When we restructured our company around the Revenue Sharing model, we uncovered a silent but serious resource drain: meetings.

Run poorly, meetings don’t just waste time, they drain team morale, disrupt workflows, slow down progress, and even cost you valuable business opportunities.

If you’ve ever seen a team leave a meeting confused about who’s doing what, or experienced a week packed with meetings yet no real progress or worse, watched team energy deteriorate over time, chances are, the issue isn’t isolated. It’s systemic, and it often starts with meetings people consider “just part of the job.”

Here are the four critical types of meetings for a Revenue-Sharing agency and how to make them truly work.

1. Client Meetings

In traditional agencies, client meetings often involve just the Account Manager or Project Manager. But in a Revenue-Sharing model, the entire execution team needs a seat at the table.

Why? It shortens the communication chain, reduces distortion, and builds a real “same boat” mentality,  where everyone is aligned on shared goals, strategies, and accountability.

To make these meetings work, every team member must understand their role, know the numbers, and actively engage, not just sit back and listen.

2. Internal Alignment Meetings

Immediately after every client meeting, an internal meeting is mandatory and it should happen as soon as possible. The longer you wait, the fuzzier and riskier things get.

The purpose: Lock in the action plan,  who’s doing what, how, and by when.

Everyone involved must be present and aligned. No more “leaders debrief, then delegate.”

Speed and accountability are non-negotiable in a Revenue Sharing partnership, where skin in the game is part of the DNA.

3. Specialty Team Meetings: Sharpen the Edge

In the past, specialty meetings were mostly about task assignments.

Now, they’re learning hubs. These meetings are for real-time training, knowledge sharing, and solving problems drawn directly from live projects.

The goal is to help every team member think better and execute stronger within their own domain, not just follow tasks blindly.

4. Leadership Meetings

Beyond reviewing major company updates, leadership meetings are about system optimization:

• Cross-team collaboration
• Identifying bottlenecks
• Spotting hidden risks
• Addressing resource gaps

Leaders are encouraged to openly flag what’s not working and propose solutions, including improving how meetings themselves are run.

To keep meetings tight, effective, and worth everyone’s time, we enforce a few ground rules:

• Speak directly and constructively. No tiptoeing around issues, but no personal attacks either.
• Anchor discussions in real data. Feelings are valid but numbers drive decisions.
• Stay focused. No multitasking during meetings.
• Always have a meeting leader. Someone responsible for keeping the pace, involving the right voices, and cutting off unnecessary detours.

Behind every strong marketing operation is an equally strong system. That’s how we move away from relying on luck and toward building sustainable, predictable growth.

At IMP, we’re not just aiming for strong short-term numbers. We’re constantly upgrading the engine that powers our clients’ growth and our own.