In the ever-evolving world of media strategy, staying ahead of the curve is vital. Immersing ourselves in discussions held by industry leaders can provide us as with valuable insights across crucial topics spanning AV planning, measurement, ESG and targeting diverse audiences.

Recently, our Managing Director, Richard Slater, attended AdWanted’s Future of Brands conference, here he shares the key insights that resonated most.

Media strategy agony aunts: Ask me anything!

Whilst questions and concerns were raised regarding the AV landscape, the panel offered some great insights into new opportunities in this space. Panellists discussed new opportunities that the changing landscape offers; from introducing attention metrics as standard practice, to the importance of using the correct formats to boost attention. For example, opting for reels over feeds and adapting creative to the platform it’s going to be delivered on, can enable brands to get the most out of what channels such as Instagram and TikTok have to offer.

For larger brands that regularly invest in AV, there were also great pointers around how CTV can be used strategically for its targeting potential. For example, whilst running national linear campaigns, we can look at where the campaigns will under & over index against target audiences regionally and effectively use CTV to fill in the gaps for areas of light coverage.

Key takeout: the AV landscape is increasingly complex but if you approach it with an open and questioning mindset you will probably find relevant solutions that add genuine value.


Breaking down silos and harnessing the potential of a data-rich TV landscape

Samsung presented data showcasing its ability to provide robust insights into TV audiences; highlighting what they are watching, the linear ads they are consuming and how they are using the different streaming apps. Despite some skew towards younger demographics, its data on app usage sheds light on the dominance of new VOD platforms over BVOD (BVOD 9% share vs. AVOD 40% and SVOD 51%), although the inclusion of YouTube does the muddy the water here.

Challenges in unified planning and measurement across AV platforms were discussed, indicating the need for greater collaboration and standardisation within the industry. It was clear the ISBA origin project is making progress but still has some way to go here! This session also touched upon the issues we face with CTV planning, highlighting that despite some AV departments taking on limited planning involvement, there is generally very little unified planning within agencies. Instead, 80% of CTV is managed through programmatic teams that are taking a planning approach based on audience only, with little consideration to content and incremental reach. Equally AV planners need to consider the targeting potential of CTV rather than only CTV as a function of incremental reach.

Key takeout: there is still a long way to go to get to standardised measurement across the full AV landscape and there are shortcomings in how agencies are currently approaching CTV in their planning process. Agencies should be getting cross-departmental insight to plan AV effectively – something we champion at MI!


How Brands can make an impact for charities (and how charities can find the right partners!)

Partnerships are often hugely important to charities. When aims and values align, they can prove hugely successful. Simon Gunning from Calm spoke about the crucial elements of a charity’s corporate partnership, referencing its partnership with Money Supermarket. Gunning outlined how, to make a partnership successful, a good fit is an important starting point and that charities need to find partners that don’t shy away from confronting the difficult subjects that they want to address. In Calm’s case, there was a huge amount of research to show why the Cost-of-Living Crisis and related money worries were a major issue in relation to suicide, making Money Supermarket the right choice for a partner.

Beyond this, clear objectives are key. In Calm’s case, it wanted to assist people in overcoming the feeling of entrapment that are often provoked by money issues. Finding a partner who provides dedicated effort, adds genuine value and supportive offerings (in this case contributing useful guides and advice) enabled the partnership to flourish.

Partnerships can allow a brand to borrow the reach of its partner to project issues on the agenda to broader or specific audiences. Whilst the monetary benefits that a corporate organisation can offer charity brands is hugely beneficial, it was clear that finding the right fit was the key ingredient for the full partnership value to be realised.

Key takeout: Charities can see major gains through finding the right brand partners. However, they have to be confident that they have a partner who understands and is genuinely committed to the cause, as well as being able to bring genuine added value to help achieve core goals.


There was plenty of great food for thought beyond these sessions, whether it was more progressive ways to measure the impact of campaigns or the increasing benefits of premium digital placements in age of growing click bait and misinformation. There was also some compelling evidence on the potential gains from brands acting more responsibly; both in terms of running more efficient digital and considering the value of more diverse audiences.

These sessions provided valuable insights into the current challenges and opportunities in both media and brand strategy, paving the way for innovative approaches and collaborative solutions within the industry.

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In this week’s ESG interview we were lucky enough to gain two brains for the price of one. We welcome Dom Williams and Ryan Uhl from Mail Metro Media.

As leader of the commercial team, Dom is responsible for all print and digital revenue performance across Mail Metro Media’s portfolio. He joined Mail Metro Media in 2017 and in 2021 was appointed Chief Revenue Officer. He started his career at Carat and progressed to setting up Carat Direct in 2003 where he headed up Press and Radio, Digital, OOH and TV including VOD in the new Aegis Trading team. He later took on the role of Chief Trading Officer at AMPLIFI UK.

As Mail Metro Media’s Chief Brand Strategy Officer, Ryan Uhl leads the media owner’s commercial strategy, working across insights, brand storytelling and key trends like Data, Measurement and Sustainability. He began his career in digital planning and buying at Mindshare over 15 years ago and since then has worked in various roles within dmg media’s commercial department, giving him a holistic view of media and the wider advertising industry. Passionate about diversity and inclusion, Ryan was awarded AOP’s inaugural Bill Murray Award in 2023 in recognition of his outstanding contribution to digital publishing.

Q. Tell us about what Mail Metro Media is doing currently that relates to ESG & sustainability and how you’re involved

A. Dom:
We take all areas of ESG really seriously and that’s not just for commercial reasons. A lot of change has happened over the last six years. It’s not a tick box exercise, which is shown through the variety of initiatives and projects we are actively driving as a business.

Personally, I have a real passion for supporting people within the workforce. Not to dwell on this, but for me it became particularly apparent during the pandemic seeing people who have been affected by Covid and the impact this had on well-being and mental health. If we don’t have a healthy team who are mentally and emotionally supported, they won’t work functionally in their commercial roles. We offer our people lots of benefits to support this; from an onsite free gym, personal trainers, mental health first aiders and nutritionists to an onsite GP and counsellors. We also use our journalists’ content to provide advice and tips for staff across all sorts of issues from finances to insurance.

Corporately, what I feel most proud of over the years that I’ve been at Mail Metro Media, is our charity, “Mail Force”, which has galvanised our readers and supporters to tackle some of the big issues of recent years. Mail Force has a big voice in the marketplace and has raised over £25m in cash and equipment for PPE and Computers for Kids, £15m for computers for kids in schools and £12m towards the Ukraine refugee crisis. We also match our people’s fundraising for their personal charities outside of work which I think is great.

Last year we worked with KPMG to audit our greenhouse gas emissions and produce up a high-level roadmap to highlight possible scenarios of reduction. In that process we realised that actually we need to reset our carbon emissions, not because they were wrong but because it made us aware of lots of things we hadn’t accounted for. With KPMG’s assistance, we have embarked on a reset submission for the whole of our consumer media division gaining support from the board level to the teams and people submitting the data. We are hopeful that once we have a new view of our foundation, we can work on a robust, practical and accurate plan. We are really happy about the work we are doing, it’s a journey and it’s important to be transparent about that. Being such a large company, we must make sure something like this is done thoroughly.

An example of a tangible change we have made regarding a carbon saving initiative is switching off programmatic infrastructure when we are running direct takeovers and direct sponsored content. Switching off head of bidding is a smart solution by the programmatic team to make processes more efficient, reduce carbon and improve ad load and user experience.

We have lots more plans for the future which will really help us shift the needle on emissions… so watch this space.


Q. Do you think advertisers should be planning media investment with ESG goals in mind? Is it something people are asking for?

A. Dom:
There are more people bringing this up, but it’s clear who’s just ticking a box. Positively, many more advertisers and clients are leaning in to being more collaborative with us. It varies who this push is coming from between both agency and client, but there is very positive behaviour happening.

Most agency holding groups have sent questionnaires in some guise or form to ask ESG questions. In meetings, clients always want to hear about things you’re doing. Last year sustainability was the big one, rather than ESG in its full guise. Everyone was focused on carbon and asking how to reduce carbon in campaigns, to which I provocatively liked to challenge – that if you look at attention metrics, sometimes buying more high impact formats can drive more attention, driving more impact per impression and resulting in less wastage. Overall, it should be about being more strategic about what story you’re trying to tell.

We’ve seen quite a mix in terms of which ESG strands are focused on in briefs. For example, recently we have had briefs that are focused on diversity planning which we can get stuck into using our partnership with Diversity Standards Collective, allowing us to use diversity focus groups within different communities to help with brief responses. Yet we’ve had other briefs that are more focused on sustainability which can be influenced somewhat by the media partners they are working with such as Sky or Channel 4 who had a heavy sustainability focus. But I would say that the briefs often don’t ask about a broader ESG question set. The challenge we find is that we want to respond in the most comprehensive way. It takes a lot of work to pull together everything you are working on collectively from an ESG perspective without it sounding like shopping list of the things you’ve done.

Ryan has been working on tying all these different parts together; from HR, DE&I, CSR, ESG, Sustainability and collating it into something with the same overarching goal. People used to say “this is the year for…” enter buzzword! But it shouldn’t be “this is the year” anymore. That must go! Otherwise, it comes across that these topics have not been important previously or that they’re not important next year. It should be about an evolution and continual progress across all key initiatives.

Mail Metro Media reaches 35m people across the country from various walks of life and one thing we have strived for on the ESG front is knowing what consumers think. This is why we have commissioned large scale studies and research such as The Diversity Factor (focused on 6 different communities) and Shades of Green (focused on sustainability within 11 different categories) because when you’re talking about sustainability in the abstract and carbon audits, we are forgetting that we are in the business of communications and advertising. We’re also about how you try to convince consumers to change behaviour or the products they are buying. We have put time and effort into these research pieces so we can educate our team to understand their audiences better, make campaigns more activational and help clients plan better.



Q. Are advertisers and their agencies leaning forward on this topic collaboratively?

A. Sky has done a great job at championing the environment and it stands out to me as a progressive company that’s leading the way. I watch out for Sky and admire what it does, what it stands for. Channel 4 does a lot in the diversity space and offers opportunities for clients to get involved and Daily Mail has always been about “Keep Britain Tidy.”

The retail sector seems to be paving the way on ESG. Tesco is doing really clever activations including its recent work around Ramadan, with a digital OOH screen that adapted to the evening getting darker. These clever campaign ideas really showcase how the brands are trying to be more inclusive in their concepts. I also think hospitality and food is a really palatable way of connecting with consumers on these types of issues. People love to try different foods and it always brings families and friends together from many walks of life.

It’s interesting that younger companies have ESG built into their identity, whereas established businesses have to focus more on transitioning and pivoting their business. I’d say it is probably easier for service companies to migrate themselves into these areas, particularly when they have a young workforce who tend to be more diverse.

That’s why with all the steering groups we have across the business, it’s the grads, the apprentices, interns and work placement students who are leading the agenda. It’s important that we have people in positions such as “Head of EDI” who can support people in the business to drive forward the initiatives that they are passionate about.


Q. Who is inspiring you or innovating in this area at the moment?

A. Ryan:
I think the Advertising Association has really stepped up on both the AdNetZero supporter scheme and also on the All In Census. It is providing really useful information and creating places where people in the industry can meet other like-minded people who are grappling with the same issues and discuss cross-collaboration across creative agencies, media agencies and media owners. It is stepping up to make real policy change across the industry and the people who run the organisation are really passionate about it.


Q. What do you think key players in the industry might be focused on in 2024 with regards to an ESG agenda?

A. Dom:
More briefs from clients and agencies are asking about ESG, ED&I, talent, sustainability and carbon footprint (particularly from what we’re seeing at Mail Metro Media). Agencies will be under pressure from clients leaning into ESG who will in turn put media owners and publishers under pressure to deliver these things. Clients are particularly interested in knowing about our carbon footprint and who the partners and suppliers are that we work with.

I hope people start to align some of these metrics, because if you just start looking at carbon emissions in silo, you’re not really going to help the client have better returns, you’re just going to cut some of your carbon. However, many agencies are starting to align carbon emissions with econometrics or attention, proving that if you optimise to outcomes it can drive better returns as well as be more carbon efficient. It’s about justifying the creative or campaign idea with business objectives in mind, even if it doesn’t look perfect and it of course isn’t zero emissions. It’s about finding the right blend between ESG and performance: there’s no one size fits all.


Q. If you were King(s) for the day, what ESG policy would you decree?!

A. Dom:
Make all employers give staff two-to-three extra days of holiday for volunteering work in the areas we need the most help such as hospitals, schools or the police.

I don’t know if all organisations have this, but we have a matched funding scheme. I would like companies at all levels to give their staff extra towards the things that mean so much to them. That’s when you really drive grass roots activation.

Mail Metro Media is the advertising home of the UK’s most engaged news brands, reaching 1 in 5 UK adults every day! Representing: Daily Mail, The Mail on Sunday, MailOnline, Metro, i newspaper,, New Scientist and The Telegraph (print products). Our experienced, passionate and knowledgeable team provides a single point of contact across print, digital and apps, allowing agencies and advertisers easy access to the millions of consumers who engage with dmg media’s brands every day.

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At MI we accelerate growth for challenger brands, working collaboratively with our clients to deliver immediate impact and sustainable growth. This concept is not new, but its highly effective when executed well. We see it exemplified by leading brands every day. Our team is always on the lookout for the latest inspiration from innovative brands, agencies and media owners adopting the “accelerate growth” concept. On this note, we wanted to share some of the lessons we’ve learnt from brands along the way. 

Our New Business Director, Nicole Allan, is going to kick off the series with an oldy-but-goody: Direct Line’s The Fixer. 

Marketing Insight: how Direct Line took on price comparison sites 

In 2013, Direct Line’s position in the market was faltering. With the increasing dominance of price comparison sites, its ‘come to us direct’ approach wasn’t having the same pull. One effect of price comparison sites on the insurance market was that they were forcing a race to the bottom. Price alone was driving consumer behaviour and brand loyalty was hard to build. 

Understanding that joining the race to becoming the lowest priced insurer wouldn’t turn around its decline in revenue, Direct Line decided to focus on brand, instilling a new brand direction across every element of its business. The brand understood that consumers don’t spend their days dreaming about the events when they have to call up their insurers. In fact, they turn to insurers in a moment of need when they just want their problem to be fixed. With this marketing insight in mind, Direct Line decided to reinvent itself as ‘The Fixer’ brand. 

Media Innovation: introducing Winston Wolf’s ‘The Fixer’ 

Working with creative agency, Saatchi & Saatchi, Direct Line looked to the ultimate Fixer, Pulp Fiction’s Winston Wolf, to sell its new ‘We’re on it’ brand proposition to consumers. The campaign launched in a 30-second TV spot opening with the line, “I’m Winston Wolf, I fix problems”, with Harvey Keitel’s character shown fixing a range of customers’ insurance problems. When it launched, Direct Line Group’s then marketing director, Mark Evans, commented to Campaign Magazine, “The idea of being a ‘fixer’ is a re-frame of the role of insurance. Rather than believing that we can ‘protect’ our customers, we simply want to make their problems disappear with as little hassle as possible.” The TV ad was supported by activity across geo-synchronised OOH, mobile & radio, direct mail and social media.  

This fixer mentality wasn’t just about the external advertising campaign, but about a real step change in how the business operated internally and for its customers. Direct Line decided to go nation-wide with its #DirectFix campaign, using social listening to hear the gripes of the nation and fix their everyday problems. Evans told the story of one Direct Line staffer who, “picked up a tweet from a customer complaining he couldn’t watch a boxing match because his television hadn’t arrived. He drove home got his own television and delivered it to the customer.”  

That same year, the UK was hit by devastating floods with Carlisle being one of the worst hit areas. Direct Line diverted its team and delivered over 100 #DirectFix boxes containing everything from portable phone chargers to treats for children to those customers affected by the floods.

Accelerating Growth: what lessons can we learn? 

In the year following the launch of its ‘We’re on it’ positioning and Fixer campaign, according to Hall & Partners 2016 Ad and Brand Tracker, Direct Line became the most distinctive brand in the market. It was also voted the most empathetic company on Twitter by the Harvard Business Review. Most importantly, by January 2015 Direct Line had halted five consecutive years of decline and reversed the business’s overall revenue, a year ahead of target. 

In today’s economic climate, the results of Direct Line’s Fixer campaign are a worthy reminder that consumers will pay a premium for the things they care about. It also highlights the important role the marketing team can play in making a step change across a business. By fostering a culture where innovation is reality, not just empty words, Evans said that the marketing team, “gained stature with our CEO and we certainly have a bigger share of voice across the company.” 

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We are excited to announce our involvement in the digital marketing course at the Claude Littner Business School (CLBS), University of West London (UWL).

Our CEO, David Sequeira along with the data & digital teams will be educating students on media business strategy, the role of a media and planning agency and working effectively to deliver for clients. We are also joined on the module by data technology solutions provider, Onepoint and Daniel Levine, Founder & CEO of Tryb with expertise in content creation and influencer marketing.

We’re privileged to have been asked to participate in something which gives our team the opportunity to share our specialist digital marketing knowledge, a keen focus area for our agency as we continue to push forwards with digital innovation. It is brilliant to have a hand in introducing exciting future talent to the industry who one day may end up being digital leaders themselves. We value the importance of giving back as a business as part of our corporate responsibility strategy .

The course is run by university tutor, Colin Webb who has had an influential and entrepreneurial career in media, holding various Non-Exec, CEO and MD roles building businesses in media across FMCG, Healthcare, B2B and Financial Services sectors globally, among other ventures.

Other members of the MI team will be joining David to deliver specific sessions and workshops across a range of specialistic topics. The course will go into depth on improving reach via digital channels; optimisation, selection and integration of digital channels and developing data-driven digital channel optimisation plans. The aim is to provide students with real life experience to build their career profiles.


David comments “Being involved in this new digital marketing module at UWL is valuable for MI. It reminds us why we do what we do and it gives me and the agency the opportunity to give back by sharing our knowledge and experience. It’s going to be exciting to see students engage, hear their ideas and see the journey they’ll go on throughout.

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A month in and there’s already a dynamic outlook for the year ahead in the ad industry. As an agency we have forecast some interesting themes which will shape the work we are doing with clients and the journeys we choose to take new clients on. Here’s three trends which have caught our attention over the month of January that we think will have some influence this year.

Private equity interest in media and advertising businesses

In the current economic climate with high interest rates and ongoing inflation, we’re seeing a potential shift in investor focus towards our sector. The media industry is known for being low in capital requirements but high in cash generation, making it attractive to private equity investors.

But why the sudden interest from private equity? Well, it’s pretty simple. Businesses that generate cash consistently and don’t need a lot of capital are particularly appealing when borrowing costs are high. Private equity firms are recognising this and are actively acquiring companies in our sector to create larger, more competitive entities.

The appeal of cash-generative businesses becomes even more apparent in a high-interest-rate environment, where leveraging debt is a common investment strategy. Private equity firms typically bid for companies, borrow the rest of the money, and then aim to quickly repay the debt to maximise returns. And to do that successfully, you need a business that generates reliable cash flow.

So, it’s no surprise that private equity firms are becoming increasingly interested in what we have to offer. Our sector’s adaptability to digital trends and innovative solutions in content creation, distribution and advertising technology make it an attractive investment opportunity. However, there are challenges such as regulatory scrutiny and competition from tech giants that investors need to consider. Overall, the media and advertising sectors are seen as lucrative investment opportunities for private equity firms looking for high returns.


Brand experiences – what’s sparking interest

There’s been attention drawn to some compelling trends in consumer brand experiences, in a recent report shaped by market intelligence tools, social listening and AI audience profiling.  There are themes to draw out from some of the findings which range from being fun or useful to being human and playing into what the industry has been talking about early in the year at various predictions events.

One brand experience trend is referred to as “Kidulting rules”. It’s an experience that allows adults to indulge their inner child and access a state of mind that takes them back to their childhood, offering fun, nostalgia and prompting an emotional connection. It’s quite an interesting advertising technique given the pressures on people in today’s tough climate and allows a sense of escapism.

Then there’s “The age of AI”. We hear AI mentioned daily and it’s impossible not to talk about how it could revolutionise many things in our industry, one of which is brand experience. There’s risk involved of course and advertisers need to act with caution, but there’s also many benefits to be had, particularly when defining yourself against a competitive market using data and measurement to access key insights.

Additionally and very importantly, “Bringing ‘human’ to B2B” encompasses a shift towards B2B advertising becoming more relatable. We know emotion is important in the storytelling of a campaign and B2B brands are now recognising that this strategy can work well for them. It’s helps build trust, relatability and it makes something which could be quite cold and corporate, personal. On the theme of bringing emotion to a campaign, connecting with audiences and feeling human, MI recently  for our client Motor Neurone Disease Association (MNDA) with Good Agency, shedding light on Motor Neurone Disease and the effect it has on lives and families. Titled “The Love Inside,” it’s a campaign we’re immensely proud of.


The evolving AV landscape

The digitisation of traditional TV poses a significant challenge in planning, buying, and measuring AV campaigns, requiring media experts to adapt to changing consumer behaviours.

It’s apparent that TV advertising is changing as more people use CTV, live and on-demand platforms. These platforms are transforming how ads are delivered, offering more personalised and interactive experiences. Streaming services allow advertisers to target specific audiences better using data, and they can now incorporate interactive elements like QR codes and second-screen experiences to engage viewers. This shift from traditional TV methods to more tailored approaches mirrors strategies seen in digital advertising. It’s a topic at MI we’re plugged into and have provided thoughts on recently.

However, linear TV remains important, especially for certain advertisers. At MI, we recognise the value in traditional TV and use it to client’s advantage when it’s the most effective choice for their strategy. Linear TV still offers broad reach and diverse demographics, making it suitable for brand awareness campaigns aimed at a wide audience. Linear TV combined strategically with digital campaigns will increase overall reach and frequency across platforms, a strategy we excel in executing for our clients. Also, advanced analytics are increasingly used to measure the impact of linear TV ads and refine targeting strategies. Advertisers leverage these insights to create more relevant and effective TV ads, ensuring that linear TV remains relevant and effective in the digital age.



The Media Leader – PE Article  

Campaign – Top 10 brand experience trends 2024

The 2024 Advertising Landscape: Key Trends and Strategies for Media Buyers | LinkedIn

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Appointment comes alongside two promotions within the data team.

As featured in Campaign’s Movers & Shakers update today, MI Media has appointed Jack Glover to the new role of senior data analyst to support the increasing volume of data analytics and modelling work the agency is undertaking for clients including The Children’s Society and Kindred.

Alongside this appointment, MI Media has made two internal promotions. George Hobday has been promoted to Head of Digital and Data, taking the lead on the strategic direction of MI Media’s data solutions for its clients. Femi Allen has been promoted to Data Analyst in recognition of the work he has done in integrating clients’ first party data into MI’s measurement solutions to improve insights into the impact of marketing activity on clients’ businesses.

Reporting into George Hobday, Glover will lead MI’s development of improved data architecture, bolstering the existing team’s modelling capabilities to improve efficiencies in data analysis.

Glover joins MI Media from OMD UK where he was responsible for delivering insight from marketing mix models to brands such as McDonalds, to aid strategic planning around marketing budget allocation and resource distribution.

David Sequeira, CEO, MI Media said, “Robust data analytics has long been integral to clients’ marketing strategies. Jack joins the team with a proven track record of translating complex data sets into actionable insights to drive reactive and strategic marketing decisions. Together with George, Femi and the rest of the team, we’re perfectly positioned to evaluate media activity’s impact on business-critical metrics and empower marketing teams to make better-informed media decisions faster.” 

Glover said, “I’m hugely excited to join the team at MI Media. I believe in the power of leveraging data analytics and machine learning for marketing purposes, something MI has placed at the heart of its strategy for 2024. Already I have seen the effects of the great employee recognition and supportive team environment that MI prides itself on and look forward to continuing the hard work of the team here.” 

Student’s from Langley Academy School join us to get an insight into the media industry

On 15 November we participated in the IPA’s Advertising Unlocked Open Day to showcase a career in media and advertising to the next generation of talent.

It is the largest industry-wide “Open Day” in the UK and a fantastic initiative from the IPA that we are delighted to be a part of. Advertising Unlocked introduces new, potentially unconsidered career options to school and college students, and provides agencies like MI with an audience of diverse talent.

We had the privilege of The Langley Academy school/college based in Langley, Slough joining us for the day, at our offices in Southwark.

We had a full schedule planned for the 12 students, including a deep dive into offline and online media channels, working on a demanding media brief and getting the opportunity to ask questions about the industry and career paths in a Q&A.

It was a brilliant day hosting the students, witnessing their drive and enthusiasm. We had a total of seven presenters from MI leading discussions across all parts of the business. We hope the students were inspired and we could contribute to their knowledge in the media industry and maybe we will see some of them in the future!


“Thanks so much for today, it was great and we very much enjoyed our time with your friendly, welcoming team! The students were very interested and learnt a lot about advertising and marketing; they enjoyed the tasks and engaging with the team and took on board the practical and useful careers advice. We would highly recommend this experience to others!”

Ruth Turner
Careers Officer