Tag: mergers and acquisitions

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

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

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.

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.

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.

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

2. 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.

3. 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.

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:

• People Management: Retention Challenges
• EY’s Work Reimagined Survey
• McKinsey UK Insights
• CultureAmp: Learning & Development Study
• CIPHR: Employee Pay Expectations
• Forbes: Great Resignation Trends

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.

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.

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.

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

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!

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.

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

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?

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.

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!