Adam Graham works on new business for B2B agencies, sharing advice on sales cycles, pipeline systems and helping buyers make decisions. Graham also chairs the BIMA New Biz Peer Group and runs agency new-business events.
Adam Graham is useful for speaking or content collaboration on B2B agency new business, sales cycles and pipeline systems.
Best for
B2B agency new-business consultancy or industry association seeking speaking or content collaboration.
Not for
Consumer brand or app-install campaign seeking paid LinkedIn sponsorship, celebrity-style ambassador post or short-term lead-volume promise.
Key takeaways
Longer agency sales cycles: follow the buyer's process instead of forcing your own.
Stop asking how to shorten the sales cycle; ask how to be more valuable throughout it.
A thin pipeline is usually a system problem, not a lead problem.
Check first: Confirm recent results from comparable content and audience demographics before contacting them.
Main ideas
Longer agency sales cycles: follow the buyer's process instead of forcing your own · Stop asking how to shorten the sales cycle; ask how to be more valuable throughout it · A thin pipeline is usually a system problem, not a lead problem
Adam Graham shares practical advice for B2B agency new business: how to handle slow sales cycles, diagnose stalled deals and build a steadier pipeline.
The posts draw on discussions at the BIMA New Biz Peer Group and on agency problems such as unclear positioning, unreliable outreach and CRM systems teams do not trust.
Follow their work for grounded ways to understand what is holding a sale back without pressuring buyers who are not ready.
Graham connects buyer behavior to the systems behind agency sales.
When prospects ask for more leads, they point out that the deeper issue may be an unclear proposition, a weak sales process or a team unable to convert opportunities.
Their advice: diagnose before promising a fix, give buyers useful reasons to stay engaged, and judge readiness partly by how quickly they act.
They make the ideas concrete: ask about the buyer’s process, offer a useful workshop or diagnostic, and build a communication cadence instead of repeatedly checking in.
The New Business Reset post applies the same systems focus to pipeline planning and documents a live workshop format.
Adam Graham's short-form writing returns to one problem: agency new business slows because agencies sell on their own timetable.
Read more
Across three LinkedIn posts, they argue that buyers are taking longer and involving more people, that agencies should become more useful across that longer process rather than push harder, and that a thin pipeline is usually a system problem rather than a lead problem. A related theme is uncomfortable honesty: naming the real constraint can stall a deal, but helping a buyer see the cost of standing still is the work.
Longer agency sales cycles: follow the buyer's process instead of forcing your own
Graham reports the same pattern from the BIMA New Biz Peer Group they chair: tighter budgets, more people involved in decisions, slipping RFP dates and promising conversations that drag on.
Read more
The answer is not more pressure.
Agencies jump to solutions, technical detail or proposals before the buyer is ready.
Instead, ask directly about the buyer's process: "what's your buying process?"
Then match the buyer's pace, not the agency's.
The BIMA New Biz Peer Group session Graham chaired, and the question they urge agencies to ask: "what's your buying process?"
Graham does not trade volume for patience.
In the same post, they say that when sales velocity slows, agencies probably need more entering the top of the funnel, making CRM discipline more important.
The two ideas work together rather than replacing each other.
Stop asking how to shorten the sales cycle; ask how to be more valuable throughout it
Rather than compressing the sale, Graham wants agencies to build credibility before an opportunity exists through PR, events, roundtables, thought leadership and useful content.
Read more
They recommend keeping up a communication cadence so people hear from the agency for a reason, not another "just checking in".
They also urge agencies to ask harder questions about need, readiness and decision-making, and give buyers smaller ways to experience the firm: the minimum offer that delivers maximum value, such as a workshop, roundtable, diagnostic or small piece of work.
That can build trust in a way a proposal cannot.
Their takeaway is the reframe itself.
"How did we get here?" can restart a stalled conversation. Agencies should stop asking how to shorten the cycle and start asking how to become more valuable throughout it.
A thin pipeline is usually a system problem, not a lead problem
Writing ahead of Q4, Graham describes a familiar pattern: new business slips as client work and pitches pile up, and January arrives with a thin pipeline.
Read more
Referrals come in waves, outreach happens when someone finds a spare hour, positioning is nearly right but not quite, and nobody trusts the CRM.
Nothing is broken enough to force a fix, so the pattern continues.
The argument: agencies should fix how new business runs rather than buy more leads.
The New Business Reset in Manchester on 25 November, run with the Alliance of Independent Agencies after a Summer Reset, offers an afternoon away from client chaos to examine how new business actually works.
Attendees leave with a Q1 plan they can use straight away.
Spaces are capped to make it feel like a conversation rather than a lecture.
Dan Archer of Suprpwr and Marcus Elliott Brown of The Great Pitch Company are joining Graham.
Honest diagnosis can slow a sale, so help buyers see the cost of standing still
Graham raises an uncomfortable possibility: complete honesty can sometimes make a sale harder.
Read more
An agency asking for more leads wants to hear that outreach will launch and roughly how many meetings it will generate.
But the real constraint may be an unclear proposition, a messy CRM, a sales process needing work, insufficient capacity to convert, or marketing that is not compelling enough.
Buyers retreat to "sort the website first" or "wait until things calm down".
Graham argues that urgency cannot be manufactured for someone who is not ready, but good selling means helping them understand the cost of standing still.
They see deal velocity as one of the strongest buying signals and note that clients who work best with their firm tend to move quickly.
The people Graham says their firm has been speaking to for six years without seeing them fix the underlying problem, despite arriving wanting a simple lead-generation answer.
Answers the question “what does Adam Graham actually advise when deals slow down?”
Read more
Start here for the fullest single statement of themes that recur across the other posts: buyer-side process, smaller-value entry points and patience over pressure.
Graham reports from chairing the BIMA New Biz Peer Group, where members described the same pattern: more budget scrutiny, more people involved in decisions, slipping RFP dates and conversations that drag without moving.
The advice is practical: ask buyers “what's your buying process?” instead of pushing your own.
Offer the smallest thing that delivers real value, such as a workshop, roundtable or diagnostic, because it can build trust a proposal cannot.
Use PR, events and useful content to build familiarity before an opportunity exists.
Keep a communication cadence instead of sending another “just checking in”.
Ask harder questions, including “How did we get here?”.
If velocity drops, put more volume into the top of the funnel.
The post's clearest line reframes the goal: stop asking how to shorten the sales cycle and start asking how to become more valuable throughout it.
For brands planning a campaign
For consultancy and agency audiences, this offers a ready-made session topic and concrete hooks—longer cycles, buyer-side process and small-value entry offers—for a workshop, webinar or written collaboration.
Answers the question “what does Graham think actually stalls deals?”
Read more
Read it for the diagnostic side of the practice, not just the tactics, and to see why the fix is often bigger than the buyer's initial request.
Graham describes a familiar frustration: a prospect agrees with almost everything, likes the solution, discusses budget and gives the right buying signals, but then nothing happens.
One uncomfortable possibility is that complete honesty can make a sale harder.
When an agency asks for more leads, the easy answer is to promise outreach and estimate meetings.
But the real problem may be an unclear proposition, a messy CRM, a weak sales process, a team without capacity to convert, or marketing that is not compelling enough.
Buyers retreat to “sort the website first” or “wait until things calm down”.
They note conversations that have lasted six years without the underlying problem being fixed.
The conclusion: you cannot manufacture urgency for someone who is not ready, but good selling means helping them understand the cost of standing still.
Graham treats deal velocity as one of the strongest buying signals.
For brands planning a campaign
This makes the case for leading with a diagnostic rather than a lead-generation promise, with a specific angle for a talk or article on qualifying readiness and naming the cost of delay.
Answers the question “how does Graham frame the fix, and what does the live format look like?”
Read more
Read it for the in-person side of the practice and the organisations and co-hosts involved.
Writing ahead of Q4, Graham describes how new business slips while client work and pitches pile up, leaving January with a thin pipeline.
The diagnosis: it is rarely a lead problem and usually a system problem.
Referrals arrive in waves, outreach happens when someone finds an hour, positioning is nearly right and the CRM is not trusted.
None of it is broken enough to force a fix, so it carries on.
The post announces The New Business Reset in Manchester on Wednesday 25 November, run with the Alliance of Independent Agencies and joined by Dan Archer of Suprpwr and Marcus Elliott Brown of The Great Pitch Company.
Spaces are capped to make it feel like a conversation rather than a lecture, and attendees leave with a Q1 plan they can use straight away.
For brands planning a campaign
This is the clearest evidence of the live format: an afternoon workshop with partner organisations and named co-hosts. It offers a natural template for a brand or agency to sponsor or co-run.
Longer agency sales cycles, and the case for following the buyer
Graham's recurring observation is that agency sales cycles have stretched: more budget scrutiny, more people involved in the decision, RFP dates slipping, and conversations that drag on even when the opportunity looks promising.
Read more
Their stated answer is not to push harder but to ask about the buyer's own process — "Stop trying to force your sales process onto their buying process" — and to ask people directly what their buying process is. They argue agencies often jump to solutions, technical detail or proposals before the buyer is ready.
For brands planning a campaign
A collaboration built around fast, single-stakeholder decisions would sit awkwardly with what Graham tells agencies. Content and formats aimed at slow, multi-stakeholder evaluations — diagnostics, roundtables, small pieces of work — match their stated view of how agency sales actually move.
Familiarity, cadence and becoming more valuable through the cycle
Graham advises agencies to build credibility before an opportunity exists, using PR, events, roundtables, thought leadership and useful content, and to keep a communication cadence rather than sending another "just checking in".
Read more
They also push harder questions about need, readiness and decision-making, including the blunt "How did we get here?" Their stated takeaway is to stop asking how to shorten the sales cycle and start asking how to become more valuable throughout it.
Graham grounds the argument in the BIMA New Biz Peer Group they chair, saying the themes came out of that session and that they have chaired the group for six years.
For brands planning a campaign
A content or speaking engagement that offers a genuinely useful diagnostic or small-value experience — not a pitch — is consistent with the approach Graham describes and the peer-group format they work in.
Pipeline problems are usually system problems, not lead problems
Writing ahead of the Manchester workshop, Graham describes the familiar pattern of agency leaders deferring new business until the new year and finding a thin pipeline in January.
Read more
Their framing is that this is "rarely a lead problem, it's usually a system problem": referrals arrive in waves, outreach happens when someone finds a spare hour, positioning is nearly right, and the CRM is there but nobody trusts it. None of it is broken enough to force a fix, so it carries on.
Graham does not treat systems and volume as either/or. In the sales-cycle post they also say that if sales velocity slows, agencies probably need more volume entering the top of the funnel, which makes CRM discipline more important.
For brands planning a campaign
A collaboration that treats lead generation as the whole answer would miss the diagnosis Graham repeats. An angle about fixing how new business runs — positioning, CRM trust, cadence — is closer to their stated subject matter.
Honest diagnosis, the cost of standing still, and deal velocity
In a post about prospects who agree with almost everything and then go quiet, Graham raises an uncomfortable possibility: being completely honest can make a sale harder.
Read more
The agency asking for more leads may actually need a clearer proposition, a working CRM, a functioning sales process, or capacity to convert.
They say urgency cannot be manufactured for someone who is not ready, and that good selling means helping someone understand the cost of standing still.
They add that deal velocity is one of the strongest buying signals, and note clients who work best with their firm tend to move quickly.
For brands planning a campaign
A campaign aimed at the straightforward version of a problem — for example "more leads" — is less aligned than one that gives Graham room to reframe the problem. Content about diagnosing the real constraint and the cost of delay fits their material.
Graham's own formats are small and discussion-led.
Read more
They are running The New Business Reset in Manchester on Wednesday 25 November in partnership with the Alliance of Independent Agencies, following a Summer Reset, described as an afternoon away from client chaos to examine how new business actually works and to leave with a Q1 plan that can be used straight away.
Dan Archer of Suprpwr and Marcus Elliott Brown of The Great Pitch Company join them, and spaces are capped so it feels like a conversation rather than a lecture.
They also chair the BIMA New Biz Peer Group.
For brands planning a campaign
A speaking or workshop collaboration is a more natural fit than a broadcast placement. Their existing formats are capped, practical and leave participants with something usable, so a proposed session should offer a working takeaway rather than a keynote slot.
The posts name two industry relationships: Graham chairs the BIMA New Biz Peer Group and runs the New Business Reset workshop in partnership with the Alliance of Independent Agencies.
Read more
Two named speakers join Graham at that workshop.
The posts refer to Graham’s own new-business work as "we" but do not name the business.
Ask which business the posts refer to and whether it has an employer, ownership, client, sponsorship, affiliate or investment relationship.
BIMA (British Interactive Media Association)
Mention
Adam Graham says they chaired the BIMA New Biz Peer Group, an industry peer group for agency new-business people, for six years, giving them a convening role among agency sales leaders.
Read more
Original disclosure
Last week I chaired the BIMA (British Interactive Media Association) New Biz Peer Group (can't believe I've been doing this 6 years!!)
Adam Graham's New Business Reset workshop in Manchester, held on Wednesday 25 November in the same format as an earlier Summer Reset, is run in partnership with the Alliance of Independent Agencies.
Read more
Attendance is capped to keep it conversational rather than lecture-style. The workshop covers how an agency's new business works and a Q1 plan.
Original disclosure
That's why we're running The New Business Reset in Manchester on Wednesday 25 November in partnership with the Alliance of Independent Agencies.
Dan Archer from Suprpwr is named as one of two speakers joining Adam Graham at the New Business Reset workshop, making Suprpwr a co-presenting participant rather than a sponsor or client.
Read more
Original disclosure
Dan Archer from Suprpwr and Marcus Elliott Brown from The Great Pitch Company are joining me.
Adam Graham writes about why agency new business moves more slowly than agencies want, and what actually helps.
Read more
The clearest entry point is the post on longer sales cycles and the BIMA New Biz Peer Group they chair: more budget scrutiny, more people in the decision, RFP dates slipping, and the advice to stop forcing your sales process onto the buyer's and ask what their buying process is.
From there, follow two threads.
The first is diagnosis — why a thin pipeline is usually a system problem rather than a lead problem, and why naming the real constraint (an unclear proposition, a CRM nobody trusts, a team without capacity to convert) can stall a deal even when it is the right thing to say.
The second is format: Graham works in capped, discussion-led settings, and their writing about The New Business Reset workshop in Manchester shows what they mean by a session that leaves people with a plan they can use.
Readers who want practical new business thinking rather than inspiration will find the material direct and specific.
Their posts name the buyer behaviour they keep meeting, give a small number of actions, and end with a question to the reader, so the comment threads are often as useful as the posts.
For agency pipeline building, start with the sales-cycle and pipeline posts; workshop announcements show how they prefer to work with people.
Clark works the same timing problem from the buyer's side: he cites research that the average B2B buying cycle runs about 10.1 months and that most technology buyers already knew the product they bought before they started researching.
Read more
He argues awareness and engagement have to begin long before an opportunity reaches the CRM.
Like Graham, Clark tells sellers that waiting for the buying moment is too late and that pipeline work is a system rather than a burst of activity.
Both write short LinkedIn posts that open with a claim from research or from a client room and then draw the implication for the seller.
Clark's frame is wider B2B and technology go-to-market, with an emphasis on outbound engines, business signals and data-driven decisions.
He writes as a go-to-market practitioner for CEOs and CROs.
Graham stays inside agency new business specifically, and they offer more often a conversation format — a diagnostic, a roundtable, a peer group — than a scaled outbound motion.
Silverwood writes about getting properly involved in how a business sells rather than offering advice from a distance: understanding where growth will come from, challenging the sales plan and pipeline, checking whether the team has capability or training gaps, and bringing structure, focus and accountability.
Read more
Graham covers the same ground when they say a thin pipeline is usually a system problem and that position, CRM trust and cadence matter more than more leads. Both also argue for restraint — Silverwood on saying no or not now, Graham on not chasing buyers who are not ready.
Silverwood works inside individual growing businesses as a fractional sales director, and his subject is prioritisation and focus for the managing director or founder. Graham's subject is the agency new business function itself, and they work through shared sessions with peer groups and workshops rather than embedded fractional support.
Stoltenow writes about the moment Graham keeps returning to: the deal that looks agreed and then goes quiet.
Read more
His answer is to stop sending proposals and instead run a short proposal review call, so you catch confusion early, hear real feedback and find out who else has to approve — the same argument Graham makes for following the buyer's process and asking what is really stopping someone from moving. Both also frame the basics before the tools, and treat execution and follow-through as where strategies die.
Stoltenow's focus is the deal itself: proposal handling, close rates, how buyers learn to buy, and the RevOps assembly line behind agencies and scaling companies. Graham's focus is earlier and wider — building familiarity and credibility across a long agency sales cycle, and the system that produces opportunities in the first place.
Use Adam Graham for a speaking or content collaboration targeting B2B agency leaders working on new business, sales cycles or pipeline systems.
Read more
Their LinkedIn posts address agency leaders and buyers weighing pipeline decisions, and they had 18,578 followers on 11 October 2026.
For a campaign targeting agency leaders, ask for recent results from comparable content—a sales-cycle or pipeline-systems post, an event promotion or a speaking slot—and whether they can share an audience survey or platform demographics covering demographics, geography, age, gender, employer, occupation and seniority.
This will help establish whether the audience overlaps with agency leaders, operators or a broader marketing following.
LinkedIn followers
18578
LinkedIn account record for Adam Graham · 2026-10-11
Adam Graham’s posts show collaboration with other organisations through jointly delivered agency new-business workshops and a long-running, chaired industry peer group.
Read more
For brands and agencies considering a collaboration, event or speaking slot, the posts point to co-delivered working sessions rather than media-buy placements.
One post describes a ticketed afternoon workshop in Manchester on Wednesday 25 November, run with the Alliance of Independent Agencies.
Spaces are capped to keep the event conversational, with a usable Q1 plan as the stated output.
It follows the format of an earlier Summer Reset.
The post links to an event ticket page, not a partnership inquiry route.
Ask for the appropriate contact and any sponsor policy, media kit, rate card, paid-format examples or disclosure practices before proceeding.
Co-delivered new-business workshop for agency leaders
Buyer requirement
Expect a ticketed, capacity-capped afternoon event run jointly with an industry association and other named speakers, not a solo keynote.
The 25 November Reset was designed to give participants a practical Q1 plan, so a partner’s value lies in the working session and its output, not stage time alone.
Partner organisations and dates change between runs; confirm the next edition before committing budget.
Chaired industry peer-group session
Buyer requirement
A discussion, not a lecture, run under the BIMA New Biz Peer Group, which Adam Graham says they have chaired for six years.
The reviewed session covered lengthening sales cycles, tighter budget scrutiny, more decision-makers, slipping RFP dates and promising opportunities that stall.
Partners join a peer conversation among agency leaders, so bring substance on agency sales problems rather than a sponsor slot.
A strong fit is a B2B agency new-business consultancy or industry association seeking a speaking or content collaboration on longer agency sales cycles and pipeline systems.
Read more
Adam Graham reports on chairing the BIMA New Biz Peer Group, where agency leaders described heavier budget scrutiny, more people involved in decisions, slipping RFP dates and stalled conversations.
The advice is specific: ask buyers about their buying process, offer a small, high-value experience such as a workshop, roundtable or diagnostic, build familiarity before an opportunity exists, maintain a communication cadence, and ask harder questions, including “How did we get here?”
Another post reframes the pipeline problem as usually a system issue rather than a lead issue: referrals arrive in waves, outreach happens when someone finds an hour, positioning is nearly right, and the CRM is not trusted.
A third argues that honest diagnosis can make a sale harder, and that good selling means helping a buyer understand the cost of standing still.
The format suits a collaboration rather than a media buy: a ticketed afternoon workshop in Manchester on 25 November, run with the Alliance of Independent Agencies, with Dan Archer of Suprpwr and Marcus Elliott Brown of The Great Pitch Company.
It has capped spaces and a Q1 plan as its stated output, following a Summer Reset.
A co-delivered workshop, peer-group session, webinar or co-authored article with a practical takeaway for agency leaders is the strongest fit.
Adam Graham had 18,578 followers on 11 October 2026.
Ask for comparable event or content results and an audience survey to verify reach among agency decision-makers before committing budget.
When to choose a specialist
A poor fit is a consumer brand or app-install campaign seeking a high-reach paid LinkedIn sponsorship, a celebrity-style ambassador post or a short-term lead-volume promise measured mainly by follower count.
Read more
Adam Graham's posts do not document paid sponsorship formats, rates, disclosure practice or a partnership inquiry route.
They also provide no audience demographics, employer, occupation or seniority, so a buyer cannot assume the following is a consumer audience or an agency-decision-maker audience.
More importantly, the content argues against campaigns that need a fast response from a single stakeholder or a generic product demo.
In one post, Adam Graham says the easy answer to an agency asking for more leads is to promise outreach and estimate meetings, but the real problem may be an unclear proposition, a messy CRM, a weak sales process, limited conversion capacity or marketing that is not compelling enough.
In another, the advice is to stop forcing a sales process onto the buyer's process and avoid jumping to solutions before the buyer is ready.
The formats described are capped, discussion-led and practical, not broadcast sponsorship slots.
If the campaign requires paid media placement or consumer reach, look elsewhere.
A worked campaign example
Worked campaign angle for a collaboration: “Becoming more valuable throughout a longer sales cycle.”
Run a capped 90-minute workshop for agency leaders, co-delivered with an industry association or agency network, using Graham's posts as the spine.
Open with the pattern from the BIMA New Biz Peer Group: longer cycles, more budget scrutiny, more people involved in decisions, slipping RFP dates and stalled opportunities.
Then run a live diagnostic: each participant maps one stalled opportunity against the buyer's actual buying process, not the agency's sales process.
Give them a one-page buying-process map and a 30-day cadence plan to use after the session.
Close with the post's reframe: stop asking how to shorten the sales cycle and start asking how to become more valuable throughout it.
Follow up with a co-authored article or webinar that walks through the same diagnostic and includes the blank one-page map.
The angle uses Graham's framing, matches the workshop format described in the Manchester Reset, gives participants a practical takeaway and avoids a lecture or generic lead-generation pitch.
Before committing, ask for results from a comparable Reset or peer-group session, the next edition's date and partners, and an audience survey showing how many attendees are agency leaders or decision-makers.
Choose Scott Clark over Adam Graham when the buyer task is to build a repeatable outbound pipeline engine or improve CRM and data use for leadership, especially where the audience is CEOs, CROs, or technology buyers.
Read more
Scott Clark's posts make a current case for starting pipeline work before January: they cite a 10.1-month average B2B buying cycle and say 79% of technology buyers knew the product before research.
They describe coordinated phone, email, LinkedIn, and digital engagement, account and buyer selection, and business signals for 'why now.' Another post frames CRM as a decision-making system and lists buyer behaviour, pipeline health, offering performance, win-loss trends, partner contribution, and lead-source revenue as leadership questions.
That's a tighter match if the session must teach a GTM or CRM operating motion.
The tradeoff is agency context.
Adam Graham's posts do not show an agency new-business peer group or the agency-specific pattern of longer cycles, budget scrutiny, RFP slippage, and stalled opportunities.
They also do not show a workshop format or an association partnership.
If the need is for agency leaders to map stalled opportunities and leave with a Q1 plan, their BIMA session and Manchester Reset are a closer match.
Scott Clark is stronger on outbound pipeline design and data-led leadership decisions, not agency new-business facilitation.
Choose Chris Silverwood when the buyer task is fractional sales leadership inside a growing business: setting sales structure, challenging the pipeline and plan, spotting capability or training gaps, keeping the right customers and opportunities in focus, and helping a founder or managing director make commercial decisions.
Read more
Chris Silverwood describes nearly 30 years in sales and commercial leadership and a fractional model that runs one or two days a week, with more support early and less later.
A second post addresses the common trap of too many ideas and priorities, asking where growth will actually come from, which three or four things move the dial, and who is focused on them.
That could help agency leaders choose and hold a small number of growth priorities.
The tradeoff is scope and format.
The posts focus on the fractional sales director offer and a free 30-minute conversation, rather than agency sales cycles, peer-group facilitation, or a workshop or co-authored content format.
They also do not cover outbound channel design or CRM transformation in the detail Scott Clark's posts do.
For a speaking or content collaboration on longer agency sales cycles and pipeline systems, Adam Graham's posts are more specific.
Chris Silverwood is the better choice when the buyer wants embedded fractional sales leadership or prioritisation work, not an agency new-business session.
Choose Nate Stoltenow when the buyer task is closer to deal execution: improving proposal review, close rates, buyer feedback, and the handoffs that stall deals.
Read more
One post argues against emailing proposals and describes 25-minute proposal review calls that surface confusion, get feedback, show investment, teach the buyer how to buy, and reveal other approvers.
Another promotes a podcast and argues for fixing basics before AI, treating the business as an assembly line from lead generation to collections, and recognising that ideas need implementation and accountability.
That fits a collaboration on sales process execution, RevOps, or partnership-led selling.
The tradeoff is the specific agency new-business and longer-cycle angle.
The posts do not show agency peer-group work, agency budget scrutiny, RFP delays, or a practical workshop for agency leaders.
One post is from April 2026 and one is from November 2025, making them less current for a late-2026 agency sales-cycle need.
The content also includes podcast and partner promotion.
Ask whether a speaking or content collaboration is commercially available.
If the need is for a peer-group facilitator who can map a buyer's process and leave agency leaders with a Q1 plan, Adam Graham's posts are more directly relevant.
Nate Stoltenow is stronger on proposal calls, close mechanics, and RevOps execution.
Based on three LinkedIn posts by Adam Graham about agency new business: longer sales cycles and themes from the BIMA New Biz Peer Group they chair, prospects who agree in principle and then go quiet, and The New Business Reset workshop in Manchester on Wednesday 25 November.
The posts themselves carry no publication dates, so the period they cover is not established; the workshop date and a follower count observed on 11 October 2026 are the only dated items.
No transcripts, longer articles, other channels, audience demographics, employer details or documented sponsorship offer were reviewed, and nothing in the material establishes a signature book, show or earlier career step.
Brand relationships rest only on what the posts state: the BIMA peer-group chairing role, the workshop partnership with the Alliance of Independent Agencies, and two named co-speakers.
Comparator judgments draw on short LinkedIn posts by Scott Clark, Chris Silverwood and Nate Stoltenow.
