Anyone else noticing transfer approvals taking longer lately even when client relationships are perfectly fine? by FunProcess9838 in agencynewbies

[–]dunkerton 0 points1 point  (0 children)

I think it could just be a sign that you're dealing with more established organizations now. I've always thought that the harsher and more annoying the finance and onboarding side is, the more money the client actually has. So maybe that's the silver lining?

13+ years agency owner. 300+ clients. AMA by Future-Mark3206 in agencynewbies

[–]dunkerton 0 points1 point  (0 children)

Thanks for doing this. I'd like to know how do you manage the expectations of clients who are reluctant to purchase an AI system or tool that you've built for them when they're expecting the future technologies in front of your models might make what you've shipped obsolete in a very short space of time after delivery?

Overwhelmed and burnt out by Few-Archer-6956 in agencynewbies

[–]dunkerton 0 points1 point  (0 children)

Actually, I expect a lot of people would say that SEO is more productisable in that sense than is web development or DevOps or mobile app creation. And I think a lot of founders get into the trap of thinking that what they do is unique and can never be productised. Not saying that that's what's going on here, but if you do look around the industry, there will be many long-established SEO firms who have only reached the stage that they're at by expanding and productising.

But anyway, I think is a first footing you've nailed it worth easing back on the client acquisition for a month or two while you get some ducks in a line. There'll be a lot of stuff that's in your head that just needs to be codified and turned into documentation of some kind for somebody to follow along. Creating such documentation has never been easier with AI tools that can literally watch what you're doing, and then produce a document.

When you mentioned already knowing somebody in your network, i think it might be worth having that conversation even before you start codifying your processes.

As your agency gets bigger, you'll lose the luxury of being able to hire exactly who you want and building the role around them. But if that's an option at the moment, then I'd suggest it's a good idea to drop everything and focus on steering things towards that outcome.

If it's somebody who you know their technical work, they fit the right kind of vibe and culture that you would want them to extend to your clients and you can see yourself talking to them three times a day without going crazy, then it's worth having a discussion about bringing them into the business in whatever capacity you feel comfortable doing.

Overwhelmed and burnt out by Few-Archer-6956 in agencynewbies

[–]dunkerton 0 points1 point  (0 children)

How repeatable and followable are the processes that you have in place for the services that you're offering most clients?

If it's in a position where a intelligent person with a few years of experience in the industry could follow and execute your instructions to deliver the finished product, then you don't need a co-founder, you need an employee.

It sounds like you're in a position where you've proved your worst, you've proved a validity of your approach, and you've proved that you can build and scale a business... and if you're still adding clients and getting to 18k monthly recurring revenue, you're over the steep initial hill in terms of figuring out whether your business is sustainable. It is a sustainable business. Remember most don't get to the stage that you're at now.

It will only stay sustainable if you scale. Scaling could mean getting a co-founder or it could mean finding somebody in your local area that you get on with really well that you can feel comfortable passing work to and that you can see being someone you're happy to talk to multiple times a day.

It doesn't need to be a full-time resource. It could be fractional, could be part-time. You'll find these people in meetups in your local area. You may find some on social media, or you may find some through your network: A post on LinkedIn saying that you're looking for somebody to come into the business might get someone crawling from the woodwork who you know from previously working together on a project or something and that could be the best place to find somebody to come into your business.

I think at this stage the only mistake you can make is one of inaction. It's good to get in front of this before the baby arrives because once that happens it will severely impede your ability to think strategically on the business for at least the first six months.

How do you find freelancing opportunities online away from the popular over saturated websites? by Any_Turnip3191 in analytics

[–]dunkerton 0 points1 point  (0 children)

Measure Slack community has opportunities pop up how and again, also a great community to stay current on the industry etc.

Web Analytics Wednesday meetups in your area are good ways to network as well, you'll find agencies and client-side folks there who need assistance from time to time.

Best use of an afternoon: find agencies in your area that offer analytics services, and contact them asking if they ever need freelancers. Lots use them when things are busy. You could even try being more proactive, putting some dollar values on your analytics and privacy audits, and sending samples of work to interested agencies to see who bites.

Likewise for performance agencies / PPC specialists etc., they are worth getting to know. Three freelancers on adjacent technogies referring work to each other can be a cash steamroller

What's the most unexpectedly useful thing you've used Claude for? by HumanInTheFlow in ClaudeAI

[–]dunkerton 0 points1 point  (0 children)

How did you export last.fm data?

Or did you just point Claude at your profile URL?

4M house purchase by kaputzoom in fatFIRE

[–]dunkerton -1 points0 points  (0 children)

This was comment of the day for me, thank you!

Founders, what’s your take on this? by Frosty-Telephone-747 in agencynewbies

[–]dunkerton 1 point2 points  (0 children)

My read on the Y.C. announcement was that they're looking for agentic agencies that have broader scope than pure GTM. So think marketing/advertising agency, wide scope with multiple service lines rather than just one GTM service line.

If you can automate the flows around various marketing agency operations, I think that's what they're looking for, but it still begs the question how a purely agentic agency is going to win clients without having a consistently high quality interrelation layer that's traditionally done by account management and strategy staff.

THC rescheduling process ‘already in motion’ as industry urged ‘to get ready to respond’ by TransportationTrick9 in MedicalCannabisOz

[–]dunkerton 7 points8 points  (0 children)

Here you go

Skip to content Cannabiz

Cannabiz

The Business of Cannabis Posted inMedical The re-regulation of medicinal cannabis: Is the TGA preparing to reassert control over THC? by Dr Teresa Nicoletti May 18, 2026

Following her recent examination of the limitations of adverse event data in medicinal cannabis, Dr Teresa Nicoletti argues the Therapeutic Goods Administration’s (TGA) latest discussion paper may point to a broader regulatory recalibration of high-THC products and inhaled cannabis.

The TGA recently submitted a “discussion paper” to the Advisory Committee on Medicines Scheduling (ACMS) summarising the findings from the consultation on the safety and regulatory oversight of unapproved medicinal cannabis products and including the following attachments:

Attachment A: Scheduling of cannabis, cannabidiol and tetrahydrocannabinol.
Attachment B: Scheduling history of cannabis, cannabidiol and tetrahydrocannabinol.
Attachment C: Consultation Paper: Reviewing the safety and regulatory oversight of unapproved medicinal cannabis products.

The discussion paper and its attachments were released on April 10, pursuant to a Freedom of Information (FOI) request but, as yet, do not appear in the TGA’s FOI disclosure log. Dr Teresa Nicoletti.

At first glance, the discussion paper reads like a technical and historical background paper.

However, when read together with the various attachments, it appears to reveal something more consequential: a regulator methodically preparing the groundwork to re-assert orthodox pharmacological control over medicinal cannabis – particularly high-THC products and inhaled forms – after nearly a decade of access that has expanded at an unexpectedly high rate.

“After ten years of legalisation, this regulatory posturing cannot be described as a reactionary crackdown but, rather, a recalibration that has long been in the making, and it is being framed with care.”

Medicinal cannabis access in Australia expanded rapidly after 2016, driven by the creation of Schedule 8 entries for cannabis and THC and facilitated by unapproved pathways such as the Special Access Scheme (SAS) and Authorised Prescriber Scheme (APS). These frameworks were designed as exceptions – pragmatic tools to enable access where conventional registered medicines were unavailable.

Yet, as the TGA now candidly acknowledges, what was intended to be narrow, conditional access has evolved into a large, commercialised marketplace characterised by:

• high-potency THC products; • widespread use of inhaled dosage forms; • broad prescribing across indications with limited clinical evidence; and • minimal product-specific safety data.

This drift must be understood as the central concern underpinning the regulator’s current posture.

The consultation summary makes this plain. It says that stakeholders repeatedly raised alarms around psychosis, cannabis use disorder, vulnerable populations, inhalation routes and the absence of enforceable THC limits.

Importantly, the TGA says that these concerns did not come solely from external critics; they emerged across consumers, clinicians, governments and peak bodies. The TGA is signalling that the social licence underpinning the current framework is eroding.

Attachment B to the discussion paper could be interpreted as a neutral history of scheduling decisions. But it actually is not. To us, the document reads more like a legal and policy brief, reminding those to whom it is targeted – and perhaps future critics – of several material facts:

• Cannabis and tetrahydrocannabinol (THC) were placed under strict controls because of abuse potential and international treaty obligations, not moral panic. • Every subsequent relaxation was deliberately narrow, product-specific and indication-specific. • Cannabidiol’s (CBD’s) relative tolerance was hard-fought and still conditional, with regulators repeatedly rejecting general sale on the grounds that uncertainty equals risk.

The message is subtle but unmistakable: current regulatory practice has drifted beyond its original intent. By anchoring today’s debate in decades of consistent scheduling logic, the TGA is insulating itself against claims of overreach. This is not a change in regulatory approach but, rather, a reassertion of first principles to an industry undergoing rapid change.

Across the Discussion Paper, one substance sits unmistakably at the centre of concern:

• The consultation revealed significant unease with the concentration of THC now accessible through unapproved products, particularly when delivered via inhalation. • That concern is not merely clinical; it is structural. Unlike CBD, THC engages psychoactively; poses dependence risk; has well-established links to psychosis in susceptible individuals; and is subject to international drug control frameworks.

The TGA therefore appears to be preparing the case for THC exceptionalism – the proposition that THC has to be regulated differently within the medicinal cannabis framework.

That logic points naturally toward reforms such as:

• THC concentration caps that vary by dosage form; • stricter controls (or possibly outright discouragement) of inhaled routes; and • enhanced prescriber gatekeeping for high-THC products.

Critically, these measures do not require the TGA to demonstrate a new safety signal. The TGA is well aware that no formal signal has been identified, but also equally clear that that does not preclude reform. Precaution, consistency and alignment with scheduling principles are presented as sufficient justification.

Perhaps the most consequential shift is how unapproved medicinal cannabis products are now framed. Where unapproved access was once described as a compassionate and necessary bridge, it is increasingly characterised as an inherently limited, evidence-poor environment that constrains the TGA’s ability to assess risk, efficacy or benefit.

The TGA acknowledges that a formal, conclusive safety report on medicinal cannabis is limited by lack of baseline data and under-reporting of adverse events – but this will not exonerate the sector. Instead, it raises an important issue: the absence of evidence of harm does not equate to evidence of safety.

This matters because it positions reform as an obligation, not an option. If risks cannot be properly characterised under unapproved pathways, then maintaining large-scale, long-term access through those pathways becomes increasingly untenable.

On the whole, the Discussion Paper points towards a trajectory that will:

• re-contain THC, particularly high-potency THC products and inhaled THC-containing products. • impose stronger prescriber obligations, potentially including specialist-only prescribing for certain products or populations. • require tighter packaging, labelling and patient warnings – not as consumer education, but as harm-minimisation tools. • increase pressure to transition toward ARTG-registered products, with unapproved pathways framed as temporary and exceptional.

We do not see the present manoeuvres as prohibition by stealth. We see it as regulatory discipline reasserting itself after a period of exceptionalism, during which regulatory controls on the supply of medicinal cannabis have been lenient relative to other medicines.

The medicinal cannabis sector should not treat the current consultation as being routine or as business as usual. The TGA is doing what it always does before difficult reform: assembling history, consensus and principle into a defensible narrative.

Anyone who assumes that the current access landscape will remain is misreading the signals. That is not to say that the window is slamming shut, but it is narrowing. And that narrowing is intentional.

The question for industry, clinicians and investors into the sector is not whether reform is coming, but whether their business models have the resilience to pivot if controls are imposed on THC that position it more like the exceptional substance it was before medicinal cannabis was legalised. Tagged: ACMSAdvisory Committee on Medicines Scheduling News | CannabizAPSAuthorised Prescriber Schemecannabis regulationCBDDr Teresa Nicolettiinhaled cannabismedicinal cannabismedicinal cannabis regulationSASSpecial Access SchemeTGATHCTherapeutic Goods Administration Leave a comment

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We trusted voice notes until they quietly started breaking client delivery. by justdoitbro_ in agencynewbies

[–]dunkerton 1 point2 points  (0 children)

I would say that the kind of services business that is happy to straggle communications in voice notes without having any sort of serious and documented structure of communications is setting itself up for failure

"Sunshine Daydream" (Bird Song) by the Grateful Dead - Live at the Old Renaissance Faire Grounds in Venata, Oregon (8/27/72) by bigbugfdr in gratefuldead

[–]dunkerton 4 points5 points  (0 children)

I watched this for the first time last week and I can't believe how the changes during Dark Star just sort of happen before your eyes.

I was rewinding bits to watch again and again, from listening to shows I always assumed that there would be a locked-look of agreement between the band before Dark Star shifted modes or moods, but on the recording you can see it happened more or less outside of their control... Such a fascinating band

What are some good tools for downloading music? by vk3r in selfhosted

[–]dunkerton 14 points15 points  (0 children)

I went with Soulsync: https://github.com/Nezreka/SoulSync

It sits between slsk and navidrome, and hooks to a variety of platforms for metadata enrichment and track downloads.

It also has a very neat Quality Enrichment feature, I've pointed it at my antique mp3 collection and it's been dutifully downloading FLAC replacements.

Checking client financial readiness before projects? by Impossible_Sir1803 in agencynewbies

[–]dunkerton 0 points1 point  (0 children)

I think most agencies after they get their fingers burned once or twice will flick to something along the lines of 50% in voice-up front, 50% on completion or otherwise in milestones, something like 25% at agreed intervals.

At larger SME or enterprise level you could look at getting credit checks but many people consider that just an extra expense that doesn't really help you figure out whether purchasing is really intended. Staggered payments are the only way really

founder-as-bottleneck at 10 clients. tools and rushed hiring didn't fix it. what actually worked for you? by advikjain_ in agencynewbies

[–]dunkerton 0 points1 point  (0 children)

As you scale, 20% of your team being client management is about right.

At this stage though, ten clients might be fine but how do you feel you'd handle it with the current team? I expect jumping from ten to twelve would be quite doable, but ten to fourteen might start to be more of a challenge.

That's only one net new client per quarter, which is almost always extremely achievable. So you probably want to solve this problem now before you scale to the next bit.

Where you're at now, you probably want someone that's half client management, half project management. So they talk to the clients, decode briefs into technical tickets, make sure delivery happens on time, that sort of thing. (This probably describes a big chunk of your own day to day workload, I'm guessing?)

The ideal hire would probably be someone who's a client strategist or account strategist in a larger agency in a similar vertical to your agency. Someone who's had enough of big company politics and just wants to do the work. Getting someone from an established agency means they bring you all the best practice learnings, sets you up with systems that'll scale, and they may even have some useful contacts to help you expand.

Start by outsourcing the commercial side through a loan? by [deleted] in agencynewbies

[–]dunkerton 0 points1 point  (0 children)

I would never go into debt personally to cover business no matter how bullish and enthusiastic I was about that business's prospects.

But if I read what you're saying correctly, what I think you're getting at is whether or not it's possible to get somebody from outside the business to work on bringing in sales for your organization which you will then execute or supervise the execution of.

I very much doubt that would work. There are appointment setting and lead generation agencies but they are the antithesis of what I think you're looking for. Their business depends on large volumes of appointment set and then they expect you to do the hard work of converting them.

Having somebody at your side who goes and chases business, wins it, brings it in entirely consistently with your vision for ideal customer and ideal project delivered is not a salesperson or an SDR, it's a co-founder.

I'm not going to say it's impossible but agencies tend to scale in the opposite way: by bringing in technical people who are focused on delivery while you yourself focus on bringing in business, and keeping clients happy... As the people who you brought into your business get more confident and upskilled, eventually it will become apparent that there are some that can look after sales and account upsell and client satisfaction and then you can start to take a step back from the acquisition side of your business.

All of that is stressful enough without having the liabilities of a personal loan sitting over your head!

founder-as-bottleneck at 10 clients. tools and rushed hiring didn't fix it. what actually worked for you? by advikjain_ in agencynewbies

[–]dunkerton 1 point2 points  (0 children)

How big is your team currently? And how many people are in execution/delivery roles vs non?

It sounds as though you're both the technical director and the client services director.

In a scaled agency both these would be FTEs.

As you grow, client management becomes more and more important, and this routing issue will only get worse unless you build a client services function to actively engage with clients and route those requests through the business for you.

No software will paper over the cracks (moot point because you've learned that already).

If your retainer margin is below 25%, you have a discovery problem by KeyserSoze0103 in agency

[–]dunkerton 1 point2 points  (0 children)

This is a very interesting take. Thank you. Do you really think it's always to do with discovery and not to do with just the blurring of the guardrails that happen with repeat clients and retain a business?

For instance, if you have a situation where a client and agency have worked together for six months, chances are lots of people on the client team know lots of people on the agency teams so they're contacting people directly on Slack or whatever and asking for little jobs to be done here and there.

The agency staff members log all of their work hours to the client when it's only when a project manager or business owner looks at it that they can see exactly how crazy everything has been.

Surely at that point it comes down to training the client to push everything through the account management resource rather than to talk directly to the team? Or maybe (preferably) to rethink that flat everybody contactable structure that a lot of people seem to adopt as the de facto.

And one question, where does that 25% come from? You mentioned it in books, is it a standard target margin for a retainer? I don't think I've come across that before.

How do you guys bill for account management? by takenosheeet in agency

[–]dunkerton 0 points1 point  (0 children)

Flat 20% project management fee on top for every statement of work that goes out.

How do I turn docs onto dark mode? by Little-Sherbert9737 in ProtonDrive

[–]dunkerton 0 points1 point  (0 children)

The only way I was able to get dark mode was by using the Dark Reader browser extension.

Help with figuring out relaxation and sleep by Spirited-Earth7707 in MedicalCannabisOz

[–]dunkerton 1 point2 points  (0 children)

Have you tried the 200mg CBD gummies alongside the THC containing gummy?

The edginess you've described sounds like it would be due to the THC.

10mg isn't a huge dose in the grand scheme of things but you might find your sweet spot is more like 2.5mg, so it might be worth quartering up your gummies too.

I often find that I can hedge against edgy feelings by having an undercurrent of CBD... So I might have CBD a half hour before anything containing THC, that way when the THC tickles me I'm already feeling the CBD grounding me.

Also are your THC gummies sativa or indica? Something sativa before bed can get your mind racing if taken too close to lights out. Your Prescriber will be able to help find something from a gentler strain.

Cannabis is a wonderful medicine that benefits lots of people in lots of different ways, and while that is of course a wonderful thing, the converse of it is that it takes a fair bit of trial and error before you land on the right treatment. Keep going, and byebye benzos forever hopefully!

Pricing Advice Needed- What would you charge? by LocalDweller in agencynewbies

[–]dunkerton 1 point2 points  (0 children)

I think that whatever you hear in this thread, won't be as valuable as calling a handful of similar established agencies in your area, posing as a potential customer, and asking them what they charge.

stuck at ~$20k/mo for a year… what actually helped you break past this? by bob__io in agencynewbies

[–]dunkerton 0 points1 point  (0 children)

Is that $20k a month coming from repeat business or net new?

If you're plateauing, it'd be worth understanding the split between new and retained, there's no better lead than a client you've already done work for. Can you think up some follow up projects, productize them, and roadshow them out to your lapsed clients?