The New New Business: Franziska Bönder on Collaboration and Communication

Franziska Bönder is director of client growth at DEPT® for the DACH region. She is driven by data and fuelled by creativity. Her focus is digital growth, where her heart beats especially for the most holistic solutions possible. She prioritises meaningful connections with clients and teams by fostering long-term relationships over short-term wins.

LBB> What was your first sale or new business win?

Franziska> My first new business win at DEPT® was both thrilling and nerve-wracking, as it involved two major pitches nearly simultaneously, one for a premium drinks company and one for social innovation for an online retailer. At the time, I was still part of the project management team, operating more on intuition and determination than on experience. Honestly, it was a challenging experience.

Neither of the scopes exists today in the form we initially pitched, but have either developed or even changed completely - but what truly stands out is the enduring relationships we’ve built with these brands. To this day, DEPT® maintains a strong and evolving partnership with both clients, adapting to their ever-changing needs and challenges.

Looking back, those first successes were pivotal. They led to new roles, new challenges, and, of course, the inevitable pitch losses and lessons learned along the way. That initial success marked the beginning of a journey defined by constant redefinition and the pursuit of more innovative, holistic solutions.

At the time, I was incredibly nervous, driven by a desire to “get it right” and to make our potential clients happy. Over the years, my approach has evolved significantly. Today, it’s less about simply impressing clients and more about fostering genuine, collaborative conversations. I focus on listening deeply, understanding their needs, and offering thoughtful, strategic guidance. What once felt intimidating now feels like an opportunity to co-create and build meaningful partnerships.

LBB> What was the best piece of advice you got early on? 

Franziska> The best piece of advice I received early in my career was this: “Try your best to be replaceable.”

At first, it might seem counterintuitive, but it’s advice I’ve come to appreciate deeply—and I share it often. The idea is that we’re all replaceable from a work perspective, and that’s not only okay but also a freeing thought. It’s a reminder that success doesn’t rest entirely on one person’s shoulders.

What truly sets us apart isn’t the tools we use or the processes we manage, like an Excel sheet only we can decipher. Instead, it’s who we are as individuals: the way we approach challenges, the solutions we create, and the relationships we build. It’s about fostering growth, collaboration, and shared success, creating an environment where everyone can thrive together.

LBB> And the worst?

Franziska> The client is always right. If the client wants you to make a cow fly, all you ask is “how high”. There are many reasons why this advice is problematic, but I’ll highlight two key issues:

The hierarchy it promotes is toxic for building a fruitful, healthy, and productive relationship. A strong partnership between client and consultant should be collaborative, not one-sided.

I understand myself as a consultant and/or as the connecting link between the client and the best possible experts and consultants. Part of my role is to question and dissect the brief to ensure we’re finding the best solution. Blindly following orders has never been my approach, and it never will be. True value comes from offering insights, challenging assumptions, and providing solutions that truly meet the client’s needs—rather than just executing their requests.

LBB> How has the business of ‘selling’ in the creative industry changed since you started?

Franziska> In my opinion, I see a change in everything I mentioned above. Of course, selling or pitching is still about presenting your best work and being proud of what you are creating as an agency. 

LBB> But instead of simply selling a final concept, the focus is now on building a strong relationship. Is there chemistry? Do we share the same values? Do we truly understand your needs? What’s the long-term value we can offer?

Franziska> The goal is to maintain growth, innovation, and that initial spark throughout the relationship—not just during the pitch. It’s about being a partner who can keep things exciting and evolving over time.

And, above all, it’s about transparency and honesty. Overpromising or pretending to be something you’re not is not the way to build a sustainable partnership. I’m not a fan of false promises or love-bombing just to secure a deal. That approach may work in the short term, but it’s never sustainable for anyone in the long run.

LBB> Can anyone be taught to sell or do new business or do you think it suits a certain kind of personality?

Franziska> I believe new business does suit a particular type of personality, or perhaps a range of personalities—especially those who find purpose and joy in listening, understanding, consulting, and envisioning the bigger picture.

While skills like building presentations, developing resilience, budgeting, and negotiating can certainly be learned, having a genuine interest in a client’s challenges and needs is something that resonates more naturally with some people than others. The best new business professionals are driven by a relentless pursuit of finding the best possible solution, and they’re motivated by the desire to help their clients succeed.

These individuals are often not the single-service experts who get lost in the details. Instead, they thrive in a role where they connect the dots, look at the bigger picture, and bring teams together to deliver the best outcomes. Everyone has a role to play, and true success comes from working collaboratively as a team. That’s the magic trick.

LBB> What are your thoughts about the process of pitching that the industry largely runs on?

Franziska> At DEPT®, we still participate in pitches, but we make sure to review and qualify every opportunity carefully so we can choose our battles wisely.

Personally, I believe the pitching process could be made fairer by introducing a few changes:

• A transparent process, so agencies can assess their chances and decide whether to proceed
• A first round focused on a simple agency introduction and chemistry check, narrowing it down to two to three preferred agencies
• A clearly outlined pitch process with two to three steps, ideally with compensation for agencies who don’t win (at least for those who invest significant time and resources)

I don’t think the pitch process needs to be done away with entirely. It’s a valuable opportunity to test the chemistry, approach, and working style before committing to a long-term partner.

However, I do believe the goal should be a long-term collaboration, and the pitch should be more of a collaborative process. Including check-ins and "tissue sessions" would help everyone get a better sense of compatibility before the formal proposal stage. This makes the process feel more like a partnership from the start, and it gives both sides a clearer understanding of what the relationship might look like long-term.

LBB> How do you go about tailoring your selling approach according to the kind of person or business you’re approaching?

Franziska> For me, it’s all about understanding the unique needs of the individual or business. I never take a cookie-cutter approach. I make sure to research and listen closely to offer solutions that are relevant and personal to their situation.

The qualification process is crucial—it’s not just about checking boxes, but ensuring there’s a genuine fit. In the end, it’s about building trust, understanding, and creating something that truly resonates with each client.

LBB> New business and sales can often mean hearing ‘no’ a lot and quite a bit of rejection - how do you keep motivated?

Franziska> Sometimes you win, sometimes you lose—that’s part of the process, and pitching is no different. I love the wins, but when we lose, I always take the time to process, review what happened, gather detailed feedback, and find the lessons in it.

With experience comes not only knowledge but the resilience to bounce back quickly. As a leader, I believe it's crucial to set the tone for the team, focusing on growth rather than the loss itself. I encourage my pitch teams to look at what we can improve—whether it’s refining our approach, adjusting pricing models, or finding new ways to innovate.

At the end of the day, it's the team's energy and the culture of learning and improvement that keep us motivated and moving forward. This mindset is what allows us to keep pushing, even when the road gets tough.

LBB> The advertising and marketing industry often blurs the line between personal and professional friendships and relationships… does this make selling easier or more difficult and delicate?

Franziska> I think this is a question everyone might answer differently, but for me, personally, it makes selling easier.

I’m just one person with different boundaries and facets, but ultimately, I’m always me—whether in work or in my private life. If the chemistry is there, communication becomes natural, and what follows is a genuine dialogue and partnership. That’s what drives me and makes my job fulfilling.

For me, the best results come from building authentic, trust-based relationships where both professional and personal elements can coexist in a balanced way.

LBB> In your view, what’s the key to closing a deal?

Franziska> For me, the key is transparent communication—no endless back-and-forth. Let’s discuss the must-haves and nice-to-haves upfront, set clear goals, and I’ll work with you to get the most value from your budget.

I genuinely want to see my clients succeed and grow, so I’m always ready to help. But I’ll also be honest when we’ve reached the point where further negotiation isn’t possible—that’s the fair approach for everyone involved.

LBB> How important is cultural understanding when it comes to selling internationally? (And if you have particular experience on this front, what advice do you have?)

Franziska> Cultural understanding is extremely important—not just for selling, but for making the right decisions, finding relevant solutions, and building successful partnerships. It’s about knowing what works in each context and how to approach it in a way that resonates.

Personally, I’ve had the advantage of working internationally, and at DEPT®, we collaborate across teams globally, which means we rarely lack that cultural understanding or relevance.

LBB> How is technology and new platforms (from platforms like Salesforce and HubSpot to video calls to social media) changing sales and new business?

Franziska> Technology and new platforms have definitely reshaped sales and business development. We've moved from limited communication between briefings and presentations to more flexible, continuous interactions throughout the process, which is a major improvement.

Platforms like Salesforce and HubSpot have been invaluable, offering data-driven insights, streamlined lead tracking, and automation to keep things moving smoothly. These tools help personalise outreach and manage pipelines more effectively.

When used right, tech makes the process more efficient—whether it’s real-time communication through video calls or AI boosting productivity. But it’s still important to balance that with in-person meetings, especially during onboarding, to ensure smooth collaboration.

LBB> There’s a lot of training for a lot of parts of the industry, but what’s your thoughts about the training and skills development when it comes to selling and new business? 

Franziska> There’s no one-size-fits-all when it comes to training, as everyone brings different knowledge and expertise to the role. Training could involve external presentation coaching, internal mentoring, or onboarding specific to the agency’s service and product portfolio. The set-up phase will look different for each person.

After that, it’s important to regularly align within the new business team, as well as with client service and expert teams. There should be ongoing opportunities to exchange learnings and update standards to ensure continuous growth.

LBB> What’s your advice for anyone who’s not necessarily come up as a salesperson who’s now expected to sell or win new business as part of their role?

Franziska> My advice is simple: consult, share knowledge, and focus on finding solutions to the challenges you or the client have identified. It's not about pushing a product—it's about understanding the problem and offering valuable insights.

For everything you don’t know yet, ask for help, get support, and do your research. Sales isn’t just about having all the answers right away.

Ultimately, it’s about enabling yourself and others, rather than thinking you have to handle everything alone. No one knows it all, and the best salespeople understands the power of collaboration and learning as they go.