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AI is changing the agency landscape faster than most owners can keep up with. Tools are popping up daily, clients are asking if rates should drop, and your team is either fired up or freaked out. Today's featured guest talks about what it takes to build an agency that thrives in a world obsessed with shiny new tech, where the edge is not more tools. It is better leadership, human connection, and an incubator mindset that keeps them ahead without drowning in the noise.

Michael Davern is the CEO of Incept, an AI-enhanced, digital-first agency that has been around for a decade. Today, his agency blends automation, machine learning, and human-centered strategy to help enterprise clients grow with clarity and smart execution.

He is an early adopter who still believes the real edge is human connection and wants to encourage agency owners to really think about who should lead.

In this episode, we'll discuss:

• AI-enhanced vs. AI-first: what actually creates agency value.

• Leading an agency through rapid AI change.

• Why human-first agencies win in the long run.

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Before agency life, Michael spent years in corporate America and even longer in the music industry as an artist development rep. That career went up in flames when the label collapsed and no one got paid. After a brief return to corporate, he approached his now business partner with an idea to sell text message marketing, and suddenly he was an entrepreneur learning the agency game the hard way. Early on he chased small business clients with $49 starter packages and cheesy platinum tiers. Nobody wanted it. The market did not understand text marketing yet and the value was unclear.

Everything changed when an enterprise vendor in the Medicare insurance space let them into their workflow. Overnight texting became a revenue driver. That win opened the door to more enterprise relationships and pushed them to expand far beyond their original niche. What started as a simple vendor relationship ballooned into a full service digital agency. With time, growth came from necessity and opportunity, not a master plan. Michael admits they were often too early to the game, but that curiosity and experimentation kept them alive long enough to get good.

Plenty of agencies slap "AI-first" on their website. Michael prefers to say "AI-enhanced" since "AI-first" implies handing the keys to robots or machines. That is not what his agency does.

Instead they use AI to enhance execution. They were early with automation, early with machine learning through the IBM Watson test program, and early with programmatic bidding when DSPs were still new. Those experiments shaped how they work today. Now, they use all this knowledge to save money, time, and drive better results for clients.

Clients are not paying for prompts or tools. AI lets the team save time, move faster, and stay in the lab testing new options without drowning in busywork. In Michael's view, agencies are not competing on deliverables anymore. They are competing on thinking.

There is a tool for everything now and most of them promise the world and deliver nothing. Michael believes the real threat is not AI taking jobs. It is crappy tools cluttering decision making and distracting agency owners from what matters.

To keep his team sharp, he sets an AI budget for every employee at his agency. Everyone is encouraged to experiment, explore, and bring ideas back to the incubator. On Fridays, they compare notes. What worked. What flopped. What needs more testing. That culture of curiosity is what keeps them out in front rather than scrambling to catch up.

Nineteen months ago, Michael made a call. The company was going all in on AI enhancement. He sat the team down and said, "This is where we are heading." If anyone was uncomfortable, they could talk privately or get help transitioning to a different job. Not one person left.

Clarity breeds confidence. When owners waffle or delay, their team feels it. When owners point the ship and support the crew, people dig in. Michael's team embraced experimentation because they were given structure, purpose, and room to contribute.

And because of that leadership, his agency now runs on flat rate pricing tied to outcomes. They killed the old hourly model and their clients love them for it.

When was the last time you met in person with any of your top five clients? That's the type of effort they'll remember. Michael's team meets every top client in person at least quarterly. Their average client lifetime is just under seven years, which is unheard of when the industry average is barely over a year. Real relationships create real retention. When you have shared a meal, a drink, and actual time together, you are not just a vendor. You are a partner. And partners do not get replaced by the next AI First agency trying to undercut your price.

The real advantage for your agency will be transparency and the ability to provide a personalized service. AI will give you more time to work on strategy, but you still have to offer the best client experience you can. Ultimately, clients are paying for more brain and less execution, "and doesn't everyone want that?" Michael asks.

Another theme Michael returns to is knowing when to say no. Early on, every agency chases whales. The bigger the better. Then you land one and realize it might sink the whole boat.

Maturity is learning to pass on the wrong fish or hand them off to someone who is better built for it. Agencies do not need hundreds of clients. They need the right fraction of the market that values what they do. When you protect your focus, your retention goes up and your stress goes down.

Michael's agency grows steadily because they stack clients instead of scrambling to replace them. The only clients they lose are the ones who stop paying their bills.

Agencies talk a big game about innovation, but most owners are stuck riding a bike with square wheels and they refuse to get off, Michael says.

This is the trap most agency owners fall into. They are too busy to innovate, too stuck to delegate, and too overwhelmed to lead. For him, the answer is simple. Get off the bike. Set the direction, and build the space for experimentation, because the future is coming whether you want it or not.

Who should lead experimentation when the owner is overwhelmed?

Michael believes someone has to claim the role, plant a stake, and move. At his agency, he oversees the incubator, but several team members drive the work. Your lead developer will experiment with different tools than your creative director. Your strategist will explore different workflows than your media buyer. Give them a budget. Give them a purpose. Give them ownership.

The biggest mistake is waiting for someone else to figure it out. Agencies that delay will be crushed by owners who are willing to get to work and figure this technology out.

Follow your curiosity. For agency owners stepping into that role, Michael suggests absorbing everything you can and staying curious. And for those who are further down in the ladder but still want to lead experimentation with new technologies: speak up and volunteer. If you're in a culture where that experimentation is not embraced, then maybe it's time to leave.

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