Meet Veronique James | Founder & CEO of The James Agency

We had the good fortune of connecting with Veronique James and we’ve shared our conversation below.

Hi Veronique, what was your thought process behind starting your own business?
I went to the University of Arizona for a BFA in visual communications, where I studied business and graphic design. From there, I worked at a small agency in Scottsdale where I had the privilege of working on small consumer brands in Phoenix, including local restaurants and high-end boutiques. It was a great experience because the agency was only five people, so the ability to wear several hats and learn the business like that was rare. From there, I was headhunted to a larger 50-year firm of 40 members that focused on four- and five-star destination travel and hospitality. The environment was very corporate, and since it was a larger environment, I had a front-seat spectator row of what it was like to work in a more traditional hierarchy agency setting. The clients and budgets were amazing, but the culture was disruptive and toxic.

Simultaneously, I was married early out of school, and just as quickly was going through a divorce less than a year later. Going through a major life change like that at such a young age made me question my days and what I really wanted to do with my life. Out of disparity, I started freelancing — working late nights and weekends as a graphic designer — to pay for my legal bills and dissolution of marriage. Very quickly my side hustle was providing more for me financially than my 9–5 corporate day job as an art director. It became very apparent to me that my future wasn’t to work for someone else, but to be able to create an environment where I loved what I did and who I worked with. Thus, the agency was born 19 years ago.

What should our readers know about your business?
The COVID pandemic was, without a doubt, the most challenging period for our agency in its 19-year history. We unexpectedly lost half our revenue and a significant portion of our client base. It was a time filled with uncertainty, as the world around us seemed to be spiraling out of control.

In the absence of accurate information, I turned to my EO forum and initiated daily check-ins via Zoom at 4 p.m. These meetings were a platform for us to share daily updates concerning the virus, our industries, FMLA regulations, and financial aid. The situation evolved rapidly, making it difficult to stay updated, let alone devise strategies to keep the business afloat and our team employed.

News soon reached me that peer leaders from other agencies had begun furloughing or laying off their employees in large numbers. We were somewhat fortunate as a third of our clients were unaffected by the pandemic, but this wasn’t enough to sustain us in the long run or keep our team fully engaged. I dedicated countless hours to research ways to keep the business alive, while instructing my directors to utilize the team’s free time in developing an outbound marketing strategy for the agency. I believed it was crucial to keep the team busy, maintain a positive agency image, and exhibit proactive leadership during these trying times.

As weeks turned into months with no end to the pandemic in sight, the financial strain was becoming increasingly apparent. Despite entering this crisis debt-free and in a strong cash position, our resources were dwindling. Failing to secure the first PPP loan due to an error made by our bank, I found myself facing the harsh reality of making tough decisions. The question was whether to let go of 80% of the team to sustain the remainder or find a way to keep everyone employed.

After much introspection and prayer, I was determined to keep the team intact and minimize the impact on them as much as possible. Through ingenious budget management, portfolio diversification, and internal role reassignment, we managed to retain all our staff and implement only a 0.015% pay cut for one payroll cycle. I firmly believe that our collective commitment and dedication played a crucial role in our ability to pull through this crisis.

In 2023, we launched an expanded business model that we believed would surpass what many other agencies are bringing to the table for clients—Stratagem. Stratagem focuses on the future of client needs, taking on unpredictable economic challenges and positioning us as a profitable business.

From our experience and research prior to 2023, we realized clients are prioritizing consultative oversight and expertise over deliverable-based agency execution. Our new offering, Stratagem, gives us the chance to dive into the discovery process (or “get lost,” as we like to call it) and immerse ourselves in the company from all points, in order to consult better and inform our clients on what they need. We believe this total brand immersion sets us apart from our competitors because we seek first to understand the brand, instead of moving forward with a brand that we hardly know. Stratagem allows us to really immerse ourselves in the businesses, making us feel like we are a part of the client’s team, rather than a partner, which makes their success become our success and helps us advocate for the overall well-being of our clients.

2020 was a hard year for all, and for our agency that predominantly specialized in boutique hospitality and food and beverage concepts, March 17 became a fateful day of rapid client attrition. The agency took a 62% net loss in less than 24 hours, which was devastating. However, after careful consideration and reflection, I made the decision to retain all our employees and not implement any pay cuts or furloughs. This was contrary to the approach taken by many other leaders in the industry who were struggling to navigate the challenges posed by the pandemic.

Contrary to the advice I was given by my sphere of influence, I decided to transparently share on a weekly basis for the remainder of 2020 the financial status of the agency, the additions and subtractions of clients, as well as updates on financial aid status. By being vulnerable and transparent with my team, they were clear on the economic standing of the agency, whereas other agencies were doing mass layoffs unexpectedly. I hope that by doing so, I earned some stripes as a leader who values open and honest communication and ensuring all are abreast to the constantly changing and dynamic economic landscape. To this day, I practice the same level of transparency with the team at large every quarter.

Let’s say your best friend was visiting the area and you wanted to show them the best time ever. Where would you take them? Give us a little itinerary – say it was a week long trip, where would you eat, drink, visit, hang out, etc.
Since I am a Mom, I am not cool so here goes…

Breakfast at LGO
Bikeride down the Arcadia Canal or Scottsdale Greenbelt
Lunch anywhere with a patio in Old Town
Afternoon hike up Camelback
Spa day at VH Spa
Happy hour at Postino’s
Couple’s dinner at Vecina’s or Virtu Honest Craft

Who else deserves some credit and recognition?
Mentorship has played a crucial role in my journey as an entrepreneur. I have been fortunate enough to be a member of the Entrepreneurs’ Organization (EO) for a long time, where I had access to more than 200 fellow business owners. They shared their experiences and stories with me, not advice, which was very valuable. Being a part of this community helped me tremendously, and I was so grateful that I decided to give back by leading the organization as Chapter President. Through my years of servant leadership, I was able to not only mentor and lead others but also learn from those who had done it before. These were the most formative years of my life, and they helped shape me into the leader I am today.

Website: thejamesagency.com

Instagram: @thejamesagency @veryuniquejames

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