Joust Agency

Where they started

Ron Davis runs Joust Agency, a creative and digital agency in the United States that he has been rebuilding around AI services. When the coaching engagement began in early 2026, the business was running on reactive, one-off project work rather than a clear, repeatable offer.

Ron’s own assessment of the business was candid. In the Vision to Victory framework he completed, he rated revenue predictability at 0 out of 10, scored brand as his single weakest system, and flagged sales and a clearly defined offering as his most critical growth blockers. He named the problem plainly: “Better define offerings, and sales. More focused efforts.” He was also doing a lot of the delivery himself, which he openly described as “not a good model, and not a profitable model.”

The real problem

The core issue was not effort or capability — Ron is a deeply experienced operator who consistently rated his delivery, experience, and innovation as genuine strengths. The problem was shape.

The agency had no repeatable, marketable offer to hang its hat on. Revenue depended on whatever project came through the door, work moved slowly through large prospects, and there was meaningful client-concentration risk. Sales and brand were the weakest parts of the business, and outreach was broad and unfocused rather than aimed at a clear ideal client. Without a defined offering and a system to win work predictably, Ron was stuck reacting — and frequently stepping back into hands-on delivery himself to keep projects moving.

What we worked on

The coaching has focused on turning a capable but reactive agency into one with a clear offer and a repeatable way to win clients. Across recent sessions that has meant:

• Sharpening the offer. Renaming the core service from “AI Audit” to “AI Roadmap” so it lands with mid-market buyers, and building a dedicated landing page and more professional positioning for that audience.
• Narrowing the ideal client. Moving away from broad outreach toward a focused model — selecting roughly 10 high-value target accounts per cycle, researching them deeply, and reaching multiple people inside each organisation.
• Building a real sales system. Designing a multi-channel, multi-touch outreach sequence — cold email, phone, SMS, LinkedIn, and “lumpy mail” (a physical, personalised package with a handwritten note and QR code) — to get past gatekeepers and reach decision-makers.
• Opening a referral channel. Leveraging relationships with agency owners and peers who do not offer Ron’s AI services, to generate warmer referrals than cold outreach can.
• Productising delivery into IP. Exploring a model where Ron builds custom AI tools for specific clients in exchange for credits and a share of savings — keeping the underlying intellectual property to commercialise later.
• Putting marketing to work with intent. Restarting value-driven LinkedIn content tied to specific outcomes, rather than posting for its own sake.

A recurring theme in the work has been Ron’s own conviction that AI is “still about people” — that the offer wins on the processes and systems built around the technology, not the technology alone.

Where they are now

This is an early-stage, in-progress engagement, and we are being honest about that: there are no headline revenue numbers to claim yet. What has changed is clarity and direction.

Ron now has a clearly named offer (the AI Roadmap), a defined ideal-client approach, and a concrete sales system to execute against rather than broad, undirected outreach. He is actively reconnecting with his network, evaluating agency partnerships and referral channels, and testing the targeted outreach approach against a handpicked list of accounts. The shift from reacting to project work toward deliberately building something repeatable and marketable is underway.

The next phase of the work is execution: choosing the target accounts, running the outreach sequence, and converting that clearer offer into a predictable pipeline.