While the networks focus on scale, consolidation and automation, independent media agencies are growing on their own terms, fuelled by talent, trust and agility. At New Digital Age’s latest indie agencies roundtable, chaired by Editor-in-Chief Justin Pearse, leaders from across the UK indie media agency ecosystem gathered to explore the realities of growth in 2025.
Participants included: Jamie Matthews, CEO, Initials; Paul Phelps, Chief Executive, AMS Media Group; David Lucy, MD, december19; James Smith, Chief Executive Officer, The Kite Factory; Nick Maddison, Managing Partner, the7stars; Richard Ottoy, VP of Sales, Picnic; Filippo Gramigna, Co-CEO, Onetag; Parry Jones, CEO, The Specialist Works; Jo Blake, Trading and Investment Director, MI Media; Jon Greenhalgh, MD, Open Partners; and Pippa Glucklich, Chief Executive, Electric Glue.
Culture as a competitive advantage
Culture was at the heart of the discussion, with several attendees noting that it is more than an HR talking point. It is increasingly a core part of what clients are buying.
“Our culture is built around values that drive behaviour,” said Parry Jones. “When people feel they belong at an agency, they stay longer, do better work, and deliver better outcomes for clients.”
Jamie Matthews of Initials agreed. “The emotional connection people have to their work matters. Culture is not just a retention tool, it is a growth lever.”
Rethinking talent in an indie world
Independents have long attracted talent frustrated by the bureaucracy of networks. But many around the table acknowledged that hiring the right people remains complex.
“It is hard to tell who genuinely wants to work at an indie and who just wants out of a network,” said Matthews. “The expectations are very different.”
“In a network, you can hide,” added James Smith. “In an indie, you cannot. Everyone is client-facing, everyone pitches, and there is nowhere to disappear.”
Paul Phelps noted, “We have nurtured people all the way from exec level to leadership. But you have to be willing to do a bit of everything. That is how you learn fast.”
Pitching as a proving ground
Pitching came up repeatedly as a marker of fit. “We always ask candidates how much pitching they have done,” said Pippa Glucklich. “It is a great test of readiness. In an indie, everyone needs to pitch, present and think commercially.”
Jo Blake added, “Our office manager has sat in on pitches because she had great ideas. You just do not get that in a rigid corporate structure.”
Client expectations and control
Clients are also changing, often seeking more transparency, more control, and less corporate complexity. “Clients are coming to us because they want decisions made quickly,” said Glucklich. “They do not want to be passed through five layers of regional hierarchy.”
David Lucy observed a shift in tone. “Clients increasingly value our independence. Not long ago, no one cared that we were independent. Now, it is seen as a positive differentiator.”
Tech partnerships and product development
The group discussed how tech and data are no longer exclusive to the networks. “There are low barriers to entry now,” said Filippo Gramigna of Onetag. “That means indies can plug into high-quality solutions without needing to build everything themselves.”
Richard Ottoy of Picnic added, “The tech landscape today encourages collaboration, and indies thrive in that space. They move quickly, integrate easily, and are laser-focused on getting real value. That makes them well-placed to adopt smarter, data-led ways of improving campaign outcomes.”
Nick Maddison agreed. “We are not locked into any one platform, which gives us flexibility. We can build a bespoke solution based on the client’s needs, not our own internal structure.”
The talent-tech-product triangle
While some networks position product and tech as differentiators, indies see talent as the product. “Our talent is our product,” said Paul Phelps. “That is why we invest so much in hiring the right people and giving them the space to shine.”
Jon Greenhalgh added, “We have built our business without a sales team or a big marketing engine. Our people and our work are our growth strategy.”
Specialism versus flexibility
The conversation shifted to specialism, with some agencies known for deep vertical or channel expertise, and others preferring to remain broad.
“We know exactly what we are good at,” said James Smith. “We are strong in sectors like charity and gambling, and that helps us stand out in a crowded field.”
Glucklich said, “It is important to ‘stick to your knitting’. We are not trying to be all things to all people. If we are not right for a brief, we will happily recommend someone else.”
Matthews reflected on the balancing act. “You learn from the ones you lose. Sometimes pushing outside your core category is a great learning curve, as long as it is grounded in something you already do well.”
Managing growth without losing your identity
Scaling is a priority, but the group acknowledged that growth brings its own challenges. “It is hard to maintain culture as you grow,” said Jo Blake. “You have to put as much effort into culture as into operations.”
Nick Maddison described how the7stars manage this with a unique model. “Every single one of our 300 people is in a leadership team. That creates a sense of ownership and responsibility across the agency.”
The Manchester perspective
Jon Greenhalgh brought in a regional viewpoint. “In Manchester, the lines between indies and networks are more blurred. Many of the networks started as indies. The talent moves fluidly between them, and clients often follow people rather than logos.”
He added, “We have 150 people at Open Partners, and most of our growth has come through referrals. That is why it is critical to be excellent at what you do.”
Collaboration as a growth engine
The AMI (Alliance of Independent Agencies) was cited as a positive force for collaboration. “We use the WhatsApp group regularly,” said Glucklich. “I asked recently if anyone had expertise in a niche B2B vertical, and within hours I had multiple offers of help.”
Parry Jones added, “This kind of collaboration is unique to the indie world. We are not afraid to say, ‘This isn’t our strength, but we know someone who can help.’”
On the question of scale, most attendees were clear-eyed about their ambitions. “We are a UK agency and we are proud of that,” said Glucklich. “We have no desire to set up shop in Sydney just for the sake of it.”
However, others were exploring international expansion in smarter ways. “We support global clients by hiring locally in relevant markets,” said James Smith. “You do not need an office in every region to operate internationally.”
Greenhalgh agreed. “If a client wants a bespoke international model, we can put that together. But we are honest about where we can deliver well and where we cannot.”
Client relationships in a time of flux
The conversation closed on how client expectations are evolving. “Clients are more cautious, more stretched, and sometimes less experienced,” said David Lucy. “They are under pressure and looking for trusted partners.”
Jamie Matthews noted, “That is where indies can really shine, by being proactive, transparent and invested in the client’s business, not just their budget.”
As the indie scene continues to grow, participants agreed that unity and visibility are key.
“We do not need to all look the same,” said Paul Phelps, “but we do need to raise awareness of what we stand for. That is what will move the conversation forward.”
Pippa Glucklich summed it up: “Clients want agencies that are obsessed with their problems, not just their own models. That is what makes indies so relevant right now. We care, we move fast, and we deliver.”
Read part one of this roundtable writeup here.
Originally Published on: New Digital Age
