{"id":14449,"date":"2022-02-17T21:19:07","date_gmt":"2022-02-17T21:19:07","guid":{"rendered":"https:\/\/mailinvest.blog\/index.php\/2022\/02\/17\/starting-a-media-agency-with-no-media-agency-experience\/"},"modified":"2022-02-17T21:19:07","modified_gmt":"2022-02-17T21:19:07","slug":"starting-a-media-agency-with-no-media-agency-experience","status":"publish","type":"post","link":"https:\/\/mailinvest.blog\/index.php\/2022\/02\/17\/starting-a-media-agency-with-no-media-agency-experience\/","title":{"rendered":"Starting a Media Agency With No Media Agency Experience"},"content":{"rendered":"<p> <a href=\"https:\/\/go.fiverr.com\/visit\/?bta=1052423&nci=17043\" Target=\"_Top\"><img loading=\"lazy\" decoding=\"async\" border=\"0\" src=\"https:\/\/fiverr.ck-cdn.com\/tn\/serve\/?cid=40081059\"  width=\"601\" height=\"201\"><\/a>\n<br \/><img decoding=\"async\" src=\"https:\/\/www.trinityp3.com\/wp-content\/uploads\/2022\/02\/Jack-Byrne.jpg\" \/><\/p>\n<div>\n<p><em><a class=\"external\" href=\"https:\/\/itunes.apple.com\/au\/podcast\/managing-marketing\/id1018735190\" rel=\"noopener noreferrer\" target=\"_blank\">Managing Marketing<\/a>\u00a0is a podcast hosted by TrinityP3 Senior Consultant,\u00a0<a href=\"https:\/\/www.trinityp3.com\/people\/management-and-consulting-team\/david-angell\/\" rel=\"noopener noreferrer\">David Angell<\/a>.\u00a0Each podcast is a conversation with a thought-leader, professional or practitioner of marketing and communications on the issues, insights and opportunities in the marketing management category.\u00a0Ideal for marketers, advertisers, media and commercial communications professionals.<\/em><\/p>\n<p><span style=\"font-weight: 400;\"><a href=\"https:\/\/www.linkedin.com\/in\/jack-byrne-123b9110\/\" target=\"_blank\" rel=\"noopener\" class=\"external\">Jack Byrne<\/a> is the founder and Managing Director of Hatched Media. Jack is unusual because he took the bold step of starting and actively running a media agency without having any experience of working in one. What\u2019s more, he\u2019s made a great success of it \u2013 Hatched is now recognised as a rising star in the independent agency sector. Jack shares his personal journey, what motivates him as a business leader, his sliding door moments and what he makes of the industry today and into the future.<\/span><\/p>\n<p>You can listen to the podcast here:<\/p>\n<p><iframe loading=\"lazy\" src=\"https:\/\/www.trinityp3.com\/2022\/02\/starting-media-agency-with-no-experience\/about:blank\" width=\"100%\" height=\"166\" frameborder=\"no\" scrolling=\"no\" data-src=\"https:\/\/w.soundcloud.com\/player\/?url=https%3A\/\/api.soundcloud.com\/tracks\/1215583852&amp;color=%23ff5500&amp;auto_play=false&amp;hide_related=false&amp;show_comments=true&amp;show_user=true&amp;show_reposts=false&amp;show_teaser=true\" data-class=\"LazyLoad\"><\/iframe><\/p>\n<p>Follow Managing Marketing on\u00a0<a class=\"external\" href=\"https:\/\/soundcloud.com\/managing-marketing\" rel=\"noopener noreferrer\" target=\"_blank\">Soundcloud<\/a>,\u00a0<a class=\"external\" href=\"https:\/\/managingmarketing.podbean.com\/\" rel=\"noopener\" target=\"_blank\">Podbean,<\/a>\u00a0<a class=\"external\" href=\"https:\/\/podcasts.google.com\/feed\/aHR0cHM6Ly9mZWVkcy5zb3VuZGNsb3VkLmNvbS91c2Vycy9zb3VuZGNsb3VkOnVzZXJzOjE2MTQ0MjA2NC9zb3VuZHMucnNz\" rel=\"noopener noreferrer\" target=\"_blank\">Google Podcasts,<\/a>\u00a0<a class=\"external\" href=\"https:\/\/tunein.com\/podcasts\/Business--Economics-Podcasts\/Managing-Marketing-p1275737\/\" rel=\"noopener noreferrer\" target=\"_blank\">TuneIn<\/a>,\u00a0<a class=\"external\" href=\"https:\/\/open.spotify.com\/show\/75mJ4Gt6MWzFWvmd3A64XW\" rel=\"noopener noreferrer\" target=\"_blank\">Stitcher,<\/a>\u00a0<a class=\"external\" href=\"https:\/\/open.spotify.com\/show\/75mJ4Gt6MWzFWvmd3A64XW\" rel=\"noopener noreferrer\" target=\"_blank\">Spotify,<\/a>\u00a0<a class=\"external\" href=\"https:\/\/podcasts.apple.com\/au\/podcast\/managing-marketing\/id1018735190\" rel=\"noopener noreferrer\" target=\"_blank\">Apple Podcast<\/a>\u00a0and\u00a0<a class=\"external\" href=\"https:\/\/music.amazon.com\/podcasts\/5e7b205c-81c9-44e0-aa1d-d2ce504c6048%E2%80%8B\" rel=\"noopener noreferrer\" target=\"_blank\">Amazon Podcasts.<\/a><\/p>\n<h3>Transcription:<\/h3>\n<p><strong>David<\/strong>:<\/p>\n<p>Hello, welcome to Managing Marketing, a weekly podcast where we discuss the issues and opportunities facing marketing, media, and advertising with industry thought leaders and practitioners.<\/p>\n<p>My name\u2019s David Angell. Today, I\u2019m sitting down with Jack Byrne, MD and founder of Hatched Media, which I think over the last few years has established itself as a very well-respected independent media agency. Welcome Jack, and thanks very much for joining<\/p>\n<p><strong>Jack<\/strong>:<\/p>\n<p>Thank you, Dave. I\u2019m chuffed to be here.<\/p>\n<p><strong>David<\/strong>:<\/p>\n<p>Oh, well, that\u2019s always a good start. That\u2019s always a good start. Let\u2019s start by discussing your own journey because I\u2019d sneaked to look at your LinkedIn profile and from what I could see, after under two years\u2019 experience of working in a media agency directly, you left and created your own, which is pretty bold. That\u2019s a bold move.<\/p>\n<p><strong>Jack<\/strong>:<\/p>\n<p>Or stupid.<\/p>\n<p><strong>David<\/strong>:<\/p>\n<p>Oh no, I don\u2019t know, you\u2019re still here, aren\u2019t you? What led you to create Hatched and what\u2019s the elevator pitch?<\/p>\n<p><strong>Jack<\/strong>:<\/p>\n<p>Sure. So, well, the two years\u2019 experience was actually in an agency of which I was a co-founder, so I\u2019ve never actually worked in a media agency that I haven\u2019t owned. So, I originally came from the media sales side of things and before that, the marketing space, but ultimately, through my time, and I worked at NOVA when Vega launched, and that\u2019s how I got to meet the people in the industry, and the agencies and the ways of working and whatnot.<\/p>\n<p>And that\u2019s where I saw the opportunity. And the opportunity was ultimately, where I was working in these big agencies, a lot of the people that I would see on a daily basis and a lot of them are actually here in the business today \u2014 very time poor, really great people. I love the industry, love the people in it. And that\u2019s something that I always wanted, to work in an industry that I loved turning up to work in every day.<\/p>\n<p>And I also wanted to run my own business. That was kind of a lifelong dream that I wanted to do that. So, I couldn\u2019t set up a radio station. I don\u2019t have a spare 150 million to do that. So, a media agency was the next viable option.<\/p>\n<p>And ultimately, it\u2019s finding the people and identifying that what I saw \u2026 and predominantly, I worked in the big media agencies. And what I saw was they had a lot of clients that didn\u2019t necessarily have a whole lot of time to work on the client\u2019s problems.<\/p>\n<p>I saw great people that were probably overworked. And you\u2019ve been in that world, so you can attest to that probably. But moreover, the client wasn\u2019t at the centre of the universe. So, it was predominant media deals and a bit of skullduggery and whatnot. And ultimately, I think the one thing that was forgotten is that it\u2019s a service-based business in a service-based industry.<\/p>\n<p>So, having time to work on the client\u2019s problems \u2026 the premise of the name Hatched is all about fresh thinking. And rather than a cookie-cutter approach going, here\u2019s a schedule that was the same as last quarter or whatever might be; that\u2019s kind of the concept of the name and that\u2019s why we came about it. And what we\u2019ve come to now nine years later is it\u2019s all about the craft of media.<\/p>\n<p>So, we say Hatched is where media is crafted, and that\u2019s kind of the essence of what I started out nine years ago. Is actually showing that care, showing that level of approach to complex solutions or complex problems and providing solutions for clients. And we\u2019re now, a team with over 60 staff predominantly around Melbourne, kitchen tables and whatnot.<\/p>\n<p>You can attest to the office today, we\u2019ve got two people\u2026<\/p>\n<p><strong>David<\/strong>:<\/p>\n<p>It\u2019s a very nice but quiet office out there due to COVID.<\/p>\n<p><strong>Jack<\/strong>:<\/p>\n<p>Yeah, correct. But those people across planning and performance programmatic, you\u2019ve got account management and finance and whatnot. So, ultimately, it\u2019s the premise of how Hatched started out, the way we\u2019re always going<strong>,<\/strong> if all agencies have the same access to systems and data and it\u2019s all the same systems and data, and there\u2019s a little bit of proprietary stuff around, but predominantly, 80, 90% we\u2019ve all got the same access to the same stuff.<\/p>\n<p>So, predominantly, it\u2019s the people that define an agency. And that\u2019s probably what has been the key to us. Really, our business has been built on four principles and the first one is being independent and a hundred percent independent and I\u2019m the only shareholder of Hatched. And ultimately, I think independence is really important.<\/p>\n<p>I think there\u2019s often an indie versus global argument, but I don\u2019t necessarily adhere to that. I think independents and the benefit of independents is that you\u2019ve got freedom to A, think independently and act independently. So, that ultimately, means that you can put the best interest of the clients first and foremost, and that\u2019s kind of what we set out to do. So, we are answerable to our clients and our team, and that\u2019s what I love about the independents. And that\u2019s the benefit of being an independent, I think.<\/p>\n<p>The other one is we\u2019re obsessed with delivering outcomes and effective outcomes for our clients. As I mentioned the craft of media is something that we stand for and really how we do that is by applying experience. So, a lot of our staff, and we\u2019re quite top-heavy, we have experienced staff that work closely with the clients.<\/p>\n<p>And that\u2019s really to speed the process up and to set up the adults table as we call it and actually solve problems in real-time. That expertise and the experience really helps rent that home. Then collaboration, being independent, we don\u2019t really care where we sit in the pecking order. We\u2019re not precious as to we need to be the lead agency or whatever it be. So, collaboration\u2019s really important with other agency partners of our clients.<\/p>\n<p>So, we plug in and we play a really important role because media is obviously a very expensive line item in their budgets, but we need to be collaborative. And that\u2019s where, again, being independent allows us to do that. We are not pushing a barrel, we\u2019re not cross-selling.<\/p>\n<p>And then ultimately, it\u2019s the customer-centricity. It\u2019s going, okay, we want to put our clients at the middle of the centre of the universe. We want to get that client an unfair share of attention. And I\u2019ll talk to our attention planning philosophy around the planning, but it\u2019s ultimately, the output is we want an unfair share of attention for our clients and their media efforts. And we want clear commercial outcomes for our clients. So, put a dollar in, what do you get back? And that\u2019s ultimately what we are here to do.<\/p>\n<p>We\u2019ve got two more principles, one being we want to be the place where the very best and most experienced talent want to work, stay and grow. So, we put a lot of time and effort in one-to-one development plans. It\u2019s not cookie-cutter.<\/p>\n<p>And we prioritise our people above everything, which goes against us putting the client at the centre of the universe, because really, we put our people at the centre of our universe and that\u2019s where our attention is. But as a direct benefit, happy team is happy clients. And we set out to have 20-year clients. And ultimately, we can\u2019t do that if we have consistently churned over staff.<\/p>\n<p>So, that happy team, happy clients is really important. And ultimately, we like to set the bar higher in the industry. We kind of do run our own race. The one benefit of not working in a media agency. I don\u2019t know how it is done. I just kind of operate on how it should be done. So, setting that bar higher it means that we treat our clients\u2019 money as if it\u2019s our own, we\u2019re direct, we\u2019re pragmatic, we\u2019re real.<\/p>\n<p>And ultimately, by doing that, if you know Media Eye and all that sort of stuff, and the scoring that they do, which we use as great feedback. We\u2019ve got the number one NPS score of all Melbourne agencies and the only positive NPS of any agencies in Melbourne. So, I don\u2019t know if that says more about us than the industry. But it\u2019s something that ultimately, we walk the walk as well as talking the talk and that\u2019s really important to us.<\/p>\n<p><strong>David<\/strong>:<\/p>\n<p>Well, that\u2019s a great summary and I want to draw on a few threads there of what you\u2019ve talked about in no particular order. You talked a lot about people, you talked about time poorness in media agencies generally, which is true. You talked about clients being at the centre of your universe and you talked about experience.<\/p>\n<p>To answer some of the comments you make, because I am a media agency veteran. I mean in my past career\u2026.<\/p>\n<p><strong>Jack<\/strong>:<\/p>\n<p>I\u2019d say by the gray hairs.<\/p>\n<p><strong>David<\/strong>:<\/p>\n<p>Yeah, correct, I\u2019m trying to hide them.<\/p>\n<p>In my experience, being time-poor in a media agency is very much \u2026 there is a delicate balance. Media agency people are often time-poor because they\u2019re under-resourced and the client\u2019s not paying properly, all of that kind of stuff. Or the media agency is trying to cut corners or whatever it might be.<\/p>\n<p>But also, a large reason for media agency people being time poor, is often just to do with poor process and the clients asking them to do things that are just not efficient or that spin wheels. How do you approach your client? You put them at the centre, experience will count for a lot in terms of how you handle them. Do you have any insights into the way in which you communicate with clients that reduces that inefficiency and reduces that churn ultimately?<\/p>\n<p><strong>Jack<\/strong>:<\/p>\n<p>Sure. So, a lot of that starts at the planning. So, the interrogation, the recovery of what are we trying to do? And we were talking off-air if we call it that, with Better Briefs and we\u2019ve got PP that work out of our office, and the reason being is that we really truly believe in what they\u2019re doing is really just working on understanding what the problem is from our client\u2019s perspective.<\/p>\n<p>So, the empathy of their world is really important and often \u2014 and certainly, the Better Briefs Project talks about how marketers lean on agencies to develop the strategy. There\u2019s a big portion of them to do that. Now, that\u2019s not to say that they\u2019re lazy, but they\u2019re time-poor as well.<\/p>\n<p>I think it has never been harder to be a marketer than it is right now. You have to be an expert in so many fields; creativity, market mix modeling to return on investment to MarTech, to ad tech. The world of marketing is so big and so broad and so diverse now, that to understand that is really challenging.<\/p>\n<p>So, it starts off the client end, being time-poor. And if we can help them materialise or understand what is the challenge that they\u2019re facing and how to actually solve that, then ultimately, that\u2019s going to make everyone\u2019s life a bit easier. So, we like to kind of chunk up if you will, and really work with a client in articulating what is the problem and how can accommunication strategy answer that. So, that\u2019s really the marketing piece.<\/p>\n<p>And then you go to the planning, channel planning and all the extra stuff. And then you go to the channel planning piece and that\u2019s how where from an execution, and that\u2019s where media agencys, we can help execute and get to that channel point. But really we do two roles and that first role is actually understanding that marketing problem and then working out how to solve it through a variety of paid, earned, and owned outputs.<\/p>\n<p>And obviously, from a Hatched perspective, our specialty is in the paid bit and that\u2019s what we\u2019re at the table for, but more and more, we\u2019re reaching up to that crow\u2019s nest to really look what\u2019s ahead of us? What are the challenges, how can we solve those challenges? What can we start doing today that will get us in ahead or on the edge in two years\u2019 time.<\/p>\n<p>That sort of stuff is more and more conversations that we\u2019re having with the clients than we ever have, which helps with resource and it all led us down to ultimately, being more efficient in the marketing efforts.<\/p>\n<p><strong>David<\/strong>:<\/p>\n<p>Yeah, I think even taking a step back from that level, there\u2019s\u2026 I think the role of agencies as advisors, as opposed to executioners \u2026 not execution, but you know what I mean \u2014 it\u2019s never been more important because you\u2019re absolutely right; marketers are so time-poor. Marketers have got so much else to do other than look at agencies.<\/p>\n<p>And I think where experience comes in is where the agency is actually able to be a bit assertive and a bit kind of look, \u201cWe\u2019ve been doing this a long time, let us help you help us. And let us guide you in what you actually need from us to get the best result.\u201d Do you find that those conversations need to take place?<\/p>\n<p><strong>Jack<\/strong>:<\/p>\n<p>They need to take place. It\u2019s hard to get in the circle. So, you\u2019ve got to manufacture reasons and areas and create space to have those conversations. And the first is the hardest because to make that space, to have that meaningful conversation, and break that cycle of brief execution, brief execution, planning budgets, all of that sort of stuff, you can blink and five years is gone, and nothing\u2019s changed from a relationship.<\/p>\n<p>So, how do you take that step back? How do you actually climb to the crow\u2019s nest, have a look at what are we actually trying to do here and to what end, and how can we plan further than the next quarter or the next even 12 months? What are we doing now for three years down the track?<\/p>\n<p>Obviously, it\u2019s pretty tough to plan three years down the track with the advancements of technology and data and legislation, all of that sort of stuff \u2014 but it\u2019s all very relative to have that conversation. It\u2019s just finding the space to have that conversation that is the most important thing.<\/p>\n<p><strong>David<\/strong>:<\/p>\n<p>But gray hairs, as you mentioned, I have a few, so do you, quite frankly, but anyway, gray hairs can help with that though. You know, being perfectly frank and this is with no disrespect to younger people who are generally more clever than I am, to be honest. But a lot of our clients often talk about, look, there\u2019s just no ethics.<\/p>\n<p>Our big account, the multimillion-dollar account is being run by people who just haven\u2019t had the life experience, if not the industry experience to really navigate us properly. And I think that\u2019s where it\u2019s not independent versus global. I sort of agree with that. You know, everyone\u2019s got their own advantages, but I think being able to think independently and being able to put experienced people closer to the client as opposed to being administrative managers, I think that can really help, I really do.<\/p>\n<p><strong>Jack<\/strong>:<\/p>\n<p>I think that\u2019s a bit of a secret source and that\u2019s what I saw from the sales side of things is these guns who I grew up through the industry with, they progress and then they go back of the house, which makes no sense to me. Where that experience \u2026 what you can have in an hour conversation with the clients, and that experience of all the stuff ups that you\u2019ve done, all the things that have gone really well \u2014 all of that stuff can be diluted and really conveyed in an hour conversation.<\/p>\n<p>As opposed to someone who hasn\u2019t had that experience, trying to work out \u2026 and they\u2019re generally at the same position as the marketer anyway. So, it\u2019s that expertise that really expediates the problem or the solution to the problem rather, and the reason why we are predominantly top-heavy and have those senior people is ultimately, that speed turns out to be effectiveness in terms of an efficiency through the process, because you can just jump straight to what you need to jump to using that experience that we\u2019ve got.<\/p>\n<p><strong>David<\/strong>:<\/p>\n<p>Yeah, as someone who has climbed that ladder a little bit in big \u2026 I mean, you\u2019re absolutely right, you do get dragged more back of house. You do get dragged to P&amp;L, you do get dragged to reports\u2026\u2026..<\/p>\n<p><strong>Jack<\/strong>:<\/p>\n<p>The boring stuff.<\/p>\n<p><strong>David<\/strong>:<\/p>\n<p>Reporting to France or America or whatever. And career plays a very traditional way to go about it. And you do, you lose some of the cut and thrust. You even become rusty with the clients. Let\u2019s not forget that they\u2019re why we\u2019re all here.<\/p>\n<p><strong>Jack<\/strong>:<\/p>\n<p>Yeah, correct.<\/p>\n<p><strong>David<\/strong>:<\/p>\n<p>But yeah, look, we can spend all day talking about marketers and how time-poor they are, but we\u2019ll get back onto this discussion. I want to talk a bit more about your own journey. I mean, you\u2019ve been on the journey as a business owner and as a head of a media agency since I think 2013, correct me if that\u2019s wrong.<\/p>\n<p><strong>Jack<\/strong>:<\/p>\n<p>Turn nine next week, Valentine\u2019s Day.<\/p>\n<p><strong>David<\/strong>:<\/p>\n<p>There you go, very romantic. You must have had some sliding door moments during that time. I mean, there must have been points at which you thought Christ, I could go one way or the other here and this can either be triumph or disastrous. What stands out to you as the decisions you\u2019ve taken or challenges you\u2019ve overcome, that have really redrawn the Hatched map for you?<\/p>\n<p><strong>Jack<\/strong>:<\/p>\n<p>Sure. So, I\u2019d break that down to say key decisions, challenges, and then sliding doors. But if you look at the key decisions, it\u2019s kind of what we\u2019ve spoken about now, which is hiring ahead of the curve.<\/p>\n<p>So, I\u2019ve always hired staff before I\u2019ve had the billings revenue or clients to actually justify that hire if that makes sense. So, I\u2019ve always been a believer that you build it and they come, and from a service-based business, building it is getting the right people in the business. So, I\u2019ve always hired ahead. So, it means that we\u2019ve always got the high resources. We\u2019ve also got time to focus on the client\u2019s problems, but also time to develop our own product and output and systems and all of that sort of stuff.<\/p>\n<p>So, the key decision that I\u2019ve had from the start is hire ahead of the curve, and I think that\u2019s been the biggest advantage that we\u2019ve been able to have, and which is why being independent is really strong because answering to shareholders \u2014 and even if you\u2019ve got two shareholders, as opposed to one shareholder, which says you\u2019ve got to justify your actions, where I have to answer to myself and only to myself.<\/p>\n<p>So, I don\u2019t have to justify any of these decisions, and I don\u2019t have to get a return on my investment or look at \u2026 it\u2019s we can go, we can take the leap of faith if you will. And that\u2019s generally paid off in droves because the growth has come from getting the right people in, and that\u2019s developed our reputation and it snowballs into referrals from clients and referrals to media, whatever it might be.<\/p>\n<p>But that\u2019s been a really key decision from early on that we\u2019ve had a direct benefit from and we\u2019ll continue to do that. We do that today, and we\u2019ll always do that because that really is a competitive advantage from us, particularly vs the holding companies. But I think probably for most service providers in our space is making sure that the resources, and it is a bit of a talent more out there at the moment. But yeah, it\u2019s making sure that we hire ahead of the curve.<\/p>\n<p><strong>David<\/strong>:<\/p>\n<p>Yeah, I often get asked by our clients what\u2019s the hardest thing about what media agencies have to do. 9 times out 10 my answer is something to do with the fact that you guys have to really think about the now and the next day and the later, all at the same time.<\/p>\n<p>I mean, all businesses have to do that to some extent, but you have to be on top of what\u2019s next and you have to still be doing media buying of TV, and you need to be fulfilling that through the curve. And it\u2019s really hard do that without hiring ahead of the curve. And yes, if you have shareholders, it\u2019s so hard to get approval to do that. So yeah, I can see what you\u2019re saying entirely.<\/p>\n<p><strong>Jack<\/strong>:<\/p>\n<p>No, it\u2019s something we absolutely believe in. And at the moment, we just can\u2019t move fast enough because it\u2019s the talent and all of that sort of stuff, which we are looking at other markets at the moment. It\u2019s to put boots on the ground there, but also to access talent pools. And I think you\u2019ll find by midyear, we\u2019ll have a team in place in another market and that\u2019s really just to access a whole new talent pool and continue to grow that because\u2026\u2026..<\/p>\n<p><strong>David<\/strong>:<\/p>\n<p>Sorry, I\u2019m just interested when you\u2026\u2026\u2026there is a talent war, but where are you finding the biggest gaps in the market at the moment?<\/p>\n<p><strong>Jack<\/strong>:<\/p>\n<p>Well, you\u2019ve got the technical skills of say performance programmatic, the digital strength in platforms, if you will. That\u2019s the most challenging space that we see at the moment. But we\u2019ve got a pretty good reputation, so A we generally retain our staff, which is super important. And B, we\u2019ve got time to talk through other staff and approach other staff and get that. But the gap, it\u2019s numbers, it\u2019s a numbers game that\u2019s out there.<\/p>\n<p>And it\u2019s confusing to be an employee at the moment because you\u2019ve got your current employer who is really keen to keep you and willing to throw stuff at you, and you\u2019ve got other people and other agencies that are probably willing to also \u2026 so there is a bit of a turf war and a bit of a market out there. But you need to overlook and go, okay, well, what are the actual beliefs, how are they actually actioning \u2026 how do they actually operate? You know, what are the things that make this organisation different to others? What are the values they live by? And what\u2019s the purpose of turning up each day.<\/p>\n<p>And making them meaningful because once the negotiation for a salary is done, it\u2019s forgotten pretty quickly. It just turns up in your bank every month, but you\u2019ve got to front up every day. You\u2019ve got to work with people. There\u2019s expectations of the employer on you and your role. So, how are you managing that and all of it?<\/p>\n<p>So, we get to the more meaningful conversation, as opposed to just here\u2019s extra money, because we want 20-year staff as well as 20-year clients. And we need to make sure that the values align and we\u2019re all aligned that way.<\/p>\n<p>And we do psychometric testing through eDIsC and whatnot and our people in culture, Director Virginia Scully does a lot of work in the scoping out period to make sure that we\u2019re right for each other. Because it\u2019s a commitment, it\u2019s a two-way commitment. So, that\u2019s something that we spend a lot of time in doing, but it bodes well in a long time because the churn\u2019s not there as well.<\/p>\n<p>So, look, it\u2019s a challenge at the moment. But I think it\u2019s a point in time, but there\u2019s a lot of talent leaving the industry. And that\u2019s something that we need to either grow talents from an entry-level up and the retention, we\u2019ve got to make sure that we are tailoring each person\u2019s career path dependent on the person, as opposed to here\u2019s an org structure and that\u2019s how you follow it.<\/p>\n<p>So, we spend a lot of time in the day and in the work that helps navigate and set people up for success in the future, as opposed to just for today.<\/p>\n<p><strong>David<\/strong>:<\/p>\n<p>Well, I very rudely interrupted your journey, and\u00a0 probably I\u2019d have failed an employment test for you, for sure. My psychometrics would be all over the place. We\u2019ve covered the importance of people and you\u2019re obviously going to \u2026 I\u2019ve not often heard about an agency going to that length when they employ someone, which is really interesting in itself.<\/p>\n<p>But let\u2019s go back to that question about either the sliding doors or the big decisions, whatever you want to call it; what else really has shaped you.<\/p>\n<p><strong>Jack<\/strong>:<\/p>\n<p>So, one of the challenges I\u2019ve probably had to overcome is probably a personal one, is that imposter syndrome. So, as a bloke that\u2019s never worked in a media agency, owning a media agency, coming from radios to the cowboy, from radio sales and all of that sort of stuff \u2026 it was a challenge personally.<\/p>\n<p>And it\u2019s like for me, that perception was never really real. It was just self-talk. But ultimately, surrounding myself with people. And that\u2019s the one thing that I did from media sales, who are the people in the industry that give a shit about what they do and the craft that they\u2019re in and how they actually approach clients, and how they interact with others.<\/p>\n<p>That was one thing, that was a major advantage because I covered a breadth of the market. I met a whole bunch of people, and I kind of had an opinion on who that is. And I\u2019ve since spent the last best part of a decade, trying to recruit them all in. And if you look at our exec team, it\u2019s probably one of the strongest exec teams in the Melbourne market, all 20-year agency orphans, I call them.<\/p>\n<p>But that\u2019s the experience that we\u2019ve got, but there\u2019s a reason why we often don\u2019t talk about our new wins and we\u2019re not very good at publicising ourselves, and that\u2019s predominantly because I would prefer to walk the walk as opposed to talk the talk.<\/p>\n<p>So, we are a bit of a hidden secret, but once you\u2019re\u00a0 in, and understanding who\u2019s in here and what clients we work with, and what is the work that we\u2019re doing, then, then you quickly realise that we are very credible and we do great work, and we\u2019re standing on our own two feet. But that is something that I\u2019ve had to overcome from the early days and nine years down the track, I\u2019ve still got a bit of an imposter syndrome.<\/p>\n<p>But thankfully, I\u2019ve got a whole bunch of people who are absolute guns around me and I just hide behind them.<\/p>\n<p><strong>David<\/strong>:<\/p>\n<p>I don\u2019t know, I think you\u2019re downplaying yourself a bit there, but look, I think we all have imposter syndrome and it\u2019s one of the reasons for when I said it\u2019s a bold move. And it\u2019s kudos to for still being here. I mean, it\u2019s amazing. And I\u2019m sure you\u2019ve learned a hell of a lot along the way, how media works and everything else.<\/p>\n<p><strong>Jack<\/strong>:<\/p>\n<p>Yeah, thank God.<\/p>\n<p><strong>David<\/strong>:<\/p>\n<p>You go back to that radio station with a few surprises, right?<\/p>\n<p><strong>Jack<\/strong>:<\/p>\n<p>Yeah, correct. And then sliding doors, you mentioned, I\u2019ve had multiple opportunities and multiple conversations with acquisitions and mergers from both independents and globals and all that sort of stuff. Very early on, we were a couple of years old, I actually got quite close with the global. So, it got to the point there was a contract in front of us. It was a big process, expensive process, time-consuming, distracting, all of that stuff.<\/p>\n<p>And that was for the acquisition and the merger of Hatched into one of their offices. And I would\u2019ve been CEO or co-CEO..\u2026 it was a great opportunity after a couple years. And ultimately, the decision was pretty clear at the end that why the hell was I doing this when I\u2019ve got so much that I want to achieve in my own business and everything that I wanted or needed to fill those promises to myself and aspirations as a business would be restricted by the fact that I would be going into a holding group company.<\/p>\n<p>I would have a boss in Sydney who would have a boss in Singapore, who would have a boss in wherever I\u2019m going to give it away.<\/p>\n<p><strong>David<\/strong>:<\/p>\n<p>You\u2019ll give it away to the next country.<\/p>\n<p><strong>Jack<\/strong>:<\/p>\n<p>So, that was the decision, but it was a big sliding door moment. Because you\u2019ve got the money and the prestige and its kind of going back to that imposter syndrome, it\u2019s like, okay, I\u2019ve made it. If I\u2019ve built a business and sold it, that\u2019s the rubber stamp going, okay, well, I\u2019m not an imposter.<\/p>\n<p>But in the end, I realised that that validation\u2019s kind of bullshit anyway, and ultimately, it\u2019s like I need to be in control of the decision making to build the business that I need to build. And I\u2019m very thankful now for walking away, because we\u2019re a much better business now, anyway. We\u2019re a much bigger business and we\u2019re doing much better work and that\u2019s what\u2019s meaningful to me.<\/p>\n<p><strong>David<\/strong>:<\/p>\n<p>You must have recognised, I guess from a personal point of view, a financial point of view, it would\u2019ve been the line of least resistance, to just take the money and do the earn-out and all that kind of stuff<\/p>\n<p><strong>Jack<\/strong>:<\/p>\n<p>Yeah. Well, for the best part of, I\u2019d say, 18 months, it was an 18-month process. And I would wake up in the morning and I\u2019d say, okay, I\u2019m selling and I\u2019d go to bed and say I\u2019m not selling. And I was torn every single day because a lot of the people that I had as staff have come from big agencies, and the reason why they came here in the first place is that we are in control.<\/p>\n<p><strong>David<\/strong>:<\/p>\n<p>Let\u2019s be honest.<\/p>\n<p><strong>Jack<\/strong>:<\/p>\n<p>Correct, because we are in control of our own destiny. And I think that\u2019s really important, having control of your own destiny is what makes an independent really special and probably important. Again, the agency independent versus global means nothing. It\u2019s all about the people that are within the office with the badge at the front.<\/p>\n<p>But being in control, having meaningful conversations and decisions that you are in control of, is really important, particularly if you\u2019ve been in the industry for a long time. So, we are in control of our own destiny and that\u2019s something that I think from staff retention, staff attraction, all of that sort of stuff, people can have a say and can dictate the future of the business, and that\u2019s really important.<\/p>\n<p>But it was a significant sliding door moment. And when I first made the decision to walk away from that, there was probably six months of going \u2026 what did I do\u2026<\/p>\n<p><strong>David<\/strong>:<\/p>\n<p>I could have been driving that Porsche by now and I\u2019d own a yacht. Could have brought my radio station!<\/p>\n<p><strong>Jack<\/strong>:<\/p>\n<p>Yeah. But now, I\u2019ve never been sure and I\u2019ve never been more thankful that I made that decision at the time.<\/p>\n<p><strong>David<\/strong>:<\/p>\n<p>Good on you. Let\u2019s talk a little bit about the independent agency industry for want of a better term, and we\u2019ve talked her out and I do agree with this, that boiling things down to global versus independent is a gross oversimplification. It really is. I mean, there\u2019s pros and there\u2019s cons and there\u2019s pluses and minuses and all that kind of stuff.<\/p>\n<p>But in more recent times, we\u2019ve seen a real gear change from independent agencies in Australia, we\u2019ve seen acquisitions. We\u2019ve just been talking about more sliding doors \u2014 we\u2019ve seen acquisitions. We\u2019ve seen the development of, again, we\u2019ve touched on these proprietary assets where it\u2019s becoming more challenging because the need for propriety, particularly in the data and tech space is becoming greater.<\/p>\n<p>We\u2019ve seen a proliferation of broader skillsets, growth in numbers, and to help drive all of the above, the creation of the IMAA, The Independent Media Agency Association \u2014 can\u2019t remember what it\u2019s called. But if I look at the membership of the IMAA, I\u2019d say that Hatched represents a fairly noticeable absence, and tell me if I need to be updated on this. But what\u2019s your view of the IMAA, and why have you decided so far against joining?<\/p>\n<p><strong>Jack<\/strong>:<\/p>\n<p>So, good question. We aren\u2019t a member of the IMAA, but I think they\u2019re doing a great job. We continue to talk to them and what they\u2019re doing in shining a light on \u2026 they\u2019ve got a hundred members now or over a hundred members. And there\u2019s probably, I don\u2019t even know how many agencies are there in this country, but let\u2019s say there are hundreds of agencies out there.<\/p>\n<p>And of these agencies, they might be two or four or six or 10 people, and they\u2019re doing a great job for their clients. And that\u2019s the one thing about independents, they give a shit about their clients and their clients\u2019 lifeblood, and they really treat it like that. And often, it\u2019s hard for media vendors to cover the ground and provide them with insights and updates.<\/p>\n<p>And because there\u2019s just not enough people to be able to service that amount of agencies. So, the IMAA gives them that voice and gives that spotlight to actually go, \u201cOkay, well, vendors connect vendors and agencies, so we can all upskill on what the vendors are doing. So, then they can upskill the clients.\u201d And they\u2019re doing a great job.<\/p>\n<p>We\u2019re not a member of like MFA either. So, predominantly, the reasoning why, is it all comes back to how is it going to benefit our staff and how is it going to benefit our clients? So, because of the nature of how we tailor each program for each of our clients or our staff rather, everyone\u2019s got diverse needs, wants, training, whatever it might be.<\/p>\n<p>And a lot of that is we don\u2019t want to put all the eggs in one basket, so we haven\u2019t found a compelling enough reason to join the IMAA or the MFA or any other A\u2019s out there, mainly because we like to tailor what we do. But the IMAA, we back them in completely and we\u2019ll continue talking to them. And that\u2019s pretty much the extent of it.<\/p>\n<p><strong>David<\/strong>:<\/p>\n<p>Sam Buchanan has done a great job, let\u2019s not forget about it \u2014 and his team, obviously. I can see the growth and I can see both sides of that argument, I really can. So, it\u2019d be interesting to see what happens with them in the future.<\/p>\n<p>And a big part of that is helping the people within that group of members, which is great. We\u2019ve talked a lot about people already within Hatched. And it\u2019s a kind of sideways segue into the next thing I wanted to ask you about, which is diversity, ethics, and inclusivity. I noticed the recent article published by \u2026 now, I\u2019m going to get the name wrong here\u2026\u2026<\/p>\n<p><strong>Jack<\/strong>:<\/p>\n<p>Rey?<\/p>\n<p><strong>David<\/strong>:<\/p>\n<p>By Rey. Yeah, that\u2019s an easier way to do it \u2014 by Reychelle; the leader of what you\u2019ve called your Belongings and Connection team at Hatched and DEI is obviously an area of focus for you as a business. But I think it\u2019s really difficult to get things like this right. You know, to make them genuine and not force it, or make it tick box in nature and this whole area is difficult to discuss without platitudes, I know that.<\/p>\n<p>But I\u2019m interested in how people have responded to the Belongings and Connections Initiative at Hatched, what\u2019s working for them, and is there anything that they suggested that\u2019s not really meaningful at all?<\/p>\n<p><strong>Jack<\/strong>:<\/p>\n<p>So, it is a really interesting space and it\u2019s a really important space as well. And probably, it\u2019s worth noting, it hacks back to what we were talking about before, is about being in control of your own destiny, that ultimately, the Belongings and Connection team was born from Rey\u2019s development program.<\/p>\n<p>Her own specialised, tailored performance program. She showed an interest, identified the strength and motivators and passion for it, and she started it. So, that\u2019s the key. She wanted it, we backed her. We know it\u2019s a thing, but we wanted to be meaningful in everything that we do. And it needs to start with champions and Rey\u2019s our champion and the team\u2019s grown from one person which was Rey to kick it off. And now, it\u2019s got 10 people. And that has all happened in 12 months.<\/p>\n<p>And now, they\u2019re building it. As opposed to us doing a top-down approach where it\u2019s not meaningful, just following the legal framework, that\u2019s easy. It\u2019s all laid out and to be compliant in that space. So, you\u2019ve got the legal frameworks, we\u2019ve got all that, but it\u2019s not meaningful. So, really, we want to empower everyone because the \u201cI\u201d stands for inclusion. So, that\u2019s something that we are building inclusive of everyone in the business.<\/p>\n<p>So, a big part of what we are doing particularly for the first 12 months is understanding and listing. And that\u2019s through surveys and events where we actually really try and work on what is meaningful to our staff and what is inclusion, and what are we missing.<\/p>\n<p>We don\u2019t know what we\u2019re missing until we know what we are missing. We know what we\u2019ve got, but inclusiveness is actually knowing what you don\u2019t have. And that\u2019s what we spent most of the last 12 months doing. And that\u2019s through as I said, mainly virtual events at this stage, and surveys and a whole bunch of other ways that we can listen, but that\u2019s what we\u2019ve done first.<\/p>\n<p>But then the output of that is the\u00a0 data policy in terms of that\u2019s the actual Hatched policy that takes all that into consideration. So, we are probably a couple of months away from actually designing that and framing that, and that sets a fluid document that we live and breathe by.<\/p>\n<p>And there are other things like I mentioned before, we\u2019re moving offices. So, we\u2019re going up the road and we\u2019re moving into a big new office space. But we need to be inclusive of other people\u2019s needs and wants and all of that sort of stuff. And we want to design that into how we actually work on a day-to-day.<\/p>\n<p>So, some people are introverts, some people are extroverts, some people come from various backgrounds that have various needs and whatnot. So, we need to make sure that all of that is considered to be truly inclusive rather than here\u2019s a policy, here\u2019s a ticking box exercise. We need to know, and that\u2019s the process we\u2019re on at the moment.<\/p>\n<p><strong>David<\/strong>:<\/p>\n<p>Yeah, fantastic. Well, look, I think it\u2019s something that I think everyone\u2019s identified that our industry has not been the best always in this space. So, it\u2019s great to see more and more agencies like yourselves taking this kind of initiative, and obviously, going beyond the talk and actually making it mean something \u2026 cancel pretty much everything, right?<\/p>\n<p><strong>Jack<\/strong>:<\/p>\n<p>Yeah.<\/p>\n<p><strong>David<\/strong>:<\/p>\n<p>Let\u2019s talk about the future not just for Hatched, but for the industry in general. We\u2019re operating in watershed times really, working practices, cultural norms across the board being reshaped in part by the pandemic, but for other reasons too, and we just touched on them. What are you looking at longer-term? Where do you think the challenges and opportunities are for media agencies and advertising and marketing more broadly?<\/p>\n<p><strong>Jack<\/strong>:<\/p>\n<p>Yeah, sure. Well, in the future, it\u2019s very hard to know the future because tomorrow is hard. But look, it provides both opportunities and challenges.<\/p>\n<p>Challenge, I think keeping up with the speed of technology, data, all the things that we mentioned before; MarTech \u2014 all the things that have made media and marketing harder than it has ever been. Trying to keep up with that as an agency, as an expert, is really difficult and that hacks back to the talent as well, going, okay, what is the talent that is needed to deliver that cutting edge thought leadership that clients need to drive their business and deliver growth for their organisation.<\/p>\n<p>So, that\u2019s the challenge. The opportunity is we can get closer than ever before to our client\u2019s world. So, when we\u2019re talking about executioners, which is a great term\u2026\u2026\u2026<\/p>\n<p><strong>David<\/strong>:<\/p>\n<p>Executioners, it\u2019s like literally chopping people\u2019s heads off. But yes, anyway\u2026\u2026<\/p>\n<p><strong>Jack<\/strong>:<\/p>\n<p>I think the media agency has probably had a history of just getting out the door. So, executing a plan, but just spending money basically. I\u2019ve got a budget, how do you spend that budget? Which is the right way to go about it.<\/p>\n<p>You need to get to the bottom of the problem and work out how much budget you need to actually solve that problem. So, it\u2019s getting closer \u2014 the opportunity is that with empathy and understanding if you can break that cycle of response to execution and kind of take that step back and understand the client\u2019s world, that\u2019s the opportunity to really understand their world and really get to the heart of the problem.<\/p>\n<p>So, I think never has there been a greater opportunity because doing that, makes the marketers\u2019 life easier and means that all of what we do as a media agency, is just a lot smarter about how we go about it. So, I think that\u2019s the opportunity.<\/p>\n<p>We also spoke about people and having our own control. We put a lot in the hands of our future being we\u2019ve got a shadow board, and that shadow board is made up of seven young stars. So, these guys have shown initiative, shown grit, shown smarts, all the things that make them, what we call future legends.<\/p>\n<p>So, these future legends run a board, it is a board structure. It is chaired and all of that sort of stuff. But these future legends are in control of building policy. So, our flex work policy, the future of work and ways of working, our office, how it works and onboarding staff and how we actually carry ourselves and some of the causes and purposes that we get behind, it\u2019s actually built by the shadow board.<\/p>\n<p>So, rather than these 20-year industry orphans, as I referred to, coming up with the ideas that these are the policies and everything like that \u2014 and remember these guys that are the 20-year plus industry orphans, they would\u2019ve started in 2002, but it\u2019s 2022 and there\u2019s a generational gap.<\/p>\n<p>So, we need to empower the future leaders and the future legends of Hatched to actually build that. And I think that gives us an advantage by the fact that we\u2019re actually setting up for tomorrow today, and the policies and how we\u2019re built and how we act and what we talk about and all those things have the future in mind because the next generation already controls it.<\/p>\n<p>And that\u2019s been really powerful for us and handing the keys to them to drive the future, I feel a lot more comfortable in doing that, in shaping what the future of the organisation looks like \u2014 than it would be, if the execs were to do it, then really, we\u2019ve got a lot of experience to look back on, but it\u2019s hard to look forward without that view.<\/p>\n<p>So, again, one of the benefits of me not being in a media agency before I\u2019ve owned one is that I don\u2019t have all of that. But now, a decade later I do, and I kind of need to have a fresh start and that\u2019s where the shadow board come and go.<\/p>\n<p>Now, really this is what the future is. And they\u2019ve got the keys and so far, they\u2019re driving it like a stolen car, so it\u2019s great.<\/p>\n<p><strong>David<\/strong>:<\/p>\n<p>Look, that\u2019s a great answer. I\u2019ve enjoyed this conversation genuinely.<\/p>\n<p><strong>Jack<\/strong>:<\/p>\n<p>Yeah, likewise.<\/p>\n<p><strong>David<\/strong>:<\/p>\n<p>Because I think sometimes, generally speaking, when we do these podcasts, we\u2019re talking about pieces of a jigsaw puzzle. Sometimes it feels scattered. Other times like this, it feels like there are so many interlocking pieces that have just\u00a0 threaded through this conversation.<\/p>\n<p>And I can see what you\u2019re doing. I can see how you\u2019re piecing stuff together and it\u2019s really good to understand that from your perspective.<\/p>\n<p>One final cheeky question from me, I guess, which is a little bit of a tradition on this podcast; what could I ask you? So, I think you\u2019re obviously a young go-getter still.<\/p>\n<p><strong>David<\/strong>:<\/p>\n<p>Let\u2019s go with that anyway.<\/p>\n<p><strong>Jack<\/strong>:<\/p>\n<p>How many years until you get your 150 million to buy that radio station? And when you do, can I borrow your yacht? That\u2019s probably the question I have to ask.<\/p>\n<p><strong>Jack<\/strong>:<\/p>\n<p>I\u2019m breaking that down rather than the figures. It\u2019s when would I sell? Is that what you\u2019re getting at?<\/p>\n<p><strong>David<\/strong>:<\/p>\n<p>Yeah. Fair enough. Yeah, when would you sell?<\/p>\n<p><strong>Jack<\/strong>:<\/p>\n<p>I don\u2019t know, I\u2019ve got no aspiration to sell. It doesn\u2019t come as part of the planet. I always believe if you run a great business, you\u2019ll have suitors all your life and that\u2019s proven to be the point.<\/p>\n<p>So, there\u2019s always people that are kind of knocking at the door, but I say I\u2019ve got two kids and this role and this job, I\u2019m not doing 80\/100 hours a week. I get to do part-time when I want to \u2014 I don\u2019t necessarily always want to, but I\u2019ve got the option to.<\/p>\n<p><strong>David<\/strong>:<\/p>\n<p>I\u2019ve got two young kids as well.<\/p>\n<p><strong>Jack<\/strong>:<\/p>\n<p>But that\u2019s the most important thing to me and having control of my destiny is probably more important than any monetary value and yachts and Porsches and radio stations and whatnot.<\/p>\n<p>So, if this vessel can give me what I want out of life and help me do other opportunities \u2026 I\u2019m looking at investing in an acquisition at the moment and whether it\u2019s through other vessels other than Hatched, Hatched allows me to do that.<\/p>\n<p>So, yeah, at the moment, it\u2019s play-on, run a great business, be part of a great culture and don\u2019t stuff it up in the meantime, that\u2019s kind of the mantra.<\/p>\n<p><strong>David<\/strong>:<\/p>\n<p>That\u2019s a good place to live. It\u2019s been really good talking to you, and thanks again.<\/p>\n<p><strong>Jack<\/strong>:<\/p>\n<p>No, I appreciate it, Dave, cheers.<\/p>\n<p><em>Ideal for marketers, advertis<\/em><em>ers, media, and commercial communications professionals, Managing Marketing is a podcast hosted by Darren Woolley and special guests.\u00a0<a href=\"https:\/\/www.trinityp3.com\/managing-marketing-podcasts\/\">Find all the episodes here<\/a><\/em><\/p>\n<\/p><\/div>\n<iframe src=\"https:\/\/www.fiverr.com\/gig_widgets?id=U2FsdGVkX18x7XQvttUTrv1oEqmGNGTgvvCUiUoJ\/AP4z\/UyMz8lXGOLpu15jIMxBbTR0gmD5uBoFvhC4KWeALQRp3h\/X\/AwcVD0K8Wj9H\/ZzYKzcCNHosB9oS4SCJJFWiN85P9ICAc4OgCoE\/wHKIY7CDkf2\/DQ1vqGvk4smVe5cRDEmrLPCWi4FC8p40VUhSmWQ5udCm0zoJtorgWv3vbDQw0kKYkwn39ozAnQXDe+YvWMxkLFWA+O3TFwkJvdkIK+\/AUSnRssPKt5WHY0FhNOxnSPcLslEL4G4\/RfP95ve99U+kRnDy3X+KtzdQLY+u935ghON\/o3UE4IMv9oN6JX9RnxzL\/LRcOgnHigxStSGPKsZYtnz8RWNVT\/rOLAibqiWJadC5MYHRbekF3eg6FOGrQGkXYbsn0+a5aovnlLCbLwIqY9fcS17UX8J235iQ6cdmHNbrPeS84CMm34RA==&affiliate_id=1052423&strip_google_tagmanager=true\" loading=\"lazy\" data-with-title=\"true\" class=\"fiverr_nga_frame\" frameborder=\"0\" height=\"350\" width=\"100%\" referrerpolicy=\"no-referrer-when-downgrade\" data-mode=\"random_gigs\" onload=\" var frame = this; var script = document.createElement('script'); script.addEventListener('load', function() { window.FW_SDK.register(frame); }); script.setAttribute('src', 'https:\/\/www.fiverr.com\/gig_widgets\/sdk'); document.body.appendChild(script); \" ><\/iframe>\n<br \/><a href=\"https:\/\/www.trinityp3.com\/2022\/02\/starting-media-agency-with-no-experience\/\">Source link <\/a><\/p>\n","protected":false},"excerpt":{"rendered":"<p>Managing Marketing\u00a0is a podcast hosted by TrinityP3 Senior Consultant,\u00a0David Angell.\u00a0Each podcast is a conversation with a thought-leader, professional or practitioner of marketing and communications on&#8230;<\/p>\n","protected":false},"author":1,"featured_media":14450,"comment_status":"open","ping_status":"open","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[7],"tags":[],"class_list":["post-14449","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-tech-universe"],"acf":[],"yoast_head":"<!-- This site is optimized with the Yoast SEO plugin v27.3 - https:\/\/yoast.com\/product\/yoast-seo-wordpress\/ -->\n<title>Starting a Media Agency With No Media Agency Experience - mailinvest.blog<\/title>\n<meta name=\"description\" content=\"Technology is forever changing, and there are always new pieces of technology to replace obsolete ones. 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