One year on: Running an indie and the price of independence

Advertising has long thrived on structure—global networks, established hierarchies, and predictable client relationships. But what happens when you step outside the safety net? What does independence really mean for agencies in an era of constant disruption?

My first year running an independent agency has been a journey of discovery. Chaotic, to say the least. For two years, negotiations dragged on, stalled, and restarted. I would be lying if I said there weren’t moments of doubt or uncertainty. Once the deal was done, we had less than two months to launch an entirely new agency. Looking back, it was a year of highs, hard landings, and deep reflection. I learned not just about running an independent agency but also about how the larger industry is evolving. I share my reflections not as answers but as observations—ones I believe many of us, as creative professionals, can relate to.

It's all in the name

As someone who’s worked on building countless brands, I thought branding our agency would be straightforward. It wasn’t. Creating a name and identity for ourselves was the hardest branding challenge I’ve ever faced.

We were up against two big pressures. First, the world would judge us on how we branded ourselves—there’s no harsher critic than an industry peer. Second, the brand had to reflect not just who we were but also where we were going. It had to be audacious, memorable, and meaningful—not just another agency name.

After weeks of late-night brainstorming sessions with my co-founders, Dami [Sidharta, CCO] and Elki [Hendria CSO and digital officer], inspiration struck unexpectedly. During a conversation about moon missions, we realised that the name needed to reflect both humanity and ambition. That’s how Moonfolks was born—a name that celebrates people and creativity beyond limits.

The double-edged sword of independence 

Breaking away from a global network felt liberating. It offered the freedom to move faster, take bigger risks, and build a culture that could be uniquely ours. But independence also brings challenges especially managing perceptions.

One of the hardest lessons I learned this year is that for many clients, ‘independent’ is a shorthand for ‘cheap’. Suddenly, we were expected to lower our prices—even though nothing else about us had changed. We were the same team, working from the same office, delivering the same quality of work. And yet, independence seemed to invite a dangerous and reductive assumption: that cost should outweigh value.

It was frustrating—and also costly. We lost seven pitches in a row, six of them on pricing alone. It was a rude awakening. We were forced to ask the hard questions: How do we, as independents, redefine value? Without a global network’s legacy or earned accolades to lean on, how do we show our worth in ways that clients can see and feel?

In my view, the issue here isn’t just about independents—it’s about the commodification of creativity. Across the industry, we’re seeing price overshadow quality as the deciding factor in too many conversations. It’s a trend that undervalues the true impact of what we do. So how do we respond? By reframing the conversation entirely.

Independence isn’t about cutting corners—it’s about delivering smarter, more agile solutions. For us, tools like generative AI have been a game-changer. We could streamline production processes, save costs for clients while maintain the high standards they expect.

The real lesson isn’t about AI—it’s about transparency. Agencies, whether independent or part of a network, need to show clients exactly how they create value. This means being open about the efficiencies you’re driving, the costs you’re cutting, and, most importantly, the results you’re delivering.

Creativity is priceless, but in today’s world, it needs to be sold in practical, results-driven terms. And for clients, independence doesn’t mean being cheaper—it means being sharper, faster, and more attuned to bespoke needs. The challenge is making sure the market understands that, one pitch at a time.

Unexpected curveballs

The past year has also been a stark reminder of how external factors—economic downturns, elections, or shifting consumer sentiment—can destabilise even the best-laid plans. This year’s Ramadan, usually the most lucrative season for advertisers in Indonesia, turned out to be one of the quietest due to market uncertainty.

For us and other agencies in the market, it was a test of adaptability and resilience. One of the strategies that worked for us was shifting our focus inward. We lined up a series of pitches and went back to basics, doubling down on our own PR. We highlighted the success of past campaigns—through case studies, PR, and direct client conversations—to remind both existing clients and prospects of the impact we could deliver.

This wasn’t just a survival tactic but also a crucial lesson. In uncertain times, agencies don’t need to follow every trend or overpromise the next big thing. Instead, proving the value of what you’ve already done can itself drive powerful business outcomes. In hindsight, the pause was meaningful. It gave us a moment to reflect and let our work speak for itself.

The result? We won 13 new businesses in a row. We didn’t have to be cheaper; we just needed to deliver more value to clients.

Looking ahead

Reflecting on Moonfolks’ first year, I’ve realised that independence isn’t just a business decision—it’s a mindset. It forces you to challenge norms, rethink value, and put people at the center of everything you do.

But these lessons aren’t exclusive to independent agencies. Across the industry, the lines between creativity, technology, and commerce are blurring. Clients expect accountability and innovation, and talent is seeking purpose and fulfillment. Whether independent or part of a network, agencies must adapt to these realities.

At its core, the future of the industry is about agility, transparency, and collaboration. Whether building a new agency from scratch or running a legacy one, the goal remains the same: to stay relevant in a world where relevance is harder to earn than ever. It’s not easy, but is easy ever exciting?

Anish Daryani is the founder, president, and director of Moonfolks.