“We were steady, profitable and proud of our work,” says Steve Gill, Forepoint’s Managing Partner, “but we wanted to be more deliberate about where we were heading. We needed a stronger proposition and to be more strategic in how we grew, and we knew that if we got that right, the confidence of the whole business would follow.”
The partners already knew of DBA Expert Ralph Ardill’s work with other creative businesses and sought his perspective. With decades of top-level client and agency-side experience, he had helped design firms reinvent themselves through the same imagination and discipline they offer their clients. What began as a conversation about strategy and confidence quickly opened into a broader dialogue about purpose, performance and the future shape of the business.
Ralph reframed the challenge. What Forepoint needed wasn’t another round of tweaks or away days. It needed a transformation approach rooted in purpose, lived in practice and built to last.
“From our first meeting it was clear this was not about fixing anything broken. It was about unlocking potential,” reflects Ralph Ardill. “I introduced my proven creative-transformation framework, developed over decades with world-class clients and agencies, to help Forepoint rediscover who they are, what they stand for and how they grow. It was about embedding a new way of building confidence, capability and momentum across the business.”
The partners and leadership team began a structured journey with cross-disciplinary teams tackling briefs across the key drivers of agency value: commercial, creative, cultural and client. At heart, it was a creative endeavour with Ralph re-imagining business transformation for agency life.
“The moment we started treating the agency as a creative project, everything changed,” says Forepoint’s Creative Director, Keith Noble. “The energy in the studio lifted. People felt involved, responsible and proud again. It gave everyone permission to bring their best thinking to the table.”
As momentum built, the framework embedded a living system for growth, reviewing progress, celebrating wins and setting transformation briefs for the year ahead. What began as an experiment became Forepoint’s new way for guiding its own future. “That moment was a real turning point. For the first time we could see the whole business working as one: one purpose, one plan, one energy,” says Steve.
“We never talked about change as a business project. We treated it as a creative transformation brief, structured, collaborative and focused on the areas that drive the greatest value,” highlights Ralph. “Its power lies in combining commerce with creativity, imagination with discipline and turning ambition into results you can see every day.”
A shared value proposition soon emerged. Forepoint now knew exactly who they were for, why they mattered and where they had the greatest right to win. Teams became more self-assured and conversations with clients more confident.
“We have now got the clearest sense of who we are and what we stand for that we have ever had,” says Steve. “That shared understanding has made every decision simpler and given everyone in the business a new sense of confidence.”
Each year, the journey is now marked by Forepoint’s annual Captivation away day, celebrating progress, sharing learning and setting fresh priorities. The work also created a platform for the next generation of Forepoint leaders to step forward. Ownership now sits across the business, ensuring the approach lives on beyond any single individual.
“It is not about top-down directives anymore. The framework gives everyone a way to think and act creatively about the business itself. That is the real culture shift,” reflects Keith.
That shared ownership has rekindled pride across the agency and a renewed sense that Forepoint controls its own destiny.
The transformation has also delivered a series of impressive agency firsts:
The biggest single client win in Forepoint’s history, new consulting services, value-priced client programmes and a next-generation management team. Creative standards, confidence and consistency have never been higher, proof that transformation can touch every part of an agency when it is owned by everyone.
Over the last two years turnover has risen from £1.9 million to £2.8 million and gross profit from £1.4 million to £2.0 million supported by record staff engagement, stronger board-level client relationships and a continued shift from projects to programmes of work.
The new Forepoint website captures the clarity and assurance that now defines their work. Externally, Forepoint is being invited into higher-value conversations and industry forums. Internally, pride and purpose have never been stronger.
“The results speak for themselves,” says Steve. “But for me the biggest change is confidence in our direction, our offer and our team. We are prouder than ever to talk about Forepoint, and our clients can feel that difference.”
“Creatively we are in the best place we have been for years,” adds Keith. “We are seeing bolder ideas, faster decisions and better collaboration. All proof that culture drives performance.”
Forepoint’s success lies in the blend of courage, focus and commitment. The team embraced a challenging but proven approach and made it their own. They invested consistently and treated transformation as a creative act, not a management exercise.
Start with possibility, not pressure
Know who you are, why you matter and where you want to go next.
Treat your business as your most important brief.
Use the same imagination, discipline and craft you give your clients.
Build a system, not a sticking plaster.
Keep it alive year after year.
Be the change together.
Involve everyone to turn participation into pride.
Become your own best case-study.
Design the business you want to be then live it.
Says Steve: “We’ve gone into this with our eyes open, we know change is hard, not everything will work and we’ll make mistakes along the way but as long as we stick to the plan, keep pushing, keep learning and keep improving we’re more excited than ever to see what the next chapter of our story holds.”
Forepoint continues to work closely with Ralph, applying the same framework to its future growth plans, building the future management team and winning ongoing programmes with new and existing clients.
“What we’re building isn’t just a stronger business, it is a model for how creativity can keep unlocking an agency’s future,” says Ralph. “I’m bringing my framework and experience, Forepoint are making it their own and together we’re delivering the next chapter, not just dreaming about it. That’s where the real transformation lives.”
“We set out to reinvigorate the business and along the way we’ve reinvigorated ourselves,” reflects Steve. “With a business we believe in again that now has the confidence, focus and approach to write our own next chapter and encourage other agencies to believe that meaningful change is possible, even in these uncertain times.”
The making of Barrow: find out more about Barrow Rising
DBA Experts are here to help you navigate the challenges and decisions you face as you grow your business. Our register of accredited expert consultants have sustained and relevant experience in supporting the design industry, so you can rest assured that you will be getting sound, high-level support.
Our Experts have extensive experience supporting the creative industries and are:
DBA approved.
Recommended by peers.
Reference checked.
Having a mentor with a vast wealth of experience, who helps you better understand the opportunities for your business and to tackle your fears in a supportive, exploratory way, can help you take a firm control of your agency’s future and deliver transformational results.
“Speak to previous cohorts and I guarantee you’ll jump on it like a shot.” That’s the advice a previous Twenty/Twenty mentee gave to anyone considering the programme, and here’s what a few others had to say about the experience:
“I couldn’t recommend it more highly.”
“Genuinely pivotal.”
“Investing in yourself is one of the most effective things you can do.”
“As a business owner with vision, goals and struggles, the value of being able to learn from, and bounce ideas off someone who has already walked a similar path can only be beneficial.”
“Almost every session reveals something that is incredibly helpful, insightful or that was hidden in plain sight!”
The Twenty/Twenty programme is crafted for leaders in design looking to make their next big leap. Whether you’re focused on strategic growth, succession planning, scaling your business or the design function within your organisation – or something entirely different, imagine what you could do with a mentor by your side. Here are just a few of the reasons previous mentees have signed up:
“I felt I could do with some external advice and input to help us gear up for our next phase.”
“I was at a stage in my business where I wanted to grow it, but I needed to grow myself first.”
“My 60th birthday was coming up in a few years’ time, and I wanted to explore complementary or even different career paths in a safe space, and with someone who could help me realise what I wouldn’t be able to see for myself.”
“At 31 years old, I had spent most of my career in one agency and I really felt that I needed some external guidance and inspiration, some input and support that came from a different context.”
“The opportunity to learn from someone vastly more experienced at running a design business was too good to pass up.”
“Twenty/Twenty mentoring helped grow my confidence tenfold.”
“Mentoring helped me navigate some particular business challenges at a time when I didn’t have many answers to them.”
“For me, the access and exposure I got to another creative business through the programme was as impactful as the relationship I built over the year. I came away from the experience with a whole network of new contacts and learning, many of whom I am still in good contact with today.”
“This process immediately benefitted my new position – I was able to have challenging conversations that I might have previously shied away from.”
“Speaking to someone with deep expertise and experience, who has been through it all, provides incredible context.”
“Our conversations gave me both practical advice and reassurance that was invaluable in the coming years.”
“I would whole heartedly recommend the experience not only from a personal development standpoint, but also in terms of return on investment to the business.”
DBA mentors are industry icons – visionaries from renowned DBA member businesses who bring a wealth of experience and a unique perspective. Our extensive matching process ensures you’re paired with a mentor whose journey aligns with yours, creating a truly impactful partnership. Our mentors come from organisations including: 2LK Design | Chaos Design | Coley Porter Bell | Design4Retail | ECHO | Else | PB Creative | Nestlé and many more.
“The Twenty/Twenty programme is a win/win for both mentees and mentors.”
Eric Quint, former Chief Design Officer at 3M and previous DBA Twenty/Twenty mentor.
Step into the next stage of your career and unlock your full potential. Full details about the programme can be found here.
DBA members benefit from a reduced rate to participate in the programme. DBA members: £1999+ vat | Standard: £3500+ vat.
Applications are open, closing on 28 November 2025. Apply via this form or get in touch with Natasha Papa to discuss the programme.
Here’s a summary of what was discussed in the meeting, prepared under Chatham House Rule:
Our next DBA Members’ Forum is on Tuesday 2 December at 4pm GMT.
Building strong relationships is about meeting each other’s needs, being valuable, and ultimately becoming indispensable.
But being indispensable isn’t about doing more — it’s about doing what truly matters.
It’s easy to fall into a reactive rhythm with clients. They call, you answer. They say, “Can you just…” and you say yes because saying no feels like closing a door. Yet every “yes” adds another task with no job number, no scope, and often, no strategic return.
The truth is, growth-building relationships aren’t created through reactivity. They’re built on value — on the kind of partnership that helps clients think, decide, and move forward with confidence.
The goal is to become the person your client calls when they need a sounding board, a strategic challenger, or a trusted ally to help them evaluate choices, handle risk, or navigate internal politics. That kind of indispensable partnership doesn’t just happen — it’s built intentionally and strategically.
And at the heart of it lies trust.
Trust grows when you consistently demonstrate the right partnership behaviours.
1. Be business-minded
Show that you understand business — their business, your business, and the business of doing business. Demonstrate that you recognise the weight of their world: the commercial pressures, the accountability, the career stakes.
Then use your expertise to solve real business challenges, not just creative ones. When clients see that you grasp both the logic and emotion of their commercial reality, they start to see you as someone who’s in it with them, not just working for them.
2. Speak the right language
Respect the time-short, outcomes-oriented environment your clients operate in. Lead with impact, not process. Talk about the difference your recommendations will make — not the steps involved in getting there.
Process belongs to project managers; outcomes belong to partners.
Be succinct, confident, and clear. Land your key point quickly — the “how” can come later. When you respect their time and decision-making context, you earn credibility.
3. Be proactive
Anticipate needs before they surface. Understand your clients’ world well enough to spot risks, opportunities, and misalignments before they do. Don’t wait for instruction — bring ideas, insights, and perspective. Share what you’re seeing in other sectors. Flag issues early.
Clients want agencies that lead, not those that merely deliver. Proactivity shows investment — it signals that you care about their success beyond the brief.
4. Be emotionally intelligent
Partnership is built on emotional awareness as much as strategic acumen. Understand and manage emotions — yours and theirs — to build trust and navigate challenges. Recognise how your tone, timing, and attitude shape their perception of you and your agency. Listen for what’s unsaid as much as what’s spoken.
It’s about tuning into how the client feels, not just what they say. When ambiguity arises, check it. Clarify it. Emotional intelligence turns friction into flow.
5. Be agile
Agility isn’t about saying yes to every change request. It’s about responding with curiosity and flexibility. Ask why. Reframe to test the purpose and desired outcome. Think inventively about how to deliver what’s needed in smarter, more effective ways.
Being agile means adapting fast — but always with intention, not reaction. The most trusted partners respond to change without losing clarity or direction.
Partnership isn’t about over-servicing; it’s about over-delivering on value. It’s about knowing when to say yes, when to question, and when to lead.
Because when clients experience that level of partnership — where you help them think, not just act — you don’t need to prove your indispensability. You already are.