With budgets set to be tight in 2025, agencies must be in ‘good shape’ operationally

Rob Conibear, managing director, Jung von Matt London: “Brands need an ecosystem of content that works well together and, for many brands, that means pressure to produce more content within already tight budgets. I think brands will be looking to use existing partners and budgets in new ways in 2025, combining different productions to make more possible. Agencies that embrace that can help unlock new opportunities for their clients. Another area that is ripe for change is the pitch process. With pitches being run for smaller projects and lower certainty over long-term scopes, it is more important than ever to start any relationship recognizing the value that goes into the work. We often like to start with a workshop as an efficient way to uncover important topics. It’s important that these types of sessions are paid; it means they are respected and, therefore, better used. The same is true of pitches. Clients need to recognize the work going into pitching by offering compensation for that, even if it is small. Free stuff feels throwaway.”

Chris Camacho, CEO, Cheil UK: “In 2024, we learned that standing still simply isn’t an option. Our ‘+1’ strategy, anchored in consistently adding one bold new idea, skill or capability rather than relying on massive leaps, helped us navigate the year’s cultural upheavals, economic uncertainty and rapid technological shifts. This incremental approach fueled strategic growth, enabled more authentic connections and ensured our creative work was both data-driven and purpose-led. We discovered that cultivating a flexible, inclusive environment empowers our talent to continually evolve while trust-based partnerships keep us grounded amid uncertainty. As we look to 2025, we’re doubling down on ‘+1,’ making it core to how we innovate, collaborate and deliver. We’ll continue to be bold, be brave and be first, turning challenges into opportunities and incremental shifts into remarkable outcomes.”

Lindsay Lustberg, COO and partner, Noble People: “Despite a challenging economic climate, we grew this year by leading with bold business intention rather than retreating into caution. Economic unknowns can steer companies to significantly scale back resources and pause growth initiatives. Instead, we set clear growth goals, outlined quarterly objectives and held ourselves accountable. And we mirrored this for our clients, aligning on their business goals, clarifying the role media and marketing had in satisfying those goals and building intentional plans to achieve them. Across all clients, we created detailed 12-month plans with 90-day action steps, leading to deeper engagement, influencing areas beyond media and aligning organizations around a stronger theory of victory. For our own business, to strengthen our talent pipeline, we hired an in-house recruiter who implemented a values-based hiring system. To fuse creativity with business rigor, we appointed a head of product with large-scale systems expertise. And even in sales, we prioritized clients and companies with a shared growth ambition. Looking to 2025, these lessons will guide us: stay bold, set clear goals, foster accountability and maintain strong growth-oriented partnerships. Even in a challenging market, intentional action and mutual ambition unlock transformative opportunities.”

Sam Smith, managing director, Household: “As I reflect on 2024, it’s clear this year has truly been a rollercoaster, but amid the ups and downs, one truth stood out: success comes down to people and purpose. Cultivating a positive culture is hard – it takes daily effort, tough conversations and unwavering commitment. But when we prioritize open communication, celebrate achievements and build trust, our teams thrive, our work improves and our clients feel the magic. Equally important is how we work. In 2024, it’s never been more obvious that great work isn’t about putting in more hours; it’s about making those hours count. Genuine collaboration with clients, rooted in trust and shared goals, creates exceptional outcomes – and fuels growth on both sides. And the most important lesson? Bravery. In a crowded market, clarity about who we are and what we stand for is non-negotiable. It’s about saying ‘no’ when an opportunity doesn’t align with our values and being brave enough to pursue the ones that do.

Mike Stefaniak, chief strategy officer, Hanson Dodge: “With all the attention on holding companies as they balloon and purge, clients will be reminded of what makes independent agencies special: extra effort, a long view without the pressures of being publicly traded, abundant attention from senior talent and an outsized desire to deliver breakthrough work no matter what the budget. In 2025, watch for indies of all sizes and shapes to punch above their weight in competitive pursuits and creative award competitions.”

Sergio Lopez, CEO, Omnicom Productions: “My biggest takeaway from 2024 is ‘togetherness.’ Togetherness is something I have always valued about our industry. Throughout my career, the camaraderie, mentorship and friendship within my teams have made the good times sweeter and the hard times worth enduring. The experience of standing up Omnicom Production (OP) over the past several months has only intensified my belief that togetherness is essential fuel for success, especially in these times of transformation and accelerating change. I’m not just talking about OP. Our future as an industry depends on the health of our ecosystem – the togetherness of our teams, clients, production partners and, yes, holding companies. Production is where they all converge and only by coming together do we truly meet our clients’ needs.”

Gonzalo Brujo, global CEO, Interbrand: “In 2024, the year of Interbrand’s 50th anniversary, we have confirmed the value of long-term thinking in brand-building, even in the face of short-term pressures and challenging circumstances, to achieve sustainable growth. Data showed that focusing on operational efficiencies and short-term gains has cost the world’s most valuable brands $3.5tn in cumulative brand value since 2000. This equates to approximately $200bn of lost revenue opportunity over the past 12 months, according to 2024 Best Global Brands. On the other hand, as a consultancy, 2024 showed the need to become increasingly agile to provide our clients with the best possible brand-thinking solutions. This means adopting technologies quickly, but we’ve learned that, as tools, they must serve a purpose and, above all, ensure that we use them ethically and with integrity, avoiding stereotypes and preconceived biases (think of AI, for example).”

Anton Jerges, CEO and founder, We Are Collider: “2024 was a tough year that showed us the importance of playing the long game in 2025. In H1, with elections and then the budget causing uncertainty, clients were resistant to commit to projects. So we held back, delayed recruitment and investment. But then the floodgates burst open H2, and we generated almost 70% of our turnover for the year. Clients remained hesitant, though, still wanting more assurance and muttering about budget cuts. So, we found ourselves in the eye of the perfect storm: too much work for the team (so much that we had to turn lots away), shorter timescales and a protracted sales cycle. We will finish the year a little down on revenue but a lot wiser. And this newfound wisdom will encourage us to invest, be brave, continue to build the team and back ourselves all the way.”

Matt Weisbecker, chief revenue officer, My Code: “2024 has been a year of continued challenges and critical learning in digital media ad sales, particularly when it comes to engaging diverse audiences. To me, this highlights the growing need to prove measurable value and cultural resonance when helping brands connect authentically with diverse consumers. Brands that understand the business imperative of this versus ‘check the box’ have an opportunity to grow. The Trump presidency is likely to reshape both the economy and marketing priorities. Budgets may tighten further, forcing brands to be more selective and limit partners, while diversity initiatives could face reduced emphasis. However, this underscores an opportunity: multicultural audiences remain the engine of growth for brands. As marketers navigate uncertainty, the brands that invest in these consumers authentically will win long-term loyalty. This year has taught me that success lies in adaptability, building strategic partnerships, and proving the value of multicultural audiences. Brands that continue to invest in diversity will not only drive growth now but also connect authentically in an evolving cultural landscape and build a foundation for future growth.”

Daniel Todaro, CEO, Gekko Group: “With many brands and businesses feeling the pinch of the current economic climate and increased overheads, 2024 has been a huge learning curve for many and we begin to cut our cloth accordingly. With 2025 looking even more uncertain as a new government beds in, the true impact on the economy will kick in around springtime, when many are spending once again. Where overheads are likely to spiral in 2025, businesses are focused on increasing sales and ROI in an increasingly competitive landscape. For us, 2025 will focus on our people, honing in on streamlining and upskilling our staff across the group to meet the new demands and ever-decreasing budget-cutting needs of the brands we work with to deliver more time and cost-effective solutions. In terms of productivity, AI will continue to be a dominating factor in decisions made across every business. As the need for AI integrations becomes even more integral to the product and users’ lifestyles, this will inevitably see it evolve into a more consumer-centric tool for many brands. That said, perhaps the noise around AI will be too much too soon for consumers, with many growing tired of it constantly being referenced. It’s going to be an exciting year ahead.”

Patrick Gather, creative director and co-founder, Wonderhatch: “2024’s been challenging across the board. Political and economic uncertainty has had a ripple effect, shifting market dynamics and forcing clients to rethink their approach and spend. Market conditions required us to become highly attuned to our clients’ needs and help them adapt their messaging to resonate in an increasingly unpredictable environment. This pushed us to be more sensitive and forward-thinking. Flexibility became our greatest asset, not just with budgets but also in redefining the value we offer. We looked beyond our traditional client base and explored new creative opportunities, which energized our team. We strengthened our overall proposition by investing more in strategy, embracing AI throughout the business, increasing our marketing and expanding our creative offering. The year became about growth, not retreat. If 2024 taught us anything, it’s that creativity thrives in times of uncertainty. I’m now optimistic. With resilience, adaptability, and innovation, we’re ready for whatever comes next.”