New Way To Get Clients On Demand: Complete Blueprint w/ Daniel Priestley
Chris Do and Daniel Priestley provide a complete blueprint for generating a steady stream of high-value clients by creating demand and supply tension.
Chris Do
Founder, The Futur™ · April 4, 2024
Business Is Not Fair. It Is Engineered.
There is a fundamental misunderstanding at the heart of most creative businesses. It is the belief that doing good work should lead to good pay. It is the idea that fairness dictates reward. It is a myth.
“You've got to get rid of this idea of fairness that if you're doing a good job you get paid really well,” says entrepreneur and author Daniel Priestley. “It's not. It's if you're able to create demand and supply tension you get paid really well.”
This is not a comfortable truth. It feels wrong that an airline, a marvel of logistics and safety, operates on a razor-thin 3% to 7% profit margin while a Rolex watch, a non-essential luxury, boasts a 75% margin. A supermarket provides food for a community and scrapes by, while a status symbol thrives.
What is the difference?
Airlines and supermarkets simply supply. Rolex engineers desire. They understand the core lesson of economics, a principle first articulated by Adam Smith in The Wealth of Nations. Smith questioned why water, essential for life, is practically free, while diamonds, a frivolous stone, are priceless. The answer is scarcity relative to desire.
For most creatives, whether you design logos or build websites, the default mode is to sit and wait. You have supply—your time, your skill, your availability—but you have not generated the corresponding demand. When the phone does not ring and the inbox is empty, you have infinite supply and zero demand. This is the fast lane to commoditization and low prices.
The solution is not to work harder or become technically better. The solution is to become an architect of desire.
The key to building a profitable, confident, and oversubscribed business is to master one single discipline: lead generation. In a conversation with The Futur’s Chris Do, Priestley lays out a blueprint to flip this dynamic on its head.
Everything Is Downstream From Leads
Priestley’s first mentor built a marketing agency from a kitchen table to a 60-person firm with millions in revenue in just two years. His mantra was simple: “Everything is downstream from lead generation.”
If you have a constant flow of leads, every other problem in your business becomes solvable. You can be selective about clients, creating a portfolio of ideal projects. You can charge higher prices, knowing there are others waiting. You can hire the best talent, attracted by your momentum. You can secure investment, demonstrating market validation.
“You could master lead generation and you'll be able to fix everything else,” Priestley explains. Lead generation is the gravity of your business. You can pretend it does not exist, but it is the fundamental force governing your success.
Consider this thought experiment. If Kim Kardashian, with her hundreds of millions of followers, decided to enter your industry tomorrow, how would she do? She would likely make a hundred million dollars in her first year. Not because she is the most skilled designer or strategist, but because she has a massive, captive audience.
All she would have to do is ask that audience to signal their interest. From that ocean of signals, she could pick and choose the most lucrative opportunities, instantly creating a dominant market position and wiping out unprepared competitors in her wake. She has what you need: a system to generate leads on demand.
This is not about becoming an influencer. It is about understanding the power of an audience and creating a mechanism to identify and attract potential buyers before you need them. This is the core of what it means to build a sustainable book of business, a topic explored in our masterclass on attracting ideal clients.
Market for Signals, Not For Sales
The most successful businesses in the world often do not sell you something directly. They invite you to express interest first.
Priestley points to the Glastonbury Festival in the UK, one of the most profitable music festivals on earth. You cannot simply buy a ticket to Glastonbury. You must first join a waiting list. You must register your interest.
This is their process:
- They collect 700,000 registrations of interest for only 130,000 available tickets.
- Tickets go on sale for just 30 minutes on a specific day, often at an early hour like 5:00 a.m.
- They create immense transparency around the imbalance, publicizing the fact that there are more than five interested people for every one ticket.
- You buy the tickets blind, without even knowing which bands will be playing.
The result is a feeding frenzy. People set alarms, hover over the buy button, and feel elated when they secure the *opportunity* to pay. Glastonbury is not simply selling tickets. They are manufacturing a cultural event around the *pursuit* of tickets.
This is the core strategic shift: you must promote for signals, not for sales. When you ask someone to buy, they need to be about 90% sure. This is a high bar, and it is the reason for buyer's remorse. When you ask someone to simply signal their interest, they only need to be 10% or 20% curious.
A business thinking about a rebrand might not be ready to contact an agency. But they might be willing to answer a few questions to see if a rebrand would be a good idea. By marketing for the signal, you cast a much wider net and capture leads far earlier in their decision-making process.
You stop asking, “Would you like to hire me?” You start asking, “Would you like to know more?”
The Waiting List Blueprint
The simplest way to start collecting signals is through a waiting list or a registration of interest form. These are not passive “sign up for my newsletter” boxes. They are active, strategic tools you must promote with the same energy you would use to promote your finished product.
There are two primary approaches:
- The Waiting List: This is for future capacity. It communicates that you are in demand. Instead of appearing desperate for work, you project a position of strength. “We typically have to book clients three or six months in advance,” you might say. “You can join the waiting list for our Q3 intake.” This works perfectly for launching a new service or if your schedule is genuinely full.
- The Registration of Interest List: This is for current capacity, but it acts as a mandatory first step. It is a filter and a data collection tool. Priestley shares the story of a professional speaker who stopped saying “book me” and started saying “register your interest.” His form now asks critical qualifying questions: event size, ticket price, audience type. He gathers intelligence before ever having a conversation.
As Chris Do notes, this is the same psychology behind sneaker drops and limited-edition collectibles. When a product is sold out and a “notify me when available” button appears, you are being invited to signal your interest. You are joining a list, and the anticipation builds. It transforms a transaction into an event.
The key to making this work is what you ask. Do not just collect an email address. You must ask 5-6 strategic questions to begin segmenting your leads. You are building a pyramid of buyers, and you need data to identify who belongs at the top. This is not just about personal branding; it is about strategic business intelligence, a theme Priestley has explored in his Key Person of Influence framework.
For a branding agency, these questions might be:
- How long has your business been established?
- Do you have a dedicated marketing team?
- Would you describe yourself as a startup, a fast-growth company, or an established business?
- What is the single biggest problem with your current brand? Is it positioning for luxury, entering a new market, or reaching a younger audience?
These questions do two things. First, they provide you with the data to prioritize high-value leads. Second, they force the prospect to mentally engage with their problem, moving them further down the path to purchase before you have even spoken.
The Power of Assessment-Based Selling
While waiting lists are powerful, a more advanced and effective strategy is assessment-based selling. This involves creating a scorecard, quiz, or online assessment that diagnoses a prospect's problem.
As the saying goes, prescription without diagnosis is malpractice. A doctor does not glance at you and suggest a cast for your arm. They send you for an X-ray. The X-ray reveals the fracture, and that diagnosis sells the necessity of the cast. The doctor sells the assessment first.
You must do the same. Refuse to talk about your solution until the prospect has completed your assessment. This simple shift does several things simultaneously:
- It positions you as the expert. You are the diagnostician, not just another vendor.
- It filters out unserious prospects. Anyone unwilling to spend 15 minutes answering thoughtful questions is not a good client.
- It creates value immediately. A well-designed assessment provides the prospect with genuine insights about their own business, regardless of whether they hire you.
- It tailors your sales process. The results of the assessment give you a perfect, data-driven agenda for your first call.
Priestley used this exact method to land a major client with millions of followers. While other coaches pitched their credentials, Priestley simply sent a link to his assessment. “Take this assessment,” he said, “and then I'll tell you whether you need me or not.” The client later told him, “We figured we better go with you because you were the one who told us about the problems that we didn't even know we had.”
This is not an abstract theory. The UK agency Robot Mascot built their entire business around this model. They help startups raise capital. Instead of selling “pitch deck design,” they promote the “Pitch Ready Scorecard.” Startups take the 25-question quiz, receive a PDF report highlighting weaknesses in their pitch, and are then primed for Robot Mascot’s services to fix those exact weaknesses. The assessment creates the need that the service fulfills. The same principles of value can be applied when you price your creative work, focusing on the outcome not the output.
How to Build Your Own Assessment
Creating a powerful assessment is not about complexity. It is about empathy and insight. To start, focus on two proven formats.
The first and most effective is readiness scorecards. The theme is, “Are you ready for...?” This frames the assessment as a pre-flight checklist for a desirable outcome.
Examples include:
- Are you ready for a company rebrand?
- Are you ready to sign a brand ambassador?
- Are you ready to expand into a new market?
The second format is type scorecards. This taps into the universal human desire for self-discovery, the same impulse that drives interest in horoscopes and personality tests. The theme is, “Which type of... are you?”
Examples include:
- Which type of agency are you?
- Which market does your brand naturally fit with?
- Are you a mass-market brand or a niche luxury brand?
Priestley’s own *Key Person of Influence Scorecard* has been taken by over 120,000 people over seven years. People have an insatiable desire to hold up a mirror and gain insight into themselves. Your assessment can be that mirror.
The structure is straightforward:
- The Landing Page: This page sells the assessment itself. It should feature testimonials from people who have taken the quiz, speaking to the insights they gained. It outlines what the user will be scored on and what they will learn. You are selling the diagnosis, not the cure.
- The Questions: Use a mix of yes/no, multiple-choice, and scaled (1-10) questions. Aim for 30-40 questions spread across distinct categories. For a branding assessment, categories might be Brand Identity, Brand Philosophy, and Brand Ambassadors.
- The Results Page: This is where the magic happens. The page should deliver a score and personalized feedback. “Because you scored 89% on Brand Identity, you are strong here. But because you scored 14% on Brand Ambassadors, this is what you need to do next.” This page delivers immediate value and sets the stage for your service offering.
This entire funnel is a lead generation machine that not only attracts prospects but also qualifies them and warms them up for the sale. The principles of creating valuable content are universal, whether in a scorecard or on social media, as discussed in how to build content people react to.
From Leads to Market Forces
Collecting leads is only the first half of the equation. The second half is making that demand visible to create the market forces that justify a premium price. You need transparency.
Once you have a waiting list of 400 people and you know you only have the capacity to serve 40 clients a year, you must communicate that imbalance. Let prospects know they are part of a larger group of interested buyers. This is how you create the feeling of tension and electricity that surrounded the Glastonbury ticket sale.
You can achieve this transparency in several ways:
- Just say it. Simply tell prospects, “We have over 200 businesses on our registration list and capacity to work with 20 this year. We are very selective about who we partner with.”
- Build a community. Invite everyone on your waiting list into a free WhatsApp group or an online forum. When a new prospect joins and sees 1,200 other people in the group, they immediately feel the demand. The fear of missing out becomes palpable.
- Host an event. Invite your waiting list to a webinar or a small local event you are sponsoring. When they see the room is full of other potential clients, they understand your in-demand status without you having to say a word.
When you finally have a sales conversation in the context of this visible demand, the dynamic is completely reversed. You are no longer the supplicant asking for a job. You are the gatekeeper to a scarce resource.
The higher price you quote no longer feels arbitrary. It feels justified by the market forces you have intentionally created. The client is not just buying a logo; they are buying one of a few exclusive spots to work with an expert who everyone else wants.
Stop chasing clients one by one. Stop hoping for fairness. Stop simply supplying your service and waiting for the world to notice.
Build a system. Market for signals. Diagnose before you prescribe. And make your demand transparent.
That is how you get clients on demand.
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“You've got to get rid of this idea of fairness.”
— Chris Do
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