From a structural perspective, success might look like this: smooth client onboarding, a fully scoped project, clear timelines, and budgets securely locked in.
Sounds like a recipe for success? But, here’s the catch — even with all these components in place, projects can still derail from time to time.
It’s rarely the project process or workflow tools that fail (especially with AI and automation accelerating efficiency). More often than not, it’s the human side, such as communication gaps, mismatched expectations, or even rising frustrations that throw things off track.
That’s why emotional intelligence and soft skills are essential to project management alongside your planning, processes and workflows. Examples such as communication, empathy, adaptability and self-awareness provide the glue that holds projects together, especially when deadlines loom and pressure rises.
In our experience, projects succeed because of the tools we use, and even more so because of how well we connect with clients, stakeholders, and teams, while staying aligned on the outcomes that matter.
Emotional intelligence isn’t just a buzzword, it’s a practical skill set that helps project managers deliver stronger outcomes for both teams and clients.
Here are a few ways emotional intelligence shows up in day-to-day project management:
For small businesses and creative agencies, where teams often juggle multiple priorities, these skills make all the difference. Strong emotional intelligence leads to stronger collaboration, clearer communication, and ultimately, better project outcomes.
Now that you’re aware of emotional intelligence, here are a few soft skills that complement it, providing further clarity and structure across the project cycle:
Soft skills like these may seem small, but in practice, they can determine how projects feel, and how successful they become.
To conclude, projects don’t succeed because of perfectly polished timelines or automated tools. They succeed because of the people involved — from project managers and internal teams to contractors, stakeholders, and clients.
Soft skills and emotional intelligence aren’t just extras; they are the foundation of clear communication, resilient teams, and smoother project delivery.
That’s the core of what we do at Tell ’em Mo: combining both skill sets to deliver people-first project management that creates clarity and structure, so businesses, creatives, and founders can thrive and hit their goals.
Need help with an upcoming project this Autumn/Winter? Let’s have a chat about what you need and how we can support you.
Bristol-based Burleigh Design, founded in 1895, set for a brand new era as directors eye growth following changes at the top of this 130-year-old firm
A new leadership team has taken charge at Bristol’s oldest commercial graphic design agency.
The Bristol-based Burleigh Design agency is set for a new era following co-owner Greg Corrigan’s retirement with Jonathon Galvin-Wright joining forces with co-owner director Fraser Ebbs at the helm.
They have pledged to take the Leigh Court Business Centre-headquartered business forward by building on Burleigh Design’s rich heritage which stretches back to 1895 when it was first established as a family firm of designers and printers based in Park Row.
Corrigan’s move away from the business signals a new beginning for Burleigh Design because he had been a fifth-generation member of the same family to have formed part of the senior team.
That tradition is now set to change as a new management team take the reins with Galvin-Wright coming into the business as a director alongside Ebbs who has led Burleigh Design since 2012 when it merged with his Portishead Press enterprise.
Galvin-Wright said: “I’m proud to have joined Fraser in a leadership role as a director of Burleigh Design which is one of those brilliant, historic businesses which make the Bristol business community so special.
“Burleigh Design’s status as the oldest design agency in town and to have been continuously serving local businesses since 1895, says a lot about the way we like to do business which is based on trust and great relationships.
“Burleigh Design has the richest of histories so there’s a lot to live up to but I’m relishing my new role and really looking forward to working with Fraser to make sure the business keeps going from strength to strength.”
The new management team have promised to stick to the principles that have ensured Burleigh Design has stood test of time.
“In a way we’re going back to the future because we will follow the traditions that have ensured Burleigh Design has thrived over the years.” Ebbs added.
“Everything we do will continue to be based around clients, evolving our own design services around their business needs, and our business-led design philosophy will ensure our design is both commercially fit for purpose and benefits the bottom line.”
The two Burleigh Design Directors have recently conducted a re-brand and are now set to extend the scope of its work.
Galvin-Wright says, “We like to see ourselves as a bunch of ‘business creatives’ and our senior and experienced team will always look at brand and design challenges from a business perspective first and foremost.
“We have earned a stellar reputation for our ability to fulfil hard-working design needs across brand, graphic design, content and marketing activation in industrial, commercial, corporate and manufacturing markets and that won’t change, although we have also always worked within the charity and edication sectors too.”
Bidding farewell to the company, Corrigan said: “Burleigh Design could not be in better hands and both Fraser and Jonnie’s expertise and experience will make sure the business prospers so these are exciting times which will be full of new opportunities.
“Burleigh Design has a proud place in the South West business community which is a real hotbed of entrepreneurial talent and I’m looking forward to watching from afar in retirement as the new era takes shape and Burleigh grows.”
Burleigh Design clients include air conditioning manufacturers Daikin, engineering conglomerate Avon Group, Smith Brothers Stores – the largest air-conditioning merchants in the country – as well as charities and professional services companies including Penny Brohn and Cushman & Wakefield.
For further information visit the Burleigh Design website: https://burleighcreate.co.uk
saintnicks has been nominated for ‘Best Community Development’ at the Digital Impact Awards for their work across social media with POSCA UK.
The Digital Impact Awards set the benchmark in digital stakeholder engagement, celebrating the best digital communications from brands. This nomination recognises the creativity, strategy, and measurable impact of saintnicks’ partnership with the Mitsubishi Pencil UK team.
Inbound activity to POSCA’s social media channels has quadrupled, and the brand’s own response actions have increased more than tenfold. The brand was sent and tagged in over 10,000 pieces of social content in just the first four months of 2025.
Cath Eaton, Social Media Manager at saintnicks, said:
“In just a short time, our partnership with Mitsubishi Pencil has built a vibrant, engaged community on social media, that delivers real results. This nomination for the Digital Impact Awards is a fantastic recognition of the dedication and collaboration behind our work – something the whole team is incredibly proud of.”
If you’re looking for an agency that truly gets social media, content, and community management, explore saintnicks’ brand, campaigns, content and digital expertise here, or reach out to their Client Services Director, Francois d’Espagnac.
Floresco, our brand new paid media agency, has arrived in Bath with a bold, fresh vision, backed with years of experience. The goal? To help businesses flourish.
Floresco’s six co-founders bring vast industry experience. The new Bath-based agency has been founded by Dan Fallon – exited founder of SearchStar, once the region’s most successful agency – alongside two of his senior team Harriet Barter and Sally Hunt, who are Floresco’s Managing Partners. Harriet has spent her time since SearchStar at other local agencies, leading and growing paid media teams. Sally brings a blend of in-house experience from her recent roles at global tech start-ups and scale-ups. They are joined by MediaClash’s founders, Jane and Greg Ingham, plus Managing Director, Steph Dodd – adding further depth to Floresco’s expertise across media.
Floresco offers services across the Paid Media spectrum. From search to social, insights to strategy, we’re passionate about creating strategies that drive lasting, sustainable growth for your business.
Our services include:
Our ambitious approach to paid media is rooted in our wealth of cross-channel and cross-sector experience. What truly sets us apart isn’t our experience, but how we apply it. The Floresco team blend decades of experience with technical skill and fresh perspectives, to create campaigns that drive true business growth. Campaigns that flourish.
The advertising world is shifting quickly, customer needs are evolving and media is forever changing. AI is only accelerating these changes and interrupting more traditional approaches. To stay ahead, brands need fresh, creative thinking and experienced, tech-savvy partners.
While Floresco bring decades of deep media understanding, our size allows us to provide a nimble, ambitious approach ideal for today’s complex growth challenges.
Floresco began with a “How about…?” conversation in late 2024. We launched in spring 2025: a time of bloom and freshness and growth.
saintnicks has been shortlisted for the second year running in two categories at the Sports Business Awards 2025, recognising the agency’s standout work with Ascot Racecourse:
Outstanding Social Media Strategy
Excellence in Content Marketing
The Sports Business Awards celebrate and reward the achievements of the teams working behind the scenes to enable sporting excellence through sports marketing – championing creativity, resilience, adaptability, and resourcefulness.
Callum Joynes, Head of Content at saintnicks, said:
“We’re incredibly proud to be shortlisted at the Sports Business Awards among the best names in the sports industry. These nominations are a recognition of the strategy, creativity, and collaboration behind our work across brand and social media with the team through Royal Ascot and beyond. Proof that incredible results can be achieved when a brand and agency share the same vision.”
Bright, a leading Bristol-based event production and management company, has appointed Sarah Bryers as its new Operations Director; a milestone moment as the company enters its 21st year with fresh ambition and energy.
Sarah joins from integrated creative agency TMW, where she served as Director of Live Experiences and Business Operations. With a track record delivering complex, high-impact events for brands ranging from Toyota and Bentley Motors to The Cabinet Office, she brings a rare blend of operational precision and creative vision.
Her arrival marks the first senior leadership hire since Bright expanded its team by three new roles over the past six months to meet rising client demand. The company also recently achieved B Corp certification, affirming its commitment to purposeful and responsible business practices.
“I’m absolutely thrilled to be joining Bright at such a pivotal moment in its journey,” said Sarah. “Having long admired the team’s creativity and purpose-driven approach, I’m excited to help shape the next chapter of growth. I look forward to bringing my experience to support Bright’s brilliant work and clients.”
Alistair Paul, Director at Bright, commented:
“We’re thrilled to welcome Sarah to Bright. Her leadership experience in both live event production and business operations makes her a perfect fit for where we are, and where we’re going. Sarah will help us level up how we work, which in turn means an even better experience for our clients. It’s a big, exciting step forward.”
Based in Bristol, Bright has long been a proud part of the South West’s creative and business communities. As the company grows, so too does its impact on the local economy by creating skilled jobs and opportunities within the city’s vibrant events and communications sector.
One of the most common mistakes we see in immersive experience design is this: all spectacle, no soul. The lights are dazzling, the environment is beautiful, the tech is impressive. But something’s missing.
That something is story.
At Immersive Ideas, we believe narrative is the beating heart of a powerful experience. Whether it’s a theatrical show, a brand activation, a festival space, or an interactive exhibition, people need to know:
Why am I here? What is this world? What am I supposed to do with it?
Without those answers, even the most stunning environments can fall flat.
In traditional theatre, the story is front and centre. In immersive work, the story often surrounds you instead. But that doesn’t mean it should disappear. In fact, it becomes even more important, because the audience is no longer just watching, they’re in it.
A strong narrative:
Grounds people in the world you’ve created
Helps them understand their role or perspective
Guides behaviour and encourages meaningful interaction
Creates emotional connection and long-term impact
And here’s the key part: even if your audience never fully sees or understands the story, you and your creative team still need to know it inside out.
The internal logic of the world, the backstory, the rules, all of it matters. It acts as an invisible backbone. When everyone designing, performing, or producing knows why things are the way they are, the experience becomes richer, more coherent, more alive.
Audiences might not be able to articulate the story, but they’ll feel it. They’ll sense that this world makes sense. They’ll trust it. They’ll lean in.
In experiential marketing, the term immersive gets used a lot. But too often, what’s actually being built is just a visually impressive space or activation, cool, yes, but sometimes a lil shallow. A brand might commission an activation with high production values and creative flair, super photogenic, but if there’s no narrative underpinning it, audiences walk away remembering the look, not the feeling.
Immersion isn’t just about aesthetics, it’s about emotional logic. If a guest walks into your space and doesn’t understand why they’re there, or what they’re part of, the moment doesn’t land. It becomes a photo op instead of an experience.
Narrative in this context doesn’t mean writing a script. It means understanding the purpose, perspective, and emotional arc of the guest. It means layering in meaning and intention. A well-designed brand experience should tell a story through its structure, its pacing, its language, its atmosphere. It should feel like stepping into a world that has depth, even if that depth is only hinted at.
When narrative is an afterthought, audiences feel unanchored. They start asking questions that pull them out of the moment.
Am I allowed to touch this? Should I be doing something? Is this just for looking? Who am I meant to be?
This creates hesitation, not curiosity. Confusion, not wonder. It turns a space that should feel magical into one that feels awkward or unfinished.
We’ve worked on experiences that were visually stunning but emotionally hollow… until we added just a few layers of story. Suddenly, everything clicked. Audiences relaxed, interacted, cared. Because they understood their purpose in the space.
It’s tempting to lead with the big ideas, the set piece, the wow moment, the cool tech. But those should always serve the story, not the other way round. We always ask our clients the same three questions at the start of a project:
Why are people here?
What world are they in?
What do we want them to feel when they leave?
Those answers shape everything else. From the layout of the space to the way performers interact, from sound design to signage.
Whether you’re producing a theatre piece or a branded experience, story creates meaning and meaning is what makes people remember.
A well-crafted narrative doesn’t just support an immersive experience. It is the experience. It’s the glue that holds it all together. It turns audiences into participants, spaces into worlds, and moments into memories.
If you’re building an experience and want to get the story right from the start, let’s talk. We’ll help you craft a world that feels real, purposeful, and impossible to forget, whether you’re making a new experience, launching a product, or creating a space your audience will genuinely connect with.
Sarah Morris – Immersive Ideas Ltd
Delivering a project on time can be a rewarding experience but often than not, it can be very stressful if deadlines are missed or delays occur. Fortunately, with the right project planning and management tools available, you can get your projects over the line without the late nights and last-minute panics.
Here are five easy ways to help ensure clarity, structure and support to your projects:
Before you start your project, define exactly the ins (and outs) of your project scope, including any deliverables that need to be included and a timeline indicating when each deliverable or phase will be completed. This helps to ensure and avoid any “additional requests” that could eat into your delivery time.
A clear project scope provides clear focus which leads to on-time project completion.
A larger-scoped project lasting 10-12 weeks for example can feel overwhelming if you only see the finish line. Break down your project plan into smaller milestones and deadlines so your team is aware and knows what’s coming next and that progress throughout the project cycle feels tangible.
Whether it’s an in-person catch-up at the start or end of the week, a shared project tracker, or a quick Teams call; consistent updates throughout your project, especially with multiple stakeholders involved will keep everyone aligned and prevent last-minute surprises. No news is not good news in project management!
There are multiple project management tools that are easily accessible at little to no cost. The likes of Trello, Jira, and Notion are great for tracking your progress with very simple features to keep your tasks, files, timelines and feedback all in one place. A clear view of what’s completed, what’s outstanding and identifying blockers means you can act before things slip behind or delay your project’s delivery time.
Things will change during the project cycle, that is inevitable. Whether that’s receiving feedback later than planned, various teams being away on annual leave or sudden shifts in resource planning. That’s why it’s important to plan ahead and factor in extra buffer time during key stages of your project to allow for such circumstances when they occur.
By doing this, even with the hiccups, your project will cross the finish line on-time and within schedule.Delivering a project on time is more than just ticking boxes, it’s about building trust, providing direction and letting your best work shine.
Need help getting your projects over the line? Let’s have a chat and we can talk through what you need and how we can support you.
We also have Tell ‘em Fridays, our free 30-min project check-ins every Friday to help identify any blockers, prioritise next steps or just get a fresh pair of eyes on any projects you may be working on at the moment. Limited to just four slots so secure your spot.
While many agencies have well-established contracts with clients, it’s surprising how often subcontractor arrangements are left vague or informal. In some cases, contractors are expected to provide their own terms, or agencies proceed without clear documentation.
To ensure smoother operations and mitigate risk, it’s advisable to formalise all subcontractor engagements with a clear, written agreement, particularly around insurance requirements. But what type of insurance should contractors hold? How much coverage is appropriate? And does it need to reflect your client contracts?
The type of insurance stated within a terms of engagement varies and is dictated by the activities an agency undertakes. Common policies relate to:
Any contractor offering services for a fee should have Professional Indemnity cover and if they’re delivering a physical product, they’ll need Public Liability too. It’s also wise for them to have this cover if they attend in-person meetings with your agency, in case they accidentally damage something or hurt someone whilst meeting.
As for Cyber & Data liability, it’s increasingly common for this to be at the forefront of contracts. Any freelancer who delivers a product that’s digitally driven, or involves the use of personal data, should have this in place.
Some agency insurance policies require that all subcontractors meet specific insurance thresholds. If this applies to you, those obligations must be mirrored in your subcontractor agreements, usually by stating a minimum indemnity level.
However, such clauses can be difficult to enforce across all third-party partners, especially when terms change. Agencies may want to consider negotiating these requirements with their own insurer, where appropriate.
A client might insist your agency carries a £5 million Professional Indemnity policy, but that doesn’t mean your subcontractors should carry the same. For tasks involving low-value deliverables such as content editing, or design tweaks, requiring such high limits is often disproportionate and may deter contractors due to high premiums.
A more balanced starting point suggestion would be £1 million in cover for lower-risk contributions, with increased requirements only when justified by the scope or nature of the project.
In some cases, client contracts stipulate that subcontractors must match the insurance limits held by the agency. Failing to comply could result in a contractual breach, so it’s vital to review any such requirements during contract negotiations with clients.
Try to consider how these stipulations will impact your ability to work with preferred subcontractors, particularly if they’re independent or freelance professionals.
Contracts often include unique terms, such as requiring a contractor to maintain insurance for several years after the project ends (commonly up to six years). These details should always be flagged to subcontractors to avoid future complications.
When working with subcontractors, the key is to clearly define their role and tailor your terms accordingly. Ensuring your agreements are fair, well-documented and aligned with your own policies and those of your clients can save time, money and legal headaches down the line.
If you want to check you’ve got the right insurance in place for your agency, or you’re looking to take out a new policy, RiskBox can help. Speak to a member of our team today on 0161 533 0411, or fill in our online contact form.
Photo by Amy Hirschi on Unsplash
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.
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