Nick Walsh
After more than two decades leading agencies and client relationships in the Middle East, one thing has become increasingly clear: the region does not have a talent problem. It has a process problem.
For an industry built on creativity, the way we select agency partners remains surprisingly rigid. The Request for Proposal (RFP) process has long been the default mechanism for brands to identify and appoint agencies. It is structured, familiar, and widely adopted. But increasingly, it is also inefficient, misaligned, and, in many cases, counterproductive.
A Reputation That Travels
Speak to international agencies considering entry into the Middle East, and a consistent concern emerges. It is not simply about payment cycles or competitive intensity. It is the pitch process itself.
The feedback is remarkably consistent: unrealistic timelines, limited clarity in briefs, a lack of commercial transparency, and pitch lists that can stretch well beyond ten agencies. Add to that complex procurement systems, last-minute changes, and, in some cases, no formal response at all, and it becomes clear why the region has developed a challenging reputation in this area.
For agencies, the cost of participation is significant. Senior leadership time, strategic thinking, creative development, and often input from global teams are required to respond effectively. When that effort goes unanswered, it does more than frustrate; it erodes confidence in the market.
For brands, the process is no less demanding. Running a pitch is time-consuming and resource-intensive. It can be difficult to navigate the breadth of the agency landscape, particularly when visibility is limited. There is often a tendency to default to established global networks, not necessarily because they are the best fit, but because they are the safest and most familiar option.
The result is a system that consumes time and energy on both sides, without consistently delivering the best outcomes.
The Missing Middle
One of the less-discussed consequences of the traditional RFP model is how it shapes the agency landscape itself.
In many cases, agency selection becomes polarised. At one end are the large global networks, offering scale, infrastructure, and perceived security. At the other are smaller, highly specialised players brought in for specific, tactical requirements.
Between these two sits a segment that is often overlooked: independent, mid-sized agencies with strong leadership, proven capability, and the agility to respond to modern marketing challenges. This is the “missing middle”.
Through initiatives such as the Alliance of Independent Agencies Middle East, there has been a clear increase in both the visibility and demand for this segment. Brands are actively looking for more agile, specialist partners who can complement or challenge traditional models.
However, the current RFP process is not designed to surface them effectively.
These agencies are frequently well positioned to deliver the kind of work brands are looking for today: strategically sound, creatively strong, and operationally nimble. Yet they are often the least likely to succeed in a traditional pitch environment due to the demands of speculative work, procurement complexity, and the scale of investment required.
As a result, brands may be missing out on precisely the type of partner that could offer a more tailored and effective solution.
A Case for Change
If the objective is to build long-term, high-performing partnerships, then it is worth asking whether the current model is the right starting point.
The most successful agency-client relationships tend to share common characteristics: trust, alignment, clarity of purpose, and a shared commitment to outcomes. These are not qualities that are easily assessed through a transactional, one-off pitch process.
There is an opportunity to reframe how partnerships are identified and established.
Rather than approaching the process as a “response for pitch”, we should be thinking in terms of a Request for Partnership, a more structured, transparent, and relationship-led approach to agency selection.
This is not about removing rigour or structure. It is about applying them more intelligently.
The 8 C’s of Partnership
A more effective model for agency selection can be built on a clear, consistent framework: the 8 C’s of Partnership.
Clarity: Defining objectives, scope, and expectations upfront to remove ambiguity.
Chemistry: Meeting the people who will actually work on the business to assess cultural and working alignment.
Credentials: Focusing on recent, relevant work delivered by the current team.
Cases: Reviewing real examples with clear outcomes and transferable learnings.
Capability: Understanding depth of expertise beyond senior leadership, including specialist strength and scalability.
Commercials: Establishing transparency on budget, investment, and expectations from the outset.
Compatibility: Creating a two-way evaluation process with open dialogue and feedback.
Commitment: Aligning on contract structure, onboarding, and long-term intent.
Individually, these are not new ideas. Collectively, and when applied consistently, they create a more balanced, transparent, and effective way to identify partners.
Moving the Industry Forward
The Middle East is a dynamic and rapidly evolving market. Brands are operating in an increasingly complex environment, with growing demands for speed, innovation, and accountability.
At the same time, the agency landscape is becoming more diverse. Independent agencies are playing an increasingly important role, bringing specialist expertise and new perspectives into the market.
For this ecosystem to function effectively, the way partnerships are formed needs to evolve.
This is not about discarding the RFP entirely. It continues to serve a role, particularly in regulated environments. But there is a clear opportunity to refine the process to better reflect the realities of modern marketing.
A more partnership-led approach, grounded in clarity, transparency, and mutual alignment, has the potential to deliver better outcomes for both brands and agencies.
Ultimately, the goal is straightforward: stronger relationships, better work, and a more progressive industry.
The conversation is already underway. The next step is to turn it into a new standard.
(Nick Walsh is the founder of Migrate and the Alliance of Independent Agencies Middle East and a former WPP CEO, with over 20 years’ experience leading agency growth, client partnerships, and transformation across the region)
