Silke Rossmann

Hello from Frankfurt. Silke Rossmann, Tyto’s new partner and head of practice, on why she joined the team.

Today I start a new chapter in my professional career at Tyto and its one that I’m incredibly excited about. Today, I’m joining an award-winning pan-European team that is making waves because it has thrown out the template and created a new type of agency which mirrors what I believe today’s modern international clients require.

What specifically was it about Tyto’s new model that attracted me?

First, I was attracted to Tyto’s PR Without Borders operating model. PR Without Borders means throwing out traditional agency silos that impede our ability to deliver great work to clients and operate in a way that modern global businesses require.

PR Without Borders also means breaking through geographic silos. Tyto’s pan-European team works as one across multiple European countries. You will never hear Tyto colleagues say ‘the German team’ or ‘the UK team’ because although we execute locally and have local expertise we think and operate internationally, and we bring that bigger picture thinking to our clients.

PR Without Borders means breaking through silos of communication disciplines and approaches. Tyto is proud of its PR roots but when it is approached about a business challenge the team looks at them with open-minded. We devise the right communications approach for each situation without defaulting to one static playbook of communications methods. Tyto is able to do this because since day one it has focused on building an experienced multidisciplinary team that combines all the major communications skillsets.

Another aspect of PR Without Borders that excites me is that Tyto has been built on a location-agnostic working model which means that employees can work remotely from their preferred location. This has allowed the agency to recruit the best talent available from across Europe and build a unique international culture, without the constraints of a traditional office-based model.

The final reason for joining Tyto is quite a selfish one: it’s about room to grow, develop, learn and being able to help build and shape a new agency. Even though the team has already won three ‘New consultancy of the year’ awards, it is still early days (Tyto turns two in October) and I see so much opportunity to contribute and help deliver on the team’s mission to disrupt the agency landscape and bring something better and different to clients.

I am beyond excited to join and very, very curious about what we can achieve together. If you are interested in how Tyto might be able to help your company in Europe, please get in touch. If you’d simply like to hear more about our approach and concept we are also delighted to find time for coffee. Let’s see where this journey takes us!

News Without Borders

60 million stories: the power of diverse voices, and getting out of the London bubble.
Tyto speaks to Jimmy Leach, new Editor in Chief of HuffPost.

Last month, Greater Manchester Mayor Andy Burnham blamed “London-centric decision-making” for the Brexit vote, claiming that England can often give the “sense of two countries” creating an us and them feeling which divides the nation.

It’s not just him who thinks this way. It was something we were highly aware of when we created Tyto’s location-agnostic model. The UK PR industry suffers from an acute case of London-itis, with the vast majority of agencies located in Shoreditch or Soho. A London-base, while convenient, can reduce your field of vision and produce narrow-minded thinking that risks overlooking the wider population.

Someone else who shares this view is Jimmy Leach, new editor in chief of the HuffPost UK, an outlet that has undergone dramatic changes over recent years since parting ways with founder Arianna Huffington, and has been busy carving a niche for itself as a national publication, with an increasing focus on news outside, as well as in, the London bubble. We spoke to Jimmy as he completed his first month in the job to find out why he believes looking beyond London is vital for the future of news and the future of the UK.

Tyto: Congratulations on your first month in the role! What’s been keeping you busy?

 Jimmy: “It’s been interesting – there’s a lot that’s right, and the team here are very good – as evidenced by winning the Drum Award for ‘Best site for news-led journalism’ last night. The site is already delivering, so I’ve been spending time working out what the organisation needs – what the strategic needs are, how we can improve traffic, commerce, profile – and working out the best way to achieve those through great content.”

Tyto: What do you foresee as some of the biggest challenges you’ll face over the next six months?

 Jimmy: “The same issues you face in any media business – the financial challenges. One option increasingly used by the online news industry is subscription. That’s problematic for me, because if news is only delivered to people who can pay the subscription, if we’re constantly delivering news to the same people, then you end up with a whole cohort of people who are outside that media bubble. Therefore, we’ll have electoral and political surprises sprung on us because there’s this whole group of people thinking outside what you might call the metropolitan bubble.

“HuffPost has long been less about the bubble and more about the people.”

Tyto: What do you mean by that?

Jimmy: “What that means for us is not just reporting on the news out of Westminster, but really shining a light on the stories that matter straight from the source – for example, recently there was a stabbing in a youth club in South London. One of our reporters used to go to that youth club, so she went and met the guy who owns it, spoke to people in the community, reported directly from there.

“We also recently asked one of our reporters in the north of England to report on the real impact of NHS issues – she sat by a hospital bed in Blackburn for two days and reported what people in that bed said about the NHS, about health, obesity, poverty, deprivation. All these stories were symptomatic of other things – the strain on the NHS, the strain on public services, but instead of just reporting what the Health Secretary tells us, we look at it from the point of view of the people it affects.

“They sound like small stories, but then they’re symptomatic of a bigger picture. So for example, if justice is taken out of your community, and it’s centralized, you have to go to Manchester Crown Court, after the Magistrates’ Court to get justice, it affects people on a personal and community level.”

Tyto: Do those stories resonate well with your audiences?

Jimmy: “They do, yeah. What we’re trying to do is reach people who are otherwise being turned off the news. Which is happening a lot. There’s a certain group of people who will find us anyway, because they’re highly-news literate and consume the news every day, but it’s our job to make sure that as broad a range of people can be informed. Otherwise you get entire communities cut off from the news. That creates all kinds of issues where decision-making is being held by a smaller and smaller cabal of people.”

Tyto: What do you think your obligations are to your readers?

Jimmy: “To be accessible. To get the right tone, not patronise them. To make sure that what we’re doing is making things clearer for our users, rather than boasting to our peers. We’re not anti-London, but London is not the UK.“

With technology increasingly giving people access to news wherever they are, it’s vital that the UK news industry remembers their audience isn’t all be in London. In fact, a 2017 MediaCom report, found that demand for localised content and advertising is increasing all over the UK. After years of crippling decline in local reporting, this should be a rallying cry to the UK media industry. The HuffPost is definitely one media outlet that’s listening.

Tyto PR Agency winning PR Moment Awards 2019

Being born right: how Tyto became New Agency of the Year

Last week Tyto was named PR Moment’s New Agency of the Year. Eighteen months since we launched, this is an important waypoint. Public relations and communications are crowded spaces to build a new business. It’s essential you stand out, but extremely difficult to achieve.

I’m proud of everything we’ve done since we launched. The talent we’ve attracted, the clients we have won, and the fantastic work we’ve done. Yet, when our name was called out, and we won our award last week, it was a sense of accomplishment for everything we did in the run-up to our launch that I felt most strongly.

You see, everything we’ve achieved that captured the imagination of the judges was conceived in the run-up to our launch. It was the product of months of homework and preparation. We were obsessed about being born right. We wanted our new agency to be built on strong foundations. Foundations that were well researched, had a strong strategy, had an amazing launch team, and was elegantly executed.

Although we sit in the marketing and communications space, I think this emphasis on being born right has a universal quality relevant to any new business.

So, how did we make sure our business was “born right”?

First of all, we questioned and listened. We spoke to over 200 business and communications executives to understand what they valued in a public relations and communications partner, and what they felt was missing. This process is like building a giant jigsaw puzzle. No one is going to give you a blueprint for your new business, but by spotting consistent themes, you can create an overall picture of the market and where the gaps lie. We’d all worked for some fantastic agencies, and we didn’t want to build a replica, we wanted to make something new and better.

Second, having absorbed all this information we developed a straw man of what our new business would be. Think of it as a prospectus for what our new business would offer and why it would be different. We then presented this to some of our most trusted and experienced contacts with an emphasis on prospective clients and employees. This helped to ground us and sharpen up our vision and plan. This stage is crucial because it’s very easy to get stuck in the clouds when you are dreaming up a new company, but it’s imperative to remember that you must be completely focused on your audience. A side benefit of confiding in potential employees and clients is that it strengthens your relationship with them because they feel a little bit invested in what you are trying to achieve. They become part of your story. I’ll be forever grateful to the individuals that helped us out in this phase.

Third, having sharpened up our business vision and developed a more concrete plan we established a long list of the best people we had ever worked with. We had a clear idea of the mix of talent we wanted at launch, but we had no preconceived notion of who would want to join our team. We ran a rigorous process, similar to what you would do if you were looking to hire for any critical role.

Fourth, having assembled our dream team, we then set about translating our vision into a brand and the words we would use to describe ourselves — a few things concerned us at this stage. First, despite not having much money to play with, we wanted to look like a premier league outfit from day one. Why? Because we wanted premier league clients from day one. Second, we felt like we had a compelling story at the heart of what we were looking to do and we wanted this story to be woven through our brand free of distractions. We agonised over every word and every visual component.

Fifth, despite not having started working with clients yet, we invested heavily in time together with our launch team so that as far as possible we knew all the operational details of how we were going to work. We also invested in the operational infrastructure we were going to need. The reason for all of this preparation is that we wanted to have a smooth take off when we started onboarding clients. We wanted to have some fundamentals nailed down rather than make them up as we go along. Making them up as you go is an ok strategy for a startup, but we knew it would slow us down.

Finally, we planned out in meticulous detail how we were going to drive sales and marketing, and how every person in the business was going to contribute to this. We wanted to punch above our weight and make the noise of a company several times our size and the only way we were going to do that was for us all to be entrepreneurs.

Eighteen months on, we’ve built a sizeable operation, we work with amazing clients, and we have a dream team that has rightly been crowned award winners. There’s now time for a short pause for breath as we plan the next 18 months of our growth and development, which promises to even more exciting than the first.

Photography by:, Don’t Panic and Chiko Photography

Tyto Without Borders PR Podcast

Presenting ‘Without Borders’ – a new podcast from the Tyto team

It should be no secret that here at Tyto we’re passionate about the power of brilliant content and believe strongly in the medium of podcasts as a way to engage audiences and deliver strong stories, inspiring information and create emotional connections.

Which is why I’m proud to present a new podcast, Without Borders, produced and created by the Tyto team. Without Borders is a dose of fortnightly inspiration for passionate communicators, courageous creatives and entrepreneurial business brains. Expect candid chats with the wisest old hands, bleeding edge innovators and left field thinkers and doers.

As an agency we’re custom built around our PR Without Borders philosophy, from our location agnostic structure to the way we approach creativity and innovation, both internally and as a perfect partner for our clients. We’re inspired and empowered by people and brands who aren’t afraid to make left-field thinking the norm, especially when it comes to innovating and reinventing modern communications. We’ve created the podcast to encapsulate this philosophy, but far beyond PR.

As we begin to release our first series (you’ll find the first episode here), we hope listeners will note the unexpected mix of guests, from age and experience to discipline, viewpoints and backgrounds. We’ve spoken to everyone from agency trail-blazers and award-winning journalists to brand storytelling visionaries and even the director and cast members of a sell-out Edinburgh Fringe improv show.

My co-host, Zoe Clark (Partner and Head of Tyto’s Fintech practice), and I are excited to present you with an ongoing selection of brilliant and interesting people. The kind of guests who can and will change the way listeners think about communicating ideas, building purposeful and successful businesses, creativity, innovation, and overcoming obstacles to success.

Tyto isn’t inhibited by rules, or how things have always been done: from the very ground-up, through each strand of DNA, we’re about tearing up the rule book; doing things differently, learning and improving. Therefore, it’s been enormously exciting to me to have the privilege to sit down and talk about these ideas with likeminded individuals on Without Borders. I hope you enjoy the episodes as much as we did in creating them.

Build a better agency – no bricks or mortar required

In October, as Tyto celebrated its first birthday, I was invited to speak to Agency Management Institute CEO, Drew McLellan, on his Build a Better Agency podcast. Drew is an expert in assisting agencies of all shapes and sizes to evolve and grow, and so this was a great opportunity to have an in-depth and diverse discussion around the Tyto approach to building not just a new agency, but a new agency philosophy.   

As Drew rightly pointed out, I am no stranger to working in a startup environment, having made the move from an established global public relations agency to a start-up relatively early in my career. For many years, I was the group CEO of that agency, which grew to be a global agency of over 250 people based across the UK, Continental Europe, the US and Australia. 

As such, I came to building Tyto with a broad and international perspective on PR – but the most exciting element of starting from scratch was having that ‘blank sheet of paper’ opportunity to create something new and fresh. 

Within the episode, Drew and I discuss everything from what is needed to succeed in a startup environment, to Tyto’s PR Without Borders™ approach, and the importance of talent. The podcast is below, but here are a few of the key takeaways: 

A successful start-up is all about the hustle

This is not only true in public relations, but within any industry that a small business looks to enter as a newcomer. It is important to have a clear sense of vision and purpose that will resonate with others, but absolutely vital is having the passion and belief in this vision to go out and sell it. Where networking and selling is concerned, energy, enthusiasm and determination are required in abundance. 

Long live public relations (without borders)

It is an odd dichotomy that the narrative from many quarters that ‘PR is dead’ has emerged in this age in which company reputation has never been more important. Public relations is not about the semantics of the ways that people communicate, but rather the bigger picture of helping people to build, grow and manage the reputation of their companies. Of course, a wider range of skills are now needed to communicate than in years gone by, and this is part of Tyto’s PR Without Borders™ philosophy. Yes, the lines between public relations and marketing are more blurred than they ever have been, but both disciplines are fundamental to business success. 

Clients crave talent

A lot of time can be spent musing on what is and is not important to clients when they consider which public relations agency to choose. Yet if there is one thing clients want agencies to be able to guarantee above all other things, it is to have talented and experienced individuals working to support their business. As such, our approach at Tyto is to create, not a pyramid shaped hierarchy of employees, but instead a relatively flat structure. Our employees are people who have perfected and honed their skills over a number of years, and moreover have a desire to continue to practice communications to service clients, rather than merely acting as managers. 

Bricks and mortar not required

Tyto’s agency model is location agnostic. By this we mean that people working for the agency can choose to work anywhere they want to. If people want to work in an office, we will provide a co-working space. If people want to work from home, we will provide them with the technology needed to ensure they can do so effectively. People no longer want to compromise their life choices for work by being forced to live in a city, or to face multiple hours of commuting each day – and why should they have to? Building company culture no longer relies on bricks and mortar. At Tyto, we still have Monday morning meetings, Friday afternoon drinks, and ‘water cooler’ chats – it’s just they often happen via video call. And, yes, we meet in person – but with purpose. We have employees working across five different countries, and we have found that when everyone is remote, no one feels remote. Company models like this are not just the future of agency, but of business. 

Listen to the podcast 

 Read the podcast transcript

Introduction: If you’re going to take the risk of running an agency, shouldn’t you get the benefits too? Welcome to Agency Management Institute’s Build A Better Agency Podcast presented by HubSpot. We’ll show you how to build an agency that can scale and grow with better clients, invested employees, and best of all, more money to the bottom line. Bringing his 25 plus years of experience as both an agency owner and agency consultant. Please welcome your host, Drew McLellan.

Drew McLellan: Hey everybody. Drew McLellan here with another episode of Build A Better Agency. So, today I want to talk about a lot of different things with my guest. So Brendon Craigie, is from the UK. You’ll hear he’s accent immediately, but he’s worked globally for most of his career. And I’ll have him tell you a little bit more about some of the agencies that he’s worked at. He’s worked for huge large agencies and just in this last year or so in October of 2017, he left an agency and started his own and he’s got some really interesting ideas for the agency that he’s building. And it’s really a Pan Asian Agency working globally across Europe and Asia and into the US as well in a new way of thinking about PR and they’ve got some really interesting structure around their agency. So we’re going to dig into all of that. So what I’m hoping to talk to him about is a variety of things.

Drew McLellan: One, he’s been pretty vocal about his opinion of how PR is changing and how he wanted to build a different kind of PR agency. Which by the way is as applicable to you if you are a traditional agency, a marketing agency, a digital shop, doesn’t matter. His ideas are still applicable to all of us. But I think that there’ll be some interesting conversation around that. He also, their agency is what they call location agnostic. So many of you would call that a virtual agency. And I want to dig into how they made the decision to go that way from the very beginning and now several months into the experiment, how it’s working and how they are creating culture and continuity in an agency where no one is in the same place at the same time on a daily basis. So we have lots to talk about with Brendon and I think you’re gonna find the conversation very applicable to you, very useful and my hope is very practical. So let’s just get started. All right, so without further ado, I want to welcome Brendon Craigie to the podcast. Brendon, thanks for joining us.

Brendon Craigie: It’s a pleasure. Glad to be here.

Drew McLellan: So, tell everybody a little bit about your background and how you came to be in the role that you’re in today.

Brendon Craigie: Yeah. I mean, I guess winding back to the beginning, I studied politics. I was heavily involved in student newspapers, organizing events on campuses and things. And so I thought to myself, what could I do from a career perspective, which would allow me to sort of bring those sorts of passions for influencing people into my career. And I decided Public Relations was the route for me. And then I started off working for a large global agency called Weber Shandwick, was there for about 18 months and then the founder of the division I was working in, which was focused on technology, left to start a new agency, which was called Hotwire. And I was young and bold and didn’t really have any fear. And so I thought the idea of joining a startup sound like a really brilliant idea. And so I joined this startup agency and I was like one of the first five employees. And from that point, I stayed with that agency for 17 years and saw it go from a few people to being 250 people spanning across continental Europe, Australia and the US. And for the final six years of my time with that agency, I was the global CEO. So sort of around a global agency.

Brendon Craigie: And of those majority of my time I was based out of Europe but traveling internationally, but for the last two years I was working out of New York and San Francisco. So I’ve got sort of quite a broad international perspective on public relations and sort of growing an international agency. And then I sort of about 18 months or so I’ve sort of about to turn 40 the businesses I was the CEO of, I was sort of not the owner of. I was reporting to a public holding company. And I just thought I wanted to create something new. I wanted to create something fresh. I was really drawn to the idea of starting with a blank sheet of paper and thinking about how I could take everything I’d learned and sort of create something completely different. And so in October of 2017, I founded a new agency called Tyto, which is a Pan European Agency focused on the colliding worlds of technology, science and innovation. And yeah sort of, we’re just over six months in. We’ve got like 14 employees, a bunch of clients, and it’s going really well.

Drew McLellan: So how does it feel, I mean, 20 years ago you were part of a startup and now 20 years now you’re not only part of a startup, but it’s your startup. So the financial implications obviously are different.

Brendon Craigie: Yeah.

Drew McLellan: What did you take with you from the first experience you had, the kid right out of school, joining agency. How did you apply that learning to what you’re doing today? What were some of the rules for yourself or some of the, I want to remember these lessons as you were launching your new agency?

Brendon Craigie: Well, I mean I think in a startup environment, I think it is all about the hustle, the energy. But I guess really, I sort of think there’s two things to building a successful agency from the early days. One, I think you need to have a clear sense of your own vision and purpose. And what you’re trying to do and that needs to make sense to more people than yourself. Otherwise, it’s not really going to be very successful. It needs to be something that’s going to resonate with people, but then you need a lot of hustle and passion and you’ve got to be out there networking, meeting people, telling people the story. So I think it’s that combination of having a clear proposition and strategy which is differentiated, but then having the energy and the enthusiasm to back it up.

Drew McLellan: So I know you said that the focus of the new agency or sort of the DNA of the new agency, it’s sort of this mix of technology and science and innovation. So talk to us a little bit about, ’cause I think a lot of agencies are wrestling with what is the place of all of that inside their agency. Especially if they’re a traditional agency. They’ve been around for a long time. So how do you wrap your work in and around all of that?

Brendon Craigie: I think as you go through your career, certain expressions sort of stay with you and I think that one of those expressions that sort of stuck with me over the years is that people hire specialists, they don’t hire generalist. And so from a sector perspective. And so that’s why we’re sort of rooted in a specialism, but I think what I learned from my last agency is if you pin your self to a very specific area, then it can potentially be limiting-

Drew McLellan: Especially as crazy as the world is today with all the change and … You know change yeah.

Brendon Craigie: Exactly. And then I guess. So that’s why we didn’t go for tech specifically. But I think the other reason why we didn’t just go for the tech is that we think the world has changed and technology is, yeah everyone’s a technology company. Innovation is like the mantra of any business and science is integral to technology and that technology is sort of the application of science. And so we really wanted something that was a little bit broader. It helped that my Co founder came from a science comms back ground. And so yes we want it to be a specialist, but we wanted to just have a slightly different take on things.

Drew McLellan: Yeah. So the agency, I know you’ve been writing about a lot and I’ve been reading sort of your take on PR Agencies of old versus PR Agencies today. Talk to us a little bit about sort of your view of how does one, because this is what you’re doing right? How does one build a PR Agency for the modern age and how is it different and how do you position it differently than sort of the old school PR?

Brendon Craigie: I think we haven’t written it, but we actually started writing a book about PR and a lot of the thinking that was going to go into that book actually then went into the agency. And I think now what we came away from that review of public relations and the discussions around it was that on one hand their sort of seems to be this general feeling that is PR dead? There’s a lot of discussion around that. And then at the same time reputation has never been more important. And I think that sometimes people sort of think about different sort of. I think sometimes people get caught up in the semantics of the different ways that people communicate rather than actually thinking about the big picture. I think the big picture is that PR is about helping companies to build and manage and evolve their reputations.

Brendon Craigie: And so from our perspective, we thought PR isn’t dead. But then I think in terms of communicating in the modern age that you do need a broader set of skills through which you then, that you look to build and manage reputation. And so, yes, so I guess we’ve really looked at what does PR mean in the modern world and I think it’s about helping companies to sort of develop their story and then tell their story and then influence the people that matter. And I think that whole area of who is influential in the world today is interesting. So it’s quite common if you’re working in agencies today for people to be a little bit down on the media, a little bit down on media relations, sort of treats as sort of a commodity.

Brendon Craigie: They see it as a sort of a commodity product. But we sort of we think their media is highly influential and there’s a real … The media aspects of public relations is very important, but we want it to look at that within a wider context. So one of the first thing that we did was in the buildup to launching our agencies we did our own a little bit of proprietary research where we were looking at the 500 most influential people in technology. And we cast a really wide net. So we weren’t limiting it specifically journalists, but we were looking at sort of business influencers and then we sort of did, we created sort of an objective methodology for evaluating influence which included social media influence. Included profile and presence at conferences, media profile, the domain authority of blogs. And so we sort of looked at influence in the widest possible sense.

Brendon Craigie: And as a consequence of that, we ended up with these 500 influential people, about 150 of them are journalists, but 350 of them were sort of broader influencers. And I think that bit of research just in a way sort of ties back to this conversation about public relations in that, it’s about helping our clients to influence agendas, be positioned as thought leaders. But in order to do that, you need to think, you don’t need to … I can’t overlook the media, but you need to think a little bit more widely than just the traditional media.

Drew McLellan: Yeah I think that’s one of the biggest changes is that it used to be where you had your media list of the reporters and editors of the X number of publications that had influence in your space. And if you got a story and some of those you could check the box and you were done. But now the people who tell the stories are much broader and they’re not as defined by their title anymore. Now it’s, you’re right. I think you have to do more investigating to figure out who are the influencers and create relationships with them. And it’s not as clean as just pitching a story anymore because now some influencers want to get paid. Reporters obviously can’t get paid, you’ve got all kinds of different things. So I think in some ways PR world is A, more relevant but B, more complicated than it used to be.

Brendon Craigie: Yeah absolutely and I think it’s having some rigor around that. I think it’s fine to have your Rolodex of influences and journalists. But we really wanted to do is to put a little bit of science around how we determined who was and wasn’t influential and not limited to one particular metric but actually look at like a broad sense of what it means to be influential.

Drew McLellan: So the list of metrics you talked about. So some of them were what their role was in the industry. Some of it was about their presence in key shows and events. Some of it was their authorship of thought leadership material and the domain sort of strength of their own sort of personal media channels.

Brendon Craigie: Yeah.

Drew McLellan: What were some of the other things that [crosstalk 00:14:09].

Brendon Craigie: The strength of their individual networks. So how connected were they on Linkedin? How connected were they through social media? How widely were they written about? So how prominent were they in the media? So like a real, sort of a mix of everything that you can possibly objectively determine? Yeah.

Drew McLellan: So recently you wrote a piece about some of the things that you think a lot of PR agencies are sort of clinging to from the past that perhaps they need to shed. Like the idea of filling their ranks. I know one of the goals you and your agency was to fill your staff with people who had communications black belts-

Brendon Craigie: Yeah.

Drew McLellan: So talk a little bit about that income in contrast to I think what, based on what you wrote, what I think is you’re saying is a lot of PR shops are filling their ranks with kind of what I called junior woodchucks super young people who don’t have a lot of experience.

Brendon Craigie: Yeah. And with these types of things, it’s very hard sometimes to separate your own personal interest. And passion with what’s necessarily the right thing to do. But from my perspective having run a large agency, I wanted to be surrounded by people that could challenge me and that could sort of create this sort of virtuous circle of, of people with experience that could challenge each other into doing the very best possible work. And so I think some of that like making the argument for that is, I think if you look at the traditional agency model, agencies are sort of structured around pyramids, they have a few senior people at the top, lots of junior people at the bottom. In London for instance, an account executive who might have a couple of years experience will be charged 100 pounds an hour. If you annualize that over the year, they would be expected to build that, sorry, they’ll be expected to build clients about 120,000 pounds a year. And those individuals are probably being paid 20,000 pounds a year. So you have a situation where clients are paying a 20,000 pounds a year resource 120,000 pounds a year. And it sort of didn’t from a client perspective, that doesn’t seem to be good value.

Drew McLellan: It certainly gives impetus to the argument of why so many clients are creating their own in house departments.

Brendon Craigie: I think that’s a very good point. And so we’ve just gone down a very different approach. So we’re sort of looking to hire people that have sort of perfected and honed their skills and won’t work in environment where they can be practitioners rather than managers. And so yeah it just creates a very different type of dynamic. I think that for people going through the traditional agency career ladder, they sort of get to Account Manager or Account Director and they’re increasingly forced down the route of becoming managers. And in the process they sort of stop learning from a communications’ perspective, the learning dries up. They learn from being in a management perspective, but that’s not necessarily the path that everyone wants to go down. And so we’ve sort of got like quite a niche profile of person that we’re looking for, which is people that I really enjoy what they do.

Brendon Craigie: They want to continue to perfect their skills and they want to become these communications belts rather than become managers. And so yeah, it’s a sort of a different approach. It works well for us. It might not be right for everyone, but I think what it means is that we’ve got a team of people that are operating at the very highest possible level. The lowest common denominator in our team is still someone with a tremendous amount of experience and skills and you know. It just creates for like a really dynamic environment.

Drew McLellan: So, as I’m listening to you, I’m thinking about a couple of things. One of the reasons why agencies are structured in as you called it, the pyramid model is because the economics of that are the agencies may have to pay their top tier people, obviously a larger salary, and not everybody is billable all of the time. And one of the economics is if my more junior people are sort of the workhorses in terms of billable hours, they then support some of the higher level people being sometimes billable, sometimes not billable and maybe they’re more involved in other things. So I’m curious how does it economically work for you? So if everybody is more of a senior level person, how are you funding economics of that so far?

Brendon Craigie: I think you obviously need to have an idea of what their value is and you need to have a clear understanding of what type of what’s your business model in order to make the fact that you’re paying people higher salaries, profitable. But that’s really just about ratios between what you charge and the cost of those individuals. I think we have a very lean model. So we don’t have many operational … Well, we don’t have any operational support people because I think there’s very many cool technologies today that make those things easier. And I think also if you have a team of people who have a lot of experience. They’re more like they’re self managed, they require less of that support structure in order to support them.

Brendon Craigie: We’ll say we have a slightly different model in that we’re location agnostic and we don’t have an office. So when you sort of like I guess really what we did is we had this vision that we wanted to be the perfect partner to our clients and what we wanted to do was to really double down on the things that we thought made a difference to our clients. And talent is obviously one and really stripped away the things that make a difference. And so like you say, a lot of those sort of those top heavy agency structures. A lot of those roles, so really that’s sort of like that they’re not client facing roles. They’re not roles that make difference to the clients. They’re there to sort of keeping the machine running. And I think our model just requires less have that infrastructure to be successful.

Drew McLellan: Yeah. Well so do you think that the model that you’re building now, do you think that that limits you in terms of size? Can you be a 200 person agency in the model you’re building or … And I know that may not be your goal at all. I’m just thinking as I’m listening to you talk and I’m thinking, okay, if everybody’s at a senior level and so basically you’re a very flat organization. Does that put any limits on growth do you think?

Brendon Craigie: I think it potentially puts limits on growth in maybe potentially in particular geographies, but we’re sort of trying. But initially we’re focusing on Europe. So we’re looking to build a Pan European team that works as one across borders, which we can maybe talk a little bit more about that later. And as a consequence so we might have this large team that it might be spread out over multiple countries and people might have focuses on different countries and things. So I think it’s not a model to build like the next person best seller. But maybe the world doesn’t need another best seller.

Drew McLellan: Well, you know what? I think most agencies are finding that they can be very efficient and effective at a smaller size. And so why have the infrastructure? And to your point, why have all of that if it doesn’t serve the client and it doesn’t serve the purpose and goal of the agency owners?

Brendon Craigie: Yeah. I mean, I guess the thing that was interesting for us was that we saw talent as being integral to our success and we just saw this gap in the market. As much as we saw a gap in the market for clients, we actually saw a gap in the market for talent. So we need to grow how, there are lots of these people who, these seasoned professionals and when I say seasoned professionals I’m talking like seven, 10 years experience where they really wanted to focus on their career and develop their skills. But maybe they have other things going on in their life. So maybe they don’t want to leave and commute into a big city every day. So often what happens with those types of individuals is they end up going to work for a less ambitious agency or even making career changes in order to compensate. It’s a sort of facilitate their life choices. And so what we saw was the opportunity to create a different type of agency model which allow people to maintain their ambitions. Not compromise on those, but to also sort of incorporate life changes.

Drew McLellan: I think that’s a trend that we’re certainly seeing in agencies all across the world. But I think it’s a mix of things. One, I think technology makes it a lot easier. Two I think generationally, you are of the generation you said that you’re just pushing it, knocking on the door of 40. You’re of the generation where I think people feel like they have the right to put their life [inaudible 00:24:04] in front of their professional goals. Whereas I’m 55 and that was not a well received message when I was early in my career. You just did what you had to do. You worked 60 hours. You took the job wherever the job was and you moved your family and sucked it up because that was how you grew in your career.

Drew McLellan: So I think we’re seeing some very big societal changes that are supported by technology making it possible. So I think the model that you’re building is very much the model that a lot of agencies are going to be evolving into if they haven’t already. Because I think the workforce it sort of digging their heels in a little bit and saying, I don’t want to live in London, New York or Chicago or wherever. I want to live wherever I want to live, but I still want to be really good at my job. I want to be well compensated for my job. But I believe I can have both.

Brendon Craigie: Yeah. And I think by virtue of the fact that I spent most of my career working in the tech industry, I then also a lot of tech companies and it’s increasingly common. There’s one company called Atomic, which is the company behind WordPress. They started with a few individuals working remotely. They’ve now got 500 people working around the world in this location agnostic model. So maybe we could become a 500 person agency. And I said there’s a lot of businesses that are building around this model. So, it’s not just about the future of agency. I think it’s about the future of business.

Drew McLellan: I think you’re absolutely right. Yeah. So I want to talk a little bit about the whole location agnostic thing, but let’s first take a quick break and then we’ll come back and we’ll jump into that.

Drew McLellan: If you’ve been enjoying the party and you find that you’re nodding your head and taking some notes and maybe even taking some action based on some of the things we talk about, you might be interested in doing a deeper dive. One of the options you have is the AMI Remote Coaching. So that’s a monthly phone call with a homework in between. We start off by setting some goals and prioritizing those goals and we just work together to get through them. It’s a little bit of coaching. It’s a little bit of best practice teaching and sharing. It’s a little bit of cheerleading sometimes on occasion you’re going to feel our boot on your rear end. Whatever it takes to help you make sure that you hit the goals that you set.

Drew McLellan: If you would like more information about that, check out

Drew McLellan: Okay, let’s get back to the show. All right. Welcome back everybody. So where we took a quick pause, was we’re just getting ready to talk about this idea of location agnostic and if you are a regular listener of the podcast, you know that I’ve talked to other agency owners who don’t have an office space but their employees are scattered all over the country or the globe and. So I want to dig into that a little bit with you Brendon. A, was that ever not your first choice? Did you ever think about actually having an office or did you immediately know that you wanted to be location agnostic?

Brendon Craigie: Well, So I think when we created the agency, we have this concept of developing a new operating model which we call PR Without Borders. And so there was one element of that was really about recognizing that the line between PR and marketing is blurred and we were comfortable operating over those years those blurry lines. The second element of it was actually that I’d worked in an international agency, which is very much structured around individual country and entities. So you would have a whole management structure built around Germany or the UK, France. And part of the location agnostic point was about the fact that I wanted to build a team that worked as one across Europe as one unit.

Brendon Craigie: So in some ways offices are an inhibitor to that. Because then as you start putting officers in place, you create silos and so we saw the modern world of business as being sort of across borders being more international in outlook. And so a big part of the location agnostic model was actually just how do we create an international agency that works across both countries? How do we do that? And so that’s part of the background to the location agnostic model. But the other part of it was, on a personal level wanting to have the freedom to decide where I wanted to live. And not actually thinking, I’ve got to live here, I’ve got to do this, the commutes in the UK for instance, are terrible. So I’ve got to do this one hour, this one and a half hour commute every day.

Brendon Craigie: I didn’t really, I didn’t want to do that. So, that was another part of it. And I felt like other people felt the same thing. And then also just in terms of setting up the agency, I sort of spoke to probably 200 people, clients and potential clients and was just very curious to understand how often do people meet with their clients? And the average time people meet with our clients is once every two months. So all of these things were good together in terms of a strategic sense of purpose, but also this sense of like how do we tap into this market of talent that maybe doesn’t want to do all of the commutes and things. And then we looked at the world of tech and what businesses were doing. And that’s when we came up with this location agnostic model that basically what we say is that to come, you want to work for us. We don’t mind where you want to work.

Brendon Craigie: If you want to work in an office. So someone’s just recently joined us. They want to work in the office, we’ve set them up in a coworking office. Do you want to work from home? We’ll set you up with all of the IT that you need. We’ll provide you with a monthly stipend to cover your home office cost and we’ll operate like that. I think so that’s sort of the background to the location agnostic model. And then in practice what we’ve really learned from it, is that when everyone is remote, no one feels remote. So basically we don’t send any in internal emails, we use Slack for all of our communications. We use zoom not just formally, like for scheduled meetings and things, but we use it in the same way as you might tap someone on the shoulder and say, can we have a chat for five minutes. And so we’ve been able to build this sense of being in the same office even though we’re spread over four different countries at the moment. And it’s been great fun and it’s just worked seamlessly.

Drew McLellan: So some people who have traditional offices. And I’ve had conversations with them about even having a remote employee or anything and for them one of the concerns they have is around creating culture and if culture is created by physically sharing experiences and by being in place. So what are you guys doing to cultivate culture and nurture culture in your agency?

Brendon Craigie: So I think clearly what you need people to do is to truly buy into your project. So I think on one hand the people that come to work for us really buy in to this location agnostic model. So that creates sort of a spirit in and of itself where people want to defend it, want to invest in it, want it to work. So, that’s sort of like I think an underpinning of it. But then I think what we’ve done is just is we’ve just we have the same kind of things that you would normally have in an office. So we have a weekly meeting at the beginning of the week where we talk about stuff. We have Friday drinks on a Friday where we have Friday drinks and people sit in front of their computer with a drink and we sort of talk about things.

Brendon Craigie: And then another thing we do is we have these hack weeks. So every two or so, two or three months we get everyone together, and we worked from one location for a week together. So we do actually physically get together when we can every two or three months and we’ll choose somewhere fun to do that. So we’ve been doing, we’ve done that in Valencia, Spain a few times. And that helps to build a culture ’cause you’re not only working together, but you’re going out at night, you’re having fun, you’re doing training. And then the other thing, and this is by far and away the most important thing, is that being location agnostic and being remote doesn’t mean that you don’t see your colleagues. It just means that you meet with a purpose, so we meet for a pitch. We meet for client meetings. So we probably see each other two or three times a week. It’s just that we’re not just meeting to turn up at an office. We’re actually meeting with a purpose.

Drew McLellan: Right. So, but when you meet, like for example, for a client pitch, it’s not all of right?

Brendon Craigie: No. It’ll be subsets of the people that are relevant to that. But I do think it’s incredibly different to have one or two isolated individuals that are working remotely, ’cause they feel left out, they get left out or the teams internally have to sort of go out of their way to involve them in things. But when everyone is in the same boat, no one actually feels remote. And all the things-

Drew McLellan: That’s a really great point.

Brendon Craigie: Yeah. And all the things you do to build a culture in an office, you do them. You have to do them. And yeah everyone’s committed to them because everyone’s invested in what you’re trying to do.

Drew McLellan: Yeah. Well, and I think your point about when everyone is remote, no one feels remote because a lot of times when I hear someone talking about that remote doesn’t work or that somebody feels sort of disconnected. It’s really when it’s a hybrid, when there is a physical office and people forget to dial so and so in, or they or they miss out on some of the jokes or some of the things because they don’t participate as fully in some of the just organic connections that happen inside an office. When there is no gathering place that you don’t all share, then it would be harder to feel left out.

Brendon Craigie: Yeah, definitely.

Drew McLellan: Yeah. That’s a great point. Did you have any clients who pushed back on the location agnostic thing or wanting you to have like, like you weren’t official if you didn’t have enough office an amazing personal-

Brendon Craigie: We work for some sort of tech startups, but then we also work with some sort of billion dollar companies. And actually they think it’s innovative. And they see the type of talent that you’ve got working with here and that’s what they care about. I think the other thing that was a big concern for us or something that we wanted to prioritize was creativity. And I always felt like working in an international agency that often what happened was all of the ideas came out from one city and then they were shipped out to other people sort of localizing and things. And I think having this team of people that is coming at things from different perspectives actually brings more creativity to our clients. So I think there’s some real added benefits to that.

Brendon Craigie: And then we’ve actually developed a methodology which again is sort of like sort of born out of silicon valley thinking could our creative sprint process. And the way that works is that rather than sort of stick everyone into a room to sort of brainstorm where often the conversation is dominated by one person. There’s no real preparation and you end up with sort of quite narrow ideas. What we do is we make a real point of understanding what the client’s business challenge is. We do some research around it and then we get five to seven of our employees to think about that challenge. We say go away, spend a couple days thinking about it. Go for a walk, just sort of just really think about how you would approach that challenge and then write up what your strategy and approach it would be, and then present that back to the team. So we then present that back to each other on a video call. We select the best idea and we prototype and test it.

Brendon Craigie: But I guess really that’s a really good example of where we’ve taking what might be perceived to be a negative, which is that we can’t get in to a room and do a brainstorm, and we’re creating something which actually is much more effective as a result.

Drew McLellan: Yeah. Well I think a lot of agencies are struggling with sort of the old brain storm models. So whether they’re physically together or not, I think they’re finding the exact same limitations that you just listed off as a challenge. So the sprint idea is an interesting one. So talk to us a little bit more about sort of how that gets. How did the ideas get collected? Is it all done verbally? Is it done in a Slack channel? What’s the actual process around that sprint?

Brendon Craigie: I think the originating point is that when the other way that we know what we say that we’re focused on helping clients solve business challenges through the power of communications. And so what that means is that when we first engaged with a client and thinking about ideas we’re very obsessed about understanding what the business challenge is. Often you get secondary points which don’t necessarily tie back to exactly what is the business challenge. So the first thing is we obsess about that and then we do some research around that. So that when we’re providing our team at brief, it’s not just like a partial picture, but we give them what they need to do, what they need in order to think about that challenge properly. And then we put this five to seven people on it, we ask them to go and think about it and then present a single sheets of paper or a slide if you want to be more modern.

Brendon Craigie: And then they literally photograph it, put it up into a slack channel. We don’t have a video call where everyone presents their individual sheets of paper and idea and then we vote on them. We do these without our clients if that’s for new business, but we actually include the client in the process if it’s for an existing client. And we give the client three votes so they have a disproportionate influence on which gets chosen and everyone else gets one vote. So, that’s really how it works. Yes that’s how it works.

Drew McLellan: Yeah. Do your clients love that? Getting to be involved. So some agencies would say, don’t want to let the client behind the curtain don’t want them to see us when we’re not, we don’t have our heads on straight yet that we’re still thinking. So some agencies would be afraid of that. So, what is the client’s reaction bit to that?

Brendon Craigie: I mean really positive because I think if we had a team of 20 year olds coming up with ideas to very sophisticated business challenges, I think we could fall flat on our face. But because we’ve got this season group of comms professionals that have worked in agencies, worked in house and really know what they’re doing, you don’t really ever end up with a terrible idea or strategy. So you might get some seven out of 10 ideas and approaches, but you’re not getting like fives or less. And so actually I think the experience of clients has been really positive because it’s almost like it’s demonstrating to them the quality of your team. A lot of those people won’t necessarily work on their account. So it’s demonstrating the breadth of experience that you have as a team as well.

Drew McLellan: Well, and I think the other thing too is as we know from the old brainstorming model, sometimes a horrible idea is what triggers a better idea. And so it makes sense to have that conversation with the client in the room because the context that we can possibly have.

Brendon Craigie: Exactly. Yeah, I agree.

Drew McLellan: And so from your perspective, is there any downside to the location agnostic? Is there anything that’s like, oh I sure miss this about having an office or about having us all physically in the same place, or for you, has it been all upside?
Brendon Craigie: I mean I think the only thing that you have to tolerate is a higher travel cost-

Drew McLellan: Yeah right. But you don’t have offices?

Brendon Craigie: You don’t have office. So you don’t have any that fixed overheads and we use Breather a lot, It took off in the states but it’s in London now, so that’s sort of a service where you can rent a meeting room for an hour or two hours. So from an infrastructure point of view, we’ve been able to create the same quality of infrastructure if not better than you would get in a traditional office environment. So the only downside is that your travel costs are higher.

Drew McLellan: Yeah. So do you have plans? I know some agencies that are location agnostic, which I love much better than virtual by the way. I love that expression. Some of them will physically bring their team together. Not for a client thing, not for anything else, but sort of a think of it as an annual meeting or a retreat planning session. Have you done that or do you think you could do that?

Brendon Craigie: Yeah. So I think I mentioned we have this concept we call hack weeks. So, yeah, we’ve had we’ve been going since October-

Drew McLellan: So you physically come together for that?

Brendon Craigie: Yeah we physically come together. We’ve been going since October. We had one in September, we had one in December. We have one in February-

Drew McLellan: So you’re doing it, you’re physically together every few months.

Brendon Craigie: Yeah actually every few months we physically get together. We do sort of show intels in terms of what people have been up to. We do training we sort of organized full days of training and then we have fun. So we do fun stuff in the evening. So we’ve done Paella making in Valencia. We’ve done paddle boarding, we’ve done escape rooms. We’ve done all sorts of different stuff-

Drew McLellan: That only agencies would go, yes, we should do this [inaudible 00:43:36] or we should play paintball together.

Brendon Craigie: To me, you know again, once you’ve been doing this for a while, you want to have fun while you’re doing it. So all of those things help to build culture and help people to buy into the model.

Drew McLellan: Yeah absolutely. So what’s new business look like for you? How are you guys generating new clients? How are you getting out there? You’re relatively new. So are people finding out about you? How are you leveraging your own influence and what’s the business development process look like for you?

Brendon Craigie: I mean you know, you asked earlier about going back to your startup years and what you’ve learnt from that. And another one of my favorite expressions for my former bosses is you have to kiss a lot of frogs and putting that into numbers, you know I’ve always operated around that sort of traditional sales model where you have to contact 100 people to get 10 engagements and then from that you may get full briefs and from that you might win a client. And so we’ve done a lot of that sort of graft in terms of working on networks. We’ve done our own PR. We’ve done things like creating, launching the title 500. We’ve done some sort of quite interesting reports around influence. We’re doing events and we’re doing our own sort of like, we’re investing so heavily in our own social media and our PR.

Brendon Craigie: I think it’s never one thing. It’s usually the combination of everything. So we’re sort of doing a bit of everything. As much as possible what we’re trying to do is not uncontested pictures which, hey, who wouldn’t want-

Drew McLellan: Yeah great, everyone want that. Right.

Brendon Craigie: But I think if you work hard enough when you’re … I think we’ve worked really hard on our brand, our positioning, our talent and I think that has allowed us probably 75% of the clients we’re currently working for, I’ve been uncontested pictures. And so I think the combination of our marketing efforts aligned to our product and what we’ve got to offer people means that we have been able to get a lot of clients without having to pitch for them in the traditional sense. So yeah hard work for sure. But with the sense that there’s an element to this where it’s a numbers game.

Drew McLellan: Yeah, absolutely. And you got to do a little bit every day, out of the equation.

Brendon Craigie: Yeah and if you want to grow, I’ve always sort of had that thing where if you want to grow organically without making any effort, it’s going to be quite slow. So you need to make a disproportion effort to grow quickly and we don’t have an ambition to become like, our short term objective like first three years, we want to get 30 people that sort of 30 people, three million pounds in revenue. So that’s quite, it’s quite fast to do that.

Drew McLellan: Absolutely.

Brendon Craigie: Yeah, and so we’re we’re sort of committed to that and making an effort and then once we get to a certain scale we’re probably going to be less focused on growing much further and we would just want to create this reputation as being an agent sort of communications [inaudible 00:47:19].

Drew McLellan: Yeah I like it. I know we have to wrap up, but I did want to talk a little bit about your idea around sort of the role of insights and research inside a PR shop and how you see that moving forward.

Brendon Craigie: Yeah. I think I’ll say it just two things on that. Firstly, I would say that when we, before creating Tyto, we spoke to about 200 different prospective clients about what it was that they were really valued in a PR communications agency. We then sort of wrote all of that up and then we took that out on the road and we presented it to a bunch of these prospective clients and got their feedback. So I guess from the very first point, our product, our offer, how we’ve positioned the agency is actually founded on insights and research, you know, in the first part. But then the second part is that my co-founder actually comes from a research and insights background and so the way … So it’s actually very integral to everything that we do. And so I think a good illustration of that is that we are doing a lot of research on behalf of our clients to help them understand their target audience and how best to reach them and how best to engage with them.
Brendon Craigie: So most of our clients are in the B2B space. It’s very common for people to do their sort of regular or annual customer surveys of their customers to ask them specific questions. But what isn’t common is actually to, pinpoint five customers that matter to them or pinpoint 10 customers to them. And actually have a 45 minute conversation with them and truly understand what it is that they value about that client’s product, that service, what challenges they’re facing. And so, one of the things that we’re doing, which is very different is helping our clients to understand their target audience and what they’re thinking and how best to resonate with them. So I think it’s easy to do some of the online research. It’s easier to do desk research, but I think to be truly effective from a commerce perspective, you need to actually need to have that human element where you properly speak to the audiences you’re trying to engage with and understand what’s going on in their world.

Drew McLellan: Yeah. So it’s interesting to me that A, sort of the origin of your agency comes from that and B, obviously between you and your partner it’s something that you have a strong belief about. So what will be fascinating is to see how you bake that into … And again, even that conversation we had earlier about the influencers was based on, look we want to have some objective to evaluate whether or not somebody truly is an influencer and what the strength of their influence is. So clearly it’s something that’s woven into the DNA of the shop.

Brendon Craigie: Yeah Absolutely. Yeah it’s totally woven into everything were doing. And I think where I’ve seen other agencies fail is that when something is a bolt on, and it’s not integral to your proposition. It could be a bit of an island, it can be a silo. And I think it feels very different because it’s just integral to what we do.

Drew McLellan: Yeah. This has been a great conversation. We have covered a lot of ground.

Brendon Craigie: I’m glad.

Drew McLellan: So thank you so much for taking the time. I want to, I know that it’s late for you. So I appreciate you making the time to do this and sharing some of your stories with the audience because you have wrestled down to the ground a lot of things that many agency owners are still trying to figure out. And so it’ll be fun to watch your agency grow and watch you evolve and watch how you’re putting all of this to practice, so thank you.

Brendon Craigie: Brilliant. My pleasure.

Drew McLellan: Yeah. Thank you. So if folks want to get ahold of you, if they want to keep track of you, if they want to follow you on social, what’s the best place for them to find you?

Brendon Craigie: Well you can find me on Linkedin Brendon Craigie for Tyto or and you can get me on Twitter, @BrendonCraigie, or if you go to our website, you’ll be able to find my email address and feel free to reach out.

Drew McLellan: Great. So we’ll include all of that in the show notes, everybody, so you’ll be able to track that down. So, Brendon, thank you very much. Really grateful.

Brendon Craigie: Thank you very much.

Drew McLellan: All right guys, this wraps up another episode of Build A Better Agency. Lots for you to think about, lots for you to sort of look at your own agency in comparison to some of the things that Brendon was talking about and see what makes sense for you and what is in the future for you and what maybe is not the right model for you. But plenty to think about. Plenty for you to take action on. As you know, I am a big proponent and you’re not just listening to these things, but you’re actually doing something with the information. So share this with your team. Let this soak a little bit and then get back to me and let me know what you did. So I will be back next week with another episode with another guest and hopefully some more ideas to help you grow the agency that you want to run.

Drew McLellan: So thanks for listening. In the meantime, if you’re trying to track me down in between episodes, just head over to the and you can shoot me a message there. Talk to you soon. Thanks.

Drew McLellan: Believe it or not, that wraps up another episode of Build A Better Agency. Man the time goes by quick. I love sharing this content with you and I love spending the time with you. So thanks so much for listening and sticking all the way to the very end. And for those of you that did stick around to the end, I’ve got a special new twist for you. So many of our podcast guests have books or other things that really expand upon the information and knowledge that they share with us during the podcast. And so we’ve reached out to them and we’ve asked them if they would like to give away some of their books or whatever classes, whatever it may be. And we’re going to throw some AMI things in there as well.

Drew McLellan: We’re going to have some AMI swag and we’re going to actually give away some workshops. So all you have to do to be in all of the drawings, you only have to do this once, is go to So again, Give us your email address and your mailing address and every week you will be eligible for whatever drawing we’re doing. And we’re going to change it up every week. So we’re going to have a lot of variety and we will pop an email to you if you are the lucky winner. You can also go back to that page and see who won last week and what they won so you can see what you’re in the run for. So if you have any questions about that or anything agency related, you know you can reach me at and I will talk to you next week. Thanks.

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Heritage retailers fail to influence in the RetailTech 30

The Tyto Tech 500 Power List has been published for 2018, and for the first time, we can reveal the 30 most influential people in UK RetailTech.  

In a year where many high street retailers have faced serious financial troubles and with a number of high-profile companies going bust, you’d be forgiven to think that these businesses should be promoting innovation and embracing new technology. Retailers are being forced to respond to changing customer shopping habits to help save their business.  

However, no heritage retailers feature in the top 30 ranking of the most influential people in RetailTech. This doesn’t mean they’re not focused on innovation, but individuals at these brands are failing to impact the RetailTech discussion, nor influence the sector. This has a wider reputational impact for companies looking to pivot and shrug off outdated perceptions.  

Individuals from digital-first retailers such as ASOS, Farfetch and Thread do feature in the rankings, however they aren’t dominating, with these people in position 19 or lower. In comparison, Elizabeth Clark, founder and CEO of RetailTech businesses, Dream Agility, features 4th in the list, ahead of individuals at Drapers and the British Retail Consortium. This mirrors what we’ve seen in our full Tech 500 ranking, where only 13 representatives from FTSE100 companies featured, highlighting that resource isn’t a proxy for influence.  

The RetailTech ranking also illustrates gender imbalance in the sector, with women making up 40% of the top 30.  Although we’re yet to reach gender parity, we should celebrate the fact that all the top 12 influencers listed are female. The retail sector has historically been berated for the lack of opportunities for females in senior positions. Although this ranking doesn’t reflect seniority, it’s refreshing to see females leading the charge in the UK RetailTech sector.  

The RetailTech 30

1  Mary Portas – Retail Consultant 
2  Ashley Armstrong – The Daily Telegraph 
3  Fiona Briggs – Retail Times 
4  Elizabeth Clark – Dream Agility 
5  Natalie Berg – NBK Retail 
6  Maureen Hinton – GlobalData Retail 
7  Rebecca Thomson – Drapers 
8  Helen Dickinson – British Retail Consortium 
9  Caroline Baldwin – Essential Retail 
10  Cathy Parker – Institute of Place Management 
11  Diane Wehrle – Springboard Research 
12  Natalie Massenet – Imaginary Ventures 
13  Cally Russell – Mallzee 
14  Andrew Busby – Retail Reflections 
15  Graham Soult – 
16  Roger Wade – Boxpark 
17  George MacDonald – Retail Week 
18  Steve Dresser – Grocery Insight 
19  Nick Beighton – ASOS 
20  Bryan Roberts – TCC Global 
21  Chris Brook-Carter – Retail Week 
22  Ian Middleton – Argenteus Jewellery Ltd 
23  Kieran O’Neill – Thread 
24  Jose Neves – 
25  Matthew Bradley – RBTE 
26  Ben Sillitoe – Sillitoe Media 
27  Nick Bubb – Retail Consultant 
28  Alan Hawkins – BIRA 
29  Ian Jindal – InternetRetailing 
30  Andrea Trocino – ASOS 

Download the Tyto Tech 500 Power List to read the full report

Tyto launches the Tech 500 Power List for 2018

Today, European tech PR agency, Tyto publishes its second annual Tech 500 Power List, revealing the most influential individuals in the UK tech sector.

The ‘Tech 500’, which is the only impartial data-driven influence study in the UK tech sector, shows that small company leaders and independent tech evangelists are outranking representatives of large tech firms when it comes to being heard. In fact, only 13 FTSE 100 companies had any representatives at all among the top 500.

80% of the individuals on the Tech 500 are independent or from smaller organisations, suggesting that working for a major firm doesn’t necessarily equate to increasing your personal influence. In fact, among the Tech 100, there were no individuals from FTSE 100 companies, as even last year’s overall top influencer Stephen Kelly has since departed his role at Sage.

Top 10 influencers for 2018

  1. Chris Skinner – Blogger
  2. Graham Cluley – Self Employed
  3. Stephen Kelly – Entrepreneur Investor
  4. Simon Taylor – 11:FS
  5. Bill Buchanan – Napier University
  6. Emma Jones – Enterprise Nations
  7. Mike Butcher – TechCrunch
  8. Anne Boden – Starling Bank
  9. Reshma Sohoni – Seedcamp
  10. Jamie Burke – Outlier Ventures

“The lack of major tech firms on year’s Tyto Tech 500 Power List, shows that the size of your marketing and public relations budget does not guarantee you a position of influence. Individuals and smaller organisations who are passionate, committed and purposeful, have an equal if not better chance of making a major contribution to the direction of the UK tech sector. This is evidence that the UK tech sector is a dynamic environment, where innovation thrives.”Brendon Craigie, Co-Founder and Managing Partner of Tyto, commented:

The Tyto Tech 500 Power List was created in partnership with delineate, using a five-stage data-driven analysis process, assessing an individual’s traditional and social media influence as well as prominence at public events.

Download the Tyto Tech 500 Power List to read the full report.

Further key trends revealed by this year’s study include…

Influencers are becoming more influential

The raw scores used to determine the ranking of the Tech 500 have increased by an average of 45% compared with 2017, suggesting that the UK’s tech influencers are in fact becoming more influential. Several names have achieved the same scores as 2017, but have slipped down in the rankings as the environment becomes more competitive. Read more.

FinTech dominates

95 of the Tech 500 influencers come from the FinTech sector, equal to a 19% share. No other sub-sector made up more than 6% of the overall list and FinTech influencers made up 30% of the top 10. Read more.

The gender gap narrows (a little)

31% of this year’s list is made up by women, an increase from 24% in 2017, showing hopeful signs that there is an increasing platform for women to rise to the top in tech. Read more.

Business leaders grow their authority

68% of this year’s Tech 500 is made up of business leaders, an increase of 60% in 2017. Conversely, while journalists still retain the number two spot by sub-group with 18%, they have slipped down from 24% last year, reflecting a challenging year for the media industry more broadly. Read more.

Influence no longer confined to newsrooms as business leaders top list of UK tech’s key opinion formers

According to the 2018 Tyto Tech 500 Power List, business leaders wield more influence than journalists in the UK technology sector. So much so that the second edition of the proprietary data-driven ranking sees the media knocked off the podium (within the general tech category) as the driving force behind the conversation in UK tech.

The list, which is compiled on the basis of a comprehensive assessment of social, online and offline influence across a range of metrics, features generalist business leaders more prominently (13%) than generalist journalists (10%). The shift represents a one-eighty when compared with last year’s rankings, in which generalist journalists were the largest sub-group, followed by fintech business leaders.

Interestingly, looking specifically at news outlets, apart from the BBC, no other single publication was able to make a significant impact on the list, or, for that matter, manage to exercise what could be defined as a heavy influence. There are 11 BBC journalists listed versus four from The Guardian and three each from TechCrunch, FT, and The Telegraph.

Thinking pragmatically, however, is this really all that surprising given the current political climate? In the last twelve months, the media has been under near constant attack from all sides. What’s more, today, just about anyone with an internet connection and a social media account has the capacity to publish and broadcast their views and news around the world.

Though primarily focused on, but not exclusive to, the media across the pond, journalists’ judgement, credibility and accuracy in reporting stories have not only been intensely scrutinised but repeatedly brought into question internationally.

The fact that fake news, defined as false, often sensational, information disseminated under the guise of news reporting, was recognised as Collins’ Word of the Year in 2017, due to the overwhelming increase in its usage and prominence, is an indication of the levels of global discontent with contemporary journalism.

Business leaders have, therefore, been able to steal a march on a denigrated media. With entire content machines at their disposal now the norm rather than the exception, combined with the creation and promotion of content through paid means having become a frequently adopted approach for audience targeting, it has never been cheaper and more time efficient to publish, advertise, and establish oneself online.

Though this shouldn’t necessarily be taken as gospel, on the basis of this ranking, it wouldn’t be unreasonable to class the influence and authority of ‘traditional’ journalism as being in decline. In any case, evidently, business leaders have been able to capitalise. Read more on how SMEs, in particular, are making the most of the opportunity, in Brendon’s blog here.

Download the Tyto Tech 500 Power List to read the full report.

Size Doesn’t Matter. It’s How You Use It.

The influence ranking for the Tyto Tech 500 Power List is determined based upon a combined score of an individual’s influence across social media, events, traditional media and their blog. Having the resources to get involved in these different areas are the table stakes required to be considered as part of our ranking. Therefore, it would be silly to say that access to resources doesn’t matter. You need a minimum level of resources to get involved. However, what is clear from our report is that access to resources alone is not a guaranteed path to influence. If you have the resources to get involved and you use them well, individuals can significantly outperform peers in the technology industry with the right approach.

Consider the fact that Facebook, Apple, Amazon, Netflix and Google have only three people represented in the Tech 500. One of these is occupied by Facebook’s Nicola Mendelsohn and is in the top 100. Google holds the remaining two, both sitting outside of the top 100. That means that Apple, Amazon and Netflix have no UK representatives in Tyto’s Tech 500 Power List. No one would argue that they don’t have access to the necessary resources to support members of their team to be individually influential.

When we look at the Tech 100, 20% of the list are employed and backed by either a large corporate employer, a major media brand (e.g. the BBC) or are in some way employed by Government or Parliament. On the other hand, 80% of our Tech 100 do not have a substantial backer.

Digging deeper we found that there are only 13 members of the FTSE 100 with representatives in the Tech 500. These are Barclays, BT, Diageo, HSBC, Just Eat, Lloyds Bank, Morrisons, Ocado, Prudential, Sage (with two representatives including the former CEO Stephen Kelly), Rightmove, Sainsburys and Unilever.  Excluding the former Sage CEO, there isn’t one FTSE 100 representative in the Tech 100. Read Zoe’s blog to see how the FinTech sector is seeing more influencer from challenger banks, such as Starling, than industry stalwarts.

What does this all tell us?

It tells us that the size of your marketing and public relations budget does not hold the most significant sway on whether you can build a prominent position of influence. Quite the contrary it highlights that individuals that are committed, purposeful and have interesting things to say, can build positions of influence that are disproportionate to their resources to further their personal and professional agendas. Intellectual resources, ideas, and passion seem to be far more critical factors. In reverse, this analysis tells us is that there are lots of companies with considerable resources that appear to struggle with helping their representatives develop individual positions of influence.

When evaluating what it takes to get placed in the Tech 500, it should be noted that the bar is rising. Even if individuals manage to achieve the same level of influence over the next 12 months as this year’s Tech 500 there’s no guarantee they will place the same way. The reason for this is that the bar is rising. Now in its second year, the Tech 500 in 2018 collectively had an average influence score which was 45% higher than 2017’s Tech 500. This was less pronounced in the Tech 10 (average influence score up 4%), the Tech 50 (average influence score up 11%) and the Tech 100 (average influence score up 15%). This suggests that those at the top are operating at the upper limits of what is possible, while across the broader group there is a lot of room for improvement and individuals are working very hard to improve their influence.

In conclusion, what this year’s report shows is that as long as you have enough resources to enter the game, the size of the resources you can draw upon is not the primary determinant of success and your ranking. Instead, the game of influence is about how you best use the resources you have. Those already savvy enough to work on their influence are putting serious energy into raising their influence game making it considerably tougher for new entrants to break into the Tyto Tech 500 Power List should they sustain their performance.

Download the Tyto Tech 500 Power List to read the full report.

FinTech continues to dominate UK tech scene, with a mixture of old and new faces

The Tyto Tech 500 Power List is out for 2018 and, for the second year running, it has found FinTech to be by far the most prolific subsector.

Aside from those falling into the ‘general tech’ subsector (28%), no other subsector comes near to FinTech concerning the number of people who made this year’s list. Key opinion-formers in FinTech make up 19% of this year’s list, while no other subsector comprises more than 6% of the overall 500. Not only does the sector continue to dominate others such as AI, SecureTech and RetailTech, but numbers are growing. Last year FinTech also proved to be the largest subsector in the ranking, with 74 entrants. This year, that number has risen to 95.

In a year which has seen Brexit cause considerable concern over the future of the UK as a key Financial Services and FinTech hub, it’s reassuring to see that, for now at least, there seems to be no sign of interest in the FinTech sector slowing.

If we dig a little deeper, the make-up of the ranking, which is based on earned media coverage, social media activity and conference circuit profile, makes for interesting reading.

Forty-nine of this year’s 95 are new entrants to the list. These include Megan Caywood, Chief Platform Officer at Starling Bank, Jaidev Janardana, CEO of Zopa, and Anil Stocker, Co-Founder and CEO of MarketInvoice. What this shows is just how possible it is, with some concerted effort across many platforms, to become one of the key opinion formers in one of the UK’s most prolific industries, in only a short space of time.

It’s also interesting to note that 79 of those in this year’s FinTech list are business leaders. While journalists will always be a crucial and fundamental part of any PR campaign aiming to raise awareness of a brand and enhance its reputation, the importance of engaging with those outside of the media shouldn’t be underestimated. Read more on business leaders’ growing influence in Connor’s blog here.

Before announcing this year’s FinTech Power 10, it would be remiss not to highlight the stubborn gender imbalance that remains in the sector, with only 25% of this year’s 95 FinTech influencers being women. Sadly, the number of women in the top 50 FinTech entrants has declined, with just nine women in the top 50 compared to last year’s 15. Read more on women in tech in Rebecca’s blog here.

So, without further ado, congratulations to the following key opinion formers, who top this year’s FinTech Power 10.

  1. Chris Skinner – Blogger,
  2. Simon Taylor – 11FS
  3. Anne Boden – Starling Bank
  4. Jamie Burke – Outlier Ventures
  5. Lex Sokolin – Autonomous Research
  6. Megan Caywood – Starling Bank
  7. Faisal Islam – Sky News
  8. Goncalo de Vasconcelos – SyndicateRoom
  9. Eileen Burbidge – Passion Capital
  10. Jaidev Janardana – Zopa

Download the Tyto Tech 500 Power List to read the full report.