In the UK market, dozens of pitch intermediaries offer agency selection support. Their fees vary dramatically, ranging from low-cost project management to seemingly free or discounted advisory services.

If an intermediary service appears inexpensive or free to the advertiser, someone else is funding it. That someone is usually the agency.

To make an informed choice, marketers must look past basic process facilitation and examine the commercial independence, methodology, and data tools of the consultant they appoint.

The Flawed Economics of Agency-Funded Intermediaries

Many pitch consultancy models operate on hidden commercial arrangements with the agency sector. These models typically take three forms:

1. Listing and Subscription Fees: Agencies pay an annual fee to be included in the consultant’s database or roster. If an agency does not pay, they are excluded from the candidate search regardless of their capability.

2. Pay-to-Play Pitch Fees: Agencies pay a fee directly to the consultant simply to participate in a specific tender.

3. Win Fees or Commissions: The successful agency pays the consultant a percentage of the contract value or a success fee upon appointment.

These models corrupt the integrity of the selection process. When an intermediary receives money from agencies, their recommendations are constrained by their commercial interests. They are incentivised to recommend agencies that pay their fees rather than the agency that best fits the marketer’s strategic requirements.

Furthermore, agency-funded models represent flawed pitch economics. Agencies treat these payments as operational overheads, which are ultimately passed back to the advertiser through inflated hourly rates, higher mark-ups, or reduced resource allocation. Advertisers still pay for the consultant; they simply do so indirectly while compromising the objectivity of the search.

TrinityP3 operates on a strictly 100% client-funded model. We accept zero subscription fees, listing fees, pay-to-play fees, or win commissions from agencies. We work exclusively for the advertiser, ensuring complete commercial independence and uncompromised fiduciary duty.

Moving Beyond Process Administration to True Governance

A pitch consultant who merely manages a timeline, schedules meetings, and distributes RFPs is acting as a project manager, not an advisor. Standard corporate procurement procedures can already handle basic administration. What procurement and marketing teams lack is deep, real-time commercial intelligence within the marketing services sector.

Without proprietary data and industry-specific benchmarking tools, an intermediary cannot interrogate agency claims. They leave advertisers vulnerable to pitch maxing, where agencies present senior talent and proprietary tools during the pitch that disappear the moment the contract is signed.

TrinityP3 delivers a level of commercial diligence that goes far beyond basic process management. We achieve this through a proprietary suite of tools developed over more than two decades of global pitch governance.

Data-Driven Market Discovery: Agency Register and AI Agency Search

Relying on a consultant’s personal memory or a paid agency roster limits market visibility. TrinityP3 maintains the Agency Register, an exhaustive, objective database of agency capabilities across creative, media, PR, digital, and content disciplines. To accelerate longlist generation without consultant bias, we utilise our proprietary AI Agency Search tool, matching complex client requirements against verified agency capability data in real time.

Financial Precision: The Ad Cost Checker Database

Evaluating agency fee proposals without verified market rates is guesswork. TrinityP3 integrates the Ad Cost Checker database into every financial comparison. This enables us to benchmark proposed retainer fees, head-hour rates, overhead margins, and production costs against real-time local market data, ensuring advertisers pay a fair price without forcing agencies into unviable pricing.

Resource and Scope Verification: Verificom

Agencies often win pitches by promising staffing structures they cannot sustain. TrinityP3 uses Verificom, our specialist resource and scope of work benchmarking tool, to independently verify agency staffing models against agreed deliverables. Verificom interrogates head-hours, seniority mix, and operational capacity before contracts are executed, ensuring the agency is properly resourced to deliver the scope.

Behavioural and Relationship Alignment: BetterPitch

Pitches are often reduced to polished theatrical presentations that reveal very little about day-to-day working chemistry. TrinityP3’s BetterPitch service transforms the pitch dynamic. BetterPitch is a structured coaching methodology that helps client teams refine briefs, facilitates live working sessions, and evaluates agency responses under realistic working conditions. This focuses the evaluation on practical problem-solving rather than sales presentations.

Why Paying TrinityP3 Delivers Measurable ROI

Selecting an agency is one of the largest commercial commitments a marketing department makes. Appointing the wrong agency costs hundreds of thousands of pounds in wasted pitch resources, lost market momentum, and early contract termination.

Choosing an intermediary based solely on a low consulting fee is a false economy. A low fee usually indicates either hidden agency funding or a lack of analytical rigour.

TrinityP3 commands a premium because we provide absolute independence, robust financial verification, and proprietary benchmark data that protects your marketing investment. By preventing pitch maxing, right-sizing agency scopes, and establishing sustainable commercial terms, TrinityP3 delivers an immediate return on investment.

When appointing an agency pitch consultant in the UK or globally, insist on complete commercial transparency. Ask who pays them, demand proof of their benchmarking data, and ensure their methodology holds both sides accountable to deliver a lasting, productive partnership.

Ready to ensure complete commercial independence and data-driven governance on your next agency tender?

Contact us today to discuss your upcoming search and selection requirements with our independent pitch consultants.

If you want to transform your pitching process and align your internal team before going to market, discover how our proprietary BetterPitch methodology delivers better briefs, stronger agency responses, and sustainable commercial outcomes.

The post The Real Cost of Agency Selection: Why the Intermediary You Choose (and How You Pay Them) Matters appeared first on TrinityP3 Global Marketing Management Consultants.

At TrinityP3, our view has always been grounded in pragmatic governance. Principal trading is neither a pitchfork evil to be banned nor a magic bullet for cost reduction. It is a commercial financial instrument that requires strict boundaries and active management.

Below are the most critical questions surrounding principal-based media trading answered through the lens of contract governance, commercial reality, and media effectiveness.

What is principal-based media trading?

Principal-based media trading occurs when a media agency or its parent holding company buys advertising space directly from media owners with its own capital, thereby assuming the underlying financial risk. The agency becomes the legal owner (the “principal”) of that inventory. It then packages, marks up, and resells this inventory to its client base on a non-disclosed basis.

This is fundamentally different from traditional agency media buying, where the agency acts as a fiduciary agent buying space on behalf of the client at cost, passing through the invoice and taking an agreed, transparent fee for its strategic labor.

Why has principal trading grown so rapidly in recent years?

The rapid rise of principal trading is the direct result of fee compression. Over the past fifteen years, corporate procurement teams relentlessly squeezed traditional agency retainers, driving fee margins into single digits while demanding increasingly complex digital services.

Faced with declining service margins, agency holding companies adapted out of financial necessity. They realized that selling hours as a fiduciary agent was no longer commercially sustainable. By pivoting to an inventory vendor model, agencies can capture gross margins ranging from twenty to fifty per cent on non-disclosed resales, effectively subsidising their broader business operations.

What does “non-disclosed” actually mean in practice?

In a non-disclosed contract, the client agrees to buy media packages at a set cost or CPM, but explicitly waives the right to see the agency’s underlying wholesale costs or profit margin.

While the agency presents this as a way to pass on bulk wholesale savings without disclosing proprietary publisher agreements, it effectively hides the financial mechanics of the transaction. You know what you are paying, but you have no visibility over what the media actually cost to acquire, nor how much profit the agency extracted from your spend.

Is principal-based media trading inherently unethical?

No. Arbitrage is a legitimate business model used across almost every financial and commodity market in the world. Buying bulk assets low and reselling them high is standard corporate practice.

The problem arises when principal trading is disguised as neutral, bespoke media planning. When an agency purports to be an independent strategic advisor acting solely in the client’s best interest, but quietly routes client budgets into inventory it owns to hit internal margin targets, a profound conflict of interest occurs. It only becomes unethical when transparency is obscured without explicit, informed client consent.

Does principal media offer any genuine benefits to advertisers?

When managed correctly, yes. Principal media can deliver tangible commercial advantages:

• Price Certainty: Agencies lock in fixed rates across bulk inventory pools, effectively shielding the advertiser from market inflation or demand spikes.
• Aggregated Volume Pricing: Mid-sized advertisers can access price points on premium channels that they could never achieve based on their individual spending power.
• Lower Nominal CPMs: For campaigns driven purely by reach and volume, principal packages can significantly lower the unit cost of media delivery.

What are the main risks and downsides of principal media for marketers?

The primary risk is the total loss of media neutrality. When an agency holds perishable inventory on its own balance sheet, its dominant commercial incentive is to clear that inventory before the end of the financial quarter.

As a result, media plans are often engineered from the top down to fulfill agency margin targets rather than built from the ground up based on consumer insights. This frequently leads to remnant inventory, such as low-tier digital video, poor programmatic stock, or off-peak linear slots, being bundled into packages and sold as premium strategy. While the CPM looks cheap, the actual effectiveness and brand value of the media are severely diluted.

How does principal media trading affect procurement goals?

Principal media presents a classic procurement trap. Procurement teams are frequently evaluated on short-term unit cost reductions, such as achieving lower CPMs or guaranteed year-on-year rate cuts.

Because principal trading delivers artificially depressed CPMs on paper, procurement teams often view it as a major victory. However, this creates an internal rift with marketing teams. Lowering the CPM of an ad placement is useless if the ad appears on a made-for-advertising website or in an unviewable digital slot. Procurement achieves its cost target, but the business loses actual marketing productivity.

What impact is principal trading having on media publishers?

Principal media has created a dangerous dependency for media owners. To hit short-term quarterly revenue targets, publishers regularly sell off vast blocks of unsold inventory to agency principal pools at extreme discounts.

While this provides immediate cash flow, it severely damages the publisher’s long-term business model. It surrenders their pricing power, undercuts their direct sales teams, and removes their direct relationship with major advertisers. Publishers effectively become wholesale commodity suppliers to agency desks rather than strategic media partners to brands.

What is the danger of blanket opt-in clauses in Master Service Agreements?

A blanket opt-in clause is a legal provision hidden within an agency Master Service Agreement (MSA) that grants the agency general permission to route client budgets into principal inventory pools whenever it sees fit.

By signing a blanket opt-in, advertisers hand over full control of their media schedules. The agency media planner no longer needs to justify why a specific principal package is suitable for a campaign because the legal consent was already granted in the master contract. This is the single biggest governance mistake corporate marketers make.

Can a marketer still audit non-disclosed principal media?

Yes, but you must contractually separate financial cost audits from operational quality audits.

While an agency will legitimately refuse to disclose its wholesale margin in a non-disclosed deal, you must never surrender your right to audit operational execution. Advertisers must retain the contractual right to independently audit ad placement, viewability rates, brand safety, ad fraud, and contextual appropriateness. Non-disclosed pricing must never mean non-auditable quality.

How should advertisers evaluate the performance of principal media?

Never allow an agency to grade its own homework using its own reporting tools. When an agency owns the inventory and measures its success, the conflict of interest is complete.

All principal media executions should be tracked and verified using client-owned, independent third-party measurement tools. Furthermore, performance should be evaluated against business outcomes using Marketing Mix Modelling (MMM) or incrementality testing. If objective econometric modeling demonstrates that cheap principal media drives no incremental sales, the low CPM is completely irrelevant.

What is TrinityP3’s recommendation for managing principal media trading?

TrinityP3 advocates for an active governance framework based on three non-negotiable principles:

1. Eliminate Default Opt-Ins: Remove all general principal trading waivers from your agency MSAs immediately.
2. Enforce Campaign-Level Authorisation: Require the agency to present a specific strategic and financial justification for using principal media on a campaign-by-campaign basis, requiring explicit client sign-off every time.
3. Decouple Measurement and Audit Rights: Retain full rights to audit media placement quality through independent, client-controlled verification tools.

Principal media trading is an established commercial reality. Marketers who establish strict contractual parameters can utilise it as an efficient tactical tool. Those who remain passive passengers will continue to see their media effectiveness sacrificed to fund agency holding company profit margins.

To better understand the media trading market and your options, read more about our Media Consultancy Practice here. Or contact us to discuss your particular circumstances and media issues confidentially.

The post All your principal-based media trading questions answered appeared first on TrinityP3 Global Marketing Management Consultants.

The post Managing an Agency Tender: 10 Diagnostic Questions for Marketers and Procurement appeared first on TrinityP3 Global Marketing Management Consultants.

Arum highlights the often-overlooked environmental impact of advertising, revealing that marketing activities can account for more than 5% of an organisation’s upstream Scope 3 emissions – and significantly more in service-led sectors. The conversation delves into the common trap of relying on “spend-based” carbon estimates, which incorrectly treat cost as a proxy for carbon and leave marketers with no pathway to reduce their footprint other than cutting their budgets.

Instead, Arum advocates for the adoption of granular, “activity-based” data. He explains how this approach delivers a triple benefit for marketers: it provides a clear pathway to reduce actual carbon emissions, it lowers the reported footprint through greater accuracy, and it refines campaign performance by cutting supply chain waste. In fact, research shows that lower-carbon media campaigns often drive better commercial results, including lower acquisition costs and higher click-through rates.

The episode also covers practical steps for implementation, including how the Global Media Sustainability Framework (GMSF) offers a standardised method to calculate media emissions, and features real-world examples of brands successfully optimising their media buys for both the planet and their performance.

You can listen to the podcast here:

Follow Managing Marketing on Soundcloud, Podbean, TuneIn, Stitcher, Spotify, Apple Podcast and Amazon Podcasts.

So at least the plus side is that there is a strong incentive for all of those companies.

Transcription (Edited):

Darren Woolley:

Hi, I’m Darren Woolley, founder and CEO of TrinityP3 Marketing Management Consultancy, and 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.

Businesses are no longer dealing with climate change as a distant corporate social responsibility issue. It is a board-level commercial risk affecting supply chains, brand trust, and the bottom line. Driven by new mandatory reporting regulations, organisations must now measure and disclose emissions across their entire value chain, known as Scope 3 emissions.

For marketers, this brings a new level of scrutiny. Advertising and marketing activities can account for over 5% of an organisation’s upstream Scope 3 emissions. Historically, the industry has relied on spend-based models to measure the impact, which creates a trap where the only reliable way to reduce your carbon footprint is to slash the marketing budget.

However, a shift to granular, activity-based data offers a new path forward, one that reduces emissions without compromising campaign performance or investment. To help us navigate the invisible carbon footprint of advertising and unpack the recent white paper, Triple Win for Marketers, please welcome to the Managing Marketing podcast the lead of the Australian chapter of Ad Net Zero, Arum Nixon. Welcome, Arum.

There has been a big change over the last twelve months or so, with organisations now facing a financial responsibility to report on their carbon footprint and greenhouse gas emissions. What impact have you seen from that?

Arum Nixon:

Thanks for having me, Darren. It has had a huge impact. First of all, it’s important to note that while this is legislative, it has largely come from investors asking for this information. It’s a major topic in the boardroom and from an investor relations and risk management point of view.

Those stakeholders are looking at three-to-five-year horizons for organisations. They see material climate change impacts coming down the line, as well as distinct commercial opportunities. They want organisations to lean in, take action, and maintain visibility in that space. That legislative environment has been a primary driver across the board.

Global Standards and Australia’s Role

Darren Woolley:

This is something happening globally, isn’t it? Even though the Australian government has been early to embrace it in legislation, it draws from broader global standards.

Arum Nixon:

Absolutely, it’s a global standard that different countries can adopt. Brazil is another notable market moving on this alongside Australia. Different markets have different approaches. In the EU, they are attempting to simplify reporting standards, while the US has its own distinct dynamics.

Australia is in an interesting position as a model market adopting stable frameworks early. When I’m on global calls with stakeholders, Australia is often cited as an example for establishing a clear train of travel.

The Cascading Effect of Scope 3 Reporting

Darren Woolley:

People often assume this only impacts mega-corporations, but there are implications across the entire business landscape, aren’t there?

Arum Nixon:

That’s true. It starts with the largest companies through a phased rollout. Currently, the largest firms report Scope 1 and 2 emissions, which are things they directly control. Crucially for marketing, starting next year, those same organisations must report and reduce Scope 3 emissions, which cover their supply chain, including advertising services.

Over subsequent years, this requirement rolls out to medium and smaller organisations. Gathering auditable, rigorous data takes years, which is why a large proportion of the industry is already putting the groundwork in place today.

Darren Woolley:

Incorporating this into financial reporting rather than a separate CSR report adds real teeth to the process.

Arum Nixon:

Exactly. You need rigor and reliable data, but you also want to encourage organisations to take that initial first step. At Ad Net Zero, we emphasise not letting perfection get in the way of progress. However, when data is scrutinised at a financial level, the numbers must be accurate and auditable.

The Invisible Carbon Footprint of Digital

Darren Woolley:

The white paper notes that advertising can contribute over 5% of upstream Scope 3 emissions, and up to 16% in certain service sectors. That’s a significant figure that catches many by surprise.

Arum Nixon:

Most people picture physical items like printed posters or delivery vans when thinking about advertising emissions. In reality, the digital footprint is by far the biggest contributor. Power-hungry servers running digital supply chains generate a substantial energy footprint.

In service-based sectors like finance, where manufacturing or heavy physical supply chains don’t exist, advertising represents a much larger percentage of overall upstream Scope 3 emissions.

Darren Woolley:

Print and production worked hard on physical sustainability decades ago, but in digital, the impact ties directly back to energy consumption and reliance on fossil fuels.

Arum Nixon:

Precisely. Digital supply chains span global server networks across different state and national energy grids. Because energy costs money, reducing emissions means reducing energy demand, making supply chains leaner and more efficient. By streamlining the supply chain and eliminating digital waste, you cut emissions, save on energy bills, and improve campaign delivery.

The Opportunity for Marketers

Darren Woolley:

Marketers never feel like they have enough budget, and an unmanaged carbon footprint could eventually carry direct financial costs. How can marketers turn this to their advantage?

Arum Nixon:

It presents a huge opportunity at the board level. Marketing is an agile, data-driven discipline built on optimisation and efficiency. Marketers are uniquely positioned to bring solutions to the table that reduce emissions without increasing costs or harming campaign performance. Getting visibility over supply chain data reveals operational inefficiencies, which ultimately boosts campaign performance as a bonus.

Activity-Based vs. Spend-Based Data

Darren Woolley:

Currently, the default calculation method relies on spend-based benchmarks, assessing carbon based on dollars spent. How does that work against marketers?

Arum Nixon:

If your carbon footprint is tied purely to spend, your budget essentially becomes a climate risk, because the only way to reduce carbon is to cut spend. Shifting to activity-based data, such as breaking down the actual components of your media plan or production schedule, allows you to find savings without sacrificing budget or reach.

Furthermore, spend-based averages carry inflated estimates. Simply switching to granular activity-based reporting immediately lowers your reported emissions footprint before you even alter your campaign.

Darren Woolley:

That classification also varies depending on your operational structure. For instance, an in-house agency’s planning tools fall under Scope 1 and 2, whereas bought media remains Scope 3.

Arum Nixon:

Exactly. While internal operational tools belong to Scope 1 and 2, the external media inventory bought remains in Scope 3.

The “Triple Win” and Avoiding Greenwashing

Darren Woolley:

That brings us to the core concept of the white paper:

the “Triple Win”. How do you define that?

Arum Nixon:

The Triple Win represents the convergence of three benefits:

a business benefit, a marketing performance benefit, and an environmental benefit. Whichever angle drives an organisation, all three work together to deliver positive commercial outcomes.

Darren Woolley:

Because this relies on auditable, financial-grade data, it also helps brands navigate concerns around greenwashing.

Arum Nixon:

Absolutely. This isn’t about making sweeping public claims; it’s about backend supply chain management. Many marketers have become nervous about talking publicly due to fear of greenwashing or regulatory backlash. Activity-based decarbonisation happens quietly behind the scenes by optimising your operations, meaning you don’t have to put yourself on a pedestal to make meaningful progress.

Eliminating Waste and Measuring Media

Darren Woolley:

It comes back to eliminating waste. Much like direct mail database cleaning in years past, better media targeting cuts waste and drives effectiveness.

Arum Nixon:

Exactly. We often get distracted by vanity metrics that don’t drive real business outcomes. Balancing true business success alongside carbon and dollar costs results in far sharper decision-making.

Darren Woolley:

How do we accurately measure media emissions? How do we set boundaries on what is and isn’t included?

Arum Nixon:

Consistency across the ecosystem is vital. Ad Net Zero developed the Global Media Sustainability Framework (GMSF), which is a voluntary, open-access standard that sets agreed boundaries, formulas, and data units across channels. When agencies, calculators, and vendors align to the GMSF, marketers can compare options like-for-like with complete confidence.

Real-World Case Studies: SBS and Australian Ethical

Darren Woolley:

Are there tangible examples of Australian brands putting this into practice?

Arum Nixon:

Yes, the white paper highlights case studies like SBS and Australian Ethical. Australian Ethical discovered Out-of-Home (OOH) was both their strongest brand driver and their largest carbon source. By collaborating with their media vendor, they optimised campaign delivery, including adjusting creative file lighting.

Darker creative uses significantly less energy on digital OOH screens than bright white creative. Darkening the background reduced panel energy consumption dramatically without losing visual impact or campaign performance.

Creative Decisions, File Sizes, and Optimisation

Darren Woolley:

That highlights how creative and production choices directly affect media delivery emissions.

Arum Nixon:

File size optimisation is another prime example. Reducing digital file sizes to appropriate specs lowers energy consumption during transmission and speeds up load times, delivering a smoother user experience alongside carbon savings.

Darren Woolley:

Agencies often email multi-gigabyte video files when an optimised MP4 would suffice for viewing! Matching file quality to the actual display environment makes a noticeable difference.

Arum Nixon:

Small operational habits matter but scaling optimisations across millions of media impressions is where the massive environmental impact occurs.

The Role of Artificial Intelligence

Darren Woolley:

We can’t host a marketing podcast without touching on AI. Data centres driving AI consume massive amounts of energy. How is Ad Net Zero approaching this?

Arum Nixon:

AI presents a dual narrative. On one hand, generative tools and heavy data processing increase energy demand. On the other hand, AI excels at multi-variable optimisation, balancing reach, performance, cost, and carbon across complex datasets. Using AI responsibly can streamline supply chains, provided we maintain checks and balances on its energy footprint.

Conclusion and How to Access the White Paper

Darren Woolley:

Establishing an auditable baseline and leveraging standardised frameworks allows the industry to move past speculative offsets and focus on genuine reductions. Arum, thank you for joining us on Managing Marketing. Where can listeners download the white paper?

Arum Nixon:

Thank you, Darren. You can download Triple Win for Marketers on the Ad Net Zero website or connect with me directly on LinkedIn.

Darren Woolley:

Fantastic. Well, thank you very much. Just one quick question before you go: do you have a preferred media channel, and what are the offsets like for that?

The post Managing Marketing: The Triple Win Of Decarbonising Media And Advertising appeared first on TrinityP3 Global Marketing Management Consultants.

When campaign execution stalls or marketing performance optimization plateaus, the default reaction is often to mandate another brand strategy pivot, hire more headcount, or purchase additional software tools. Yet these surface-level interventions treat symptoms rather than the root cause.

The underlying problem is structural operational failure. Without robust marketing governance and alignment between internal processes and external partner ecosystems, organizational friction will consume your budget.

Recognizing when your organization requires specialized marketing operations consulting is essential for stopping financial waste and building a resilient, high-performing marketing engine.

6 Indicators Your Enterprise Operations Are Broken

1. Procurement Squeezes Agency Rates, Yet Total Project Waste Multiplies

For decades, traditional procurement treated marketing sourcing as a price-reduction exercise, demanding across-the-board fee cuts or negotiating lower agency hourly rates. However, arbitrarily squeezing agency margins is a false economy.

When vendor fees are pushed below market realities, agencies compensate by assigning junior talent, cutting strategic corners, or rushing execution. The result is a cycle of poor briefing, misaligned deliverables, and endless rounds of revisions. This internal rework burns valuable team hours and drives up total cost of ownership. If your procurement strategy measures success solely by initial rate savings rather than overall budget optimization and output quality, your operational model is actively generating waste.

EXAMPLE: A tier-one bank’s procurement team aggressively negotiated a 15% reduction in their creative agency’s hourly rate cards. In response, the agency reassigned senior strategists and tasked junior teams with brand briefs. Lacking strategic depth, the junior team required five separate rounds of creative revision per campaign. The internal marketing team spent double the hours managing rework and missed campaign launch dates, creating downstream operational waste that far outweighed the initial fee savings.

2. Generative AI Accelerates Production, But Agency Commercial Contracts Remain Static

Generative AI has fundamentally decoupled human labor hours from creative volume and scale. Routine asset adaptation, digital variations, and production tasks that once took days now take minutes.

If your external partners continue to bill for automated deliverables using traditional head-hour rate cards, your organization is subsidizing agency margins rather than capturing technological efficiencies. A major sign you need enterprise marketing operations advisory is an inability to update commercial contracts to output- or value-based remuneration models that reflect modern, automated workflows.

EXAMPLE: A consumer goods brand needed thousands of localized social media ad variations for a seasonal campaign. Their production agency adopted generative AI image tools, reducing production time from 80 hours to 6 hours. However, because the commercial contract relied on legacy head-hour rate cards, the agency billed for 80 human effort hours. The brand paid full manual price for automated output until a production audit transitioned the relationship to an output-based pricing model.

3. Martech Stack Expansion Decreases Team Productivity

Over-proliferation of software tools is one of the clearest signs of operational breakdown. When process gaps exist, leadership often buys software to fix them. The result is a chaotic ecosystem of redundant martech platforms, disconnected data silos, and low platform adoption.

Instead of accelerating campaign delivery, misconfigured martech platforms force teams to spend more time managing software than driving strategy. True marketing productivity comes from auditing your workflow, eliminating redundant platforms, and aligning technology to your team’s operational reality—not forcing your team to adapt to rigid, unnecessary software.

EXAMPLE: A multinational beverage company added a multi-million-dollar marketing automation suite to fix delayed campaign rollouts across regional offices. Because internal briefing protocols were disorganized, regional teams bypassed the platform entirely, relying on email and spreadsheet approvals. A martech audit revealed platform adoption was below 20%, creating fragmented data silos and licensing waste on unused software modules.

4. Your Media Supply Chain Remains an Opaque Financial “Black Box”

If your organization lacks complete visibility into programmatic media buying, your marketing dollars are leaking into undisclosed supply chain margins, arbitrage, and ad fraud. Non-disclosed media agency arrangements severely reduce the proportion of your budget that reaches working media.

Enterprise organizations require strict financial governance to audit programmatic supply chains, enforce direct data access, and mandate disclosed trading agreements. If your leadership team cannot track every dollar from initial outlay to working media placement, your operational oversight is severely compromised.

EXAMPLE: A financial services advertiser operating under a legacy media agency agreement noticed declining ROI on programmatic ad spend. A media supply chain audit discovered the agency was routing media buys through a non-disclosed internal trading desk, capturing undisclosed arbitrage margins and agency rebates. Updating the contract to a fully disclosed model restored financial transparency, ensuring non-working media fees were accounted for and working media investment increased immediately.

5. Internal Workflows and External Agency Rosters Are Siloed

Operational excellence requires managing both Internal Effectiveness (internal priorities, briefing processes, martech frameworks) and External Effectiveness (agency roster structures, commercial alignment, performance benchmarking).

A common failure in enterprise marketing management is optimizing one side while ignoring the other. Restructuring an external agency roster will yield minimal results if internal briefing and approval chains remain broken. If your internal team and external agency village operate in separate silos with conflicting KPIs, campaign velocity will inevitably collapse.

EXAMPLE: A major higher education institution operated a hybrid model with an internal design studio and five specialist external agencies on retainer. The internal team was treated as administrative “order takers,” while external agencies competed in silos for scope. By deploying a priority filter matrix and TrinityP3’s Evalu8ing diagnostic platform, the brand established unified SLAs, creating a collaborative “agency village” model that cut campaign turnaround times by 25%.

6. Operational Transformations Evaporate the Moment Advisory Teams Depart

Many enterprise brands have experienced the disappointment of a high-priced consulting engagement that resulted in a polished strategy deck but zero lasting operational change. When consultants leave, teams quickly revert to legacy habits.

If past transformation projects failed to stick, your organization lacks a sustainable governance framework. Operational consulting must establish ongoing diagnostic KPIs, clear governance structures, and capability training that keep internal and external teams accountable long after initial advisory projects conclude.

EXAMPLE: A regional retail group hired a traditional management consultancy to redesign their marketing operating model. The consultancy delivered a 100-page slide deck but failed to provide capability training or updated diagnostic KPIs for internal teams. Within six months of the consultants leaving, the brand reverted to legacy habits, siloed approvals, and uncoordinated vendor selection. Implementing ongoing P3 governance metrics provided the operational guardrails needed to sustain performance gains long-term.

Navigating Consulting Partner Selection

Identifying the need for operational intervention is only half the equation; selecting the right advisory partner is equally critical. The market is saturated with marketing consulting firms, but many are ill-equipped to handle complex operational transformation.

When executing your consulting partner selection, enterprise leaders and procurement teams should evaluate prospective partners against three non-negotiable criteria:

• Strict Vendor and Agency Neutrality: Many consultancies maintain hidden financial relationships with specific martech vendors or belong to broader agency holding networks. Ensure your advisory partner is completely independent, accepting no referral fees or parent-company incentives, so their recommendations serve your business interests exclusively.

• Operational Machinery Focus over Pure Strategy: A true operational consultant does not exist to rewrite your creative platform. They focus on the operational mechanics—processes, commercial contracts, roster architecture, and measurement frameworks—that enable strategy to be executed efficiently.

• Value Architecture Mindset: Look for consultants who partner with procurement to transform them from passive “price takers” into strategic “Value Architects” capable of restructuring agency remuneration, eliminating structural waste, and driving enterprise value.

Restoring Operational Clarity

Enterprise marketing operations are too asset-intensive and strategically vital to be governed by ad-hoc workflows, opaque agency contracts, and unmanaged technology stacks.

By recognizing these operational red flags early, marketing leaders and procurement professionals can take decisive action. Grounding your operations in clear purpose, robust team capability, and streamlined processes builds a transparent, accountable, and high-performing marketing ecosystem equipped for long-term commercial success.

Read more on our Marketing Procurement and Governance Advisory here. Or contact us to discuss your specific requirements and circumstances.

The post Signs Your Enterprise Needs Marketing Operations Consulting appeared first on TrinityP3 Global Marketing Management Consultants.

The post Selecting a Media Mix Modelling (MMM) Provider to Measure ROMI – Case Study appeared first on TrinityP3 Global Marketing Management Consultants.

The agency invested substantial unbillable hours and financial resources in competitive pitching, but its conversion rate fell below industry benchmarks. A pattern of frustrating “close second-place finishes” was draining agency morale and eroding profitability. Because agencies pitch in a vacuum, without visibility into competitor submissions or the client selection panel’s confidential deliberations, leadership couldn’t diagnose why their presentations fell short at the final hurdle. The agency engaged TrinityP3 to conduct an independent, objective review of a high-stakes pitch they had recently lost.

The Creative Solution

TrinityP3 applied a post-pitch forensic diagnostic, benchmarking the agency’s entire tender submission against current market best practice. Rather than focusing solely on creative execution, TrinityP3 reviewed the submission through the eyes of client-side decision-makers, evaluating everything from initial positioning and team casting to commercial transparency and chemistry session dynamics.

The Process

TrinityP3 executed a structured, four-stage review:

• Artifact & Submission Audit: We reviewed all pitch documentation submitted during the tender, including the written RFI/RFP response, credential decks, case studies, and the final strategy and creative presentation boards.

• “As Live” Presentation Review: The agency pitch team delivered the final pitch presentation to TrinityP3 consultants in an “as live” simulated environment. This let us assess stagecraft, pacing, slide hierarchy, team chemistry, and how effectively the brief’s commercial challenges were addressed.

• Independent Client Calibration: With the agency’s permission, TrinityP3 conducted confidential interviews with key stakeholders on the client-side selection panel to gather unvarnished, qualitative feedback on how the agency was perceived versus the winning competitor.

• Diagnostic Debrief & Action Plan: We synthesized the findings into an actionable report and facilitated an executive workshop. The diagnostic revealed key vulnerabilities: the agency fielded a senior team that dominated the presentation without showing day-to-day team integration, spent too much time reciting agency credentials instead of interrogating the client’s business problems, and presented an opaque remuneration model that raised procurement concerns.

Timeline

The diagnostic review, client calibration interviews, and playback workshop were completed over a focused three-week period.

Result and Feedback

The agency completely overhauled its pitching methodology based on the recommendations. They implemented a tiered “go/no-go” decision framework to stop pitching for ill-fitting briefs, restructured their chemistry meetings around collaborative problem-solving rather than slide presentations, and introduced transparent, output-aligned commercial proposals. Within six months of adopting the new framework, the agency contested three major pitches and converted two, reversing their loss streak and significantly improving profitability.

Contact us for details on our Agency Pitching Review and Advisory services.

The post Creative Agency Pitch Performance & Win-Rate Diagnostic – Case Study appeared first on TrinityP3 Global Marketing Management Consultants.

With significant updates to the Australian Privacy Act looming and the deprecation of third-party cookies, this omnichannel retailer recognized that their “collect data at any cost” mentality was no longer viable. The client’s marketing and legal teams were heavily siloed, and their customer data was fragmented across multiple disconnected platforms. They relied heavily on invasive third-party tracking for digital campaigns, which exposed the business to significant compliance risk and actively eroded consumer trust. The client engaged TrinityP3 to help them pivot from a high-risk, fragmented data approach to a compliant, first-party data strategy without sacrificing commercial performance.

The Creative Solution

TrinityP3 applied a “Privacy by Design” approach, acting as the strategic bridge between the client’s marketing, technology, and legal departments. The strategy shifted the brand from an executional tracking model (reliant on the browser) to a value-creation model centered on first- and zero-party data ownership.

The Process

TrinityP3 led the client through a comprehensive transformation program:

• Data & Privacy Maturity Assessment: We mapped the entire organisation’s data collection points (from digital checkouts to call centres) to identify immediate compliance vulnerabilities and data silos.

• MarTech Stack Alignment: We audited and restructured their existing Marketing Technology stack, successfully migrating the client from browser-based tracking to privacy-compliant, server-side tracking.

• Zero-Party Data Strategy: We worked with the marketing team to design meaningful “value exchanges” that encouraged consumers to proactively share their data, integrating this seamlessly into a centralized Customer Data Platform (CDP).

• Governance & CMP Implementation: We guided the procurement and implementation of a robust Consent Management Platform (CMP), giving consumers granular control over their data and ensuring radical transparency.

• Data Clean Room Integration: To safely continue partnerships with media publishers, we established Data Clean Room protocols, allowing for advanced analysis without exposing raw Personally Identifiable Information (PII).

Timeline

The strategic audit, technical alignment, and cross-functional training were completed in an intensive 12-week engagement.

Result and Feedback

The transformation future-proofed the retailer against sweeping regulatory changes. By prioritizing first-party data and implementing contextual advertising strategies, the client not only mitigated legal and commercial risk but also saw significant improvements in consumer trust and data quality. Marketing and Legal are now fully aligned under a unified data governance framework, enabling campaigns to run with confidence and commercial effectiveness.

Contact us for details on our Data and Privacy consulting services.

The post Marketing Data Privacy & MarTech Stack Alignment – Case Study appeared first on TrinityP3 Global Marketing Management Consultants.

The post Nine Marketing Operations Governance Failures in Enterprises Systems appeared first on TrinityP3 Global Marketing Management Consultants.

The traditional categories of creative, media, social, and experiential were built for legacy campaign models, but modern audiences experience brands as one fluid ecosystem. As artificial intelligence commoditises persuasion and accelerates execution, the real differentiator for brands is shifting toward human participation, community, and co-creation.

The conversation explores why persuasion is becoming automated, how live and experiential activations provide proof of humanity in a synthetic world, and why the agency of the future must operate like a flywheel rather than a leaky funnel. They also discuss why exceptional creative judgment and taste matter more than ever when technology makes “average” dramatically easier to achieve. 

You can listen to the podcast here:

Follow Managing Marketing on Soundcloud, Podbean, TuneIn, Stitcher, Spotify, Apple Podcast and Amazon Podcasts.

A campaign is finite, it’s got one message, it’s going in one direction.

And it’s expensive.

Transcription (Edited):

Darren Woolley

Hi, I’m Darren Woolley, founder and CEO of Trinity P3 Marketing Management Consultancy, and 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. If you’re enjoying the Managing Marketing podcast, please like, review, or share this episode to help spread the wisdom from our guests each week. 

Traditional agency structures were built around distinct department silos: creative, media, social, and experiential. But modern consumers don’t experience brands through internal agency department lines. They experience ideas, entertainment products, and communities as one fluid ecosystem. At the same time, as artificial intelligence rapidly commoditizes persuasion and automates execution, the true differentiator for brands is shifting towards human participation, belonging, and co-creation. In a world where machines will win persuasion, how must agencies and brands evolve to build around how culture actually works? 

To explore why participation trumps persuasion and how to build ideas around active human engagement, please welcome to the Managing Marketing Podcast, the founder and managing partner of Agency The Many, Christian Jacobsen. Welcome, Christian. 

Christian Jacobsen

Thank you. It is a pleasure to be with you today. 

Darren Woolley

And the founder and chief creative officer, Damien Eley. Hi Damien. 

Damien Eley

G’day Darren. Thank you for having us. 

Darren Woolley

So, the first thing is I’ve introduced The Many as an agency. How does it feel to immediately get pigeonholed into one of those silos as an agency? 

Christian Jacobsen

Well, I think there are many faces of agencies these days; it’s a pretty broad-spanning title. People have been asking us since we founded our company a long time ago—when it was called Mistress—are you an agency? We’ve always said yes. We do a lot of the traditional work that you might see, but we’ve always lived a little bit outside of that and pushed into new media and new spaces. It’s still agency work, but sometimes it might be seen as outside the traditional norms. 

Damien Eley

We’ve got a page in our creds deck that says we are named after the people who decide whether any of it worked, which I think is a great way to describe The Many. 

Darren Woolley

It also infers this idea that there are many different ways to engage with people. When we were initially introduced, Damien, I thought the name had a simplicity, but if you thought about it even for a few seconds, it seemed to allude to something more. 

It’s interesting because marketers find a real convenience with pigeonholes and silos, being able to say, “This is my media agency, and this is my creative, and this group does social”. But there’s also this desire to collapse them all into one, and yet even when that happens, we still end up with silos within the agency. How do you guys actually overcome that? Is it radical collaboration? 

Christian Jacobsen

Internally, first let me just address that it’s only natural for human beings to want to put things in silos. When the brain tries to handle complex situations, we usually break them down and compartmentalize. When you think about all the myriad ways to go to market these days and the different tactics deployed in our industry, you can understand why it’s easier for a CMO to say, “Okay, this is my brand agency, or my social agency”. It just seems to simplify the process. 

However, as you noted before, it’s not how culture works. It’s not how humans interact with content and experiences. We’ve always believed that the responsibility of companies like ours is to help clients navigate into these new spaces and get closer to how humans actually use media and engage with ideas. That starts to blur the lines. 

It’s never easy because so many of the internal silos you’re referring to are from an older era—an era with a slower media-oriented space and very specific roles. But we’re working at a very different tempo these days, and clients are expecting many more deliverables. It is a challenge internally, but people can wear many hats. With new tools out there, people are becoming more empowered to do things. We see a lot of multi-talented people who can do many things, and that’s of great value these days because it expedites the entire process instead of acting like an old car assembly line. 

Darren Woolley

Damien, do you think it’s also because as an industry, whenever new opportunities or channels come along—like digital or experiential—we just bolt them onto the core advertising offering? It never seems to start from asking, “Where is the human being in this?”. 

Damien Eley

I think we’ve always just tried to start with the problem before deciding how we should answer it. When we started the business in LA, it gave us the opportunity to pull from so many people around us. Coming back and starting the company in Australia, there are still a number of amazing specialist agencies here. Every agency says it can do a bit of everything, but what gave us confidence very early on was explicitly not having that complete, rigid structure. It was really about assembling the right team for the right project, and that carried on to the philosophy of The Many. 

Darren Woolley

Because it’s not just capability; the business model is often built around selling a particular solution. If you’ve got a media capability, you’re going to push paid media. How much of these silos are actually driven by the underlying business model of how to make money out of it? 

Damien Eley

Probably way too many. I think these days clients are really looking for somebody who can confidently show them the right path to take. 

Christian Jacobsen

I would just add that the traditional business model is really well known. Companies become very efficient at it, and therefore it becomes the preferable approach. That efficiency is highly incentivized in an industry like advertising, where timetables, margins, and client budgets have all compressed while deliverables have increased. 

The reality is so much of that institutional knowledge is from an older era. Exploring new models—like tapping into creator networks or co-creation—is a challenge because it’s a totally different approach and you’re constantly pioneering it. We’re going through an era right now where even time-based compensation is going to be severely challenged because holding companies are deploying so much technology that it makes no more sense. It’s going to be fascinating to see how this develops over the next few years. 

The Shift from Persuasion to Participation

Darren Woolley

There are different types of marketers: those that have a very clear idea of what they want an agency to do, and break it down into component parts, and those that come with a well-defined problem and are open to solutions. I imagine you guys are much more aligned to the latter? 

Christian Jacobsen

We prefer it. Anybody in this industry loves to think creatively beyond just the idea, but even how to get to that solution. When it’s more open, it enables the agency to innovate and experiment. 

However, we do both. Sometimes you’ve got to manage both sides. For instance, we work with a large QSR client. That paradigm of how we go to market and measure the funnel works, so there’s something really reliable about it. But alongside that, they’re looking to engage younger consumers and tap into new media. This is where they open things up and ask us to connect with people in totally different ways. 

Damien Eley

A client may want to go in a certain direction because they’re comfortable or because the business feels it’s too risky to think differently. Our philosophy is that we’ll always answer the client brief, but there’s always a lot of work going on in the background on how we can introduce something they haven’t expected. 

Darren Woolley

As technologies become a bigger part of the marketing process, consumers are becoming less human and more digital—just numbers and impressions on a page. How do we move from just trying to get someone’s attention by interrupting what they really want, and move them into participation? 

Damien Eley

As an industry, we’ve probably spent sixty or seventy years pouring everything into persuasion. But as a human, would you prefer to be persuaded, or would you prefer to participate in something you enjoy doing? It seems simple to say, but it’s a fundamental shift in how you have to think. Because persuasion is becoming automated and completely out of our hands, the pressure to find ways to actively participate on a human level has become more important than ever before. 

Darren Woolley

I can’t believe how good LLMs are at writing the call to action. They are shameless. In English and Australian culture, we’re inclined to dampen it down, but an LLM will write, “Sign up now, or we’re coming around to beat your door down”. 

Christian Jacobsen

They’ve been trained on all of this history and all of these past campaigns. Marketing is becoming hyper-personalized, and eventually, it will go agent-to-agent and become completely dehumanized. My personal AI agent is going to negotiate with a brand’s AI agent to buy my shirts for me. 

When we think about participation, we realize it’s true to human origins. For 99% of our existence, we lived in tribes where everybody had to participate to be a part of the group. This gave us our sense of purpose, identity, and belonging. The algorithms have been pushing toward deeper engagement, and younger generations have grown up with this. Gen Z consumers see themselves as co-creative directors who expect to impact brands. 

When the machines become more hyper-personalized, we have to ask: how do we maintain that human engagement? Let’s invite them in. If they are doing something with that brand, they’re going to have a deeper connection. 

Damien Eley

We actually include a provocation in our creative briefs: consider the participatory nature of the idea. It forces you out of thinking in a formulaic way to deliver something persuasive, and instead makes you think about how to actually participate with the audience. It’s a fundamental shift. 

Navigating the AI Era and the Value of Human Connection

Darren Woolley

As a father of twin Gen Alphas, I see how they’re the first generation born with screens. Their cerebral cortex gets overloaded, but what they ultimately crave is human connection. They want authenticity and interaction. Technology hasn’t replaced that primal need for connection; it’s actually driving a growing need for it. 

Christian Jacobsen

One hundred percent. With any major macro trend, there’s always going to be a counter-trend. Nothing is going to stop the advancements in technology globally right now, but human interaction—a genuine one-to-one connection—is going to become more important. 

We have a creative mantra in the office: If we wouldn’t share it, we don’t want to make it. We have to put aside our advertising selves, embrace our humanity, and look at how we personally consume media. What annoys us? What do we share? If we make the work we want to engage with, it’s going to work. 

Darren Woolley

Damien, we’ve seen this backlash to AI content because of its synthetic, lazy nature. From a creative point of view, how do you distinguish between AI enhancing participation and it just being a lazy way to get the job done? 

Damien Eley

It all depends on the outcome. You have to use the tools and move with the pace of the industry, but if what you’re doing is causing a reaction for someone to turn up, contribute, play, or join a community, that proves you can have a real relationship between a person and a brand. If you’re eliciting a participatory response, the work transcends the tools used to make it. 

Darren Woolley

Since Cannes this year, everyone is talking about how “taste” is the new required skill for a creative. But I asked ChatGPT what my taste as an aging creative hipster should be, and it told me exactly what books to read and music to listen to. Isn’t keeping yourself grounded in authenticity more important? 

Damien Eley I

read that trend as taste being a uniquely human thing. If you’re provoking yourself to work out what your taste is, that’s something no machine can generate on your behalf. The backlash is going to come from the recognition that to be human, you have to have proof of humanity—the version of you that AI cannot create. 

Evolving the Creative Process and Relinquishing Brand Control

Darren Woolley

Does this participatory approach change the structure of a campaign? Many marketers say they want to break the old pattern of starting with a TV ad and then building the rest of the campaign around it. 

Christian Jacobsen

Sometimes there is a role to start with TV, simply because the average age of a CMO is 52. Gen X grew up in a different era, and sometimes the fastest way for them to wrap their head around an idea is through a script because that’s what they’re trained for. However, they are also very aware that younger generations are communicating and interacting with media in totally different ways. 

Regarding AI, we see it as the ability to get closer to your ideas faster. Instead of a creative director wasting time while a studio comps things up and changes the original vision, people are now empowered to build out their own vision immediately. Instead of disappearing for a month and creating anxiety for the client, we can have a much more iterative process, bringing them in early and getting to solutions faster. I’m an optimist in this space; I think it’s an incredible creative era. 

Darren Woolley

It raises interesting unforeseen issues, though. Some agencies are virtually presenting AI-generated work that looks finished, only to realize later they don’t have the copyright to run it, and the final result looks totally different. 

But Damien, what do you mean by finding opportunities for participation? Is it just running a sales promotion with a coupon? 

Damien Eley

It means talking to the human on the other side. The younger the audience, the more they expect a level of participation with the creators they follow. Our process asks you to step out of traditional formats and figure out how to genuinely participate with them. 

Darren Woolley

What’s the difference between user-generated content (UGC), content creators, and influencers? 

Christian Jacobsen

We started with UGC years ago, moved into the influencer space, and then influencers became content creators. They’re all degrees of tapping into a third party on behalf of the brand. The difference is that creators and UGC are much more active and participant-driven than a pure influencer just doing an ad mention. The brand is intentionally giving up some of its control to get extra reach and authenticity. People trust creators more than they trust brands and advertising because creators have nurtured that audience and have their best interests at heart. 

Darren Woolley

As a creative person, coming to terms with giving up that control can be tough. Too often, “brand management” acts like brand dictatorship. But the best we can do is try to influence and shape the brand in people’s minds. 

Christian Jacobsen

If you’re inviting somebody in and you want to give them a sense of agency, you have to have some open loops and opportunities for them to do something. In the past, brand books were strict and prescriptive because a small group of people controlled a one-way message. Today, people are taking things, remixing them, and making their own versions. I believe you need to be open in your brand guidelines because people are willing to help you build the brand right now. If everything is too controlled and defined, it’s closed off—they can’t enter your brand. 

The Power of the Participatory Flywheel

Darren Woolley

This reminds me of the difference between word-of-mouth and influencer marketing. We’re seeing a trend toward using micro-creators to spark brand participation rather than relying on one massive celebrity endorsement. 

Christian Jacobsen

That’s exactly how the algorithms work now. They’ve been tuned to respond to participatory actions. If someone shares or remixes content, the algorithm promotes it. The industry is embracing micro-creators because they have a real sense of community, leading to a lot more authentic interaction than a broad post from someone like Kim Kardashian. 

Darren Woolley

This fundamentally shifts the traditional linear sales funnel into what you guys call the flywheel. 

Christian Jacobsen

Correct. Flywheels compound over time. A funnel is like a giant sieve where you just dump money into the top to get a transaction at the bottom, often using a rented audience. A flywheel works differently—because people are doing something on your behalf, it perpetuates on its own. It takes longer to get going, but it’s much more durable and efficient. 

A simple way to think about it is a campaign versus a conversation. A campaign is finite with one direction and one message. A conversation starts with a provocation, people join in, and it compounds and expands beyond what you imagined, picking up momentum. 

Darren Woolley

I love the metaphor of momentum. We often undervalue how much harder it is to get something stationary moving again compared to nurturing existing momentum. 

Looking Ahead

Darren Woolley

We have unfortunately run out of time, but I really want to thank you both for joining me. I wish you the best with the expansion into Australia, Damien, and Christian, this has been a terrific conversation that gave me a very different view on the true interpretation of participation. 

Damien Eley

Christian’s book is about to come out, so we’ll get you the definitive guide to participation soon. 

Darren Woolley

What is the title so we can look out for it?

Christian Jacobsen

It’s called Wired to Participate. It starts with the neuroscience, traces the history of advertising, and looks into the future. 

Damien Eley

Thank you so much for the opportunity to chat, Darren. 

Darren Woolley

My pleasure. Now a question before we go. what’s your favorite thing to participate in?

The post Managing Marketing: Why Participation Trumps Persuasion In An AI World appeared first on TrinityP3 Global Marketing Management Consultants.