When you think of branding, chances are your mind jumps to the sexy stuff – ads, taglines, packaging, maybe even a catchy jingle. And yes, all of that matters. But the brands that people remember, the ones they talk about, trust, and come back to? Those brands are built on something much more human: connection.
At Epoch, we believe branding is about more than just looking good, it’s about meaning something. And meaning something starts with relationships. Not just between a brand and its audience, but also between us and our clients.
In a lot of agencies, Client Services are seen primarily as project managers. Scheduling meetings, tracking budgets, delivering and re-delivering timelines. And while we do all that and do it well, a great Account Manager is about so much more than just managing meetings and margins. Client Services at its heart is about building bonds. It’s about being a partner who listens, challenges, supports and truly gets it. Someone who cares just as much about the why as they do about the what.
When brands get too caught up in numbers, impressions and deliverables, they can forget that they’re speaking to real humans, with complex feelings, challenges and lives that don’t revolve around a product.
It’s not that deep, I hear you say. And sure, fizzy drinks don’t save lives, but they are a part of people’s lives. Sometimes a key part, proven by my very real Diet Coke addiction. They can represent celebration, nostalgia, identity, joy or just that small shoulder dropping moment of your day. Brands that become a part of people’s lives, earn the right to shape culture. That kind of cultural weight isn’t built by accident, it comes from an intentional effort to understand people deeply, and to not dismiss the importance of their small moments. And we believe that kind of effort starts not with a campaign, but with a conversation.
That’s why our Client Services teams make a point of showing up. Literally. Even though we’re based in a single office in Bristol, we travel the world to spend time with our clients in person. It’s something we get a lot of feedback on, and it means a lot to us. Because while emails and Teams calls are great for keeping the wheels turning, nothing beats the energy of being in the same room. The off-hand remarks that spark an idea. The shared laughter over dinner. The moments that remind us that we’re not just client and agency, we’re people with a shared passion working together to make something great.
And here’s the thing: how we show up for our clients is directly shaped by how we show up for each other. We’re big believers that internal culture drives external impact. When your team is built on trust, respect and openness, it shows. It shows in the friendships it creates, in the way we collaborate, the way we push creative boundaries, and the way we navigate challenges together.
That culture of care makes us better agency partners. We’re not just ticking boxes or hitting deadlines – we’re invested. In the relationship, in the work, in the long-term success of both our clients and our brands. That means sometimes having difficult conversations. It means knowing when to ask more questions, when to push, and when to pause. And it means both celebrating the wins, and addressing the challenges, big and small, because we genuinely care.
So yes, Client Services is about getting things done. But it’s also about how we do it. With empathy. With clarity. With curiosity. It’s a role that sits at the intersection of strategy, creativity and commerciality. Always striving to make the chaotic and complex, clearer and easier to digest. Constantly translating between client and studio, between vision and execution, between the impossible and possible.
When it’s done well, Client Services becomes a quiet superpower, a force that holds everything together and elevates everyone’s work. It’s not about being the loudest in the room, but the one who makes sure everyone in the room is heard.
Because at the end of the day, we’re not just helping our clients build brands. We’re helping them build brands that build bonds. And in a world of easy disposability, those bonds are what truly last.
In advertising, using emotion is entirely logical.
In The Long and The Short of It Les Binet and Peter Field analysed 30 years of IPA effectiveness award submissions and found emotional campaigns outperformed their rational counterparts on every brand and business metric that was measured.
But why? Here’s Robert Heath, in his book Seducing the Subconscious:
“Everyone in the ad industry agrees that emotion is important to advertising. Quite why it is important is the subject of considerable debate.”
This article argues that emotional communications are more effective because they attract more attention, create stronger memories and are more likely to be shared.
Studies have found that attention is directed by emotion.
We evolved in environments where our survival relied upon our ability to distinguish resources from threats. The two, however, are not of equal importance. If we couldn’t find food for another hour, we’d be ok. If we didn’t spot a predator, we wouldn’t have another hour to keep looking.
So we evolved two ‘modes’ of attention. We use slow and deliberate ‘active attention’ to search for resources and fast and automatic ‘passive attention to survey for threats.
To test this, researchers exposed people to two 3×3 grids of images. One grid featured eight non-threatening images (e.g. flowers) and one threatening image (e.g. a snake). In the second grid the proportions reversed.
Participants proved faster in detecting snakes among flowers than flowers among snakes. Their passive attention was at work. The researchers concluded that we are neurologically wired to give attentional priority to emotional.
But does this apply to advertising?
In a study by Professor Karen Nelson-Field PhD and ThinkTV Australia , subjects were exposed to over 18,000 adverts and used a grid of 16 emotions to label their response while eye-tracking measured the attention each ad received. Ads that illicitde a strong emotional response received 16% more attention than those that did not. This effect may not be as large as our ability to spot a snake in the grass, but it is significant nonetheless.
As a child Stanford University neuroscientist David Eagleman climbed onto the roof of a half-finished adobe house. But as he stepped onto the newly laid tar paper, it tears. He reaches forward, the floor floats up, and his body rotates weightlessly. Eagleman remembers a moment of absolute calm and eerie mental acuity. In moments of great danger time seems to slows down and our ability to think speeds up.
Phil Barden, Managing Director of Decode, provides a succinct answerto why this happens:
“If we are in a state of high arousal, our attention span increases and our senses are sharpened to be able to deeply process the object that triggers that arousal.”
When we find ourselves in a dangerous situation (like spotting the snake in the grass) all of our cognitive resources focus on the stimulus to ensure our safety. This ‘deep processing’ of emotional stimulus happens in the amygdala, our brain’s ‘emotion centre’, which is located next to our hippocampus, our ‘memory centre’. The result is that emotionally stimulating experiences forge stronger memories.
Barden explains how this relates to advertising:
“To survive, and to optimise future decisions and actions, it was especially important to store and remember those objects and situations that evoked a strong emotional response. Hence, we are more likely to store episodes (e.g. TVCs) and objects (e.g. brands) if they are delivered with high arousal.”
Emotional advertising embeds our brands in the minds and memories of our audiences. Or, to put it another way, more affective advertising is more effective.
For hundreds of thousands of years stories have been used to share information, as they allow people to remember information more effectively than facts alone.
But not all information is worth sharing.
In the early 20th century, the German psychologist Wilhelm Wundt argued that emotions could be plotted along two axes: valence (positive to negative) and arousal (strong to weak). But which quadrants elicit the most social sharing?
To find out Jonah Berger , Marketing Professor at Wharton, ran a series of studies. In one, Berger split subjects into two groups: a control group who was asked to sit still and another group who was told to jog on the spot (which boosts physiological arousal). Both groups then read a neutral article and could share it with anyone they wanted.
Here’s Berger:
“Compared with sitting still, running in place increased the percentage of people who e-mailed the article from 33% to 75%.”
In another study, Berger coded almost 7,000 articles published in The New York Times based on the emotional grid. Berger then calculated the likelihood that articles triggering each emotion had of appearing in the publication’s “most emailed” list. Again, more emotional articles were more likely to be shared.
The transmission of highly emotive information improved the survival rates of those in our group. And in turn, of ourselves as well.
Emotional advertising is effective because it attracts more attention, creates stronger memories and is more likely to be shared.
In their book Unlocking Profitable Growth, System1 push this to its extreme.
“If you feel more, you buy more.”
But despite the evidence, most advertising doesn’t make the most of emotion.
System 1’s methodology codes emotional responses to TV adverts. In 47% of ads in the USA, and 52% of ads in the UK, System 1found the dominant response was neutrality.
If you’re a strategist, this should make you angry. But if you’re a marketer it should make you happy. Because this represents a significant opportunity for you and your brand. Half of your competitors are not benefitting from the triple win of emotional advertising.
So it’s time to embrace emotion. It’s time to uncover the effectiveness of the affective. It’s time to get attention, get remembered and get shared.
Because if you want your brand to move the needle, you first have to move the people.
In my role and a fellow member of Bristol Creative Industries, I often sit down with founders of small creative agencies. They grow their teams from two people around the kitchen table to a buzzing studio of 40. Business is good, clients are happy — but there is a nagging worry about staff turnover.
“I feel like we’ve got a great culture”, “We pay fairly, we’re flexible about working hours, but people still leave for bigger companies. I can’t compete with their salaries — but maybe I’m missing a trick with benefits?”
That’s where an employee benefits audit comes in.
What exactly is an employee benefits audit?
In simple terms, it’s a review of the perks and support you give your team. It looks at the obvious things — pensions, healthcare, life insurance — but also at the less visible, day-to-day benefits: training budgets, wellbeing support, cycle-to-work schemes, flexible working, and even perks like free coffee or social events.
The goal isn’t to overhaul everything. Instead, it’s to answer three key questions:
Why does it matter?
Last month was a crying example for a BCI Member. When we ran their audit, we found they was paying for a health cash plan that most of her staff didn’t know existed — and those who did weren’t claiming. At the same time, their team wanted something much simpler: access to mental health support and more training opportunities.
By reallocating spend, they ended up with a package that cost her less but delivered more. Staff engagement has improved, and they noticed fewer people scanning job ads for “what else is out there.”
For SME/Mid-sized organisations, the stakes are high. Recruitment is expensive. Losing a key person can disrupt client work. The right benefits package won’t stop every resignation, but it can tip the balance between someone staying or leaving.
Isn’t an audit complicated?
Not at all. It’s not a mountain of paperwork or a six-month consultancy project. For Bristol Creative Industries members, it’s simple and free:
That’s it. No jargon. No disruption to your business.
Why now?
The world of work has shifted. What employees expect from their employer in 2025 isn’t the same as it was even three years ago. Hybrid working, mental health, flexibility, and personal development now matter as much — sometimes more — than traditional “perks.”
An audit helps you see whether your benefits reflect that reality. It’s not about spending more, but about spending smarter.
The takeaway
For the BCI Member I mentioned earlier, the audit was a turning point. They didn’t need a bigger budget — just a clearer view of what worked and what didn’t. The result? A happier team, better retention, and money saved.
Your people are your biggest investment. A benefits audit is a small step that makes sure that investment is paying off — for them, and for you.
👉 BCI members can access a free audit via myself. It takes less time than your morning coffee run, but it could make a real difference to your business.
As a teacher, I had one hell of a timetable to follow. The entire day was mapped out in tidy little 50-minute boxes, and the vast majority of my time was allocated for me. But as a full time writer and when launching two businesses, I had the whole day to play with. Like several people I’ve spoken with in the past week, the downside of such blank-page flexibility is making the most of this time and not falling prey to procrastination.
Through a lot of trial and error (and maybe a dash of procrastination along the way) I found strategies that helped me write and self-publish two novels. I’ll share what worked for me, in case it works for you.
Make a list and put it in order: At the start of the day (for me, it’s while eating breakfast), I make a list of everything I would like to achieve that day. Nothing is too small a task – my list contains ‘Reply to X’s email’, ‘Send photo to Y’ – all the little things take time too, and we don’t want them to fall down the cracks. Next, put the list in order, starting with what ‘must’ be covered today, moving into what ‘should’ be covered, and then end with the ‘coulds’ – you’ll complete these if you have time but it’s not the end of the world if you do them tomorrow. It’s also a good idea to put ‘heavier’ tasks earlier in the day too, like that piece of writing you’ve been putting off because it’ll take some brainpower. Now you’ve got the list, that anxious part of your mind that’s worried you’ll forget something can sigh, take a back seat and let you get on with it.
Commit to a 3-hour block: In Stolen Focus, Johan Hari talks about how three hours of flow in the morning can really set you up for the day. We’ve all had days when we’ve done 3 hours of work in 5 or 6 hours, and we know we’re better than that. So find a three-hour window and stick to it. For me, that window is 8am – 11am each morning. I’ve had my breakfast, I’ve made my list. Phone in the kitchen, laptop open, here we go. Working through your list, you’ll do more in those three hours than you’d otherwise do in a whole day. Work like this, and you’ll do more in a week than most people do in a fortnight.
Find an app that works for you: I’ve heard great things recently about NotePlan, and if you want an app that syncs your calendars and gives you reminders, check it out. For me, it’s Notes and Google Docs all the way – I like something that will sync between my phone and laptop, and I like to create my bullet point lists and tables in my own way, so the blank pages work for me here. Whatever you choose, you want something that you can easily refer to when you’re on the go. When you’re having a chat with someone and they ask you to drop them that link – open the app and make a note. Then when it comes to planning your day, you can refer to the Note and bingo – you’re the person that gets things done.
If you’re managing your own time and would like someone to talk through what works for you and help to hold you accountable, get in touch and book a free clarity call.
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.
You may not have the deep pockets of larger enterprises, but that doesn’t mean you can’t compete for top talent by crafting a powerful Employer Value Proposition (EVP) and building your employer brand. EB Now 24, a recent survey by the talent insights firm Universum, showed that 67% of SME’s surveyed have developed an EVP or employment promise of some kind. This is a far cry from just a few years ago and underscores the importance of a strong employer brand for employers of all sizes in today’s competitive job market.
Boiled down, an EVP is simply the unique set of offerings and experiences that make your company an attractive place to work. Done well, it’s an employer’s opportunity to differentiate themselves and communicate those unique strengths consistently. In a world where candidates have countless options, including an evolving gig economy and lower barriers to entrepreneurialism, a well-defined and effectively communicated EVP can be a game-changer.
How an SME Can Develop a Winning EVP
While every company’s EVP will be unique, Universum’s latest survey reveals some common themes that often resonate universally with today’s workforce and could be a good place to start for an SME developing an EVP without access to data that can often be expensive and time-consuming to collect.
Purpose: Top talent is increasingly drawn to organisations that have a clear and inspiring purpose beyond just making a profit and keeping shareholders happy. This is especially true of Gen-Z, who are the fastest growing generation within the workforce. As an SME, it’s likely you’re still more in touch with why you exist and the mission you’re on compared to the corporate goliaths, which could play right into your favour where talent attraction is concerned. Here, you can start by thinking about how you can communicate, in an inspiring way, why your company started, the problems it sets out to solve, and how your company is making a positive impact on society, the environment, or your community. Remember, you don’t need to inspire everybody, just enough highly talented and likeminded people who are bought into your mission.
Diversity, Equity, and Inclusion (DEI): A commitment to DEI is not just a moral imperative but also a powerful employer brand asset. By showcasing your efforts and, more importantly, your successes with creating an inclusive culture that values diverse perspectives and backgrounds, you can leapfrog other employers, small or large, who’re missing this aspect in their communications or who aren’t successful or concerned about these issues in the first place.
Innovation: In a rapidly changing world, candidates value companies that embrace innovation and provide opportunities for continuous learning and growth. This can be a low hanging fruit for SMEs who’re often founded around innovative products, solutions or ideas, or who need to innovate fast to compete with more established players. If this sounds like you and your SME organisation, you could consider emphasising your commitment to staying ahead of the curve and fostering a culture of curiosity and creativity to boost your appeal to the right kind of talent.
Flexibility and Work-Life Balance: Whether it was already heading in this direction or not, the pandemic has undoubtedly reshaped employee expectations around work-life balance and flexible working arrangements. This is another key battle ground where SMEs often have the advantage. With so many corporate employers now calling staff back to the office five days a week, and imposing punishments for those who push back, SMEs now have an opportunity to swoop in and steal this disillusioned top talent by offering them what their current employers are now taking away. If you’re an SME and can offer attractive flexible working arrangements and healthy work practices, there couldn’t be a better time to capitalise on your policies.
Communicating Your EVP Effectively
As an SME, once you’ve defined your EVP it’s still just as crucial to communicate it effectively to your target audiences. Universum’s survey reveals that SMEs are increasingly focusing on target-specific communication rather than a one-size-fits-all approach.
Leveraging cost-effective channels like social media, your career site, and employee referrals to share authentic stories and content that bring your EVP to life can all be done without the need for corporate-sized content teams and media budgets. Due to their small size and friendlier nature, SMEs often find it less challenging to encourage employees to be brand ambassadors and share their experiences working for your company – considered by most as the purest, most authentic, and most desired form of employer branding.
In today’s competitive talent landscape, a well-crafted and effectively communicated EVP can be a powerful differentiator for SMEs, giving them the agility and access to top talent they need to grow and succeed. By clearly articulating what makes your company a great place to work and tailoring your messaging to specific audiences, you can attract and retain the top talent that will drive your business forward.
Running a small creative business in Bristol isn’t easy right now. Rising costs, new regulations, and the challenge of keeping talented people motivated make employee benefits feel like a juggling act.
Cutting perks might save money short-term — but in a city full of creative talent, it can backfire fast. Done right, benefits are one of the smartest ways to show your team they’re valued.
Here’s what’s making life tricky: National Insurance is up to 15% on salaries over £5,000, the minimum wage has jumped to £12.21/hr, and sick pay reforms from day one could add millions in costs to SMEs nationwide. No wonder some are thinking about trimming benefits — but smarter moves exist.
Many Bristol SMEs are getting creative that save money for both the business and employees. Upskilling is also a big focus — giving people growth opportunities without constantly hiring externally.
A Howden/YouGov survey found 77% of SMEs plan to revamp benefits in 2025. Local creative businesses are taking smart approaches:
Salary exchange: underused but could save thousands and boost pensions.
Wellbeing on a budget: “wellbeing hours” or mental health apps instead of expensive PMI.
Flexible benefits: gym memberships, extra leave, or lifestyle perks tailored to staff.
Learning and growth: upskilling staff in AI, UX, or sustainability keeps teams engaged.
Case in point: Studio 45, a Bristol design studio, did a quick benefits audit. They found unused perks, introduced salary exchange, and refocused on flexible benefits employees actually wanted. Result? £18,000 saved, benefits uptake jumped to 85%, and staff morale soared.
The takeaway? Small changes, smart choices, and listening to your team can make benefits both affordable and effective. In Bristol’s creative sector, showing your people they’re valued might just be your best perk yet.
..and the best bit? Un:fade Consulting undertakes a free benefits audit for members. Have a look in the Members’ area.
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.
If you want your content to stand out, you need more than just great writing. You need to demonstrate Experience, Expertise, Authoritativeness, and Trustworthiness (E E A T) every step of the way.
Google’s evolving algorithms and search quality raters prioritise content that genuinely serves users, rewarding those who build credibility and trust. But E E A T also goes deeper than just Google.
We’re now seeing the influence of E E A T show up in AI search results. So, that means the likes of GPT, Perplexity, Gemini are pulling and pooling sources it deems to be valuable and trustworthy,
Here’s a practical guide, with real-world examples, to help you implement E E A T best practices in your content strategy.
First things first, E E A T stands for:
Now Google uses these criteria to assess content quality, especially for topics where accuracy and trust are critical, such as health, finance, and legal advice.
But what we’re finding, in the age of LLMs and ChatBots, is that these nascent tools are doing the same. AI-generated content uses these parameters to shape and guide its outputs.
You might have heard this referred to as ‘helpful content’, but you might be thinking, how do I actually create helpful content?
This is how you can ensure you’re creating content that suits search results, quality raters and newer AI tools.
When it comes to creating helpful content, E E A T doesn’t happen overnight. It’s a sum-total game.
The cumulative impact of multiple sources, backlinks, and referrals all adds up; it all starts with the experience of the individual.
Assigning content to qualified, relevant authors is the first step. From a PR perspective, this works in two ways.
If you’re creating your own content, be it blogs, LinkedIn posts, videos or whitepapers, then, whatever subject matter expertise the author or presenter must have adequate expertise in order to make this content fit the parameters of E E A T.
For example, if you’re creating content around bridge design, then an expert engineer who has successfully built many bridges would be the prime candidate to front up that piece of content.
The same applies for a studio manager talking about workflow process, a tax advisor talking about making tax digital or a surgeon talking about cutting-edge medical developments.
Experience should be the bedrock of your content.
Add author bios and bylines. You need to make it eminently clear who the author is and why the reader, or listener, should trust in their voice.
A byline or summary, which compiles their experience, their qualifications and achievements, serves to achieve this. Even more so, linking the content out to other relevant pieces of content they have contributed towards is a good thing.
It’s even better if you can supply links and references to third parties like media outlets. More on that later!
Go beyond surface-level advice. Support your arguments by citing essays, papers, peers and industry experts.
By demonstrating that your thought leadership is grounded in reality, not just opinion, you’re showing to Google’s quality rater guidelines and LLMs that you’re offering actionable insights and that you should be seen as an authoritative source.
Also, keep up the cadence of content. The more accurate, relevant and timely content you can produce, the better you’ll fare in standing out.
Trust is an outcome. Not an input or a tactic. Building trust requires commitment to the process, and true quality content comes at a frequent pace, and you achieve trust by doing all of the above.
One blog or a couple of YouTube videos does not make you a trust magnet.
Commit to creating a regular cadence of content across multiple platforms and channels, and you’ll see, over time, that your content starts to show higher in search engines. Your insights and knowledge are being used to generate outputs within LLMs and ChatBots.
Now, everything we’ve covered above is primed in the theory of creating quality content that you, or your business’s own.’
But ‘owned content’ isn’t the sole way to build authority and expand your expertise, authoritativeness and trustworthiness.
One way to supercharge your expertise, authoritativeness and trustworthiness is through media engagement. Having your experts appear in reputable and relevant media is huge. It really can’t be understated.
This is a really broad church. There are a lot of opportunities out there, if you know where to look.
Start with something as simple as commenting on the pressing issues in your sector. These are the building blocks of reputation building. The more you appear in your sector press, the more you position yourself as a voice to be trusted.
Then, with enough of an industry profile, you can begin to explore what opportunities may exist in a national sphere. National news commentary is competitive, and what helps distinguish you as a trusted voice is a back catalogue. Producers and news editors are cautious by their very nature. They have to ensure that their programmes are consistent, factual and valuable.
A great way to prove this is a back catalogue of quotes, interviews and appearances. This reassures them that, as a guest or contributor, you are both valid and valuable. As you start racking up these national opportunities, you’ll start to notice the reputational effect it has on how you appear in search engines.
Then there’s the wealth of opportunities that exist within ‘new media’. So, exploring where you might be able to contribute towards PodCasts, YouTube appearances, even a TikTok channel or Reddit thread can all prove to be incredibly valuable in the long term.
This approach is reinforced by Rand Fishkin, one of the most esteemed voices in the world of search, who recently said:
“If you ask ChatGPT or Gemini to recommend a plumber in Seattle, it is going to look for plumbers who frequently come up in all the documents where Seattle and plumbing are talked about and PR makes sure that your plumbing business is mentioned in as many places as possible that talk about Seattle plumbers.
“In other words: if you want to show up in AI results, you need consistent, high-quality, relevant coverage… and PR is how you get it.”
AI can help create content, but it requires human oversight and review to ensure accuracy and relevance.
Outright AI content will only work against you.
Google’s guidelines emphasise the importance of human review and editing of AI-generated content to ensure that it meets E E A T standards. Also, media outlets are becoming more and more aware of AI-generated content.
Solely relying on an AI tool to generate content will only work against you. It’s a reputational risk that simply should not be take;. Google’s search algorithm and the search quality raters will know!
To keep both happy, creating quality content should always be led by human experience.
Building E E A T isn’t a one-and-done task. It’s an ongoing commitment to quality, transparency and value.
By consistently applying these principles throughout your digital marketing and broader PR and communications strategy, you’ll improve your search rankings and increase the chance of appearing in LLM searches.
But most importantly, it’ll help you build lasting trust and authority with your audience.
So when approaching E E A T, remember:
AI and copyright of content is a controversial issue in the creative industries, with the government receiving 11,500 responses to its consultation on the UK’s legal framework for copyright. Ministers say they are reviewing all the responses and technology secretary Peter Kyle said:
“I am determined to harness expert insights from across the debate as we work together to deliver a solution that brings the legal clarity our creative industries and AI sector badly need in the digital age.”
We asked some Bristol Creative Industries members what they think the government should do. See below for their responses.
Russell Jones, JonesMillbank (see JonesMillbank’s BCI profile here):
“Jean-Luc Godard (1930-2022), a pioneer in filmmaking, said “It’s not where you take things from – it’s where you take them to”. Had he lived three more years, would he be saying the same thing about the generative imagery we’re seeing today?
“When nothing is original, and humans have copied and been inspired by others since the dawn of time, where do we draw the line between human inspiration and en-mass machine learning?
“Nobody has the answer yet, but any regulation must be worldwide – human-wide – to avoid creating an AI-divide.”
Phil Robinson, Proctor + Stevenson (see Proctor + Stevenson’s BCI profile here):
“I believe clarity and fairness are the two critical factors here. AI offers exciting creative opportunities, but we need a legal framework that respects the rights of artists while helping us explore new tools. Creators should know if their work is used to train AI, and there must be proper consent and fair compensation.
“I’d like to see rules that protect originality but also empower creatives to be ambitious and produce incredible work. If the government gets that balance right, AI could become a genuine asset to the creative industries, not a threat to them.”
Catherine Frankpitt, Strike Communications (see Strike Communications’ BCI profile here):
“Creative professionals are natural early adopters, so we must balance protecting our intellectual property with harnessing AI’s potential through proper legal safeguards.
“The government must work urgently with creative and tech sectors to establish a legally enforceable framework requiring clear disclosure of AI training data sources and mandatory opt-in licensing. We need a distinction between AI as a creative tool versus unauthorised training on copyrighted works. Creators must retain ownership and receive fair compensation for any AI usage of their work. Given AI’s global reach, this framework needs both robust UK legislation and international coordination.
“Finally, we must move at pace with regular legal reviews to ensure our protections evolve alongside the technology, preventing creators from being left behind.”
Mark Shand, UWE Bristol (see UWE Bristol’s BCI profile here):
“The proposals in the government consultation reflect an inconsistent approach to intellectual property, favouring undisclosed AI companies (other industries compensate creators), while disadvantaging university copyright holders across culture, research, education, business, science, and health. It places an unfair burden on creators, remains vague, appears technically unfeasible, and perpetuates business practices that undermine creators’ control and compensation.
“We are also concerned by the accompanying narrative, which frames creators as being at odds with ‘innovators’. In reality, our students and staff are innovators – they are also current and future income generators, market disruptors, and employers.”
Tim Shapcott, Tiki Media (see Tim Shapcott’s BCI profile here):
“Painful as it is to consider, it may be unrealistic to hold AI companies accountable for what’s already been done. Rather than close our borders to the world as other countries take advantage of the up-side, a more pragmatic path may be to focus on future solutions.
“Applying pressure to the AI industry to establish clear checks and balances could ensure that original creators receive fair recognition and compensation as AI evolves. This balanced approach may allow us to embrace the benefits of AI while still supporting our creative talent. If ‘back pay’ is possible as a part of that, then awesome!”
Claire Snook, AMBITIOUS (see AMBITIOUS’ BCI profile here):
“For the last 20 years, AI has helped our work and operations through programmatic ads, content development, chatbots, virtual assistants and more.
“But it’s undermining our creativity. Copyright is essential to protect our work. Our government has a responsibility to provide clarity for how AI is used in conjunction with creative work; we need clear and defined safeguards for creators. This should have been in the works decades ago.
“Companies are taking measures to protect our content. Cloudflare, one of the biggest architect providers, now prevents AI crawlers from scraping content without the creators’ permission meaning websites will be able to charge AI companies for accessing their content.
“We need a practical approach that protects and ensures our creative labour isn’t stolen, while making sure people can responsibly use AI for their needs and wants.”
Susan Pearson, Wordways (see Susan Pearson’s BCI profile here):
“The copyright for anything I write is 100% mine or my client’s. No-one or no ‘thing’ should ever have the right to reproduce the words of writers exactly unless these words are expressed within quote marks with the source of the quote acknowledged – unless they have specific permission. Anything else would be creative theft.
“Weakening of copyright law in any way will have a profound effect on the livelihood of writers and others in the creative industries. Even the suggestion that AI software can re-hash original material from creatives is a suggestion that theft should be legalised!”
Jessica Morgan, Carnsight Communications (see Carnsight Communications’ BCI profile here):
“AI is rarely out of the spotlight – particularly in the creative industries. It’s also a growth opportunity identified by the government, so it’s likely to remain there. This feels like a pivotal moment. Will we be left behind if we don’t evolve our regulations, or do we risk completely exploiting creativity if we do?
“Holding the consultation is a good first step, and those thousands of views given will have to be considered and taken into account (AI may prove useful here!) The key thing is, creative work is important and should be valued. Copyright exists for a reason and we’ve been abiding by it for decades. Any path forward needs to acknowledge that.”
Sandra Mouton, French translator (see Sandra Mouton’s BCI profile here):
“Copyrighted works available for reading online are routinely used to train the LLMs AI runs on. In my field of translation, that’s translated books, but also magazine articles, white papers from businesses or NGOs, video game content, etc. All this IP was created within the framework of copyright law and the protection it’s meant to provide for authors’ and copyright-holders’ rights.
“The government needs to ensure that protection is real and that the work of creatives like translators cannot be exploited for money without our express consent (with a default opt-in rather than opt-out system) and adequate compensation through royalties.”
Alex Murrell, Epoch (see Epoch’s BCI profile here):
“Human creativity thrives on curious minds and their insatiable appetite for inspiration. Film, fashion, art and architecture; it all gets devoured, connected and remixed into new and novel ideas. Copyright laws protect this process: copy too closely, and you risk infringement.
“But now, generative AI is rewriting the rules. If a machine uses your work to train a model, is that theft or fair use? Is it ethically different from a human remixing their inspiration? Should copyright continue to cover one’s output, or should it cover the input as well? That’s the question governments must answer—and fast.”
Emma Barraclough, Epoch
“AI is reshaping the creative landscape; enabling highly personalised, efficient design at scale. And as it becomes mainstream, using it has become essential to staying competitive in a fast-moving industry. But there are concerns we can’t ignore. Ambiguity around the ownership of AI-generated content presents legal challenges.
“For brand assets to be valuable, they must be protectable. And yet without clear rules AI generated assets are at risk of being copied and compromised by others. For AI to become a truly powerful tool for creatives, we need laws that make its output safe, ownable, and enforceable.”
Penny Beeston, Beeston Media (see Beeston Media’s BCI profile here):
“As an SME in the creative sector we embrace AI where it improves the efficiency of our craft. The red flags are where AI stifles or steals creative human endeavour. The horse may well have bolted in terms of past copyright theft, but the government has an important role to play in regulation going forward.
“Original assets used in generative AI should be traceable, accredited or paid for by third parties. The government’s commitment to investing in AI research and innovation with projects such as the Isambard-AI supercomputer is impressive. Let’s use that sovereign capacity for good by creating AI tools to shift the balance of power from poachers to gamekeepers.”
Chas Rowe, voiceover artist (see Chas Rowe’s BCI profile here):
“First, AI steals from creators. Then, AI steals from creators. Two wrongs don’t make a right. The government should stop providing shovels for the gravediggers of the creative industries.”
You need to load content from reCAPTCHA to submit the form. Please note that doing so will share data with third-party providers.
More Information