Saving money EU PR

Adjusting to new horizons: Getting more from your PR agency budget in Europe

Part of adjusting to our new circumstances where the horizons have shifted will be a careful assessment of how you are investing your marketing and PR budgets and considering whether you might be able to accomplish more with the budget you have or even having to accomplish more with less. Reviewing your budget is not only healthy but it can be the trigger for innovation and creativity. One of my favourite expressions is creativity loves constraint. I’ve repeatedly found that people are often at their most innovative when they have the tightest resource constraints.

It was with this creative mindset and frame of mind that we built Tyto around an innovative new pan-European model that is designed to help clients deliver more business value and results for the same or less investment. We call this model PRWithoutBorders. Effectively what this entails is building an agency and an account servicing model which is based on one multinational team working seamlessly together across borders.

It means clients get one integrated account team rather than separate account structures in each country. This is in stark contrast to the typical pan-European model which involves separate agencies working together, or separate agency offices working together. Both these alternatives involve unnecessary silos and duplication of effort, and they also hold back truly integrated pan-European creativity and collaboration. We believe the PRWithoutBorders model is 25-30% more efficient than the traditional agency model and unquestionably more creative and productive.

To understand the reason we can be more efficient and more collaborative than the traditional agency model you need to dig below the surface of how international accounts are run within a traditional international agency. Let’s take the example of a €/£15k per month client engagement to represent a brand across three countries (UK, France and Germany). After the champagne is drunk to celebrate a new €/£180k per year client, in my old world a client would quickly become seen as three smaller accounts instead of one large €/£180k per year account.

The reason for this is that, in most international agencies, the different countries have their own P&Ls that office managing directors are accountable for. The result? Often weekly battles between country managing directors within the international PR firm to claim a higher share of the client’s revenue, with little thought given to what is right for the client.

Step back for this a moment

You are a brand that is spending €/£180k per annum on your European PR, but you are made to feel (essentially by three separate agencies) like a client that is spending €/£60k per annum (one-third of €/£180k). Do you know what that difference feels like? I do. It is the difference between how you are treated in the sales process and how you are treated after the champagne has been drunk by your new PR agency, and your account and budget are divided among the three subsidiary offices that will be representing you.

Not a week goes by when I don’t have a conversation with an international business that has entered Europe and been underwhelmed by the treatment they have received as a pan-European client. They are usually spending a significant amount on European PR support but they get told that their budget in [insert country] is not that high because they are being treated as three separate smaller clients rather than one large one.

Behind the scenes, managing directors will be squabbling over what proportion of the client’s revenue they get. The initial excitement you felt emanating from an agency winning a €/£240k per year account will have been replaced by a feeling that you are a much smaller deal to the individual country offices representing your day-to-day. To put it bluntly, this feels like a serious anti-climax following a sales pitch process in which you were made to feel like the star in your own movie.

What’s the answer to this? Or what is Tyto’s answer to this?

Firstly, we operate as one pan-European team, with one management structure and one P&L. We call this PRWithoutBorders. This means that there are no internal competing forces for a client’s revenue. We manage your account and your priorities to suit your business priorities, not our own. If you want to dial up or down a focus in a certain country that is fine, it makes no difference to us.

Secondly, we build one pan-European team to service an account made up of on the ground market experts from the different territories in which we are representing a brand, rather than three loosely affiliated account teams. This immediately makes us significantly more efficient and streamlined so we can deliver far more results for the same level of investment. It also means that we have a much better understanding and appreciation of your market and business across Europe because we aren’t operating in silos. It’s the difference between essentially hiring three different agencies to work for you and hoping for the best that they will communicate effectively, versus hiring just one that operates without borders.

Finally, it is about a feeling. It is about the feeling that when you are investing €/£150k per year on your European PR you are being treated like a business that is making a substantial investment in European PR support. You should never be made to feel like a client that is investing a third of this because you are being incorrectly viewed from a siloed perspective based on the investment you are making in one area of Europe.

To find out more, simply contact the Tyto team today.

Tyto working from home research blog

New Tyto research highlights employer-employee disconnect on home working response to coronavirus

As a champion of remote working and the technology that enables it, we wanted to see how businesses were responding to the coronavirus outbreak after Prime Minister Boris Johnson called on as many people as possible to work from how where they can.

Our research reveals that only 14% of UK office workers have been mandated to work from home full-time by their employers during the outbreak, despite over half (52%) of them expressing a preference to do so.

The research, which polled 1,000 office workers across the country, has exposed a significant disparity between the concrete action taken by employers amid the outbreak and employee desire for measures to be taken swiftly.

Of those polled, only just over one third (37%) of respondents believe their employers are ready for compulsory home working. Less than half (41%) of employees are confident that their employer has the technology infrastructure in place to enable them to work productively and securely from home.

Almost half of office workers (44%) are still expected to work from the office as normal, with less than one fifth (18%) having the flexibility to work from home voluntarily as things stand.

Awareness of employers’ plans is also still very low, with just over one quarter (27%) of office workers having been fully briefed on their company’s home working plan (should the change be mandated by the government) and 40% having not been briefed whatsoever.

It isn’t surprising employers are playing catch-up given the extraordinary circumstances, but it is unfortunate given the feelings of employees. The technology now exists to seamlessly enable home working and organisations that operate entirely remote models can be as productive and secure as those working in a traditional office set-up.

Employers with engaged workforces shouldn’t have any concerns about empowering their teams to work from home full-time during the coronavirus outbreak. Establishing a clear action plan for home working with immediate effect should be priority number one to ensure employees concerns are taken seriously and disruption to work productivity is minimised.

Ultimately, we might see this scenario act as a catalyst for employers to allow more flexible working in future, given they’ll have adapted their capabilities to enable this now.

What’s clear after the Prime Minister’s address today, however, is that our country needs us to act on remote working faster than it has ever done before.

Remote Working

What it’s really like to work remotely

Just two months ago I started to work remotely, full-time, for the first time. Tyto, the agency that I now call home, has a ‘location agnostic’ work model. Simply, we don’t have an office, and everyone works from home or from a shared workspace.

Although many companies offer more flexibility in terms of where, when and how people work nowadays, a fully remote model is still far from the norm – and many people still wonder how this setup really works.

So as a relative newcomer to the remote working world, here’s five, perhaps surprising, observations from me:

You don’t have to be always available, let go of the pressure

In my first few weeks at Tyto, I put myself under an enormous amount of pressure to compensate for a lack of physical presence by being always ‘available’ and answering every email or message immediately. After all, I need to show that I’m working and not watching Netflix right?!

I was pleasantly surprised to come to learn, however, that this is not expected. You can concentrate fully on a task at hand, make a coffee and even just take a break without feeling guilty about it. Nobody expects immediate answers just because you’re working remotely, and I have learned to embrace the benefits of having the headspace to get on with my work.

You look at a screen even during meetings

We have an unwritten rule at Tyto, that we always use video if we have a team or client meeting or even just a one-to-one – and it’s great! It already feels weird to have a call without video, and it really does make you feel like you’re in the room with people.

The one downside: usually meetings are a time to enjoy some time away from the screen. This is not the case if you work location agnostically, and so it is more important than in any other setting to make sure you take regular breaks. But the pros definitely outweigh the cons – you can meet anyone at any time, from anywhere!

When you first get together with your team in person, you meet no strangers

When I first met the whole Tyto team in London for one of our regular hack days, I felt quite nervous about meeting such a big group of people for the first time. Although I had already worked at Tyto for some weeks, I expected it to feel like my first day ‘in the office’ of a new job. It didn’t!

It is amazing how much you can get to know people via video calling. I simply said ‘hello’ picked up my conversation with my colleagues from the last time we had chatted. The only thing, which was surprising – some colleagues are shorter or taller than you expect based on a video call – a strange but true phenomenon!

You actively have to go outside

If you work from home, it is easy to just stay in your apartment the whole day. You actively have to fight against your laziness to get moving and keep active. Do sports, meet people for lunch or at least go for a walk before work or in your lunch break. Bad weather is no excuse and making sure you get fresh air is super important to maintain focus and productivity.

You have a fully stocked kitchen

I didn’t realise what a huge benefit of home working this would be. I am not a huge fan of canteens in large companies, because the quality is often questionable (at best!). At home, I can just use what is available in my fridge and cook a quick lunch. It is amazing and the best part is – you can eat garlic and onions in your lunch break. After all, your colleagues don’t care!

Tyto Team Remote Working

Remote Working

Why the new models of working are the new normal

Remote working is the latest evolution in the way we work.

From the assembly line of the industrial revolution era, to the Mad Men-esque environments of the 60s and 70s, to the isolated cubicle-based offices of the 80s and 90s, and finally, the open space set up of the years 2000 – the workplace is constantly evolving.

Remote working is increasingly the norm for many businesses and the new normal for employees across industries and in particular in the tech sector. The current societal changes make it the most suitable way of working, here is why.

A generational shift

As millennials and generation Z employees climb the corporate ladder, they increasingly shape their work environments according to their needs and impose remote working as the norm. A report from the freelancing platform, UpWork, shows that 69% of younger managers say they allow their team members to work remotely, compared to 59% of generation X managers and 58% of baby boomers.

A more diverse workforce

Calls for more diversity have become louder across society. Remote working offers an avenue for businesses to build a more diverse workforce. As location is no longer a barrier, companies can thrive by becoming the destination for the best people regardless of where they are based and what background they come from.

A higher quality of work

Technologies like Wire, Slack and Zoom enable remote employees to collaborate with their teams while working from a convenient location. With no time wasted commuting and fewer distractions in comparison to an office, employees can focus on their tasks, be more productive and more satisfied with their jobs. In addition, when everyone is remote, the sense of belonging and camaraderie remains. Face-to-face meetings are important on occasion, but these are done with purpose.

A profitable choice

Cities are increasingly becoming ill-suited for both employees and businesses’ needs. With the average annual rent in London for prime office space reaching £70 per square foot annually, the highest in Europe, bricks-and-mortar businesses are making little financial sense. Similarly, living in cities such as Paris and Frankfurt are becoming a logistical, economical, and even emotional choice for employees who increasingly wish for a higher quality of life.

For the planet

Transport emissions represent 21% of the UK’s carbon footprint, and on a daily basis, employees spend 4.6 million hours commuting. One study found that 98% of a person’s carbon emissions incurred at work were down to their commute. By allowing employees to work from the comfort of their homes, businesses can have a real impact on the planet. Other beneficial aspects include lower plastic used, as employees are likely to consume less plastic-packaged convenience food and drink and lower energy usage.

How to make your PR agency dollars blog images

How to make your PR agency dollars go further in Europe

In marketing, we strive to reach a single view of the customer. We recognise that customers may have multiple relationships with a brand and we don’t want to underestimate the value of a customer by only seeing part of the picture. As a consumer we know that there’s nothing more frustrating than when a service provider fails to recognise the complete value of our relationship with a brand. Like when a bank fails to recognise that you hold a collection of their products (e.g. mortgage, current account, credit card, and savings account) with them, only seeing you as a consumer of one of their products and failing to recognise your loyalty and investment as a result.

This sentiment is what led Tyto to develop a new model for how we work with pan-European clients. In my previous life leading another international PR firm, we always struggled with the single view of the customer because a customer relationship was more often than not managed based upon its individual parts (the different countries you operated in) rather than its whole due to the way international agencies are financially structured around multiple P&Ls.

Let’s take the example of a $20k per month client engagement to represent a brand in the UK, France and Germany. After the champagne is drunk to celebrate a new $240k per year client, in my old world a client would quickly become seen as three smaller accounts instead of one large $240k per year account. The reason for this is that, in most international agencies, the different countries have their own P&Ls that office managing directors are accountable for. The result? Often weekly battles between country managing directors within the international PR firm to claim a higher share of the client’s revenue, with little thought given to what is right for the client.

Step back from this for a moment

You are a brand that is spending $240k per annum on your European PR, but you are made to feel (essentially by three separate agencies) like a client that is spending $80k per annum (one-third of $240k). Do you know what that difference feels like? I do. It is the difference between how you are treated in the sales process and how you are treated after the champagne has been drunk by your new PR agency, and your account and budget are divided among the three subsidiary offices that will be representing you.

Not a week goes by when I don’t have a conversation with an international business that has entered Europe and been underwhelmed by the treatment they have received as a pan-European client. They are usually spending a significant amount on European PR support but they get told that their budget in [insert country] is not that high because they are being treated as three separate smaller clients rather than one large one.

Behind the scenes, managing directors will be squabbling over what proportion of the client’s revenue they get. The initial excitement you felt emanating from an agency winning a $240k per year account will have been replaced by a feeling that you are a much smaller deal to the individual country offices representing your day-to-day. To put it bluntly, this feels like a serious anti-climax following a sales pitch process in which you were made to feel like the star in your own movie.

What’s the answer to this? Or what is Tyto’s answer to this?

Firstly, we operate as one pan-European team, with one management structure and one P&L. We call this PRWithoutBorders. This means that there are no internal competing forces for a client’s revenue. We manage your account and your priorities to suit your business priorities, not our own. If you want to dial up or down a focus in a certain country that is fine, it makes no difference to us.

Secondly, we build one pan-European team to service an account made up of on the ground market experts from the different territories in which we are representing a brand, rather than three loosely affiliated account teams. This immediately makes us significantly more efficient and streamlined so we can deliver far more results for the same level of investment. It also means that we have a much better understanding and appreciation of your market and business across Europe because we aren’t operating in silos. It’s the difference between essentially hiring three different agencies to work for you and hoping for the best that they will communicate effectively, versus hiring just one that operates without borders.

Finally, it is about a feeling. It is about the feeling that when you are investing $240k per year on your European PR you are being treated like a business that is making a substantial investment in European PR support. You should never be made to feel like a client that is investing a third of this because you are being incorrectly viewed from a siloed perspective based on the investment you are making in one area of Europe.

To find out more, simply contact the Tyto team today.

PR multilingual

Are you langui-dexterous?

Hello, Bonjour, Buenos Dias, Hallo!

When I joined Tyto the great appeal of the agency was its Pan-European culture and a strong emphasis on language skills.

The team is made up of black belt communication professionals who bring their PR expertise across different markets. English, French, Spanish, German, Dutch, Italian or even Japanese are some of the languages spoken at Tyto.

Being a French native and working in PR in the UK and France, I have learnt to switch between French and English and occasionally to Spanish.

To describe this way of working, I like to use the term “langui-dexterous” which implies the ability of thinking and working in different languages. Here is why being “langui-dexterous” makes all the difference.

Speaking English is compulsory, but it is not enough

English is the language of global business, internet, tech and science, and has become universal. Its predominance can give the impression that no other languages are required, however, this is a misconception.

By reaching out to an audience in their native language, a world of opportunities opens up. Content written in the targeted audience’s language has a greater chance to reach its aim as most prefer to read in the comfort of their mother tongue.

This is especially true online where English has become the language of the internet. A recent report from the University of New South Wales showed that English speakers dominate the internet, but only by a small margin. They make up 28% of internet users, followed by 23% of Chinese speakers and 8% of Spanish speakers. Yet the content available online is 56% in English.

This means that the majority of internet users are being targeted in a language other than their own. By speaking directly in their language, you can be sure that your message does not get lost in translation.

Being langui-dexterous sets you apart

There is a great self-satisfaction of working with multiple languages. It is challenging but incredibly rewarding to be able to convey an idea in a different language.

Being multi-lingual makes it easier to be open-minded and consider what the others think or believe in. It is possible to put yourself into other people’s shoes and frame the right message to connect and influence them.

In addition, speaking a foreign language with an accent when communicating an idea helps your audience to remember you. It is not only what you say that matters, but how you say it, and an accent is definitely a bonus.

For now, only humans can be truly “langui-dexterous”

AI is set to transform the way we communicate across different languages, but we are only at the start of this next communication revolution.

However, the strength of a multilingual team goes further than the ability to communicate a message across markets. Speaking another language means being more understanding, having more empathy, and better considering different audiences.

This ability is likely to set us apart from the machine for a long time. Sentiments, nuances or tones of voice are not easily transcribed by a line of code… yet.

What’s the cost of a London PR commute?

Today we’re launching Tyto’s inaugural ‘Cost of a London PR Commute’ study.

We love London, but we don’t love commuting or the financial and time costs that come with it. And wow, are those costs staggering! PR professionals that have opted for a commuter’s life – be it for affordable housing, a better lifestyle or improved schooling – are paying a very high cost.

To be specific, London commuters are on average paying £5,622 or 16% of the average net post tax London PR industry salary.

They’re also paying in time with the average time cost of a London PR nearly two and a half hours per day. That’s 24 full 24-hour days of a person’s life per year. Equate this to average London PR salaries and you’re looking at £12,760 in unpaid overtime.

Then consider the parents that are paying for additional wrap around childcare. To cover those extra commuting hours, they must pay £18.86 per day or £4,450.57 per year. This equates to an average of 12.57% of an employee’s net post tax PR industry salary.

Combine the cost of travel with the cost of wrap around child care and the average London commuter is paying out £10,115 of their net post tax salary per year. That’s 28% of the average London net post tax PR salary. And that doesn’t even factor in the cost of the unpaid time for all the travel they do to get to that all so important London office!

We launched Tyto with a location agnostic employment model so that we could allow our employers to join a fast-paced dynamic agency environment without having to make these financial and lifestyle sacrifices. I think of it as enabling our team to have their cake and eat it. Or to have their cake and not commute 20 days of their life away each year, or spend 28% of their hard earned salary just for the privilege of having a great job.

When we travel, we travel with a purpose. To meet with clients, colleagues and contacts. For us travel is a business enabler, it is about traveling to the action, not travelling to the same postcode just because it has the most affordable office space. We’re looking to invest the savings we make in office space into hiring the best talent for our clients, having the most compelling incentives to reward our team, and to invest in outstanding training and development.

All around us, in client organisations and in like-minded agencies, we are seeing a shifting and more enlightened attitude towards remote working. I’m sure most PR commuters would agree that change cannot happen fast enough.

Read the full study, including the research breakdown and methodology, here.

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.

Outro: That’s all for this episode of AMI’s Build A Better Agency brought to you by HubSpot. Be sure to visit to learn more about our workshops, online courses and other ways we serve small to midsize agencies. Don’t miss an episode as we help you build the agency you’ve always dreamed of owning.

Young and entrepreneurial? Here’s why a start-up is perfect for you

Just over two months ago I joined Tyto PR. We are a new pan-European PR start-up, focusing on the colliding worlds of technology, science, and innovation.

Tyto is my third agency, having been a PR man for just shy of three years. And, though I am no industry veteran, I feel I can say with some degree of certainty that its approach to communications is unique, refreshing and fun.

There was a time, however, when joining a company in its infancy was considered a rare, risky, even foolish move. But this time has passed. Today the UK start-up scene is booming. In fact, in 2017 the number of new tech companies launched nationally rose by almost 60 percent.

This cohort of young companies is now not only the ideal backdrop for developing young professionals’ skills but also to accelerate their business acumen and entrepreneurialism early on.

So, if you are in your twenties, eager to learn and like thinking on your feet, a start-up could be just what you are looking for – here’s why.

Start-ups focus on getting things done

Mark Zuckerberg’s early Facebook mantra of ‘move fast and break things’ definitely rings true. Small firms are agile, can execute faster and are more efficient.

In big organisations, however, implementing contemporary ideas is almost impossible. Bureaucratic hierarchies and entrenched interests constantly slow them down to the point where making those around you aware that work is being done becomes a better strategy for career advancement than actually doing it.

The opportunities for learning are endless

Working in a tight-knit team means you learn the ropes quickly. There is every chance you will be exposed to more in your first three weeks than most employees at larger firms will be in their first three years.

You get things wrong, and get things wrong, and get things wrong, to get them right. With this exposure comes increased responsibility, which acts as a catalyst for learning.

You will have a say in the direction of the company

The low headcount means your opinion will count for something and you will not just be making up the numbers.

Every single employee is valued, and their expertise respected. Small teams tend to have flatter structures, meaning there will be far more opportunity for you to weigh in on the company’s future.

Flexible working is done properly

When you are young, you are less likely to have a mortgage or a family to distract you from your professional goals. You may want to avoid London rent prices by living up North. Or you might want to live in Prague, or Paris, or Florence for a month.

Start-ups can integrate technology company-wide that makes it possible for you to sit anywhere you like, so long as the work gets done.

One-third of a person’s life is spent at work. From an early age, surely you want to ensure that that time is spent doing something you are passionate about and shaping the way you do it. For that unified sense of purpose and shared camaraderie, look no further than the start-up.

Broken PR Agency Model

Arrested Development: How to Fix the Broken PR Agency Learning Curve

Number of years may not be the best measurement of experience, but you can’t rush and fake experience either. As a fresh-faced communicator I compensated for a lack of experience with a confident belief that I could figure most things out. I was, you could argue, more often than not acting out what I thought to be right rather than knowing what was right based on experience.

If you are lucky enough to work in a dynamic environment then by the time you have five to ten years’ experience in PR and communications, you will have accumulated considerable skills to bring to bear on client challenges. Unfortunately, the hierarchical pyramid model that is that instead of passing on this value to clients people become bogged down in the world of management.

Management is a different type of learning and a rewarding path for some, but the reality is that it is a distraction from delivering great work for clients. Look at a lot of agencies and you will see that 40%-50% of their employees will have less than a few years’ experience. These are the worker bees. Their superiors are tasked with training, line management, providing quality assurance, and managing budgets and agency finances.

There are four problems with this ingrained agency template. I’ve written about these in-depth on, read more, here.