Recruitment is underway for a number of new roles within Avon and Somerset Police’s multi-award-winning Corporate Communications team. Opportunities will be available across the news, strategic communications, internal communications, multimedia and design teams. Roles currently open to applications are:
Successful candidates will join a friendly, supportive, and highly motivated team dedicated to helping keep people safe, combatting crime and building the trust and confidence of both the public and our 6000+ workforce.
The roles benefit from blended working across home and the office (primarily Police HQ in Portishead) and enjoy a fast-paced, forward-thinking environment in an organisation which values its people and giving them the autonomy to be creative and try something new.
Avon and Somerset Police serves a population of around 1.73 million people across more than 1,847 square miles, with a mission to serve, protect and respect the diverse communities it serves.
Its stated ambition is to deliver outstanding policing for everyone and as it works towards this goal, the Corporate Communications team is pivotal. In an average year, they handle 4,600 media enquiries; issue 1,400 press releases, manage strategy and content across 4 corporate social media accounts; coordinate 150 officer-led social media users; and deliver around 15 proactive internal and external campaigns.
Head of Corporate Communications Zoe Hebden said: “In policing communications, no two days are ever the same and we have the privilege of being able to make a real difference to the lives of the public and our officers, staff and volunteers. Our team is constantly rising to new challenges using engaging, and innovative communications and evidence-based creative campaigns to reach our many and varied audiences in the most appropriate ways.
“We’re looking for specialists in communications, design and multimedia who share Avon and Somerset Police’s core values – caring, courageous, inclusive and learning – to join our dynamic in-house corporate communications team. We’ll be releasing a number of new roles over the next couple of months so I’d encourage you to keep a close eye on our recruitment pages.”
Vacancies will be posted on Police staff | Avon and Somerset Police
In 2021, Avon and Somerset Police’s corporate communications team won an impressive six industry leading awards, including the CIPR Excellence Awards “In-house PR Team of the Year”, the PRCA Dare Awards “Integrated Campaign of the Year” and IOIC Awards “Best Public Sector Team”.
South West performance marketing agency, Launch, has been named the best paid media agency in the UK at the national Agency Awards.
Launch was recognised as the Best PPC Agency and won Best Campaign for its work to drive global revenue for an ISO provider based in the UK.
The UK Agency Awards took place in London at the end of September. The awards celebrate large and small agencies working across all verticals, from creativity and design to digital and technology, from marketing and advertising to public relations and media.
In the last year, Launch has grown dramatically, with thirteen new recruits to the team and over fifteen industry awards achieved for its work driving online revenue for its clients. Its own revenue this year has grown by over 50%, a new office in Exeter has been opened and the Bristol office expanded to accommodate its burgeoning team.
The judges praised Launch for its focus on their people. “Launch is clearly a happy agency with great team morale. It is an agency that cares about the human element first and has big ambitions which they are delivering on in return on investment for their clients.”
Jaye Cowle, Founder of Launch was delighted with the awards; “Our mission is to be the happiest performance agency. I believe that happy people do great work, and by empowering our team to do their best, we can get great results for our clients. So, I am absolutely thrilled that as we enter the final quarter of the year the whole team is recognised for their hard work.”
ENDS
6 Oct 2022
Pictures:
L-R, Host Tori Campbell, Jaye and sales director, Steph Iles, accept the Best PPC Agency in the UK Award.
The Launch team.
About Launch
Launch is the paid media agency for ambitious businesses. We provide online advertising, data insight and conversion optimisation services to clients, helping them take their digital marketing to the next level with fresh thinking and a transparent, strategic approach.
We’re a Google Partner and Verified Amazon Advertising partner, and have been recognised as a Top 10 UK Digital Agency for 2022 by The Drum.
Visit us at https://www.launchonline.co.uk/
Five new recruits, including Business Director and Media Director, join UM, McCann Bristol’s media operation
UM Bristol, part of McCann Bristol is strengthening its media operation with the appointment of five new team members, including a Business Director and Media Director, following a successful first half of the year for the agency.
The media team form part of the overall integrated creative services offer at McCann Bristol and provide media buying consultancy and delivery across all channels.
Georgia Vine-Thomas joins the team as Business Director, bringing with her a wealth of experience working in planning and managing media buying for a number of leading global network agencies across clients in entertainment, automotive, banking, tech, retail and travel. Her experience includes working with blue-chip brands such as P&O Cruises, Netflix, HSBC and Paramount.
Meanwhile, Aled Schell joins as Media Director, bringing over ten years’ experience working at independent media agencies and media owners.
In addition, the agency also welcomes Grace Perrett as Senior Media Manager, Beth Cooper as Media Executive and Shabrina Hidayat as Digital Media Executive.
Managing Director at McCann Bristol, Andy Reid, said: “The Bristol media operation has achieved great things so far this year and these new appointments are a reflection of the success and growth we are seeing in the business right now. It’s great to welcome five new members who will strengthen the Bristol team and drive even more success in the future.”
Georgia Vine-Thomas added: “I’m really excited to have joined Bristol’s media operation. It’s a brilliant opportunity to be a part of a growing media team which is producing excellent work for its clients, whilst evolving with a number of new joiners. Together, there is huge enthusiasm for what’s ahead!”
Having a strong organisational structure in place is key to growing your digital agency.
Whether your agency is brand new or has 100 employees, the structure of the team is going to have a direct impact on your overall efficiency, culture, client satisfaction, and scalability. Without a considered organisational structure in place, many agencies suffer from poor communication and frustrated team members and clients.
So, what are your options when it comes to structuring or restructuring your agency? How do you know which structure is going to guarantee both employee and customer satisfaction and give you the permission to scale your marketing agency?
Get more brilliant advice from Janusz at the 12-month Mastermind group for agency leaders. Gain momentum, resolve and focus to achieve your goals, with the support, accountability and insight of GYDA experts and like-minded peers. Find out more.
1-Flat
A flat team structure is common in smaller agencies and start-ups. Flat structures have only a couple levels, if any at all, between management and employees. These organisations tend to require employees to ‘wear many hats’ and as such, often produce a lot of generalists but no specialists.
2-Functional
Then we have functional structures — in which teams are organised by services. For example, a digital agency with a functional structure could have a Social Team, an Email Team and a PPC Team, and so on.
A functional structure concentrates the expertise and knowledge within those services or groups. As such, this structure often falls down when the client requires more than one service from the agency, forcing disjointed communication between the executives in each team.
As the agency grows, communication and coordination between these teams is only more and more convoluted and scaling becomes very clunky and difficult.
3-Matrix
A matrix structure is similar to a functional one, with added levels of management and communication weaved into the mix, hence matrix.
This structure involves side-ways communication between team members, like account managers who coordinate other functions. Like the functional structure, the matrix is limited to a team of a certain size, as this web of communication is difficult to scale.
4-Holacracy
Holacracy organisational structure is where there are no clearly assigned roles. Employees are given the flexibility to take on any duty or role and move between teams freely. A holacracy can work well within some industries, but broadly speaking, this structure is a poor fit for all digital agencies as having expertise and specialism within your personnel is essential.
5-Pods
A pod organisational structure is where an agency arranges their teams by client type or sector, rather than the agency function or service.
This creates specialist teams, which function similarly to sports teams. For example, each ‘Pod’ would have a PPC expert, an SEO specialist, and a Social Media manager and this pod would service a particular category or type of clients, such as Automotive Clients or the Legal Sector.
Watch: A detailed look at Functional Structures Vs Pods (4min)
Utilisng a pod structure allows you to lean into your niche and achieve a deeper level of industry or sector specialism from each pod.
Pod structures also have no dependencies on other teams within the agency, thus there is no web of complex internal communication. This creates friction-free workflows within your teams and an enriched experience for your clients at the other end.
Finally, a pod structure creates accountability and responsibility among your team members. As employees are being regularly challenged by exciting projects within their specialism, they are likely to have increased job satisfaction levels.
At Digital Agency Coach, we advocate running weekly or bi-weekly workshops for all specialist executives, hosted by a technical lead. Keep the agency focused on strategy, process improvement and professional development and create a conversation the other experts from each pod.
Regularly hosting these casual, friendly and engaging workshops with employees of the same skill set promotes an easy and productive conversation with relevant learning and take-homes for each employee.
There’s no denying restructuring your digital agency can be a disruptive process in the early days and it probably won’t happen overnight. But once the hard groundwork is done, growing and scaling your agency can simply be a matter of copy and pasting a new pod.
This team structure eliminates the complex web of communication just as effectively as if you have a team of 30 or a team of 300 people.
If you are a full-service agency and your clients are purchasing multiple products or services from you, perhaps it’s time to reconsider your organisational structure.
Watch Our Quick Functional Structures vs Pods Explainer Video (4min)
If you feel you’d like any help or guidance with restructuring your agency, get in touch with Digital Agency Coach to arrange a consultation, we’d be delighted to help.
Get more brilliant advice from Janusz at the 12-month Mastermind group for agency leaders. Gain momentum, resolve and focus to achieve your goals, with the support, accountability and insight of GYDA experts and like-minded peers. Find out more.
Over the past decade I have painstakingly built a remote dev team. It took me from being a cash- and time-poor freelancer to owning something I can respectably call a web development agency.
But the process is far from straightforward, there are many pitfalls for the uninitiated, so I’ve put together this checklist for hiring remote devs.
Of course, if you’d rather not build your own dev team, you can always use ours! Our contact details are below.
This sounds obvious but the first time I did this I made the mistake of just shortlisting loads of candidates without being highly specific about what I was looking for. Whatever criteria are on your list, make sure these items are too:
1️⃣ Reliability. Obvs!
2️⃣ Communication skills. It doesn’t matter how good someone is – if they can’t communicate well with you, your team, and your clients, then it isn’t going to work.
3️⃣ Adequate equipment to do the job properly. A good enough computer, connection, work room etc. etc.. Figure it out in advance.
Tell people in your first contact with them how you plan to conduct the hiring process.
Respect their time – you’re likely to annoy good candidates if you forget that they’re busy people just like you.
The relationships you form should be mutually beneficial & respectful.
So do not allow the availability of plentiful skilled foreign labour at low rates (by your standards) give you a power trip: this leads to the worst kind of neo-colonial attitudes & will make you a terrible employer.
Interviews can tell you whether or not a person can communicate, and MAYBE whether they’re going to be fun to work with.
But for determining skills and abilities, they’re useless.
So set them an arthurian challenge. If they can successfully complete x then they get the job. Make it fun.
But … DO NOT be tempted to let candidates loose on client work (even if you’re paying them). For all you know they might wreck something, possibly your reputation.
Dan Norris (author of The 7 Day Startup and the man who launched WPCurve in a week: a very inspiring guy) talked about creating a dummy website similar to his clients’ sites and having candidates log in and perform various tasks on that as an aptitude test.
Even after 1) checking someone can communicate and 2) putting them somehow to the test, you still don’t know very much about this person.
There is still a good chance that they’re not the right fit. And there is a chance (very small) that they might be actively dishonest.
Tread carefully, especially at first, and protect yourself. Use your common sense. I would suggest not sharing client contact info or server/service passwords.
If you are transitioning from a 1 person company to a 2 person company then for the first time you’ll have to think about “culture”. It’s down to you to create one! How you behave towards your team not only creates the atmosphere in which you must (all) exist during your working days, it permeates your client relationships and your supplier relationships as well.
This is your legacy. Consider it.
Your relationship with a remote worker needs to be built up gradually, but this process takes place over strange, de-humanising platforms like video, text chat and project management software.
You are aiming for a situation – and this won’t happen overnight – where you can trust each other with money, client contacts, server credentials etc., and where you know that you can depend on each other when the pressure is on.
This cuts both ways.
In the early days a big risk is that your new worker will ghost you.
This is rude and annoying but sometimes people find it easier to just vanish (and lose their job) than to ask difficult questions or admit that they don’t know how to do something.
You can mitigate this risk by being super-approachable yourself and by fostering a culture where people are open and safe to expose their vulnerabilities.
This takes bravery and hard work – emotional work.
It will pay off in lasting relationships and decent behaviour all round.
In all relationships, but especially in trans-continental, electronic ones, you’re only as good as your word. So if you lost that, that you’ve lost everything.
Don’t make excuses.
Pay on time.
There have been times when the rest of my life has been collapsing around my ears and I’ve had to sell investments at the bottom of the market in order to keep to my word, but I did it and so must you.
This is about self-interest sure, but it’s also about not being an asshole.
As someone’s boss your scope for making someone’s life undyingly miserable is pretty much as high as it’s ever been (kind of like being a parent).
Don’t forget that and don’t abuse your power.
Decide in advance – so you can answer questions – how you’ll handle practical issues such as
👉 Hours. Do you care, or will it be results oriented?
👉 Public holidays. Obviously they’re different in different countries.
But to avoid misunderstandings your employment contract (did I mention that? you’ll need one, even if you don’t “need” one, then you need one) should stipulate exactly which days are to be worked and which not.
👉 Sick leave. It’s a thing.
👉 Annual leave.
👉 Payment frequency (I suggest weekly for the trial period to build mutual trust then monthly or twice a month to keep transaction costs down)
👉 Payment method. I’ve used worldremit.com (not affiliated). This works great but once on a work trip to Hong Kong I found out (on pay day) that it didn’t work from there. I had to trek across rush hour HK at the last minute to find a remittance centre which would take my money. This was the closest I’ve come to missing pay day & not a nice moment.
A good motto (for lots of things) is “Don’t a dick to your future self”. Document everything you learn. You don’t know when you’ll need it.
But don’t make the mistake of over-systematising or systematising too early. Figure out the best way to onboard new hires manually, and simply make notes. When the time comes that your hires are making hires, these notes will come in very handy.
In conclusion – don’t be an asshole. But you knew that.
That’s it from me. Thanks for reading!
If you need to get some development work done and would like to skip the time, expense and risk of building your own team, use ours! Ugli is a multi-disciplined web and software dev team with all the skills you need to get your projects out the door, on time and at very competitive rates. Get in touch any time on [email protected].
Watch A day in the life of – Heather Myatt, Senior Account Manager at P+S 2022 video here.
These are exciting times here at P+S Creative. We’re winning new business, taking on bigger and more complex projects with long-time clients, and continuing to expand our offering to meet today’s marketing challenges. In short – we’re keeping ourselves very busy!
And because of that, we’re looking for talented Account Managers to join our growing Client Services team.
What does an Account Manager do you ask? Well, I’m here to give you a complete run down on the role. I’m a Senior Account Manager working across a range of clients, including Panasonic Connect Europe, one of Proctor + Stevenson’s largest and longest running clients.
An Account Manager’s role is to be the voice of our clients within P+S, working across all teams to deliver high-quality work that stays true to the brief, meets all deadlines and stays within budget.
“…we’re organised, great communicators and problem-solvers…”
We also develop strong partnerships with our clients. We understand their business, their products and their goals and advise on new strategies, methods and programmes that will help their teams reach their objectives.
We’re organised, great communicators and problem-solvers – and we aren’t afraid to take on a challenge. And it’s that self-starter attitude that really helps us as we navigate our role and keep all our plates spinning.
The types of work we manage varies depending on our individual clients. In a typical week on Panasonic Connect Europe, we’ll research, build, and manage awareness and lead generation campaigns across a range of channels, work with the creative and technology teams to design and build webpages, create print and video collateral, and develop brand strategy for the organisation.
“…it’s that variety in work, scope and complexity that I find really rewarding…”
As an Account Manager, you’ll be in constant contact with your clients through weekly calls and emails, with new projects coming in daily. You’ll build out each project from your client’s brief and properly cost each phase, and then you’ll bring in the right people to get each project finished. Some projects last 3 days, some will last months, and it’s that variety in work, scope, and complexity that I find really rewarding.
And while we tend to manage our own projects, you’re never alone. The team is so supportive and always on hand to help you through the project management, spreadsheets and emails of your day-to-day. We’re surrounded by a very talented and experienced team at P+S and there’s always someone whose brain you can pick to help make your projects more successful.
It’s not all work over here – we also have a lot of fun! Weekly quizzes, Friday drinks, monthly pop-up lunches and various groups, sporting challenges and parties make Proctors a pretty awesome place to be.
As an Account Manager with P+S, you’ll be challenged, given the freedom to run with your ideas and the support you need to develop in your career. You’ll work on some incredible projects with clients who are making the world a better place. So, if you’re starting to think that a lot of what I’ve said sounds pretty good to you, go ahead and apply! And if you’ve got any questions before you do, please don’t hesitate to connect with me on LinkedIn. I’d be happy to help in any way I can.
Think you could be our new Account Manager? Check out the full job description and send your CV and cover letter to [email protected]
In case you hadn’t heard, we’re currently looking for a first-rate Digital Project Manager (DPM) to join our talented team here at Proctor +Stevenson. To give you a personalised insight into the role, we caught up with Billy Black – one of our stellar DPMs, who works across so many of our client accounts.
You can hear all about Billy’s work, the clients and projects he manages, and life at Proctors in our latest vlog, but be sure to read on to learn more about the role, plus a few insights from the P+S team.
A day in the life of – Billy Black, Digital Project Manager P+S 2022 video here.
What does a Digital Project Manager do?
At P+S, our DPMs are tasked with planning and delivering digital projects, working with our in-house teams, account managers and clients to ensure everything’s executed on time, within budget and to the client’s brief. We’re ambitious here, so ideally we’ll exceed expectations. But it’s also up to the DPMs to manage those expectations, so that everyone knows what we’re hoping to achieve, what’s possible (considering deadlines and resources),and what’s needed of them.
There’s plenty of organisation, budgeting and scheduling that goes into project management, but something that’s often overlooked is the opportunity to build relationships. At Proctor + Stevenson, we take the time to forge strong relationships with our clients – DPMs play a really important role in this.
“Building relationships is a really rewarding part of the job, and it’s always interesting getting to know people in different parts of the world. It also means that even if the project is challenging, there’s still a foundation of mutual trust and respect.”
What does a typical day look like at P+S?
Like most of our teams, DPMs at Proctors have really varied roles. One day you might be meeting with one of our clients before briefing the design team, and the next you’ll be overseeing a website project for a global tech heavyweight. You’ll work across our different teams and pickup a wide range of briefs, big and small.
But it’s not all about the work. A huge part of our day to day is our sociable culture – something we’re really proud of.
“Because everyone’s so nice you can’t help but enjoy the day-to-day atmosphere. There’s a real buzz around the office and people really take pride in the work they’re doing.”
We also have a hybrid working policy, so you’ll work three days in our vibrant Bristol office, and two from home.
“I love being in the office, but the option of working from home for a couple of days a week really comes in handy. As do the flexible working hours – especially if you have kids.”
Tell us more about the fun stuff
If you’re in the office, you can have a catch up in the cafe over lunch and compare notes on the latest Netflix documentary – the jury’s usually out, but you can’t agree on everything. We also have regular pop-up lunches from fab local eateries, and we finish early for Proctors Quiz on a Wednesday. It’s a great way to flex your trivia muscles or simply have a drink and give it your best guess, depending on the theme.
There are also some great lunch and learn sessions, where one of us educates the rest of the team about a specific area of knowledge or interest, and workshops from external speakers.
“It’s always nice to see what other members of the team are up to and learn something from them. Everyone has useful skills and expertise both job-related and outside of work and we’re always encouraged to share them.”
We also recently had our first collaboration day, which was a great way to find out what people do across the different teams and departments. It also opened the floor for insightful conversations about how we can build on our culture, reduce our environmental impact and support our local community.
But enough about us! We want to hear from you.
Think you might be our next Digital Project Manager? Check out the full job description and send your CV and cover letter to [email protected]
How it began
Hi I’m Luke and I am a Client Services intern at Proctor + Stevenson. I was in my second year of University studying Geography BA (Hons) at Durham when we were given the opportunity to apply for our placement year. I knew it was something I wanted to do, because it was a great chance to develop myself professionally, learn something new and may be even secure myself a job afterwards.
I’m now over halfway through my placement year and I’ve developed some strong relationships with co-workers, as well as clients. I’ve had the opportunity to manage and lead projects from start to finish and I’m pleased to say I’ve secured a job with P+S once I finish my third year, if I wish to return.
Proctor + Stevenson | My placement year 2021-2022 video here.
What drew me to P+S?
I had a meeting with a careers placement advisor at Durham University, who suggested Proctors as a suitable company to apply for. I did some research into the company and knew that it was the right place for me.
The P+S website had lots of information on the clients we work for and work culture, along with interesting blog posts. This meant I could thoroughly prepare for the interview, as securing a placement year can be very competitive. It also meant I knew what to expect when I started my internship.
Where I am now
So far, I’ve been given lots of responsibility to manage various types of projects. From short videos to full website and branding tasks.
A couple of months in, I was thrown in at the deep end – which is exactly what I wanted – having to manage various video projects with tight deadlines while my manager, Sam, was on leave for a few days. I was apprehensive at first, knowing little about the technical aspects of video production, but as the projects progressed, I quickly became more confident managing them.
These two weeks were rewarding as I could take full ownership of projects. I knew that if they weren’t delivered on time and to a good standard, even though I had support from Mark Jamieson, one of the Directors, and Phil Robinson, Creative Director, it would ultimately be down to me. This motivated me to put in overtime, when necessary, especially when working with clients across time zones, so being flexible to make it work made everyone’s lives easier.
My professional development
So far, I’ve worked mostly with Saudi Arabia-based clients, including the various arms of the Islamic Development Bank (IsDB) (particularly on recent branding projects), and Impact BBDO, among others. Learning about a different work culture has been interesting and working alongside organisations like the IsDB, who are doing incredible charitable work all over the world is really fulfilling.
I’ve also had the opportunity to work alongside a new client – The Runnymede Trust – a UK anti-racism organisation. I’ve enjoyed working with the design team to develop their new brand. I also learnt about front-end website design in Webflow so that I could communicate project status to the client effectively.
I’m grateful for the opportunity to learn about the broad array of services that Proctors offers, from graphic design and copywriting to front-end website design and marketing strategy – both online and off. This, along with the variety of clients that Proctors works alongside, makes the job interesting and means that no one day is the same.
During my time at P+S, I’ve developed a variety of skills. I’m now much less apprehensive to ask questions, even if they seem trivial. It’s been a steep learning curve, and simple things such as understanding what the different members of the team do, how they do it and how it all comes together, are much easier quickly described by one of the team, rather than figured out down the line.
I’m much more confident in creating and maintaining client relationships, too. And I have a greater understanding of many different aspects of marketing.
My goal for the next half of the placement is to take on challenging conversations more readily with clients, such as those about budget status and chasing for payment of invoices. I also look forward to a potential trip to Saudi Arabia in March, where I can meet some of the people I’ve worked alongside over the past seven months.
From Luke’s manager:
This is the first time we’ve had a placement year student, so we weren’t quite sure how it would all play out. Having done a placement year myself, I knew that the best way to make it count was to treat Luke as though he was one of the team, getting him working on and contributing to real projects as soon as possible.
Luke got stuck in straight away with some video projects for IsDB’s annual meeting. It was a big audience, with heads of state, heads of banks, royalty and many more globally influential participants in attendance, and a very important and stressed client to please. The Prime Minister of Uzbekistan even weighed in with some feedback.
From then on, Luke has been a huge asset to the team, and we’re really disappointed we have to lose him at the end of the year. But, we’re hoping this great start means the programme will go from strength-to-strength, and we can continue to build our offering for placement year students, giving them a really strong start to their careers.
If a placement year is something you are contemplating and you would like to gain experience within a full-service marketing agency, contact us at [email protected].
First up ADLIB. Our very own Steve Kay has been promoted to MD of ADLIB 👏🏻👏🏻👏🏻
12 months ago, we set out to achieve a lot in preparation for this move. The result of which has seen us deliver our best ever financial year, the development of the ADLIB x enable group proposition, organically growing a group headcount of 55 talented and lovely people, all which comes without any need to scale and sell and best of all we’ve built an infinite business model that opens career opportunities without ceilings and a stakeholder profit model for all to enjoy.
Steve’s been with ADLIB for 9 years and instrumental to our growth and success from the day he joined. Alongside Steve is an incredible management team that have stepped up to support him in realising our future ambitions.
Next up is enable. It’s taken time to pull together the perfect leadership team that balances energy, opportunity and structure, but we now have it, and it’s been well worth the wait.
Tim Macmillan, enable’s Founder, brings his unstoppable energy and the ability to create opportunity, Oliver Howson has been promoted to be our new MD. Ollie flips seamlessly between the vision and driving the team’s success, whilst Shannon Matthews rejoins the business to bring the structure that underpins everything. enable is bursting with energy and opportunity, the team is growing fast, B Corp is underway, we’re excited for how the next 12 months will unfold.
As for Nick, he’s here to help our new MDs and leaders, to be the best the business has ever had (his words).
Viva ADLIB & enable.
To support the expansion of our Bristol team and better serve our growing list of clients, we’re delighted to announce that we’ve opened an office right by Bristol Temple Meads station.
Eight of the 21-strong team will now be based in the new office, with Operations Director Mike Sharp heading up the Bristol space.
He says of the opening: “Our mission is to be the happiest paid media agency in the UK. We believe that happy people do great work. It’s brilliant to open the Bristol office because we know that our people want to be back in a shared environment, both for their own mental health, and their ability to work closer as a team to deliver for our increasing client-base in the Bristol area.”
We are actively recruiting to fill roles across the business as we respond to increased demand. Having recently been recognised as the Best Small PPC Agency in Europe and praised for our ‘team-centric’ approach, if you’re passionate about paid media, we’d love to hear from you.
For more information on the roles available – based in Bristol, Exeter, or remotely – visit www.launchonline.co.uk/careers/