Few people have watched the SEO agency world change as closely as Kevin Gibbons. He has been in the industry since 2003, founded SE Optimise in 2006 while travelling in Australia, and in 2012 started over to build Re:Signal — now an 18-strong agency focused on e-commerce brands. In this Unscripted SEO conversation with Mark A Preston, Kevin is refreshingly honest that the ride has been anything but smooth.
The journey has been like a rollercoaster, with both progress and setbacks, but it has evolved positively over almost two decades.
Kevin Gibbons
Kevin digs into the parts of agency life that rarely make the highlight reel: why every time the team grew by seven people the whole structure had to be rethought, how unbillable roles like HR and finance quietly keep an agency alive, and why specialising in e-commerce sharpened both retention and win rates. He talks candidly about the move to a remote-only team, navigating conflicts of interest between similar clients, and the personal challenges — including bereavement — that inevitably collide with running a business. His advice for anyone thinking of starting their own agency is grounded in two decades of lived experience.
Enjoying the journey and working with people you respect and enjoy is crucial.
Kevin Gibbons
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The full conversation
What inspired you to start your agency, and what has been your journey in the SEO industry?
I’ve been involved in SEO since 2003, starting as a student and freelancer. I founded SE Optimise in 2006 while travelling in Australia. By 2007, it became a limited company. We grew until 2012, when I decided to start over, leading to the creation of Re:Signal. The journey has been like a rollercoaster, with both progress and setbacks, but it has evolved positively over almost two decades.
Looking back, what do you wish you had known at the beginning of starting your agency?
I wish I had a better understanding of running a business, specifically in structuring a leadership team, focusing on client retention, and driving growth through sales and marketing. Learning from mistakes was essential, but knowing these aspects earlier would have fast-tracked our success.
How have you navigated significant changes and restructuring in your agency?
Growth often necessitates restructuring. For example, every time we added seven people to the team, we needed to reassess our structure. The key moments for restructuring usually align with significant growth or shifts in the market. Adapting to these changes, like focusing more on SEO and e-commerce, has been crucial.
Can you discuss the challenges of running an agency, particularly regarding billable and unbillable costs?
Running an agency involves understanding both billable and unbillable costs. While clients focus on billable outputs, unbillable roles like HR, finance, and project management are vital for sustaining an agency. Balancing these costs is crucial for maintaining client satisfaction and operational efficiency.
How did transitioning to a remote-only agency affect your team and operations?
The transition to remote work was overall positive, though not without challenges. We already had a partial work-from-home policy, which made the transition smoother. Remote work has allowed us to tap into a wider talent pool and maintain team connection through regular meetups and activities.
Why have you chosen to focus primarily on e-commerce brands?
Focusing on e-commerce stems from our track record and client success in this area. Specializing allows us to refine our skills and offer targeted, effective strategies for e-commerce clients, leading to better retention and win rates.
How important is having a specialist focus in today’s agency market?
Specialization is crucial as it builds a track record and instils confidence in potential clients. Agencies that can demonstrate success in a specific sector or service offer a more compelling proposition to clients looking for proven expertise.
What challenges have you faced in balancing client retention and new business acquisition?
The key challenge is ensuring client satisfaction and retention while pursuing new business opportunities. Balancing these aspects is essential for sustainable growth. Focusing too much on either can lead to stagnation or unsustainable expansion.
How do you navigate potential conflicts of interest when working with similar clients in the same sector?
We assess each situation carefully. Direct competitors often pose conflicts of interest, but we try to work with clients in a way that respects confidentiality and integrity. Transparency with clients about such situations is vital.
Reflecting on your agency’s growth, what have been the key lessons and challenges?
Key lessons include understanding the importance of client retention, adapting to market changes, and managing personal challenges alongside business demands. Life events, like bereavement or personal changes, can significantly impact business decisions and require resilience and adaptability.
What advice would you give to someone starting their own agency?
Ensure that running an agency aligns with your personal goals and strengths. It’s a long-term commitment that requires resilience, adaptability, and a willingness to learn from both successes and failures. Enjoying the journey and working with people you respect and enjoy is crucial.
Connect with Kevin Gibbons
- Agency: Re:Signal
- LinkedIn: /in/kevingibbons
- X: @kevgibbo
More from the Unscripted SEO Podcast
- Adrian Nikolov on Organic Growth Engineering
- Rob Bonham on SEO in the Agentic Age
- Kevin Indig on Becoming a Fortune 500 Growth Advisor
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