause.

**Work-mistake protocol:** understand what went wrong → fix it (make good lost delivery; honour a wrongly published price) → tell the client proactively → agree remuneration → change the process.

## 8. Design-practice commercial guardrails

Written brief, deliverables and costs before work; challenge an unrealistic budget early; never present an option you do not want chosen; redirect a client's prescribed solution to the underlying problem; invoice per phase; no free speculative work; estimate honestly and include contingency; never criticise the predecessor agency; keep client information confidential; dress and conduct to the client's culture.

## 9. Digital asset management (DAM)

A digital asset is a file the brand has rights to, that has value and is recognisably the brand's: logos, photographs, video, jingles, decks, copy, reports.

1. Find everyone holding assets (agency and client).
2. Centralise them (a structured shared drive is a workable minimum).
3. Define metadata: year, name, description, creator, keywords (from a controlled list), rights status.
4. Keep a **rights register**: stock licences, model releases, music licences, usage periods.
5. Keep an "approved / current" folder; withdraw outdated assets so no old price or logo stays in market.
6. Limit access to current account staff; record approvals.
7. Deliver the structure at onboarding as a premium differentiator.

Visual naming and versioning standards come from chwezi-design-engine.

## 10. Advertising ethics in agency operations

Keep competing clients apart where conflict norms require it; publish a gift cap and apply it to everyone; obtain competing bids for production; escalate unethical client requests immediately; remember staff personal accounts reflect on clients. Claims must be substantiated (see `docs/quality-gates/legal-market-release-gate.md`).

# Agency Growth Roadmap

**When to read:** when an agency owner asks how to grow from where they are, which clients and niche to pursue, what to charge, when to hire, or why clients leave. Parent skill: [playbook-agency-operations](../SKILL.md). The method below is the engine's own, drawing on agency-building practice including Nelson, J. (2019) *The Seven Figure Agency Roadmap*, Seven Figure Agency LLC, and on Kelley & Sheehan's agency-management principles. All money figures are illustrative UGX scenarios; re-base them on the owner's real cost base and never present them as benchmarks.

## Inputs

| Input | Source | If missing |
|---|---|---|
| Current monthly recurring revenue (MRR), client count, average fee | Owner's invoices or accounts | Build the plan on a stated assumption and flag it |
| Monthly client churn over the last 6–12 months | Client list with start and end dates | Assume a conservative churn and label it |
| Close rate, meeting show rate, reply rate | CRM or diary | Run one month of tracking before committing to targets |
| Cost of delivering each service | Delivery team, supplier invoices | Complete the cost-to-serve sheet (section 5) first |
| Owner's time map | Owner | Run the role-map exercise (section 6) |

## 1. Decide the business model before the marketing

Answer four questions in writing before spending on lead generation: what exactly is sold (a named programme, not a menu of tools); to whom (one niche); at what monthly fee; and whether it recurs. An agency that markets an unclear model stays busy without growing. Plan growth on three fronts at once — winning clients, delivering results, keeping clients — and check each quarter that none is neglected.

## 2. Growth diagnosis and gap maths

**Diagnose the owner's current constraint by revenue band** (bands are illustrative UGX MRR; re-base locally):

| Band (illustrative) | Typical constraint | Priority move |
|---|---|---|
| Below UGX 10m | Owner does everything; no proof base | Win three proof clients in one niche |
| UGX 10–20m | Cannot yet afford a hire | Raise fee and fix payment discipline before adding clients |
| UGX 20–60m | Owner still in delivery | First operations hire; documented procedures |
| UGX 60–150m | Team leadership | Account management layer; margin control |
| Above | Systems and leadership | Second niche or partner channel only after the first is stable |

**Gap procedure:**
1. Record current MRR and the MRR wanted in 12 months; the difference is the gap.
2. Divide the gap by the planned fee to get net new clients; add expected churn to get gross wins.
3. Back-solve the pipeline: wins per month ÷ close rate = review meetings; ÷ show rate = bookings; ÷ reply rate = outreach volume or event registrants.
4. Choose lead sources that can realistically produce that number of bookings; "post more" is not a lead source.
5. Set monthly, quarterly and annual targets, each with a diary date to stop, review and adjust.

**Scenario (illustrative):** a Kampala agency bills UGX 18m a month (12 clients × UGX 1.5m) and wants UGX 60m in a year. At a new UGX 3m programme that is 14 net new clients, about 18 gross wins allowing for churn — 1.5 a month. At a 25% close rate that is 6 review meetings a month; at a 70% show rate, about 9 bookings. The plan must name the lead sources that will produce 9 bookings each month.

## 3. Choosing the fee level

1. Build a table of four to six fee levels for the annual revenue target: clients needed, gross wins per month after churn, meetings needed.
2. Note that selling a large programme usually takes about as much effort as selling a small one; fewer, larger clients are usually easier to serve well.
3. Treat the smallest-fee, many-client path as a warning sign for a small team (for example 100 clients at UGX 1m to reach UGX 100m MRR).
4. If the agency cannot command a meaningful monthly fee from firms that already spend on marketing, suspect that the problem solved is too small or the proof too thin — fix those before discounting.
5. An entry offer must be a paid diagnostic that leads into the core programme, never a cheap version of the programme; value-ladder thinking (Brunson) applies only where each rung genuinely serves the next.

## 4. Choosing a niche

Score candidate niches from 1 to 5 on each test and choose the highest total that the founder can serve credibly:

| Test | Question | Evidence to collect |
|---|---|---|
| Self-recognition | Would a member read a headline naming the group and think "this is for me"? | Try two headline wordings in a small ad or post |
| Spending habit | Does the group already pay for advertising or promotion? | Visible ads, radio, outdoor, directory and search activity |
| Enough firms | Are there enough firms of the right size within reach? | Registries, association rolls, directories; widen to the EAC or diaspora if one country is too small, or accept fewer, larger firms at a higher fee |
| Gathering point | Is there an association, event or community that reaches them? | Member lists, events, speaking slots (check current access and data-sharing rules) |
| Founder fit | Does the founder's background give credibility? | Past roles, languages, relationships |
| Transaction value | Is one extra customer worth many times the monthly fee? | Average sale value of the client's customers |

Prefer a specialty within a specialty (orthodontics within dentistry, boutique lodges within hospitality). Win two or three proof clients locally before widening. Commit to the chosen niche for 12 months before judging it.

## 5. Designing the programme and its economics

**Pair fast and slow results.** Every retainer needs one component that produces enquiries within weeks (paid search or social to a landing page, a WhatsApp enquiry flow) alongside the components that compound over months (search visibility, content, reputation). Clients who see nothing for months cancel before the slow work pays. Wrap a website build as the set-up phase of a recurring programme rather than a stand-alone project. Standardise page frameworks and batch content so delivery is repeatable without looking identical across clients. Check any search tactic (location pages, citations, link building) against the current Google Search spam policies before use.

**Cost-to-serve sheet.** One row per deliverable with columns: item · supplier or staff cost · basis (one-off set-up, monthly, yearly) · hours. Typical lines: design, content, hosting and software, on-page and reputation work, call tracking, reporting, welcome kit, payment-processing fees. Add East African lines: mobile-money merchant fees, withholding tax and VAT treatment (route to `chwezi-accounting-doctrine`), data bundles and power backup, courier, USD-priced software and exchange-rate risk, and senior hours. Price for a margin that funds growth; flag any client whose cost to serve breaks the margin floor.

**Presenting price.** Offer no more than three programmes. Present in this order: the problem → what it costs the client → how the programme solves it → the price. When size signals suggest the fee is out of reach, state the range early. Close with a choice between two options and book the proposal walk-through before sending anything. Details: [biz-dev-proposal](../../../business-development/biz-dev-proposal/SKILL.md) and [biz-dev-pricing-menu](../../../business-development/biz-dev-pricing-menu/SKILL.md).

## 6. Building the team

**Role-map exercise:**
1. Draw every function: marketing, sales, account management, operations, finance and administration, and each delivery line.
2. Write the owner's name in every box they currently fill.
3. Mark the boxes that drain the owner most (hire for these first) and the boxes filled badly (fix or replace).
4. Write role profiles for the next two hires; have someone who enjoys process document the procedure for each drained box.
5. Keep a light recruiting pipeline open even when not hiring; hire people who enjoy the work the owner finds a chore.
6. Plan the hand-off: owner sells and launches → owner sells, another person launches → owner is the public face, a business-development lead sells and an account manager runs clients.

Rule of thumb (heuristic, not a law): a solo owner hits a ceiling where adding clients damages delivery; when that happens, build capacity rather than pausing sales.

## 7. Onboarding and the monthly rhythm

**First two weeks of a new client:** a set-up sheet (access, assets, services, contacts, approval owner); a launch call that includes the writer, covering goals, what the client does better than anyone locally, other marketing and service priorities; a short welcome sequence from several team members over the first two to three months; a printed summary, a locally made gift and a handwritten note; a small surprise each quarter.

**Monthly review agenda:** relationship check → work done → results (trend, tracked leads or calls) → plan for the next 30/60/90 days → seasonal questions (school terms, festive season, Eid, harvest, tourism peaks) → two pieces of client homework → next call date. Open the following month by checking the homework. Log every attempt to reach a client who goes quiet. The three to four months after launch are the usual danger window — change gear and show early signals.

**Templates:**
- Launch call: "Before we build anything, help us understand who you most want more of, what you do better than anyone in [town], and what has worked before."
- Monthly close: "Here is what we did, what moved, and the next 90 days. Two things we need from you before our next call: [homework 1] and [homework 2]."
- Seeding the next quarter: "Looking ahead, is there a seasonal push, new service or event we should build around now?"

## 8. Failure patterns to check each quarter

Cheap one-off websites with no recurring programme; assuming clients will not pay a proper fee without testing firms that already advertise; a generalist client list; switching niche after two or three months; mixing projects and retainers without a plan; manual, late payment collection; cold outreach as the only lead source; contacting the list once a month; perfectionism that delays webinars or content; pitching on the first call; criticising a prospect's website; slide-by-slide sales meetings; sending proposals without a booked walk-through; slow-return-only programmes; automated reports with no conversation; assuming results alone keep clients; not measuring retention monthly.

# Agency operating procedures

Moved from `SKILL.md` in Social Kaizen S09 (29 Sep 2026, start commit `0e0af8a`); text unchanged. Read when running intake, onboarding a client, setting retainer tiers and contract terms, choosing tools, invoicing and chasing payment, checking tax, running content QC, setting the reporting rhythm or organising a team of two to ten.

## Required Input

Ask for the following before generating any output:

1. **Consultant/agency name** — trading name or personal brand
2. **Team size** — solo, 2–5 people, or 5–10 people
3. **Current client count and typical retainer value range (UGX)** — e.g. "3 clients, UGX 1.2M–2.5M/month"
4. **Tools currently in use** — project management (Trello, Asana, etc.), invoicing (Wave, Excel, etc.), communication (WhatsApp, email, Slack)
5. **Primary challenge** — client management, cash flow, team coordination, or quality control
6. **New or existing operation** — starting from scratch, or systematising an established practice

Use these inputs to calibrate the output: adjust tool recommendations by team size, flag the primary challenge section for expanded guidance, and note whether the consultant needs to build systems or refine existing ones.

## Section 1 — Client Onboarding Checklist

Complete this checklist for every new client engagement. Target: all items done within 30 days of signing.

### Day 1–3: Foundations

- [ ] Signed contract or engagement letter in place **before any work begins**
- [ ] Invoice for first month's retainer sent — require 50% payment before Day 3
- [ ] Access obtained: Facebook Page admin, Instagram account, Google Analytics, Google Business Profile, and any existing ad accounts
- [ ] Brand assets received: logo files (PNG + SVG), brand colours (hex codes), fonts, and photo library
- [ ] Complete the `01-client-brief` skill to capture full client context
- [ ] Complete the `02-platform-audit` skill to document the baseline

### Day 4–7: Communication Setup

- [ ] Introduce yourself to the client's internal point of contact via WhatsApp and email
- [ ] Agree communication protocol:
  - Urgent matters → WhatsApp (response within 4 hours, EAT business hours)
  - Non-urgent matters → email (response within 24 hours)
  - Content approvals → Google Doc or Notion — never WhatsApp image by image
- [ ] Set up shared Google Drive: `Agency/[Client Name]/` with subfolders: `Content`, `Reports`, `Strategy`, `Assets`
- [ ] Add client point of contact to the shared Drive folder with Commenter access

### Day 8–14: Strategy and Planning

- [ ] Complete the `03-audience-personas` skill
- [ ] Complete the `04-brand-voice-intake` skill
- [ ] Draft Month 1 content calendar and send for client approval
- [ ] Confirm approval workflow in writing: client approves all content **48 hours before publishing**; two revision rounds included per package

### Day 15–30: First Publishing Cycle

- [ ] Publish first two weeks of content per the approved calendar
- [ ] Send Week 2 check-in message: brief status update, flag any blockers or client feedback needed
- [ ] Run quality control checklist (Section 5) on all content before publishing
- [ ] Prepare Month 1 report using the `meta-reporting` skill — deliver on or before the last day of the month

## Section 2 — Retainer Structure

Standard retainer tiers for a Uganda/East Africa consultancy. Adjust pricing based on client size, industry complexity, and scope.

| Tier | Services Included | Monthly UGX | Best For |
|---|---|---|---|
| **Essential** | 12 posts/month, 1 platform, monthly report | 800,000 – 1,200,000 | SMEs starting out |
| **Growth** | 20 posts/month, 2 platforms, ad management up to UGX 500K budget, monthly report | 1,500,000 – 2,500,000 | Growing SMEs |
| **Premium** | 30 posts/month, 3 platforms, ad management up to UGX 2M budget, strategy, monthly + quarterly report | 3,000,000 – 5,000,000 | Established businesses |
| **Enterprise** | Full-suite: strategy, content, ads, influencer coordination, PR integration, weekly reporting | 6,000,000+ | Large businesses, NGOs, multinationals |

**Note:** Ad budgets listed above are client-owned spend passed through — they are not included in the retainer fee. Document this distinction explicitly in the contract.

### Billing Protocol

- Invoice on the **1st of each month** for that month's retainer
- New clients: require **50% upfront** for the first month before work begins
- Accepted payment methods: MTN MoMo Business, Airtel Money Business, bank transfer, or Pesapal payment link
- Charge additional revisions at **UGX 30,000 per post** beyond the two rounds included in the package

### Contract Essentials

Include all of the following in every engagement agreement:

- **Statement of work** — list exactly what is included (post count, platforms, reports)
- **Exclusions** — list what is not included (graphic design, video production, paid ad spend, web work)
- **Term length** — minimum 3 months recommended; month-to-month attracts a 15% premium
- **Termination clause** — 30 days' written notice required from either party
- **IP ownership** — client owns all content produced under the retainer
- **Late payment clause** — 1.5% per month on invoices overdue beyond 30 days (house term, not a statutory rate; set it in each contract)
- **Revision policy** — two rounds included; additional rounds billed at the stated rate

## Section 3 — Project Management System

### Tool Selection by Team Size

| Team Size | Recommended Tool | Configuration |
|---|---|---|
| Solo | Trello (free) or Notion (free) | One board per client; columns: To Do / In Progress / Awaiting Approval / Scheduled / Published |
| 2–5 people | Asana (free tier) or ClickUp (free) | Task assignment, due dates, client folders, comment threads |
| 5–10 people | Monday.com or ClickUp paid | Timeline view, workload management, automations |

### Weekly Workflow Template

Apply this schedule each week for every active client:

| Day | Activity |
|---|---|
| **Monday** | Content creation — write captions, brief graphic designer, draft copy |
| **Tuesday** | Internal review and editing — apply quality control checklist (Section 5) |
| **Wednesday** | Send to client for approval — use Google Doc or Notion; set 48-hour deadline |
| **Thursday** | Schedule approved content; begin creation for the following week |
| **Friday** | Monitor engagement, respond to comments, compile performance data |

### Content Approval Protocol

- Send all content in a single Google Doc or Notion page — include caption, platform, publishing date, and image brief on each row
- Frame the approval request clearly: "Please review and approve by [date] so we can schedule on time. Items not approved by this date will be rescheduled to the following week."
- Two revision rounds are included per content package — document this in the retainer agreement
- Additional revisions beyond two rounds are billed at UGX 30,000 per post — invoice separately at month end

## Section 4 — Invoicing and Cash Flow

### Recommended Invoicing Tools

- **Wave** (free) — web-based invoicing and basic accounting; supports UGX; suitable for solo to 5-person teams
- **Zoho Invoice** (free up to 5 clients) — professional templates, automated payment reminders
- **Excel or Google Sheets** — acceptable for solo operators; ensure invoice numbers are sequential

### Invoice Contents (Mandatory)

Every invoice must include:

1. Invoice number (sequential: INV-2026-001, INV-2026-002, etc.)
2. Invoice date and payment due date (standard: 14 days from invoice date)
3. Client name, trading name, and physical or postal address
4. Your agency name, address, and contact details
5. Line-by-line description of services rendered and the period covered
6. Amount per line item and subtotal
7. Any applicable taxes
8. Total amount due
9. Payment methods and account numbers (MTN MoMo, Airtel Money, bank details, Pesapal link)

### Cash Flow Rules

- Never begin work without a signed agreement **and** first payment received
- Chase overdue invoices in this sequence:
  - **Day 8 after due date:** WhatsApp reminder — friendly, factual
  - **Day 15:** Email with invoice attached — reference invoice number and amount
  - **Day 30:** Formal letter — state that work may be paused pending settlement
- Maintain a float equivalent to **one month of operating costs** at all times
- Keep business and personal bank accounts separate — even when operating as a sole trader

### Tax Obligations (check, do not assume)

- Income-tax thresholds, VAT registration thresholds, withholding tax on services and record-retention periods change with each Finance Act. Route every tax figure to `chwezi-accounting-doctrine` and the current URA (or KRA) guidance before stating it; this playbook does not supply tax figures.
- Register with the relevant revenue authority, file returns on time and keep every invoice, receipt and payment record.
- Ad invoices from non-resident platforms may carry VAT where no TIN is registered (Kaizen register PL-05, partial; confirm with the finance engine before budgeting).
- This playbook is operational guidance, not legal or tax advice.

## Section 5 — Quality Control Checklist

Apply this checklist to every piece of content before sending to the client for approval. No content leaves the agency without passing all items.

- [ ] Spelling and grammar checked — use Grammarly or a manual proofread against the `east-african-english` skill standards
- [ ] Brand voice consistent with the `04-brand-voice-intake` document for this client
- [ ] No banned vocabulary, Americanisms, or tonal mismatches (see `east-african-english` skill)
- [ ] All factual claims verified — no invented statistics, no unattributed data
- [ ] Hashtags reviewed — no broken, banned, or irrelevant hashtags; use the few that serve discovery and check each platform's current guidance rather than a fixed count
- [ ] All included URLs tested — links open correctly and lead to the intended destination
- [ ] Image dimensions match the current platform specification — for Meta paid placements, 4:5 feed and 9:16 Stories/Reels with the published safe zones (Kaizen register AD-08, checked 2026-09-23); check organic and other-platform specs in the platform's help centre
- [ ] Caption length suits the platform — keep the key message before the truncation point shown in the live preview; do not rely on remembered character limits
- [ ] CTA included and unambiguous — every post must tell the audience what to do next

## Section 6 — Client Reporting Rhythm

Maintain a consistent reporting cadence for every active client. Use the `meta-reporting` skill for monthly and quarterly report content; route approved evidence to `chwezi-design-engine` if presentation design is required.

| Report | Frequency | Delivered By | Format |
|---|---|---|---|
| Performance snapshot | Weekly (optional for Growth tier and above) | Account manager | WhatsApp voice note or brief text message |
| Monthly report | Monthly — by the 5th of the following month | Account manager | Google Slides or PDF via email |
| Quarterly review | Quarterly | Senior consultant | Meeting + slide deck |
| Annual review | Annually | Senior consultant | Full-day strategy session + written summary |

### Reporting Standards

- All reports must include: period covered, key metrics vs. prior period, top-performing content (with reason), what did not work, and recommended actions for the next period
- Use percentage changes and absolute numbers — not vanity metrics alone
- Apply the RACE framework (Chaffey and Ellis-Chadwick, 2022) to structure metrics: Reach, Act, Convert, Engage
- Cross-reference `meta-roi-framework` skill to calculate return on retainer investment where the client has conversion data

## Section 7 — Team Management (2–10 People)

Apply this section when the operation has more than one person. Skip for solo practitioners.

### Role Definitions (Minimum Viable Team)

| Role | Responsibilities |
|---|---|
| Account Manager | Client communication, content approval coordination, reporting, relationship management |
| Content Creator | Caption writing, content calendar management, scheduling |
| Graphic Designer | Visual assets — static posts, Stories, covers (design files, not strategy) |
| Ads Specialist | Paid media planning, campaign build specifications, test design, optimisation recommendations and reporting (see the `advertising/` skills); changes to live ad accounts and spend only with the client's explicit written authority |

### Delegation Rules

- Every task must have one owner — not "the team"
- Assign tasks with a due date and expected output, not just a topic
- Use the project management tool (Section 3) for all task assignment — avoid informal WhatsApp delegation for work tasks
- Hold a 15-minute Monday morning team huddle: each person states what they are delivering that week

### Performance Standards

- Internal content deadlines are always **24 hours before** the client-facing deadline — build in buffer
- Late internal submissions (missing the internal deadline by more than 2 hours without notice) are flagged and discussed in the weekly huddle
- Apply Section 5 quality control checklist before any content moves from Content Creator to Account Manager

## Quality Criteria

Output from this skill is considered complete and of acceptable quality when it meets all of the following:

- The 30-day onboarding checklist is present with day-by-day tasks grouped into four phases (Day 1–3, 4–7, 8–14, 15–30)
- Retainer tiers are presented in a table with UGX price ranges, inclusions, and target client type for all four tiers
- The content approval protocol specifies the 48-hour turnaround rule and the two-revision-rounds policy
- An invoicing tool is recommended and justified by team size; mandatory invoice fields are listed
- The tax note routes every figure to the finance engine and current revenue-authority guidance instead of quoting thresholds
- The quality control checklist contains all nine items and is formatted as a tickable list
- The reporting rhythm table covers all four report types with frequency, owner, and format
- Section 8 AI revenue models are included when the client is building or considering AI-augmented services
- Section 9 retention system (Kickoff, Rhythm, Seed the Vision) is applied for any agency with 3+ clients; CRR targets are labelled as engine policy, with Nelson's reported figures cited as his experience
- No tax threshold, platform specification or benchmark appears without a register claim ID or a stated check

# AI revenue models and the seven-figure agency model

Moved from `SKILL.md` in Social Kaizen S09 (29 Sep 2026, start commit `0e0af8a`); text unchanged. Read when pitching or structuring database reactivation and AI upsell services, applying the Rule of Five Ones, running retention rituals and the CRR formula, or choosing the organisational structure and AI-era value proposition.

## Section 8 — AI Revenue Models: Database Reactivation and Android Upsell Stack

This section applies the Wardrope (2024) ROYA framework for agencies that want to add AI-powered revenue streams alongside or within social media retainers.

### The Database Reactivation (DBR) Model

Every business client has a dormant contact database — past enquiries, lapsed customers, event registrants — that represents the fastest source of new revenue. The DBR model reactivates this database using AI-personalised SMS/WhatsApp before spending on paid lead generation.

**Compliance gate:** a dormant list may only be messaged where the client has a lawful basis for that contact, an opt-out in every message and, where required, data-protection registration (Uganda DPPA s.26 objection right; Kenya DPA consent plus free opt-out — Kaizen register PL-01, PL-02). Check WhatsApp Business template and opt-in rules first. See `business-development/biz-dev-lawful-prospecting-outreach`.

**ROYA 8-Step Process (Wardrope, 2024):**

| Step | Action |
|---|---|
| 1. Approach | Re-engage the client's old contacts with a low-friction personalised message |
| 2. Coffee Date | Qualify interested contacts via a short Zoom or WhatsApp call |
| 3. Close | Confirm interest and move to booking |
| 4. Android Build | Configure the AI response system (HighLevel CRM + ChatGPT integration) |
| 5. Prince Charming Kiss | Send a 2-sentence reactivation SMS/WhatsApp to the dormant list |
| 6. Sales Call | Human follow-up for warm responders |
| 7. Profit | Revenue closed and anchor payments collected |
| 8. Repeat | Cycle continues; build to fresh lead generation only after DBR is optimised |

**Key principle (Wardrope, 2024):** Sell First, Build Later. Demonstrate the value of the AI system to the client using a live demo on the OpenAI Playground before building the full pipeline. Reduces sales cycle and eliminates the need for a finished product before closing.

### AI Upsell Stack (Escalation Sequence)

Start with the foundational DBR service; upsell to each subsequent module only after the previous one is proven:

1. **Database Reactivation** — AI-personalised messages to dormant contacts (foundation service)
2. **Fresh Leads Pipeline** — AI qualification of new inbound leads from paid channels
3. **Speed To Lead** — instant AI response to opt-in within 5 minutes of enquiry
4. **Out-of-Hours Android** — 24/7 AI chat coverage when the sales team is offline
5. **Document Collection Android** — AI-guided collection of application forms, KYC documents, or intake information

### Deal Structures (Wardrope, 2024)

Offer these structures based on client risk appetite. Zero Risk deals remove the price objection entirely:

| Structure | Terms | Best for |
|---|---|---|
| Zero Risk Performance | Agency earns 50% rev share; client pays nothing upfront | Clients who need proof before commitment |
| Zero-ish Risk | Client covers tool costs (SMS, OpenAI subscription); agency earns backend % | Low-trust new relationships |
| Frontend + Backend | Monthly licence fee + backend revenue share | Established relationships |
| Chunky Retainer | Fixed monthly fee (typically $5K–$25K equivalent); no backend | Clients who prefer predictability |
| Deductible Deposit | Commitment deposit (refunded against backend earnings) | High-value deals requiring build investment |

**AI Delivery Stack:** HighLevel CRM (pipelines, SMS, workflows) → Zapier or Make.com (connects ChatGPT to HighLevel) → OpenAI/ChatGPT subscription. For Ugandan/EA deployments, adapt SMS delivery to Africa's Talking or Infobip; WhatsApp messaging via WhatsApp Business API.

### 5 Selling Principles (Wardrope, 2024)

Apply when pitching any AI or social media service:

1. **Widen the Yes Hole** — performance-based or zero-risk deals remove the price objection entirely
2. **Be Ready to Walk Away** — scarcity and confidence command premium positioning
3. **We Are the Prize** — the client should be qualifying themselves for the agency, not vice versa
4. **Hell Yes or Hell No** — do not accept lukewarm deals; low-commitment clients drain capacity
5. **Show, Don't Tell** — live demos (OpenAI Playground, content previews) close faster than decks

## Section 9 — Seven-Figure Agency Model: Growth, Retention and Scale

Principles from Nelson, J. (2019) *The Seven Figure Agency Roadmap*, independently published. Full procedures (growth-stage ladder, MRR gap and paths table in UGX, niche test, fast-plus-slow programme design, cost-to-serve sheet, org-chart exercise, kickoff kit, monthly review agenda) are in [`references/agency-growth-roadmap.md`](agency-growth-roadmap.md). Agency economics and governance (client P&L, time capture, margin gate, concentration limits, creative management, account pods, meeting cost, digital asset management) are in [`references/agency-economics-and-governance.md`](agency-economics-and-governance.md).

### Rule of Five Ones (Nelson, 2019, credited by him to Taki Moore and Clay Collins)

| One | Focus |
|---|---|
| One target market | One niche — specific enough to name (e.g. "private clinics in Kampala") |
| One lead generation strategy | One method mastered before adding a second; choose one that can scale |
| One conversion mechanism | One sales process applied consistently |
| One programme | One core productised programme; no custom scope for each client |
| One year of focus | Hold the above for 12 months; each extra niche or programme multiplies complexity |

**Recurring revenue principle:** build around recurring programmes. Where a website or other project is needed, wrap it as the set-up phase of a recurring programme or pair it with a mandatory care or growth retainer rather than selling isolated projects. Collect by automated recurring payment (standing order, mobile-money merchant pull or direct debit); payment method is part of the business model.

### Client Retention — Kickoff, Rhythm, Seed the Vision (Nelson, 2019)

Nelson reports that clients leave mainly because of **perceived indifference**, not poor results.

**Kickoff:** client set-up sheet; a 30–90 minute launch call run by the account manager with the writer present; a 60–90 day weekly welcome sequence from different people (founder, account manager, service lead); physical welcome items (printed binder, a locally made gift, a handwritten note); something physical at least quarterly.

**Rhythm:** a monthly live review call — rapport, work done, results, next 30/60/90 days, seasonal questions, client homework, confirm next call; follow up last month's homework first. Log every contact attempt. Expect the "where is my return?" question around days 90–120 and change gear: show leading indicators and early wins, which is why every programme pairs a fast-signal component with a slow-compounding one.

**Seed the vision:** every meeting ends with the next 30/60/90 days and the client's seasonal priorities (school terms, festive seasons, Eid, harvest, tourism high season, budget reading).

**CRR formula:** ((Clients at end of period − New clients acquired) ÷ Clients at start of period) × 100. Nelson reports his agency averaging about 97% monthly retention and treats roughly 5–8% monthly attrition as natural. **Engine policy (not Nelson's):** target at least 95% monthly CRR and treat below 90% as a leaking bucket that needs a retention review before new acquisition spend.

### Organisational Structure

| Role | Function |
|---|---|
| Visionary (Owner) | Strategy, key relationships, business development, culture |
| Integrator (COO) | Operations, systems, team accountability, process ownership |
| Account Manager | Client communication, retention, reporting, growth opportunities |
| Content / Delivery | Execution of the core programme (content, advertising, search, AI systems) |
| Finance / Admin | Invoicing, collections, contractor management |

The Visionary/Integrator split comes from Gino Wickman's EOS (*Traction*, 2011), recommended by Nelson. Nelson's own hiring sequence was operations first (every client launched the same way), then account management, which freed the founders to sell. Use the org-chart exercise in the growth-roadmap reference to choose the next two hires; do not pause sales when overloaded — build capacity.

### Agency Value Proposition in the AI Era (Vallaeys, 2019)

Saying "we use AI" is no longer a differentiator. Every agency has access to the same AI tools. The differentiator is *how* the agency deploys AI to solve client-specific problems.

**Value proposition principle:** "We leverage AI and automation in ways that bring your unique business data and context into the equation — producing results that generic tools cannot replicate." This framing positions the agency as a power user, not a reseller of off-the-shelf software.

**Kasparov Principle (Vallaeys, 2019):** A weaker human with a better process beats a stronger human with an inferior process. Build repeatable systems — then hire people who can execute and improve those systems, not rock-star individuals who operate outside them. Great processes outperform great people operating without processes.

**Insight Broker staffing model (Vallaeys, 2019):** The new value-add role in a digital agency is not the programmer or the media buyer — it is the Insight Broker: someone who understands what causes results, can explain it to clients in plain language, and knows which levers to adjust. Hire for attitude first; aptitude is trainable. A high-attitude learner who follows process consistently outperforms a high-aptitude individual who resists structure.

# Certification and competency register

Read when keeping the team's platform certifications current, listing credentials in a pitch, planning effectiveness training, or mapping staff skills to a professional marketing competency framework.

Added 29 Sep 2026 (Social Kaizen S10-T10, benchmark rows SL05-C7, SL06-C6, SL19-C1 to C4). This file is the single owner of certification facts in the engine; `biz-dev-credentials`, `playbook-client-retainer-management` and the `training-*` skills point here. Re-verify every row at its review date: programmes, validity and prices change.

## 1. What the programmes say (read 29 Sep 2026)

| Programme | Issuer | What was verified | Validity | Register and status |
|---|---|---|---|---|
| Google Ads certifications: Search, Display, Video, Shopping ads, Apps | Google, through Skillshop | Assessments on Skillshop; pass mark 80%, 75 minutes, retake after one day; available in 22 languages; certified individuals count toward a company's Google Partner requirements, but certification alone does not make a company a Partner | One year, then the product-area certification must be retaken | `GOOGLE-ADS-CERTIFICATIONS`, verified |
| Meta certifications | Meta | Role-based: Digital Marketing Associate, Media Buying Professional, Media Planning Professional, Creative Strategy Professional, Marketing Science Professional. Skill-based: Community Management, Business Marketing Strategy. Specialist badges needing a prerequisite certification: Media Measurement, AI and Performance Marketing, Technical Implementation, Creator Marketing. Free courses and practice tests; online exams | `NOT_ASSESSED` (not stated on the page read) | `META-CERTIFICATION`, partial |
| IPA qualifications | Institute of Practitioners in Advertising (UK) | Foundation Certificate (UK and Global versions); Essentials certificates including Effectiveness, Commercial, Digital Performance, LegRegs, Media Research, and Diversity and Inclusion; Advanced Certificate in Effectiveness (campaign evaluation, objective setting, multi-platform measurement); Advanced Certificate in Communications Planning; an Excellence qualification in sustainable marketing management with the University of Cambridge. Open to non-members at a higher fee (fees in GBP; check the page before quoting) | Not a renewal-based credential | `IPA-QUALIFICATIONS`, verified |
| CIM professional marketing competencies (2024 update) | Chartered Institute of Marketing (UK) | As reported by a secondary source: the 2024 update, the first since 2020, restructured the framework around direction, capability, professionalism and impact, with eight responsibilities (data and insight, digital agility, customer experience, commercial focus, proposition development, brand and reputation, marketing communications, leadership and management); qualifications run from level 3 to level 8, with digital integrated and an AI marketing elective added | Not applicable | `CIM-PROFESSIONAL-MARKETING-2024`, partial (CIM primary page `NOT_ASSESSED`) |

**East Africa.** Google and Meta certifications are online and free to sit (Meta cost `NOT_ASSESSED`), so they are the realistic baseline for a Ugandan or Kenyan team; plan exam sittings around data costs and use office Wi-Fi rather than mobile bundles. IPA and CIM programmes are UK-based and paid in GBP; treat them as optional development for senior staff. A Ugandan or Kenyan professional marketing body's competency framework was not verified: `NOT_ASSESSED`.

## 2. Register template (one row per person per credential)

| Person | Role | Credential | Issuer | Date passed | Expiry | Evidence (certificate link or file) | Renewal owner | Reminder date |
|---|---|---|---|---|---|---|---|---|
| [Name] | Paid social lead | Meta Media Buying Professional | Meta | [date] | [date or `NOT_ASSESSED`] | [link] | [Name] | 30 days before expiry |
| [Name] | Paid search lead | Google Ads Search | Google / Skillshop | [date] | [date + 1 year] | [link] | [Name] | 30 days before expiry |

Rules:

1. Every person who runs a client's ad account holds the current certification for that platform and product, or works under someone who does.
2. Set the reminder 30 days before expiry; review the whole register monthly in the operations meeting.
3. List a credential in a pitch or credentials pack only while it is in date, with the person's consent; never list a lapsed one or a company badge the agency does not hold (for example "Google Partner" without Partner status).
4. Record the verification date of each programme fact above; when a programme changes, update this file first.

## 3. Competency map (CIM 2024 responsibilities to engine skills)

Use this to plan training and assign work. The eight responsibilities are as reported by the secondary source (register `CIM-PROFESSIONAL-MARKETING-2024`, partial).

| CIM responsibility | Engine skills that build or evidence it | Credential that evidences it |
|---|---|---|
| Data and insight | `meta-reporting`, `advertising-attribution-and-measurement`, `meta-social-listening` | Meta Marketing Science Professional; IPA Effectiveness certificates |
| Digital agility | `playbook-paid-social-advertising`, `paid-search-advertising`, `training-ai-foundations` | Google Ads and Meta certifications |
| Customer experience | `playbook-community-management`, `playbook-chatbot-strategy` | Meta Community Management |
| Commercial focus | `biz-dev-pricing-menu`, `playbook-client-retainer-management`, `meta-roi-framework` | IPA Commercial Essentials |
| Proposition development | `marketing-foundations-stp-positioning`, `biz-dev-positioning` | CIM qualifications |
| Brand and reputation | `playbook-reputation-management`, `playbook-crisis-communications` | CIPR or CIM qualifications (`NOT_ASSESSED` here) |
| Marketing communications | `creative-brief-and-big-idea`, `media-planning` | Meta Media Planning and Creative Strategy; IPA Communications Planning |
| Leadership and management | `playbook-agency-operations` | CIM higher levels |

## 4. Effectiveness training (SL19-C3)

For staff who write strategy or report results, the IPA Effectiveness Essentials Certificate and the Advanced Certificate in Effectiveness cover objective setting, evaluation and multi-platform measurement (register `IPA-QUALIFICATIONS`). Where cost rules them out, run an internal session using `advertising-attribution-and-measurement` and `meta-reporting`, and record it in the register as internal training, not a qualification.

## Sources

- `GOOGLE-ADS-CERTIFICATIONS` — Google Ads Help, About Google Ads certifications.
- `META-CERTIFICATION` — Meta, Certification.
- `IPA-QUALIFICATIONS` — IPA, Qualifications.
- `CIM-PROFESSIONAL-MARKETING-2024` — secondary report of the CIM 2024 update (partial).

# Commercial governance and contracts

Read when drafting or reviewing an agency–client agreement, adding audit and transparency terms, deciding how media is bought and disclosed, or explaining to a client which industry contract models the agency follows.

Added 29 Sep 2026 (Social Kaizen S10-T10, benchmark rows SL16-C3, SL18-C2 and SL18-C4). This is commercial screening guidance, not legal advice: every contract goes to the agency's and the client's counsel before signature.

## 1. The reference models and how they apply in East Africa

| Model | What it is | Access | Status for UG/KE agencies |
|---|---|---|---|
| 2025 ISBA/IPA Creative Services Framework Agreement (CSFA) | UK industry-standard template for advertiser–creative agency relationships (not media buying), published 27 Nov 2025 with new generative-AI clauses, clearer reconciliation and a faster contracting structure (register `ISBA-IPA-CSFA-2025`) | Guidance note, general terms and scope of work are for ISBA and IPA members; the sustainability clause guidelines are free | Reference model, not binding. Clause text `NOT_ASSESSED` (member-only) |
| ANA media buying contract template (updated June 2023) | US advertiser association template for agency media buying (register `ANA-MEDIA-CONTRACT-2023`) | Press release public; template for ANA members | Reference model, not binding. Template text `NOT_ASSESSED`; terms below are from ANA's published summary |
| IPA/ISBA/MCCA/PRCA Agency Remuneration Best Practice Guide | Joint UK guide to setting and reviewing agency pay (register `IPA-REMUNERATION-GUIDE`) | Free PDF | Reference model; see [remuneration models and evidence](../../../business-development/biz-dev-pricing-menu/references/remuneration-models-evidence.md) |

**East Africa.** None of these frameworks is binding in Uganda, Kenya, Tanzania or Rwanda. Use them as checklists of what a well-run agreement covers, then write the contract under local law with local counsel. In Kenya, the Marketing Society of Kenya and the Association of Practitioners in Advertising produced the advertising code the Advertising Standards Body of Kenya hosts (register `KE-ASBK-CODE-2003`, partial); whether either body publishes a standard agency contract or remuneration guide is `NOT_ASSESSED`. No Ugandan advertisers' or agencies' association standard contract was verified: `NOT_ASSESSED`. Money terms are in UGX (or KES), and payment by mobile money or bank transfer is written into the schedule.

## 2. Contract checklist (creative, content and social retainers)

Adds to the contract essentials in [agency operating procedures](agency-operating-procedures.md#contract-essentials); do not duplicate them.

| Clause area | What the agreement should settle | Why |
|---|---|---|
| Scope of work and reconciliation | Deliverables, volumes, and a periodic reconciliation of planned versus delivered work and hours; how over- and under-delivery are settled | CSFA 2025 highlights clearer reconciliation; stops silent scope creep |
| Remuneration model | Which model (fixed fee, time-based, output, payment by results, hybrid), review date, what triggers a review | See the remuneration reference; the model shapes incentives |
| Pass-through costs | Ad spend, boosts, influencer fees, stock and tool licences billed at cost, with invoices on request; any handling fee stated as a fee | Keeps agency income visible |
| Intellectual property | Who owns final work, pre-existing agency materials, rejected concepts, templates; licence terms for stock, music and talent; AI-assisted work (see Section 4) | Most disputes start here |
| Talent, likeness and voice | Usage period, territory, media, and a ban on AI replication without separate written consent | Deepfake and consent risk |
| Data protection | Roles (controller and processor), security, breach notice, return or deletion at exit, cross-border transfer; Uganda DPPA 2019 (register `UG-DPPA-2019`) and Kenya's regime | Client lists and ad-account data are personal data |
| Audit and records | What the client may audit, how often, notice, who pays, record retention | See Section 3 |
| Platform and account access | Client owns ad accounts, pages and pixels; agency has partner access; admin rights returned at exit | Account hostage situations |
| Termination and exit | Notice, work in progress, handover of files, credentials revoked, final reconciliation | Clean exits protect reputation |
| Pitch and speculative work | Who owns pitch ideas that are not paid for | See [pitch conduct and AI clauses](../../../business-development/biz-dev-proposal/references/pitch-conduct-and-ai-clauses.md) |

## 3. Transparency and audit rights (media buying)

ANA's June 2023 update of its media buying template, as summarised by ANA (register `ANA-MEDIA-CONTRACT-2023`):

- separate definitions for **compliance audits** and **performance audits**, with no limit on the number of audits and flexibility to add other audit types;
- **non-transparent services** (replacing the earlier principal and mark-up wording): the agency needs the advertiser's approval before buying on a non-transparent basis, and must report such activity in detail by media channel. ANA said members had often agreed to non-transparent services without fully understanding them;
- a **transaction data schedule** listing the data to obtain from vendors;
- **prior consent** before the agency uses any artificial intelligence applications;
- placeholders for ESG and DEI terms.

**Engine rules for any agency that places media for a client:**

1. State in the contract whether each buy is **transparent** (agency acts as agent; client pays actual media cost plus a disclosed fee) or **non-transparent / principal** (agency or its trading desk buys inventory itself and resells it at a price that includes an undisclosed margin). Principal trading is not banned; it must be **disclosed and opted into in writing**, channel by channel.
2. Disclose rebates, volume bonuses, free spots and commissions received from media owners, and state whether they pass to the client.
3. Give the client proof of delivery: platform invoices and exported reports for digital; for radio, TV and outdoor, the station's or contractor's proof of flight. Whether Ugandan and Kenyan stations issue standard transmission certificates is `NOT_ASSESSED`; agree the proof format with each media owner before booking.
4. Keep records for the audit period the contract sets; a small agency should still keep invoices, insertion orders and reports per campaign.
5. Where the client's ad accounts are used (the usual case for Meta, TikTok and Google), the client already sees actual spend; say so in the contract and bill the agency fee separately.

ISBA's current position on principal media was not located in this wave: `NOT_ASSESSED`. ISBA's 2024 member survey found that only 52% of respondents had visibility of which technology their agencies charge for (register `ISBA-REMUNERATION-2024`; public highlights only), which supports asking for a technology and fee disclosure schedule.

## 4. Generative AI in the agreement

The 2025 CSFA added generative-AI clauses, and the ANA template requires prior consent before AI applications are used. ISBA's 2024 survey found 8% of advertisers had amended agency contracts to include AI terms, with a further 42% in progress (registers `ISBA-IPA-CSFA-2025`, `ANA-MEDIA-CONTRACT-2023`, `ISBA-REMUNERATION-2024`). The clause checklist the agency offers clients is in [pitch conduct and AI clauses](../../../business-development/biz-dev-proposal/references/pitch-conduct-and-ai-clauses.md#3-generative-ai-contract-clauses); the disclosure and provenance duties behind it are in [AI transparency and provenance](../../../policies/policy-ai-content-ethics/references/ai-transparency-and-provenance.md).

## 5. People and competence

Certifications, qualifications and the CIM competency map for the team are held in the [certification and competency register](certification-and-competency-register.md).

## Sources

- `ISBA-IPA-CSFA-2025`, `ANA-MEDIA-CONTRACT-2023`, `IPA-REMUNERATION-GUIDE`, `ISBA-REMUNERATION-2024` — S10 register proposals.
- `KE-ASBK-CODE-2003`, `UG-DPPA-2019` — existing register records.

# White-Label and Partner Delivery

Merged from skills/playbooks/playbook-white-label-partnerships on 2026-09-29 at 69cca10 (S06 tree); preservation map: [playbook-white-label-partnerships.md](../../../../docs/kaizen/consolidation-2026-09-29/preservation/playbook-white-label-partnerships.md)

## When to use this reference

The parent [SKILL.md](../SKILL.md) runs the agency's own operation: onboarding, retainers, project management, invoicing, quality control, reporting and team. Use this reference when delivery runs through another firm:

- A consultant or small agency is approached by an agency to supply work under that agency's brand (white-label).
- Work that cannot be delivered in-house is sub-contracted, or a recurring arrangement with another firm needs formalising.
- An existing partner arrangement has payment, brief-quality, confidentiality or exit problems.

The procedure is written from the supplier's side (the consultant delivering for the agency). When the agency is the one sub-contracting out, apply the same checks in mirror: the agency sets the brief standard, the payment terms and the confidentiality rules that it would insist on as a supplier.

Evidence status. The rates, payment-term limits, penalty and dispute threshold below are planning figures carried from the retired playbook. None has a source-register record: verify before stating (no register record) and route contract wording to legal counsel. End-client files that hold personal data fall under Uganda's Data Protection and Privacy Act 2019 (register UG-DPPA-2019). This is operational guidance, not legal advice.

## Definitions

- **White-label:** the agency sells the consultant's work under the agency's own brand. The end client never knows the consultant exists.
- **Sub-contracting:** the agency or client engages the consultant directly, with the agency acting as account manager. The consultant may or may not be introduced to the end client.
- **Referral partnership:** a looser arrangement where both parties refer clients to each other. Out of scope here; use [`biz-dev-positioning`](../../../business-development/biz-dev-positioning/SKILL.md) for referral partnerships and personal positioning.

This reference covers white-label and sub-contracting only.

## Inputs

Ask for these before producing any deliverable:

1. Consultant name and primary service offering: which services are being white-labelled?
2. Agency name and type: digital agency, PR agency, creative agency or marketing consultancy.
3. Services to be provided white-label: every deliverable in scope.
4. Proposed monthly volume: estimated number of deliverables or clients per month.
5. Existing agreement or starting from scratch: does an NDA or contract already exist?

## Decision rules

| Condition | Action | Failure or risk avoided |
|---|---|---|
| Delivery ownership, attribution or client access is ambiguous | Resolve it in the partner agreement before work starts | Hidden accountability and client conflict |
| Any of the six evaluation questions (step 1) gets a weak answer | Negotiate harder or walk away | An unprofitable or risky partnership |
| A red flag in step 1 is present | Do not proceed | Unpaid work, disputes, reputational damage |
| Agency offers payment terms beyond Net 45 | Reject; Net 60 is a cash-flow risk for a solo consultant | Cash-flow failure |
| Agency cannot supply a brief to the eight-field standard (step 4) | Charge a briefing fee for the discovery work before production | Poor work and disputes from lost information |
| A deadline is at risk | Notify the agency at least 48 hours in advance, not on the day | Ending the partnership through one unannounced miss |
| Any step-6 exit condition applies | Run the exit process | Sustaining a loss-making or conflicting relationship |

## Procedure

### 1. Evaluate the partnership

Answer all six questions before agreeing to work with any agency. A weak answer to any one is a reason to negotiate harder or walk away.

1. **Reputation:** is the agency well regarded in the East African market? Ask peers, check its LinkedIn profile and search for online reviews or testimonials.
2. **Client quality:** what type of clients does it serve? Are they aligned with your niche and capabilities?
3. **Payment terms:** when does it pay? Net 30 is acceptable; Net 60 is a cash-flow risk for a solo consultant and should be rejected.
4. **Volume commitment:** how much work will it send each month? A vague "as needed" arrangement is usually unprofitable; insist on a minimum monthly commitment.
5. **Brief quality:** does it provide detailed client briefs, or will you work from nothing? Poor briefs produce poor work and fuel disputes.
6. **IP and confidentiality:** does it have a standard NDA? Is there a clear policy on who owns the content after payment?

Red flags (do not proceed):

- Requests for free sample work with no commitment to pay.
- Payment terms beyond Net 45.
- No written agreement ("let's just start and formalise later").
- Agencies that criticise their current suppliers (they will criticise you too).
- Agencies whose own social media is poor quality: they cannot write good briefs if they do not understand the craft.

### 2. Price white-label services

White-label pricing must cover the agency's margin and the administrative overhead of a layered relationship.

- **Pricing principle:** set the white-label rate 30–50% below your direct client rate. The agency typically marks up 50–100% when billing the end client.
- **Volume discount:** offer 10% for commitments of three or more clients a month, or a signed 12-month minimum term.

East African white-label rate reference (planning figures from the retired playbook; verify before stating, no register record; adjust to the client's industry and scope; UGX unless the agency invoices in USD):

| Service | Direct client rate | White-label rate (agency) |
|---|---|---|
| 20 Instagram posts/month | UGX 1,500,000 | UGX 900,000–1,050,000 |
| Monthly social media strategy | UGX 800,000 | UGX 500,000–560,000 |
| Content calendar (monthly) | UGX 400,000 | UGX 240,000–280,000 |
| Community management | UGX 600,000/month | UGX 360,000–420,000/month |
| Training session (half-day) | UGX 1,200,000 | UGX 720,000–840,000 |

Payment-terms progression:

- New agency relationship: 50% upfront before work begins.
- After three months of on-time payment: move to Net 15 or Net 30.
- Hard rule: never extend Net 45 or longer to any agency partner.
- Accepted methods: MTN Mobile Money (MoMo), Airtel Money or direct bank transfer. Confirm the method in the written agreement.

### 3. Structure the agreement

Always have a written agreement: a WhatsApp conversation is not a contract. Include all nine elements in every white-label or sub-contracting agreement:

1. **Parties:** full legal names and/or registered business names of both parties.
2. **Services:** exact deliverables, quantities, formats and turnaround times.
3. **Pricing:** fee per deliverable or monthly retainer amount, with the currency (UGX).
4. **Payment terms:** due date, accepted payment method and a late-payment penalty (the retired playbook's example was 1.5% per week on overdue amounts; the parent's own client contracts use 1.5% per month. Agree the rate with counsel; verify before stating, no register record).
5. **Confidentiality (NDA):** the consultant will not contact the end client directly or disclose that the work is outsourced (see the NDA clause under Templates).
6. **Intellectual property:** all content produced becomes the agency's property on receipt of full payment; the consultant keeps no right to publish or reuse it.
7. **Revisions:** rounds included in the fee and the rate for extra rounds.
8. **Termination:** 30 days' written notice by either party, and the procedure for in-progress work on termination.
9. **Dispute resolution:** first, direct discussion (WhatsApp or in person); second, mediation; no litigation for amounts under UGX 5,000,000 (a commercial choice for the parties, not a legal threshold; confirm with counsel).

If the agency does not supply an NDA, propose your own and keep it simple (clause under Templates). Both parties sign and date. A WhatsApp message confirming agreement to the text is the acceptable minimum; a signed PDF is preferable.

### 4. Manage briefs, quality and deadlines

White-label work carries an extra quality risk: you are briefed by the agency, not the end client, so information is lost in translation. Compensate with a strict briefing standard. Refuse to start without all eight fields:

1. Client business name and industry.
2. Brand voice description: at least three tone-of-voice words.
3. Vocabulary avoid list: words, phrases or topics that are off-brand or legally sensitive.
4. Content pillars: the approved themes the content must address.
5. Reference examples of previously approved content.
6. Platforms in scope and any platform-specific requirements.
7. Target audience description: demographics, psychographics, pain points.
8. Campaign goals and any current promotional offers or key dates.

If the agency cannot brief to this standard, charge a briefing fee for the discovery work before content production begins.

Quality control:

- Apply the same process as for direct clients ([agency-operating-procedures.md § Section 5 — Quality Control Checklist](agency-operating-procedures.md)): run the [`anti-ai-slop`](../../../ai-marketing/anti-ai-slop/SKILL.md) humanising rewrite passes on any AI-assisted output, check brand voice and verify every factual claim.
- Deliver 48 hours before the agency's deadline with the end client, leaving time for the agency's review round.
- Keep a version log of all deliverables. Never overwrite a previous version; save each revision with a date stamp.
- Confirm every delivery on WhatsApp with a short delivery note (template below).

Deadline discipline:

- Quote realistic turnaround times: under-promise and over-deliver.
- If a deadline is at risk, tell the agency at least 48 hours in advance, not on the day.
- Never miss a deadline without advance notice. White-label relationships rest on reliability; one unannounced miss can end the partnership.

### 5. Protect end-client confidentiality

In white-label work the end client belongs to the agency. Breaching that boundary is a serious professional breach that can destroy the partnership and your reputation.

Do not:

- Contact the end client directly without the agency's explicit written permission.
- Reveal to the end client, or anyone else, that the work is outsourced.
- Use the end client's brand name, results or content in your own portfolio without the agency's written consent.
- Keep end-client assets after the engagement: delete briefs, files, login credentials and brand materials when it ends (where files hold personal data, handle deletion under UG-DPPA-2019).
- Discuss end-client details with peers, colleagues or on social media.

You may:

- Use anonymous, category-level descriptions in your portfolio (template below).
- With the agency's written consent, name the agency as a client (template below).
- Count white-label work towards your experience when discussing credentials in general terms, without naming the end client.

### 6. Exit a partnership

Exit when any of these apply:

- Payment is consistently more than 14 days late after the due date.
- Brief quality has not improved after two formal written requests.
- The agency changes your work without telling you and the end client complains about quality.
- The volume commitment is not met and the relationship is making a net loss after time spent.
- The agency uses your work in a way that conflicts with your professional values or ethical standards.

Exit process:

1. Give 30 days' written notice: a WhatsApp message kept as a screenshot, or email.
2. Complete all in-progress work to the agreed standard during the notice period.
3. Hand over all files, assets and access credentials within 5 working days of the final delivery.
4. Do not publicly criticise the agency: your reputation in the East African market depends on being known as a professional even when partnerships end.

## Templates

**NDA clause (minimum):**

> "Neither party will disclose to any third party the existence or terms of this arrangement without the prior written consent of the other party."

**Delivery note (WhatsApp):**

> "Delivered: [X] posts for [client category] — [date]. Please confirm receipt."

**Anonymous portfolio line (illustrative wording; use only a result you can evidence):**

> "A financial services brand in Kampala — grew Instagram engagement by 45% in 90 days."

**Agency credit (with written consent):**

> "I have delivered content services for [Agency Name]."

## Release checklist

- [ ] The six-question evaluation is applied explicitly before recommending whether to proceed.
- [ ] The pricing table has at least five service types with UGX direct and white-label rates side by side, labelled as planning figures to verify.
- [ ] The agreement lists all nine named elements, with the NDA clause written out in full.
- [ ] The brief standard names all eight specific fields, not vague categories.
- [ ] Confidentiality rules cover both prohibited actions and permitted portfolio uses.
- [ ] The exit section states the 30-day notice and the 5-working-day handover explicitly.
- [ ] East African payment terms are present: MTN MoMo as a method, the Net 15/30 progression after three months and the Net 45 hard limit.
- [ ] British English with imperative framing throughout.

## Related skills

- [`biz-dev-positioning`](../../../business-development/biz-dev-positioning/SKILL.md) — referral partnerships and personal positioning.
- Parent [`playbook-agency-operations`](../SKILL.md) — internal agency workflow and account management.
- [`playbook-client-retainer-management`](../../playbook-client-retainer-management/SKILL.md) — managing the ongoing retainer once the partnership is established.

---
name: playbook-agency-operations
description: 'Use when an agency needs to run its own business: onboarding, approvals, invoicing, team roles and certifications, QC, client audits of media billing, growth, or white-label and sub-contracted delivery; produces the agency operating manual and partner terms; not for one client''s scope and renewal (use `playbook-client-retainer-management`).'
metadata:
  portable: true
  compatible_with:
  - claude-code
  - codex
---
# Agency Operations Playbook

Produces the agency's own operating manual (onboarding, retainers, approvals, invoicing, QC, reporting, team, growth) and partner terms for white-label or sub-contracted delivery, calibrated to a Uganda and East Africa practice of one to ten people.

<!-- dual-compat-start -->
## Use When
- A new client is signing on: 30-day onboarding checklist, communication channels and the first publishing cycle.
- The agency needs a project management system, a content approval protocol, a quality-control checklist and a reporting rhythm that work across every client.
- Invoicing rules, cash-flow controls, margins, client-concentration limits and the tax obligations to check.
- A client contract lets the client inspect our media bills, rebates and principal-media deals, or our staff's Google and Meta certificates are lapsing: records, disclosures and a renewal register must stand up to scrutiny.
- Our team of two to ten people needs role definitions, delegation rules, hiring stages and a growth roadmap, including AI revenue models such as database reactivation.
- Another agency asks for content delivered white-label under its brand, or work is being sub-contracted out: pricing, NDA, briefing standard, payment terms and exit.

## Do Not Use When
- `playbook-client-retainer-management` for one client's scope, scope creep, monthly check-ins and renewal.
- `playbook-daily-operations-routine` for a manager's daily and weekly working blocks across accounts.
- `biz-dev-pricing-menu` for the priced service menu offered to prospects.
- Stop before signing contracts, sending invoices or committing to a white-label partner without the agency owner's written approval; deliver the draft terms for sign-off.

## Required Inputs

| Artefact | Source/provider | Required? | If absent |
|---|---|---|---|
| Agency name, team size (solo, 2–5, 5–10) and new or existing operation | Agency owner | Yes | Ask the intake questions; do not size tools or roles until answered. |
| Client count and typical retainer range (UGX) | Owner's invoices or client list | Yes | Build on a stated assumption and label every money figure illustrative. |
| Tools in use (project management, invoicing, communication) | Owner or delivery lead | Yes | Recommend the tool for the stated team size and mark current state unassessed. |
| Primary challenge (client management, cash flow, team coordination or quality control) | Owner | Yes | Deliver the standard manual without an expanded section and ask again. |
| Partner or sub-contractor terms, brief and end-client data handling | Partner agency or owner | If white-label | Stop partner work; return the evaluation checklist from the white-label reference. |
| Current tax figures and revenue-authority guidance | `chwezi-accounting-doctrine`; URA or KRA | If tax is asked | State no figure; route the question to the finance engine. |

## Workflow

1. Run the intake questions and calibrate: size tools by team size, expand the section for the primary challenge, and note whether systems are being built or refined. Stop if the owner or objective is missing.
2. Build the 30-day onboarding checklist (Day 1–3, 4–7, 8–14, 15–30), retainer tiers, billing protocol and contract essentials from [agency operating procedures](references/agency-operating-procedures.md).
3. Set the project management tool, weekly workflow, content approval protocol (48-hour approval, two revision rounds) and the nine-item quality-control checklist.
4. Write invoicing and cash-flow rules (mandatory invoice fields, Day 8/15/30 chase, one-month float) and the tax note that routes every figure to the finance engine.
5. Set the reporting rhythm and, for teams of two or more, role definitions, delegation rules and performance standards.
6. For growth, retention, AI services or margins, apply [AI revenue and the seven-figure model](references/ai-revenue-and-seven-figure-model.md), the [growth roadmap](references/agency-growth-roadmap.md) and [economics and governance](references/agency-economics-and-governance.md); for partner delivery, use [white-label and partner delivery](references/white-label-and-partner-delivery.md).
7. Check every tax threshold, platform specification and benchmark against a register claim ID or a stated check; correct any unsupported figure and rerun the quality and anti-slop gates before handing the draft to the owner for sign-off.

## Outputs

| Artefact | Consumer | Acceptance condition |
|---|---|---|
| Agency operating manual (onboarding, retainers, approvals, invoicing, QC, reporting, team) | Agency owner and delivery team | Every procedure names an owner, a deadline and a check; tiers carry UGX ranges and inclusions. |
| Growth and retention plan (Five Ones, CRR target, org structure, AI upsell where relevant) | Agency owner | CRR targets labelled engine policy; Nelson's figures cited as his experience. |
| Draft partner terms for white-label or sub-contracted work | Agency owner, then legal counsel | Pricing, NDA, brief standard, payment terms and exit present; marked draft for sign-off. |
| Assumption and gap register | Agency owner | Each assumed money figure, unverified rate and unassessed check has an owner or next action. |

## Evidence Produced

| Evidence | Format | Acceptance condition |
|---|---|---|
| Figure and claim register | Table in the manual | Each tax figure, platform spec and benchmark carries a register ID (for example AD-08, PL-05) or a stated check. |
| Quality Criteria checklist result | Completed checklist | All applicable criteria in the procedures reference ticked or marked `not assessed`. |

## Capability and Permission Boundaries

Read and search only; analysis is read-only. Publishing, spend, live account changes, outreach and personal-data processing need explicit, action-specific client authority. Signing contracts, sending invoices and committing to a partner need the agency owner's written approval.

## Degraded Mode

Without the owner's team size, client count and retainer range, return the narrowest qualified result and mark the affected checks `not assessed`. The onboarding checklist, approval protocol, QC checklist and reporting rhythm can still be delivered as standard templates.

## Decision Rules

| Condition | Action | Failure or risk avoided |
|---|---|---|
| Work repeatedly misses review or deadline gates | Change capacity, ownership or scope before adding clients. | Retainer growth that breaks delivery. |
| Delivery runs through a white-label or sub-contracting partner, or ownership, attribution or client access is ambiguous | Resolve it in the partner agreement before work starts, using [white-label and partner delivery](references/white-label-and-partner-delivery.md). | Hidden accountability, unpaid work and client conflict. |
| No signed agreement or first payment (50% upfront for new clients) | Do not begin work. | Unpaid delivery and weak cash flow. |
| Client has not approved content by the stated deadline | Reschedule the items to the following week; bill revisions beyond two rounds at UGX 30,000 per post. | Publishing unapproved work and unpaid scope creep. |
| A tax threshold, VAT or withholding figure is requested | Route to `chwezi-accounting-doctrine` and current URA or KRA guidance; state no figure from memory. | Wrong tax advice after a Finance Act change. |
| A dormant contact list is proposed for database reactivation | Apply the compliance gate first: lawful basis, opt-out in every message, registration where required (PL-01, PL-02). | Unlawful messaging and platform bans. |
| A contract is drafted or renewed, or the agency buys media for a client | Apply [commercial governance and contracts](references/commercial-governance-and-contracts.md): CSFA 2025 and ANA 2023 as reference models, audit rights, written opt-in for any non-transparent or principal media, disclosed rebates, the AI schedule (registers `ISBA-IPA-CSFA-2025`, `ANA-MEDIA-CONTRACT-2023`). | Hidden margins, audit disputes and unlicensed AI use. |
| Someone runs a client ad account, or credentials go into a pitch | Check the [certification and competency register](references/certification-and-competency-register.md): current Google Ads (one-year validity) and Meta certifications, reminder 30 days before expiry (registers `GOOGLE-ADS-CERTIFICATIONS`, `META-CERTIFICATION`). | Lapsed or overstated credentials. |
| Monthly CRR falls below 90% | Run a retention review before new acquisition spend (engine policy). | Filling a leaking bucket. |

## Quality Standards

- The 30-day onboarding checklist has day-by-day tasks in four phases (Day 1–3, 4–7, 8–14, 15–30).
- Retainer tiers appear in a table with UGX ranges, inclusions and target client type for all four tiers; client-owned ad spend is shown as pass-through.
- The approval protocol states the 48-hour rule and the two-revision-rounds policy.
- An invoicing tool is justified by team size and the nine mandatory invoice fields are listed.
- The tax note routes every figure to the finance engine instead of quoting thresholds.
- The nine-item QC checklist is a tickable list, and the reporting rhythm covers all four report types with frequency, owner and format.
- No tax threshold, platform specification or benchmark appears without a register claim ID or a stated check; the full criteria list is in the procedures reference.

## Anti-Patterns

- Starting work on a verbal yes. Fix: signed agreement and first payment received before Day 1 tasks begin.
- Collecting approvals image by image on WhatsApp. Fix: one Google Doc or Notion page per batch with caption, platform, date and image brief.
- Quoting VAT or income-tax thresholds from memory. Fix: route to the finance engine and the current revenue-authority guidance.
- Delegating to "the team" in a WhatsApp group. Fix: one owner, a due date and an expected output in the project management tool.
- Presenting Nelson's retention figures or illustrative UGX scenarios as benchmarks. Fix: cite them as his experience or label them illustrative.
- Messaging a client's dormant database because it is "our data". Fix: pass the compliance gate and WhatsApp template and opt-in rules first.
- Accepting white-label work without written terms. Fix: agree pricing, NDA, brief standard, payment terms and exit before starting.

## References

- [Agency operating procedures](references/agency-operating-procedures.md): read when running intake, onboarding, retainers, contracts, tools, invoicing, tax, QC, reporting or team set-up.
- [AI revenue and the seven-figure model](references/ai-revenue-and-seven-figure-model.md): read when pitching AI services, applying the Five Ones, retention rituals, the CRR formula or org structure.
- [Agency growth roadmap](references/agency-growth-roadmap.md): read when planning growth stages, niche, programmes, pricing, hiring and retention rituals.
- [Agency economics and governance](references/agency-economics-and-governance.md): read when setting margins, client concentration limits, team structure, creative reviews, meetings and asset management.
- [White-label and partner delivery](references/white-label-and-partner-delivery.md): read when evaluating, pricing, contracting, briefing or exiting a white-label or sub-contracting partnership with another agency.
- [Commercial governance and contracts](references/commercial-governance-and-contracts.md): read when drafting agency–client agreements, audit and transparency terms, principal-media disclosure or AI terms, and when explaining which UK/US frameworks are reference models for East Africa.
- [Certification and competency register](references/certification-and-competency-register.md): read when tracking Google Ads, Meta and IPA credentials, planning effectiveness training or mapping staff to the CIM 2024 competencies.
- [`01-client-brief`](../../pipeline/01-client-brief/SKILL.md): read when capturing client context at Day 1–3 of onboarding.
- [`meta-reporting`](../../meta-analytics-ops/meta-reporting/SKILL.md): read when producing monthly and quarterly reports.
- [`meta-roi-framework`](../../meta-analytics-ops/meta-roi-framework/SKILL.md): read when calculating return on retainer for quarterly and annual reviews.
- [`playbook-social-media-policy`](../playbook-social-media-policy/SKILL.md): read when setting internal content governance for QC.
- [Client retainer management](../playbook-client-retainer-management/SKILL.md): read when handling one client's scope, check-ins and value-first renewal.
- [Anti-AI-slop production gate](../../ai-marketing/anti-ai-slop/SKILL.md): read when drafting client-facing copy or the manual itself.
- [East African English standard](../../language/east-african-english/SKILL.md): read when proofreading content in QC.
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