Agency projects often involve three key players: the client, the agency, and external contractors brought in by the agency. Without structured processes and clear communication, projects can slow down and important details often fall through the cracks.
Andrejs Zenkevics, a product-driven entrepreneur. He runs Get A Copywriter, an international content platform, and Epiic, a web development agency, along with other B2B businesses. A few years ago, he launched a white-label platform that helps agencies turn complex stakeholder interactions into a structured, repeatable workflow. In this interview, Andrejs shares how the idea took shape — and how it’s helping agencies work smarter today.
Andrejs, Design Pickle recently launched a white-label platform for agencies — but you were in this space long before them. What inspired your idea?
My core businesses are Epiic, a web development agency, and Get A Copywriter, a content talent platform. A large part of our client base is agencies — and they manage a patchwork of contractors. We saw that many of them were reinventing processes we had already streamlined internally. That’s when it clicked: why not share the tools we’d built in-house so other agencies could save time and simplify operations?
In May 2020, we launched a white-label platform that agencies can brand, use to manage external vendors more efficiently, and avoid costly operational missteps.
For me, it was a natural move — I was already working closely with agencies and saw their day-to-day challenges. Giving them access to our platform made collaboration smoother and helped us retain clients longer. The fact that so few companies had explored this sort of productization surprised me. Even now, Design Pickle is the only other platform I know offering something similar at this level.
Did you have to convince the market of the platform’s value?
Most of our primary users were early-stage entrepreneurs and small agencies, usually with fewer than 50 employees, who didn’t have the scale to support in-house automation.
Existing clients didn’t need much convincing. They had already seen how efficiently we operated thanks to our internal systems. We simply brought those same tools to their side of the table.
With early-stage entrepreneurs, the main challenge was building trust. They had a lot of questions around security, so we focused on developing a strong relationship first. Once that trust was established, they were comfortable sharing sensitive client data.
It’s also worth noting that our platform isn’t just another task manager. It’s specifically built for working with external vendors and turning creative services into scalable, repeatable products. The platform includes custom roles for employees, clients, and partner agencies; centralized documentation; and integrations with third-party tools. The result is more than a task tracker — it’s a structured, transparent engine for digital product delivery that grows with your business.
How do you ensure service stability and quality when partners use the platform under their own brand? How are support and quality control handled?
At the core of our platform is automation — built-in reminders, structured workflows, and clean data management help keep everything running smoothly. Take the revision phase, for example: a project can’t move forward until the client leaves comments on each section they want changed. That way, contractors aren’t left guessing what needs fixing — they can work directly from the feedback, saving time and avoiding back-and-forth.
Support is built into the platform just as thoughtfully. It’s intuitive enough that 95% of users never need help. But when something does come up, they can reach out directly through the interface, and our support team steps in quickly.
On the quality side, we rely on NPS (Net Promoter Score) to track client satisfaction after every project. Both internal and external clients are invited to rate their experience and leave feedback, which helps us refine the platform continuously. We also hold structured performance reviews with contractors twice a year, giving us a broader view of where we’re doing well — and where we can improve.
Do you feel growing competition in the white-label segment? How do you differentiate yourself from bigger players like Design Pickle?
When Netflix co-founder Reed Hastings was asked who their biggest competitor was, he didn’t say Disney+ or Hulu. He mentioned YouTube, Snapchat, and even sleep. His point was that they weren’t just competing with other streaming platforms — they were competing for people’s attention.
It’s the same for us. Our real competitor isn’t Design Pickle or any other service — it’s the old way of working: scattered Google Docs, fragmented communication channels, or no structure at all. Many agencies still manage projects using a patchwork of tools with no unified system.
The market for agency-client workflow automation is still taking shape. There’s no dominant player setting best practices yet, and most small agencies are still figuring things out on their own.
What sets us apart is our niche focus. We’re built specifically to simplify communication and reduce the time it takes to get to the outcome the client actually wants. Sometimes clients can’t clearly explain their needs, or the message gets lost between teams. Our role is to bring structure and transparency to that process so everyone lands on the same result, faster.
We streamline collaboration between all three parties — the agency, the contractor, and the end client — inside one unified workspace, where everyone can see and respond to each other’s comments. It’s a major step up from juggling disconnected tools like task managers, email threads, and chat apps.
You’ve spoken about the importance of product. In your view, what sets a product-driven founder apart from a more traditional entrepreneur?
To me, product thinking is all about structure, automation, and simplification. A product-driven founder takes a broad, complex service — something you could deliver in a hundred different ways — and distills it into a reliable, streamlined system that produces consistent results.
That requires a specific mindset and skillset, and many entrepreneurs simply don’t have it. They might be great at building one-off solutions but struggle to create something that delivers value predictably, no matter the client or circumstances.
My favorite analogy is Starbucks — or Blue Bottle. In a small artisanal café, you might get a masterpiece or a disaster, depending on whether the barista slept well. But at Starbucks, you get exactly what you expect, every time. That’s the power of productization.
If you were launching your white-label platform from scratch today, what would you do differently? What lessons have you learned in the past few years?
I’d start by segmenting our leads much earlier — instead of running with a one-size-fits-all marketing message and onboarding flow for all agency clients. Because our main business is copywriting, most of the early white-label projects naturally focused on that service. But in hindsight, if we’d had someone dedicated to marketing and onboarding, we could’ve reached a much wider range of clients.
Another big lesson: we didn’t fully realize early on just how much revenue the white-label platform would generate. If we had, we might’ve spun it out as a standalone product — maybe even raised funding for it. That would’ve allowed us to invest in distribution, bring on marketers, and build a SaaS version.
These are still goals for the future — and something we plan to work toward over the next few years.
