Behind the Newswire: How Stories Become Headlines
What makes a story newsworthy and what does it take to get it published?
At this year’s 72Fest, Katie Earlam, Managing Director of 72Point, joined fellow 72Point colleague Charlie Bayliss, Publicity Manager, and Martin Winter, Director of SWNS, to reveal how stories move from an initial idea to headlines across the media.
The session offered an inside look at the relationship between creative PR, newswire distribution and editorial decision-making, exploring what publishers want and why some stories make the headlines while others never leave the newsroom.
PR meets the newswire
Charlie Bayliss explained how 72Point develops creative communications campaigns using research, content creation, social media, design and PR expertise.
Starting with a client brief, the team develops ideas that meet the client’s objectives while offering genuine interest to the public.
Martin Winter explained how SWNS takes the process forward, with its editorial team assessing stories before they are distributed to publishers.
Protecting credibility is central to this process. As Martin explained: “We've spent 50 years building trust and credibility and protecting that reputation is incredibly important.”
What makes a story newsworthy?
SWNS specialises in the human side of news, from changing consumer habits and generational differences to real-life experiences and cultural trends.
The strongest stories often reveal something new about how people live today. When readers recognise their own experiences or notice a behaviour they have seen around them, the story becomes relatable.
The panel also highlighted the importance of combining research with real people. Data can provide an interesting starting point, but authentic experiences and first-hand perspectives help bring findings to life.
As Charlie explained: “If you can make the audience feel something, you've got a far better chance of success.”
From brief to headline
The journey begins with a client brief, followed by creative development, editorial input, research, writing and the creation of supporting assets.
Stories are then submitted to the SWNS editorial team for review. The newswire provides publishers with ready-to-use copy, images and video, making it easier for busy newsrooms to assess and publish content.
The panel also discussed the growing importance of individual bylines, which help provide transparency around who has written a story and reinforce accountability.
Editors always have the final say
One of the session’s clearest messages was that creating a compelling story does not guarantee coverage.
While PR teams can develop strong angles and make content easy for publishers to use, the final decision always rests with editors and the needs of their audiences.
For attendees at 72Fest, the takeaway was simple: the best stories are not created solely for brands. They are created for people.
By combining meaningful insights, strong storytelling and authentic human experiences, PR professionals can give stories the best possible chance of making the headlines.
Creativity in a Crunch: Why Great PR Doesn't Depend on Bigger Budgets
With budgets under pressure and audiences harder to reach, creativity has never mattered more. At this year’s 72Fest, one message stood out: the brands that win attention are the ones that earn it.
During Creativity in a Crunch, industry leaders from Famous Campaigns, ASDA, loveholidays and VodafoneThree explored how to make budgets work harder, defend bold ideas and stay culturally relevant without chasing every trend.
Moderated by James Herring, the panel brought together Natalie Simpson, Heather Ewens and Andi Donovan to discuss how PR can help brands cut through the noise, connect with audiences and turn creative thinking into real impact.
Making creativity work harder
One of the key themes was the importance of bringing PR into the creative process from the beginning, rather than treating it as a way to generate coverage once a campaign has already been developed. The strongest ideas often come from understanding an audience, identifying a cultural insight and finding a fresh way to turn it into something people want to talk about.
ASDA’s ‘Red Baskets Valentine’s campaign’ was one example of this thinking in action, offering a different take on the occasion in a crowded market. The panel also discussed ASDA’s car insurance campaign, which used amusingly named roads to create a playful, attention-grabbing story, alongside loveholidays’ temporary London crisp shop, inspired by the experience of trying snacks while on holiday abroad.
Both examples demonstrated how a strong consumer insight, paired with an unexpected creative idea, can give a brand a reason to stand out.
Defending big ideas and staying culturally relevant
The conversation also turned to the challenge of protecting creativity when budgets are tight and multiple stakeholders have a say. The panel highlighted the importance of understanding which elements of an idea are non-negotiable, being able to explain the thinking behind it clearly, and having the confidence to push back when an idea risks becoming diluted.
However, staying relevant does not mean jumping on every trend. The panel emphasised the importance of understanding what genuinely matters to an audience and finding a way for the brand to contribute meaningfully. As the discussion explored, lasting cultural relevance is about more than being part of the conversation; it is about giving people a reason to pay attention.
Proving the value of PR
Finally, the panel discussed the growing need to demonstrate the impact of PR. With budgets under scrutiny, it is no longer enough to report on coverage or reach alone. Teams need to ask “so what?” and connect their work back to the original objectives, showing how campaigns contribute to wider business outcomes.
The takeaway from the session was clear: effective PR is not simply about amplifying an existing campaign or chasing attention for its own sake. It is about bringing a distinctive perspective, understanding what audiences care about and creating ideas that earn a place in the conversation.
As the discussions at 72Fest showed, even in a more challenging marketing landscape, creativity can still make a big impact when it is rooted in insight, backed by clear thinking and built to give people something worth talking about.
Because in the end, brand fame isn't about buying attention. It's about earning it.
Creator Data: Combining Audience Research with Real Human Insight
Understanding what audiences think is one thing. Understanding why they think it is another.
At this year’s 72Fest, Creator Data was unveiled, a new research offering combining large-scale audience data with real human conversations to help brands get closer to the people they want to reach.
Launched by Rich Jenkins, Campaigns Director at 72Point, the product brings together the research capabilities of OnePoll and the cultural insight expertise of Dose of Society. Joining Jenkins on stage were Louise Care, Director of Research Operations at OnePoll, and Teon Harris, Brand Partnerships Manager at Dose of Society, to explore why brands need to look beyond demographics and statistics to understand modern audiences.
Why Creator Data?
As media consumption changes and online communities become increasingly fragmented, understanding audiences has become more complex. Knowing what people are doing is no longer enough; brands also need to understand the motivations, emotions and cultural influences behind their behaviour.
As Jenkins explained during the session, trends matter, but the human insight behind them is where the real value lies. Creator Data was developed to bridge the gap between large-scale research and the individual experiences that bring those findings to life.
Combining scale with human stories
At the heart of Creator Data is the combination of two complementary approaches.
OnePoll provides quantitative research, gathering responses from large audiences across demographics, generations and markets. Dose of Society brings the qualitative perspective through street-level interviews, creator-led conversations and real-world experiences.
Together, these approaches help brands understand both the scale of a behaviour and the reasons behind it.
As Jenkins described it, the approach moves from understanding what 10,000 people think to understanding what one individual feels.
Going beyond the numbers
The panel explored how direct conversations can uncover insights that traditional surveys may not fully capture.
One example involved speaking to sports fans about the brands, athletes and creators influencing them on social media. Responses highlighted everything from Formula One personalities and football stars to sportswear brands, fitness companies and entertainment platforms.
More importantly, these conversations revealed the motivations behind those preferences: why certain athletes connect emotionally with audiences, how younger consumers discover brands, what builds trust in creators and how identity and community shape fandom.
For Harris, the distinction is crucial. Knowing an audience's demographics does not automatically mean understanding how they think or what influences their decisions.
By identifying recurring themes across hundreds of conversations, Dose of Society can uncover cultural signals that help inform brand strategy, creative development and communications. When combined with OnePoll's larger datasets, those findings can support more informed recommendations.
Why traditional research is evolving
The session also explored how audience expectations are changing, even as the fundamentals of robust research remain important.
Care highlighted the continuing need for representative samples, reliable recruitment and statistical confidence. However, brands increasingly want context alongside the numbers: the emotions, experiences and motivations that explain why a particular attitude or behaviour exists.
Quantitative research can show how widespread a behaviour is. Qualitative insight can help explain why it happens. Together, they offer a more complete picture.
AI can process insight, but people provide it
While AI can help researchers analyse large volumes of responses, identify patterns and improve efficiency, the panel highlighted the importance of keeping genuine human experiences at the centre of research.
As Care explained, AI can be effective at processing human content, but it cannot replace the value of authentic human perspectives.
For brands navigating rapidly changing audiences and online culture, listening directly to people remains an important part of understanding what matters to them.
The opportunity for brands
The launch of Creator Data comes as consumers spend more time with creators, online communities become more specialised and cultural trends move at increasing speed.
Creators are no longer simply entertainment channels. They can also influence how audiences discover brands, build trust and engage with cultural conversations.
The session also touched on the growing importance of original research in generative engine optimisation (GEO). Proprietary data and distinctive insights can give brands useful evidence to support their expertise and strengthen the information they contribute to online conversations.
By bringing together quantitative research and human perspectives, Creator Data aims to help brands move beyond surface-level audience profiles and build a deeper understanding of the people they want to reach.
The message from 72Fest was clear: data provides the scale, but human insight adds the context. In a world where attention is increasingly difficult to earn, understanding both could make all the difference.
What the Media Really Wants: Advice for PRs from Top Editors
Generic pitches are out, and audience-first storytelling is in.
At this year’s 72Fest, media leaders from the Daily Mail, DMG Media, The Sun and Goalhanger shared what they really want from PR professionals and why understanding the audience is essential to securing coverage.
Moderated by Marianna Partasides, the panel featured Katherine Spenley, Jamie East, Jake Strong-Jones and Emily Kent Smith, who explored how changing platforms and audience habits are reshaping the relationship between journalists and PRs.
The end of the generic press release
Emily Kent Smith explained that successful PR is no longer about sending out press releases and hoping a journalist turns them into a story. It requires research, relationships and an understanding of the publication.
A pitch for The Rest Is Politics, for example, should look very different from one targeting Goalhanger’s Book Club audience.
Katherine Spenley reinforced the importance of targeting the right journalist and section. Even a brilliant story can fall flat if it reaches the wrong person.
Audience comes first
The panel agreed that relevance is what drives engagement, regardless of format.
Jamie East highlighted how podcast audiences form highly engaged communities around specific interests, warning against a “generic scattergun approach”.
Jake Strong-Jones echoed this from a video and social perspective: content works when it adds value to the audience it serves.
For PRs, that means looking beyond a publication’s overall reach and considering whether the story genuinely fits its audience.
Great stories still win
Despite changes in technology and media consumption, the fundamentals remain the same: a strong story matters.
Spenley highlighted compelling human-interest stories, strong imagery, expert commentary and exclusive interviews as ways to strengthen a pitch, provided the central idea is genuinely interesting.
The panel also urged PRs to look beyond awareness days and marketing calendars. Stories rooted in current conversations, cultural moments and unexpected perspectives are more likely to resonate.
Think beyond the press release
The panel highlighted how media brands are expanding across podcasts, video, newsletters, social media and written content.
Goalhanger’s partnership with Universal around The Odyssey, which brought together actor Tom Holland and historian Tom Holland, demonstrated how creative collaborations can entertain audiences, generate social conversation and deliver commercial value.
The discussion also challenged the assumption that audiences only want short-form content. Goalhanger’s long-form podcasts demonstrate that people will invest hours in content when they care about the subject.
Practical advice for PRs
Spenley shared several straightforward tips for improving media pitches:
- Do: Use strong imagery, write clear subject lines and prioritise genuinely compelling stories.
- Don't: Make unnecessary calls during busy news cycles, dictate how journalists should write or try to control exactly how a story is covered.
East added another essential rule: understand the podcast before pitching it. If it is obvious that a PR has not listened to the show, the email is unlikely to get far.
The takeaway: know your audience
The message from 72Fest was clear: successful media relations start with understanding who you are pitching to and the audience they serve.
As platforms and formats continue to evolve, thoughtful pitching, creative ideas and relevant storytelling remain the foundations of effective PR.
The Cost of Courage: When Is Playing It Safe the Bigger Risk?
In communications, playing it safe can sometimes be the riskiest decision of all.
At this year’s 72Fest, a panel featuring Jennie Stoddart-Scott, Paul Wheeler and Hector Hughes explored how organisations can make courageous decisions under pressure and why the cost of doing nothing is often overlooked.
Moderated by Ed O’Brien, Head of Issues & Media Management at KPMG, the discussion explored the role of honesty, values and calculated risk in making bold decisions.
Courage starts with honesty
Hector Hughes, Co-Founder and CEO of Unplugged, argued that organisations must first be willing to confront uncomfortable truths internally. Brands that understand their values and communicate authentically are more likely to stand out than those trying to imitate others.
Using Ryanair as an example, he highlighted how a distinctive, sometimes divisive communications approach can work when it remains consistent with the brand.
Jennie Stoddart-Scott, Founder of Jennie Stoddart-Scott PR, offered a more personal perspective with her “toothbrush test”. When facing difficult decisions, she asks herself: “How will I feel when I'm brushing my teeth tonight?”
For her, the question comes down to whether she can look herself in the mirror knowing she acted with integrity.
Discomfort isn't always a warning sign
The panel agreed that courageous decisions often feel uncomfortable, but that discomfort does not automatically mean something is wrong.
Stoddart-Scott shared how inviting journalists to pilot events during the development of The Hundred helped challenge scepticism and shift the conversation.
Paul Wheeler, VP Global Corporate Communications at pladis Global, reflected on his time at Kellogg’s, when the company pursued a judicial review of UK government nutrition policies. The decision required years of preparation, board-level approval and stakeholder engagement.
His message was clear: bravery is rarely a single moment. It is often a long-term commitment.
The risk of doing nothing
Hughes also explained how Unplugged’s decision to lock away customers’ phones during cabin stays initially attracted scepticism but ultimately became a key brand differentiator.
The example highlighted the value of taking a clear position rather than creating generic messaging designed to please everyone.
For communicators, the panel emphasised the importance of asking not only what could go wrong if a decision is taken, but what could happen if nothing changes.
Knowing the difference between brave and reckless
The discussion concluded that courage must be grounded in preparation, evidence and values. Before pursuing a bold strategy, organisations need to consider their appetite for risk, the stakeholders affected and the consequences of both action and inaction.
The takeaway from 72Fest was simple: courage isn't about taking unnecessary risks. It is about making thoughtful decisions even when they feel uncomfortable, and recognising that sometimes, standing still carries the greatest risk of all.
How PR Agencies Claim GEO: How AI Search Is Creating a New Opportunity for PR
AI search is changing how people discover information, research brands and make decisions. For PR agencies, that presents a new challenge and a significant opportunity.
At this year’s 72Fest, PR Agencies Claim GEO brought together experts from across communications, data and technology to explore how Generative Engine Optimisation (GEO) is reshaping the industry, and why earned media could become even more valuable in an AI-driven search landscape.
Moderated by Ben Smith, Editor-in-Chief of PRmoment, the panel featured Lucy Hart, Executive Strategy Director at The Romans; Tom Symondson, Global Growth at Accordience; Jack Peat, Head of Newsroom; and Conor Pharo, Account Director at 72Point.
The discussion explored how brands can improve their visibility in AI-generated answers, why traditional media relations still matter and how agencies can adapt their strategies as search behaviour evolves.
Is good PR already GEO?
One of the first questions was whether agencies that have always delivered strong media relations are already doing GEO.
The answer was both yes and no.
Traditional media coverage remains an important foundation, but appearing in the right places is only part of the picture. AI systems need credible information, authoritative sources and content that helps answer specific questions.
For PR teams, this means looking beyond coverage volume and considering how the stories, expertise and information they create contribute to a brand's wider online presence.
The opportunity is not simply to generate more mentions. It is to ensure that brands are represented accurately and credibly in the places AI systems draw upon.
Humans like stories. Machines like structure.
Lucy Hart highlighted one of the key challenges for agencies: adapting communications thinking for an environment in which information is consumed by both people and AI systems.
Traditional PR focuses on stories that resonate with human audiences. GEO adds another consideration: whether information is structured, accessible and clear enough for AI systems to interpret.
As Hart put it, "Humans like stories. Machines like structure."
Creativity and storytelling remain important, but agencies also need to think about where information appears online, how it is presented and how AI tools retrieve and use it.
This makes GEO more than a media relations exercise. It requires an understanding of content, technology, data and the ways people search for information.
Building tools for the AI era
The panel highlighted how agencies are developing technology to help brands understand and improve their visibility in AI search.
The Romans has developed Serpent, its GEO analysis platform, while Accordience's GeoRadar has evolved from a visibility tracking tool into a broader reputation and market intelligence platform operating across 30 markets and multiple languages.
Jack Peat discussed Taylor Herring's work within Publicis Groupe's data ecosystem, while Conor Pharo reflected on the launch of Generate, Attention Industries' GEO platform, unveiled earlier that day at 72Fest.
Although the approaches differ, these tools share a common objective: helping brands understand where they appear in AI-generated responses, which sources are being referenced, how competitors perform and where visibility gaps exist.
That information can help communications teams identify opportunities and make more informed strategic decisions.
Why mentions alone won't win
A brand appearing in an AI-generated answer does not automatically mean its GEO strategy is working.
Pharo highlighted the importance of looking at the questions people actually ask, particularly specific queries that may indicate they are researching options or moving closer to a decision.
Rather than concentrating exclusively on broad category searches, brands can investigate more detailed questions about product features, reputation, expertise, performance and trust.
Understanding how AI responds to those prompts can reveal how a brand is being positioned against competitors, what information is missing and where inaccurate descriptions may need addressing.
For communications teams, this creates an opportunity to move beyond counting mentions and towards understanding the quality and context of a brand's visibility.
Earned media still matters
One of the central questions was whether PR or SEO will ultimately shape AI search.
Hart argued that PR remains well positioned because earned media provides access to trusted editorial environments and authoritative sources.
Journalism, expert commentary, thought leadership and credible third-party content can all help establish the information and reputation associated with a brand.
The panel's message was not that traditional PR can simply be relabelled as GEO. Rather, the fundamentals of good communications remain valuable, while agencies need to understand how those fundamentals translate into AI search visibility.
The opportunity lies in combining strong storytelling and media relations with a more deliberate approach to discoverability.
Breaking down the silos
GEO is also encouraging closer collaboration between teams that have traditionally worked separately.
Data analysts can identify patterns, competitor activity and gaps in visibility. PR teams can turn those findings into relevant stories, expert commentary and campaigns. Researchers and content specialists can help ensure that the resulting information is useful, credible and accessible.
Peat highlighted the value of this collaboration, noting that different disciplines bring distinct skills to the process.
Rather than treating GEO as the responsibility of one team, agencies can benefit from bringing data, communications, creativity and strategy together.
Start testing before building a strategy
For brands at the beginning of their GEO journey, Pharo recommended starting with a practical exercise: identify the questions potential customers might ask about the brand, then test how AI systems respond.
This can help teams establish:
- Where the brand appears and which competitors are mentioned.
- Which sources AI systems cite.
- Whether information about the brand is accurate.
- Which topics or questions are missing from existing content.
- Where opportunities exist to strengthen visibility and authority.
These findings can provide a starting point for deciding what to improve, what content to develop and which areas deserve further investigation.
Connect GEO to business outcomes
As interest in GEO grows, Symondson cautioned against treating it as a standalone solution or isolated measurement.
Understanding how AI describes a brand is useful, but it should sit alongside broader analysis of reputation, stakeholder perceptions, media coverage and audience behaviour.
The panel also explored how AI search could create opportunities to connect PR with outcomes further down the marketing funnel. As consumers increasingly use AI tools to research products and compare options, communications may influence not only awareness but also consideration and intent.
The challenge for agencies is to establish meaningful measures and understand how AI visibility relates to the outcomes that matter to each business.
What comes next for GEO?
The panel agreed that the GEO landscape will continue to evolve, making flexibility and experimentation essential.
Hart pointed to growing concerns around AI-generated content and the prospect of an internet increasingly populated by machine-produced material. Pharo highlighted the potential for AI analysis to uncover insights that brands may previously have overlooked, helping teams identify opportunities and problems earlier.
For agencies, the task is to keep testing, learn how AI systems represent their clients and adapt as technology and audience behaviour change.
The takeaway from 72Fest was clear: GEO is not replacing PR. It is creating a new opportunity for communications professionals to demonstrate the value of credible information, authoritative voices and earned media.
The agencies that succeed will be those that combine strong communications with useful, trustworthy and discoverable content and connect that visibility to meaningful business results.
Scoop Fame: The Andrew Mountbatten-Windsor Interview and the Power of Reputation
What happens when an interview intended to address a reputational crisis ends up making it far worse?
At this year's 72Fest, Sam McAlister, the former BBC Newsnight producer who secured Andrew Mountbatten-Windsor's infamous 2019 interview, shared the behind-the-scenes story of one of the most consequential broadcast interviews in modern British history.
Part negotiation masterclass, part PR case study, McAlister explored how months of persistence secured the interview and why its outcome became a cautionary tale for communications professionals.
A PR horror story
McAlister described the interview as a "PR horror story", recalling how she sat just 15 feet behind Mountbatten-Windsor during the recording at Buckingham Palace.
Rather than resolving the controversy, his answers generated further scrutiny. References to PizzaExpress in Woking and his explanation about being unable to sweat quickly became headline-making moments.
McAlister called the outcome "an accidental journalistic triumph and a PR disaster".
From PR pitch to global headlines
The story began with an approach focused on Mountbatten-Windsor's charitable work, including Pitch@Palace. Newsnight declined, with McAlister explaining that the programme had no interest in producing a "puff piece".
As scrutiny surrounding Jeffrey Epstein intensified, the editorial opportunity changed. McAlister spent months negotiating with his private secretary, Amanda Thirsk, while resisting restrictions that would prevent questions about Epstein.
Eventually, presenter Emily Maitlis joined further discussions at Buckingham Palace. When Mountbatten-Windsor asked McAlister whether he should do the interview, she told him that if he was telling the truth and believed the public would believe him, he should proceed.
The following day, confirmation came through: the interview was happening.
Four lessons for communicators
Preparation matters. Securing an interview is only the first step. Difficult questions and the potential consequences of every answer must be considered in advance.
Trust opens doors. Months of persistence and relationship building helped turn an unlikely opportunity into reality.
Understand public perception. Mountbatten-Windsor appeared satisfied with his performance, despite the interview's disastrous reception. Communicators must understand how audiences see their clients, not just how they see themselves.
Every interview carries risk. Without preparation, credible messaging and self-awareness, media engagement can intensify a crisis rather than contain it.
From news story to cultural history
More than six years later, the interview remains a defining moment in British media. McAlister recalled realising it had entered popular culture when Ant and Dec joked about PizzaExpress in Woking on I'm a Celebrity... Get Me Out of Here! the following day.
For 72Fest attendees, her account offered a compelling reminder that reputations can be shaped in a single conversation, and that once a story captures the public imagination, controlling the narrative becomes much harder.
How to Smash It on Social: Why Entertainment, Creators and Communities Matter
People don't share adverts. They share entertainment.
That was the message from this year's 72Fest, where social media leaders and creators explored what it really takes to build audiences, create content people want to watch and turn online communities into something bigger than a follower count.
Moderated by Sam Barcroft, How to Smash It on Social: Creators, Communities and Content That Wins brought together Emma Walker, Founder and Managing Director of Curly Media; Jamie Pollitt, Co-Founder of Rising Ballers; and Tafara Makopa, a pioneer of digital-first entertainment formats and social strategy.
From Spotify Wrapped to creator-led YouTube shows and grassroots football, the panel shared how brands can move beyond traditional promotion and become part of the culture their audiences care about.
Stop making adverts. Start making entertainment.
For Emma Walker, the problem with much of branded social content is that it starts with what a business wants to say, rather than what an audience wants to watch.
Curly Media was built around a different approach: creating social-first entertainment that gives people a reason to engage and share.
The agency has worked with brands including Spotify, Netflix, Sky and WeTransfer, developing everything from always-on social content to major campaign moments.
One standout example was Curly's work on Spotify Wrapped. Rather than relying on a traditional promotional film, the campaign brought together some of the UK's biggest artists and cultural references from the year, creating content designed to resonate with fans and online communities.
The result became Spotify's best-performing Wrapped campaign to date, according to Walker.
She credited the success in part to Spotify's willingness to trust its agency partners and listen to its audience, rather than relying solely on internal opinions. That trust, she explained, had been built through years of collaboration and consistently delivering strong work.
Find creativity where culture is happening
Walker also shared how Curly Media approaches creative recruitment, looking beyond traditional industry routes to find people already shaping online culture.
That can mean identifying talent through fan pages, creator communities and social accounts that have built loyal audiences around a shared interest.
The thinking is simple: people who understand internet culture are often the people creating it. Bringing that instinct together with experienced strategists, marketers and producers helps turn community-led creativity into work that can deliver for major brands.
It is a reminder that understanding an audience is not just about analysing data. Sometimes, it starts with the people already participating in the conversation.
Build formats, not just viral moments
Tafara Makopa reflected on the early days of creator-led entertainment, when brands were still learning how to work with digital personalities and the communities they had built.
Rather than viewing followers as numbers, Makopa recognised that creators had established relationships with audiences who trusted them. The opportunity for brands was to become part of those communities in a way that felt natural.
Footasylum was one example. Looking to evolve beyond its role as a retailer and become part of youth culture, the brand invested in creator-led entertainment formats including Does The Shoe Fit?, Chef Asylum and Truth Asylum.
These shows went beyond product promotion, giving audiences entertainment they could actively choose to watch.
For Makopa, this highlights the difference between a viral moment and a repeatable format. A single post might generate a burst of attention, but a strong format can keep bringing audiences back over time.
That distinction is particularly important for brands investing in YouTube and longer-form content, where sustained engagement can be just as valuable as an individual viral hit.
Making branded entertainment more accessible
High-quality video production can be expensive, particularly for brands exploring longer-form entertainment for the first time.
Makopa discussed an approach known as ‘brand clustering’, which brings together complementary businesses targeting similar audiences to share the investment in a production.
For example, a fashion brand, restaurant group and technology company might all appeal to the same audience. By collaborating on a relevant format, they can share production costs while reaching consumers in a way that feels cohesive.
The approach offers a potential route for brands to explore richer entertainment without having to fund an entire production independently.
Turn an online community into real-world impact
Jamie Pollitt shared how Rising Ballers grew from an Instagram page celebrating young football talent into a media brand and community with millions of followers.
At a time when mainstream football coverage largely focused on established stars, Rising Ballers chose to spotlight the next generation. By building relationships with young players before they reached the professional game, the platform developed credibility and a loyal audience.
But the ambition went beyond social content.
Rising Ballers launched its own football team and organised showcase events to help talented players get noticed. Pollitt highlighted how this approach had helped players secure professional opportunities, demonstrating how an online community can create tangible value in the real world.
The platform's partnership with Puma provides another example. After seeing the success of Rising Ballers' grassroots showcase format, Puma backed the initiative as part of a football boot launch, with the partnership expanding internationally.
Rather than building a campaign around an audience from scratch, the brand invested in a community that already existed.
Let creators lead
Across the discussion, the panellists returned to the importance of collaboration and trust.
The strongest brand partnerships do not treat creators as simply another distribution channel. They recognise the knowledge creators have built through their relationships with audiences and give them room to bring that understanding into the work.
That means listening to creators, involving communities in the creative process and resisting the urge to control every detail.
It also means looking beyond surface-level demographics. Brands need to understand what their audiences care about, which voices they trust and what makes them want to participate.
The takeaway: become part of the culture
The discussion at 72Fest reinforced a simple lesson: winning on social is not about producing more content. It is about creating content people genuinely want to engage with.
Whether through entertainment-led campaigns, repeatable video formats or communities that create real-world opportunities, the strongest examples started with an understanding of the audience.
The brands making an impact are those willing to trust creators, invest in communities and give people something worth sharing.
Because the most successful social strategies do not interrupt culture. They become part of it.
72Fest: Agency founders urged to prepare for M&A long before they plan to sell
Selling an agency can be one of the biggest decisions a founder makes. But knowing what a business is worth, when to sell and what buyers are really looking for can be more complicated than it seems.
At this year’s 72Fest, Deal or No Deal? The Reality of Agency M&A, Growth and Knowing When to Sell, brought together industry experts to unpack the realities of mergers and acquisitions, from preparing a business for sale to protecting its value and planning what comes next.
Moderated by Ann-Marie Blake, the panel featured Andrew Bloch, founder of Andrew Bloch & Associates and M&A adviser at PCB Partners; Paul Rajput, Partner and Head of Corporate at Lewis Silkin; and Miranda Mitchell, a former agency leader across advertising and PR.
Their message was clear: the best time to prepare for a sale is long before you decide you want one.
Why agency M&A is on the rise
Agency acquisitions are nothing new, but demand has grown as clients increasingly look for integrated services and agencies seek specialist capabilities in areas such as influencer marketing, social, content and data.
Acquisitions can offer a faster route to growth than building those capabilities internally, while also providing access to new talent, clients and markets.
But buyers are rarely interested in revenue alone. They want to understand what a business brings to the table, how it could complement their existing operations and where further growth could come from.
The panel also highlighted the growing divide between specialist agencies and more generalist businesses. Agencies with a clear proposition and distinctive expertise can offer something harder to replicate, making them more attractive to potential buyers.
For founders, having a strong identity and knowing what sets their business apart can make a real difference.
What makes an agency attractive to buyers?
A common misconception is that revenue is the biggest factor in determining an agency’s value. In reality, buyers look at the wider health and future potential of the business.
Growth potential
Buyers want to invest in businesses that still have room to grow. An agency that has reached a plateau may offer less opportunity than one with a clear strategy for its next stage.
Profitability
The panel stressed the importance of looking beyond turnover. Strong margins and reliable financial reporting are crucial when buyers assess a business, yet profitability can sometimes receive less attention than winning new clients or growing headcount.
Leadership beyond the founder
If an agency relies too heavily on its founder, buyers may question whether it can continue to perform once that person steps back. Building a strong senior team and planning for succession can help demonstrate that the business is sustainable.
A diverse client base
Over-reliance on a small number of clients can create risk. A broader portfolio helps reduce that exposure and makes the business more resilient.
A clear market position
Specialist expertise, a distinctive service offering or a strong position within a particular sector can help an agency stand out in a competitive market.
When is the right time to sell?
One of the panel’s strongest messages was that founders should not wait until they are exhausted to consider an exit.
The ideal time is often when the business is performing well, has strong foundations and still has significant growth potential. Buyers want to be part of what comes next, rather than simply paying for success that has already happened.
Equally, waiting longer does not guarantee a higher valuation. Market conditions, buyer appetite and the agency’s own performance can all change, meaning an opportunity that exists today may not be there tomorrow.
The panel encouraged founders to take genuine interest seriously and understand their options before making any decisions.
The deal is only the beginning
Selling an agency does not necessarily mean walking away with a cheque and retiring. Many transactions include earn-outs, meaning founders remain involved for a period after the sale and receive additional payments linked to future performance.
This can align the interests of the buyer and founder, but it also means understanding exactly what life after the deal will look like.
As Bloch put it: “The deal is the wedding. The marriage comes afterwards.”
The panel also discussed the differences between trade buyers and private equity. While trade acquisitions may bring an agency into a larger group, private equity can offer founders the opportunity to retain a stake and participate in another phase of growth before a future exit.
There is no single route that works for every founder. The right structure depends on the business, its ambitions and what the founder wants to achieve personally.
Preparing for a sale before you need one
Poor financial management, weak margins, inaccurate reporting, founder dependency and limited succession planning can all complicate a transaction or undermine a business’s value.
The panel’s advice was to build a sale-ready business well before entering formal discussions. That means maintaining reliable financial information, developing leadership beyond the founder, diversifying clients and having a clear view of where future growth will come from.
For founders who do not want a conventional sale, employee ownership can also offer an alternative, potentially allowing them to realise value while giving employees a greater stake in the business.
Don't overlook the people
Agency M&A is ultimately about more than numbers. Agencies are people businesses, and the loss of key talent can quickly erode the value a buyer has acquired.
Deals can create uncertainty for employees, while confidentiality requirements often make it difficult for founders to communicate openly during negotiations. Maintaining culture, retaining key people and creating clear incentives are therefore important parts of a successful transition.
Buyers are not simply acquiring a client list or a set of financial results. They are acquiring the people and relationships that make the agency work.
The takeaway: start preparing early
The discussion at 72Fest offered a reality check for agency founders considering their future options. A successful exit depends on much more than finding a buyer or securing an attractive valuation.
The strongest businesses combine consistent growth, healthy margins, a clear specialism, a diverse client base and leadership that can operate beyond the founder.
Most importantly, they still have room to grow.
The best time to think about selling your agency isn't necessarily when you're ready to leave. It's years beforehand, while you're still building a business that someone else will want to invest in.
72Point Appoints Chris Grabowski as Creative Director
72Point has appointed Chris Grabowski as creative director. The appointment follows a rise in our brand-led RFPs and reinforces the group’s creative leadership across brand storytelling, out of home (OOH) and experiential campaigns.
Chris joins 72Point with an extensive and highly regarded background in creative PR and earned-first campaigning. Most recently, he was creative director at Cirkle, where he helped lead the agency to being named SABRE EMEA Creative PR Consultancy of the Year 2023. Over more than six years at the agency, he delivered high-impact, culturally resonant ideas for major brands, spanning PR, social, experiential, and integrated channels.
Prior to Cirkle, Chris held senior roles at STIR, PrettyGreen, and Citizen Relations, building a strong reputation for big, earned-led ideas designed to drive conversation, coverage and cut-through.
In his new role, Chris will lead creative development across 72Point’s campaigns, working closely with strategy, planning and media teams to deliver bold, attention-grabbing ideas at scale.
Chris’ appointment underscores 72Point’s continued investment in creative excellence as the business expands its offering across earned media, social, experiential and fully integrated brand campaigns. While 72Point continues to work with 63% of the UK’s top 50 consumer agencies, the business has also seen an 18% year-on-year increase in brands engaging directly. These partnerships increasingly take the form of integrated, project-based work that delivers measurable impact and clear value for money.
Katie Earlam, acting managing director at 72Point, said, “We’re thrilled that Chris has chosen 72Point as his next creative home. He brings with him an exceptional creative pedigree and a proven ability to deliver ideas that genuinely earn attention. At a time when brands are increasingly looking for high-impact experiential work, there is significant opportunity ahead, and Chris’ experience and creative ambition will be instrumental as we continue to build bold, culturally relevant campaigns for our brand clients.”
Commenting on his appointment, Chris Grabowski said, “72Point is that rare comms unicorn: a place that understands what makes a newsworthy story, has a culture that backs brave ideas - but also has the media know-how to land it on scale. It’s exactly the kind of environment any creative would want to be part of. I’m excited to join the team and help build work that people don’t just see but share and talk about.”
