At this year’s ANA Advertising Financial Management Conference, one message came through loud and clear: the relationship between advertisers and agencies is under significant strain—and if we want better work and better outcomes, something has to change.
That sentiment resonated deeply with us at Cortex. A recent client confided that, after several years with the same agency, trust had completely eroded. Not because of one catastrophic event—but due to an accumulation of small misalignments, unclear expectations, and a growing sense that the partnership was no longer collaborative or transparent.
Sadly, this isn’t an isolated story. We hear it all too often.
Where Relationships Break Down
At Cortex, we frequently see these issues rooted in one core problem: misalignment. It’s rarely driven by bad intent. Instead, it stems from vague contract language, loosely defined scopes, and ambiguous performance metrics.
What starts as a flexible “we’ll figure it out together” mindset can quickly become problematic when business needs shift, team members change, or results are questioned.
What the ANA Conference Got Right
The recent ANA AFM conference spotlighted several tangible ways to reset these relationships—and we agree with many of them:
- Transparent compensation models build trust. When both sides understand what drives costs and margins—and when compensation is linked to performance—the conversation becomes more constructive. We’ve even heard agencies tell clients, “we don’t make any money off your account.” But unless specifics around staffing, salaries, overhead, and markup are shared, it’s hard for advertisers to trust that statement.
- Clear contracts set the tone. Contracts should spell out the “how” behind scopes of work, ownership rights, staffing plans, and KPIs. As contract auditors, we’ve seen how a well-structured agreement can reinforce accountability and prevent surprises. Often, the master service agreement (MSA) is solid—but later addenda for new lines of business introduce confusion, gaps, or even conflicting terms.
- Internal alignment comes first. Misalignment within the advertiser’s own organization—across procurement, finance, marketing, and media—can cascade down and strain the agency relationship. For example, if procurement is focused on cost-cutting while marketing wants to maximize impact, the agency is left trying to navigate conflicting priorities. Are internal stakeholders aligned on KPIs? Are you aligned on how you define and measure hard vs. soft savings? That shared understanding needs to come first—and be clearly communicated to the agency. Agencies often do not understand what companies are measuring regarding their performance – and how it is being measured (and managed) client-side. Clients need to share the specifics, and agencies need to take the time to understand this for each client.
- Human connection still matters. Several speakers, including those from The Martin Agency, emphasized that virtual tools can’t replace the rapport built through real conversation, shared space, and honest feedback. Advertisers should also acknowledge the inherent power dynamic in the relationship. When there’s mutual trust and respect, feedback becomes two-way—and problems are addressed early, before they escalate.
What Advertisers and Agencies Can Do Now
Here are three practical steps we’ve seen make a difference:
- Audit the contract—regularly. Don’t just file it away after signing. Sit down annually to review what’s working, what’s unclear, and where expectations need to evolve. The contract should be a living document, not a static one.
- Define success with precision. It’s not enough to say “drive media savings” or “increase premium placements.” Agencies want to deliver results—but need clear, specific, and realistic goals. Ensure metrics are well-defined and aligned to the available investment and media mix. Agencies need to ask, “how are you evaluating what we do?” and understand how results are measured for each client.
- Create space for proactive reflection. Many relationships default to reactive check-ins. Instead, build in semi-annual or quarterly discussions that bring key players from both sides to the table. Talk about what’s working, what’s not, and what’s next—before small issues snowball into bigger problems.
Final Word
Advertiser–agency relationships thrive on clarity, accountability, and shared purpose. And when those things are missing, the partnership inevitably falters.
At Cortex Media, we don’t just audit media and contracts—we help our clients strengthen the foundations of trust, alignment, and long-term value. Because better relationships drive better performance. And better performance drives better business.
Let’s move from transactional to transformational—together.
Need help rebuilding your agency relationship? Reach out to us here at Cortex.