Bringing structure to impact in a purpose-led agency
Summary
Avery & Brown is a purpose-led marketing agency where impact mattered from the start, but as the business grew it became harder to see how different strands of work fitted together. Through a Theory of Change process, we created a clear impact roadmap that now guides client selection, internal decisions and how the agency communicates its purpose.
The challenge: from values to structure
Avery & Brown is a sustainable marketing agency working with purpose-driven B2B businesses. From the beginning, impact mattered. The team wanted to create positive change for people and planet through the clients they support and through how they operate as a business.
Impact was present from day one, but as the agency grew and refined its niche, it became harder to see how different strands of activity fitted together. Client work, internal practices and wider commitments all reflected strong values, but the overall pathway to impact was not clearly defined.
The team wanted a clearer framework that could guide decisions, support communication and ensure that the business strategy stayed aligned with the change they aimed to create.
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The process: making impact visible and usable
I worked with the team to co-develop a Theory of Change that clarified what impact means for Avery & Brown, who they aim to serve, and how their work contributes to change.
The process combined structured thinking with a format that suited their culture. In a facilitated workshop we mapped out their impact journey visually, exploring how client work, internal practice and wider commitments connect to the outcomes the business wants to achieve. The goal was to make the impact pathway visible on one page. For a team that thinks creatively, this mattered.
By the end of the process, the team had a clear visual representation of their impact methodology and how it links to their business model. This provided something that could be shared internally, used in conversations with clients and stakeholders, and integrated into impact reporting.
What shifted
The team now has a shared view of the change they are trying to create and how different parts of the business contribute to it. Mapping the pathway in detail brought ideas to the surface that had not previously been fully articulated and helped the team see how the different strands of the agency fit together.
This has made conversations about impact more consistent and more practical. Because the model is written down and agreed, discussions about strategy, priorities and trade-offs are easier to navigate.
One of the most immediate practical effects was on client selection. A clearer set of impact pillars sharpened discussions about client fit, and decisions about who to work with are now more closely aligned with the agencies purpose.
The Theory of Change also strengthened how the agency communicates its work. It provides language and structure for impact reporting, recruitment and stakeholder conversations.
For a small business, time is a real constraint, and the process required space for reflection.
The team recognised, however, that the clarity gained will save time in the long run. Meetings about impact are more focused, decisions are better grounded, and the agency now has a framework that will guide its development for years to come.
As one founder reflected, they wished they had done this in their first year of the business.
Our Theory of Change - Avery Brown