Q] What made you start Manja, especially when both of you were already in senior leadership roles at your previous agencies?
That’s exactly why we started Manja. As we moved up in our previous roles, we found ourselves getting further away from the work we loved. We missed being hands-on, immersed in the creative process. Manja was our way of getting back to that. We’ve built what we call a ‘players-only’ environment, and everyone here is expected to roll up their sleeves and contribute directly.
Q] Is this a strong moment for young, independent agencies? Are brands more open to fresh, non-network collaborations today?
In today’s ecosystem, clients want to work with people, not just logos. Even within networks, it was always about the individuals behind the work. Talent is everywhere now, and clients are sharper and more open; they’re choosing big ideas over big infrastructure.
Q] What distinct advantages do young agencies have over larger network agencies?
At larger networks, the sheer scale often means senior leaders can only engage deeply when there’s a crisis or a high-value project. But with younger, independent agencies, that attention is the default, not the exception. The work gets the focus it deserves, and that’s often where the real magic happens.
Q] What are the biggest challenges you face as an agency when competing with large network agencies?
One of the biggest challenges for a young agency is scale, especially in categories that require large-scale service, like managing 30 locations. That’s where independent agencies can’t always match the infrastructure of networks.
But today, the idea and its execution don’t have to come from the same place, and that’s a good thing. It’s about working with who’s best in class, not just who’s on the next floor. We’re honest with our clients: if something isn’t our strength, we bring in the right experts to get it done right.
