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Building Trust in a Crowded Market: How Luke Tobin Redefined Agency-Client Relationships
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There are a lot of agencies that say they’re an integrated agency, but actually taking the time upfront to understand short-, mid-, and long-term goals truly sets us apart. In a commodity-driven space, we carved out something quite unique. (Luke Tobin)
(00:00-04:50)
The discussion begins with Luke’s journey into marketing and the realities of the agency business. He points out that marketing has become a highly commoditized industry, with more than 26,000 agencies in the UK alone and over half a million globally. In such a competitive field, agencies often struggle to differentiate themselves beyond standard service offerings. Many fall into a transactional mindset—delivering projects but failing to form deep, strategic partnerships with their clients.
Luke shares that when he worked in agencies before starting his own, he was frustrated by the misalignment between agencies and their clients. There was often a lack of trust, with businesses questioning whether their agency partners truly understood their goals or were just focused on maximizing billable hours. Determined to change this dynamic, he built his agency around a different approach—one that prioritized real, embedded collaboration with clients.
Rather than operating at arm’s length, Luke took the unconventional step of fully immersing himself in his clients’ businesses. In the early days, he would physically work from their offices for days or even weeks at a time, asking the kinds of questions a new employee would ask to truly grasp their challenges, objectives, and internal dynamics. This deep integration allowed him to craft marketing strategies that were not only effective but also closely aligned with the company’s broader goals.
According to Luke, very few agencies take the time to invest in this kind of relationship-building, even though it is one of the biggest differentiators in a crowded market. Alex agrees, noting that when marketing services are seen as commodities, relationships become the key factor that sets a company apart. Luke expands on this, explaining that strong relationships don’t just improve client retention—they also make the work more enjoyable and rewarding.
Marketing, he acknowledges, is an unpredictable field. Even the best strategies can fail due to factors like timing, budget constraints, or changing market conditions. When that happens, having a strong client relationship can be the difference between losing an account and having the flexibility to refine and adjust the approach. Clients who trust their agency are more likely to give them the space to experiment and optimize campaigns rather than immediately looking elsewhere.
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How to Build Client Trust and Retain Business in a Remote-First World
What we found was that even when we didn’t get the campaign right straight away, clients didn’t churn. Typically, in an agency relationship, if there’s a setback in the first six months, it’s over. I think the average turnover rate in agencies in the UK is about 40% year on year, meaning agencies constantly have to win new clients. We avoided that—our retention rate was 95% in the first five years. So we kept growing while others were losing clients, and that was our real point of difference. I think that set us up for the success we achieved. (Luke Tobin)
(04:50-09:19)
Luke shares how his agency achieved an impressive 95% client retention rate in its first five years, a stark contrast to the industry’s average turnover rate of 40% per year. While many agencies constantly struggled to replace lost clients, his team was able to focus on long-term growth. The key? Deep, trust-based relationships that made clients more forgiving when campaigns didn’t immediately deliver perfect results.
Before COVID-19, forming these relationships was easier. In the UK, agency-client bonds were often strengthened in informal settings—grabbing a drink at the pub or meeting in person to align on goals. However, the pandemic forced agencies to adapt. Luke explains that instead of working alongside clients in their offices, his team shifted to immersive virtual workshops. These sessions weren’t just about presentations—they encouraged open discussions and tough conversations, ensuring the agency truly understood the client’s needs.
A major takeaway from the discussion is the importance of pushing back on unrealistic expectations. Many agencies, particularly in the UK, tend to avoid confrontation, accepting vague goals without questioning their feasibility. Luke argues that agencies should adopt a more direct, American-style approach—asking “why” when given KPIs, challenging assumptions, and setting clear expectations from the start.
Cultural differences play a big role in client interactions. In the UK, people often avoid saying “no” outright, leading agencies to waste time chasing prospects who have no real intention of signing a contract. Additionally, there’s an industry-wide expectation that agencies should provide free work in the early stages of a relationship, further exacerbating the problem. Alex points out that even in his own experience supporting agencies through RELAYTO, clients would often give positive feedback without real intent to move forward, keeping agencies in limbo.
The Hidden Costs of Client Relationships: When to Draw the Line
But what I found is that if you show the team you’re willing to make tough decisions and sometimes sacrifice revenue to support their mental health, they will work harder for you. (Luke Tobin)
(09:19-14:53)
Luke opens up about the RFP (Request for Proposal) process, describing how some clients use it merely to gather ideas from agencies, even when they already have a preferred vendor in mind. He points out that agencies often pour hours into these proposals, only for the work to be essentially wasted. This dynamic leads to frustration within agencies, especially when clients give vague feedback and fail to act on the proposals. Luke highlights the importance of setting clear expectations from the start—making sure clients understand the time and resources involved in creating proposals and being open to asking difficult questions about what clients really need. By doing so, agencies can avoid wasting their time on bids that aren't likely to convert into actual work.
They also discuss the cultural differences between the UK and the US when it comes to client relationships. In the UK, politeness and indirect communication are the norms, making it challenging to have honest, direct conversations with clients about unrealistic demands or missed deadlines. Luke suggests that UK-based agencies, especially smaller ones, might benefit from adopting a more direct, "American-style" approach, where the agency isn't afraid to challenge the client and ask tough questions. This can help set the right expectations early on and prevent burnout caused by clients who demand excessive work without offering proper compensation.
The conversation takes a pivotal turn when they discuss the difficult decision of firing clients. Luke shares his experience of letting go of a major client that accounted for 20% of his agency's revenue because the workload was unsustainable and the team was on the verge of burnout. He explains that, while it was a tough choice, it ultimately led to a healthier agency environment, as the staff could focus on more profitable and less demanding clients. Luke emphasizes that agencies often fall into the trap of prioritizing revenue from "bad" clients while neglecting their best ones, leading to long-term losses in both morale and profitability.
One of the key lessons shared in this episode is the importance of mutual accountability in client relationships. Luke stresses that, while clients are often demanding, it's essential for both parties to respect each other's time and efforts. If an agency works overtime to meet a deadline, only for the client to ignore the deliverables, it's a sign that the relationship isn't balanced. Luke encourages agency leaders to have the courage to confront clients when this happens, ensuring that both sides are fully committed to the relationship and that the agency isn't being taken advantage of.
They also touch on how agency owners can help their teams stay loyal and motivated by making tough decisions—like firing a high-revenue but high-maintenance client. Luke explains that when employees see their boss prioritize their mental health and well-being over short-term revenue, it strengthens team loyalty and encourages better performance in the long run.
Finally, they explore what to do when a major client with a large revenue share is causing more harm than good. Luke recounts a time when his agency had to quote a significant price increase to a major client that was taking up too many resources. Even though the client threatened to take their business elsewhere, Luke stood firm, realizing that the agency couldn't continue to operate at that level of stress. This kind of tough decision-making, though difficult, is essential for long-term agency health.
Navigating Competitive Bids and Standing Out in a Crowded Market
Standing out is key, isn't it? I think there are ways to punch above your weight. Typically, most agencies still submit a PDF document and just send it over. So, if there’s a way—here’s a plug for RELAYTO—but it’s true: if you can present it in a better format, something that stands out from the crowd, it makes a difference. If a client receives ten proposals and one comes across as a mini site—beautiful, organized, and different—that gives you a slight edge. (Luke Tobin)
(14:53-20:34)
Luke begins by highlighting the risks of relying too heavily on one client, stressing that no single client should account for more than 10-15% of an agency's revenue. Over-reliance on one client can lead to vulnerability, and he emphasizes the need for diversification to ensure stability. Luke compares the agency world to a high-stakes environment where success or failure could be determined by a single phone call. Agencies should always be working to maintain a balanced client portfolio to avoid the risks that come with putting all their eggs in one basket.
The conversation shifts to discussing ways agencies can stand out in competitive bids, particularly in the world of digital experiences. Alex and Luke touch on the importance of creating memorable proposals that cut through the noise. Instead of sending a traditional PDF, agencies should leverage innovative tools like RELAYTO to create interactive, visually appealing proposals that feel more like mini-sites. In an environment where agencies are competing for attention, this small edge—providing a more dynamic and engaging presentation—can make all the difference. They emphasize that, in tight competitive environments, these small differentiators matter, especially when the competition is close (e.g., a 55-45 split rather than a clear 80-20).
Luke notes that many agencies and businesses in competitive or commoditized markets are selling similar services, with only slight variations in price and presentation. To succeed, it's crucial to find ways to distinguish your offer from the rest, whether that’s through technology, design, or customer support. They use examples from various industries, including employee benefits brokers, to show that even industries not typically associated with high-end creativity can benefit from small, impactful differentiators.
Winning Pitches with Personalization, Simplicity, and Trust
It's all about addressing their challenges and problems but presenting them in a way they may not have considered for their own pitch. That approach stands out to them and resonates. It’s about coming at it from a slightly different angle. Many people who present focus too much on themselves and their design. (Luke Tobin)
(20:34-26:42)
Alex begins by discussing how even the biggest companies, like Samsung, aren't immune to getting creative ideas in pitches and how they expect those pitching to them to be just as creative in their presentations. He stresses that making a strong first impression—especially in the digital space—is crucial, as decision-makers often rely on their intuitive feelings when selecting partners. If a pitch looks lackluster or misaligned with the brand’s messaging, all the hard work can be lost.
Luke shares a valuable insight from his agency experience: they would tailor their pitches to reflect the client’s branding, subtly including their own logo, but the focus was always on solving the client’s specific problems. By showing clients how their challenges could be tackled in a fresh way, agencies could instantly grab their attention and build rapport. This approach made the pitch feel custom and client-focused rather than self-centered.
The conversation moves to discussing the power of video in pitches. Alex and Luke talk about how adding a small but impactful touch—such as a video featuring the client's own content—can make a big difference. This gesture shows clients that the agency is invested in their brand, shifting the tone from an analytical, impersonal proposal to something more engaging and relatable. Alex reflects on how these small touches can spark excitement and emotional engagement with the proposal, even if it’s just a subtle video element.
Luke notes that people’s attention spans are shorter than ever, and the modern pitch must be quick and to the point. They share how digital tools, like embedded videos and clickable sections in a pitch, can help guide clients to exactly what they need without the frustration of scrolling through lengthy PDFs. A pitch that’s organized and easy to navigate speaks volumes about how the agency works—showing potential clients that the agency is structured, efficient, and easy to collaborate with.
Expanding a Business Across Borders: Challenges and Successes
I think the challenge with sustaining that level of growth is the internal seesaw effect. If you focus too much on sales, operations start to suffer, and if you focus too much on operations, sales decline. Finding the right balance was always a challenge, but it ultimately came down to having the right senior leadership in place. (Luke Tobin)
(26:42-31:08)
The conversation starts with a focus on trust and congruence in business. Alex emphasizes that trust isn’t just about timing—it’s about being aligned in your actions and commitments. If you’re inconsistent or unreliable, no amount of time spent with a client can make up for it. Luke agrees, underlining that being congruent is essential for building solid relationships.
As they move on, Alex asks Luke about his experience expanding his business into new markets, including the UK, Germany, and Canada. Luke shares the challenges he faced during this rapid growth. In 2021, he expanded aggressively, acquiring two companies in the UK and launching in Germany and Canada. Despite the momentum, Luke admits that managing these simultaneous expansions was overwhelming, requiring far more resources than he had at the time.
He discusses the specifics of each launch. Germany presented challenges with language and culture, but it was a success, bringing in 15 clients in the first year. Canada, on the other hand, was more straightforward. Luke spent two months in Toronto doing grassroots sales, knocking on doors and building personal connections. This hands-on approach paid off, resulting in around 30 clients in the first six months.
However, managing such rapid growth wasn’t without its difficulties. Luke explains the balancing act between focusing on sales and operations—if one is prioritized too much, the other suffers. To navigate this, Luke recruited strong senior leadership and carefully selected key players from competitors to build a capable team.
When Alex asks what he attributes to his success in Canada, Luke attributes it to the post-COVID period, where direct sales tactics like cold calling became more effective again. Additionally, the generally friendly nature of Canadians made these tactics even more successful, as people were open to brief conversations. Luke jokingly mentions how Canadians’ amiable nature worked in his favor—though, of course, there are always exceptions to the rule.
Investing in Marketing: A Global Perspective
It definitely plays a part, and I think I’ve made investments where it’s just capital deployment. To be comfortable doing that without any advisory support or influence, I definitely look at their marketing strategy, understand how they go to market, and try to get as detailed as possible. (Luke Tobin)
(31:08-37:01)
Luke explains how his agency positioned itself as a bridge for North American businesses looking to expand into the UK and Europe. Since many North American companies prefer to enter the European market through English-speaking regions like the UK and Ireland, his team capitalized on this by offering expertise on both sides of the Atlantic. This made their services highly attractive to businesses looking for a smooth transition into new markets.
Pricing also played a key role in their success. While they charged competitive UK-based rates that converted favorably into US dollars, their pricing remained lower than what most North American agencies charged. This allowed them to maintain healthy profit margins while still being perceived as a cost-effective option for clients abroad.
Another advantage was their ability to build trust with North American clients. Luke notes that many US businesses preferred having US-based account managers while being comfortable with parts of the work being handled in the UK. To navigate this, his agency relied on a global network of contractors. They hired professionals in different parts of North America to provide local expertise and maintain client confidence while handling the core execution from the UK. Over time, they expanded this contractor model across 11 markets, allowing them to scale operations flexibly based on client demand.
While Luke’s agency primarily focused on helping North American companies enter Europe, they also had UK clients looking to establish a presence in North America. However, he found that expanding into the US was more challenging than helping US businesses expand into Europe. One key reason was the budget disparity—North American companies were often more aggressive with spending and had larger budgets, making them more willing to invest in international expansion.
Another challenge was the expectation of having a physical presence. US clients often preferred working with local agencies, even if some of the execution was handled abroad. This meant that agencies looking to expand into North America typically needed to set up local offices or at least establish partnerships with US-based professionals to gain credibility.
From Agency Owner to Investor: Evaluating Marketing in Investment Decisions
Shifting gears, Alex asks Luke about his current role as an investor and whether he considers a company’s marketing strategy when deciding where to invest. Luke emphasizes that marketing is a key factor in his evaluation process.
For investments where he is simply deploying capital and taking a passive role, he looks for companies with strong marketing foundations and effective go-to-market strategies. If a company already has a capable team executing well, he feels more comfortable investing without needing to be involved in their operations.
However, if he sees gaps in a company’s marketing strategy, he takes a more active approach. In such cases, he often structures the investment to include advisory support, offering not just capital but also expertise in refining their marketing strategies. This can include helping them improve their brand positioning, optimizing their digital presence, or fine-tuning their customer acquisition strategies.
Luke believes that even small adjustments to a company’s marketing efforts can significantly impact its success. By combining financial investment with strategic guidance, he aims to create win-win situations where both the business and its investors benefit from improved marketing execution.
Investing in Vision: Why Luke Tobin Supports RELAYTO
I mean, first of all, Alex, we had that meeting and chat, and I think we were glued to each other for an hour or two, really bought into the vision. I think you’ve got a great vision for where you want RELAYTO to go, and I really bought into that. Then, I played with the platform and thought, 'Actually, this tech is cool, it's pretty sleek, it works well, and it’s easy to use.' I test a lot of tech solutions, and many just aren’t as simple and user-friendly. (Luke Tobin)
(37:01-42:39)
Luke recalls his first conversation with Alex, where they instantly connected over RELAYTO’s vision. While he was initially drawn to Alex’s ambitious plans, it wasn’t until he tried the platform himself that he was truly convinced. He describes RELAYTO as “cool, sexy, and easy to use,” which set it apart from many other tech solutions that overpromise but underdeliver.
He was particularly impressed that RELAYTO’s product lived up to its vision—so much so that he started using it himself for pitches and workshops. This firsthand experience reinforced his belief in the platform’s value.
Despite RELAYTO’s strengths, Luke saw an opportunity to help refine its approach to scaling and finding the right customers faster. He notes that many founders focus heavily on building a great product, assuming it will sell itself. However, he argues that a strong distribution strategy is just as important as the product itself.
Alex agrees, pointing out that while RELAYTO has attracted marketers naturally, the company hasn’t invested much in marketing itself. They discuss how businesses often need to find the right channel—similar to how PayPal scaled rapidly by partnering with eBay.
Luke emphasizes that in today’s crowded market, even the best products need a strong go-to-market strategy to succeed. Many founders believe that if they create something great, customers will automatically come—but that’s rarely the case.
Instead, businesses must figure out:
- Who their ideal customers are
- Where to find them
- How to communicate their value effectively
Revenue growth is essential for scaling, and Luke believes that refining RELAYTO’s marketing and sales approach can accelerate its success. That’s why he’s not just investing money but also bringing in experts to help the company grow.
Beyond the Product: The Real Key to Startup Growth
For us, we always refer to it as performance, like A/B testing, which leads to learnings, cross-learnings, and opportunities. But I think finding and identifying those different distribution channels, ICPs, or whatever you want to call them, is key. What we’re talking about here is that you can’t plan for everything. So, there’s that element of realizing, 'Okay, you think you’ve got the perfect fit because it solved your problem, like in your case.' (Luke Tobin)
(42:39-48:36)
The conversation starts with Luke reflecting on why he chose to invest in RELAYTO. He recalls his first meeting with Alex, where he was immediately drawn to the company’s vision. After testing the platform, he was impressed by how intuitive and well-designed it was—something he rarely sees in tech solutions. Unlike many startups that oversell their product, he notes that Alex had actually underplayed RELAYTO’s capabilities, focusing more on long-term vision than immediate features.
As the discussion deepens, Alex and Luke explore a common trap for early-stage founders: assuming that a great product will sell itself. They discuss why this isn’t true in today’s market and why companies must actively experiment with different go-to-market strategies. Alex acknowledges that while RELAYTO has a strong product, its marketing efforts have been minimal—a challenge that Luke believes presents an exciting opportunity.
One of the key insights from the episode is the importance of testing and adapting. Alex shares a surprising discovery: RELAYTO was originally built to solve his own business challenges, and while he expected it to resonate with similar companies, he didn’t anticipate its appeal to entirely different industries—such as employee benefits brokers. Luke explains how this kind of unexpected adoption happens when startups stay flexible and open to feedback, rather than rigidly sticking to an initial customer profile.
Alex then introduces an analogy from sports: success requires both preparation and adaptability. He compares business strategy to being in an athletic stance—if you’re too rigid, you’ll miss opportunities when they arise, but if you stay balanced and ready to move, you can seize unexpected chances. Luke agrees, pointing out that while founders can’t plan for every outcome, they can create systems that allow them to learn quickly and pivot effectively.
Rethinking Success: More Than Just an Exit
So, it started with a newsletter called The Success Method. I had been interviewing and talking to lots of different people who were archetypically successful, as well as others who were successful in different ways—whether that be in their marriages, families, or health. I was trying to understand and 'un-hack' what makes these people successful in their own right, and I shared that through the newsletter. (Luke Tobin)
(48:36-53:41)
Luke starts by sharing a deeply personal reflection on his career. He admits that, in the past, he was consumed by the traditional idea of success—chasing financial growth, scaling businesses, and hitting career milestones. However, this relentless pursuit eventually led to burnout. Over time, and especially after experiencing multiple exits, Luke began questioning what success truly meant.
He acknowledges that financial success provides a level of freedom and opportunity, but it also offers something else: the chance to step back and reflect. Through this process, he realized that success is not just about professional achievements—it also encompasses health, relationships, and overall well-being. He emphasizes that wealth and career milestones are only parts of a larger picture, and true success involves balance.
Luke’s reflections inspired him to create The Success Method, a newsletter in which he interviews people who have achieved success in different ways—not just financially, but in their marriages, families, and personal fulfillment. His goal is to “un-hack” the formula behind success by learning from those who have thrived in various aspects of life.
Through these interviews, he has discovered that many successful people don’t always realize the impact they’ve had on others. Small conversations or moments of support can significantly influence someone’s journey. Luke is fascinated by these insights and finds that he gains as much from the process as he shares with his audience.
In addition to the newsletter, Luke has also started pro bono advisory work, helping other entrepreneurs and founders navigate their own journeys. While he acknowledges his privilege in having the time to reflect and explore these opportunities, he sees his work as a way to give back and continue learning.
Alex builds on Luke’s insights by offering his own perspective. He notes that many entrepreneurs and professionals become trapped in a narrow definition of success—often equating it with business growth or financial exits. However, he argues that fulfillment is a more valuable measure.
Alex reflects on his own journey, including his time at SuccessFactors, where a major exit allowed him to pursue entrepreneurial and personal passions. But what truly resonates with him now is not just financial gain, but the idea of being deeply engaged in meaningful challenges.
For Alex, challenges can be a source of motivation when they align with a person’s mission and mindset. If someone embraces a growth-oriented perspective, obstacles become part of the journey rather than roadblocks. He likens it to sports, where an athlete must remain flexible and ready to adapt to unexpected changes in the game. Success, in this sense, is about being agile and open to new opportunities, rather than rigidly chasing a predefined goal.
Success Isn't the Destination: What Comes After "Making It"?
It definitely raises more questions. I think the key with all of this is that the expectation set for us from a young age is, 'Work hard, chase the dream.' If you're entrepreneurial, you think, 'I want to be able to sell. If I sell, I get all this money. If I get money, I can do whatever I want.' The freedom that comes with being in business is important. (Luke Tobin)
(53:41-1:00:31)
Many entrepreneurs think that selling their business will bring them complete freedom and happiness. But Luke and Alex explain that while financial security is valuable, it doesn’t automatically provide meaning or fulfillment. Luke describes the moment after an exit as standing on a cliff—suddenly realizing that money in a bank account doesn’t change who you are or erase internal struggles.
Alex adds that these expectations are shaped by society. We’re often led to believe that success will solve everything, whether it’s meeting "the one," landing the perfect job, or making millions. But in reality, achieving a major goal often leads to more questions than answers.
Luke highlights a key mistake many entrepreneurs make: focusing so much on the end goal that they forget to enjoy the process. He points out that when people finally "make it," they often feel a sense of emptiness because they never took the time to appreciate the journey.
Alex agrees and explains that some people thrive on constant growth and challenges. For them, success isn’t about reaching a final destination but about staying engaged in meaningful work. He shares a personal story about taking a long backpacking trip after an early career win. While it was exciting at first, he eventually realized that adventure alone wasn’t enough—he needed purpose to feel truly fulfilled.
Alex shares three key moments when he expected to feel fulfilled but didn’t:
- A career milestone: He worked hard for a promotion and an equity boost, but when he finally got it, he felt oddly disappointed.
- Financial success: After an early exit, he had the freedom to travel the world, yet he found himself restless and searching for something more.
- Personal relationships: Finding love or starting a family isn’t the "happily ever after" people expect—it’s the beginning of a new, often more challenging journey.
Luke and Alex agree that these moments highlight a deeper truth: success isn’t a single event—it’s an ongoing process of learning, growth, and self-discovery.
Instead of chasing external validation, Luke and Alex suggest focusing on internal fulfillment:
- Balance ambition with contentment – It’s okay to push for more, but don’t let the pursuit of success overshadow the present.
- Understand that success isn’t "one and done" – Every milestone is just the beginning of a new phase.
- Recognize that social comparisons are misleading – No matter how successful you are, there will always be someone who seems to have done better.
From Hustling at 16 to Selling to Virgin: Luke Tobin’s Journey of Reinvention
I think everybody has this kind of expectation, similar to the Instagram expectation of love, that you’ll end up in a relationship that lasts forever. But it takes just as much work, as you say, as building a business, and that’s part of the journey. So, yeah, that was a bit of a whistle-stop tour. I tried to go through it quickly, touching on little bits at each stage, and at every point, I think it’s okay to acknowledge that each of those moments has a mix of success and failure. But each one is just a stepping stone, part of the ladder of learning about yourself. (Luke Tobin)
(1:00:31-01:05:59)
Luke left home at just 16 and quickly learned that he had to be resourceful to make things work. His entrepreneurial mindset led him to start a hospitality business focused on bar hire for major concerts. Despite having no equipment or stock when he landed his first big contract, he made it happen by borrowing and renting what he needed. The business grew quickly, and within two years, a competitor bought him out in a six-figure deal.
With financial freedom at a young age, Luke took time to travel, living in Australia and backpacking across Asia. But even while exploring the world, his mind was constantly generating new business ideas. He soon launched another company, this time in the experience industry—offering everything from hot air balloon rides to paintballing and race car driving. Scaling this business came with its own challenges, particularly during the financial crisis when people cut back on luxury spending. However, he navigated these difficulties and ultimately sold the company to Virgin, a major validation of his work in the experience space.
After two successful exits, Luke found himself in unfamiliar territory. He had achieved financial success, but what next? Instead of jumping straight into another startup, he decided to explore a more traditional career path, stepping into the world of agencies and consulting. This pivot introduced him to marketing, which eventually led to his current venture—running a marketing agency that joined South America's largest independent agency group on a path to IPO.
Throughout the conversation, Luke reflects on the highs and lows of his journey, the imposter syndrome that comes with stepping into new spaces, and the ongoing quest for fulfillment. He also touches on the parallels between relationships and business—both require effort, adaptation, and a willingness to grow.
One key takeaway from Luke’s story is that success doesn’t always bring a sense of completion. Each milestone led him to ask, Is this it? This relentless curiosity and desire to learn new things have driven him to continuously evolve, seek out new experiences, and embrace both the wins and setbacks as part of the process.
If you’re interested in learning more about Luke’s story or connecting with him, visit luketobin.com or find him on LinkedIn.
Check out the episode's Transcript (AI-generated) HERE.
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Experience-focused Leaders is the #1 Multimedia Podcast! We talk to senior business & tech leaders about the experiences that move forward organizations, customers and society at large. True to form, we mix audio, video, web and eBook formats to turn these authentic conversations into personalized nuggets you'll remember & use.
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