Marketing Agency Horror Stories: Overdue Timelines

Project timelines are one of the more subjective topics in marketing. Different agencies, freelancers, and professionals have different standards for how long various types of work should take. While that variability is worth acknowledging, it has its limits. This episode focuses on the far end of that spectrum: engagements that took far longer than they should have, and what businesses can do to avoid ending up in that situation.

The Short-Timeline Side Is Not the Problem

Before getting into the horror stories, it is worth noting what this episode is not about. When clients need something urgently, that is a different kind of challenge. Tight turnarounds require responsiveness and capacity, and handling them well is something Four Columns considers a strength. The problem this episode addresses is the opposite: projects that drag on without justification.

Website Projects That Should Have Finished Long Ago

In episode 2 of this series, we covered website projects that ran 12 to 18 months and produced nothing beyond a completed design. That outcome is not a gray area. A design-only deliverable after a year and a half of work is simply unacceptable.

To put that in context: most mid-market website projects, those without major custom functionality, should move from start to finish in roughly four to six months. Very large, technically complex sites may require more time, but even in those cases, the upper range should be somewhere in the 12 to 18-month window for the entire project—not just the design phase.

When a project timeline extends well beyond those benchmarks without a clear explanation, the client is the one paying for it.

Branding Engagements That Ran Too Long

Website projects are not the only area where timelines get out of hand. We have seen branding engagements—developing a company name, logo, and brand style guide—take close to a year to complete. That duration is difficult to justify. A branding project of that scope should realistically take 6 months or less. The exception might be a situation where there is significant internal disagreement about the direction of the brand, but even then, a year is a stretch.

Smaller Projects Require the Same Discipline

For deliverables like brochures or videos, the principle is the same, even if the stakes feel lower. Timelines for these projects should be established in writing before the work begins—in the contract or the scope of work. If a provider cannot meet the timeline they agreed to, that is a red flag. It may not change the outcome of that particular project, but it should absolutely factor into whether you work with that firm again.

What Businesses Can Do Before a Project Starts

The most effective way to avoid timeline problems is to address them before the contract is signed. That means having a direct conversation with your agency or vendor about what is realistic, from both sides, and making sure those expectations are documented. From there, you should be provided regular updates on where the project stands.

Do not wait until a project is already delayed to establish what "on time" means. By then, the leverage is gone.

The Client's Role in Keeping Projects on Track

Although we are discussing marketing agency failures, it's important to note that clients carry real responsibility in this area as well. When a firm is waiting on feedback, approvals, assets, or direction, the project stalls. Responsiveness on the client side is a required part of keeping an engagement on schedule.

The horror stories we have encountered typically involved agencies taking an unreasonably long time on work that should have moved faster. But the broader point is that timeline accountability runs in both directions.

What to Establish Before Any Project Begins

Regardless of the project type, the following should be confirmed before work starts:

What is the expected timeline from start to finish, with specific milestones?
Does the agency have a realistic basis for that estimate, and can they point to similar projects as a reference?
Are timeline expectations documented in the contract or scope of work?
What is the process if the project falls behind schedule?
What does the client need to provide, and by when, to keep the project on track?

If a vendor is unwilling to commit to timelines in writing, that is reason enough to walk away before signing a contract.

If you have questions about a project timeline and want a second opinion on whether it is reasonable, reach out to us directly. We are glad to help you think through it.