Grey London: Mirren Organic Growth Training - Attendee Survey

As if you were writing to a prospective client, describe your agency in no more than 3 sentences:
Sunir Patel MR	World leading creative agency producing famously effective work. A mix of diverse talented people, creating outstanding work and results.
Gilliam Caldwell-Dunn Strategy Director	We are a global creative agency network, devoted to delivering both famous AND effective work to solve our clients business challenges. At the heart of everything we do is Cultural Value, the philosophy that gives your brand a valuable role in culture and drives real business results.
Margarida Lobo de Carvalho Group Business Director	Grey London is a melting pot of real drive, energy and creativity. It represents best in class the advertising world has to offer through the dedication and ambition represented in the talent that make it such a special and open culture.
Kate Armishaw, Client Partner, Volvo	Grey is a full service creative agency that provides famously effective ideas to a wide variety of clients. We believe in something we call "the collision of difference" - essentially, the more diverse the input, the better the output - and the proof is in our award-winning work for clients such as Pringles, Volvo and GSK. We have a warm and inclusive culture, employing passionate individual thinkers, innovators and doers, who all pull together as a team.
Jesper Norgaard, Strategy Director	For over 100 years, Grey has been the home of famously effective ideas. We work in close collaboration with our clients to create cultural value that has an impact on culture, and thus, your business' bottom line. And we're a lovely bunch - this really matters when you come together to create meaningful work.
Fiona Keyte, Planning Partner	Grey is a forward-looking, effectiveness-obsessed communications agency that cultivates enduring, valuable relationships with its clients. We believe that a diversity of talent and inputs results in richer, more effective, more original solutions to our client's problems and that results in us being a stimulating, smart bunch of people to work with. You will find us a fun, friendly, creative, stimulating gang of people to work with and I think you will enjoy and cherish the experience.
Georgie Stewart Global Managing Director	We are a hugely smart, creatively ambitious, caring agency. We want to create famously effective work for big global clients.
Nazneen Read, Executive Producer	Grey is an exciting, diverse, and engaging agency, full of wonderfully fabulous people.
Katherine Goodale, New Business Director	WPPs award winning boutique creative agency. Working with clients across the full spectrum of the brand experience. DE&I sits at the heart of everything that we do - we call it collision of difference.
Mark Rees-Weeden, Managing Partner	Your partner in bridging your business and commercial objectives with the unfair advantage of category defining Creativity. We take the partner part as seriously as the delivery of Famously Effective work – it’s not for all clients! Know that across the board of your team, we’ll be getting into the weeds and detail of your business, questioning, digging, proposing and pushing for the greater good of every brief and output
Jo Heywood - Group Business Director	An extremely talented bunch of creative individuals, who will listen carefully to your business needs and work in partnership with you to find and deliver the best creative solutions.
Hanna Essinger, Business Director	Here at Grey London we like to pride ourselves with doing "famously effective" work because while we all want to do great creative work, we also all need to see results. With a fantastically diverse team of people that are masters in creative storytelling and know how to strategically set a brand up for success everything we do is rooted in a firm belief that together we can create work that is remarkable AND successful.
Agi Varanyi, Managing Partner	A kick ass group of people thriving on making brands famous and to drive cultural value with every task.
Mohamed Kahwaji, SVP Business Director EMEA	The team at Grey London is passionate about creative problem-solving turning business challenges into success stories. We get there by making famously-effective work that creates cultural value and delivers on commercial objectives. We believe in the power of big ideas that can stretch to different cultures, audiences and platforms.
Nathan Gainford, Managing Director	Creative agency delivering Famously Effective ideas to grow brands and shareholder value.
Ayesha Datoo - Head of Account Leadership	Grey believe in creating work that is famously effective. We build brands by partnering with our Clients and telling stories that make brands stand for something. The Collision of Difference comes through in everything we do - our ethos is the more diverse the input, the more famous and effective the output will be.
Matt Paris - Business Director	Grey London is a multidisciplinary creative advertising agency built up of some of the most interesting and inspiring minds in the world. With a mantra that reads "famously effective", you know the type of work you're getting when working with Grey London. Our focus on hiring a diverse workforce enables and encourages culturally relevant and sensitive output that wins awards.
Harriette Hanson, Business Director	Grey is an inclusive, vibrant, creative agency with a keen focus on strategic input/audience insights to aid delivering famously effective work. We champion creative solutions to client's business challenges, putting customer insight and creativity at the heart of everything we do. We value collaboration, partnership and kindness.
Thomas Bunnell Planning Director	One of the world's leading and most long standing advertising agencies known for famously effective ideas. Grey London helps build brands and specialises in a broad range of comms - from TV and traditional media through to digital and beyond.
Murray Allan, Creative Director	Grey is a dynamic, creative agency focused on delivering 360º campaigns that build lasting business for our clients. We pride ourselves on our Collision of Difference – bringing fully diverse talent together to create compelling ideas born of real experience. Our strategic foundations and turn all kinds of business objective into famous and effective advertising that is rooted in contemporary culture.
Jesse Little, Creative Director	A boutique creative studio that’s part of a global networked company. We make famously effective work for brands. Our belief is that creativity is the best use of spend.
Ed Hayne, Strategy Director	Lovely people. Getting back to their best but still a work in progress.
Costanza Rossi Head of Art	Grey London is a medium size agency belonging to a network. Our portfolio expands from local to global clients, we strive for creativity. Famously effective is our motto.
Rob Gray, Business Director	Grey is a global leader in growing brands through innovation, storytelling and integrated communication. Built on the idea that true growth comes from the alchemy between fame and effectiveness, Grey have been delivering meaningful business results since 1917. This theory has been put into practise successfully for brands such as Pringles, Volvo, HSBC, Pantene, Braun, the UN and many more.
Ben Clapp, Executive Creative Director	Grey London is a welcoming, open and energised collective of experts, focused on delivering famously effective marketing for our clients. Work that builds global brands, that sells products and that responds to and creates culture. A globally recognised powerhouse agency within the world's most creative and capable network, Grey London builds flexible dynamic teams around each and every cllient's needs.
Aaron McGurk Creative Director	A global full service, award-winning, creative agency that puts effectiveness at the heart of every brand it works across.
Jonny Tennant-Price, Joint MD	A based globally-renowned full service creative agency - we've been making Famously Effective work for our clients for 105 years. Powered by the Collision of Difference we produce world class creative ideas which live across the full spectrum of brand experience. These ideas transform our client's businesses, drive growth and lead to tangible social, cultural and commercial impact.
Sophie Osaer, Business Director	Grey is a dynamic full-service agency with an entrepreneurial spirit and a passion for culturally disruptive creative at it's heart. Our leadership, experience and boarder-less access to specialists across the wider WPP network give us the chops to deliver world class creative across all kinds of brands and shapes of work.
Maxine Hose - Executive Producer	Grey London is a famously effective creative studio, hitting new heights in an incredible creative re-birth. Our people and culture are at the heart of what we do and our passionate team, along with the spectacular AKQA Global network, are here to support and collaborate with you, to help transform your brand.
Dorota Marcinkowska, Business Director	Makers of famously effective ideas. We believe that collision of difference is the path to famously effective ideas which essentially create or impact ​culture to drive business.​
Jesse Little, Creative Director	We create famously effective work for our clients, delivering audacious world class creative that delivers concrete and measurable business results. We believe that exceptional creative is the best way to a brand's commercial success. And that a diverse selection of minds focused on a single problem is what produces that level of creative.
Arnt Eriksen, Creative Strategist	For more than a century, Grey London has been blazing an unforgettable trail through the creative landscape with Famously Effective work. Bridging compelling storytelling and impact at every turn, we craft ideas that push culture forward - proving nothing is impossible when passion meets purpose.
Asad Shaykh, Head of Strategy	Grey London is a remarkable collision of difference, which births original creatives ideas having the energy to impact commercial results. This underpins our understanding of what's current and how we use to to create both cultural and client value for the brands we work with. In short, this is the DNA of how we produce Famously Effective work.
Joanne Henderson, Client FD	We provide Famously Effective Ideas for our clients! With a wealth of experience grown over 100 years, Grey has evolved advertising and marketing solutions to clients across a broad spectrum of industries. Highly awarded, with studios throughout the globe and powered by the WPP network.
Matt Gladstone, Planning Partner	We're an open-minded, collaborative creative partner. Our focus is to unlock topline growth and profitability, by developing strategies and communication to impact your customers and wider stakeholders.
Chris Lapham Group Creative Director	Grey is the complete opposite of what the word suggests. It is a colourful, creatively-disruptive, forward-thinking, culture-savvy collection of people, put together to empower brands in a world full of meh. Or as our own strap line suggests... 'famously effective'.
James McNichol - Head of Creative Delivery	We're an agency full of passion, pride, togetherness. With a keen eye on creating the best work possible that's right for our clients to help build their brands that showcases true partnership in the way we work.
Akwa Onuoha Managing Director, TANK Worldwide - Part of Grey Group	TANK WW is a borderless creative advertising agency that specialises in crafting stories that positively impact human lives within the health and wellness space.
Tamsine Foggin, Group Business Director	Grey London is an open and collaborative agency hungry for creative opportunities. We live by our Famously effective ambition, passionately making work that works and driving fame for our clients, big & small.
David Wigglesworth - Executive Creative Director	We are a creatively obsessed agency that has a clear focus on creating famous work that delivers unfair growth and effectiveness for our clients.
How consistently does your team write and execute a detailed written organic growth plan for each account you work on? This includes objectives, actions, timelines, and accountability.
Sunir Patel MR	Not at all
Gilliam Caldwell-Dunn Strategy Director
Margarida Lobo de Carvalho Group Business Director
Kate Armishaw, Client Partner, Volvo
Fiona Keyte, Planning Partner
Georgie Stewart Global Managing Director	We've talked about it
Nazneen Read, Executive Producer	Some accounts have a plan in place
Katherine Goodale, New Business Director	Not at all
Mark Rees-Weeden, Managing Partner	We've talked about it
Jo Heywood - Group Business Director	Some accounts have a plan in place
Hanna Essinger, Business Director	We've talked about it
Agi Varanyi, Managing Partner	Some accounts have a plan in place
Nathan Gainford, Managing Director	Some accounts have a plan in place
Ayesha Datoo - Head of Account Leadership	We've talked about it
Matt Paris - Business Director	Some accounts have a plan in place
Harriette Hanson, Business Director	We've talked about it
Thomas Bunnell Planning Director	Not at all
Murray Allan, Creative Director	Every account has a plan, but we are not consistently executing
Ed Hayne, Strategy Director	Some accounts have a plan in place
Costanza Rossi Head of Art	We've talked about it
Rob Gray, Business Director	Some accounts have a plan in place
Ben Clapp, Executive Creative Director	Every account has a plan, but we are not consistently executing
Aaron McGurk Creative Director	Not at all
Jonny Tennant-Price, Joint MD	We have a clear plan for each account and are tracking progress against it
Sophie Osaer, Business Director	We've talked about it
Maxine Hose - Executive Producer	Not at all
Dorota Marcinkowska, Business Director	Some accounts have a plan in place
Jesse Little, Creative Director	Some accounts have a plan in place
Arnt Eriksen, Creative Strategist
Asad Shaykh, Head of Strategy	We've talked about it
Joanne Henderson, Client FD	We've talked about it
Matt Gladstone, Planning Partner
Chris Lapham Group Creative Director	Some accounts have a plan in place
James McNichol - Head of Creative Delivery	Not at all
Akwa Onuoha Managing Director, TANK Worldwide - Part of Grey Group	Not at all
Tamsine Foggin, Group Business Director	We've talked about it
David Wigglesworth - Executive Creative Director	Every account has a plan, but we are not consistently executing
Do you have a customer journey model for each account that you work on? If so, how are they used on a day-to-day basis?
Sunir Patel MR	We don't use journey modeling for any of our accounts.
Gilliam Caldwell-Dunn Strategy Director	We use journey modeling on some accounts, on a case-by-case basis.
Margarida Lobo de Carvalho Group Business Director	We don't use journey modeling for any of our accounts.
Kate Armishaw, Client Partner, Volvo	We don't use journey modeling for any of our accounts.
Jesper Norgaard, Strategy Director	We use journey modeling on some accounts, on a case-by-case basis.
Fiona Keyte, Planning Partner
Georgie Stewart Global Managing Director	We use journey modeling on some accounts, on a case-by-case basis.
Nazneen Read, Executive Producer	We don't use journey modeling for any of our accounts.
Katherine Goodale, New Business Director	We use journey modeling on some accounts, on a case-by-case basis.
Mark Rees-Weeden, Managing Partner	We use journey modeling on some accounts, on a case-by-case basis.
Jo Heywood - Group Business Director	We use journey modeling on some accounts, on a case-by-case basis.
Hanna Essinger, Business Director	We use journey modeling consistently / across most accounts.
Agi Varanyi, Managing Partner	We use journey modeling consistently / across most accounts.
Nathan Gainford, Managing Director	We don't use journey modeling for any of our accounts.
Ayesha Datoo - Head of Account Leadership	We use journey modeling on some accounts, on a case-by-case basis.
Matt Paris - Business Director	We use journey modeling on some accounts, on a case-by-case basis.
Harriette Hanson, Business Director	We don't use journey modeling for any of our accounts.
Thomas Bunnell Planning Director	We use journey modeling on some accounts, on a case-by-case basis.
Murray Allan, Creative Director	We use journey modeling on some accounts, on a case-by-case basis.
Ed Hayne, Strategy Director	We use journey modeling on some accounts, on a case-by-case basis.
Costanza Rossi Head of Art	We don't use journey modeling for any of our accounts.
Rob Gray, Business Director	We don't use journey modeling for any of our accounts.
Ben Clapp, Executive Creative Director	We use journey modeling consistently / across most accounts.
Aaron McGurk Creative Director	We don't use journey modeling for any of our accounts.
Jonny Tennant-Price, Joint MD	We don't use journey modeling for any of our accounts.
Sophie Osaer, Business Director	We don't use journey modeling for any of our accounts.
Maxine Hose - Executive Producer	We don't use journey modeling for any of our accounts.
Dorota Marcinkowska, Business Director	We use journey modeling on some accounts, on a case-by-case basis.
Jesse Little, Creative Director	We don't use journey modeling for any of our accounts.
Arnt Eriksen, Creative Strategist
Asad Shaykh, Head of Strategy	We use journey modeling on some accounts, on a case-by-case basis.
Joanne Henderson, Client FD	We don't use journey modeling for any of our accounts.
Matt Gladstone, Planning Partner	We use journey modeling on some accounts, on a case-by-case basis.
Chris Lapham Group Creative Director	We don't use journey modeling for any of our accounts.
James McNichol - Head of Creative Delivery	We don't use journey modeling for any of our accounts.
Akwa Onuoha Managing Director, TANK Worldwide - Part of Grey Group	We use journey modeling consistently / across most accounts.
Tamsine Foggin, Group Business Director	We use journey modeling on some accounts, on a case-by-case basis.
David Wigglesworth - Executive Creative Director	We use journey modeling on some accounts, on a case-by-case basis.
On a scale of 1-10, how well do you base your presentations on a new and unexpected strategic target audience insight vs. a predictable target audience insight? In other words, how well do you always have something brand new to share about the client's target audience? (10 = we are always strong in this area)
Sunir Patel MR	1
Gilliam Caldwell-Dunn Strategy Director	8
Margarida Lobo de Carvalho Group Business Director	8
Kate Armishaw, Client Partner, Volvo	8
Jesper Norgaard, Strategy Director	6
Fiona Keyte, Planning Partner	8
Georgie Stewart Global Managing Director	4
Nazneen Read, Executive Producer	5
Katherine Goodale, New Business Director	5
Mark Rees-Weeden, Managing Partner	7
Jo Heywood - Group Business Director	5
Hanna Essinger, Business Director	5
Agi Varanyi, Managing Partner	5
Nathan Gainford, Managing Director	6
Ayesha Datoo - Head of Account Leadership	8
Matt Paris - Business Director	7
Harriette Hanson, Business Director	4
Thomas Bunnell Planning Director	6
Murray Allan, Creative Director	5
Ed Hayne, Strategy Director	5
Costanza Rossi Head of Art	5
Rob Gray, Business Director	7
Ben Clapp, Executive Creative Director	7
Aaron McGurk Creative Director	3
Jonny Tennant-Price, Joint MD	7
Sophie Osaer, Business Director	3
Maxine Hose - Executive Producer	7
Dorota Marcinkowska, Business Director	4
Jesse Little, Creative Director	1
Arnt Eriksen, Creative Strategist	9
Asad Shaykh, Head of Strategy	6
Joanne Henderson, Client FD	9
Matt Gladstone, Planning Partner	6
Chris Lapham Group Creative Director	7
Akwa Onuoha Managing Director, TANK Worldwide - Part of Grey Group	6
Tamsine Foggin, Group Business Director	4
David Wigglesworth - Executive Creative Director	7
On a scale of 1-10, how well do your presentations always include a new and unexpected creative/concept/program/tactical idea? (10 = we are always strong in this area)
Sunir Patel MR	8
Gilliam Caldwell-Dunn Strategy Director	8
Margarida Lobo de Carvalho Group Business Director	6
Kate Armishaw, Client Partner, Volvo	6
Jesper Norgaard, Strategy Director	8
Fiona Keyte, Planning Partner	7
Georgie Stewart Global Managing Director	6
Nazneen Read, Executive Producer	8
Katherine Goodale, New Business Director	6
Mark Rees-Weeden, Managing Partner	7
Jo Heywood - Group Business Director	8
Hanna Essinger, Business Director	8
Agi Varanyi, Managing Partner	8
Nathan Gainford, Managing Director	4
Ayesha Datoo - Head of Account Leadership	7
Matt Paris - Business Director	5
Harriette Hanson, Business Director	6
Thomas Bunnell Planning Director	9
Murray Allan, Creative Director	7
Ed Hayne, Strategy Director	7
Costanza Rossi Head of Art	7
Rob Gray, Business Director	7
Ben Clapp, Executive Creative Director	7
Aaron McGurk Creative Director	9
Jonny Tennant-Price, Joint MD	9
Sophie Osaer, Business Director	8
Maxine Hose - Executive Producer	8
Dorota Marcinkowska, Business Director	5
Jesse Little, Creative Director	6
Arnt Eriksen, Creative Strategist	9
Asad Shaykh, Head of Strategy	7
Joanne Henderson, Client FD	9
Matt Gladstone, Planning Partner	4
Chris Lapham Group Creative Director	10
James McNichol - Head of Creative Delivery	6
Akwa Onuoha Managing Director, TANK Worldwide - Part of Grey Group	7
Tamsine Foggin, Group Business Director	8
David Wigglesworth - Executive Creative Director	9
On a scale of 1-10, how well do you demonstrate the business impact of your recommendation? (10 = we are always strong in this area)
Sunir Patel MR	4
Gilliam Caldwell-Dunn Strategy Director	5
Margarida Lobo de Carvalho Group Business Director	8
Kate Armishaw, Client Partner, Volvo	4
Jesper Norgaard, Strategy Director	4
Fiona Keyte, Planning Partner	5
Georgie Stewart Global Managing Director	5
Nazneen Read, Executive Producer	8
Katherine Goodale, New Business Director	5
Mark Rees-Weeden, Managing Partner	5
Jo Heywood - Group Business Director	3
Hanna Essinger, Business Director	4
Agi Varanyi, Managing Partner	5
Nathan Gainford, Managing Director	3
Ayesha Datoo - Head of Account Leadership	3
Matt Paris - Business Director	5
Harriette Hanson, Business Director	7
Thomas Bunnell Planning Director	6
Murray Allan, Creative Director	9
Ed Hayne, Strategy Director	7
Costanza Rossi Head of Art	6
Rob Gray, Business Director	5
Ben Clapp, Executive Creative Director	5
Aaron McGurk Creative Director	2
Jonny Tennant-Price, Joint MD	6
Sophie Osaer, Business Director	4
Maxine Hose - Executive Producer	7
Dorota Marcinkowska, Business Director	5
Jesse Little, Creative Director	3
Arnt Eriksen, Creative Strategist	9
Asad Shaykh, Head of Strategy	4
Matt Gladstone, Planning Partner	4
Chris Lapham Group Creative Director	6
James McNichol - Head of Creative Delivery	6
Akwa Onuoha Managing Director, TANK Worldwide - Part of Grey Group	5
Tamsine Foggin, Group Business Director	6
David Wigglesworth - Executive Creative Director	3
On a scale of 1-10, how well are your strategy and execution presentations backed up by an irrefutable logic trail?
Sunir Patel MR	7
Gilliam Caldwell-Dunn Strategy Director	7
Margarida Lobo de Carvalho Group Business Director	10
Kate Armishaw, Client Partner, Volvo	6
Jesper Norgaard, Strategy Director	8
Fiona Keyte, Planning Partner	8
Georgie Stewart Global Managing Director	4
Nazneen Read, Executive Producer	7
Katherine Goodale, New Business Director	7
Mark Rees-Weeden, Managing Partner	8
Jo Heywood - Group Business Director	9
Hanna Essinger, Business Director	5
Agi Varanyi, Managing Partner	7
Nathan Gainford, Managing Director	5
Ayesha Datoo - Head of Account Leadership	7
Matt Paris - Business Director	8
Harriette Hanson, Business Director	8
Thomas Bunnell Planning Director	7
Murray Allan, Creative Director	8
Ed Hayne, Strategy Director	8
Costanza Rossi Head of Art	3
Rob Gray, Business Director	8
Ben Clapp, Executive Creative Director	7
Aaron McGurk Creative Director	8
Jonny Tennant-Price, Joint MD	6
Sophie Osaer, Business Director	4
Maxine Hose - Executive Producer	8
Dorota Marcinkowska, Business Director	6
Jesse Little, Creative Director	3
Arnt Eriksen, Creative Strategist	9
Asad Shaykh, Head of Strategy	8
Matt Gladstone, Planning Partner	9
Chris Lapham Group Creative Director	7
James McNichol - Head of Creative Delivery	3
Akwa Onuoha Managing Director, TANK Worldwide - Part of Grey Group	8
Tamsine Foggin, Group Business Director	8
David Wigglesworth - Executive Creative Director	6
When you consider organic growth with current clients, specifically, where does your agency most need to improve? Answer as best you can, based on your role and involvement in this area.
Gilliam Caldwell-Dunn Strategy Director	Experience mapping & comms planning PR capabilities beyond industry press Client-specific thought-leadership
Margarida Lobo de Carvalho Group Business Director	The most pressing area is to ensure the adequate resourcing/talent vs what the constant squeezed fees clients/procurement negotiate. One suffers in the detriment of the other, resulting in rotation and lack of staffing.
Kate Armishaw, Client Partner, Volvo	I think we could probably share/recycle learnings/models better i.e. if one team has successfully sold in a service, share how it was done with other teams and use the first success as a case study. I also think we have to think like a small, below the line, project-based agency. Spot the opportunities, lean in and write the brief for our client, proactively, to kick-start the conversation (within reason and always based on insights). I also think we need to address resourcing issues so that we can confidently say to our clients that we have their basics covered, and want more.
Jesper Norgaard, Strategy Director	I would say that we need to find a way to infiltrate the annual planning conversations earlier. We often have great, culturally relevant ideas to sell, but if the client doesn't have any budget to allocate, our time is wasted and the client misses the opportunity to capitalise on the idea.
Fiona Keyte, Planning Partner	Getting clients to pay for the strategic advice we give them - and could be paid to give them.
Georgie Stewart Global Managing Director	Make growth more part of every conversation. Share ideas for growth cross clients. Find out what our CLIENTS want from us that will help us grow. Super charge our New Biz approach. Have everyone in a pitch at least once a year.
Nazneen Read, Executive Producer	With budgets and timings, to ensure we have the right amount of time to make the work.
Katherine Goodale, New Business Director	I have limited involvement in the area, but a few ideas - Better sharing of work so all clients understand that full breadth of what Grey can offer.
Mark Rees-Weeden, Managing Partner	Diversification of offering or repackaging/marketing of skills and output. Thinking specifically for my clients, we have captured a large % of their marketing budget and whilst pro-active work can and does yield some incremental opportunities and revenue, it's by looking elsewhere in their organisation that new budgets and potential can be unlocked - it also means that our role can move from beyond the CMO to wider C-suite support and buy in, e.g. Corporate Purpose definition takes us from CMO to CEO and CP(people)O and onwards to Employee Engagement programmes
Jo Heywood - Group Business Director	It would be beneficial to have more internal sharing of capabilities within the agency & group, in order to help identify and support growth opportunities beyond the skillsets & expertise currently provided to our clients. For example, Grey Consulting, or within the wider WPP network - e.g. social and influence, PR, comms strategy etc.
Hanna Essinger, Business Director	The complexities of working within the "big" WPP partnership can sometimes make it difficult to be agile/ proactive when there's so many processes in place / different op-co's all trying to protect their own scopes / P&L. (I'm part of team Haleon a WPP inter-agency team) Sometimes there's a lack of clarity around who is the best expert to involve in pitching for a scope extension. Workloads & tight deadlines of ongoing work means there's not always resource available to help proactively grow current business.
Agi Varanyi, Managing Partner	Resource management - ensuring we have the best possible talent where it really counts. Good work will deliver growth.
Mohamed Kahwaji, SVP Business Director EMEA	We need to stop obsessing about long form content and start owning short form. We're all fighting for consumers' attention so we need to be much better at creating content that hooks the consumer in no more than 3 seconds. We need to better at 'visual' ideas. Visuals that can tell the story instantly. Visuals that tell why do I need to buy this brand instantly.
Nathan Gainford, Managing Director	We lack credibility in delivering services / capability beyond advertising ideas.
Ayesha Datoo - Head of Account Leadership	Currently the majority of our proactive work seems to be for pro bono Clients or Clients we don't yet work with. If we were to shift that focus and apply proactivity to our existing clients with the same emphasis, that would lead to more organic growth as the relationship already exists.
Matt Paris - Business Director	I think the focus needs to be on making sure other agencies aren't eating our lunch! (eating into our scope). We need to position ourselves as indispensable and create a sense that no one else could deliver the work as good as we can. We need to partner with our clients and not be "just" a supplier. That way more opportunities will be afforded to us.
Harriette Hanson, Business Director	On the HSBC business, we tend to be ring-fenced by clients to work on certain aspects of their business, as other areas are earmarked for other agencies. Our organic growth is limited, as we're often see as more expensive than other smaller agencies, and therefore get given the larger strategic & creative projects, and miss out on the smaller briefs that could beef up our overall offering.
Thomas Bunnell Planning Director	Making prospective ideas easy to buy. We need to better package above and beyond thinking - with more concrete definition and easy to implement processes. Ideas are currently too conceptual.
Murray Allan, Creative Director	Based purely on my role and involvement, I know that we can create organic growth through the clients I work with by building bespoke internal creative and design teams to service their needs.
Jesse Little, Creative Director	Digital strategy and delivery, connecting the 360 ideas in a way that actually becomes realistically sellable from our business.
Ed Hayne, Strategy Director	Focussing our proactivity on where the money's at. Too much time is spent on pro bono work.
Costanza Rossi Head of Art	there needs to be a more strategic approach to this. Not just randomly presenting ideas to the client but explain more why
Rob Gray, Business Director	On Pantene (P&G), main areas of growth will come from unlocking additional product lines, current being briefed into other agencies. We have started opening this revenue stream with the new project 'Nile' in the pipeline, but will be further grown by demonstrating creative excellence, craft and process management.
Ben Clapp, Executive Creative Director	In my opinion, we have fallen behind in having enough 'spare' creative capability (across teams, editing, tech and pres) - to be able to throw at pro-active iniatives or to react to opportunity. Clients often buy into things they can see, and like to sell on things that look impressive. Much of this is due to financial and scope pressure, but I think we need more investment in both editing and digital creativity.
Aaron McGurk Creative Director	I think we need to look closer at the clients businesses as a whole, pin point what their actual business problem(s) are and then work pro-actively on how to solve them.
Jonny Tennant-Price, Joint MD	Greater and clearer accountability and also personal incentives and targets for MPs, PP's and CDs to grow their existing relationships. WPP swim lanes can inhibit entrepreneurialism - but also present clear growth opportunities which are currently unexploited.
Sophie Osaer, Business Director	On my account, a large opportunity for organic growth comes from proactive out of scope ideas for fame driving work. As an agency, I feel our approach to proactive ideas has been inconsistent. The recent introduction of an Evergreen brief for each account and more regular central reviews of proactive ideas by creative leadership have helped to provide more structure around this. As has the agency target of putting forwards at least one piece of proactive work every 6 months. However I'd like to see the Creative Directors for each account take more initiative in driving proactive ideas and more internal discussion around how to manage this with client. (E.g. Do we start to build quarterly fame-driving ideation into client scopes of work outside of usual projects? Are there tactics or exercises our strategists can undertake more proactively to identify new and exciting insights on which to base proactive work?). I also feel that since Covid, agency travel & expenses has been restricted and face-time with clients (trips, dinners, etc) has reduced significantly and does not seem to be actively encouraged. However it is this face-time that is often the most fruitful in terms of discovering new opportunities. (Vs scheduled client conversations on Teams which tend to be more focused on a specific project or topic).
Maxine Hose - Executive Producer	Working in production, I see a massive opportunity for organic growth through proactive projects based around cultural calendar moments, that can be serviced in house or in network. Nimble, social ideas through smart strategic and creative thinking. Additionally, growth in sustainable production will not only help our clients to achieve their internal goals, but place us in the forefront of what will eventually be mandatory practice in client servicing. Strengthening our offering to internal and prospective clients alike.
Dorota Marcinkowska, Business Director	Digital/social capabilities.
Jesse Little, Creative Director	We need to get better at delivering a high quality digital product that integrates with the rest of their comms plan. In my experience we are constantly sharing stuff that is good quality but not integrated, or integrated by not good quality.
Arnt Eriksen, Creative Strategist	We need to focus on the core idea first, with a wider connected lens of multichannel executions. We need to push the digital narrative, and be in the forefront of how web3 will impact brands, creators and culture. We must use our legacy of famously effective work and delivering cultural energy through collision of difference, to push for a shift moving from 'movie' as the primary deliverable to be about the compelling story being infused into the communities, on the channels and devices they use the most. It comes down to engaging and motivating the audience through interactions, perceptions and behaviours that impact culture, and how we as experts can push that change, in brilliant ways. This can be done by updating the way we work, and optimising the strategic and creative process to embrace the 'first screen philosophy' and earn trust with our clients to execute beyond the transitional way we have up until now. The only constant is change, and we have the chance to lead this through thought eldership, and by challenging existing clients and prospects to become challenger brands. If they give us permission and let us guide them, and navigate the new ecosystem of marketing for them through creative excellence, and make a positive impact on both the perception of the brand but more importantly their bottom line. Culture drives behaviour — behaviour drives culture.
Asad Shaykh, Head of Strategy	For me, organic growth is all about spotting and converting opportunities with the client. The client-lead to spot them, and the strategy-lead to convert them. Sometimes, these can be interchanged, however, mostly it follows this pattern. This does not work if one of the elements is missing. Also, this doesn't work if this is limited to only Managing Partner and Strategy Partner level. Our agency needs to provide training and encouragement at Account Director level to make this work, which seems to be a little on the back-foot at the moment.
Joanne Henderson, Client FD	Develop our hunter mentality - better understand our clients needs then sell our services to help them achieve their goals - seek out and spot wider opportunities, what other brands can we work on, what introductions/referrals can we get from current clients wider network, what additional services can we sell (build knowledge and confidence of our teams to sell those services). Be confident in negotiation and in our pricing.
Matt Gladstone, Planning Partner	We are very focused on top funnel mass media comms. We have no capability in lower funnel, TTL work - which is a huge growth are for clients. We could double our revenue on several clients if we did that, I'm sure.
Chris Lapham Group Creative Director	Not sure i know what this means, sorry. All I can say is that maybe the agency needs to be more involved creatively with the client business problems and be more proactive with ideas that can take the client's business further and maybe even improve their product or service, not just do the expected and asked for 'ads'. But again, I don't know if this is what the question is about.
James McNichol - Head of Creative Delivery	We're incredibly pragmatic at servicing our clients and the briefs that come with that. What we don't always look at is ways to build on those relationships to acquire more opportunities. We should be looking inwards not always outwards (new business). Pitches are tough and expensive and we should be putting more energy into the current client list than going after pitch after pitch.
Akwa Onuoha Managing Director, TANK Worldwide - Part of Grey Group	Organic growth with existing clients is actually one of our stronger areas. I would say we need to improve on leveraging the positive relationships and organic growth with existing clients towards securing net new business with different clients/businesses in the same company as our existing clients ie. GSK
Tamsine Foggin, Group Business Director	Digital/social offering - we are great at delivering big brand TVCs but there isn't the creative experience (or desire) in the building that delivers social first thinking with platforms in mind
David Wigglesworth - Executive Creative Director	We need to get continue building our relationships so we can get ever closer to our clients. We need to spend more time together as humans so that we can really feel, breathe and understand the needs, worries and desires of our clients. This way, all of our thinking can can pointed at truly solving business problems in the most creative way possible.
What are some of the proactive initiatives you’ve attempted to create organic growth on your accounts? Please explain what has been more successful and what has been more challenging.
Gilliam Caldwell-Dunn Strategy Director	Proactive briefs - sometimes works, sometimes clients don't understand why we're doing it Building in 70/20/10 model for more risky ideas Thought-leadership sessions with examples from other categories/brands - gets clients thinking about what they're missing
Margarida Lobo de Carvalho Group Business Director	Considering Haleon Consumer Healthcare clients don't always provide briefs that allow for creative ambition, we created global creative council reviews twice a year for teams to submit work they would like to develop that can take us towards award winning programmes. Leadership will in turn support the development of ideas - within a carefully crafted evaluation scale - and open doors to sell to clients.
Kate Armishaw, Client Partner, Volvo	The Helly Hansen purpose work was a great success story. On VCUK, we've pushed to pick up smaller local production tasks such as retailer videos and OOH production (both of which historically have gone to Tag), and have acquired fleet/tactical work from Havas after pitching, however with the move from local markets to a centralised model makes overall growth difficult.
Jesper Norgaard, Strategy Director	For our investment services client, we tried to take on the societal problem around the gender pension gap. The idea was very good and relevant in culture, but the client felt somewhat uncomfortable talking about this - partly because of what the brand is, but also due to them not wanting to talk too much about investing during the cost of living crisis. On a positive note, the client loved that we brought a proactive idea to them like this. For an online retail client, we presented a proactive idea that would allow the client to engage with a new and younger audience (gamers). We felt that it was a great idea because they want to sell more gaming stuff, and gaming is on the rise in culture. However, it feels like the idea was disregarded because the client personally didn't quite feel it (or was just in a weird mood, tbh). The most challenging bit is that we often spend a lot of time on these initiatives, and we end up pouring a lot of our hearts and souls into something. And then, we present everything and the client gets all excited, but eventually, the ideas are canned because there isn't budget to allocate (or perhaps the client isn't "brave" enough).
Fiona Keyte, Planning Partner	Undertaking Corporate Purpose for Helly Hansen - I was brought in to sell and deliver this project. Creating the brand architectures for TCCC brands - eg Fuze Tea Undertake workshops - also on TCCC
Georgie Stewart Global Managing Director	Pro-active creative presentations Workshops
Nazneen Read, Executive Producer	Creating a workflow overview, to see where we are and then identify opportunities for growth. Creating a cultural calendar and then upselling ideas for these.
Katherine Goodale, New Business Director	My role is focussed on new business so I am not involved in organic growth planning. In terms of growth for new business within the agency we are delivering against a clear marketing plan that includes thought leadership, events and press articles to support our growth pillars.
Mark Rees-Weeden, Managing Partner	In my previous role on Braun, we had always on briefs based on the Brand Purpose that were always open to respond to - from this the Sake of Keeping work was born and successful over two years. Across Imperial and Pulze, proactive has been lower priority purely due to the volume of paid for work over the past two years. Though from Client feedback we know it's something they're keen to hear from us on.
Jo Heywood - Group Business Director	Provision of proactive strategic thinking outside of current/existing workstreams, This has been well received. Attempts to bring in other WPP agencies to support in wider opportunities, (e.g. shopper strategy, comms strategy) - less successful due to conflicts of interest, category challenges etc.
Hanna Essinger, Business Director	Pulled in experts on certain topics and introduced them to the client. Shared work from other accounts / brands to show our capabilities. Entered proactive briefs into creative council and "sold" ideas to the client afterwards. Offered our help and expertise at every opportunity! More successful attempts are where client has already mentioned that this is an area of interest to them (eg currently we're trying to grow our "brand experience" work stream) and we can really hone in on that opportunity. More challenging when there isn't a clear business objective identified for the client (yet). Also, when the process is too "formal" eg here's what we can do but let's sign a scope off first. Sometimes it's much easier to demonstrate capabilities on a small scale first (proactively) and then when the client is happy with what they are seeing, scale up and go in with the details (eg scoping).
Agi Varanyi, Managing Partner	Go beyond the brief while still delivering in said brief. We can go off track and get excited of a new opportunity (channel, product, etc) and take eyes off the original ask. Pringles - have the 70/20/10 model in place: perfect set up for organic growth. P&G - find it difficult to grow BUT not impossible, work needs to be OUTSTANDING in order to move dial.
Nathan Gainford, Managing Director	The greatest challenge we have currently is there is no true accountability (beyond CFO / MD / MP) or incentive to drive organic growth in Grey. We've been most successful it's been more closely measured and held accountable. When I was an MP we've write account growth plans, clearly targeting areas for growth, individual clients and budgets and assigning actions across the team. Equally, I worked in an previous agency where organic growth was financially incentives - which meant Account Leadership aggressively sought growth.
Ayesha Datoo - Head of Account Leadership	Presented ideas beyond TV for Very (they currently only work with us to produce their TV assets). Challenging as they have a huge internal creative team and studio so so much much of their work beyond TV is done in house and Clients are very comfortable with that approach.
Matt Paris - Business Director	During my time at Havas London, working on DfE, I cross sold a large BTL brief for our sister agency Havas Helia. I worked with them to demonstrate their capabilities within digital and landed £200k worth of business OOS.
Harriette Hanson, Business Director	Off the back of a HSBC-led all agency planning day setting out their key business objectives for 2023, our core team on the business identified areas we could support HSBC/proactive proposals we took to them to 1) help deliver on their objectives 2) organically grow our scope with them. It was positively received and has open up new avenues / projects we're currently working through. In regards to challenges, HSBC also work with two smaller agencies Editions and Rideshotgun - the client has openly told us they work with these agencies as they're quicker and cheaper than us... Wherever possible we try to find cost efficiencies, and deliver as timely as possible, however our rate card is significantly higher than these smaller agencies which is difficult to compete with.
Thomas Bunnell Planning Director	We regularly try to sell in activation ideas on Vodafone i.e. campaign responses that meet the required criteria alongside other executions that extend the concept. Client budgets is generally mosts challenging
Murray Allan, Creative Director	We hold creative ambition days twice a year for all HSBC, and continually propose proactive ideas across all clients to deliver an 'Ask plus' on their requirements. The Creative Council is continually surfaced as a route for exciting, leftifield work, and lateral projects across our client roster are shared to build awareness of our capabilities across the agency.
Ed Hayne, Strategy Director	Volvo - always looking at opportunities around pushing EV sales. Bowers & Wilkins - making more of their existing partnerships Both have been challenging due to lack of budget or agency / client politics.
Costanza Rossi Head of Art	Lovehoney Dole Volvo Braun - challenging to present proactive ideas when there isn't an overall strategy to back them up with P&G doesn't respond well to those.
Rob Gray, Business Director	We have opened up the conversation about creative ambition, a workshop to be held (already held by the time this occurs) with the objective of identifying new opportunities to engage with the brand. This has been well received initially by the clients, though the outcomes haven't yet been realised. On past accounts, I have found that working collaboratively and bringing them into the process of proactive ideas helps to secure the buy in and ultimately funding. Presenting obscure proactive creative work, without engagement with client to get this buy in tends to fall down easily. I have also found that being present in the clients workspace, meeting new teams outside of traditional marketing has opened up opportunities to engage and present proactive work (e.g. comms teams, events etc.)
Ben Clapp, Executive Creative Director	Helping to bring back the dentist production model to Grey London has helped generate financial growth and capability, with several new hires. The most challenging part remains our relationship with Publicis/CAST as the production agency.
Aaron McGurk Creative Director	Pin pointing dates in the calendar where we think there are creative opportunities i.e Queens Jubilee, Valentines Day etc. Challenges have always been around getting approval and sign off in time as well as budgets.
Jonny Tennant-Price, Joint MD	We've had some success stimulating growth with client referral schemes - in theory applying this to existing clients would have a similar outcome
Sophie Osaer, Business Director	Our account tripod (Business Director, Strategist & Creative Director) implemented weekly catch-ups to take a bigger picture view of the account and opportunities. We wrote an Evergreen brief for proactive ideas which was distributed to the wider creative department and then reviewed ideas that were put forwards. We have also implemented monthly status meetings with our client CMO as a platform to share proactive ideas and discuss their business and any potential out of scope opportunities. All these tactics have worked very well (we have 2 proactive projects currently in production scoping) as they provide more of a formal structure to develop and share proactive ideas.
Maxine Hose - Executive Producer	n/a
Dorota Marcinkowska, Business Director	Expanding into social/digital activations at the back of pure ATL briefs.
Jesse Little, Creative Director	Doing proactive work for brands is part of this, but rarely gets in front of client for a variety of reasons. Possibly because they're creative first, rather than starting with a client's business problem. I've been trying to get in front of the Very head of creative to try and work out how we can work to make our creative more integrated, which may lead to more involvement in their smaller scale operations. This is not necessarily about growth, but more about bedding in the client.
Arnt Eriksen, Creative Strategist	Initiate conversations and participations internally, as well as creating thought leadership pieces to be published. In addition stay in the forefront of what is happening within the tech, cultural and innovation space that can create opportunities.
Asad Shaykh, Head of Strategy	We've tried several proactive initiatives across Coca-Cola, Helly Hanson, Tuborg, Very - almost all the accounts we've worked on. The challenging bit, as I mentioned in one of my previous answers, is spotting the opportunity. That's all about timing. We've often missed our timing because of the lack of closeness to the client and/or their process priorities.
Joanne Henderson, Client FD	In a finance role so try to spot and flush out where we're over servicing clients tohelp empower teams to grow the revenue on accounts by providing better data for to negotiate better deals / improve future pricing.
Matt Gladstone, Planning Partner	On HSBC we regularly grow organic fee during the year. This is generally prompted by a conversation about what's going on across their portfolio of marketing activities, and finding opportunities to apply strategy and then creative. Or simple things like an extra 'press play' video around a service they have.
Chris Lapham Group Creative Director	For Pringles we have proactively created innovative creative ideas that tap into the valuable gaming community, a much sort-after, growing target audience for our client, but which also cost the client minimal money. They have been successful. We have also tried to create new products that they can sell, which also amplify the brand i.e 'The Pringes Cansie' a campaign for 'nights in with Pringles' where we promote a comfy, furry, Pringles can that customers can lounge in on their couch. This was challenging as the politics of the clients and the red tape that exists within their business has stopped this from happening.
Akwa Onuoha Managing Director, TANK Worldwide - Part of Grey Group	-partnering with new life cycle management client - not yet successful (clients unclear on expertise or caps in this area) -leading direct to patient campaigns - not successful (clients not confident in our caps in this area) -video production for EU based video production projects - successful
Tamsine Foggin, Group Business Director	Integration of in store/retail POS into creative thinking Social first thinking - new channels/platforms Proactive 10% ideas that challenge WOW - quick & fast vs longer lead times in line with retail calendar eg. Pringlesonic
David Wigglesworth - Executive Creative Director	A lot of the pro-active work has been started with creative leading the charge. For us to get greater success that will drive impact for the client, we need to begin with a more strategically focused plan that targets areas of need for client. Then when we bring pro-active ideas to the client, we are not trying to push a creative opportunity first, but are instead creatively proposing pro-active idea that will meet a true need.
On a scale of 1 - 5, how well would your clients say your agency understands and addresses their business (and category-specific business/marketing measures)? For example, in Lodging, the measures are defined as Rate per Occupancy, Duration per Occupancy, and Inbound Inquiries. For Retail Grocery, the measures would include Basket Size, Basket Mix, Store Traffic, Trip Duration, etc.
Gilliam Caldwell-Dunn Strategy Director	3. "They understand my category-specific business and marketing measures."
Margarida Lobo de Carvalho Group Business Director	3. "They understand my category-specific business and marketing measures."
Kate Armishaw, Client Partner, Volvo	3. "They understand my category-specific business and marketing measures."
Jesper Norgaard, Strategy Director	3. "They understand my category-specific business and marketing measures."
Fiona Keyte, Planning Partner	3. "They understand my category-specific business and marketing measures."
Georgie Stewart Global Managing Director	2. "They understand and address only soft, top-of-the-funnel measures, such as awareness, impressions, traffic, CTR, etc.”
Nazneen Read, Executive Producer	5. “They are effective at tying all the agency’s work back to my category-specific business KPIs”
Katherine Goodale, New Business Director	5. “They are effective at tying all the agency’s work back to my category-specific business KPIs”
Mark Rees-Weeden, Managing Partner	2. "They understand and address only soft, top-of-the-funnel measures, such as awareness, impressions, traffic, CTR, etc.”
Jo Heywood - Group Business Director	3. "They understand my category-specific business and marketing measures."
Hanna Essinger, Business Director	3. "They understand my category-specific business and marketing measures."
Agi Varanyi, Managing Partner	3. "They understand my category-specific business and marketing measures."
Nathan Gainford, Managing Director	2. "They understand and address only soft, top-of-the-funnel measures, such as awareness, impressions, traffic, CTR, etc.”
Ayesha Datoo - Head of Account Leadership	2. "They understand and address only soft, top-of-the-funnel measures, such as awareness, impressions, traffic, CTR, etc.”
Matt Paris - Business Director	2. "They understand and address only soft, top-of-the-funnel measures, such as awareness, impressions, traffic, CTR, etc.”
Harriette Hanson, Business Director	3. "They understand my category-specific business and marketing measures."
Thomas Bunnell Planning Director	3. "They understand my category-specific business and marketing measures."
Murray Allan, Creative Director	2. "They understand and address only soft, top-of-the-funnel measures, such as awareness, impressions, traffic, CTR, etc.”
Ed Hayne, Strategy Director	3. "They understand my category-specific business and marketing measures."
Costanza Rossi Head of Art	2. "They understand and address only soft, top-of-the-funnel measures, such as awareness, impressions, traffic, CTR, etc.”
Rob Gray, Business Director	3. "They understand my category-specific business and marketing measures."
Ben Clapp, Executive Creative Director	5. “They are effective at tying all the agency’s work back to my category-specific business KPIs”
Aaron McGurk Creative Director	3. "They understand my category-specific business and marketing measures."
Jonny Tennant-Price, Joint MD	4. "They are effective at tying all the agency’s work back to my category-specific marketing KPIs”
Sophie Osaer, Business Director	2. "They understand and address only soft, top-of-the-funnel measures, such as awareness, impressions, traffic, CTR, etc.”
Dorota Marcinkowska, Business Director	2. "They understand and address only soft, top-of-the-funnel measures, such as awareness, impressions, traffic, CTR, etc.”
Jesse Little, Creative Director	2. "They understand and address only soft, top-of-the-funnel measures, such as awareness, impressions, traffic, CTR, etc.”
Arnt Eriksen, Creative Strategist	3. "They understand my category-specific business and marketing measures."
Asad Shaykh, Head of Strategy	3. "They understand my category-specific business and marketing measures."
Joanne Henderson, Client FD	3. "They understand my category-specific business and marketing measures."
Matt Gladstone, Planning Partner	3. "They understand my category-specific business and marketing measures."
Chris Lapham Group Creative Director	1. "They never really discuss my business or marketing measures with me."
Akwa Onuoha Managing Director, TANK Worldwide - Part of Grey Group	5. “They are effective at tying all the agency’s work back to my category-specific business KPIs”
Tamsine Foggin, Group Business Director	4. "They are effective at tying all the agency’s work back to my category-specific marketing KPIs”
David Wigglesworth - Executive Creative Director	3. "They understand my category-specific business and marketing measures."
Any final thoughts for us as we prepare to lead you through the training program?
Fiona Keyte, Planning Partner	In my experience, organic growth tends to happen when the client / agency is in a strong place and the clients trust us to deliver on the existing scope of work. We should definitely have a plan as to how we can accelerate organic growth - but definitely avoid being pushy / sale-sy - which the clients will smell a mile off and run away from.
Georgie Stewart Global Managing Director	Consider we work as part of WPP teams not just Grey Consider we work as global teams not just London
Nazneen Read, Executive Producer	Really looking forward to this program
Katherine Goodale, New Business Director	N/A
Mark Rees-Weeden, Managing Partner	The difference/void in Global (vs Local) clients where the final campaign is run locally, and access to final data/performance can be limited and sometimes non-existent. And linked to this, relevant proactivity to Global clients when the executional elements are handled locally
Hanna Essinger, Business Director	Very much looking forward to the training!
Ayesha Datoo - Head of Account Leadership	Would like there to be more cross dept responsibility for growth and it not just be account leadership's sole responsibility.
Matt Paris - Business Director	Nope, looking forward to it.
Harriette Hanson, Business Director	N/A - looking forward to the training though!
Thomas Bunnell Planning Director	Looking forward to it
Murray Allan, Creative Director	Not as yet!
Costanza Rossi Head of Art	what Grey lacks completely is a solid strategy to back the creative work. at the moment everything feels very random, hence clients are not trusting us. use of data is also lacking.
Ben Clapp, Executive Creative Director	None
Maxine Hose - Executive Producer	I'm interested to learn more about how organic growth can be applied to production.
Jesse Little, Creative Director	Low scores on that last page of business objectives, new strategic thinking, and concrete logic. We need to work on all of those.
Matt Gladstone, Planning Partner	We have 2 big issues in getting to grips with a broader funnel offering 1. the agency isn't planning to do it 2. our clients find it very hard to do, and often our clients aren't responsible for it - ie clients are as much of a mess as we are
Akwa Onuoha Managing Director, TANK Worldwide - Part of Grey Group	-really looking forward to seeing what best practice in FMCG sector could be leveraged in the health space where we at TANK London are focused on
Please list any Mirren training programs, workshops, webinars, or conferences you’ve previously attended.
Georgie Stewart Global Managing Director	None
Nazneen Read, Executive Producer	None
Katherine Goodale, New Business Director	N/A
Hanna Essinger, Business Director	none.
Ayesha Datoo - Head of Account Leadership	None
Harriette Hanson, Business Director	N/A
Thomas Bunnell Planning Director	None
Costanza Rossi Head of Art	reward&career conversation training
Ben Clapp, Executive Creative Director	None
Maxine Hose - Executive Producer	n/a
Dorota Marcinkowska, Business Director	I haven't attended any to date.
Jesse Little, Creative Director	None
Akwa Onuoha Managing Director, TANK Worldwide - Part of Grey Group	None