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Allpoints Insights

Is Cannes Lions Worth It for Agencies and What Leaders Should Consider Before Booking 2026

By Max Fellows, HR Specialist at allpoints

Every year the same question comes up across the industry “Is Cannes Lions actually worth it?” For agency owners and senior leaders, attending the festival is a serious investment, between delegate passes, travel, accommodation and time away from the business, the cost can quickly climb into the tens of thousands, but still vast amounts of people return to the Croisette each summer.

So what do you actually get from Cannes Lions, and who in your agency should be going? Based on observations from Cannes Lions 2025 and conversations across the industry, here are a few realities that agencies should understand before planning for 2026.

What Most People Don’t Realise About Cannes Lions

One of the most surprising things for first-time attendees is that Cannes Lions is not just the official festival programme inside the Palais. In fact, there are two parallel worlds operating throughout the week. The official programme inside the Palais includes the keynote talks, awards ceremonies and scheduled sessions that require a delegate pass and outside the Palais sits the unofficial Cannes ecosystem. Across beaches, terraces, yachts and pop-up venues, brands, platforms and media owners host their own activations, panels and networking events.

Companies like Amazon, Google, Spotify, TikTok and Meta all create large branded spaces where talks, demos and networking sessions take place throughout the week and what many people don’t realise is that a large portion of these fringe events are free to attend with advance registration.

For agencies looking to attend without committing to the full delegate pass, this “unofficial Cannes” route has become a popular and successful strategy. It is also where a lot of the ‘real networking’ takes place.

The Topics Shaping the Industry Conversation

Cannes is well known for big conversations about the future of marketing and creativity however, many of the themes discussed each year are evolutions of conversations that have been happening for some time. In 2025, the main topics included:

  • Artificial intelligence and its role in creative production
  • Retail media and the shifting digital advertising ecosystem
  • The creator economy and influencer-led campaigns
  • Sustainability and inclusive marketing

These are important themes for the industry, but many attendees noted that discussions often focus on big-picture narratives rather than practical frameworks, and for agency teams hoping to return with tactical learnings, rather than a bag full of business cards, the key is to carefully select sessions or focus on smaller, more specialist events rather than relying solely on the main stages.

The Expectation vs Reality of Business at Cannes

One of the biggest misconceptions about Cannes Lions is that it’s a place where new business deals are made on the spot. That’s just not the reality at all, most commercial outcomes come before or after the festival and not during.

What Cannes provides instead is visibility and access, it puts decision-makers, agencies, platforms and brands in the same physical space for a few days. That environment can be powerful if you arrive with existing conversations already in the pipelines. Some industry leaders describe Cannes as a multiplier rather than a starting point, if relationships or opportunities already exist, the festival can progress them. Very few partnerships begin from scratch during the week itself and any agencies attending with a commercial objective, need solid and strategic preparation. With this, meetings should be booked in advance and agendas clearly defined long before the event even starts.

One of the ways we approached Cannes strategically was by starting conversations before the festival even began. Ahead of the event, we created a leaders Cannes Lions WhatsApp group with industry contacts so people attending could introduce themselves, share plans for the week and start building connections early. This meant that by the time they arrived in Cannes, many of the conversations and introductions had already started, making it far easier to meet people and organise informal catch-ups during the week. For us, this simple step proved surprisingly valuable and reinforced the importance of preparing and networking before the festival rather than relying solely on chance meetings once you’re there.

How Long You Actually Need to Be at Cannes

Cannes Lions runs across several days, but most of the momentum tends to concentrate in the middle of the week. If you are an agency leader, two to three days is enough to capture the most valuable opportunities. Flying in midweek allows teams to attend key talks, host or attend events, and schedule meetings without the expense of staying for the entire festival. By having this shorter attendance window is becoming increasingly common among agencies looking to balance presence with practicality.

Who Should Attend Cannes from Your Agency

Cannes Lions is not designed for everyone within an organisation, and sending the wrong people can quickly turn an expensive trip into a missed opportunity and candidly, a rose-feuled jolly. Typically, the individuals who gain the most value include (bear in mind sending large teams without a clear purpose rarely delivers strong returns):

Senior leadership
Founders, managing directors and senior executives often attend to strengthen partnerships and build visibility for the agency.

New business and partnership teams
Those responsible for commercial growth benefit from the networking environment and industry access.
Creative leadership
Creative directors and strategy leads can use the festival to benchmark work, track industry trends and build inspiration.

When Cannes May Not Be the Right Investment

Despite its reputation, Cannes Lions isn’t always the right fit for every business and The festival becomes less valuable if:

  • There is no clear objective or agenda for attending
  • The business cannot justify the financial investment
  • The expectation is to gain deep strategic training from panel sessions
  • The primary motivation is simply to be seen there

Without preparation and a clear plan, the week can easily become more social than strategic.

The Real Value of Cannes Lions

For agencies that approach the festival strategically, Cannes Lions can be highly beneficial, offering strong opportunities for growth, visibility and partnership building, this is due to so many industry leaders, brands and platforms gathering in one place, the potential for meaningful conversations and new connections is significant when done with intention and not as a shortcut to success. The agencies that gain the most value are the ones that arrive with a clear plan, defined goals and the willingness to actively engage with the opportunities around them. 

Conclusion: Should Your Agency Attend?

If your business is looking to expand partnerships, strengthen industry visibility or stay close to the global creative conversation, Cannes Lions can absolutely be worthwhile, but the real return on investment comes from strategy, preparation and purpose and not just simply showing up.

For agencies already planning their calendars for 2026, the most important question isn’t whether Cannes is worth it but how you intend to show up.

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Allpoints Insights

Rethinking Company Culture: What Actually Works and Why It Matters in Hiring

By Gary Richards, Hiring and Talent Expert, allpoints

I’ve spoken to a lot of people over the years about company culture, and something that always gets talked about is that it means something different to everyone. If you ask ten people what company culture is, you’ll probably get ten completely different answers. For some people it’s the feeling you get when you walk into the office, people being chatty and a friendly welcoming and upbeat atmosphere, but I’ve also come across others who value flexibility more, or just want the space and trust to get on with their work without constant noise or pressure around them.

That’s what makes culture such a tricky thing to define, because there isn’t one version of it that works for everyone. It really comes down to the kind of environment you want to build in your business and the type of team you want around you, because those two things shape each other more than people think.

When you talk about culture, there’s still a tendency to focus on surface-level things, what the office looks like, what perks are on offer, whether there’s a pool table in the corner or somewhere to sit with a coffee, and while those things might add to the environment, they’re not what actually holds everything together. The cultures that tend to work best are not necessarily the ones with all the fanciest aesthetics, but the ones where people are motivated, unified and genuinely collaborative, and that kind of environment is not created by a pool table or a few comfortable beanbags.

In my role, I’m constantly speaking to senior talent, people who aren’t always actively looking for a move but are open to the right opportunity if something feels right, so more often than not what makes them lean in isn’t just the job itself, it’s the environment they’d be walking into.

The most effective cultures I see across the clients I work with are the ones that make that decision easier, the businesses people are already curious about, the ones that come up naturally in conversation where there’s a sense of “I’ve heard good things about them” before we’ve even started talking about the role in detail. That usually comes down to how those environments actually operate day to day, when people trust each other, when there’s a shared direction, and when senior hires feel like they’re stepping into something that will support how they work rather than get in the way of it. At this level, culture becomes a real deciding factor, because when someone has options, it’s rarely just about salary or title, it’s about whether the business feels like somewhere they can grow and develop and deliver their best work.


Where Culture Proves Its Value

A strong example of this and how culture plays a huge role is from a candidate I worked with last year within the events industry. They had been in an agency where the experience had got to a point where they needed to take time out, and when we first spoke, they weren’t just thinking about leaving their role, they were questioning whether they wanted to stay in the events industry at all. That wasn’t because they weren’t capable or experienced, it was because they had only seen one version of how an agency could operate, and naturally assumed that was the norm.

We ended up placing them into a different agency, one I already knew had a strong, supportive environment, and while it took a bit of time for them to settle in and rebuild their confidence, the difference over a couple of months was huge and are now going from strength to strength. What changed wasn’t just the job itself, it was the environment around them and they moved into a space where there was genuine collaboration, team members trusted each other, and where they felt supported rather than scrutinised, that allowed them to work in a completely different way.

It’s a good reminder that culture doesn’t just influence how people feel at work, it directly impacts how they perform, how long they stay, and in some cases, whether they stay in the industry at all.

Communicating Culture Without Forcing It

One of the biggest challenges for businesses is not just creating a strong culture, but communicating it in a way that actually feels genuine. There’s often a tendency to try and spell it out too much, to list values or say “this is what we’re like,” but more often than not that can feel forced. It should come across naturally rather than being over-explained.

If it’s genuine, people will pick up on it quickly and the interview process plays a huge role in that, particularly when there’s a face-to-face element involved, because the moment someone walks into an office, they can get a real sense of what it feels like to be there. You can pick up on how people interact, whether there’s energy in the room, if people seem engaged or disconnected, and that’s something a video interview can not replicate in the same way.

Most businesses still rely on a fairly standard job description, a list of responsibilities and requirements on a page, but that only tells a very small part of the story. The companies that do this well take it a step further and build out something more complete, a document that gives a proper sense of the business someone is joining. That might include an introduction to the team, how people work together day to day, what the values actually look like in practice rather than just a list of words, and even insights from current team members so it feels like it’s coming from real people rather than the business speaking about itself.

Some also include the wider mission of the business, what they’re working towards, what drives them, and how each role contributes to that. By the time someone finishes reading it, they should have a clear picture not just of the job, but of the environment, the expectations, and the kind of people they’d be working alongside. When that’s done well, candidates go into the interview already understanding the business, and the face-to-face conversation then reinforces what they’ve already felt on paper.

However, culture can not just be packaged into a document or explained in an interview if it isn’t already there, culture has to come from the top. It comes from leadership, from how people are treated, the level of trust that’s given, and from whether people genuinely feel supported in how they work. When that’s in place, it naturally flows through the rest of the business, and you don’t have to try too hard to explain it because people can see it and feel it for themselves.

My Final Thoughts

Culture is never going to be a simple or fixed thing. It depends on the individual, on how people like to work, and on what they value day to day, but the environments that tend to work best are the ones where there’s trust in every direction, where people feel empowered to do what they do best, and where everyone is working towards the same outcome. When that’s in place, everything else tends to follow.

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Allpoints Insights

Four HR Trends Shaping the Workplace in 2026

By Nic Neal, HR Specialist at allpoints

As People & Culture continues to evolve, driving meaningful culture requires the ability to surface, understand, and thoughtfully navigate the tensions that sit beneath day-to-day work, because culture is often defined by how organisations handle these moments. Our HR specialist, Nic Neal, has identified several key HR trends currently defining the industry.

1. The Progression Tension

There is a growing hunger among employees to know exactly when and how they will reach the next level. However, a significant disconnect remains. While the desire is there, investment in Learning & Development (L&D) or growth of any kind, is often patchy or ineffective.

The Reality: Even when L&D programs exist, employees frequently feel they lack the “cognitive bandwidth” or time to engage with them. 

What This Means For You: Organisations must move beyond “tick-box” training. Development needs to be intentional and integrated into the flow of work, ensuring employees have the protected time to actually focus on their own growth.

2. The Evolution of Work Ethic

Contrary to popular belief, “work ethic” isn’t the issue. The real challenge lies in how organisations communicate and provide clarity to their teams. We are seeing a “just get it done” energy that prioritises output while overlooking the conditions people need to perform at their best.

The Reality: Managers often feel frustrated when expectations aren’t met, while employees are often navigating ambiguity around priorities, standards and success measures. The issue is less about motivation and more about communication.

What This Means For You: For leaders, this means adapting how expectations are set, reinforced, and contextualised. A one-size-fits-all leadership style is no longer effective. To unlock performance within a diverse workforce, managers must embrace situational leadership, tailoring both their communication and support to the individual, the task, and the moment.

3. Returning to Basics

Employees are increasingly asking fundamental questions: What is my role? What are the rules? What can I actually decide?

The Reality: In an environment defined by constant change, people aren’t resisting responsibility, they’re managing cognitive overload. Without clear boundaries and decision frameworks, even high performers can feel stretched and uncertain. They want to feel that their work is sustainable. 

What This Means For You:  Clarity is the new competitive advantage. Businesses need to focus on stripping back the noise and providing clear “rules of engagement” so employees can navigate their roles without burnout.

4. AI: The Leadership Gap

AI is no longer met with hesitation – teams are increasingly open to experimenting with it in their daily work. The gap sits at leadership level, where strategic direction and consistent guidance are often missing.

The Reality: The potential for AI is immense, but it is currently lacking deliberate leadership. Organisations encourage innovation, yet fail to define what acceptable, high-quality AI use looks like in practice. Without clear expectations, teams are left interpreting boundaries themselves.

What This Means For You: Leaders don’t need to be tech experts, but they do need to be “AI-intentional.” Organisations must define a clear purpose for AI and provide the framework for teams to not only experiment, but confidently leverage its capabilities. 

The Bottom Line

The overarching theme for 2026 is intentionality. Whether it’s how we develop our people or our approach to adopting new tools, leadership that is defined by clarity, consistency and conscious decision making is what will drive high performance and connected cultures. 

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Allpoints Insights

The Drum Predictions 2026: What It Means for Experience-Led Brands

By Andy Dougan, Strategic Business Consultant at allpoints

Recently, I attended The Drum Predictions 2026 event, surrounded by strategists, brand leaders, and industry commentators all attempting to divine what the next twelve months might hold. The honest answer? Nobody knows for certain. But several themes emerged that feel particularly relevant for those of us working in experiential marketing and live brand experiences.

The Drum Predictions 2026 with allpoints agency

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The forecast: flat, misty, familiar

Mark Ritson set the tone early. His view? 2026 will look dramatically like 2025. The economy sits in a strange middle-ground, political instability persists, and while AI will reshape certain marketing functions, the revolution won’t arrive overnight.

That’s not pessimism, it’s pragmatism. And running through the day was a useful reminder: don’t obsess over what’s changing and pay attention to what isn’t.

Dan Rubel, Brand and Marketing Director at Currys, reinforced this beautifully. He doesn’t believe marketing is at some unprecedented crossroads. It’s the same game it’s always been: build brands, market those brands. Referencing A.G. Lafley, he brought it back to two enduring questions – where do we play, and how will we win there?

For agencies trying to be everything to everyone, that’s a pointed challenge.

AI: still figuring it out

AI featured heavily, as you’d expect. But the nuance was refreshing. We’re all still working out what it actually means for our roles and our industries. Despite the noise, nobody’s truly “there” yet.

Ritson sees synthetic data and speed-to-insight as the genuine unlocks. Alice Anson from Nectar360 demonstrated real-world application, turning two-week processes into 90 seconds by starting with client friction points rather than technology for its own sake.

But Rory Sutherland offered a necessary counterweight. The bill for AI will eventually come due. The pressure to deploy it with cost-reduction as the primary lens means we risk destroying value we never properly measured.

His “doorman fallacy” captured this perfectly: the cost of a doorman is easy to quantify; the value they provide, status, reassurance, human connection, is not. Organisations will optimise processes, celebrate the savings, and quietly fail to account for what they’ve lost.

For those of us in experiential, that resonates deeply. The value of physical presence, sensory engagement, and genuine human interaction has always been harder to quantify than a click-through rate, but that doesn’t make it less real.

Human judgment is rising, not falling

Eileen Hanna Yague from General Mills offered one of the day’s sharpest observations: “As marketers we’re tasked to find solutions. With AI we’re being asked to judge solutions.”

That shift matters enormously. It places human judgement, taste, and decision-making back at the centre, precisely because AI isn’t there yet. The ability to discern, to choose, to apply context and cultural intelligence becomes the differentiating skill.

Sutherland extended this further. Marketers should stop selling what we do and start articulating how we think. That’s the genuinely differentiated capability in an age of automated execution.

The Drum Predictions 2026 with allpoints agency

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Brand matters more than ever

How you show up in the market, what you stand for, whether you bring original thinking – these genuinely influence customer decisions. Perhaps more than they did five years ago, when performance marketing promised to make brand-building feel optional.

The pendulum is swinging, but brands that try to do everything will struggle. Those that make deliberate choices and focus will thrive in a world that’s noisier, faster, and increasingly commoditised by AI-generated content.

There’s also a noticeable shift away from fast, wallpaper-style content toward slower, more intentional storytelling. A continued hunger for nostalgia. And a growing recognition that reach and frequency aren’t enough, brands need to enrich experience and relevance as the levers for genuine engagement.

The experiential opportunity

Tom Goodwin made an observation that stuck with me: our obsession with measuring things fast often means we stop measuring the things that actually matter.

Meanwhile, research cited during the event suggested we’ve entered an “efficiency death spiral” whereby we are optimising digital experiences to the point where they’ve lost sensory and emotional distinctiveness.

This is where live experiences and physical brand activations come into their own. Multi-sensory engagement, genuine human connection, and moments that create memory.

In a world increasingly mediated by screens and algorithms, the brands that invest in physical presence, thoughtfully, strategically, with genuine creative ambition, will stand apart.

Sutherland even predicted that Cannes will evolve from retrospective celebration toward something more like a trade show, where agencies and creators come to sell ideas they’ve already developed.

The mood in the room

Despite the cautious forecasts, most people I spoke to felt quietly optimistic. Uncertainty now feels like a certainty, and there’s a sense that people are simply getting on with it.

Clarity matters more than ever. Know what marketing can deliver and what it can’t. Stay rooted in brand health. Do fewer things brilliantly.

For those of us in experiential, that’s not a limitation. It’s a mandate.

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Five PR Priorities for Businesses in 2026

By Saffron Sumner, PR & Communications Manager at allpoints

Public relations is entering a year in which visibility and credibility are shaped simultaneously by people and machines, changing how priorities need to be set without turning the discipline into something mechanical. The task for 2026 is to protect judgment and narrative while adapting to systems that increasingly decide who gets referenced and trusted. So here are five PR priorities for businesses.

GEO as a discovery discipline

Generative engine optimisation (GEO) has shifted from an emerging idea to a core reputational concern, as AI platforms now answer questions at a scale that directly influences brand perception and customer decisions. Organisations are defined by how they appear in answers rather than by their rank, which means discovery depends on whether systems understand who a brand is and why it is relevant. GEO focuses on that interpretive layer, ensuring brands are represented accurately as models curate information from across the open web.

This matters because generative systems rely on existing signals to determine credibility and context. Clear explanations and evidence-led narratives help reduce ambiguity, while consistent naming allows models to attribute work correctly. The objective is legibility rather than optimisation tricks, so expertise can move cleanly from source material into generated responses without distortion.

Early visibility in large language models (LLMs) is primarily driven by earned authority rather than owned content. Approximately 62% of brand mentions in AI responses come from earned signals, including editorial coverage, customer reviews, rankings, and awards, reinforcing the central role of PR in the answer economy. Reputation work now feeds directly into discoverability, because third-party validation gives generative systems the confidence to surface a brand as a credible reference.

LinkedIn as your always-on channel

LinkedIn has settled into its position as the most reliable daily platform for B2B visibility, yet its real leverage comes from people rather than brand pages. Businesses that invest in a small number of visible leaders, each with a clearly articulated point of view, tend to build familiarity faster because audiences follow thinking before they follow logos. Ongoing commentary that unpacks how to approach live experiences helps shape how the market frames challenges long before a brief is issued.

The platform becomes more valuable when it stops acting as a noticeboard and starts functioning as a running proof stream. Meaningful assets can be expanded over time, so the thinking behind a piece of work and the context around recognition are visible. This approach sustains momentum without inventing narratives, simply extending the lifespan of existing material and allowing credibility to compound through repetition.

Awards as structured proof

Awards still matter, but their impact depends on intention rather than volume. A rolling calendar that reflects an agency’s positioning creates a pattern of recognition that clients can interpret easily and trust over time. Selective entry, guided by a clear rationale, does more to reinforce reputation than broad participation across loosely related categories.

When recognition arrives, its value needs to be fully integrated into day to day visibility. Shortlistings and wins should be reflected wherever decision-makers are likely to look, because they serve as shorthand for quality. Referencing nominated work within discovery focused content also strengthens authority signals that resonate with human audiences and AI systems alike, particularly when that language appears consistently across touchpoints.

Speaking as an authority

Speaking remains one of the most efficient routes to perceived authority, provided it is approached as a repeatable system. Identifying a defined group of relevant stages allows spokespeople to return to the same ideas, refining them until audiences begin to associate specific challenges with that spokesperson’s voice. Over time, this repetition builds recognition, which is what turns visibility into commercial leverage.

The effect multiplies when each appearance is treated as source material. Talks can be extended through online slide sharing and reflective writing, allowing a single idea to travel further. From a discovery perspective, this consistent presence across different domains helps position speakers as reliable sources and supports both search visibility and generative recommendation.

Move away from using AI to write your content

AI has a role in modern PR, but that role sits firmly in support. Journalists are increasingly alert to pitches and releases that feel machine-generated, and the response is rarely generous. Using tools to improve structure or sense check tone can increase efficiency, yet the core argument and voice need to remain human if trust is the goal.

Remember, restraint becomes a priority. When AI is used to refine rather than replace judgment, content retains the nuance that makes it worth reading and responding to. That balance protects media relationships while still allowing teams to work intelligently in an environment that rewards speed without excusing shortcuts.

Final thoughts

PR in 2026 will be judged less by activity and more by how clearly a brand shows up when it matters. The discipline is becoming quieter on the surface and more consequential underneath, with reputation, authority, trust, and consistency doing the heavy lifting. The opportunity for comms leaders is to stop chasing volume and start designing systems that compound credibility over time. We can then see how PR returns to its proper role as a growth driver.

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Allpoints Insights

The Hidden Cost of Free AI

Image of Anton Chri the AI specialist at allpoints agency, with a blue background and title saying - Thought Leadership: The Unknown AI Platform Risks
By Anton Christodoulou, AI Specialist at allpoints

Are You Training the Model With Your Data?

AI ChatGBT Training

While I always prefer to focus on the positive benefits of new technologies, especially when writing about them, I am also a passionate privacy and security advocate. I have been thinking a lot about the emerging patterns we’re seeing around AI platforms, and the challenges of navigating the platform “tiers.”

Most people I speak to now use platforms such as ChatGPT, Gemini, and Claude, to make their workload easier. But there’s a hidden detail many people miss, or underestimate. If you’re on a free or lower-tier plan, you’re not just using the AI model, you’re actually training it. It is why the free tier exists, as this is a great way to continue feeding and improving the models. In some cases this could prove to be particularly hazardous.

Why This Matters Right Now

Many organisations are already moving beyond AI in a chat window. It is fast becoming the orchestration layer, sometimes referred to as an “Agentic Ecosystem.” The benefits are immense, as the models are so powerful now, they can perform multiple tasks reliably and with limited oversight. While there are inherent risks around using “probability engines” to run your business (for a future discussion!), this also means they have unprecedented levels of access. There are now multiple new ways in which you can quickly and easily install AI directly on your machine – as an app, browser plugin, AI browser, even as a local command line tool. I use a combination of these in parallel (except the dedicated AI browser), and use a number of adjacent security and privacy tools to mitigate some of the risks.

The reality is that free-to-use tiers across all major LLMs (so called, Large Language Models) use your data and interactions to learn and improve. If you’re inputting sensitive budgets, client strategies, internal or personal data, you’re essentially feeding the model the information it needs to learn and train to get smarter. Your data becomes part of the model. This is why you can create images in the perfect style of a famous artist, and why you can ask them to build a go-to-market strategy and pricing model. On an enterprise tier, the benefits are obvious, as it can then use your treasure trove of internal data, without training the public model. You can even train your own internal models.

The models also use a version of the famous “summarise” feature to distill these interactions into a summary of you. When used ethically, this “AI memory” enables the models to provide much more personalised results. One positive step is that most models now, at last, enable you to at least access and delete your AI memory.

While enterprise models offer “walled gardens” and legal safeguards that keep your data private, not all platforms are created equal. We’re seeing a trend where Anthropic’s Claude is establishing itself as being more open and ethical, while all of the major players offer better protection on paid tiers, and the best protection on business and enterprise tiers – essential to building trust and meeting governance requirements.

I asked Claude how it differed from other companies in this regard. It started with “I have an obvious conflict of interest, so take it with skepticism.” Followed by stating its strengths, “Safety-focused research, relative transparency about methods, and designed to be honest rather than compliant.” In keeping with this, it was honest about its limitations, “Anthropic is still a commercial business, no AI company has solved alignment, Claude can still make mistakes, and privacy concerns apply industry-wide.” and finished with “You shouldn’t fully trust any AI system or company right now – including Anthropic. The technology is too new and the alignment problem isn’t solved. Healthy skepticism toward all of us is warranted.​​​​​​​​​​​​​​​​“ There are real solutions to this challenge, however, they are not yet easy to implement (For a much deeper insight into this, and the history of the web, I can highly recommend Sir Tim Berners Lee’s book “This Is For Everyone”.)

However, OpenAI has just taken the extraordinary step of introducing ad-based revenue on the free tiers. While they claim that this will not impact the responses you receive, OpenAI can now freely share deep knowledge of you and your interests to advertisers, which they already openly admit to harvesting, with limited controls. This move is following the old social media playbook of exploiting you and your interests in any way possible to make more money. That was in an era when most people were unaware of the risks, and the risks today are so much bigger and more complex. Hopefully the other large players do not follow OpenAI’s lead, and use that as a critical differentiator.

The Competitive Risk of Ignoring AI Privacy

During a time of unknowns, using AI without a privacy strategy isn’t just risky – it’s a competitive liability. However, analysis paralysis, not using AI at all or ineffectively due to fear of the risks, presents an even greater risk.

The Takeaway

If your business is using AI, you and your teams must be hyper-aware of the platform tier you’re on. Other businesses can and do use AI to find information on competitors, uncovering budget spends and strategic pivots that can “leak” into the models via lower-tier or free versions. While this “search and source” capability is a massive benefit for some, it’s a significant detriment to others who haven’t secured their data, and is the tip of the spear.

We started allpointsAI to specialise in navigating these complexities, and create and execute AI strategies that help companies reap the benefits, safely, and effectively. We are also passionate privacy advocates, always seeking to identify and mitigate the inherent risks when integrating this new and exciting technology.

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Allpoints Insights

Agency Trends for 2026

Banner that has the title 2026 agency trends with a green 2026 as the image
By Max Fellows, Founder of allpoints

Five Big Shifts Reshaping the Industry

Fire work New Year display

As we reflect on 2025 and look forward to 2026, it is no secret the agency sector has experienced a slow down in growth and competition has intensified. The traditional agency model still remains under sustained pressure across the board from clients, to procurement, talent shortages to technology. However, opportunity still exists and 2026 will be the year for agencies who are prepared to adapt quickly and decisively.

Here are five major shifts that will be reshaping the agency industry in 2026, and what agency leaders must do to stay ahead. 

1. The Market Will Experience Slower Growth, With More Competition And Tougher Choices

With over 25,000 agencies operating in the UK alone, oversupply has become one of the industry’s biggest structural challenges. Where agencies once enjoyed 30–40% year-on-year growth, most are now operating in a far more constrained environment, with typical growth sitting closer to 6–8%.

The commercial reality is stark, with widespread revenue pressure and margins under constant strain, means many agencies are operating with increasingly thin cashflow buffers. On the opposite end of the scale, buyers within the market will look to consolidate spending and favour agencies that offer scale, as well as multi-disciplinary services with global reach.

2026 will be a barbell market, where well positioned agencies with clear differentiation will continue to win and generalist or undifferentiated agencies will be squeezed. Agency leaders and owners must make tough strategic choices by doubling down on defensible niche offerings or rethinking them completely whilst expanding capability through partnerships or acquisitions.

2. AI Will Move From Experimental Into Adoption

2026 will see AI move from a nice to have,  side project to a fundamental operational capability within the agency landscape. 

Currently only a minority of agencies have implemented a fully formed AI strategy as part of their daily operations. Many are still experimenting with tools in silo and only using AI for pitching and lead generation.

Early adoption agencies are already seeing clear advantages with faster delivery, leaner teams and more scalable offerings. Most notably, AI is shaping client expectations and brands want agencies that can move at the same pace as their internal teams, this can be achieved through the use and adoption of AI. Agencies who choose to ignore AI in 2026 will get left behind. 

In 2026, agencies will need a comprehensive AI strategy that covers:

  • Operations and delivery efficiency
  • Commercial modelling and margin protection
  • Productisation and IP creation
  • Data capture and insight generation

3. Charging Models Will Shift From Time to Value

The traditional day rate model has been under sustained attack for some time now with  value at the heart of the debate. Procurement pressure and budget scrutiny from the client side has exposed the flaws of charging purely for time and resource.

Clients are leaning much more towards outcomes and as a result, agencies are moving towards value-based pricing, with performance-linked fees and profit-share arrangements at the forefront of the agency pricing model. This shift reflects a deeper truth within the industry, that clients hold impact to a higher regard than volume of activity alone. 

For 2026, agencies will experience challenges on two fronts when it comes to implementing the correct charging strategy. First, agencies must be far clearer on the value they create commercially, not just creatively. Secondly, they must build financial models that support this shift from time to value, ensuring risk is priced properly and margins are protected.Those that succeed in doing this will unlock stronger client partnerships and more scalable revenue.

4. Centralised Budgets and the Evolving Role of Procurement

Another major shift is the centralisation of marketing budgets, decision-making power is slowly moving away from local teams and into global or regional hubs, often controlled by procurement.

This changes the buying dynamic significantly, with procurement no longer just a cost-control function, it is now shaping agency rosters and contract structures. Agencies that fail to understand this evolution risk being filtered out before they even reach the pitch stage.

Winning in 2026 means speaking the language of procurement and knowing how they operate inside and out. Agencies need:

  • Clear, transparent pricing
  • Demonstrable ROI and outcomes
  • Scalable, repeatable delivery models
  • Risk mitigation and compliance

Agencies that are able align brand ambition with procurement realities will be far better positioned than those that treat procurement as an obstacle rather than a stakeholder.

5. M&A Continues With Succession Being The Silent Driver

M&A activity in the agency sector will show no sign of slowing down even after 202’s record breaking year. Economic volatility has made deals more complex, but private equity appetite will remain strong throughout 2026, particularly for agencies who offer scale and defensible positioning. 

Crucially, succession is becoming one of the biggest drivers of M&A and 2026 looks to be no different, with many founder-led agencies who have shallow management benches and limited long-term transition plans. As a result, a growing number of founders are being forced to consider their exit options sooner than expected, from minority investment, to a majority sale or a full exit. 

Succession planning is no longer optional, it’s a necessity for all founder-led agency leaders. Buyers in 2026 will be  looking forward, not backward and they want agencies with strong leadership teams, who have clean financials and scalable offerings with AI literacy.

For agency founders looking to exit in the next few years, 2026 represents a narrow window to prepare the business so it is acquirable and attractive to investors.

Looking Ahead 2026 Is The Year For The Leaders, Not The Followers

The agency industry is entering a period of profound change, with oversaturation and slower growth, as well as AI disruption and a looming wave of agency succession, 2026 will be the year that reshapes the agency landscape.

Agencies that thrive in 2026 will be early adopters, who embrace AI into their strategies, and move with the constantly evolving commercial models. They will take time to understand procurement, as well as planning for the future of leadership and ownership.

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Allpoints Insights

M&A’s of the Month: December 2025

Image showing hand and jigsaw image in green and M&A's of the Month: December 2025
By Max Fellows, Founder of allpoints

Bearded Kitten, Bigger Bets and Broader Reach

HAVAS and Bearded Kitten logo

December rounded off a remarkable year for dealmaking across the events, experiential and broader agency ecosystem. Against a backdrop of heightened strategic activity where buyers are increasingly looking to build scale, deepen capabilities and position for solid growth in 2026, December did not disappoint. The month showed a flurry of activity with a set of headline transactions signalling both ongoing trends of consolidation and targeted capability expansion.

The month began with a flurry of mergers and acquisitions from, Eventbrite‘s acquisition by tech group Bending Spoons, to the merger of UK agency OrangeDoor with US experience agency Unbridled. The acquisitions didn’t stop there, we then saw global exhibition and experiential agency 2Heads acquired by communications group Spiro, and production and corporate events agency FIRST being acquired by Encore.

Make no mistake, each of these December deals are reshaping the events and experiential agency landscape. Here is a deep dive at the key December M&A activity and what they really mean for the sector.

Havas strengthens experiential muscle with Bearded Kitten acquisition

Deal: Havas Play acquired UK-based experiential agency Bearded Kitten.

This move marks a strategic push by Havas to deepen its experiential marketing offering within the global Havas Media Network. Bearded Kitten is a multi award-winning agency known for immersive brand activations and end-to-end experience design that brings specialist capabilities in prop-making, theatrical production and immersive campaign delivery to the table.

Founded in 2007 and working with clients including Netflix, Unilever, Google and Disney, the 45-person team now sits alongside Havas Play’s broader experiential proposition within the UK and global market. The acquisition creates a nearly 200-strong experience division within Havas Play UK, underlining their premium position in the high-impact experiential brand market.

Why it matters?

This consolidation speaks to a broader trend within the market where holding groups are enhancing in-house creative and production expertise, especially in immersive and experiential marketing, to meet growing demand from brands seeking differentiated, culture-driven engagement.

Beyond the Headlines: December’s M&A Momentum

While not all deals in the events and agency space have been publicly disclosed or as widely reported, the broader market continues to be buoyant and reflects the momentum we have seen throughout 2025.

Globally M&A activity has rebounded strongly this year, with strategic deals forming a significant part of deal value growth across multiple sectors. Strategic buyers are increasingly using M&A to drive growth and pivot into new capabilities and markets.

Beyond the experiential and events world, large holding companies and networks like Havas are also active in other markets and sectors. Recent acquisitions in media and data assets with the purchase of Australian based independent media group, Kaimera indicates an appetite within the market to explore diversification strategies that straddle traditional creative, tech and data services.

Thought 2026 Outlook For Agencies and Brands

For agencies December’s deals underscore that scale remains a strong differentiator, particularly where strategic offerings or specialist skills such as experiential production can be brought under a unified network. Independent agencies with strong niches and demonstrable capability will continue to attract buyer interest.

For clients and brands consolidation will continue to amplify the value proposition for end-to-end partners looking to combine media, creative, tech and live experiences. Buyers are increasingly seeking seamless delivery models that reduce friction between strategy, creativity and execution.

For the market as a whole, corporate confidence and strategic M&A intent remain healthy,  reflecting a positive outlook for robust dealmaking across varying sectors. Agencies should sharpen their value narratives and consider how scale, specialisation or integration into broader networks might shape their next phase of growth.

Final Thought

December’s activity was anchored by the high-profile Havas-Bearded Kitten deal which reinforces that 2025 is closing with a strong statement on industry consolidation and capability expansion. As we head into 2026, we expect buyers will continue to prioritise deals that incorporate differentiated talent, technology, and immersive experiences.

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Allpoints Insights

Events Sector Shake-Up: Why Yesterday’s M&A Surge Matters

Image showing Deals in green and Midweek M&A’s: A Big Deal For Events
By Max Fellows, Founder of allpoints

Yesterday the events sector saw an unusually high volume of M&A action. Four substantial deals were announced, each with different dynamics, but all pointing to the same trend of consolidation and strategic repositioning.

First, Eventbrite agreed to be acquired by tech group Bending Spoons in an all cash transaction valued at an estimated $500M. 

EventBrite and Bending Spoons logo

Eventbrite will now transition from public ownership into the hands of a private company who own an impressive portfolio of businesses such as Vimeo and WeTransfer to name a few. The tech arm of Bending Spoons signals renewed investment for the Eventbrite platform resulting in improvements in its product capabilities, potentially including AI assisted event creation, better ticketing experiences and improved long-term platform development. 

Secondly, UK based agency OrangeDoor merged with US experience agency Unbridled, combining OrangeDoor’s strong UK creative events and exhibitions heritage with Unbridled’s US experience agency footprint.

Not long after the OrangeDoor and Unbridled announce, global exhibition and experiential agency 2Heads broke the news that they had been acquired by communications group Spiro. Adding 2Heads’ live events and experiential capabilities to Spiro’s current offering will help them broaden their comms and content services.

Finally, production and corporate events agency First has been acquired by Encore, further strengthening Encore’s global agency side footprint and production offering.

Consolidation in Motion: Four Deals Redefining the Events Landscape

These Four deals took place in four distinctive parts of the events market, and all of them were structured under the guise of consolidation, capability aggregation and strategic repositioning.

Why now?

These moves are the industries response to client expectations for end-to-end capability that promotes scale, global reach, and certainty in delivery. Agencies and platforms that can offer breadth of service offering, from creative concept to global delivery, to ticketing tech and live production, are far more attractive to buyers than niche standalone players.

What does it mean for the agency landscape?

Expect tighter competition, raised expectations from clients, and increased pressure on independents. Buyers will look to agencies with depth in their senior leadership, as well as proven delivery, and a diversified service offering. These deals ensure the agencies have a strong operational discipline and long term vision.

At the same time, this wave of consolidation presents a real opportunity for independents with clarity of proposition, strong client retention, disciplined commercial operations and a compelling value narrative. If you are in that position now is the time to sharpen your strategy, invest in structure and consider whether you want to build for scale or position yourself as a viable acquisition target.

Final Thought

What we saw yesterday was not a random flurry, it was a strong message and indicator that the events and experiential industry is entering a new phase. Those who understand the new landscape and act accordingly will benefit tremendously.

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Allpoints Insights

M&As of the Month – October & November 2025

Image shows banner displaying deals icon and Deals, Immersion, and Scale: This Month In Mergers & Acquisitions as a title
By Max Fellows, Founder of allpoints

October proved to be a compelling month for M&A in the events, experiential, and agency space; a period that underscores how the conference and entertainment landscape is consolidating in ways that balance scale, creativity, and strategic reach.

Key Deal: Secret Cinema’s Parent Company Acquired

Secret cinema setting

Perhaps the headline grabber of the month is the acquisition of TodayTix, the parent company of the London based immersive entertainment powerhouse Secret Cinema, by Mari, a global events firm backed by Apollo Global Management and RedBird Capital Partners.

Why it matters

Secret Cinema is not just a niche film screening outfit, it’s a brand known for immersive, highly experiential storytelling; combining cinema with theatre, set design, live performance, and audience participation, making it a perfect fit for Mari, which appears to be building a portfolio that goes beyond traditional live events. By acquiring TodayTix, Mari gains access to a massive customer base, of an estimated 20 million members, giving them a direct to consumer (D2C) platform for future entertainment, sports, and art experiences to accelerate their growth in the market.

This deal signals that the experiential events landscape is changing, it is being reimagined not just as gatherings, but as integrated entertainment ecosystems, combining ticketing, content, community, and brand partnerships.

Continuing the trend

November, has also shown a major move from Encore, who acquired Eclipse, a UK based event production company. This deal boosts Encore’s presence and production capabilities in one of the world’s most important event markets. With Eclipse’s creative and technical expertise; especially across high profile London venues, now combined with Encore’s global reach, this acquisition underscores the broader M&A trend that growth is being built on creative strength and strategic alignment.

Broader M&A Trends: Agency and Professional Services

Two women at a desk discussing business matters in front of laptops

Beyond immersive events, October M&A activity saw strong movement among more traditional sectors with the strategic drivers being scale, specialisation, and operational consolidation.

October featured a number of M&A transactions across regulated services, logistics, infrastructure, and professional services, demonstrating the appetite for UK investment. Investors are focusing on certainty, scale, and strategic goals. Portfolio refinement remains a strong indicator, with sales like Smiths Group to Molex mirrors indicating investors are concentrating on fewer, higher-margin divisions. Whilst the Tritax and Macquarie transactions show the persistent pull of UK hard assets for long term capital. Both deals demonstrate how global investors are seeking dependable yield through physical infrastructure rather than cyclical equities.

Meanwhile in technology and professional services, the acquisition of Decho by Accenture and SRG’s dual healthcare deals illustrates how specialist UK firms continue to command premium valuations from international buyers.

Overall, deal flow throughout October suggests that, despite economic caution, buyers are targeting assets offering either resilience through essential infrastructure or strategic leverage through specialisation.

On the flip side the UK investment sector, saw a drop in deal volume during October, with only four transactions above £5m reported. This relative slowdown may reflect a more cautious approach heading into year end.

In the public M&A arena, WSP Global completed a major move by acquiring Ricardo in a recommended cash offer, reinforcing its technical and regulated services footprint.

What This Means for the Events and Agency Ecosystem

Mari’s acquisition of TodayTix/Secret Cinema isn’t just a bet on ticketing, it’s a bet on immersive storytelling as a scalable, premium product. As event companies consolidate, they are increasingly positioning themselves as content producers, not just organisers.

Data and technology are forcing the more traditional agency’s to build scale in regulated or technical areas, whilst leaning into specialist advisory to differentiate themselves within the market.

The drop in deal volume in the UK investment sector suggests that while big, high profile acquisitions continue, some mid market M&A is slowing. This could reflect valuation discipline or macro uncertainty heading into year end.

Brands and agencies working in the experience space should watch Mari closely, their expanded event production portfolio could make them a valuable partner for immersive brand activations, sponsorship, or content collaboration. Opposingly, independent event producers may face increasing pressure; with consolidation, competition for talent, venues, and audience attention intensifying.

Overall, the deal suggests institutional investors continue to see live, immersive experiences as a growth area. For founders, this could mean more capital and exit options, but also higher expectations around scale, digital reach, and profitability.

Final Take

October 2025 marked a moment where the lines between events, entertainment, and platform businesses blurred. The Secret Cinema deal is a standout example, but it also reflects a broader strategic trend, that M&A in the agency and events world isn’t just about putting companies together, it’s about building the future of experiences.

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Allpoints Insights

The Real-Life Succession Unfolding Across UK Agencies

Image in the allpoints branding, displaying the title: The Real-Life Succession Unfolding Across UK Agencies and image of a handshake.
By Max Fellows, Founder, allpoints

Succession stories make great TV: from Waystar RoyCo in Succession to the brewing dynasty in Netflix’s new House of Guinness, but while those dramas play out on screen, a quieter, no-less-intense version is happening across UK agencies right now.

Since the boom of the early 2000s, around 43% of agency founders are now in their early 60s. With over 25,000 agencies in the UK across brand experience, events and creative services, the question of who takes over next isn’t a niche concern, it’s about to redefine the industry’s structure for the next decade.

The generational tipping point

The first generation of modern agency founders built their businesses in an era of growth, global expansion and post-recession resilience. Many of them are now facing their biggest challenge yet: how to exit gracefully without dismantling the culture, reputation and client trust they’ve spent 20 years building.

What happens next will depend on the choices these leaders make. Some will sell, others will merge, and a few will simply fade out. But just as often, their senior lieutenants, those account directors, strategists and creative leads who’ve grown up under them, are spinning out to start something new. It’s the natural lifecycle of our sector: succession breeds reinvention.

The tax trigger

The latest tax rise has accelerated the shift. With the first tax bill now a million pounds higher, Employee Ownership Trusts (EOTs) are booming, up nearly 40% this year. Entirely tax-free and approved by HMRC, EOTs let founders sell to a trust representing their employees, using the business’s own profits to fund the buy-out.

It’s a smart, sustainable route for those who want to protect their teams and legacy, but it’s not without risk. The business has to stay profitable for years to pay the founder out, and many owners still hold up to 50% of shares, creating a complex “double-dip” dynamic. Still, compared with the volatility of private equity or trade sales, EOTs are offering a new kind of stability, and increasingly, credibility.

Slowing growth, rising pressure

The backdrop to all this is far from buoyant. Agency growth has slowed to 6–8% year on year, down from 30–40% a decade ago, and 90% of agencies reported revenue losses in the past 12 months. Against that reality, the old playbook of “grow fast, sell high” simply doesn’t hold.

The next few years will see a polarisation of the market. On one side, large networks and investor-backed groups will continue consolidating. On the other, lean, independent agencies, often led by second-generation founders, will focus on agility, specialism and purpose. The mid-market players in between will face the toughest squeeze.

Planning the handover

If House of Guinness taught us anything, it’s that chaos fills the vacuum when succession isn’t planned. The same applies here. Too many founders still treat succession as a distant problem rather than an urgent business priority.

The answer lies in early planning, financial literacy and transparent leadership. Decide your endgame before you’re forced into it. Bring your senior team into the conversation. And treat succession not as an ending, but as the start of your agency’s next chapter.

In the 1800s, Guinness heirs fought over barrels. Today, we’re fighting over clients, culture and continuity. The agencies that survive, and thrive, will be those that understand that succession isn’t a storyline. It’s strategy.

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Allpoints Insights

M&As of the Month – September 2025

By Max Fellows, Founder of allpoints

September saw a wave of consolidation and expansion across the worlds of publishing, events and experiential, each move underscoring a shared ambition: scale with purpose.

Haymarket Media Group strengthened its hold on the UK marcomms landscape with the acquisition of Marketing Week, Creative Review and Festival of Marketing. Global events agency emc3 expanded stateside with the launch of its new emc3 Collective. Experiential heavyweights Identity and Smyle united under one powerful brand.

And accommodation management specialist bnetwork extended its global reach into Switzerland through the acquisition of Hotel Management International Europe (HMI Europe).

Together, these deals point to a sector in motion where integration, creativity and connected ecosystems are driving growth across every touchpoint, from media to live experience.

emc3 launches the emc3 Collective following US acquisition

Global events agency emc3 has expanded its international footprint with the acquisition of Boston Experiential Group (BEG) a full-service B2C experiential agency based in the US, and used the move to launch a new umbrella entity: the emc3 Collective.

The new structure brings together three specialist arms, emc3, BEG and sustainability consultancy from now under one purpose-led platform that unites creativity, collaboration and scale.

Alistair Graham, CEO of the emc3 Collective, said:
“The emc3 Collective represents the next chapter of our journey, bringing together bold, creative, and values-led agencies that can scale with intention.”

Daniel Curtis, Chief Strategy Officer, added:
“This is just the beginning. With BEG, we’re stepping into the B2C space and actively exploring further acquisitions to expand our capabilities for clients worldwide.”

With B Corp credentials and a new global structure, emc3 is positioning itself as a purpose-led powerhouse in experiential marketing, balancing creative ambition with sustainability and scale

bnetwork acquires HMI Europe, launching bnetwork Switzerland

Accommodation management specialist bnetwork has acquired Hotel Management International Europe (HMI Europe), the Switzerland-based arm of HMI Canada. The business will now operate as bnetwork Switzerland, offering clients both HMI’s regional services and bnetwork’s full global portfolio.

Co-founders Stéphane Filone and Stéphane Teboul called the move “a significant step forward,” strengthening capabilities and global reach while enhancing agility for clients.

HMI Canada executives Conrad Doucet and Luc Myre praised the partnership, while Leonor Lopes Gil, Group MD at bnetwork, highlighted HMI’s “deep local knowledge and trusted relationships in Switzerland and across Europe.”

The acquisition comes as bnetwork celebrates its 20th anniversary, supporting more than 150 events annually, generating 1.5 million overnight stays across a 2,400-hotel network, with clients including Informa, RX Global, MWC Barcelona and Festival de Cannes.

A timely and strategic expansion that gives bnetwork a stronger foothold in Europe’s event-heavy markets. By combining local expertise with global infrastructure, bnetwork continues to set the pace in sustainable, scalable accommodation solutions for major live events.

Haymarket Media Group acquires Marketing Week, Festival of Marketing and Creative Review

Haymarket Media Group has acquired Marketing Week, its flagship event Festival of Marketing, and sister title Creative Review from Centaur Media Plc — strengthening its position as one of the UK’s most influential players in marketing and communications publishing.

These powerhouse titles now join Haymarket’s existing portfolio including Campaign UK, PRWeek, Performance Marketing World and In.Comms, creating one of the most comprehensive ecosystems for marketing and creative audiences globally.

Russell Parsons, Editor-in-Chief of Marketing Week and Festival of Marketing, commented: “Marketing Week will continue to be the go-to source of news, insight, and analysis for marketers, championing and challenging the industry in equal measure. I look forward to working with the team at Haymarket to enhance our offering and provide even more value to our audience.”

This move cements Haymarket as the dominant voice in UK marcomms publishing, bringing once-competitive titles under one roof and setting the stage for a more connected ecosystem of content, events and insight. Expect sharper cross-brand collaboration and richer audience data as the group deepens its influence across the sector.

Identity and Smyle consolidate under one powerful brand: Identity

Launching November 2025, this strategic unification between Identity and Smyle marks a major moment for the events and experiential industry: creating one powerhouse agency designed to deliver greater creative innovation and seamless experiential solutions at scale.

The move demonstrates that scale and specialism can coexist, providing smarter, more efficient event experiences for clients worldwide. As the market evolves, clients demand more, more creativity, more value, more impact, and this consolidation answers that call by combining world-class talent, technology and global reach under one cohesive brand.

Michael Gietzen, CEO of Identity, explained: “Both Identity and Smyle are performing exceptionally well on their own, but clients expect more as the market evolves. Unification unlocks real value, disrupting the notion that scale means expense.”

Olivier Vallee, Managing Director of Identity, added: “This is a moment of strength. By unifying, we combine scale with specialism, delivering enhanced experiences for clients efficiently, while keeping our teams’ talent at the core of everything we do.”

With expanded global operations, including new US East Coast offices, the refreshed Identity will lead the industry into a new era of creative innovation and operational impact.

Final Take

From Haymarket’s bold publishing consolidation to emc3’s global collective launch, from Identity x Smyle’s unification to bnetwork’s expansion into Switzerland, September’s M+As reveal an industry focused on connection, capability and clarity.

What this means for the industry:

  • Rapid consolidation creating end-to-end ecosystems across media, events and experiential
  • Stronger international links with Europe, North America and Asia-Pacific increasingly integrated
  • Purpose-driven growth balancing creativity, sustainability and commercial scale
  • Rising client demand for simplified partnerships delivering greater value and speed
  • Continued blurring of boundaries between media, brand and live experience

Congratulations to all the teams shaping this next chapter, proving that collaboration, clarity and creativity remain the ultimate growth drivers.

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Allpoints Insights

2025 Agency Survival Guide: The Six Trends You Can’t Afford to Ignore

By Max Fellows, Founder of allpoints

Introduction
As we continue into 2025, the agency landscape remains dynamic, offering a mix of opportunity and unpredictability. The Agency Hackers’ Q1 2025 Forecast dives deep into the challenges and victories agency leaders face, revealing a roadmap to thrive in the year ahead. From changing client expectations to leveraging technology and collaboration, here’s a comprehensive guide to navigating the trends shaping the creative, digital, and events industries.

1. Confidence with Caution
The forecast highlights a renewed sense of optimism among agency leaders, with 65% rating their confidence at 7 or higher. However, many are adopting cautious strategies due to lingering economic uncertainty. Agencies are ditching rigid growth plans in favor of adaptable KPIs tied to campaigns and outreach metrics.

✔️ Who’s Doing It Right?
Agencies like Boutique and The Digital Maze are leading with agility, focusing on flexible, campaign-driven goals rather than fixed revenue targets. For instance, Boutique recalibrated its 2024 plan multiple times and is now prioritising sustainable growth over aggressive expansion.

2. Growth Is the Buzzword
While uncertainty looms, growth remains the ultimate goal. Agencies are shifting from reactive to proactive strategies, including refining sales processes, streamlining service offerings, and adopting productised approaches. This shift allows agencies to focus on repeatable, scalable solutions that drive predictable revenue.

✔️ Who’s Doing It Right?
Sherpa, a B2B marketing agency, has successfully productised its services, launching two repeatable products that have already seen renewals. By simplifying its offerings, Sherpa reduced inefficiencies and created a scalable growth model. Similarly, Napier doubled down on niche sector expertise to move upmarket, securing high-value clients with its proprietary strategic models.

Takeaway: To achieve growth in 2025, focus on narrowing your niche, building scalable offerings, and optimising your sales funnel.

3. Embrace Collaboration
Collaboration between agencies is no longer a nice-to-have; it’s essential. Partnerships and referral networks are becoming a significant revenue driver. Agencies that invest in building relationships with complementary businesses are expanding their reach, diversifying offerings, and creating long-term opportunities.

✔️ Who’s Doing It Right?
JonesMillbank doubled its agency-partner revenue from 21% to 42% in a single year by actively seeking collaborative projects. Meanwhile, Studio Graphene attributes a large part of its growth to referrals and has made expanding its partner network a core focus for 2025.

Takeaway: Build a robust referral and partnership strategy to leverage the expertise of complementary agencies while growing your revenue streams.

4. Navigating the Client Relationship Shift
Client expectations are changing rapidly. Many clients now prioritise immediate, measurable results over long-term strategic value, often leading to transactional relationships. Agencies are finding themselves under pressure to deliver quick wins while maintaining quality. This shift emphasises the need for clear communication, realistic expectation-setting, and a focus on measurable outcomes.

✔️ Who’s Doing It Right?
Napier is leading by example with radical transparency. They emphasise clear communication about what clients can achieve with their budgets, ensuring no promises go unfulfilled. Similarly, The Digital Maze introduced real-time dashboards for clients, creating trust and accountability while showcasing measurable progress.

Takeaway: Set clear expectations, prioritise communication, and integrate measurable outcomes into every client interaction.

5. Talent and Technology Investments
Agencies are increasingly relying on a combination of skilled teams and cutting-edge technology to stay ahead. AI tools are enabling operational efficiency, while training programs are upskilling teams to meet evolving demands.

✔️ Who’s Doing It Right?
Curated, an AI-driven marketing agency, has integrated GPT technology to automate 60% of its workflow, freeing up resources for strategic work. Similarly, Napier has invested heavily in training, allocating £10,000 per employee to upskill their teams and boost client delivery.

Takeaway: Invest in automation tools and training to increase efficiency while empowering your team to deliver high-value work.

6. Productisation as a Path to Profitability
Productisation is the process of turning bespoke services into scalable products, and it is on the rise. Agencies adopting this model are seeing greater efficiency, higher client retention, and predictable revenues.

✔️ Who’s Doing It Right?
Sherpa’s productisation journey has already proven successful, with its first renewals validating the model. By streamlining services into repeatable products, they’ve reduced operational overhead and improved scalability.

Takeaway: Identify services that can be transformed into repeatable, scalable products to ensure consistent revenue streams.

Looking Ahead
2025 holds promise for agencies ready to adapt. By focusing on flexible strategies, fostering collaborations, and leveraging technology, agencies can turn challenges into opportunities. The key lies in staying agile, investing in relationships, and positioning services as essential, measurable drivers of client success.

✔️ What’s Your Move?
Whether you’re looking to streamline your offerings, build a referral network, or upskill your team, the time to act is now. The agencies thriving in this environment aren’t just reacting, they’re proactively shaping their futures and opportunities in an evolving landscape.

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Allpoints Insights

From Pop-Ups to Permanence: Why Experiential Agencies Are Building Their Own Entertainment Destinations

By Andrew Dougan

In an era where our lives are increasingly lived through screens, there is a countervailing desire for the experiential. This hunger for tangible encounters has created a golden opportunity for experiential agencies to evolve beyond temporary activations into permanent entertainment destinations. Here’s why this shift matters and how it’s reshaping the industry.

The Digital Paradox: Why Physical Experiences Are Booming in a Digital World

As our daily lives become more digitally oriented, the desire for authentic, sensory-rich experiences has intensified. This isn’t just speculation – the numbers tell the story. The global location-based entertainment market is projected to reach $85.4 billion by 2025, with immersive experiences leading this growth. The more time we spend in virtual spaces, the more we yearn for physical experiences that engage and excite our senses.

The New Entertainment Landscape: Where Technology Meets Physical Space

The past few years have seen an explosion of groundbreaking immersive destinations. Las Vegas’s Sphere has redefined what’s possible in entertainment architecture, while London’s Outernet has transformed digital art into a public spectacle. ABBA Voyage has revolutionised the concert experience through cutting-edge mixed reality, and Area15 has proven that experimental art can be commercially viable at scale.

These venues share a common thread: they blur the line between physical and digital, creating hybrid spaces that feel both futuristic and deeply human. At Battersea Power Station’s newly announced Neon, visitors will soon step into a world where technology enhances rather than replaces human connection. Meanwhile, Phantom Peaks and Immerse LDN demonstrate how narrative and interaction can transform spaces into living stories.

Why Experiential Agencies Are Perfectly Positioned to Lead This Revolution

Experiential agencies have spent years mastering the art of creating memorable moments for brands. Now, they’re leveraging this expertise to develop their own entertainment IP and permanent venues. This strategic pivot offers multiple benefits:

New Revenue Streams Rather than relying solely on client projects, agencies can create sustainable income through ticketed experiences. This diversification provides financial stability and the freedom to innovate without client constraints.

A Living Portfolio Permanent installations serve as powerful demonstrations of an agency’s capabilities. Instead of showing potential clients photos of past events, they can invite them to experience their work firsthand, year-round.

Real-Time R&D Lab Operating a permanent venue provides invaluable insights into audience behavior, technology implementation, and experience design. This continuous learning loop helps agencies refine their approach and stay ahead of industry trends.

Pioneers in Action:

Several forward-thinking agencies have already made successful moves into owned entertainment experiences:

  • Moment Factory Montreal-based Moment Factory has created a series of enchanted night walks across forests in Canada and Asia. Their “Lumina” series transforms natural settings into magical multimedia experiences, combining light, sound, and storytelling. What began as a single installation has grown into a global entertainment product, with over a dozen permanent locations attracting millions of visitors annually.
  • Secret Cinema While not traditionally an agency, Secret Cinema’s evolution offers a compelling blueprint. Starting with temporary immersive film experiences, they’ve grown into a global entertainment brand, recently opening their first permanent location in Los Angeles. Their success has demonstrated how experiential expertise can be transformed into a scalable entertainment property.
  • Superblue Founded by Pace Gallery, Superblue represents a fascinating hybrid model. They’ve transformed their expertise in artistic installations into permanent venues in Miami and London, showcasing immersive works by artists like teamLab and Es Devlin. Their success demonstrates how agencies can evolve from creating temporary installations to operating permanent cultural destinations.
  • Meow Wolf Though beginning as an art collective rather than an agency, Meow Wolf’s trajectory shows the potential scale of immersive entertainment. They’ve expanded from a single location in Santa Fe to permanent installations in Las Vegas, Denver, and beyond, proving the market for bold, artist-driven permanent experiences.
  • Fivecurrents Fivecurrents, renowned for their work on Olympic ceremonies and global events, demonstrated their versatility by becoming a fundamental part of the founding team and creation partners for Frameless in London. This permanent digital art experience showcases how agencies can leverage their expertise in large-scale productions to create intimate, technology-driven cultural destinations.

Looking Ahead: The Future of Experiential Entertainment

As technology continues to evolve and audience expectations rise, we’re likely to see more experiential agencies step into the role of entertainment providers. The most successful will be those who understand that technology should enhance, not overshadow, the human element of these experiences.

The opportunity is clear: in a world hungry for meaningful experiences, agencies that can create compelling permanent destinations will find themselves at the forefront of a booming industry. The question isn’t whether to enter this space, but how to do it in a way that creates lasting value for both the agency and its audiences.

This isn’t just a trend – it’s a fundamental shift in how we think about entertainment, experience design, and the role of physical spaces in an increasingly digital world. For experiential agencies willing to take the leap, the rewards could be transformative.

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Allpoints Insights

The IPA Bellwether Report Reveals Events as the Fastest-Growing Marketing Channel – Here’s What It Really Means

By Max Fellows Founder of allpoints

The Q4 2024 IPA Bellwether Report paints a promising picture of renewed marketing budget growth in the UK. Events have emerged as the top-performing category, with a robust net balance of +12.3%. The outlook for 2025/26 suggests further gains. At first glance, this is fantastic news for the events industry. But let’s dig a little deeper.

As always, there’s more to the story than meets the eye.

The Bigger Picture: It’s Marketing, Not Just Events

While the report highlights growth in marketing budgets, it’s important to recognise that these budgets encompass a wide range of channels. Events are just one piece of a much larger puzzle that includes digital, direct marketing, PR, main media, and more. When marketing budgets increase, it’s often the “bigger lumps”, such as digital and main media, that receive the lion’s share of investment. Events, on the other hand, often sit further down the priority list, acting as part of an integrated strategy rather than the primary focus.

This means that while the events category is growing, its relative share of marketing budgets may not always reflect a seismic shift for our industry.

The Lag Effect: When Will We Feel It?

Another critical point to consider is timing. Marketing budgets may have increased, but the impact on events won’t be immediate. Events, whether they’re internal activations, external campaigns, or top-of-funnel experiences, typically require longer lead times and are tied to broader strategic planning. This often means:

  • Events planned now might not take place for six to nine months after budgets are finalised.
  • Calendar vs. fiscal year budgets: Many organisations operate on financial year cycles, which could delay the real impact of increased marketing spend until late 2025 or even 2026.

The positive sentiment is encouraging, but as an industry, we should manage expectations and prepare for a gradual, rather than immediate, uptick in activity.

What This Means for Events and Experiential Marketing

The data from the Bellwether Report reflects the strength of events as part of a well-rounded marketing strategy, but it’s not exclusively about our industry. This nuance matters. While events and experiences continue to gain traction as high-ROI channels, they’re still competing for budget share against other priorities like digital performance marketing or AI-driven personalisation.

So, what does this mean for us? Here are a few key points to keep in mind:

  • Positioning is crucial: As the fight for budget allocation continues, we must position events as an essential channel that drives measurable business outcomes. ROI storytelling will be more critical than ever.
  • Consultative capabilities: By operating in a more consultative capacity, further up the chain, you can gain insight into the broader budget and use your expertise to help steer how it is allocated and ultimately spent.
  • Collaboration is key: Events rarely operate in isolation. By integrating with other marketing channels, digital, PR, and direct marketing, we can amplify impact and justify investment.
  • 2025/26 will be pitch-heavy: Be ready! A reported 73% of businesses will be reviewing their current agency/supplier rosters over this period. Stay prepared and ensure you’re part of those conversations.
  • Innovation will win: With advancements in technology and AI, the events space is ripe for creative disruption. Brands will be looking for experiential marketing that goes beyond the traditional to deliver hyper-personalised, high-impact experiences.

Looking Ahead: Building for the Future

The report’s optimism for 2025/26 is worth celebrating, but we’re not out of the woods yet. Budget increases in the broader marketing landscape are great news, but they don’t always translate directly into immediate growth for the events industry. As we move forward, here are three things to focus on:

  1. Stay proactive: Engage with clients early to secure your share of the increased marketing budgets. Demonstrate how events can drive value within broader campaigns.
  2. Prepare for delayed impact: Align your business strategy with the reality that significant growth may be felt later in 2025 or even 2026.
  3. Champion collaboration: Events thrive when they’re part of an integrated marketing ecosystem. Build partnerships and align your offerings with complementary channels to maximise impact.

Final Thoughts

The Q4 2024 Bellwether Report offers a sense of optimism for the broader marketing landscape, and events are undoubtedly in a strong position. But as an industry, we must remain realistic about what these figures mean in practical terms. Growth in marketing budgets is encouraging, but for events, the impact will likely be gradual and require strategic effort to capture.

Let’s celebrate the positive sentiment while also staying focused on the bigger picture. Together, we can ensure that events remain not just a part of the marketing mix but a driving force for meaningful engagement and measurable success.

What’s your take on the report? Let’s discuss how we can shape the future of events together.

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Allpoints Insights

Mergers & Acquisitions: This Month’s Deals, Disruption, and Data

Max Fellows, founder of allpoints delves into three of the largest mergers and acquisitions from our industry in the past month and explains what these mean for the future.

In the ever-dynamic world of marketing and events, recent mergers and acquisitions are shaking things up more than a double espresso on a Monday morning. Let’s dive into the latest industry shake-ups and what they mean for us all.

  1. Omnicom and Interpublic Group Merge to Form Marketing Behemoth

What happened? Omnicom has announced its acquisition of Interpublic Group (IPG) in a stock-for-stock transaction valued at $13.25 billion. This merger creates the world’s largest advertising agency, with over $25 billion in revenue and a workforce of 100,000+. This deal follows Omnicom’s formation of Omnicom Advertising Group (OAG) last August, which united top creative networks such as BBDO, DDB, and TBWA under one umbrella, aiming to drive innovation and enhance data-driven and AI-powered solutions. Business Insider

What does this mean for the industry? The merger marks a shift to data-driven, AI-powered advertising, potentially reducing creative roles and increasing demand for tech-savvy professionals. Smaller agencies may find new opportunities as clients look for more personalised services amid this consolidation. WSJ

  1. Clarion Events Embarks on Acquisition Spree Amid Ownership Changes

What happened? Clarion Events, under the ownership of Blackstone since 2017, has been on an acquisition spree, aiming to purchase three companies per year until 2030. This aggressive expansion strategy focuses on sectors such as consumer electronics, energy, and defense. However, recent reports suggest that Blackstone is planning to sell Clarion Events, adding a twist to the tale. Skift Meetings

What does this mean for the industry? Clarion’s ambitious acquisition strategy indicates a robust growth trajectory, potentially enhancing its market position across various sectors. However, the impending sale by Blackstone introduces uncertainty, which could impact Clarion’s future direction and stability. Industry players should keep a close eye on these developments, as they may influence market dynamics and competitive strategies.

  1. veSpace Acquisition Completes Northern Creative Powerhouse

What happened? In a move that adds a new brushstroke to the creative landscape, veSpace, the agency founded by Chris and Anita Lowe, has completed an acquisition that solidifies its position as a Northern creative powerhouse. Celebrating its 35-year anniversary, veSpace’s expansion reflects its commitment to growth and innovation in the creative sector.

What does this mean for the industry? veSpace’s acquisition underscores the vitality and competitiveness of regional creative agencies. By expanding its capabilities and market reach, veSpace is poised to offer more comprehensive services, challenging larger agencies and contributing to the industry’s diversity and dynamism.

Conclusion

These developments highlight a trend towards consolidation and technological integration in the marketing and events sectors. While mergers like Omnicom and IPG’s aim to create comprehensive, data-driven solutions, the aggressive acquisition strategies of companies like Clarion Events and veSpace reflect a desire to diversify and strengthen market positions. Industry professionals should stay alert to these changes, as they present both challenges and opportunities in an evolving landscape.

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Allpoints Insights

The Great Resignation Continues: Building & Valuing a Workforce That Stays

By Nic Neal, People & Culture Expert at allpoints

It’s January, and we’re just about getting back into the swing of things after a much-needed break and one too many mince pies. For many of us, the Christmas break is the one time we can truly switch off from projects, deadlines, and overflowing inboxes. But with the slower pace comes more time to think—and we may find ourselves wondering if we’re truly happy with our work and careers.

As well as being the month of #NewYearNewMe, January is also often the month with the highest turnover of the year. Sadly, the Great Resignation isn’t a thing of the past just yet.

Retention was one of the biggest challenges facing organisations and HR leaders in 2024, with 56% of companies experiencing increasing difficulties in this area (CIPD). The trend isn’t slowing down anytime soon either; according to EY’s Work Reimagined Survey, 38% of employees are likely to leave their jobs in 2025.

Why Are Employees Leaving?

What’s driving employees to reevaluate their relationship with their employers and draft resignation letters? While there are many reasons why people decide to move on, a recent survey by McKinsey & Co found that not feeling valued and lacking a sense of belonging were the main culprits.

When 70% of employees say their sense of purpose is largely defined by their work, it’s no surprise they’re leaving in search of a company that better aligns with their personal values.

Tackling Retention: What Really Works

To address the retention challenge, senior leaders need to understand what truly matters to their people. Financial incentives alone won’t cut it anymore. Total reward strategies that go beyond the paycheck and incorporate both tangible and intangible benefits can create a more holistic employee experience—and may just help organisations keep their teams motivated and loyal.

Here are six areas where organisations can make a meaningful impact:

1. Learning, Development, and Progression Opportunities

Employees want to grow, learn, and access clear progression opportunities. Providing structured learning paths and demonstrating a commitment to personal development keeps people engaged and excited about their futures. A Culture Amp study found that employees with access to learning and development opportunities were 21% more engaged than those without.

2. Flexibility and Work-Life Balance

2024 saw many companies, like Barclays and Amazon, push for full-time office returns, yet flexibility remains a top priority for employees. According to EY’s Work Reimagined Survey, 31% of employees rank flexible work schedules as crucial. Balancing human connection with hybrid work options is key to creating an environment where employees thrive.

3. Positive Workplace Culture

A strong workplace culture isn’t a luxury—it’s essential. Employees need to feel a sense of belonging and alignment with their organisation’s values and purpose. McKinsey & Company research highlights that people are far more likely to stay in inclusive, supportive environments that foster genuine connections and mutual respect.

4. Recognition and Feedback

Recognition is a powerful motivator. Employees who feel acknowledged and appreciated for their contributions are far more likely to remain committed. Programmes for peer recognition, as well as open channels for two-way feedback, cultivate a culture of achievement and loyalty.

5. Effective Leadership and Communication

Empathetic, communicative leaders are vital to building trust and fostering team loyalty. Employees who feel supported, coached, and mentored are significantly more likely to stay. Leaders who prioritise their teams’ well-being and growth create a ripple effect of positivity and commitment.

6. Competitive Compensation

While not the only motivator, fair compensation remains essential. Amid a continuing cost-of-living crisis, employees expect competitive and transparent pay packages. Regularly benchmarking salaries and reviewing pay structures ensures employers remain competitive and equitable.

Listening to Employees: The Key to Retention

Crafting an effective total rewards strategy is a powerful way to boost retention, but there’s no one-size-fits-all solution. Every organisation faces unique challenges, and the key lies in truly listening to employees.

Providing multiple channels for honest, often anonymous, feedback—such as engagement surveys and exit interviews—offers invaluable insights. Acting on this feedback sends a clear message: employees’ voices matter, and their experiences are valued.

In 2025, let’s commit to creating workplaces where people feel seen, heard, and valued. When employees feel a sense of purpose and connection, retention is no longer a challenge—it becomes a natural outcome.

Sources:

About Nic Neal

Nic Neal is an expert advisor at AllPoints, specialising in People and Culture consultancy. With a wealth of experience in helping organisations optimise their approach to workplace culture, Nic partners with businesses to align their people strategies with overall performance goals.

Passionate about creating meaningful workplace experiences, Nic helps organisations define and implement core company values, streamline performance and pay review processes, enhance internal communications, and develop forward-thinking HR policies. Her approach empowers businesses to listen deeply to their people, driving inspired action and fostering environments where talent thrives.

If you’re ready to give your team a compelling reason to invest their time, energy, and talent in your organisation, Nic is here to help. Let’s start a conversation that transforms your business.

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Allpoints Insights

In-Housing: Is It a Threat?

Emma Sexton, one of our expert advisors on the allpoints team explores the evolving creative landscape and how in-housing fits into the picture, highlighting real-world examples from agency and in-house teams.

For nearly three decades, I’ve watched the creative industry go through waves of change. Trends come and go, disruptive technologies shift paradigms, and business models rise and fall. But today’s transformation feels like a more fundamental realignment—one that’s overdue.

Central to this change is the rise of in-house creative teams, which many perceive as a direct threat to traditional agencies. But is in-housing truly a threat? Or is it a sign that the creative industry is evolving to better meet the needs of clients and creatives alike?

A Necessary Shake-Up

The traditional agency model has been under scrutiny for years. Retainers that once provided stability have become rare, free pitching has left agencies exhausted, and the race to secure new business often feels like a race to the bottom.

This shift has sparked a significant transformation in the agency world. A good read is Micheal Farmer’s book ‘Madison Avenue Makeover’on the transformation of agency Huge where they have started rethinking their structures to stay relevant. Huge worked with Caroline Johnson at The Business Model Company, challenging the status quo by pioneering new ways for agencies to charge for their creative work, moving away from outdated hourly billing to more value-driven approaches.

Agencies have historically operated in ways that served their own structures rather than their clients’ needs. Retainers locked them into repetitive work cycles that didn’t always align with their creative strengths. The rise of in-housing is accelerating the need for agencies to rethink their role, adapt their business models, and rediscover their creative focus.

The Collaborative Advantage of In-Housing

In-housing has risen in prominence, but rather than being a threat, it presents an opportunity for agencies to evolve. In-house teams excel at delivering creativity with operational efficiency and deep brand understanding. However, they often rely on external agencies for specialist skills, fresh perspectives, or additional capacity during peak periods.

The growth of in-house teams is best exemplified by some of today’s most prominent brands:

  • Pepsi’s Sips & Bites Team: Under Matt Watson‘s leadership, this in-house creative team has gained widespread recognition, even winning prestigious awards. The team demonstrates how brands can integrate creativity deeply into their operations while still delivering exceptional output.
  • Sky Creative: Headed by Ceri Sampson, Sky’s in-house team boasts over 800 members. This vast operation allows Sky to manage a consistent brand presence across its diverse offerings while retaining the flexibility to innovate quickly.
  • Specsavers’ Creative Team: Led by Nicola Wardell, Specsavers has long been a pioneer in in-housing. Its well-established team delivers strategic and creative solutions tailored to the brand’s needs.

These examples show that in-house teams aren’t just about cost savings; they bring a level of strategic depth and brand ownership that agencies often find difficult to match.

A New Role for Agencies

Rather than competing with in-house teams, agencies can carve out new roles in this evolving ecosystem. The most successful agencies today are adopting more flexible models.

The rise of ‘spikey’ (specialist) and ‘spokey’ (freelancer-focused) agencies shows how businesses can scale up and down based on project needs. These lean, focused models don’t rely on retainers or high overheads. Instead, they emphasise expertise, quality, and the ability to deliver targeted creative solutions.

With leaders like Caroline Johnson paving the way for more innovative pricing models, agencies can shift away from the constraints of traditional billing practices and focus on work that aligns with their strengths. By becoming specialists or partners to in-house teams, agencies can continue to provide value without directly competing with internal teams.

Opportunities for Everyone

In-housing is not the enemy—it’s part of the industry’s natural evolution.

For brands, in-housing offers a chance to embed creativity more deeply within their operations, fostering a culture where innovation thrives across departments.

For creatives, this shift opens new paths to build careers or businesses that align with their passions. Whether working in-house, running a boutique agency, or freelancing as a specialist, there are more opportunities than ever to focus on meaningful, fulfilling work.

For the industry as a whole, this change represents a move away from bloated, outdated models. What’s emerging is a more sustainable, flexible, and collaborative ecosystem—one that prioritises commercial sense and creative excellence.

In-Housing: A Call to Evolve, Not a Threat

No. In-housing isn’t a threat to agencies—it’s a challenge to adapt. It’s a call to shed outdated practices and embrace a more collaborative, specialised, and client-centric approach.

The creative industry is finally landing where it should be: in a space where agencies, in-house teams, and freelancers coexist, each bringing unique strengths to the table. For those willing to evolve, the future is bright.

About Emma Sexton

Emma Sexton is a highly experienced brand advisor and ex-agency founder who has worked with global brands such as Google and Snap. She is also a Creative Expert in Residence at King’s College, London, and a member of the Allpoints team. Known for her strategic expertise, Emma helps ensure that brands drive business objectives while maintaining creative integrity.

Her diverse experience spans brand, strategy, creative direction, advisory roles, and non-executive directorships, making her a leading voice in the creative industry. Her podcast The Future of In-House Creative Leadership is available on Spotify and Apple.

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Allpoints Insights

Why Client Entertainment is the Secret Weapon Your Business Isn’t Using (Enough)

From Max Fellows, Founder of allpoints

Here’s the thing: the COVID-19 pandemic didn’t just shake up our daily routines; it redefined how we do business. With hybrid work now a staple, markets more competitive than ever, and procurement becoming the uninvited guest at every negotiation, the landscape is challenging. But there’s one overlooked strategy that could give you a critical edge—and no, it’s not another software tool or webinar series.

I’m talking about client entertainment.

Now, before your mind races to clichéd images of boozy lunches in the City, let’s reframe what “entertainment” actually means. Post-pandemic, this isn’t about expensive wine pairings or fancy golf days (though, hey, if that’s your client’s vibe, lean into it). It’s about shared experiences that create genuine connections.

Why It Matters

Relationships are the foundation of long-term business success. Yes, you’ll do 90% of your work through emails, Zoom calls, and spreadsheets. But that last 10%? The human connection? That’s where loyalty, trust, and advocacy are born.

In today’s hybrid world, getting quality face time with clients is a Herculean task. Meetings are virtual, schedules are packed, and no one really wants another hour-long PowerPoint marathon. Yet, carving out moments to engage with clients on a personal, authentic level is more critical than ever. Why? Because it’s these moments that differentiate you from your competitors.

What Does Modern Client Entertainment Look Like?

Forget what you think you know. Today, client entertainment isn’t about big budgets; it’s about shared values and memorable experiences. It’s about understanding what makes your clients tick and creating events or activities that align with their interests and your business ethos.

  • Are they into fitness? Host a yoga class or join a local running event together.
  • Avid foodies? Bring in a chef for a cooking class or curate a tasting menu inspired by your shared projects.
  • Passionate about sustainability? Set up a volunteer day planting trees or tackling environmental challenges.

The key is to offer experiences that go beyond work and build emotional, human connections. This isn’t just good for your current accounts; it’s a brilliant sales strategy too.

The Long-Term Benefits

When done right, these interactions do more than entertain—they fortify relationships. Here’s how:

  • Stronger Retention: Clients are less likely to jump ship if they see you as more than just a service provider.
  • Deeper Insights: Casual settings often lead to candid conversations about their pain points, challenges, and goals—intel you can’t buy.
  • Brand Differentiation: It’s the little things that stick in people’s minds. Being the team that brought a creative, personal touch to the table makes you memorable.

Time to Act

So, where do you stand? Is client engagement a dusty relic in your sales strategy or a shiny tool you’re actively wielding? If it’s the former, it’s time to rethink how you’re building relationships in 2024 and beyond.

Client entertainment isn’t a nice-to-have—it’s a need-to-have. And when done with intention, it’s a game-changer for growth, loyalty, and long-term success.

So, over to you: How are you reimagining client engagement? What’s worked for you, and what hasn’t? Drop me a note—I’d love to hear your thoughts.

Max Fellows Founder, Allpoints your agency—reach out today.

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Allpoints Insights

Mastering Lead Generation: Eight Strategies for Sustainable Growth

Lead generation is the lifeblood of any business. Without a steady stream of leads, your business can struggle to grow and thrive. Here are some key strategies to help you generate quality leads consistently:

1. Define Your Sweet Spot: Before you start any lead generation efforts, it’s crucial to define your target market and understand your ideal customer. What are their pain points, challenges, and where do they look for solutions? Invest time and resources into gathering insights on your target audience.

2. Consistency is Key: Consistency is crucial in lead generation. Whether it’s your branding, messaging, or marketing efforts, maintaining consistency builds trust and credibility with potential customers over time.

3. Utilise Online Marketing Strategies: Implement SEO optimisation on your website to ensure it ranks well in search engine results. Leverage social media platforms like LinkedIn and Facebook to promote your business, share valuable content, and engage with your audience.

4. Networking: Attend industry events, conferences, and local business organisations to network and build relationships with potential customers. Networking allows you to establish rapport and trust, which can lead to valuable leads down the line.

5. Content Creation: Create and publish valuable content such as blog articles, e-books, videos, and infographics. Share insights, tips, and solutions that address your audience’s pain points. Valuable content establishes your business as a thought leader in your industry and attracts potential customers.

6. Lead Magnets: Offer free resources or incentives, such as whitepapers, guides, or consultations, to attract potential customers and collect their contact information. Lead magnets are effective in capturing leads and nurturing them through the sales funnel.

7. Referral Programmes: Encourage your existing customers to refer friends and colleagues to your business by offering rewards or incentives for successful referrals. Word-of-mouth referrals are powerful and can help you tap into new networks and generate leads organically.

8. Qualify Leads: When leads come in, it’s essential to qualify them effectively. Not all leads are created equal, so prioritise and focus on those that align with your ideal customer profile and are more likely to convert.

Mastering lead generation requires a combination of strategic planning, consistent effort, and a deep understanding of your target audience. By implementing these strategies, you can build a sustainable pipeline of quality leads and drive growth for your business.

Remember, lead generation is not just about quantity; it’s about quality and relevance.

#LeadGeneration #BusinessGrowth #MarketingStrategy

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Allpoints Insights

Six Key Mergers and What They Mean for the Events & Creative Industry

By Max Fellows , Founder, allpoints

The M&A landscape is buzzing with activity as we navigate Q4, a period of both challenge and opportunity for businesses across the industry. This month, six significant mergers have captured attention, showcasing a unique approach to navigating market conditions, driving growth, and building dominance.

Despite a tough sales environment, with organic growth proving elusive, mergers and acquisitions are accelerating as a route to scale and strategic advantage. Here’s a closer look at the standout deals and what they reveal about the evolving industry landscape:

1. Amplify Acquires Problem Child

This acquisition highlights the growing trend of niche-focused M&A. Amplify, known for its expertise in experiential marketing, has strategically acquired Problem Child to deepen its capabilities and expand its specialist offerings.

While Amplify has focused on organic growth, including its previous acquisition of Wonder Agency, this move demonstrates a deliberate strategy to strengthen specific skill sets. Looking ahead, we may see Amplify pursuing larger-scale acquisitions as it continues to scale its operations.

2. CT Travel Group Ltd Merges with Good Travel Management

This merger unites two complementary travel businesses to create a robust platform for corporate travel management. The collaboration appears to prioritise balance, with senior leadership teams from both organisations set to remain in place. This signals a “don’t fix what isn’t broken” approach, ensuring that the combined entity leverages its existing strengths while positioning itself for market dominance. Source.

3. The Human Network Acquires Beyond Business Travel

The Human Network, parent company of Identity and Smyle, has made a strategic play by acquiring Beyond Business Travel. This move represents a pivot toward corporate communications, expanding its reach into new markets.

Smyle, facing a potentially challenging market position, seized this opportunity to diversify and enhance its service offerings. The acquisition underlines a trend of creative agencies evolving into corporate comms players to broaden revenue streams and secure stability.

4. Trivandi Acquires The Bulb

Trivandi’s acquisition of The Bulb is another example of deepening specialised skill sets to enhance service offerings. By integrating The Bulb’s expertise, Trivandi positions itself to fill profit gaps and increase its ability to upsell across its portfolio.

This acquisition demonstrates the importance of targeted, skill-enhancing mergers beyond revenue to focus on value creation for existing clients.

5. Strata Acquires Element London

Strata has taken a major step forward with the acquisition of Element London, bolstered by new investment to fuel further expansion. This move strengthens Strata’s position in the brand experience and live events space, broadening its capabilities and reach.

The acquisition not only enhances Strata’s creative offering but also aligns with its vision of becoming a global leader in experiential marketing. With additional resources and expertise, Strata is well-positioned to deliver even greater value to clients and accelerate its growth trajectory. Source.

6. Stellar Joins Marvesting

Stellar has partnered with Marvesting, marking a bold step in its journey to strengthen global omnichannel marketing capabilities. This merger is set to enhance audience engagement strategies by combining Stellar’s creative expertise with Marvesting’s robust marketing infrastructure.

The union represents a forward-looking approach to scaling operations, improving efficiencies, and delivering innovative campaigns. With a shared focus on audience-first solutions, Stellar and Marvesting are primed to make a significant impact in the global marketing landscape. Source.

What These Mergers Tell Us About the Industry

  1. Strategic Scaling Through Specialisation: Deals like Amplify & Problem Child or Trivandi & The Bulb highlight how companies are acquiring niche expertise to strengthen their market position. These acquisitions are not about mass scale but about offering deeper, more tailored services to clients.
  2. Diversification to Mitigate Risks: The Human Connection’s move into corporate communications exemplifies how businesses are broadening their market reach to safeguard against downturns in core areas.
  3. Market Consolidation for Dominance: As seen in CT Travel Group’s merger and Chris Wareham’s deal, M&A is also being used to reduce competition, corner specific markets, and emerge as the dominant player.
  4. Overcoming Organic Growth Challenges: In a depressed market, where sales and organic growth are hard to achieve, acquisitions offer a faster route to scale and profitability.

Looking Ahead: What to Expect in the Next Five Months

While 2024 has been a challenging year for many, there’s optimism for a budget uplift in 2025. However, this will likely only restore the industry to equilibrium rather than representing substantial growth. In the meantime, M&A activity is set to continue as businesses seek to consolidate, diversify, and future-proof their operations.

For those considering M&A, the focus must remain on strategic alignment, cultural fit, and long-term value creation. As these six mergers show, the right deal at the right time can be a game-changer.

Which of these mergers do you think will have the biggest impact? Drop your thoughts in the comments!

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You are not a business athlete, but you need to start behaving like one!

By Mike Ford

As part of this blog series on sustainable performance, I would like to introduce you to a concept called “unapologetic recovery”.

A concept and phrase that is likely new to you, but has been a constant for over 50 years in the world of sport.

Harry Kane interviewed at the recent European Championships when being interviewed after a game, he said “Yeah that was a really good performance and win. But now we need to recover again because we go again in three days.

A deliberate focus on recovery.

In the business world and especially in events, our routine looks more like this…

we go to work on a Monday, come home

we go to work on  Tuesday, come home

We go to work on Wednesday and so on

The concept of recovery is non-existent and I can hear you now saying “But they’re professional athletes. They’re physical and active and need the recovery.”

But from my perspective, you are a corporate athletes.

You may not have the same physical challenges that they have, but you certainly have the same emotional and you certainly have the same mental challenges, if not greater.

The headline message is a simple but important one …

How you live your life outside of the workplace has a direct correlation to how you perform in the workplace.

The answer is not to fear hard work or stressful projects. Far from it. The answer is setting yourself up to be able to tackle those ferocious activities with full gusto.

To do so over the long term, you need habits and rituals that ensure you embrace the need for recovery. That does not mean leading a boring existence (I know you were thinking it!!)

No, a healthy life doesn’t have to be boring. Making healthy changes can be addictive and lead to feelings of energy, happiness, and clarity. However, some people may assume that being healthy means giving up on fun. Far from it.

But if you want to be at your best to make a positive impact and perform at your best time and time again, you need to think about your lifestyle and habits today.

Some things for you to ponder…

  1. Be careful what you consume. Be the gatekeeper to your mind

Pay attention to what you consume because your emotions, stress levels, and mental health are directly impacted by what you consume.

When was the last time you watched the news on TV…and came away saying..wow, I feel better for that!! NEVER!!! My point exactly.

Content consumption has a direct correlation with how we feel.

As Gandhi famously said, “ I will not let anyone walk through my mind with dirty feet”.

2. When you are “off”, make sure you are not still “ON”

When was the last time you sat and watched a film, series episode, or programme without having your phone and constant notifications ongoing at the same time?

But it’s not just the constant switching between content and social media that is affecting our mental health, it’s also our overall increased screen time. In fact, a study conducted in the US found that there were higher odds of developing depressive symptoms if you spend six hours or more a day watching TV and /or using the computer.

3. Do you celebrate a culture of “midnight oil success”?

I used to be a leader that celebrated what I call “hustle culture”, with late-night and sometimes all-night creative output celebrated.

While I recognize the industry sometimes requires this and like my previous message I am not suggesting we do not embrace ferocious activity, but we need to ensure we counterbalance it with acceptable downtime and also importantly do not build a culture that encourages or god forbid expects all-nighters as the acceptable norm.

There. Is. Another. Way.

Even in the hustle and bustle of the event industry

Taking breaks

Associated with that, let’s now explore the importance of the word “unapologetic” in my headline of unapologetic recovery. How many of your team take a break, especially when working remotely, yet don’t feel empowered to do so. Too often, when we do take breaks, we somehow feel like a fraud, that we are skiving from work or that we are letting someone down. That mindset provides little or no true relief or the break we actually need.

During a recent workshop, I was discussing this very topic with a team of event profs and they all stated that I tried to not take more than 3 mins for lunch (whether in the office or remotely) and if they did, they were always clock watching and getting more stressed by being out/away from their desk.

When I looked towards the leader for their perspective, the leader looked dumbfounded and said “I wasn’t aware of this and I certainly have never made this a rule!”

So then I asked the group where this behavior and perception came from. They said it because it was written in their work contract that said 9-5.30 pm with 30 mins for lunch. The base contract was written more than 10 years ago and this small clause had a powerful negative impact on the team.

So my question to you is – what habits or rules do you have amongst your team that are hindering their ability to be unapologetic in their taking of breaks and recovery?

So in summary, TWO key messages:

  1. Consider how your habits OUT of work are impacting your ability to perform at your best sustainably.
  2. Review your habits and culture IN work and how well are you embracing the concept of recovery amongst your team … and unapologetic recovery at that.

For more information, visit our website at https://fromallpoints.co.uk/ or email us at hello@fromallpoints.co.uk.

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Allpoints Insights

Rewiring The Workday

As our data highlights, 77% of event profs regularly experience overwhelm, 81% skip taking regular breaks, and 73% struggle to focus

Our rapidly evolving working habits, the lifestyle of notification overload, and an industry renowned for always being on sit amongst some of the root causes of these worrying stats.

Not surprising then to be told that on average we get 70 smartphone notifications a day, and if you’re under 23 that increases to 237.

On top of that did you know that every time you’re interrupted it takes 23 minutes to get back to the same level of focus? Yet that’s how we live our lives. Smartphones, watches, emails, social media, Slack, Teams, and the endless ping of notifications provide constant interruptions throughout the day

It’s so ingrained in how we live that, even if we don’t receive a notification, we still pick up our devices checking to see if we’ve got one. Our brains and bodies have been trained to go through the whole working day multitasking.  In simple terms, our brain has too many tabs open!

And according to The Economist, 28% of our workday is lost to multi-tasking and distraction. That’s three months of every year!

I was running a workshop last week and one of the event prof participants said to me that they felt they were constantly overworked. I replied “do you have too much work or are you working in the wrong way? Have you considered the latter might be the issue and not that the company is overworking you?” When we’re constantly interrupted we can’t expect to be at our most productive. But if we rewire the way we plan our workday and in doing so limit our interruptions then we can go into deep focus mode. Here is a simple 3-point plan to better productivity, less stress and overwhelm, and more focus.

  1. The 90-minute rule -Break your day into 90-minute or 2-hour chunks. In those chunks, turn off all notifications, close any browsers that might distract you, and put your phone in another room. Then focus on focussing on some predefined set tasks or projects for that set time. When the timer goes, take an unapologetic break. Go for a walk, or go outside. Move away from your desk and make sure the break is an unapologetic one. Then repeat the process.
  2. Your Environment Matters. Optimise your workspace for success. Create a designated workspace that is free from clutter and away from the kitchen or anywhere you might be interrupted
  3. Don’t go it alone.

You can try this on your own of course, but that’s hard when your teammates, boss, or workplace don’t align with this approach. The big challenge is getting the whole team to do it. There needs to be a shift in the team’s way of working and expectations. It can be done, and when it is done the difference in productivity and focus is incredible. But it’s a challenge and something that ideally needs to be led from the front. Why not suggest it at your next team meeting? It’s a small shift that has huge results. Not only in terms of work output but also in terms of the team’s mental health. Try one session and I promise you, it’ll change the way you work

The next time you think you’re overwhelmed and/or overworked, ask yourself if that’s really the problem or whether you need to change how you’re working.

Removing interruptions and retraining our brains to focus on one thing at a time is a game changer for productivity and for quality of work. And at the same time, removes the anxiety and the “I can’t get shit done” stress

In today’s modern world, our productivity and focus is always under attack. Use the simple strategies above to reclaim your time You’ll add back 3 months to your life every single year. And add back 10 years over a career!

Sources :

https://www.commonsensemedia.org/research/constant-companion-a-week-in-the-life-of-a-young-persons-smartphone-use

https://ics.uci.edu/~gmark/chi08-mark.pdf

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Allpoints Insights

Are you, the leader, sleepwalking into a burnout crisis for you and your team?

Hi, my name is Mike Ford, and if my question above has made you stop and reflect then maybe this is your wake-up call!

As an event industry veteran of almost 30 years, I was that leader.

My habits out of work and leadership habits in work were, unbeknown to me, leading myself and my team on a rocky road to burnout which caused me to fall out of the industry that had served me so well.

From that point,  I set out to turn my mess into my message and I have spent the last number of years working with some of the best leaders in their respective fields of science, health, psychology, sport, and personal development, to identify how to inspire event industry leaders and their teams to build a foundation of sustainable human performance for themselves and their team.

By sustainable human performance, I don’t mean peak performance. Anyone can perform as a one-off at any moment. I mean sustainable high performance for the longer term that benefits the individual, the team, and the business.

In an industry whose prize asset is its people, making the connection between human performance and well-being is like Turing cracking the Enigma’ code in World War 2!

And how do we know that the problem is real?

With data from more than 2,000 event professional surveys and thousands of data points, our trend analysis tells us the worrying story…

Highlights include;

  • 60% don’t get enough quality sleep
  • 77% regularly experience overwhelm
  • 81% skip taking regular breaks
  • 73% struggle to focus
  • 60% suffer from digestive issues
  • 60% lack time for the activities they love (what we call “flow”)

What’s even more concerning is that when asked if they felt their personal trajectory was headed in a positive or negative direction, 80% said it’s going the wrong way i.e things have got worse for them.

So what follows is a series of blogs aimed to provide insight and ideas, and we hope to help you and your team build that foundation of sustainable high performance.

As a keynote speaker, founder of GratefulLemon , and Performance Lead at allpoints, I aim to provide real help for event profs that has a real impact on them in the workplace, on-site, and importantly away from work.

So let’s dive into the first in our series of Sustainable Performance blogs.

PART 1 – SLEEP

We can’t really start anywhere else than with the foundational pillar of human performance and indeed human existence. And that is with SLEEP

What does sleep have to do with performance at work?  The answer is EVERYTHING

A common trait of high performers across the spectrum of business and sport (including Roger Federer, Jeff Bezos, Serena Williams, LeBron James, Beyonce to name a few) is how they priortise sleep . As Lebron James said, “ The thing I priotise, above everything else, is sleep”.

As our data shows, more than 60% of event profs do not get enough sleep.

Did you know that…

  • Sleep deprivation is so bad for you it was struck from the Guinness Book of World Records.
  • If you average 6 hours of sleep for 10 nights (and for many that is their regular sleep pattern), your cognitive performance is equivalent to being twice over the drink-drive limit
  • Those deprived of sleep, consume on average  400 calories more every day. And this additional intake is usually from bad fats and sugars (high-carb foods). This is due to ghrelin the hunger hormone becoming overactive making us feel superficially hungry. A direct correlation between sleep and obesity  (Obesity and sleep link, Study insight No2)
  • If you are sleep-deprived, you will be 10% more stupid the next day. In all seriousness, your cognitive decision-making is negatively affected when sleep-deprived. (WHOOP, episode 176 and related study)

Also, leaders beware! The same study by Whoop showed that psychological safety amongst team members decreases by up to 50% when a leader is sleep-deprived. And that is more important than you might think. As Google famously found through its Project Aristotle, psychological safety was the single most important factor separating its highest-performing teams from the rest.

Taking a more positive look at sleep, WHOOP, the wearable health tracker device company, pays their staff monthly bonus if their sleep is “in the green”. Their data shows that their staff performance /output improves by more than 15% when getting good sleep (Business Insider, LINK).

In the world of events, that problem is a heightened one due to the habits and nature of what we do. Burning the midnight oil on site, and working around the clock to get a pitch done all encroach on our sleep patterns.

While I am not suggesting that we don’t do this or run away from late nights, what I am suggesting is that we individually and collectively move sleep further up our list of priorities and if nothing else, recognise the need for consistent and effective sleep.

So what can you do to start to prioritise sleep?

The 3-2-1 method.
  1. Implement the simple 3-2-1 method.
  2. Remove all clocks and phones from the room. Probably the hardest but also the most impactful habitual change you can make to enhance your sleep
  3. Get daylight in the morning. This has an amazing impact and relates to our circadian rhythms and our relationship with light and dark. The earlier and longer you engage in daylight first thing in the morning, the better you sleep at night. This applies to on-site events too! How many events do you never see the light of day sitting in the conference room somewhere? Encourage your team to get fresh air and light, especially in the morning.
  4. Start a conversation at work and understand your team’s sleep patterns. While not your responsibility, it can be game-changing to understand their patterns as you might find out why they behave like they do at certain times or under pressure.

Sleep impacts it all and truly is the foundation of your, your team’s, and your collective performance.

Become champions of sleep and watch your performance fly!

Coming next in Part 2 will be a focus on FOCUS and why our inability to focus sits at the heart of overwhelm, stress, and our ability to perform creatively and consistently.

Stay tuned…

To find out more about what we do please contact hello@fromallpoints.co.uk.

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Allpoints Insights

What the Upcoming Budget Could Mean for Event and Creative Businesses and Business Owners

By Max Fellows, Founder of allpoints

With the previous government—widely considered more business-friendly—now out of power and the new government poised to deliver its first budget on 30th October, all eyes are on how this shift might impact business growth and stability. For those of us in the event and creative sectors, understanding these changes will be critical in navigating what’s to come.

While much of the commentary is focused on the broader economic outlook, we’re looking specifically at the potential impacts on event and creative businesses. Here are some key areas likely to be addressed, and what they might mean for owners and senior leaders within our industries.

Disclaimer: These thoughts are purely our own, and we recommend seeking guidance from your board, financial advisors, and legal teams before making any decisions.

1. Employment Law Reforms

The current government has signalled sweeping reforms to workers’ rights, with 28 changes expected. These include statutory probation periods for new hires, removing the current two-year qualifying period for protection against unfair dismissal, and enhancements to paternity, parental, bereavement leave, and statutory sick pay. There are also likely to be new rules for freelancers and zero-hour contracts, alongside efforts to eliminate exploitative practices like fire-and-rehire. However, it’s worth noting that many of these reforms could take over a year to fully implement, giving businesses some time to adjust.

Additionally, while the current government has pledged not to raise National Insurance for employees, the Business Secretary has not ruled out raising employer contributions. This creates an expectation that employers’ National Insurance costs could increase in the budget. If your business employs a large workforce, this is a potential cost factor you’ll need to prepare for.

2. Capital Gains Tax (CGT) Increases

We’re expecting significant changes to CGT, with rates now rumoured to rise to between 33% and 39%, although they won’t align with PAYE as previously speculated. This will particularly affect those with premises or who are considering selling their business in the next few years, as the annual CGT allowance may also be reduced. Additionally, the treatment of CGT on owner-operated offices remains unclear, adding a layer of uncertainty for those with property investments.

It’s also important to note that Entrepreneurs’ Relief, now called Business Asset Disposal Relief (BADR), could come under review. Any changes to BADR could impact those looking to sell their businesses, so it’s essential to keep a close eye on this area if you’re planning an exit or major sale soon.

3. Inheritance Tax (IHT) Adjustments

While inheritance tax is always a point of debate, at this stage, we don’t know if there will be any changes to IHT in this budget. Similarly, the complex area of Inheritance Tax Business Property Relief—which currently allows qualifying business property to be passed on at a 0% tax rate—remains uncertain. Business owners planning generational transitions should stay informed, as even minor adjustments could have significant implications.

4. Business Rates Reform

A reform of the business rate system is expected, with the aim of raising the same revenue but through a “fairer” approach. This could include cutting rates for smaller businesses but closing loopholes that have benefited certain creative industry players. Agencies and event businesses should prepare for potential changes that could affect operating costs.

5. Pension Tax Relief Changes

We’re anticipating a move towards a flat-rate system for pensions tax relief. For business owners and senior leaders, this could make personal pension contributions less attractive, particularly for higher earners. This is an area where personalised advice from your accountant will be key, especially if you draw funds from your business via PAYE or dividends.

6. Private School VAT

For those with children in private education, the long-anticipated VAT on private school fees is coming. While the full 20% VAT is expected, many schools appear set to absorb some of this cost, likely passing through an increase of around 14-16%. For business owners, this could impact personal financial planning. That being said, there is a rallying of support for legal action against this from schools and parents so watch this space.

7. Impact on SME Taxation

Ultimately, this is the current government’s first budget appears to be positioning itself to increase taxation on SMEs—businesses that form the backbone of the creative and events industry. Now may be the time to assess whether you can take advantage of the current tax environment, but any decision to act should be carefully considered in consultation with your financial and legal advisors.

The budget is on the horizon, and for creative business owners, it’s a time to be strategic and proactive. Understanding how these potential changes might impact your business can help you stay ahead of the curve. While we aren’t political experts, when it comes to buying, selling, or scaling your business, that’s where our expertise lies.he shareholders, but for the clients and staff alike.ot only survive a few more rounds but can become true champions!

Categories
Allpoints Insights

Breaking the £3M Growth Plateau: Six Strategies to Scale Your Agency and Attract Bigger Clients

Many agencies find it relatively easy to get from start-up to circa £3m to £4m turnover, but then the growth stalls and becomes entrenched at that level, sometimes for many years.

Here are some suggestions to enable you to scale the business, attract bigger clients, and increase profitability.

1. Expertise and Specialisation

  • Big clients like working with specialists, and certainly an agency that has taken time to learn about their brand, so focusing on becoming an expert in a particular company, industry or type of service can really help you stand out. By positioning yourself as an expert in a specific area, you’ll naturally attract the attention of larger brands from that sector that want to work with someone who truly understands their business. Once mastered, it’s good to branch out and spread the risk by doing the same in another industry.

2. Expand Service Offerings

  • Offering a full range of services is a great way to appeal to bigger clients. They love the idea of a one-stop shop where they can get everything from strategy to execution. Plus, adding new capabilities like AI-powered marketing or data analytics can make you cutting-edge, which is exactly what bigger brands are looking for.

3. Build a Strong Reputation

  • Your agency’s reputation is everything when it comes to attracting bigger clients. You can strengthen your brand by sharing thought leadership content, winning industry awards, and building a stunning portfolio. Larger clients want to work with agencies that are known for delivering creative solutions and impactful results – and bigger clients feel more comfortable buying from agencies with a proven track record of successfully working with larger companies

4. Upgrade Talent and Capabilities

  • Bigger clients want to work with experienced, top-tier talent. If you bring in seasoned creatives or strategists who’ve handled high-profile projects, you’ll be much more attractive to larger brands. And by building a network of freelancers, you can easily scale up your team when a big project comes in, without the commitment of full-time hires.

5. Proactive Business Development

  • Follow the money! Look for the industries where larger spending is to be found. Don’t wait for big clients to come to you—go after them! Build a list of target companies and reach out with personalised proposals that show you understand their challenges. Account-based marketing can also help you tailor campaigns directly to those high-value clients, making it easier to land the big fish.

6. Mergers or Acquisitions

  • If you want to scale quickly, consider acquiring another agency that complements your services or has clients in a sector you’d like to break into. This can be a fast way to grow without hiring more staff. Partnerships are another great option. Whether it’s with a PR firm, advertising agency, or a tech company, joining forces with another business can help you expand your services and reach bigger clients. Beware though – merger or acquisition takes a lot of consideration and technical knowledge – luckily, we have it, so get in touch!

These strategies will help you scale your agency and bring in the larger, more lucrative clients you’re after, but it takes time, dedication to research, and, most importantly, investment. In the building stage, inward investment of profits is essential, so it’s by no means a get-rich-quick scheme – more a commitment to building a solid, robust business, not just for the shareholders, but for the clients and staff alike.ot only survive a few more rounds but can become true champions!


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