You've done brilliant work. The client's delighted. The results are exceptional. And then someone says, "We should enter this for an award."

By the time you think about it, the deadline's passed. Or worse, you scramble to put something together last minute, only to realize the client won't approve sharing the data. Or you can't find the performance metrics. Or you don't have time to write a compelling case. So it doesn't happen.

Meanwhile, agencies you compete against are consistently winning awards—not necessarily because their work is better, but because they plan for it. They get client buy-in from day one. They track results specifically for award entries. They know which awards matter and when the deadlines are. They treat awards as part of their business strategy, not an afterthought.

Here's what most agencies get wrong: They think about awards after the project is finished. But by then, it's too late. The client's moved on. The data's scattered. The budget's closed. Getting permission to enter feels like asking for a favor you shouldn't need.

The reality is this: Award-worthy work needs to be planned as award-worthy from the start. That means getting client agreement early—ideally in the contract or project kickoff—that if the work is successful, you'll enter it for recognition. It means tracking the right metrics throughout the project, not scrambling to find them later. It means building awards into your annual rhythm, not treating them as a nice-to-have when you remember.

Awards aren't just trophies on a shelf. They're proof points in pitches. They're credibility in procurement processes. They're PR opportunities and team morale boosters. They're the difference between "we're a great agency" and "we're an award-winning agency"—and prospects notice.

I'll help you build a strategic awards plan—including getting client buy-in early, identifying which awards matter, and creating a system so you're not scrambling at deadlines.