Recently, I spoke with Steve McKee, co-founder of McKee Wallwork, a nationally recognized marketing advisory firm that helps stalled organizations generate new momentum. McKee Wallwork made the Inc. 500 list of the fastest-growing private companies in America and has won numerous marketing awards. Steve has published three books, appeared on national television networks, and been quoted in many industry-leading publications. He shares valuable insights on balancing culture and strategy, the impact of a strong personal worldview, and the importance of continuous learning. We talk about the evolving marketing landscape—especially in the age of AI—and the critical role of succession planning for a successful exit.
From Accidental Entrepreneur to Agency Founder
Griffin Connolly: Welcome Mr. McKee, let’s dive right in. Can you tell me about your background and how you became interested in entrepreneurship?
Steve McKee: Thanks Griffin. So, the funny thing is—I never wanted to be an entrepreneur. After college, I took a job in advertising simply by answering a help-wanted ad. That job led to another, which led to another, and eventually, I became president of an ad agency. Along with a couple of other employees, we tried to buy the company. At that point, I wasn’t dreaming of a startup—I just liked the idea of ownership.
Unfortunately, the purchase fell through. Suddenly, I found myself with four small children at home and no job. At that point, the least risky option, in my mind, was to start my own company. I’d had so much freedom at my previous job that the thought of going back to working for someone else felt almost impossible. So, in 1997, McKee Wallwork was born. That was 28 years ago.
Griffin Connolly: What was your thinking during that period before you launched the firm? Expand a bit more for me on what motivated you to start your own agency.
Steve McKee: At my previous firm, I had been there for seven years as president. I was in the driver’s seat—I’d won most of the business, built strong client relationships, and learned a lot about the financial aspects of running the business. When the purchase deal fell apart, I really had to leave the company. So, then my choices were to become a marketing director at a big company or start my own firm. Given my reputation and network, starting my own firm felt like the lowest-risk move.
We actually started the company on credit cards, which I don’t recommend. Before leaving, I accepted every credit card offer I received, ranked them by interest rate and cash advance limits, and used them as startup capital. The first few months were scary, but after landing a big account, things stabilized. Within six months, we were paying ourselves—and off to the races.
Stalling After Success—And Finding a Niche
Griffin Connolly: So obviously your company went on to be very successful, but can you talk about some of the early challenges? Is there anything you would have done differently?
Steve McKee: We grew very quickly in the beginning. By our fifth year, which was the first year we were eligible, we were named to the Inc. 500 list of fastest-growing private companies in America. That was a big deal for us. But right after that recognition… we stalled.
It was tough. I remember going to the Inc. 500 conference with my tail between my legs, wondering if we’d made the list by mistake. We went through 20 months of slow decline, and our employee turnover rate was over 90%. People could sense something wasn’t right. Honestly, we almost went belly up.
In hindsight, the reason is clear. We grew fast based on reputation alone, but that only gets you so far. We lacked a real niche. And you can’t just flip a switch and suddenly have one. On top of that, there was misalignment among the partners—we weren’t on the same page about what to do next. We drifted for a few years. It was a difficult time.
What came out of that was the decision to commission a study among Inc. 500 companies to figure out what was going wrong. The research revealed four internal dynamics that every struggling company faces. We were suffering from all four. It was like looking in a mirror.
That insight changed everything. We realized that most companies don’t just have strategic problems; they have cultural problems too. When your strategy struggles, your culture deteriorates—and most companies make the mistake of trying to fix strategy without addressing culture.
Our company found our niche specializing in fixing both at the same time. It was eye-opening to watch prospective clients’ jaws drop when we explained our findings—they’d ask if we’d been spying on them! That trust opened doors, and from there, the business took off again.
I like to say that my company failed its way to success.
Faith, Wisdom, and Understanding People
Griffin Connolly: That’s really interesting. A lot of the entrepreneurs I’ve talked to for this blog have mentioned that co-founder or internal team issues were the main reasons they struggled or left the market. It seems like that’s a common theme.
What would you say has been the biggest factor in your success as an entrepreneur?
Steve McKee: For me, it really comes down to my biblical worldview. That’s been the foundation for how I approach business and life. I’ve shared this with a lot of young people over the years—regardless of your personal faith background, the wisdom from the Bible works.
For years now, I’ve read a chapter from Proverbs every day. It’s a simple rhythm: 31 chapters in Proverbs, one for each day of the month, and then repeat. You’d be amazed how often I’ll find myself in a meeting facing a difficult decision, and the Proverb I read that morning will guide exactly what I need to do.
It’s given me practical wisdom—both for understanding human nature and for navigating business challenges. In the world of marketing and advertising, understanding how people think, what motivates them, and how they make decisions is crucial. The biblical worldview gives me a grounded perspective on the anthropology of man.
A lot of business thinking today leans toward a more humanistic worldview, assuming people are perfectible or always rational—but that’s not how life works. Having that biblical lens has helped me do my job better, understand consumer behavior, and relate more effectively to clients and employees.
Honestly, aside from what I’d call the supernatural kindness and grace of God, that’s what I unapologetically attribute my success to.
Building a Succession Plan That Worked
Griffin Connolly: I love that response about your faith. I have a Bible by my bedside too and try to read it as much as I can.
Shifting gears a bit, can you walk me through your decision to move on from McKee Wallwork? What was it like stepping away from something you spent so much of your life building?
Steve McKee: That’s a really good question. Honestly, part of my motivation to handle succession well came from how poorly it went at my previous company. The failed succession plan there destroyed a lot of economic value and hurt relationships. It wasn’t good for anyone. So, when Pat and I started McKee Wallwork, we made a pact: when it came time for our own succession, we were going to do it right.
In the early years, our focus was on building the company. But I always kept one eye on the future. Given our small size, New Mexico location, and specialized field, it was unlikely that an external buyer would come knocking. I knew we’d probably have to grow our own successor.
We hired a lot of interns over the years, and one of them—about 18 years ago—stood out. Funny thing is, during his first annual review, I told his supervisor, “I don’t know if this guy’s going to make it.” The punchline? He’s now our president and managing partner.
A few years into his career, I noticed he had the raw talent, maturity, and character we were looking for. I thought, “This is someone I could groom.” After observing him for a while longer, I approached him and said, “Here’s what I’m thinking. This is going to be a very long process, but if you commit to me, I’ll commit to you. I’ll teach you everything I know. You’ll have to trust me, but there will come a day when I’ll have to trust you.”
That started our succession journey. Over the years, we gave him a small ownership stake so he could get a taste of what that felt like. As time went on, he saw the P&L, learned the financial side, and continued to develop his leadership skills.
Somewhere around 2018, long before we were ready to make a transition, we brought in a consultant to help us develop a valuation formula for the company. That’s actually where my previous company’s succession plan blew up—over valuation disagreements. This time, we wanted to get ahead of that.
The consultant walked us through the different ways companies do valuations and helped us structure a formula that would kick in upon my resignation. Having that conversation when there was no imminent transaction was key—it allowed us all to focus on what was fair, rather than just fighting over a final number.
Jonathan’s ownership stake gradually increased, while mine decreased. In 2019, even though I was still very active, I appointed him president. He deserved it, and it was a crucial step in the transition. I started to feel more and more like I was contributing—but not necessary. And that was the goal.
When you start a company, every job falls to you by default. The art of building a business is gradually giving away one job at a time until the only role you have left is one where you’re contributing but the company isn’t dependent on you. That’s where I found myself.
I also felt ready to do some other things with my life. This is a young industry, and I was starting to feel a bit old. They asked for a year’s notice, and I gave it.
Stepping away wasn’t without emotion. Succession is hard on the ego. Most succession plans fail for that reason—too much pride, too much focus on money, or both. I had moments where my feelings were hurt seeing others step into the spotlight as I faded.
But I kept going back to my faith. I told myself two things repeatedly. The first was that this was my ticket out. If I didn’t empower my successor, I’d never be able to leave. The second was that I wanted this succession plan to be my crowning career achievement. If I could leave a thriving company that would continue thriving without me, that would be my legacy. That mindset helped me push through.
We had incredibly honest conversations throughout the process. We told our families and our advisors: “Either we’re both going to win, or we’re both going to lose.” It wasn’t always easy, but we were able to navigate it.
Redefining Community and Keys to Sustained Success
Griffin Connolly: I’m very interested in the role of community in entrepreneurship. Can you talk about how you’re thinking about community now, since moving on from McKee Wallwork?
Steve McKee: Yeah, that’s a great topic. What I’m really doing now is taking everything I learned from the world of commerce and applying it to the world of culture and politics—particularly as it relates to influence and human behavior.
But let me say something I feel strongly about: Please don’t ever use the phrase “giving back.” Because I’m not giving back, I’m giving more. That term implies that, as business owners, we’ve been taking—and now we’re obligated to pay it back. But when you start a business, you’re not taking. You’re giving. You’re giving your time, your energy, your capital. Many entrepreneurs give up their health, strain their families, and sacrifice years of their life.
Starting a company means creating jobs, delivering products or services that benefit people, and strengthening communities. Profit isn’t a bad thing—it’s a good and beautiful thing.
So now, for me, the way I engage with community just looks different. It’s still about giving—just in new forms.
Griffin Connolly: That’s a powerful perspective. Looking back at your career, what specific habits or practices do you think contributed most directly to your success?
Steve McKee: Beyond my biblical worldview, which we’ve already talked about, there are three big things.
First, I work hard. Productivity and planning have been crucial. I don’t plan my day the day of—I plan tomorrow today. I plan next week this week. Most people waste too much time just figuring out what to do next.
So, every day I wake up already knowing what I’m going to accomplish, while leaving a little margin for things that come up unexpectedly. Productivity, to me, is all about pre-deciding how I’ll spend my time—and then executing.
Second, reading. It amazes me how many people think the only place they should learn from is their job. That’s a mistake. You need to constantly ingest new information—whether that’s business, theater, art, science—whatever interests you. When I interviewed candidates for roles in my company, I’d always mention that I read The Wall Street Journal daily because of the nature of my work. But I’d encourage them to read whatever sparks their curiosity.
The magic happens when different perspectives and interests come together on a team—that’s where new ideas come from. If you’re not filling your head with new inputs, how can you expect innovative ideas to come out?
Third—and this is something I still do today—I capture observations. I used to keep a small journal, and now I use my iPad. Whenever I have an interesting thought, notice a word trend, observe a behavioral pattern, or spot something that connects two ideas, I write it down.
It doesn’t matter if I don’t have an immediate use for it. Later, when I’m writing articles, working with clients, or brainstorming, I pull ideas from that collection. Some of my best consulting insights and writing topics started as quick notes in that journal.
So—planning, continually learning, and capturing ideas as they come. Those three habits have served me really well over the years.
Strategically Building Visibility
Griffin Connolly: Absolutely. I really appreciate that insight. So, you’ve been featured on network news shows, and in major publications. Was that something that happened organically because of your success in marketing, or did you actively seek out those opportunities?
Steve McKee: It was more something we pursued more than something that just happened on its own. We were in a small market—off the beaten path—and we didn’t have a huge advertising budget to get our name out there. So, from the very beginning, we had to be strategic about how to gain visibility.
Our marketing plan was pretty much “publish or perish.” That meant a lot of writing on my part—articles, thought leadership pieces, and eventually books. But it wasn’t just me. We also had PR support—both in-house people and outside PR firms we hired—to help us land media placements.
We were always looking for ways to create exposure and build credibility. It’s really just about having people who worked hard at making those connections and finding the right opportunities.
And like anything in business, part of it was being in the right place at the right time.
Adapting to Industry Shifts—And Navigating the AI Era
Griffin Connolly: Looking at the marketing industry now compared to when you started your career, what major trends stand out? How has the space changed?
Steve McKee: The core principles of marketing haven’t changed—and they never will. What has changed dramatically is the practice—how we execute.
I’ve had an interesting career arc. I started out under the “Mad Men” generation—the guys from the famous creative revolution in advertising. Back then, there were no computers. I learned marketing the old-fashioned way: hands-on, manual, and heavily creative.
Then came the computer revolution. Next was the internet. Then social media. Now AI.
I was part of the last generation that learned how to do this work without technology, which I think was actually an advantage. Every time something new came along—whether it was email, websites, or social media—we had to stop and say: “How is this going to affect our business and our clients?” And we had to master it fast.
Now, it’s AI’s turn. If I were 15 years younger and still running my firm, we’d be aggressively figuring it out. My former company is doing that now, I’m sure. I’m playing with AI tools myself, mostly out of curiosity. But if you asked me to run an ad campaign today, it would actually be harder for me than before—just because the tools and tactics evolve so quickly.
Griffin Connolly: Do you think AI is ultimately good for the industry?
Steve McKee: It’s inevitable. You can’t stop it. Like any technology—computers, the internet—it will be both good and bad. It will help us do amazing things faster, but it will also raise everyone’s expectations. AI-generated image creation is a perfect example.
But here’s something I’ve been thinking about lately: For someone at my stage, I’m asking AI, “How can this help me do what I already know how to do?” But for your generation—students or young professionals—the danger is that you’ll be asking, “How can this help me do something I don’t know how to do?”
That’s risky. If you never actually learn the craft, you’re going to be in trouble long-term. Take writing, for example. A student using AI to write a term paper might get an A—but they miss the entire point, which is to learn and develop critical thinking.
I recently had a personal experience with this. I write a lot of brand manifestos—short, 300-word statements that capture a company’s identity. One I wrote a few weeks ago got rave reviews from a client. It felt great. But this morning, as I started a new one, I thought, “Should I use AI this time?”
Then I had a moment of panic: “Did I use AI on that last one?” Thankfully, I hadn’t. Because if I had, all the pride I felt about the client’s feedback wouldn’t really belong to me. It would have felt hollow.
So, I decided—again—that for important creative work, I want the struggle. I want the satisfaction of doing it myself.
Closing Thoughts: Follow Your Interests and Keep Learning
Griffin Connolly: Thank you, Mr. McKee, I really appreciate you taking the time to talk with me today and sharing your story and advice.
Steve McKee: Absolutely. I always tell people, figure out what you’d do even if you weren’t getting paid for it, and go from there. Whether it’s business, finance, or something else entirely, let your curiosity guide you. Be innovative and enjoy the journey. Best of luck on your journey, Griffin.
Read my previous interview with Natalie Horner, a marketing entrepreneur in rural Colorado, here.