Ben Jones is an executive growth manager at a large marketing agency, where he leads a team of strategists. The work is Google Ads, Meta, LinkedIn and funnels, and almost all of it terminates at a landing page. Most of the pages he inherits, he says, are not set up to convey what the business actually does.

The gap between describing and showing

The frustration that pushed him was specific, and it was not about tools. Anyone can talk about design in the abstract — it should look like this, it shouldn’t have that. Showing it is the hard part, and showing it was what actually moved a client.

He had played with WordPress, Squarespace and Shopify themes and found none of them intuitive. He had used Figma, but without a design background it was “a lot.” A designer friend who knew he was struggling suggested Framer. What he found was a tool laid out clearly enough that the on-ramp did not require a translator.

Spacing, and the workshop that fixed it

The learning was not frictionless. One thing held him up more than anything else, and it was structural rather than creative: spacing, and the difference between relative and fixed.

He went to one of the in-person workshops to sort it out, and describes a room with a genuinely mixed crowd — some advanced, some beginners, some game developers — with Ryan and the team walking people through the fundamentals. When something was unclear, he could hand over a link to his project and get it unstuck. After that, he says, you are off and racing.

Once you understand those core components, then it’s very easy to jump into the more advanced stuff. So animations, the CMS, obviously with AI now and the Framer agents, that’s just getting easier and easier.

A funnel that actually pulled leads

One client, a virtual CFO, was struggling to generate leads. Ben knew the shape of the answer: a multi-step funnel with a free offer, and a landing page that conveyed the value of what he did, because the existing website did not.

It got built. An ebook advertised on Meta pointing at the page, with email sequences firing off the back of it from the client’s CRM. The performance, he says, has been awesome, and the leads are “genuinely qualified people that are wanting to scale their business.”

Monday call, Wednesday build

The old route meant hiring external designers, or waiting weeks and sometimes months for a wireframe that was actually relevant to the client. The new route is measured in days.

Being able to have a call with them on a Monday and present something back to them on a Tuesday or Wednesday just conveys so much value.

He is careful to say it is not only speed. Pulling in images and video, putting animations in place that would have taken a long time in any other tool, and showing how it all flows has, in his words, blown his clients away.

Selling it versus doing it

Asked what is possible now that was not before, he does not talk about pages. He talks about standing behind the pitch.

Confidence in my ability to not just be selling a service, but actually delivering it myself as well.

It changed what he asks of his own team, too. Strategists who could only sell the work can now show what is possible from a delivery standpoint, which makes the case for a specialist stronger rather than weaker.

The argument he keeps having about AI

He hears a version of the same thing from business owners constantly: that they can point an AI tool at the problem and get a website, so why learn any of this.

His answer is not that AI is useless. It is that AI can take you a certain distance, and the distance it cannot take you is the one that matters commercially — something built well enough to advertise against, to optimise for search, to actually convert. Knowing how to do the work yourself is what lets you direct the tool instead of accepting whatever it returns. It is, as he puts it, the difference between something produced by AI and something produced by someone who knows the craft and knows how to use AI to get there.