By James Smith CEO as originally features in Campaign
Transitioning from an associate to chief executive, even after two other C-suite roles, was a seismic shift — one that even 13 years with the company hadn’t fully prepared me for. Overnight, I went from a teammate with a voice at the table to the final voice in the room; the one whose decisions would carry the weight of the company’s future.
It’s a role I’m grateful for, but there’s no denying that taking on this role has been both exhilarating and humbling in ways I never anticipated. It’s required me to grow, to let go and to face some uncomfortable truths about leadership.
The loneliness of leadership
I’ve always valued camaraderie, those moments of openness and easy conversation with teammates. But there’s a shift when you become the chief executive. Friends I used to bounce ideas off now see me as the decision-maker, and conversations that once felt spontaneous have taken on a formality.
Transitioning from an associate to chief executive, even after two other C-suite roles, was a seismic shift — one that even 13 years with the company hadn’t fully prepared me for. Overnight, I went from a teammate with a voice at the table to the final voice in the room; the one whose decisions would carry the weight of the company’s future.
It’s a role I’m grateful for, but there’s no denying that taking on this role has been both exhilarating and humbling in ways I never anticipated. It’s required me to grow, to let go and to face some uncomfortable truths about leadership.
The loneliness of leadership
I’ve always valued camaraderie, those moments of openness and easy conversation with teammates. But there’s a shift when you become the chief executive. Friends I used to bounce ideas off now see me as the decision-maker, and conversations that once felt spontaneous have taken on a formality.
One of the biggest challenges has been adjusting from teammate to management while staying true to myself. Here, there’s no option to reinvent myself like there might be if I had moved to a different agency. Everyone’s known me for years, so every change, every decision, has to come from an authentic place. It’s a tough ask, hoping those around me understand that the responsibility isn’t about distance, but doing what’s best for the team and the company.
The weight of responsibility
In this role, you realise there’s no longer anyone above you to turn to for that final decision or to soften the impact of a tough call. Even with a solid team, at the end of the day, the final responsibility lies with you.
Moving from contributing to the strategy to steering it brings an intensity I didn’t fully appreciate until I was in the seat. When everyone’s looking to you for direction, the stakes feel exponentially higher, and with that comes a deeper, humbling sense of accountability. There’s little room for error, and it’s a pressure that takes time to get comfortable with.
Navigating internal politics
There’s an art to navigating relationships between ownership, shareholders and team members. The challenge is in finding the right balance between transparency and shielding people from unnecessary worries. I’ve had to become a gatekeeper in ways I hadn’t expected, deciding what to share and what to keep close.
My instinct is to be as open as possible, but I’ve learned that sometimes the best thing I can do is quietly shoulder certain burdens, so others can stay focused. It’s one of the ways I can protect the team, even when they may not see it.
Building a strong team from familiar faces
A chief executive is only as strong as the team around them, and I’ve been fortunate to work alongside people I know and trust. But shifting from a peer to a leader means sometimes making tough calls about what’s best for the business, even when that means difficult conversations with people you’ve known for years.
Like a football team, each person has their position and strengths, and my job is to align those strengths to keep us moving forward. It’s not always easy, but it’s the only way we’ll grow together.
Letting go of the day-to-day
I never expected that stepping away from client work and the daily challenges I’d loved for years would feel so bittersweet. Getting into the nitty-gritty of problem-solving and ideation has been at the core of my journey here and letting go wasn’t easy.
It’s been an exercise in trust — trusting that the team will carry on our vision and that I can focus on steering us in the right direction. Letting others lead and shine in areas I once managed isn’t just necessary; it’s a reminder that sometimes growth means letting go.
Embracing a new kind of leadership
One of the biggest surprises has been the pastoral side of the CEO role; offering guidance on professional and personal matters, giving advice I’d never imagined I’d be called on to give. People look to you for answers, and it’s a vulnerable feeling, hoping that what you share will genuinely help.
I’ve learned that people respond best to honesty, even if the “right” answer isn’t always clear. In those moments, it’s about speaking from experience and trusting that your perspective has value.
The challenge of managing expectations
There are only so many hours in the day, and there are times I simply can’t meet everyone’s expectations. I’ve had to make peace with the fact that this role requires prioritising, and sometimes that means missing out on conversations with clients or mentoring team members who’ve been close to me for years.
The desire to be there for everyone is real, but so is the reality that it’s impossible to be everywhere at once. My focus now is on honest communication, setting realistic expectations, and understanding that while I can’t please everyone, I can always be upfront.
On a personal level, balancing life as a 30-something CEO comes with its own set of challenges. Leading a company is a big commitment, but I also value relationships, family, and friends. Some weeks, the tug between work and personal life feels constant, and I’m still learning to make room for both. It’s a work in progress, but I aim to stay present in each.
As I continue to grow into this role, I’m reminded that leadership is about balance: honouring the relationships that have shaped me, steering the agency forward and leading with integrity. It’s not easy, but if there’s one thing I know, it’s that the journey is worth every step.