It wasn’t a conscious decision. More done out of frustration with the way communication results were handled (or not handled) inside agencies.
I thought I had a better way.
I did have a better way, but it took me five years to get the business to a point that we could do things differently. To the point other business leaders would listen to something so radically different than what they were hearing from other PR/marketing/communication firms.
It wasn’t because we couldn’t prove it worked. We could. It was because I had to learn how to jump from big budgets, big funding, and lots of resources to, well, nothing.
You see, I thought I had to start Arment Dietrich with the same (what I know now are) luxuries I had at the big agencies.
The people I hired had full benefits, paid for by the company. They were vested in their 401K programs. They had holidays and personal leave and time off galore.