Build a Team That Bends, Not Breaks
If you don't feel this ^ keep reading!
Why the “hire more people” playbook has failed
Let’s talk about how founders are growing agencies right now. Or rather, how many are trying to grow... but are instead bleeding margin, building resentment, and getting stuck in a model that doesn’t flex with the reality of their business.
Back when we were building OMG Commerce, we couldn’t afford to do what the “big agencies” were doing (let's be honest, we had no clue what they were doing anyway). We were bootstrappers, originally serving as middlemen between white-label delivery and accepting every project that came our way. We survived off the pressure to make smart decisions with what we had.
What we did (and why it worked)
So we built what has recently become known as a Collective (though we didn’t have a name for it at the time). We had a lean full-time team that carried the culture, managed client relationships, and led the day-to-day. And then we layered in a bench of independent specialists who were paid a percentage of the revenue for the clients they worked on. It was clear, clean, and fair. They weren’t an afterthought. They were part of the team.
And because we weren’t locked into fixed salaries for everyone, we could afford better talent. We could flex our team size as client needs changed. And we could make sure the people who were full-time had the stability, clarity, and support to lead well, not just do more.
The workforce has changed. Has your model?
Back then, this wasn’t the norm. It took some hunting to find people who were open to that kind of hybrid structure. Most people wanted the stability of full-time salary plus benefits. But over the past five years, that's dramatically changed.
2020 promted a major shift in the agency workforce. Now there’s a huge pool of talent - smart, experienced, committed people - who want the kind of structure I just described. They want meaningful work. They want strong client relationships. They want to be part of something without being boxed into a 9–5. But they also want clarity, commitment, fair pay... And to be treated like a valuable asset, not disposable labor.
Freelancers want flexibility, not flakiness
That’s the part a lot of agencies are still missing.
Just because someone’s not full-time doesn’t mean they don’t need to be onboarded. Or that you can skip setting expectations. You shouldn't just toss work into the channel and hope for the best. If you want freelancers who feel like an extension of your team, you have to treat them like it.
At the same time, we have to be mindful about the legal and ethical implications here. Just because something “feels like” employment doesn’t mean you can call it that. And just because someone wants to be freelance doesn’t mean you can forget about employment laws. You need to structure these relationships with intention and clear agreements, defining roles and scopes that reflect their working relationship with your business.
Flexibility isn’t the enemy of commitment
A lot of founders get stuck trying to solve a structure problem by hiring more people. They’re burnt out, so they hire someone full-time thinking it’ll solve everything. They think hiring a contractor adds a layer of risk, so they either get trapped in another reactive cycle, or the hire doesn’t stick.
There is a better way. But it starts by letting go of the assumption that full-time equals commitment or, vice-versa, fractional means flaky. What you need is a team that flexes with your revenue without sacrificing quality, ownership, or consistency.
A team where:
Full-time employees are your anchors: your culture-carriers and your strategic leads.
Fractional specialists handle the client work they’re best at in a way that’s structured, compensated fairly, and supported.
You’re not constantly scrambling to hire when a new client signs or panicking about payroll when one leaves.
Everyone knows how they contribute, where they fit, and how to win.
This doesn’t mean your agency becomes soulless or transactional. Actually, it's the opposite! It becomes more intentional and more stable because it’s built to bend instead of break.
The fix: Build your Collective Model
If you’ve been feeling like something’s off in your team structure, like it’s either too rigid or too messy, too expensive or too underpowered, I suggest that maybe it’s not about better hires. Maybe it’s time to rethink your model entirely.
Here’s how we break it down:
1. Anchor with a Core Team
These are your full-time, culture-carrying leaders. They own client experience, drive strategic decisions, and set the tone.
2. Add Flexible Layers
Bring in fractional specialists who can plug into your core delivery systems. These are writers, media buyers, designers, etc, who are paid based on client volume or retainer size, not static hours (ahem, just as you should be).
3. Build a Bench, Not Just a Roster
Have a vetted pool of ready-to-go talent so you’re never scrambling when client work ramps up or roles shift.
4. Structure for Legality + Loyalty
Use clear contracts, classify roles correctly, and set expectations early. Protect your business and treat people like trusted contributors.
5. Onboard Everyone
Whether someone is with you 10 hours a week or 40, they need context. They need to know how you work, what success looks like, and how to communicate.
Your next step
Look at your org chart through a new lens: Not “who’s next to hire,” but “what kind of capacity do we actually need?”
What roles are constant, and what roles fluctuate with client load?
Where are we overpaying for permanence when flexibility would serve us better?
Are we compensating people in a way that aligns with their value and the agency’s cash flow?
Start there. Then design your next hire or contract on purpose.
Truth bombs
You tell yourself: “I need full-time people to protect our culture.”
→ Nope. Culture comes from clarity, not payment method.
You tell yourself: “Freelancers want to stay on the outside.”
→ Nope. Most want connection...they just don’t want chaos.
You tell yourself: “We can’t afford senior-level talent.”
→ Nope. You just can’t afford to burn margin on the wrong structure.
Shower thoughts
Here’s what I want you to ask yourself:
Who on my team is truly essential as a full-time, culture-carrying leader? Are they equipped to deliver that value?
What roles could be fractional, and what would we gain from that structure?
Where am I avoiding change out of fear that people won’t care as much if they’re not full-time?
Am I compensating and integrating my freelancers in a way that invites ownership, or just compliance?