00:06
Welcome to Creative Context. Today, we’ve been talking a lot about client relationships—how they evolve, how they come to an end, and the reality of creative burnout. Most recently, we’ve been discussing how creative professionals can position themselves as partners rather than vendors. Not that there’s anything wrong with being a vendor, but there are significant benefits for both sides when the relationship is structured more like a partnership.

Effectively, it’s about making yourself an extension of the client’s in-house team. For example, at Motif Media, our two biggest clients view us as partners, and our relationships have been ongoing for years. I look out for their best interests, and they do the same for me. There’s mutual investment.

From your perspective in web development and marketing, I think that kind of partnership is pretty evident. But how do you see this playing out? What’s your take?

01:17
The first thing that comes to mind when I think about partnership is the deeper level of trust.

01:19
On the marketing side, it’s more self-evident. We’re in it for the long haul, looking out for the client’s best interests. But in web development, it has to start quickly, because projects move fast.

That said, we’ve been working on a web application for three years now, and that’s an example of a strong partnership. But for the average website development project, the partnership mindset needs to start early—right from the kickoff.

02:01
The way we approach this is by setting the foundation early. We’re not just another web development company. One of the ways we communicate that is by making it clear that we’re not just here to design and build a website—we’re here in an advisory role.

Web development can be purely transactional, but because of the way we frame our projects, we don’t view it that way. That shift in perspective allows the client to let their guard down sooner, which creates a smoother collaboration.

02:43
It also changes how suggestions are received. When I or someone on my team makes a recommendation, we’re coming from an advisory seat, not just a development or design role. We’re bringing a broader scope of business strategy into the conversation.

For example, when we start asking about the business, the customers, and the goals of the website, it paints a different picture for the client. They start realizing, Okay, something’s different here—this isn’t just a web team executing a task list. This is a company that deeply understands communication and strategy and happens to build websites.

03:49
That shift leads to long-term benefits—longevity, repeat business, and ongoing collaboration. Many of our highest revenue-generating relationships are with repeat clients. One company, for example, hired us for their first website, and now we’re building their fourth. That’s the power of trust and collaboration.

When you’re viewed as a partner, you’re at the table when major business decisions are being made. You’re not just informed after the fact—you’re invited because your insights are valued.

05:00
That’s an interesting point. Do you ever get pushback when positioning yourself as a partner? Like when a client just wants to get the website up quickly and isn’t interested in those deeper conversations?

05:44
Yeah, it happens in a couple of ways.

Sometimes, the client simply doesn’t have an answer to the questions we’re asking. If they’re uncomfortable with that, their instinct is to dismiss it—“Just focus on the website, don’t ask too many questions.”

Other times, it happens around finances.

For example, we work with a client where our role is to generate leads. But they refuse to share their sales process or how many of those leads convert. Every month, we ask, “Okay, how many of these leads turned into sales?” and we get pushback.

That kind of resistance can create barriers to partnership because we’re trying to go beyond what a typical vendor does. Most lead generation companies just say, “Here are your leads—our job is done.” But we want to bridge that gap and help optimize the entire process. That’s unfamiliar territory for some companies, and they push back.

09:43
That’s interesting because I’ve had similar experiences in video production. Sometimes, clients just want us to show up and shoot without any strategic input.

10:47
Exactly. It often comes down to control and finances. Some clients don’t want to open up those conversations because they think it will cost them more or complicate things.

But the truth is, bringing us in as partners doesn’t just mean better results—it often makes their lives easier.

17:47
For a creative professional and a client to get the most out of their collaboration—financially, strategically, and in terms of fulfillment—there has to be trust, respect, and a willingness to engage beyond the transactional level.

A vendor is like a vending machine: You put in the money, get what you asked for, and move on. But a partner is someone who actively helps shape the outcome, ensuring long-term success.

If you really want to offload work in a white-glove, hands-off way, you can’t just hire vendors. You need to build partnerships.

30:00
That’s a great point. One of the biggest benefits of partnership is that it allows us to be proactive instead of reactive. When a client sees us as a vendor, they often limit our ability to course-correct when we spot potential issues.

35:00
We’ve touched on a lot today—client relationships, positioning as a partner, and overcoming pushback. If you’re enjoying these conversations, be sure to check out our website at CreativeContext.net and follow us on Instagram at @creativecontext_.

We’ll see you next week!