Instead, she created a new category of representation: Personal, in-house speaker's agent --- at the request of someone who spent three years on the FBI's Most Wanted list. In this role, she handled the paid speaking inquiries and negotiations for several high-profile individuals, cultivated a personal network of 538 individual speakers agents from the top bureaus and agencies in the world, and became a member of the International Association of Speakers Bureaus (IASB) - even though she doesn't operate a speakers bureau. It turns out, that the IASB doesn't have a category for what she does, yet they allowed her to join anyway - and her membership offers rare insights into this important industry group and an insider perspective on their behavior, pressures, motivations, strengths, and weaknesses.
Amy Gray, founder of New Leaf, has a six-factor framework aimed at helping speakers elevate their practices, maximize revenue, and build long-term success. As she notes, "If you even do one of these six factors really well, it will improve your speaking return on invested time and generate more money for sure."
At the heart of Gray’s approach is the need for speakers to identify their core audience—a seemingly simple yet often misunderstood step. Many speakers believe they can appeal to everyone, but Gray warns, "You fundamentally have to know who your core audience is... Most people think in broad ranges, but buyers are looking for specialists." She emphasizes the importance of psychographics—what keeps your audience up at night? What problem are they desperate to solve? In fact, knowing your core audience is foundational to her entire strategy for building a successful speaking career. In her view, many speakers make the mistake of trying to appeal to too broad an audience, diluting their message and making them appear as generalists. This lack of focus is counterproductive in a market where event organizers and keynote buyers are looking for specialists—experts who can provide specific, actionable insights to a well-defined group of people.
Gray makes it clear that understanding your audience is not just about knowing their job titles or demographics; it's about knowing their psychographics—their motivations, fears, and what keeps them up at night. As she explains, "Buyers are looking for specialists," meaning they want someone who has deep, targeted knowledge about the challenges their particular audience faces. In essence, knowing your core audience transforms a speaker from just another voice in the crowd to a trusted expert. This focus builds credibility, increases demand, and drives higher fees because event organizers see real value in what you offer. As Gray summarizes, this understanding creates a “category of one,” making you the go-to person in your field, someone buyers want to bring back again and again.
Gray also highlights the significance of finding your "aspirin," a metaphor for a speaker's unique value proposition. It's not enough to deliver content; speakers must provide solutions to pressing, painful problems. "A lot of people offer what I call vitamins," Gray says, "information that’s nice to have but not essential." Those who succeed are the ones who provide urgent, must-have solutions backed by proven results. This level of understanding allows speakers to create content that offers real solutions, what Gray calls "aspirin." An aspirin solves a specific pain, whereas many speakers only offer "vitamins"—information that may be nice to have but doesn't solve urgent problems. Gray stresses that the speakers who excel are those who deeply understand their audience’s pain points and position themselves as problem-solvers. She shares examples of high-profile speakers like Kevin Mitnick and Steve Wozniak, noting that their success was driven by a near-obsession with their core audiences and subject matter.
Establishing a category of one is another cornerstone of her method. She encourages speakers to fuse their passionate interests with their credible expertise to carve out a unique space in the market. "The high-flyers I’ve worked with, from Kevin Mitnick to Steve Wozniak, all had an obsession with their core audience and their subject matter," Gray shares. This level of commitment allows speakers to stand out and command attention, even in a crowded field.
Finally, Gray advises patience, realism, and continual refinement. Building an elite speaking career doesn’t happen overnight, and she advises allowing two to four years to build momentum. "You need to be evolving constantly," she says. Resting on past success or sticking to one formula is a fast track to stagnation.
In summary, speakers aiming for elite success need to focus not only on what they say but who they say it to and how they deliver it. Gray’s advice is clear: be a specialist, solve urgent problems, and make strategic use of every platform available.
"You’ve got to educate yourself and continuously refine your craft."
