Andrius Avinas runs Adguns, an agency, and shares practical lessons on sales, business development, and managing agency teams and client relationships.
Andrius Avinas is most useful for practical agency sales, business development, team management, and client relationship lessons.
Best for
An outbound sales platform sponsoring agency-owner content on referral-to-outbound pipeline building.
Not for
A campaign promoting the idea that an agency should feel like a family.
Key takeaways
Adguns grew about 20% annually on referrals for roughly a decade.
A 2023 slowdown ended referral growth, forcing outreach, CRM, lead tracking, and follow-up.
They say run an agency like a team, not a family.
Check first: Ask for commercial terms, sponsorship formats, disclosure practices, and agency-owner audience composition.
Main ideas
Sales gives agency owners control; referrals take it away · A "no" is about timing, not a verdict on the work · Ending a client relationship can be the professional move
Andrius Avinas runs Adguns, an agency they say they started in 2013.
Their LinkedIn posts offer practical, candid lessons from agency ownership: building sales beyond referrals, managing client relationships, and creating systems for teams and repeat work.
Follow their work for concrete accounts of what those challenges look like in practice, including the uncomfortable parts.
Avinas connects business advice to specific agency experience rather than presenting it as a formula.
They explain how Adguns grew through referrals before slower referrals forced them to learn outreach and follow-up; describe workflow changes they tried before ending a difficult client relationship; and turn lessons from recurring projects into reusable project plans and feedback systems.
They also write about exceptions and tradeoffs: sales remains uncomfortable, a client relationship may need to end, and weekend work is their personal choice, not a rule for everyone.
These examples make their work useful to readers interested in the day-to-day decisions behind running and growing an agency.
Andrius Avinas writes about running Adguns, the agency they started in 2013.
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Across their posts, the recurring arguments center on control and fit rather than marketing tactics.
Their central claim: a referral-only business leaves decisions about timing, client quality, and direction to other people, while sales is the skill that takes those decisions back.
They also argue that rejection is usually about timing, not a verdict on the work; a draining client can be let go after repair attempts; an agency that calls itself a family stops making performance decisions; and repeated client work should become reusable systems.
They describe doing strategy work in uninterrupted weekend blocks rather than mid-week.
Sales gives agency owners control; referrals take it away
Andrius Avinas argues that referral-driven growth looks like success until it stalls: the owner has no say in when new work arrives, what kind of client it comes from, or where the business goes next.
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In their account, other people quietly make those decisions every month.
Selling directly lets an owner set a clear target.
The work is unglamorous: reaching out, pitching, following up, handling objections, keeping a CRM straight, remembering follow-ups, and restarting conversations that went cold.
Adguns grew about 20% a year for roughly a decade without active selling.
Referrals slowed in 2023, and growth stalled.
The stated payoff of the change: "This month, I will bring in 2 new clients" instead of waiting for the phone to ring.
The same origin story appears in two posts, with different opening jokes—one about beach cocktails, the other about a Ferrari.
Both end with the same belief: sales was the skill they wish they had started learning 13 years ago, rather than 3 to 4 years ago.
Andrius Avinas describes taking early rejections personally: reading a declined call as a sign they were not good enough and an ignored email as a personal failing.
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Their reframe is that a no usually comes down to timing, budget, priorities, bandwidth, or a competing commitment.
The practice is to keep following up and stay in touch.
They admit rejection can still sting, but it does not stop them.
The post cites prospects who said no in March and came back in October, and leads that went cold and resurfaced 18 months later.
The work boils down to arithmetic: approach 100 people, talk to about 20, close around 3.
Ending a client relationship can be the professional move
A post argues that clients can fire suppliers and suppliers can fire clients.
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The reason is energy, not money: constant last-minute changes, weekly urgent requests, and feedback delivered as criticism rather than collaboration, with trust missing from the relationship.
Andrius Avinas says the agency first tried to fix things with better workflows, clearer feedback, a proposed structure, and outlined improvements.
Nothing changed after a week, a second week, or a month, so they let the client go.
The conclusion: not every client is yours, and protecting the team's energy comes before keeping a draining account.
Feedback quoted in the post includes "Why are you doing this?", "This makes no sense" and "Did the designer look into this?"
Andrius Avinas argues that the "we're a family" framing becomes a trap as an agency scales: families do not bench underperformers, teams do.
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The failure modes include strong performers burning out while covering for weaker ones, loyalty overriding performance, people stuck in the wrong roles, and hard conversations going unaddressed.
The alternative is to think like a coach rather than a parent: build systems that do not depend on one hero; conduct performance reviews; celebrate team wins together while handling individual gaps one to one; act quickly on mismatches; and set clear roles, expectations, and a shared plan.
The position is to be clear, not cold: a person in the wrong seat is not a bad person.
The post contrasts the two mindsets directly, lists the coach-side practices, and closes on the idea that the most respectful thing you can do for people is be honest about fit.
When a client needs the agency's services several times a year, Andrius Avinas says it is a signal to build a process: map who supplies brand assets, joins the feedback loop, and approves the work.
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The learning goes both ways.
If a client already has a template or system for briefs, feedback loops, or organizing and sharing assets, the agency adopts it for that client and reuses it where it fits elsewhere.
The broader argument is that tools should serve process, not novelty.
The stated stack costs more than 8,000 euros a year; the point is to choose the right tools, not fancy ones.
The post names tools by function: Trello, Slack, Adobe Suite, Figma for scaling ad design, Make for automations, and HubSpot for clients and pipelines.
For business development, it lists MagicPost, Kondo, Dripify, and LinkedIn Sales Navigator.
The post on templates closes by asking readers to share a template they are proud of.
Andrius Avinas writes about Saturday mornings before anyone at home is awake: coffee, a laptop, and four to six uninterrupted hours without calls or messages.
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They distinguish between being deep in the business during the week—meetings, decisions, and context switching—and working on the business in that quiet window, focusing on business development, process improvements, long-term planning, strategy, and offers.
They estimate that 50 weekends of four protected hours add up to 200-plus hours a year.
They tell the team not to reply and to mute them if needed, while stressing that family, rest, and balance still matter.
Team members have told Andrius Avinas to stop sending Saturday updates and get some rest. They do not expect replies to those messages.
Answers the basic question a newcomer has: what business is this person in, and what recurring argument runs through their posts?
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Start here for the fullest first-person account of how the agency grew and why sales development later became the focus.
Andrius Avinas describes starting Adguns in 2013 and growing revenue by roughly 20% a year for about a decade on referrals alone, without active selling.
In 2023, referrals slowed and growth stalled, forcing a change.
The post lays out the mechanics of selling: LinkedIn inbox, messy CRM, lead tracking, follow-ups, lost and restarted warm conversations, and nurturing.
The argument is that sales gives a business control over timing, client quality, and direction, while relying on referrals hands those decisions to others.
For brands planning a campaign
For a partnership focused on sales development and client retention, this is the anchor piece: the agency built credibility through delivery-first referrals, and the author now presents outbound as a system to build. A proposal should show how outreach and follow-up would work as a process, not as extra activity layered onto client work.
Answers how this person handles a difficult, low-trust client relationship.
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It offers the clearest evidence of their judgment about accounts and retention, which matters if a partnership touches client management.
The post describes ending a client relationship after constant last-minute changes, weekly urgent requests, and feedback phrased as criticism, including lines such as "Why are you doing this?", "This makes no sense" and "Did the designer look into this?"
Attempts to repair the relationship included suggesting better workflows, asking for clearer feedback, and proposing a new structure.
Nothing changed after a week, a second week, or a month.
The conclusion: clients can fire suppliers and suppliers can fire clients, and not every client is your client.
For brands planning a campaign
Pairs directly with a brief about client retention.
The author is willing to end a draining relationship and frames that decision as protecting team energy.
A partner should expect candid conversations about fit and capacity, not an always-accept posture.
Joint content on qualifying accounts fits their voice.
Answers what this person believes about managing an agency team.
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It is the clearest statement of a management philosophy that also appears in their other posts.
The post argues that the common "we're a family" framing becomes a trap as an agency scales: families do not bench underperformers, but teams do.
The stated consequences are that strong performers burn out covering for weaker ones, loyalty overrides performance, people stay in the wrong roles, and hard conversations get avoided.
The prescription: systems that do not depend on one hero, performance reviews, clear roles and expectations, and fast action on mismatches.
The guiding line is "wrong seat does not equal bad person."
The advice is to be clear, not cold.
For brands planning a campaign
Useful framing for a campaign about scaling an agency team or holding people accountable. It signals a structured, performance-first culture, making a pitch built around coaching and role clarity a better match than one built around family-style flexibility.
Answers what this person's day-to-day selling advice sounds like and how candid they are about its discomfort.
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Useful for judging whether their material would feel practical or like recycled sales slogans.
The post recounts taking early rejections personally, interpreting "Not interested" as meaning the prospect hated the work, then reframing those answers as a matter of timing, budget, priorities, bandwidth, or a paused project.
It offers concrete examples rather than theory: prospects who said no in March and came back in October, and leads that went cold and resurfaced 18 months later.
The closing arithmetic is 100 approached, 20 conversations, 3 closed: almost everyone said no, and that is the normal shape of the work.
For brands planning a campaign
Their sales content is emotionally candid and process-oriented, making it a good fit for co-authored material on outbound follow-up and objection handling. Avoid positioning them as a polished thought-leadership voice: the register is practitioner-led, in-the-weeds, and self-critical.
This concrete inventory, rather than a philosophy post, quickly shows the scale and shape of the agency.
The post lists tools by function: Trello for project management, Slack for daily communication, Gmail, Adobe Suite for creative work, Figma for ad design automation and scaling, NordVPN and LastPass for security, Dropbox and Google Suite for files, a generative AI stack including ChatGPT, Gemini, ArcAds, ElevenLabs, Firefly and similar tools for ad creation, Make for automation, HubSpot for client and pipeline management, and Calendly for scheduling.
The business-development layer includes MagicPost for content, Kondo for LinkedIn inbox management, Dripify for light outreach automation, and LinkedIn Sales Navigator for prospecting.
The stated cost is more than 8,000 euros a year.
The point: choose the right tools, not fancy ones.
For brands planning a campaign
Directly relevant to a tools or software partnership: the post discloses categories already in use, including outreach automation and a CRM, and shows the creator is comfortable sharing operational details and costs. A transparent stack walkthrough is a natural sponsored-content format.
Answers how this person improves delivery between projects and approaches repeat work with a client.
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It shows the process behind the sales and management posts.
The post explains that when a client needs the agency's services several times a year, the agency builds a system around the work, mapping who handles brand assets, joins feedback loops, and approves.
It also describes learning from clients with their own templates for feedback loops, briefs, or organizing and sharing assets, then reusing those templates on later projects with the same client or adapting them for another.
The closing question invites readers to share a template they are proud of.
For brands planning a campaign
Supports a partnership focused on retainers or repeat engagements: the author already thinks in reusable briefs and feedback loops and discusses them publicly. A co-produced template or process guide is a better fit than a one-off campaign asset.
Andrius Avinas describes building Adguns for roughly a decade on referrals, with revenue growing about 20% a year, while doing no active outbound sales.
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A slowdown in 2023 stalled that model and forced a shift into prospecting, pitching, follow-ups, and objection handling.
The posts argue that sales gives an owner control over timing, client quality, and direction, instead of leaving the business waiting for someone else to recommend it.
They also show what the work looks like day to day: a messy CRM, dropped follow-ups, warm conversations to revive, and an inbox that is hard to keep on top of.
The same origin story appears twice with different hooks: once opening on a beach-and-cocktails scenario and once on a Ferrari. That suggests a habit of reworking a proven narrative across posts rather than publishing entirely new material each time.
For brands planning a campaign
This is the most directly relevant topic for a partnership focused on sales development.
Build the pitch around the framing Andrius Avinas already uses: pipeline control and predictable new-client targets, not more referrals.
Lead with practical help on the messy parts—contact tracking, follow-up timing, and reviving dormant conversations—rather than a general capabilities overview.
In one post, Andrius Avinas describes how every “no” felt personal early in a business development role: a declined call meant they were not good enough; an ignored email felt like a personal failing.
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The post reframes rejection: a no usually concerns timing, budget, priorities, or a competing commitment.
It cites leads that went cold and came back 18 months later, and gives a rough funnel: talk to about 20 people out of 100 asked, close around 3, so most conversations end in no.
Their stated practice now is to follow up, stay in touch, and keep going even when rejection still stings.
For brands planning a campaign
This is relevant to both how a partnership is pitched and how leads are retained.
Framing a proposal so that “not now” stays open, with a reason to re-engage later, fits the stated outlook better than pushing for a hard close.
Content or services around follow-up sequences, objection responses, and re-engaging dormant leads align with topics Andrius Avinas already discusses publicly.
A post recounts ending a client relationship after 13 years of running Adguns—not over money, but over how the work felt.
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The pattern described was constant back-and-forth, last-minute changes, and weekly “ASAP” requests, alongside feedback that questioned the reasoning and dismissed the design.
Attempts to fix the relationship included better workflows, requests for clearer feedback, a proposed structure, and outlined improvements; the post says nothing changed and the client was let go.
The conclusion: firing a client can be the professional move, and protecting team energy matters more than keeping a draining account.
For brands planning a campaign
The post flags client qualification and account health as live concerns, both relevant to client retention.
A partner offering intake criteria, feedback protocols, or a way to score account health would address a recognized problem.
Pitches focused solely on account management structure risk repeating fixes the post says were already tried without success.
Andrius Avinas argues that the “we are a family” framing weakens an agency as it scales.
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The stated failure modes include strong performers covering for weaker ones, loyalty overriding performance, people stuck in the wrong roles, and avoided hard conversations.
The proposed alternative is to think like a coach rather than a parent: build systems that do not depend on one hero, hold performance reviews, celebrate team wins while addressing individual gaps one to one, act quickly on mismatches, and set clear roles, expectations, and a shared plan.
The post distinguishes a wrong seat from a bad person.
For brands planning a campaign
This is useful context for partnerships touching delivery capacity, staffing, or role coverage: Andrius Avinas has a stated view on handling underperformance and misfit. It also signals a direct, performance-oriented style, so proposals should spell out who does what rather than rely on relationship warmth alone.
A post describes how Adguns turns repeated client work into reusable processes.
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When a client needs services several times a year, the agency starts building, and each project reveals who supplies brand assets, who joins feedback loops, and who approves.
When a client brings its own template or system for feedback loops, briefs, or sharing and organizing assets, the agency adopts it for that client and reuses it where it fits elsewhere.
The post closes by asking readers to share a template they are proud of.
For brands planning a campaign
Lead with a working template, not a service description.
Feedback loops, briefs, and asset handoff are areas where Andrius Avinas learns from clients and reuses what works.
A concrete template included with a partnership proposal is a natural entry point, and can be tested on live work rather than discussed abstractly.
One post lists the software Adguns runs on, at a stated cost of more than €8,000 a year.
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The core set covers project management, daily communication, email, ad preview, and the Adobe creative suite, with Figma used for automations and scaling ad design.
Operations include password management, storage, and the Google suite, with Make for simple automations and HubSpot for clients and pipelines.
The post names a dedicated AI stack for ad creation: ChatGPT, Gemini, ArcAds, ElevenLabs, NanoBanana, and Firefly.
A separate business development layer covers content creation, a LinkedIn inbox tool, light outreach automation, and Sales Navigator prospecting.
The stated view is that value lies in choosing the right tools, not fancy ones.
For brands planning a campaign
The post gives specific integration points for a partnership: Figma automation for scaling ad design, Make for repetitive tasks, HubSpot for pipeline, and an AI ad-creation stack already in use. A brand with a tooling or AI-production angle should show how it adds to the installed tools and where it plugs into the existing setup, rather than propose a replacement stack.
Andrius Avinas writes about working weekend mornings in 4-6 hour blocks without calls, messages, or interruptions.
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They use the time for business development, process improvements, long-term planning, strategy, and offers.
The post describes roughly 200 extra hours a year of this kind of thinking, notes that family and rest matter, and says the team is told not to reply on Saturdays.
It distinguishes running the business in meetings during the week from working on the business in quiet blocks.
For brands planning a campaign
Expect important strategy and offer decisions to happen in asynchronous, uninterrupted blocks rather than mid-week meetings, and plan the follow-up rhythm accordingly. Offers and long-term planning are done in-house during that time, so a partner is better positioned to add to an offer or strategy already in progress than to sell a planning process.
Start with Andrius Avinas's LinkedIn posts on running an agency.
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They return to a handful of arguments: referral-led growth eventually stalls; sales gives an owner control; a no is usually about timing rather than work quality; a draining client can be let go; a scaling agency should run like a team rather than a family; and repeat client work should become reusable systems.
The posts also name the agency tool stack and a weekend planning habit.
For adjacent creators, compare Tom B. on outbound sales and AI-assisted prospecting, Doreen Gaturu on ecommerce retention and virtual assistant operations, and Rachel Caborn on email marketing data and campaign trends.
Both write first-person posts about outbound sales for founder-led service firms.
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Tom B. argues that referral-led growth is outside the owner's control and outbound should start with the profile of the best client. Andrius Avinas makes a similar case for controlling growth through sales and describes the prospecting, follow-up and CRM work behind it.
Tom B.'s posts centre on cold email infrastructure and AI assistants as an outbound control layer, with a tactical offer to send three lookalike companies. Andrius Avinas writes from an agency owner's perspective about firing clients, team performance, repeatable delivery systems and the agency's tool stack.
Both write operational growth posts for service businesses, with retention as the lever: quick customer responses, consistent engagement and referrals from existing clients.
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Andrius Avinas also argues that client relationships and follow-up determine whether growth holds.
Doreen Gaturu focuses on ecommerce store operations, virtual assistant support, Shopify, WooCommerce and Amazon execution, and customer-service metrics. Andrius Avinas focuses on agency sales, team fit and account boundaries rather than storefront operations.
Both write about the data and follow-up behind growth rather than one-off campaign tactics.
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Rachel Caborn explains why email results are hard to read when data is spread across tools; Andrius Avinas describes a similar operational tangle in a sales pipeline, where a CRM, follow-ups and warm conversations all need tracking.
Rachel Caborn's posts centre on email and ecommerce marketing, including an Intuit Mailchimp update and a Black Friday trend report for personal-brand-led businesses. Andrius Avinas writes about agency owner sales, team management, client boundaries and delivery systems.
Andrius Avinas’s LinkedIn posts focus on agency sales, business development, team management, and client relationships.
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They may suit a B2B marketing agency seeking practical discussion of sales development and client retention. Ask for recent audience data relevant to a campaign in those areas before assessing reach or professional-audience fit.
Andrius Avinas has not published a sponsorship policy, media kit, rate card, or partnership inquiry route in the eight LinkedIn posts reviewed.
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The closest commercial detail is a post listing the software Adguns uses for ad production and client work, including Adobe Suite, Figma, ChatGPT, Gemini, ArcAds, ElevenLabs, NanoBanana, Firefly, Make, HubSpot, and LinkedIn Sales Navigator.
The post describes internal tools and asks readers what they use; it does not name a sponsor, disclose a paid placement, or set out bookable terms.
The remaining posts cover sales, client retention, team management, weekend work, and rejection.
Buyers should contact Andrius Avinas or Adguns directly to request current partnership options and terms.
A strong fit on subject, voice, and existing public practice. The partnership would build on an argument already made in the posts rather than impose a new topic: sales development is the most fully developed thread in the published work.
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Brief
An outbound sales platform wants a sponsored content series for agency owners on turning referral-driven growth into a predictable pipeline. The creator would share their first-person process and co-produce a follow-up or re-engagement template for readers.
Reasons
The referral-to-outbound story is their central narrative, told with specifics a sponsored series can reuse: roughly 20% annual revenue growth on referrals for about a decade, the 2023 slowdown that ended it, and the work that replaced it, including the LinkedIn inbox, a messy CRM, lead tracking, dropped follow-ups, and reviving conversations that went cold.
The subject matter is a direct match for the product category. A series about building outbound as a system rather than adding it on top of client work would fit the argument the audience already knows this creator for.
They publish the operating detail a pipeline tool would need to appear credible beside, including rejection-funnel arithmetic of about 100 approached, 20 conversations, and 3 closed, and lead examples such as a prospect who said no in March and returned in October.
They already disclose the tools Adguns runs on and the more than 8,000 euros a year it costs, alongside a separate business-development layer covering content creation, LinkedIn inbox management, light outreach automation, and sales prospecting. A sponsor tool can be positioned as one step in a process they have described, not as a stack replacement.
Their client-template post shows they build and reuse briefs and feedback loops, so a co-produced worksheet or follow-up template would be native to how they already work, not an add-on asset invented for the campaign.
Their tone is practitioner-led and self-critical, which suits a sponsored series aimed at agency owners sceptical of polished thought leadership. They describe what is still uncomfortable rather than teach a finished method.
Caveat
The posts don't show sponsorship formats, pricing, exclusivity, disclosure practices, or an inquiry route. Before treating reach or placement as settled, ask directly for commercial terms and the agency-owner audience's composition.
When to choose a specialist
A poor fit. The campaign's central message is one Andrius Avinas publicly opposes, so they would have to argue against a stated position to deliver the brief.
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Brief
An employer-branding or HR platform wants a sponsored campaign promoting the idea that an agency should feel like a family, aimed at agency owners and their teams.
Reasons
Their team-verse-family post says the family framing becomes a trap as an agency scales, citing strong performers covering for weaker ones, loyalty overriding performance, people stuck in the wrong roles, and hard conversations being avoided.
The prescription in the same post is the opposite of a family message: coach rather than parent, build systems that don't depend on one hero, conduct performance reviews, act quickly on mismatches, set clear roles and expectations, and make a shared plan.
They draw an explicit line between a wrong seat and a bad person, framing the issue in terms of fit and performance rather than belonging.
A sponsored message that contradicts their published stance would read as inauthentic to the professional peers who follow them, since that audience has already seen the counter-argument in their feed.
They could credibly address the broader workplace themes beneath the brief, such as role clarity, feedback loops, and performance conversations. The misalignment is with the family message, not employer-brand or HR topics as a category.
Caveat
The absence of family-culture work in the posts here is not proof that Andrius Avinas would refuse a campaign promoting family culture. It means the posts here do not support that campaign's central claim, and a sponsor should not assume endorsement of that message.
A worked campaign example
Deliverables
Part one: a first-person post restating the arc with the numbers they already use. Adguns started in 2013, grew around 20% a year for about ten years on referrals, then referral flow slowed in 2023 and growth stalled. The sponsor appears in a closing line as the tool being tested in the next post, not in the lesson itself.
Part two: a process post on the day-to-day mechanics they describe as messy, covering how to track warm conversations, remember follow-ups, and restart leads that went quiet. It shows one specific sponsor process step performing one of those tasks inside the existing stack, alongside the tools already listed rather than replacing them.
Part three: a post built on the funnel they already publish—roughly 100 approached, 20 conversations, 3 closed—and the reframe that a no usually means not yet. The sponsor is positioned as the layer that keeps a not-now prospect alive until the timing changes, with the October return as the example.
A co-produced one-page re-engagement worksheet for readers, modelled on how they build templates with clients: last contact date, stated reason for the no, the trigger that would make it a yes, next touch date, and who owns the follow-up. Sponsor branding sits on the worksheet, not in the lessons.
Distribution on LinkedIn, the only channel shown in the posts, with a reading sequence rather than three disconnected posts.
Premise
A three-part sponsored series for the outbound platform, following the arc already told rather than creating new messaging around the product. Part one is the decade that worked without selling. Part two is what replacing referrals actually looks like week to week. Part three is what happens to prospects who say no. The sponsor's product enters only where the process is already described as hard.
Title
Referrals carried ten years. Then came 2023.
What to confirm
Confirm the rate, deliverable definitions, and whether each post will disclose the sponsorship.
Exclusivity and category limits during the campaign period.
Approval process and timeline for each post, and who writes the first draft.
Ask for audience composition by agency ownership and business-development role, plus professional seniority and geography.
Confirm whether a LinkedIn-only plan meets the campaign’s needs; no video, podcast, or transcript posts appear here.
Why this shape fits
The narrative arc is established and repeated, including a second telling with a different opening. The series extends proven material rather than asking the creator to adopt a sponsor’s frame.
The sponsor enters where the creator has admitted difficulty, keeping the endorsement believable for an audience of agency owners.
The worksheet reflects a practice the creator says they already use with clients, making it feel like their own output rather than an agency-produced asset bearing their name.
They already publish tool categories and costs, so naming a tool within the business-development layer fits their publishing habits.
For the same agency decision, choose Tom B. when the sales-development task is narrow and operational: turning a best-client profile into a small, targeted outbound list and building the AI-assisted infrastructure behind it.
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Tom B.'s posts speak directly to referral-led firms that cannot schedule referrals, arguing that three good matches beat three hundred loose ones and that owners should start with why their best client bought. Choose Tom B. over Andrius Avinas when the agency needs a partner to produce outbound prospects and message strategy, not a first-person account of running an agency through stalled referral growth.
The tradeoff is scope and proof.
Tom B.'s posts focus on outbound list building and AI-assisted cold email, not client retention, team management, or the longer agency-owner story Andrius Avinas shares across 13 years.
Campaigns that need retention plays, agency culture, or a broad owner audience have less to build on.
Tom B.'s posts publish no audience composition, commercial availability, or sponsorship terms; ask for those directly before a partnership.
For the same agency decision, choose Doreen Gaturu when the retention problem sits inside ecommerce store operations: keeping customers after a first purchase, improving response times, running mid-week promotions, and generating referrals from repeat buyers.
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The posts show a concrete client turnaround, from $1,500–$2,800 in weekly sales to $7,000–$8,000 within a month, and argue that a virtual assistant is a growth strategy rather than an expense. Choose Doreen Gaturu over Andrius Avinas when the campaign needs ecommerce customer-service and retention execution, or a partner who can speak to Shopify, WooCommerce, and Amazon sellers.
The tradeoff is audience and subject fit for a B2B marketing agency.
Doreen Gaturu's posts address ecommerce store owners and the operational support behind them, not B2B agency outbound, agency-owner peer credibility, or the sales-pipeline mechanics Andrius Avinas covers.
A campaign aimed at agency owners assessing sales development would need to translate the retention lessons to a different buyer context.
Ask for audience data, commercial formats, and sponsorship availability before proceeding.
For the same agency decision, choose Rachel Caborn when the agency needs email and lifecycle insight for ecommerce brands, especially around seasonal sales moments and diagnosing why email results move.
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The posts offer a hands-on look at Black Friday performance, segmented sends, waitlists, and reporting on what worked, plus a sponsored Mailchimp update focused on cleaner ecommerce data, Shopify integrations, segmentation, SMS, and one dashboard for email, SMS, automation, and revenue. Choose Rachel Caborn over Andrius Avinas when the retention task is email-led campaigns, campaign analytics, or DTC launch strategy rather than agency-owner outbound.
The tradeoff is that Rachel Caborn's posts centre on ecommerce and email campaigns; one is marked sponsored, and another promotes a two-part report to an email list.
They do not show B2B agency sales development, client-retention systems for service businesses, or the agency-owner operating narrative Andrius Avinas provides.
The posts point to a newsletter and paid or sponsored work.
Ask about commercial terms and whether the audience matches the agency's B2B buyer.
Eight complete LinkedIn posts by Andrius Avinas cover running Adguns: the move from referral growth into active sales, rejection and follow-up, ending a client relationship, team performance, repeatable client systems, the agency tool stack, and a weekend working pattern.
The Adguns LinkedIn account was viewed on 8 October 2026; the posts do not give publication dates, so any ordering rests on what they say, such as the 2023 slowdown and 13 years of running the agency.
Tom B., Doreen Gaturu and Rachel Caborn are three comparable creators, with two posts each for the similar-creator comparison.
Andrius Avinas's posts do not include video or podcast transcripts, off-platform articles, audience demographics, or published sponsorship terms, and do not establish earlier public work such as books or shows.
