Responsible Growth Tactics for Sustainable Success In Your Business with Christy Hiler

Are you ready to blaze a trail as a female agency owner?

In this episode, Christy Hiler, CEO and owner of Cornett, shares her journey to agency ownership and offers a roadmap for WOMEN looking to lead and thrive in the advertising world. With fewer than 1% of agencies owned by women, Christy reveals how she overcame self-doubt, built a sustainable growth model, and cultivated a thriving team culture.

If you're a woman ready to step into leadership and make an impact, this episode will inspire and equip you to own your path.

00:00 – Why Female Agency Ownership Matters

02:19 – Overcoming Self-Doubt and Embracing Your Style

06:36 – The Long Game of Sustainable Growth

09:22 – Building a Thriving Team Culture

14:30 – Attracting and Inspiring Future Female Leaders

30:10 – Your Roadmap to Ownership and Success

Connect with Christy:
LinkedIn: https://www.linkedin.com/in/christyhiler
Website: https://www.teamcornett.com/

Instagram: @chiler

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• Tim & Cindy Dodd are the Co-founders of PEMA.io, based out of Miami, FL. Connect with Tim and Cindy: Instagram

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Chapters

• 0:00 Why Female Agency Ownership Matters

Transcript

00:00
And I would tell you when I stepped into the position of ownership and now I talk to owners all over and specifically female agency owners because less than 1% of agencies are owned by women. So, and that is something I'm actively working to change. But I love this business more now than, you know, I even did in the beginning and I didn't think that that would be possible. 40% of businesses in the US are owned

00:30
by women. So how could it possibly be that low in the advertising business? Welcome to The Takeover with Tim and Cindy, where we show you how to dominate every area of life and business. Let's get with it.

00:45
If you want advice on how to grow incredibly successful business, both in revenue and in team and leadership dynamics and with great clients, I have a really special guest today for you because Christy Hyler is the CEO and owner of Cornette, a female owned advertising agency in Lexington, Kentucky. Now she's got a very big team, but it's funny because her goal is to be the best.

01:11
small agency in the country. And she's got an incredible team. She does incredible work for incredible clients. And if you want some wisdom on not just how to build your revenue and build yourselves, but how to build a team and culture and leadership structure and deliver an exceptional product to your clients, today's guest is going to give you some wisdom that is going to be hard to get anywhere else. So welcome to the show.

01:34
Kristi Heiler. Hi, thanks so much for having me. Yeah, I'm really, really excited to dig into today's show, just because looking at your resume, you have such a track record of success after success after success of growing your agency. And so maybe the best place to start is when you think about growing, when you think about scaling, marketing, and selling your business, what is your core mindset around, let's just say, growth of a company?

02:04
set a goal and reach a goal and how do you process through all those pieces? Well, I would say step one set a big goal for us as an agency. This was, yeah, something that from the very beginning, I had a big vision for this agency and what it could be. And I felt like we could be anything despite being when I started in this agency, I didn't found this agency. I went

02:33
start by saying that. So I had been here almost 20 years before I purchased 100% of the agency. That was about three and a half years ago. But before that, it was about seven or eight years ago that I took over as president. So I've been here a long time, but very early on, like I said, had a big vision. I believed that we could be one of the best agencies in this business. At the time when I joined, we were not. We were a local agency.

03:02
didn't local and regional, but I felt like we could grow to compete on the national stage. But that was a long, that was, I play a long game. That was a long game. I knew it would take time. And what we were going to have to do was improve the work. And so my mindset around growth is long. Okay. And even now I still think about growth.

03:31
and responsible growth. I am not looking and I have not really ever looked to see, you know, huge swings, mainly because I've seen a lot of agencies do it and not do it well. And so I prefer is more like 10 to 15% growth year over year over year over year. And that is how we have gotten to this place. And that is still what I look for because

04:00
What I never want to do is be in a position where if we ever lost anything that would hurt the agency and yeah, I mean, I would say just put us in a vulnerable spot. I like to be in a position of strength. I like to constantly be growing, but that is both in business, but also individually. You know, I think that collectively we have goals to be the best agency in this business,

04:29
us to have people working to be in this business. So I break down, I set a big goal and then I break it down. And here's how we're going to achieve it. And some of that is, is what we are all working towards, but I get everybody on board. So we're all working towards the same thing. So here's the vision, set it, communicate it, and then start breaking it down. What do we need to do by each department?

04:54
And then what do each of the people within that department need to be doing in order to see the growth this year and over the next five to 10 years? Wow. One thing that stuck out to me, I'm going to say one thing that stuck out to me and one question I have for you is, anybody listening, I think what's really important is to hear, Christy, you set out this big, huge, massive vision to be the best in the space. Our vision is to be the best in the outbound space, our vertical specifically. And I think-

05:23
A lot of times people set out, they get excited and there's this like woo-ha, let's do it. And then six months or a year goes by and they're like, we're not there yet. We don't have the progress that we want yet. Anybody knows, you know, I've been in this business since 2015. Anybody knows that has built something big and significant, that it really does take just consistency over time and a willingness to stick with it for however long it takes, whether a decade or two decades. I mean, you've been with the company for...

05:52
20 years now, where did that resolve to do whatever it takes for however long it takes come from? And was this like, you're a little girl and this is how you've been setting out goals and visions? Was this, you woke up one day and said, I'm willing to do whatever it takes. Where did that come from? Oh, that's a good question. Yeah, I don't know. I mean, I've never, I've never felt bound by anything. I've always felt like, but you got to put in the work, right? Like I feel, I've always felt like

06:22
If you put in that work, you could. You could do anything. And the truth is, I've also, I've seen it happen so many times that I know it to be true. I mean, I've seen that over my life, but I would say even more. One of the things that people here at Cornet hear me say all the time is like, you put it to paper. When we do that, it is amazing to me that

06:50
At Cornet, we just have a history. We say this is where we're going. We set our eyes on it, and that's where we go. It is like just time and time again, we set our mind on something and that is what we get. But again, it's a combination of being really clear, being aligned, and then doing the work to get there. And every year we at Cornet work to be better, like demonstratively better.

07:20
than we were the year before. So some of it is just that mindset of just a little bit better, a little bit better, and that compounds. And all of a sudden you look back and you're like, whoa, we are in significantly different place than we were. But you get there by every day, just working to be sharper, working to be critical about the work. And you have to balance that with the

07:50
I look back at what we've already done. And that proves to me that we can do it over and over again. And you just keep raising that bar a little bit and working towards just significant changes over time. And so, yeah, I mean, I think that mindset is just constant improvement, but also celebrating the great things that you're doing.

08:16
That's how I lead to as the owner of the agency. I see that as probably the biggest role is making sure the team feels excited and they know they can do it because they've done it, but also inspired by the potential that remains in each of us and collectively.

08:37
Wow. I feel like we could hang out and just have amazing conversations because there's so much alignment. I think a few things that stuck out to me there is the concept of Kaizen, the continual improvement. Like, hey, how can we, that's a big part of our culture. How can we be 1% better at every area of the business every day? And having that kind of culture, I'll say right now, over a long period of time, people get it. They see how powerful that is.

09:04
Another thing that stuck out to me, if people are listening, you didn't catch this, is you set out first, you set out, you set the goal, you reverse engineer it to what's the steps in every single department to get there. But I think what you've really built momentum on is the team has seen you set the goal, they've seen you go through all the struggles, all the challenges, and despite that hit the goal, set the next goal, go through all the struggles and challenges and hit that next goal.

09:32
When you're at this point in moments, and what I'm really curious about is when you're setting that next goal, is there still, you're setting it big enough so there's some discomfort, but small enough so they still have confidence that they can pull it off? How do you think about goal setting with your growth? Yeah, that's a great question. Well, let me answer it a little bit differently though. What I think about when you talk about this environment and our culture, you have to have

10:02
to be able to be honest about the gaps, right? I mean, again, it is this balance of like, I love what we're doing. I love the work. It is really good. But I can also say to the team, here are the things that we could do better. And we're not waiting, I'm not waiting for any outside feedback. I want to get ahead of that. I'm always looking

10:31
As much as I celebrate, I also look really critically and say, OK, here's what I think we can do, because that's the opportunity for our growth. And I don't want that to come from a partner for them to say, oh, I wish this had been better. We don't wait for that. We look for that. We have so much trust and respect for one another. And it's coming from the right place where I can point out the gaps and say, here's what we've got to get better at.

11:01
and here's how we're going to do it. And, and or what can I do to support you? Is it, is it a matter of capacity that it wasn't as great as it could have been? Or is it something that we need to work on and go get additional training or skills or just identifying like, how are we going to get there? This was great to get to the next step. What's that look like?

11:26
There is there is open about it. There is so many nuanced leadership lessons and skills that I see you have there. So yeah, I went through a book recently and I resonated with a lot is that the Toyota way lean methodology, I don't know, incredible, but it's, it's that concept of almost rewarding your team for finding where the gaps are and the SOPs in the process and the experience and your culture. If I'm hearing your eyes, if your culture becomes

11:53
Like part of the process is to find the flaws in the process. So you can fix the flaws in the process before those flaws create problems with your customers. Definitely. Yeah. I mean, this is something that I say to everybody when they join, but even before that, I would say when we're talking to people, what draws people to Cornet and that's people to work with Cornet.

12:17
at Cornell, but also just as a partner, as a brand to work with us, you either spot the vision and catch it and you see like, oh, this is something really special. Most people catch that really quickly and they wanna be a part of that. So what we offer is an opportunity to be a part of building something really incredible that doesn't yet exist. If you are the type of person who wants to work

12:47
with or at a place that is doing it the way everybody that's that is great. But that is not us. That's not the opportunity. We're building something really different and really special and very clear about where we want to go from the beginning. So it's not part of that. This is the opportunity for that. So you come in with that mindset of we're working to be the best. So it's not right or wrong whether people like that or don't like that.

13:16
The whole point in that is you're trying to attract the right talent that gets bought into it. They want to be a part of the vision. They get excited and you need that. It's almost like an entrepreneur, like people that are willing to be innovative, people that kind of are okay a little bit bringing order to chaos. Because if they're looking for just the perfect punch in, punch out, like that's cool. There's nothing wrong with that, but it's just you're not going to enjoy working for us kind of thing. Right. Yeah. And so when everybody joins...

13:46
I always go to coffee. And one of the main takeaways there is we're doing a lot of things really well, really proud of the work. I'm proud of the team. You know, we're happy with a lot of the process, but I'm not foolish enough to think that it's all perfect. And actually what I need you to do is be looking for those opportunities that are going to make us better because I don't ever want anybody here. And there's no reason to like hit a wall.

14:13
multiple times. If something, if you find yourself hitting a wall, come to me and come to me with both a problem and also ideally a solution. It'd be so much better if we did this. And then what people learn is we just do it. We don't just talk about things. We do it. That's the benefit of being independent. Also, we can change anything. Wow.

14:39
I think we could keep going down this vein. I think culture, vision, processes, team, it's a huge, I don't know if anybody listening to, that's listening enough of our episodes knows that I built a company really fast without culture, without product, without all that, and it crashed and it wasn't fun. I was one of those stories up and then down and we really built a really stable culture. So we could go down this rabbit hole. And I think there's a lot of like great lessons to do. I'd love to shift just a little bit to here.

15:08
how you view marketing, how you view client acquisition and sales. At this point, is it mostly that growth year over year? Is this mostly about growing current accounts or is part of the strategy about getting more accounts as well as growing accounts? Amy Quinton Great question, both. So we have a lot of really wonderful relationships and organic growth. I would say there's organic growth, but then there's also just retention. Okay.

15:36
huge piece and what I think too many leaders, especially in agencies overlook, is that retention piece to growth, right? Because if you're seeing people walk, then you're going to have to do a lot more and get a lot more in, in order to see growth. So retention is key for us. We have really long, wonderful, strong relationships with our clients.

16:05
And some of those are really big. And some also are companies that have multiple brands in their portfolio. And they love working with us. Then they introduce us to other brands or bring us into additional work. So generally growth for us, and I like to start smaller and then grow just making sure that we work really well together and we find that good rhythm. So a lot of times it's project and then serial project and then.

16:34
AOR, and we have a lot of AOR business, but generally, yes, looking for new business, looking for organic, but always retention is the top priority. Yeah. I think that it is something that people overlook a lot because there's an excitement, there's a thrill to getting the deal, getting the close. But when you bring somebody on, that check that's written is a prepayment for services that have not been...

17:01
been rendered yet. And so the celebration doesn't happen when the deal is signed, which I think a lot of times happens. The celebration happens when the client's going, man, this is really worth the money and they wanna keep working with you. And that's the lesson. I know I personally had to learn early on in building an agency. And I've seen a lot of people go up and go back down. Let's kind of shift just a little bit to what were some of the marketing strategies that you used? Maybe you had a specific referral strategy. Maybe you had a specific...

17:31
marketing or outbound strategy? What were the strategies you've used historically to get that new business in year over year? Hey there, make sure that you are staying on top of your game by following the show. Hit that subscribe button for the Takeover with Tim and Cindy, wherever you are listening. Let's get winning together.

17:54
Sure. Okay. So the way that I think about new business, a lot of it is connected to visibility, just our share of voice in the industry, just kind of like what we do for our clients. In order to be the best, our work has to be the best because that's what clients are looking for. So we do a lot of pushing out of our work.

18:22
And then also, so I would say press is a big piece of it. And we are kind of known for that anyway. That's kind of our superpower. We layer big, fuzzy, sticky ideas onto campaigns. So a lot of the press that we get for our brands, we also push out within the trades. So press is big. Is this paid press or are you gonna?

18:48
I know before we started recording, you were telling me that you had that spoof campaign that went viral, which was beardvertizing, where you were going to do advertisements in people's beards. Is it clever things like that that get you repressed or is it paid press? Yes. Earned is kind of a knack for those kind of ideas. And we do it intentionally because that allows our clients and their brands to just play bigger.

19:15
I mean, it gets us, we like to get earned on top of paid. So every campaign that we build, we're thinking about what's the hook, what's the angle, what's the idea that's going to get us a lot of earned attention on top of the paid media campaign that we're working on. And the truth is too, if it is picked up by press or if it just has more social engagement, if it does well in that way, your paid pieces are.

19:45
going to do better also. So we do that for our clients, but we also do it, yes, for ourselves, as I mentioned with launching beer advertising back in 2013. So yeah, we do a lot of those things for ourselves in addition to our clients to get attention. So what would be a way that you would think through? So say you're looking to do some earn media, some earn press, what are ways you think through, hey, from kind of beginning to taking traction and, you know, what percentage of those are?

20:14
We know we're going to get earned. And what percentage of those like, hey, we just know 50% of the time, we're not going to get it. And that's okay. That's part of how we do our math. Like how do you think from beginning to? Yeah. Well, I can tell you, we call them headline driven ideas. And that's how we think about them. What's the headline? And everything is, it's gotta be a first. You know, it's got to be. And sometimes, sometimes it's wild, but.

20:40
always, it's got to be a first. And we understand a lot of how culture is and what they find entertaining and what they pick up. So you kind of got to know what you got to have an eye for it too. Yeah, but ultimately, we lead we think about what are the publications we want to write about either this brand or about us and what would be the headline. And we're really

21:10
critical about whether or not that's actually going to get press and get picked up. So, I mean, a lot of that has to do with, you just have such a good pulse on culture, on the publications. You kind of already have a feeling and an understanding, hey, if we do something like this, then we're probably going to get some kind of attention with these type of publications. Yeah. Yeah. So a lot of our creative team, and especially the leadership, they're students of it.

21:37
They're students of culture, they're students of press, they know what they write about, they've studied the publications that we want to be in. What does their audience gravitate towards? What articles do they like and what do the editors write about? So it's the same as relationships with clients. You know, you just, you got to build those too. You got to really understand your audience. I love just the concept of just obsessing about.

22:04
what about your area of expertise. And it sounds like you have a team and you've attracted a team that is obsessed about what they do. I know we have a lot of people on our team that they're thinking about this stuff on Saturdays and Sundays, but they're not working Saturdays or Sundays, but they're coming in, hey, I didn't coin my own name, but they call me chief and they call my co-founder Cindy Cap, captain. And so it'll be like, it'll come in Monday. Hey, I thought of this idea and I built out this little software over the weekend to help the team out. And so.

22:31
Do you find that you have a team that's excited about this stuff? Like they're thinking about it on the weekends? Yes. I would say two pretty consistent qualifiers for those who come and join us here at Cornet. One is, do you want to be a part of building something really remarkable? And then the other is like, do you believe in the power of creativity? You know, I mean, this is a really...

22:57
creative, but also inspired group. You know, they love this business. We're kind of, you know, a lot of us are just ad nerds, whether it's our work or studying other people's work. I mean, like we love really cool stuff and we get paid to do that and to build that. But we're really clear that we are not in the entertainment business. This is a business of building business using creativity, which

23:23
I think makes it even more interesting and exciting because you've got to be sharper. Like it can't just be wild. It's got to be intentional in doing what it needs to do for the brands that we're trying to serve. So we're really clear on what we want them to do and how to use creativity to make that happen and have it actually work in culture and be picked up.

23:52
get attention. So I think it's an obsession about because there is some people kind of think of like ad creatives as though they're sitting around. Maybe they're smoking a little pot there. And then out of nowhere comes out this brilliant idea to be really successful with the agency you're running and with in this world that you're in, it's highly, highly, highly competitive. So it's not just about coming up with some creative idea. There's so you have to understand.

24:18
business and be obsessed about the business model and the KPIs around all these things. And so when I hear a company that is doing as well as you are, I know that there's an obsession behind process behind it, because creativity to repeat that over and over and over and over again, there has to be processes, SOPs. And so what I love when it looks so easy and effortless, like when I'm talking to you, Christy, it just seems like you wake up in great

24:46
ad ideas come to you and the best talent comes and is attracted to you. But when I see things that come easy to somebody, it means that there was a lot of hard work that was put into to get to that point. So I just, I do, I would love to make a little bit of a shift and kind of ask along this journey, what are some of the biggest challenges that you've had growing and scaling your business, maybe on the marketing side or maybe birth pains as you've grown, you know, faster.

25:14
What are some of the biggest challenges that you've kind of faced growing the agency? Well, actually, up again, now maybe answer that a different way and say, when I think we really hit our stride and how I think we did that was under and separating strategy from account relationship because early on the agency had

25:41
A strategic mindset, like let's understand their business, but that business is not as interesting and exciting to the creative team as it might be to somebody who really loves business. So when we eventually got the strategy part of it right, where that team could come in and take fully understand the business, the category, competitive, the market.

26:10
also the consumer, but really distill that into something that excited and was like the, just an easy launch pad for the creative to work from. So it says, here is this insight, here is this rich little, we call them kind of like sleeping giant insight. It was just kind of right there under the surface. You just got to wake it up for this brand, but you got to dig for that. And so that process.

26:38
Once we figured out, okay, here's how we get to that. And then you bring in the creative and you excite them around the opportunity that exists with this consumer and exists only for this brand. And then they can just fly. So you just, you know, making it easy for them to get creative with the guardrails without knowing there's guardrails. This is brilliant. Everybody listening, I don't know.

27:06
if you realize, but there's so much of what you're saying is making sure that you're setting up a context for every party involved in the process to get buy-in on the vision and excited for the work. Because a lot of times entrepreneurs or owners or executives will just say, well, you need to do this, this is where we're moving. You're really thinking through the process of what is going to get everybody motivated on this? How do I really channel this in a way that everybody's excited?

27:35
about doing this project together. I mean, is this something that you've naturally just had as you're very empathetic and you understand this process, or is this a lesson you've learned from a mentor? Where did you really think about understanding how to channel getting buy-in and getting people bought into the vision? I've been in this business a long time. I've worked with creatives a long time. So I know now what their motive is.

28:01
by what excites them. And again, like you gotta get to that place with creatives because they just like, that's where the best work comes from. So I don't, yeah, I don't know that I knew that piece as early on in my career, but over time, absolutely, I learned what gets them excited. How do we get to the best work? And yeah, and then once we locked that in, you just, you get people who wanna do it.

28:29
who want to do that and he can do that. Wanting to do it and being able are not always the same. Lovers will outwork workers every day. So have you ever thought about running for politics because there's been two or three questions I've asked and you said, well, let me answer that in a different way. I'm like, you know, I was, I think, I think you, you would do very well with, with politics or I know it doesn't pay super well. So maybe down the road or, you know, you're probably very familiar with press relations. I do.

28:58
not have any interest in politics. Nor do I. I love this business. I do. I love this business. I have loved this business since I got into it. And I would tell you when I stepped into the position of ownership and now I talk to owners all over and specifically female agency owners, because less than 1% of agencies are owned by women. So, and that is something I'm...

29:27
actively working to change. But I love this business more now than I even did in the beginning, and I didn't think that that would be possible. Wow. Yeah, I love that. So my co-founder, Cindy, we just made the Inc. 5000 for 40's Fastest Growing Marketing Agency. And she's obsessed. She's from South Africa, Congolese. And she goes, I look around and I don't see not one black woman in the lead generation space.

29:57
And for me, a lot of people, minus the beard, kind of look like me. So when I see most of our leadership team is women. And so when I see women like you running a business and crushing it, my mom was a very strong woman. It makes me happy to see my co-founder, Cindy. She is by far the backbone of this company. I do the marketing and sales.

30:22
And so I think just, I'm really, I want to see where you go with that because I, as Warren Buffett says, to not bring women into the show is you're, you're cutting off half the talent pool. And I've taken advantage of that. If you look at our leadership team, it's mostly women. Most of the rooms were in, I'm like, Hey guys, we're outnumbered. So we got to go with what they say. And so for you is where, where did that kind of passion come from? Like, Hey, I really want to see that change in the space. And did you feel was there resistance and that you had a kind of

30:52
outwork maybe what a male would have to do in the industry? Well, first, I would love to have your partner on our podcast. So Own It is the initiative that I started about three years ago, shortly after I purchased the agency. I started asking. And to be honest, it took me a while to say yes to stepping into the role of president. And then.

31:18
eventually ownership. I said no, actually, for a number of years because I didn't see many women doing it. And the women that I did see doing it, they were not doing it in a way that felt like something I could comfortably put on. And so it took me a number of years to prove I knew I could do it differently. I just didn't know if that would be successful also.

31:48
So I needed to prove both. Yes, I could do it differently. And that people would enjoy that and really rally behind that. And they did. That part, that was easier. And then once I stepped into the role of president, then we started seeing tremendous growth and success. Like just the way that we wanted to, again, just like setting our sights and then reaching it over and over. And so.

32:17
That then showed me, yes, I can do it differently and I can be successful. And then I bought it and then I started asking, okay, how many others are doing this? And that's when I learned that less than 1% of agencies are owned by women, which is ridiculous because 40% of businesses in the US are owned by women. So how could it possibly be that low in the advertising business? But I've talked to over 100 agency owners on the podcast now,

32:47
big, beautiful community. And I would love to have Cindy come on, share her story. Of course. The podcast is all about just everyone's journey and path to ownership. Everyone has a really fantastic, and these are sharp, sharp women. We have a lot of women in the position of leadership in this business, but ownership is really where the power and the ability to change this industry sits. Wow. I love that. So like,

33:17
Let's do this. How can people, because I think there's a lot of value that we got today. I'll definitely connect you with Cindy. She loved the chat with you and I've really enjoyed our conversation as well. How can people get connected with you, Christy? And who do you want to meet with? Because I know you do just incredible high level work. Who do you want to connect with? How can they connect with you? Thanks. Connect with me on LinkedIn. I love LinkedIn. I'm really active.

33:44
on there for both for the agency, but also with the Own It initiative. And I love talking and would love to talk to more female agency owners. If you are a female agency owner or you know a female agency owner that is not on our list on UntilYouOwnIt.com, send her my way. And then also, yes, of course, looking to grow our network of CMOs, especially in CPG.

34:14
food and beverage or tourism. Awesome. So two called actions there. One, reach out if you're a female founder and you want to get connected to Christie 100%. And we were talking behind scenes. I tell you what, Christie, it's just, we were talking about your family and your kids skateboarding and being brilliant on that side. You're just a pleasure to speak with. Reach out to Christie. Now, if you're a CMO, if you're working with a company and you're doing the marketing, reach out to Christie, have a conversation.

34:41
Talking to Christie on the backside, I think one of the biggest things is you seem genuine, you're really big on how do I retain clients, how do I make sure the clients are happy. In an industry where a lot of times it is, the agency space is, hey, we're so hyper focused on sales that they're not thinking about how do I keep the clients that I've got. It seems like that you've got that down well. It is a rare thing, but it is one of the big reasons why you've been able to sustain consistent growth year over year, Christie.

35:09
Awesome to have you on the show and yeah, we'll talk soon. Thanks. Thanks so much.