Safe to say, the past year or so has been an era of change.
Our new-look board has bedded in. We’ve won some exciting new clients.
And, most recently, we’ve given ourselves a subtle-but-thorough branding refresh.
From a refocused strategy to a tweaked tone of voice, an updated identity to a brand spanking new website. It’s been an exercise in consolidation, clarity and the kind of brutal single-mindedness that we find ourselves forever reminding our clients to follow – but can prove so tricky to do when the tables are turned.
But all that effort and energy, blood, sweat and spreadsheets has got us to a point where every inch of our brand now has our essence imbued within it.
Naturally, we started with our strategy. Putting people first has been a mantra that we’ve lived by for years – and that wasn’t about to change. But it did need defining. We’re certainly not the only agency that claims to put people at the heart of their creative, but the reality is, we do so much more than that. We dig deep. We delve into their lives to discover what they truly love. What they truly hate. Their ambitions, their anxieties, their desires, their doubts, their dreams.
And that’s how we make brands matter… We craft creative that connects.
We build brands that build bonds.
As Alex Murrell, our Strategy Director puts it,
“In an industry so often characterised by ego and bravado, ‘putting people first’ has been our subtle but strong rally cry. It’s not about us. It’s about the brands we build and the people they serve. With our new positioning, we’ve taken this one step further. We’ve articulated the ultimate benefit, for our clients, of this approach.”
Once we’d ironed that out, our strategy was set.
To better reflect our new emphasis on connection, we wanted every element of our brand identity to communicate closeness, warmth and real, raw, human emotion – the highs, the lows, and everything in between. From our TOV to our photography, our palettes to our assets, wherever people encounter us, we want them to genuinely feel something. More than recognition, we want resonance.
In the words of Creative Director Vix Hansard,
“We get people. We truly connect with them. We take the time to listen, to observe, to understand not just what they do, but why they do it. And it’s only by understanding this behaviour, that we can build creative work that truly resonates. And it’s this idea that lives in the soul of our new brand identity.”
Our website has always been simple.
A contact page if you want to want to work with us, and one for if you want to work for us. With the support of fellow local agency Fiasco, we created a new site that stays true to that simplicity but with a little more to delve into. Now featuring a handful of recent projects that have proven to have connected with consumers and the key info about our Epoch Academy (our commitment to bringing the next generation of talent into the industry) – it’s single-minded, focussed and free of any unnecessary fluff.
We practice what we preach.
Anyone that’s ever worked in branding will tell you that the hardest job is branding yourself. Upholding objectivity. Sticking to self-imposed deadlines. Allowing yourself to let go. And as we found – all of that is true. But as we also know, when you build your brand from a strategic starting point – a core purpose – it makes all that follows ‘make sense’.
From the amazing team that we’ve built up over the past 33 years to all the incredible work that we deliver. Creating meaningful connections is at the core of everything.
It is easy to see why the lines between public relations, marketing and advertising are often blurred. All three are concerned, in one way or another, with how the world sees and interacts with a brand. But the differences between them are not just academic.
They shape how organisations communicate, build trust and, ultimately, succeed.
Public relations is managing reputation. It is the long game: building trust, credibility and mutual understanding between an organisation and its audiences. It relies on third-party endorsements, earned media and relationships with journalists, stakeholders and the public.
The aim is to create a positive image that endures with the right audiences, increasing positive brand associations, trust, and helping purchases of services and products.
This aspect is about identifying and satisfying customer needs, profitably. Marketing brings together product strategy, pricing, promotion and distribution.
It is very obvious to audiences that they are being driven to purchase and trust a brand through strategic activities that are recognisable: online ads, emails, influencer campaigns, events, affiliate marketing, direct mail, product launches and much more. The goal is to drive sales, acquire new customers, and retain them while building relationships.
Marketing messages are crafted to stimulate demand and encourage action, but the focus is always on the customer and their needs.
But the distinctions and differentiations start at the briefing phase.
Strategist, Trainer and YouTube Content Creator, Julian Cole, sums up this challenge particularly well in this video, on the differences between marketing and creative briefs. Marketing briefs serve the purpose of the organisation, whereas a creative brief must then translate the marketing brief into the customer’s point of view.
Billboards, TV spots, video ads, radio readouts, product placement, giveaways, vehicle wraps; they’re all designed to grab attention and take action.
Where PR is subtle and marketing is direct, but ROI driven, advertising strategies are often centred around statements of pure intent. It often grabs attention, without a clear call to action.
Which means that, while advertising can be a quick shot in the arm, its impact can be fleeting. Unless supported by broader marketing and PR efforts
| Aspect | Public Relations | Marketing | Advertising |
|---|---|---|---|
| Main Goal | Build positive reputation, trust | Drive demand, increase sales | Immediate awareness |
| Approach | Mixed tactics. Often earned media and owned content | Research, strategy, promotion | Paid media, direct messaging |
| Control | Low/high, depending on tactics | Generally high | High |
| Credibility | High (third-party endorsement) | Varies (depends on channel) | Lower (brand-driven) |
| Timeframe | Long-term | Short- and long-term | Varies per campaign |
| Cost | Varies but compounds over time | Varies | Varies |
| Measurement | Reputation, sentiment, reach, share of voice | Impressions, clicks, conversions | Varies, depending on tactics |
When PR, marketing, and advertising work together, they create a unified brand message that is consistent across all channels. PR shapes the narrative and builds trust, marketing amplifies the message and drives demand, and advertising ensures the message reaches the right audience at the right time.
This synergy reinforces brand identity and values, making the brand more recognisable and trustworthy
PR can generate media coverage and thought leadership that supports marketing campaigns, while marketing provides the promotional content and resources PR needs to craft compelling stories. Advertising, meanwhile, can boost the visibility of both PR and marketing efforts, ensuring key messages reach a wider audience quickly.
For example, a successful PR campaign can be supported by targeted ads, while marketing analytics can inform PR about which messages resonate most with customers.
PR’s earned media coverage lends credibility to marketing and advertising messages, making them more persuasive. At the same time, marketing and advertising can drive immediate results such as sales or sign-ups that PR alone may not achieve.
By integrating these disciplines into a successful marketing strategy, organisations can build long-term trust while also achieving short-term business goals.
An integrated approach allows for more efficient use of resources, avoiding duplicated efforts and ensuring all teams are aligned with the organisation’s objectives. In times of crisis, a unified PR and marketing team can respond quickly and effectively, minimising reputational damage and maintaining customer trust.
PR and marketing collaboration can also improve digital visibility. PR-driven content, such as thought leadership articles and press releases, can boost digital marketing efforts and be optimised for search engines, driving organic traffic and enhancing online authority.
Advertising can further amplify this content, ensuring it reaches the intended audience and supports broader marketing objectives.
While PR, marketing, and advertising each have distinct roles, their true power lies in their ability to work together.
By understanding their differences and leveraging their complementary strengths, organisations can build stronger brands, foster deeper trust, and achieve both immediate and long-term success.
Top tips for influencer marketing in hospitality, from an agency that’s been doing it for 11 years…
I want to begin this blog post by saying I don’t consider myself a philosopher, to any standard. The other day I came across a TikTok video where a woman referred to a Diet Coke as a ‘refrigerated cigarette’ – that’s philosophy.
I do, however, consider myself to be a ponderer, and today I’m pondering a topic so complex I feel I’m going to need a refrigerated cigarette to get through it; if a customer has a great experience at your venue, but no content is created, did it even happen?
For the modern restaurant, bar, and cafe owner or manager, the answer is a resounding (and perhaps unsettling), ‘no’. An experience that is not documented, shared, and amplified online holds just a fraction of its potential value. This is the reality of the creator landscape, a picturesque and somewhat confusing labyrinth where social influence has superseded traditional advertising – and where your next customer’s decision on where to eat or drink is being shaped. Not by a magazine review alone, but by a 15-second video they saw from a digital creator they trust.
Influencer marketing has come a long way on its journey, from a tiny, weird-looking caterpillar being rejected by corporate marketing departments and traditional press into a, well, still weird-looking yet more accepted butterfly that should be a central pillar of any serious marketing strategy. As the field has emerged from its cocoon, its complexities have deepened. Navigating it successfully requires more than a complimentary meal; it demands strategy, respect, and a nuanced understanding of a new set of rules. Here are some do’s and don’ts for hospitality influencer marketing in 2025.
Do: Prioritise long-term partnerships over one-off posts. The most impactful collaborations are born from genuine advocacy. A single, transactional post may generate a temporary spike in visibility, perhaps some new followers, but it does little to build enduring brand trust. In 2025, your focus must be on identifying creators who genuinely align with your brand’s ethos and cultivating relationships with them with the view of positioning them as long-term ambassadors. An ongoing partnership allows for a deeper, more authentic narrative to unfold, transforming a creator from a hired megaphone into a trusted voice for your brand.
Do: Champion creative freedom. You are not commissioning a food photographer, you are collaborating with a storyteller. The primary value of an influencer lies in the unique perspective and authentic connection they have with their audience. Handing over a rigid, overly prescriptive brief is the fastest way to strip the content of the authenticity that all invested parties want. Instead, provide a clear outline of the focal point, perhaps a new menu item or a weekend event, and arm them with all the knowledge they may need but trust the creator to translate them into their native language.
Do: Look beyond the follower count. Follower counts may just be the fool’s gold of influencer marketing. A seven-figure follower count means little if the audience is unengaged or entirely misaligned with your target demographic. Instead, look at the metrics that matter. Focus your magnifying glass on engagement rates, audience demographics and the quality of the conversation happening in the comments. A local micro-influencer with 5,000 highly-engaged foodies in Bristol is infinitely more valuable than a macro-influencer with a few hundred-thousand passive observers globally.
The Don’ts: Avoiding common pitfalls…
Don’t: Mistake a creator for a production house. While many creators are multi-talented, their core skill is building and engaging a unique community, not necessarily producing campaign-level creative assets. If your goal is to acquire high-resolution images of your dishes for your own menu or website, I would suggest looking into food photographers.
Don’t: Offer ‘exposure’ as sole compensation. Would you allow a customer to pay for a meal with the promise of telling everyone in the office how good it was? No? So you agree exposure isn’t a viable form of payment. Content creation is a skilled labour that involves significant time, effort and investment in equipment and software. While a complimentary experience is a valuable part of the package, professional creators rightly expect to be compensated for their work. Offering fair payment shows respect for their craft and positions your brand as a serious, professional partner.
Don’t: Let the performance data disappear. A campaign does not end when the content goes live. To understand the true return on investment, you must track performance with rigour. Go beyond likes and comments. Use unique promotional codes for a discount, trackable links to your reservations platform and ask customers how they heard about you. Analyse the long-tail impact on brand awareness and footfall over the following weeks and months.
In 2025, influencer marketing is no longer a simple transaction; it is a collaboration between two storytellers. Success requires a strategic shift away from venues having complete creative control and towards partnership, transparency and mutual respect. Because in the end, content is not just the proof that an experience happened, it is an integral part of the experience itself, the digital memory that sparks desire and inspires the next customer to walk through your door.
saintnicks has been shortlisted for four awards at the UK Social Media Awards 2025, recognising the agency’s standout work in user-generated content, integrated campaigns, long-term strategy and team excellence.
Best Use of UGC – POSCA
Best Integrated Social Campaign – Ascot Racecourse
Best Long-Term Strategic Use of Social Media – Ascot Racecourse
Best In-Agency Team – saintnicks
The UK Social Media Awards celebrate the very best in creativity, innovation and impact across social platforms. From the vibrant, creator-fuelled world of POSCA to diversification of Royal Ascot’s audience and fan engagement, saintnicks’ work continues to blend bold thinking with measurable success.
Callum Joynes, Head of Content at saintnicks, said:
“Social media is one of the most powerful ways to build meaningful brand experiences, and these nominations are a fantastic recognition of the agency’s creativity, commitment, and real-world strategic capability. We’re incredibly proud to be shortlisted across such a broad mix of categories.”
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saintnicks is a leading independent brand agency. We partner with ambitious brands to drive commercial growth, through standout strategy, campaigns, digital experiences, and social media. An agile, highly experienced team of specialists, combining top-tier strategic and creative talent from global agencies and client-side brands. We take brands further.
Creating an effective public relations (PR) budget is crucial for scaling businesses aiming to enhance their brand presence and credibility.
Thorough market research serves as a foundational element in developing effective PR campaigns and long-term success. But knowing where to start can be a challenge.
This guide outlines key considerations and strategies to help you allocate your comms resources effectively.
Allocating a specific percentage of your gross revenue to marketing and PR is a common approach.
The Chartered Institute of Marketing (CIM) recommends that companies spend between 5% to 10% of their gross revenue on marketing. But this is a ballpark figure.
The actual percentage you spend can and will vary on a lot of different factors. Are you B2B or B2C, what’s your sector? What’s the size of your business, and what are your business goals?
All of these things, and more, can have an impact on your marketing budgets. So it isn’t as simple a task as looking at the averages or the recommendations. It’s a decision that needs to be personalised to your wants, needs and goals.
To tailor your PR budget effectively, consider the following questions:
Target revenue for the next year: having a clear understanding of your financial goals helps set a proportional marketing budget.
Existing marketing budget: review current spending to identify areas for reallocation or enhancement.
ROI review: in line with reviewing existing or previous budgets, look at what’s working in your current plans, what isn’t and why.
Focus areas for the coming year: what do you want to achieve in the year to come? A strategic picture of these goals will help you implement tactics to achieve these goals.
Benchmarking against competitors: research industry standards to ensure your budget aligns with or surpasses your competition.
With clear objectives, targets and a strong understanding of what success looks like for you, it’s far easier to set a PR budget. Then you need to make a call on whether you can achieve this internally or if you need to bring in a third party.
Deciding between in-house and external PR resources depends on your company’s capabilities and objectives.
External PR agencies can offer specialised expertise and established media relationships, which can be priceless. The cost of bringing in an external agency can vary. Smaller UK agencies may charge between £1,500 – £5,000 per month, while larger firms’ retainers start from £5,000 per month.
Opting for an in-house solution may result in you maintaining more direct control. With an in-house PR, there is a complete, dedicated focus. But this comes with the challenges of hiring, retention, training, development and investment in standard tools, like media monitoring and journalist databases. These are tools which we, as an agency, invest in so you don’t have to.
Beyond in-house vs external, there are other industry-specific considerations that you need to factor in when allocating your budgets.
Marketing budget allocations can differ across industries. For example, consumer packaged goods companies in the UK allocate more than 20% of their budgets to marketing expenses, whereas the average budget in real estate is less than 10%
Understanding your industry’s standards can guide appropriate budget setting. Hubspot provides a helpful breakdown of sector budgets. But as an agency, as part of pre-briefing or the briefing process proper, we can give you our expertise and insights and help you put your spend in the most effective and appropriate places.
Then, you need to consider your relative size and scale.
It’s often said that scaling businesses need to dedicate more of their budgets to marketing than more established businesses. But this rationale does have its flaws.
Firstly, budgets are often referred to as a percentage of net revenue rather than a cash value. So, it can be easy to fall into the trap of thinking that a lower percentage means less investment. But that’s not the case; 20% of revenue for a start-up could be similar to 5% of an established business; it’s all relative.
Speaking of relativity.
There’s also the notion that just because you’ve reached a point of relative success, why would you slow down then? This is where having an agency partner can be very useful. Because we’ll have a certain degree of separation from your day-to-day, which often allows us to join dots and make connections which can be hard to see when you’re caught up in operations.
The reality of the situation is that if and when you reach a certain size or stature, there are going to be start-ups that are hungry and eager. They’re coming for your spot on the ladder.
Look at it this way: Microsoft still puts 10% of its $240 billion revenue into marketing.
How you divest and spread out your spending is, ultimately, down to your targets and goals.
But spending for spending’s sake should be discouraged.
Whether it’s paid campaigns through social media channels, content creation, SEO performance or media office fuelled by press releases. Whatever and wherever you’re spending, it needs to be driving value.
It’s important to recognise that value doesn’t always mean converted business leads. In the context of broader PR strategies, value has many meanings, from the quality of media coverage earned to engagement on your social media posts.
This is where it’s important to develop PR strategies with both breadth and depth. The array of expertise and specialisms within the AMBITIOUS team means we are especially well-placed to deliver this kind of approach.
Depending on your sector and relative size, as well as your goals, you’ll be implementing different tactics. So it’s difficult to say, in the space of a paragraph, how and where you should be spending without this wider context.
But broadly speaking, the following strategies can bolster your PR outreach.
Investing in PR is vital for building trust with your audience.
For this reason, setting a PR budget isn’t just about throwing money at different activities. It’s about making sound strategic investments in your brand’s future.
Your PR budget is more than just numbers on a spreadsheet, and spending for spending’s sake needs to be discouraged. Regardless of whether you’re a hungry start-up or an established business, your comms strategy needs to be as dynamic and purposeful as your business goals.
You can invest in all kinds of strategies and tactics. So much so that it can be dizzying. This is why having an expert in your corner helps, as they can help steer the overall direction of your PR outreach.
But whether you decide to build an in-house team or partner with an external agency, you need to achieve the same thing: create a communications approach that doesn’t just speak to your audience but genuinely connects with them.
Remember, investing in PR isn’t an expense; it’s your pathway to establishing credibility, supporting growth and securing long-term success and trust.
And trust is your most vital commodity.
BRISTOL — Torchbox Public, the public sector division of digital agency Torchbox, has been awarded a contract to develop and implement a new intranet for Guy’s and St Thomas’ NHS Foundation Trust, one of the UK’s largest and busiest NHS trusts.
The project will transform internal communications across the Trust by providing one easy-to-use, fully accessible digital space for staff to connect and find essential information across all hospital locations and on any device. The new platform will serve over 23,600 staff across multiple sites, including five hospitals and 23 local community health centres.
Guy’s and St Thomas’ currently has two different intranet sites and wants to support all staff by creating one consistent experience. The new intranet will make it quicker to access the information they need, and reinforce that, despite the Trust’s size, staff are part of one organisation with shared values and a reputation for clinical excellence, high-quality teaching, and research.
“We’re a diverse and welcoming organisation, which is incredibly proud of our staff and the dedication they show to our patients and each other. We’re creating this new intranet to make it easier for everyone to connect and access the information they need to deliver the high-quality and compassionate care we are known for” said Lindsay Gormley, Head of digital and content at Guy’s and St Thomas’.
The new intranet will be built on Wagtail NHS Intranet, an open-source platform developed by Torchbox specifically for NHS organisations. This innovative solution was made possible through the initial support of Cambridge University Hospitals NHS Foundation Trust and continues to evolve through collaborations with other trusts, including Gloucestershire NHS.
The solution builds on successful implementations for multiple healthcare providers, where the intranet has improved staff communication, information access, and operational efficiency while eliminating ongoing license fees.
Key features of the new intranet will include:
“We’re honoured to partner with Guy’s and St Thomas’ on this transformative project,” said Ben Heasman, Client Partner, Torchbox. “Our experience creating digital platforms for NHS organisations has shown us how a well-designed intranet can break down barriers, improve efficiency, and ultimately contribute to better patient care. We look forward to delivering a solution that will serve the Trust’s diverse workforce and support its vital work.”
The project will take a phased approach, with initial discovery and design work already underway.
Guy’s and St Thomas’ provides 2.8 million patient contacts in acute and specialist hospital services and community services every year. The Trust includes Guy’s Hospital, St Thomas’ Hospital, Evelina London Children’s Hospital, Royal Brompton Hospital, Harefield Hospital, and adult and children’s community services in Lambeth and Southwark
As one of the biggest NHS trusts in the UK, with an annual turnover of £2.9 billion, Guy’s and St Thomas’ employ around 23,600 staff. www.guysandstthomas.nhs.uk
Guy’s and St Thomas’ is part of King’s Health Partners Academic Health Sciences Centre (AHSC), a collaboration between King’s College London, and Guy’s and St Thomas’, King’s College Hospital and South London and Maudsley NHS Foundation Trusts. www.kingshealthpartners.org
Torchbox Public is a specialised division of Torchbox that partners with public sector organisations to tackle complex challenges through progressive, collaborative approaches.
As a certified B Corporation and 100% employee-owned business, Torchbox brings together a diverse team of over 120 digital specialists committed to creating inclusive, accessible, and sustainable digital solutions. The company has delivered transformative digital projects for leading organisations across healthcare, charity, and cultural sectors, including Cambridge University Hospitals NHS Foundation Trust, Samaritans, Mind, Children’s Health Ireland, the Royal National Institute of Blind People (RNIB), and London Museum. Torchbox is a leader in open-source technology and distinguishes itself through its evidence-based approach, collaborative partnerships, and commitment to social and environmental responsibility.
ENDS
For more information, please contact:
Lisa Ballam
lisa.ballam@torchbox.com
torchbox.com
Walking through the halls of SXSW London this year, I couldn’t help but reflect on how dramatically the conversation has shifted since my last visit to the festival’s original Austin home in 2019. Back then, I was there with Funnel Music, the company I co-founded, and the industry was consumed with one word: copyright. Panel after panel dissected rights management, streaming royalties, and the complex web of music ownership in the digital age.
But here’s what struck me most about 2019 – while the conference rooms buzzed with legal debates, the real magic was happening in the venues. Acts like Fontaines D.C., Black Midi, and Squid were tearing up stages, creating sounds that felt genuinely revolutionary. These artists weren’t just following algorithms or trends; they were forging entirely new paths through raw creativity and human intuition.
Fast forward to SXSW London 2024, and the pendulum has swung dramatically. The dominant theme wasn’t copyright – it was AI. Every other session seemed to explore how artificial intelligence would reshape content creation, marketing strategies, and audience engagement. The enthusiasm was palpable, and admittedly, some of the possibilities are genuinely exciting.
Yet something felt missing. Where 2019 had those breakthrough musical moments that made you stop in your tracks, this year’s festival felt notably light on those serendipitous discoveries. Perhaps it’s coincidence, or perhaps there’s something deeper at play about how we’re approaching creativity in the age of AI.
The Homogenisation Risk
This shift from copyright concerns to AI fascination has me thinking deeply about our industry. As Director of Growth at Mostly Media – a top 50 independent media planning and buying company – I spend my days hearing our team’s strategies that cut through the noise to reach the right audiences with the right message at the right moment.
The promise of AI in media planning is undeniable. It can process vast datasets, identify patterns human analysts might miss, and optimise campaigns with impressive precision. But here’s the critical question we need to ask: if everyone has access to the same AI tools, analysing the same data pools, and following the same algorithmic recommendations, where does differentiation come from?
We’re at risk of creating an echo chamber of strategy. When every media planner is using similar AI models trained on similar datasets, we inevitably converge toward similar solutions. The nuanced understanding of brand voice, the intuitive grasp of cultural moments, the ability to spot emerging trends before they’re reflected in the data – these uniquely human capabilities become our competitive advantage.
The Human Edge in Media Planning
The best media planning has always been part science, part art. Yes, we need the data, the analytics, the performance metrics. But we also need the human insight that recognises when a TikTok trend is about to break mainstream or understands that a particular audience segment responds to authenticity over polish – or spots the cultural moment that makes a brand message resonate.
At Mostly Media, we’re embracing AI as a powerful tool, not a replacement for strategic thinking. We use it to surface insights, automate routine tasks, and optimise performance. But our value lies in the interpretation, the creative application, and the strategic direction that only comes from human experience and intuition.
Learning from the Music Industry
The contrast between those 2019 SXSW breakthrough acts and this year’s more muted musical landscape offers a valuable lesson. Fontaines D.C., Black Midi, and Squid didn’t emerge from algorithmic recommendations – they came from scenes, from human connections, from the kind of organic cultural movements that happen when creative people push boundaries without knowing exactly where they’re going.
Similarly, the most effective media strategies often come from understanding the human stories behind the data. It’s about recognising that behind every click, view, and engagement is a person with complex motivations, cultural context, and emotional needs that can’t be fully captured in a dataset.
Moving Forward
As we navigate this AI-powered future, the key is balance. We should absolutely leverage these powerful tools to enhance our capabilities and deliver better results for our clients – and in truth, we’re on an AI train which is not for turning. But we must resist the temptation to let AI think for us entirely.
The future belongs to those who can combine AI’s analytical power with human creativity, cultural insight, and strategic intuition. Those who can use technology to amplify their uniquely human abilities rather than replace them.
Just as those breakthrough artists at SXSW 2019 didn’t follow formulas but created something genuinely new, the most successful media strategies will come from planners who use AI as a springboard for innovation, not a crutch for conformity.
The question isn’t whether AI will transform our industry – it already is. The question is whether we’ll use it to become more human in our approach, or less.
McCann’s latest campaign for Brittany Ferries is making waves targeting “modern explorers” seeking fresh and interesting travel. The latest ‘Wake’ campaign, developed by McCann Bristol, creates ripples with words to differentiate the brand through its unique approach to print advertising.
Building on the brand’s ‘Uncommon Holidays’ creative platform launched earlier this year, ‘Wake’ positions Brittany Ferries as more than just a mode of transport – establishing it as a distinctive holiday provider in its own right. The campaign’s unique typography transforms written lines into a rippling ‘sea’, creating a wake behind a ferry and hinting at the diverse experiences available on a Brittany Ferries Holiday to France and Spain.
In this elegant print campaign, McCann’s deliberate use of longer copy invites readers to uncover hidden gems within the advert, mirroring the discoveries awaiting explores on a Brittany Ferries Holiday.
Zane Radcliffe, ECD at McCann Bristol, explains: “In a creative industry often focused on AI, the ‘Wake’ campaign is a refreshing reminder of the power of human creativity to deeply resonate with audiences. Copywriting, art direction and typography combine perfectly, inviting readers to bob along on a sea of quirky holiday insights.”
Launching in The Guardian and The Observer, the campaign features multiple destinations and will run throughout the summer.
“The ’Wake’ campaign perfectly captures the spirit of Brittany Ferries,” says Andrea Smith, Head of Acquisition Marketing at Brittany Ferries. “It reinforces our commitment to providing travellers with uncommon holiday experiences that stand apart from standard air travel options. We offer the freedom to explore at your own pace, with your own vehicle, creating memories that last a lifetime.”
CREDITS:
Creative and Media Agency: McCann Bristol
Executive Creative Director: Zane Radcliffe
Writers: Emily Kerr & Heidi Dixon
Art Direction: Jake Pole, Amy-Rose Lynch
Designers: Ruth Suddes & Grace Kilpin
Artwork: Mark Leverton
Managing Partner: Jon Dunbar
Account Director: Sarah Warnes
Account Manager: Aisling O’Sullivan- Walsh
Media Managing Partner: Richard Maisey
Media Business Director: Aled Schell
Strategic communications agency AMBITIOUS reports £2.1m turnover & the fourth year of 30+ % year on year growth
AMBITIOUS, the strategic communications specialist based in Bristol is reporting a £2.1 million turnover in 2025, marking the fourth year of 30% year-on-year growth. The milestone represents a significant chapter in the agency’s evolution as it continues to scale its impact across the UK and internationally.
The latest industry rankings show that agencies outside of London are thriving. AMBITIOUS is an example of an agency that continues to outperform industry averages with its people-first approach, attracting high-growth clients across sectors.
28 new clients have joined AMBITIOUS in the last year, with brands such as Yell, Accurise, Granicus, Kohler Mira, Tympa, Exacta Technologies, Future Leap and Warp Technologies added to its client portfolio. 50% of AMBITIOUS’ work is with companies in Bristol with a remit to support them nationally, internationally, and within key sectors.
To support its continued momentum, AMBITIOUS has also announced a number of key internal promotions. Laura Lear has been promoted to Managing Director, Joe Wright has been promoted to Strategy and Insights Director, Elli Robinson has stepped into the role of PR Consultant, and May Mower has been promoted to Marketing Manager. These appointments reflect the agency’s commitment to nurturing talent from within, recognising the contribution of team members to its sustained success.
A pivotal part of AMBITIOUS’ growth is the launch of its standalone content services division at the start of 2024, which now represents 25% of its total revenue. This expansion required strategic investment, including new hires, new supplier partnerships, and upskilling the team. By the end of 2024, AMBITIOUS had secured briefs from the National Police Chiefs Council and Greece’s first unicorn tech business, PeopleCert. The strategic move has positioned the company for even greater growth in 2025.
Laura Lear, Managing Director at AMBITIOUS explains, “We have always created content – videos, social assets, reports, and graphics – as part of our broader campaigns. Despite never marketing this as a standalone service, we have seen an increasing client demand for these services.
“In the past year, we’ve competed successfully against network agencies for briefs and won, leading to hiring a production manager and videographer, securing supplier agreements, and investing in team training. The demand for content services has quickly grown since, validating our decision and demonstrating the huge opportunity for us.”
Originally founded in 2012 as a PR and communications agency, this continues to be a core strength for the agency. AMBITIOUS is driving excellence and retaining its trajectory in key rankings including placing in a number of categories for the PRWeek Top 150 2024, including number 27 in the corporate and financial table, 30 in agencies outside of London, and 35 in B2B. B2B marketing also named AMBITIOUS 7th in the Top 10 Rising Stars in the UK.
Growth hasn’t come at the expense of culture. AMBITIOUS was Highly Commended by PR Week in their Best Places to Work awards and included in The Sunday Times 500 Best Places to Work in the UK in 2024.
At a time when agencies are reporting skills shortages within their teams, the 25-strong team has proudly maintained 0% attrition in its client service team since 2020.
Employee wellbeing and empowerment are built into its model, with quarterly team forums, regular feedback sessions, and one of the highest engagement scores among independent agencies in the UK, as ranked by industry body, the Alliance of Independent Agencies.
AMBITIOUS is co-owned by Sarah Woodhouse and Lis Anderson. On the agency’s success, Sarah Woodhouse comments, “In a fast-changing industry, we’re extremely proud of the work that we do. Our growth has been deliberate and sustainable.”
AMBITIOUS founder, Lis Anderson adds: “Our story is proof that regional agencies can lead nationally and compete globally. By investing in our people, backing bold ideas, and building long-term partnerships, we’re able to create real impact for both our clients and team whilst staying true to our original values. As we look ahead, we’re focused on scaling with purpose by growing our capabilities and our people, building influence and continuing to deliver meaningful, measurable results.”
About AMBITIOUS
AMBITIOUS is an independent strategic communications agency. Based in Bristol, but with a national and international reach, AMBITIOUS helps clients find, engage and grow audiences.
In an ever-changing world, AMBITIOUS unlocks insights for organisations that shape ideas to build and amplify brand awareness and protect business reputations.
Its dynamic, strategic and trusted team of communication and creative experts span property, construction & built environment, tech, financial & professional services, pharma & healthcare, education, public sector, ESG and sustainability.
From print and digital PR to communications strategy, social media and content services – it connects clients to the conversations that matter.
Female-founded, owned, and run, AMBITIOUS celebrated its first decade in business in 2022.
As a business owner, how much value do you place on your brand reputation? How much value do you place in holding the trust of your audience?
It doesn’t matter what you’re selling, or if you’re a small business or a huge company, you’re trading on that trust. Marketing can help you build a presence and profile, but marketing alone cannot build this trust.
For that you need Public Relations, and this is seven ways PR can elevate your brand and bring business success.
Public relations is all about credibility.
Business X approaches PR agency Y; they want to be seen as legitimate, trustworthy, and professional. Agency Y rolls up their sleeves, crafting a narrative that does exactly that.
Now, it would be easy to think PR is just about getting your name in the papers. But this is a rather outmoded view of what public relations delivers. But it’s still a commonly held viewpoint that PR is just about media coverage.
Media relations is still a big part of what we do, because if you’re building credibility and trust, third-party trust signals are everything. When respected industry publications highlight your achievements or innovations, it creates a kind of credibility that no amount of paid advertising can buy.
That third-party endorsement, whether through media placements, speaking at events or tactically placed thought leadership content, is like gold dust for your business profile.
But third-party endorsement is no longer the sole remit of ‘ traditional media’ it can come in the form of influencers, industry analysts, ambassadors and so much more… and it works in multiple directions too. Let’s take podcasts as an example. You can launch a podcast and the guests you bring into your podcast can act as third-party endorsement, that you have effectively created yourself.
Third-party endorsement has the potential of adding value to your business, in a way you cannot achieve on your own.
When we talk about “brand reputation,” what are we really talking about? It’s quite a loaded term.
It brings up notions of public perception and business standing, but it’s almost intangible. Understanding reputation within a business context is evolving, and it’s evolving for the better.
Your brand’s reputation isn’t just some fuzzy concept; it’s an incredibly valuable asset, and it’s fuelled by everything you say and do.
PR professionals are like strategic guardians who proactively manage your public image. They help you control the narrative before little issues snowball into big ones. But great agencies aren’t spin doctors.
Great agencies are the ones who recognise issues and crises from a distance, then help keep you true to your values and ethos by avoiding the root cause entirely.
In today’s hyper-connected world, a well-managed reputation can be the difference between thriving and merely keeping your head above water.
Effective PR isn’t just about getting your name out there; it’s about strategically positioning your business for growth.
To this extent, PR isn’t a vanity project and strategic media coverage can do a whole lot more than make you feel good about seeing your name in print. It can:
PR folks aren’t just media hounds. They’re master communicators who understand how to craft messages that hit home across multiple platforms.
Marketing and PR are not about overloading a funnel with as much content and messaging as possible and hoping for the best.
Great PR and marketing is about honing in on what’s special and unique about your business and making that the central narrative. It is about telling great stories with this at its heart. PR can help you:
This approach, which blends creativity and strategy, ensures that when you speak, people don’t only listen but remember.
There’s no escaping the fact that budgets have a major effect on marketing decisions. We see this in the growing importance of PR as a cost-effective alternative to traditional advertising.
Compared to splashy ad campaigns, PR can offer a significantly higher return on investment. Because when done right, it can compound over time.
That’s where the real bang for your buck comes in.
PR generates predominantly organic results, which audiences find more trustworthy and engaging.
Starting from a position of earned media rather than paid placements can help you win and build audience trust. Then, over time, you introduce more paid elements across your full PR and marketing mix.
The amplification across paid and earned, shared and owned can spread your message exponentially and incrementally.
Now, this is quite a high-stakes area of PR and one where no business is immune.
At face value, it’s easy to see crisis management solely as a reactionary tactic. But it shouldn’t be.
You need to recognise the impact proactive planning can have on a smaller, more manageable level. We call this issues management, and its something that only comes with a wealth of crisis communications.
When you have an expert who’s been through crisis after crisis, they know the patterns and the triggers. They can see what others cannot: the root cause of a crisis and how to avoid it.
In practice, this could be anything from managing negative reviews, addressing product recalls, or navigating leadership changes. These are just a few examples of crisis management, which businesses can leverage for protection and recovery.
Avoiding a crisis entirely is always the preferred option. But sometimes, there are those unforeseen and unavoidable moments. Things that could never have been predicted. Whether it is in issues preparedness or full-blown crisis management, a PR expert can help you:
The best way to think about crisis preparedness is that you’d rather have it and not need it than need it and not have it.
Rome wasn’t built in a day. Neither is your brand.
Every business needs to play the long game when it comes to positioning, and public relations is a marathon, not a sprint.
It gradually builds your brand’s equity and positioning through consistent communication of your values, achievements, and unique perspective. This binding together of narratives doesn’t happen overnight. This is a cumulative effect.
It’s not about quick wins or overnight success stories but rather creating a sustained narrative that positions you as an innovative, reliable, and forward-thinking organisation.
Public relations isn’t just another item on your marketing checklist; it’s an investment in your business’s most critical asset: reputation.
It’s a strategic communication discipline that goes far beyond simple publicity.
Remember that PR is a broad church.
It’s no longer just about media relations, though that’s still part of what we do. Contemporary PR is now entwined with specialisms like content creation and production, SEO and the nascent GEO (now being called LLM SEO).
In short, the line between public relations and marketing continues to blur.
But while PR and marketing are often bucketed together, it’s important to recognise that while they can indeed be complementary, they are two very different disciplines.
PR is about building meaningful connections, telling compelling stories and creating lasting value that resonates with audiences long after they’ve forgotten your latest marketing campaign.
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