July, 2026.- 3Headed Monster had been incredibly successful growing the business through the partners since the agency was founded in 2014. But as the agency grew, the partners recognized that new business had become too important to be something to fit in around everything else. They wanted someone whose full-time focus was building a sustainable, proactive growth engine. That is where Kat Belloir comes in.
In this interview, Belloir discusses her top priority in the first 90 days: learning before selling. She wants to understand what makes 3Headed Monster different—the culture, the people, the work, and the kinds of clients where they do their best work. She believes the best business development starts with a deep understanding of who you are as an agency, because that makes every conversation more authentic and more effective.
Belloir also explains the difference between selling a project and building a relationship. Sometimes a relationship starts with a single project, and that is okay. The project becomes an opportunity to demonstrate how the agency thinks, how they collaborate, and whether they are the kind of partner clients want to keep working with. Her job is to help open that door, but not just for the sake of winning business. It is about finding brands where they can make a meaningful impact and build something that lasts.
On the role of search consultants, Belloir notes that the biggest misconception agencies have is that search consultants do not appreciate how much time, money, and effort goes into participating in a search process. What she has learned is that the best search consultants care deeply about that. Their reputation depends on running a fair, thoughtful process that respects both the client and the agencies involved. She focuses on building relationships outside of active searches, asking for feedback after every search, and showing consistency over time.
1. A Newly Created Role: You’ve joined 3Headed Monster in a newly created Director of Business Development role. What specific gap in the agency’s growth strategy did this role exist to fill, and what’s your top priority in the first 90 days?
3Headed Monster had been incredibly successful growing the business through the partners since the agency was founded in 2014. But as the agency has grown, the partners recognized that new business had become too important to be something to fit in around everything else. They wanted someone whose full-time focus was building a sustainable, proactive growth engine while allowing the partners to spend more time leading the agency and serving clients.
In my first 90 days, my priority is to learn before selling. I want to understand what makes 3Headed Monster different—the culture, the people, the work, and the kinds of clients where we do our best work. At the same time, I’ve begun reconnecting with search consultants, introducing myself to industry partners, and building a pipeline of prospective relationships. I think the best business development starts with a deep understanding of who you are as an agency, because that makes every conversation more authentic and more effective.
2. Relationship-Driven Business Development: Shon Rathbone said you understand that business development is “ultimately about relationships, trust, and identifying the right long-term partnerships.” What’s the difference between selling a project and building a relationship, and how do you know you’re doing the latter?
Sometimes a relationship starts with a single project, and that’s okay. The project becomes an opportunity to demonstrate how we think, how we collaborate, and whether we’re the kind of partner they want to keep working with. My job is to help open that door, but not just for the sake of winning business. It’s about finding brands where we can make a meaningful impact and build something that lasts.
I know I’m building relationships when the conversations aren’t always about a pitch. When clients or prospects reach out to bounce around an idea, ask for perspective, introduce me to someone else, or call before they have a formal brief—that’s when I know trust has been established. Those are the relationships that tend to become the strongest, longest-lasting partnerships.
3. From Baldwin& to 3Headed Monster: You spent 13 years at Baldwin&, working with brands like Volvo Trucks, Burt’s Bees, and Epic Games. What does a smaller, independent agency like 3Headed Monster offer that a more established agency couldn’t, and what did you learn at Baldwin& that you’re bringing with you?
Actually, I’d challenge the premise of the question a little. Baldwin& is also an independent agency, and it’s actually a bit smaller than 3Headed Monster. That’s one of the reasons I was so drawn to 3HM. Both agencies believe that great creative comes from strong strategy, value close client partnerships, and have an entrepreneurial culture where people genuinely care about the work.
What I took away from my 13 years at Baldwin& is the importance of building trust over time. I spent two decades in account management, working with all kinds of clients and learning how to navigate different personalities, business challenges, and organizational dynamics. You learn that every client is different, but the fundamentals are the same: listen well, communicate honestly, and consistently do what you say you’re going to do.
I think that experience translates directly into business development. Whether you’re managing a client or building a new relationship, people want to work with someone they trust. My account background taught me how to earn that trust, and that’s something I bring into every new business conversation. Having spent so many years on the client service side also helps me know what makes a great client-agency partnership. I’m not just trying to win every opportunity. I’m trying to identify the ones where both sides will be successful.
4. Recent Wins: Valvoline Instant Oil Change, Saucy! By KFC, La Madeleine: The agency has won three significant accounts this year. What common thread do you see in these wins that tells you about 3Headed Monster’s sweet spot in the market?
I think the common thread is that these are brands at an inflection point. They’re all looking to create meaningful change, whether that’s evolving perception, accelerating growth, or introducing something new to the market. They’re not looking for an agency that’s going to make incremental improvements. They’re looking for a partner that’s willing to challenge convention and help them stand out.
That’s where I think 3Headed Monster really shines. We talk about working with brands that are ready to ‘wreak havoc,’ and to me that doesn’t just mean being disruptive for disruption’s sake. It means solving real business challenges with bold, strategically grounded creative.
You can see that in our recent work, from the launch of Valvoline Instant Oil Change’s ‘Change Wisely’ campaign to the work we’re doing with Saucy! by KFC and La Madeleine. Different categories, different business challenges, but the same mindset: clients who want to move their business forward, not just make more advertising.
5. The Role of Search Consultants: You’re responsible for strengthening partnerships with search consultants and industry stakeholders. What’s the most common misconception agencies have about how search consultants work, and how do you build a productive relationship with them?
I think the biggest misconception agencies have is that search consultants don’t appreciate how much time, money, and effort goes into participating in a search process. From the agency side, it can feel like you’re investing hundreds of hours into speculative work under a veil of confidentiality, with very little visibility into what’s happening behind the scenes.
What I’ve learned, though, is that the best search consultants care deeply about that. Their reputation depends on running a fair, thoughtful process that respects both the client and the agencies involved. They’re balancing confidentiality for their client while also trying to create a competitive process that leads to the right partnership, not just the winning pitch.
Because of that, I focus on building relationships outside of active searches. I want consultants to know I’m going to be candid about where we’re a great fit and where we’re not, responsive when they need something, and respectful of their process. I also make a point of asking for feedback after every search—whether we win or lose—because it helps us improve and shows that we’re invested in the relationship, not just the outcome. Over time, that consistency builds trust, and I think that’s what ultimately leads to better opportunities.
6. Board Leadership at Boys & Girls Clubs: You serve on the Board of Directors for the Boys & Girls Clubs of Wake and Johnston Counties. How does your nonprofit board leadership inform your approach to business development? What did you learn there about relationship-building that applies to agency growth?
Serving on the Board has reinforced that the strongest relationships aren’t built around transactions, they’re built around a shared purpose. Whether you’re fundraising, recruiting new board members, or working with community partners, people respond when they know you’re genuinely invested in the mission, not just what you need from them.
The Board has also taught me that relationships take time. Some of the most meaningful partnerships develop over months or years, and they require consistency, follow-through, and showing up even when there’s no immediate return. I think agency growth works the same way. The best new business relationships are built long before there’s an RFP.
