Resilience and adaptability are key 2024 takeaways for many agency leaders

Resilience and adaptability have been important qualities and learnings for many agencies and will set them up for the year ahead.

Troy Hitch, global chief creative officer, Rapp: “Personalization has long been a critical ingredient to drive more relevant, authentic experiences. However, in 2024, over-reliance on automation drove concerns about creativity and originality, highlighting the need for a balanced approach. More importantly, we observed that just because something is personalized doesn’t mean that it’s personal. And that’s where we believe the value for brands and consumers’ lives: experiences that actually get the individual; know where, when and how they’re most likely to engage; give them not just the relevant thing but the exact right thing and ultimately learn more about the individual by having interacted with them through progressive data capture. The same way a person would get to know someone beyond their name tag. With the right personal context, we may never need to outwardly express a single data point.”

Lauren Kushner, CEO, Kettle: “In a rapidly evolving technological landscape, the most important lesson I’ve learned is to stay true to being a people-centric agency. Never lose sight of the humans that work for you and the power of human touch in the age of AI. AI is a powerful tool that helps us operate smarter and faster, but it’s the people who will remain the cornerstone of innovation and creativity. Keeping the humanity side of any company intact is critical to further growth. Success lies in a harmonious blend of creativity and technology. If we don’t put people first, every creation will feel the same. It will lack authenticity. In 2025, we will lean in even harder on inspiring and encouraging tech-powered innovation and creativity for our clients and our team. Fostering this will not only bring our clients business results but also provide employees a way to grow and produce meaningful results.”

Richard Exon, founder, Joint: “In a challenging climate like this, our most important job as leaders is to create the right environment for our people to succeed. This makes kindness and empathy mandatory, so too clear values and expectations. We are right to be ambitious and driven and to swing for the fences. But only a team that feels cared for and invested in each other has any chance of fulfilling its potential. Given that 2025 seems unlikely to be a gentler, softer year than 2024, our focus will continue to be our people and how we can help them keep building success for themselves, their colleagues, our clients and Joint itself.”

Emily Jeffrey-Barrett, co-founder and creative director, Among Equals: “2024 was another tough year for our industry. With elections, the spiraling cost of living, the climate crisis and so on, for creatives, it’s not about ‘cutting through noise’ any more – this is a full-blown cacophony. Our biggest learning? Stop assuming people care about brands. Start doing work that changes that. LinkedIn loves (and loves to hate) brands and campaigns, but in the real world, people are talking about Trump, holidays and Strictly – not Burger King’s latest ‘brave’ (or is it ‘despicable’?) ad. We exist in an echo chamber – and that risks sinking brands into irrelevance. As an agency, we’ve been hit so hard by this realization – that no one cares about your brand – that we’ve repositioned around it. In 2025, we’re doubling down on helping brands connect with real human needs. Pushing products or chasing trends isn’t enough: only work that meets needs, satisfies desires, eases fears and reinforces identity will win. Our job is to help brands matter again – to pull people in, not shout louder. Because relevance isn’t a given; it’s earned.”

Howie Kleinberg, president, Glow: “This year has been a masterclass in patience, resilience and the art of steady leadership amid the unpredictability that comes with running an agency. Challenges often demand sustained energy over quick fixes, and the smallest moments of appreciation – for clients, teams and ourselves – can go a long way. At the heart of it all, positivity and open, honest dialogue have been essential for keeping morale high and relationships strong, even in the most turbulent times. These lessons reinforce a simple truth: the business of creativity is still a business of people. Clients and teams alike want to feel seen, heard and valued – and no matter what comes at us, we are here for our clients, ready to deliver when it matters most. As we look to 2025, I feel as ready as one can be – grounded in resilience, energized by gratitude and embracing unpredictability with a clear head and an open mindset. Our industry will always evolve, but showing up as thoughtful, adaptable leaders is what makes the difference.”

Mike Caguin, chief creative officer, Betty: “I was reminded of the importance and power of authenticity. Earlier this year, we combined Periscope and several creative teams together within Quad to form Betty, a new creative agency. We named it Betty after Betty Quadracci, the late co-founder and the creative spark of Quad, and infused her beliefs and values into how we work. To our delight, the story has resonated both internally and externally because of its authenticity. And from the foundation of authenticity, we’re able to show up for our clients in a way that only Betty can. At the end of the day, people always respond well to authenticity. Authenticity is timeless.

Dom Goldman, founder and chief creative officer, You’re the Goods: “2024 has been a year of scale over substance. The holding companies got bigger, the promises got louder, but will the work get better? I doubt it. Clients are starting to see it: bigger means slower. Bigger means bloat. Bigger means paying for a machine more concerned with itself than making brands matter. This year has shown me that independent agencies are more important than ever. We’re not burdened by processes or layers. We’re close to the work, close to the clients and quick to make decisions. We’re about craft, not committees. Ideas, not inefficiencies. Clients want partners who care about their brand like it’s their own, who bring them senior talent, not layers of inexperienced armies laden with bureaucracy. Being a smaller agency is powerful. It’s about clarity, speed and a hunger to do work that gets noticed. Independent agencies also give brands access to the top 10% of talent from the best agencies – without paying for the other 90%. In 2025, brands won’t be asking for bigger agencies. They’ll be asking for better ones.”

Tara Mellett, US President, Household: “The last year taught us that consumers are craving genuine connections with brands. Brands are no longer segmented by business areas such as corporate, retail or online; they are defined by how they are experienced through every touchpoint, everywhere. In 2025, brands will dynamically reach customers and fans through channels, games and experiences, mobile conversations, collaborations, unexpected formats, digital universes and value and incorporate user-generated content and fandoms. Defining brands that can emphasize personalization, dynamically and continuously engage fans, and maintain relevance will build lifetime loyalty.”

Ashley Bolser, founder and MD, Bolser: “2024 has taught me a paradoxical but powerful lesson: amid the technological revolution sweeping through our industry, the fundamental principles of marketing remain remarkably resilient. As a passionate and award-winning champion of innovation, I’ve observed that while AI and digital transformation dominate headlines, traditional channels continue to prove their worth. TV advertising remains unmatched for mass reach, out-of-home advertising still builds powerful brands, and nothing quite replaces genuine human experiences. These aren’t relics of the past – they’re tried-and-tested tools that work because they tap into unchanging human behaviors and preferences.

“Yet here’s the crucial balance: while these marketing fundamentals endure, standing still isn’t an option. We’re in the midst of a technological revolution that demands our attention and adaptation. The key to success lies in marrying these timeless principles with emerging innovations, all while maintaining sound business practices and financial discipline. The French say, ‘plus ça change, plus c'est la même chose’ – the more things change, the more they stay the same. Perhaps our greatest opportunity lies in embracing both the change and the constants.”