Big mistake.
That’s pretty much the way I think about that evening now, at least when it came to my career at the agency.
Jesse Peters, it turns out, wasn’t pleased that Vivian had avoided him, and by the following week, a distinct cooling breeze began flowing from his office toward mine. It was subtle at first; when I saw him in the hallway on the Monday following the party, he walked past with a curt nod, and during a creative meeting a few days later, he asked everyone questions but me. Those types of minor snubs continued, but because I was buried in yet another complex campaign – for a bank that wanted a campaign centered on integrity but that also felt new – I thought nothing of it. After that came the holidays and because the office was always a bit crazed at the beginning of a new year, it wasn’t until the end of January when I registered the fact that Jesse Peters had barely spoken to me for at least six weeks. At that point, I began swinging by his office, but his assistant would inform me that he was on a call or otherwise busy. What finally made me understand the depth of his peevishness with me came in mid-February, when he finally made time to see me. Actually, through his secretary, and then mine, he requested to see me, which essentially meant I had no choice. The firm had lost a major client, an automotive dealer with eight locations throughout Charlotte, and it had been my account. After I walked him through the reasons I thought the client had chosen another firm, he fixed me with an unblinking stare. More ominously, he neither mentioned Vivian nor asked about her. At the conclusion of our meeting, I walked out the door feeling much like the executives I used to feel superior to, the ones I’d seen teetering on the edge of a nervous breakdown. I had the sinking feeling that my days at the Peters Group were suddenly numbered.
Even harder to bear was the fact that it wasn’t because of anything I did or didn’t do for the auto dealer – a man in his late sixties – that made him leave. I’ve seen the print ads and commercials from the agency that took over the account and I still believe that our ideas were more creative and more effective. But clients can be fickle. A downturn in the economy, change in management, or simply the desire to cut expenses in the short run can lead to changes that affect our industry, but sometimes, it has nothing to do with business at all. In this case, the client was going through a divorce and needed money to pay for the settlement; cutting advertising for the next six months would save him more than six figures, and he needed to hoard every penny, since his wife had hired a notoriously cutthroat lawyer. With court costs rising and a nasty settlement in the making, the guy was trimming every expense he could, and Peters knew it.
A month later, when another client pulled the plug – a chain of urgent care clinics – Peters’s displeasure with me was even more evident. It wasn’t a major client – frankly, it barely classified as even a medium client – and the fact that I’d signed three new clients since the beginning of the year seemed to matter to him not at all. Instead, after again summoning me, he ventured aloud that “you might be losing your touch” and that “clients may have stopped trusting your judgment.” As a final exclamation point to the meeting, he called Todd Henley into the office and announced that from that point on, we’d be “working together.” Henley was an up-and-comer – he’d been at the agency five years – and though he was somewhat creative, his real skill was navigating the political waters of the agency. I’d known he was gunning for my job – he wasn’t the only one, but he was the most sycophantic of the bunch. When he suddenly began spending more time in Peters’s office – no doubt claiming more credit than he deserved for any ad campaign we were working on – and leaving with a self-satisfied smirk I knew I had to start making plans.
My experience, position, and current salary didn’t leave many options. Because Peters dominated the advertising industry in the Charlotte area, I had to cast a wider net. In Atlanta, Peters was number two in the market and growing, gobbling up smaller agencies and landing new clients. The current market leader had gone through two recent transitions in leadership and was now in a hiring freeze. After that, I contacted firms in Washington, D.C., Richmond, and Baltimore, thinking that being closer to Vivian’s parents would make the move from Charlotte more palatable to Vivian. Again, however, I couldn’t land so much as an interview.
There were other possibilities, of course, depending on how far away from Charlotte I’d be willing to move, and I contacted seven or eight firms throughout the Southeast and Midwest. And yet with every call, I also grew more certain that I didn’t want to leave. My parents were here, Marge and Liz were here; Charlotte was home for me. And with that, the idea of starting my own business – a boutique advertising agency – began to rise from the ashes like the mythical phoenix. Which, I realized, also happened to be a perfect name…
The Phoenix Agency. Where your business will rise to levels of unprecedented success.
All at once, I could see the slogan on business cards; I could imagine chatting with clients, and when visiting my parents, I casually mentioned the idea to my father. He told me straight out that it wasn’t a good idea; Vivian wasn’t thrilled about it either. I’d been keeping her informed about my job search and when I mentioned my idea for the Phoenix Agency, she’d suggested I try looking into New York and Chicago, two places I considered nonstarters. But still, I couldn’t shake off my dream, and the advantages began to tumble through my mind.
As a solo operator, I’d have little in the way of overhead.