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In a room filled with industry colleagues, investors and policy watchers, the timing of a members-only session in Inverness last week with Chris Stark, Head of the UK’s Mission for Clean Power, could not have been more critical.

Sentiment in the sector has taken a knock, with Ørsted’s recent withdrawal from the Hornsea 4 offshore wind project casting a long shadow over proceedings. The developer said the 2.4 GW project has faced rising supply chain costs, higher interest rates, and increased construction and delivery risks since the Contract for Difference (CfD) award in Allocation Round 6 last September.

Harbour Energy, the UK’s largest oil and gas producer, had also said on the morning of the event that it would cut 250 jobs in Aberdeen, blaming regulation and “punitive” government measures. It is yet another huge blow to the offshore industry.

Conversations before and after the event were laced with concern about market conditions, infrastructure constraints and wavering investor confidence. It’s clear that many in the room felt the weight of growing uncertainty.

But Chris Stark tried to strike a different tone.

Without glossing over the challenges, he acknowledged the difficulties and disappointments, including the impact of US policy shifts on renewables, but made a compelling case for optimism. His message was that the UK is still firmly in the race to become a clean energy superpower, and that Scotland has a pivotal role to play.

What stood out was his emphasis on the “quiet business” of Mission Control: working steadily, building alignment with the Scottish Government, and focusing on the long-term wins. Stark spoke of reaping real economic rewards through power system investment, grid upgrades and port revitalisation. He reminded us that while the critics are growing louder, the most powerful responses are progress and proof.

We were told that Mission Control is not making too many headlines about the successes. But at a time when net zero and the benefits of implementing clean technologies are under attack – that needs to change. It is an opportunity to highlight once-in-a-generation investment in the UK’s energy infrastructure. Real jobs being created. Real emissions being cut. Real value added to communities.

But we can’t rely on government alone. If we want to shift public sentiment, attract investment, and secure a resilient energy future, then as a sector, we need to get on the front foot.

We need to come together – developers, supply chain, government and communities – to make the strongest possible case for renewables. That means clearer communication, more visible leadership and more collaboration. The conversation will no doubt continue in Glasgow this week at the All-Energy conference with delegates set to hear from senior figures from the UK and Scottish Governments as well as industry heavyweights.

Stark insisted that the “secret sauce” in all of this is infrastructure. That means the ports, grid and a stable policy environment. But another vital ingredient is unity. Not just around climate goals, but also energy security, economic opportunity and the role renewables play in delivering both.

A colleague attended a Holyrood celebration of bp’s 60 years in the North Sea and fed back that despite the headwinds facing the sector there was a sense that it has met and overcome many challenges over the years, with one person even saying they were looking forward to the 70th anniversary in another decade.

It shows that even in a global storm, we can be a safe port. But only if we work together to build it.

Richard and other members of the energy team will be attending All Energy 2025. Get in touch to arrange a coffee.

From Trump’s Signal security leak to Duck Bay Marina’s PR disaster and not forgetting the Heathrow CEO who went to bed when an airport substation was literally on fire, March was quite the month for crisis communications.

Each of these extraordinary events are all significantly different to each other, but what they have in common is that their responses didn’t quite consider the optics. Like many individuals and businesses that find themselves in the spotlight for the wrong reasons, they acted quickly instead of thoughtfully.

Duck Bay Marina’s decision to point the finger at an inexperienced employee for the venue’s unacceptable treatment of a terminally ill baby was at best, misguided, and at worst, deeply distressing for all concerned.

Trump’s dismissal of a group chat security breach as a “glitch” and buck-passing to his national security adviser is beyond incredulity. Trump has long played fast and loose with fact and fiction, but the US President’s attempts to play down the incident and claim Michael Waltz has been unfairly attacked over the matter does nothing to suggest he has learned a lesson.

The case of Thomas Woldbye, CEO of Heathrow, is more complex. The £3.2m-salaried boss was said to have been attending an event in London when the fire broke out last Thursday evening. He rushed to the airport where it is reported its emergency response team formed two ‘gold command’ groups to deal with the crisis, which caused the cancellation of 1,300 flights and left 200,000 passengers stranded worldwide.

One group stayed up through the night and the other – which included Woldbye – went to bed. While the protocols make perfect sense and it is true that nobody makes good decisions when they are tired, the Heathrow chief will forever be known as the CEO who went to sleep – and it’s hard to see how he can restore his reputation after a slew of negative headlines to this effect.

It’s a bit like the former Archbishop of Canterbury Justin Welby notoriously failing to follow up on a damning report into a prolific child abuser associated with the Church of England. Despite initially insisting he would not resign, his inaction ultimately led to his demise.

As much as businesses try their best to prevent problems, mistakes can and do happen. Humans make errors. Technology fails. Circumstances change. So, what should businesses that get into trouble do?

There is no one size fits all solution but considering the worst thing that could possibly happen and what your business would do both to resolve and communicate it is a good start. For companies at risk of becoming involved in serious industrial accidents, this exercise should be conducted regularly and with vigour.

If the worst does happen, and your business must explain itself, then that’s exactly what you should do. It’s better to apologise for your mess, account for how it happened, explain what you are doing to make things better and how you will prevent it from re-occurring rather than hope it will all go away or, even worse, lie. Concealing the truth not only creates an additional issue; it also destroys any chance of regaining trust.

Following these steps doesn’t guarantee that people will forgive and forget. Rebuilding reputation can be a long and painstaking process, but transparency does create certainty which is essential for restoring confidence. In times of crisis, people seek reassurance, not excuses. Acting with integrity – owning up to mistakes, demonstrating accountability, and outlining clear corrective actions – is the only way to rebuild trust.

International Women’s Day is not only a time to celebrate the remarkable achievements of women worldwide but also a moment to reflect on the path ahead and explore new ways to support and empower women and girls.

We spoke to two of our Board Directors, Kat Wallace and Gayle Grant, about the women who have inspired them, the advice they’d give their younger selves and how BIG Partnership is championing gender equality.

Kat

What female has inspired you on your journey to leadership?

There are lots of women I admire, and I tend not to look too far from home. I have a lot of fiercely intelligent and committed friends and family members, including my sister, in roles that demand a lot from them. They continue to inspire me.

If you could use a time machine, what would you say to your younger self on entering this industry?

Ask lots of questions, attend all the events you can, throw yourself wholeheartedly into projects even if they don’t initially excite you. Have the best attitude in the room.

What’s the biggest challenge women face in the workplace today?

Every sector is different and there are so many variables that it’s impossible to pinpoint one challenge.

It is spoken about all the time, but there is often a pressure to work as though you don’t have children and to parent as if you don’t have a job. Couple this with the extortionate cost of childcare and it is little wonder that so many women feel locked out of the workplace.

How is BIG Partnership championing gender equality at work?

It’s important to recognise the contribution that everyone makes, regardless of sex. BIG is a ‘people’ business and we understand that everyone has different ambitions, motivators, and pressures, both inside and outside of work. By supporting people and encouraging them to reach their full potential – whatever that looks like – we can ensure everyone has the same opportunity to do well.

What’s one action everyone can take today to support workplace equality?

Listen to different perspectives and engage in conversations that allow people to express their thoughts, ideas, and concerns. An inclusive approach invites people from different groups to participate, and it’s a win-win – often the best work is delivered this way.

Gayle

What female has inspired you on your journey to leadership?

I’m lucky to have had several strong women to look up to and learn from over the years. I continue to seek out the guidance of colleagues and have developed strong bonds with peers in the energy sector who are a trusted sounding board.

My mum was my original cheerleader and as a middle child with two brothers, she made me believe I could do anything they could do and actively encouraged me to pursue my passions, which led to me leaving home at 17 to study journalism in Edinburgh.

If you could use a time machine, what would you say to your younger self on entering this industry?

Be yourself, not what you think a ‘businessperson’ should be. Seek out mentors. Build your network and have fun along the way.

Now that I spend a lot of time hiring people, I realise that it’s not personal when someone is simply not the best fit at that time and it doesn’t mean they wouldn’t be right at another time or in another role.

In my early career I applied for a job at a newspaper in Cambridge and when I didn’t get an interview, I took it personally. I now realise I should have called and asked for feedback. I made my first move into PR at an agency in Cambridge, so it all worked out in the end.

What’s the biggest challenge women face in the workplace today?

Unconscious bias plays out in several ways. Research has shown that women are less likely to pursue opportunities with a list of requirements if they don’t fulfil every ask, unlike male counterparts who are more likely to go for the opportunity if they meet only a few.

There has been some positive work on inclusive hiring practices to reverse this trend, but it’s a reminder to be mindful of creating the right conditions. Working mums have to navigate career breaks and face the ‘juggle’ pressure and guilt.

We also need to normalise menopause, provide support and show women are relevant at every stage of their career.

How is BIG Partnership championing gender equality at work?

We have a balance at BIG in the boardroom and across our teams but appreciate the same can’t be said across every sector we support.  For us, it’s about creating the space for every person to turn up at work and be themselves and be heard.

What’s one action everyone can take today to support workplace equality?

Active listening is important. Seek out different perspectives and advocate for people so that they can thrive.

At BIG we know that championing gender equality is an ongoing journey – not just a one-day event. We remain committed to creating an inclusive environment where women thrive, voices are heard and opportunities are open to all. Together we can build a future where everyone can succeed regardless of gender.

As the month of International Women’s Day, March is massive for Smart Works Scotland, creating a valuable annual platform to raise awareness of our important work – and secure much-needed funds.

Smart Works Scotland, which has been operating for just over 10 years, provides free high-quality clothing and professional coaching to unemployed women. Many have faced significant challenges in their lives, from long-term unemployment to domestic violence or resettling in a new country.  

Our services, which are free, inclusive and designed to uplift, help women to fulfil their potential, get the job and transform their lives.  

The Smart Works Unemployment Index, based on conversations with more than 4,900 unemployed women across the UK, revealed that the likelihood of women securing work is at its lowest point in three years. 

Respondents applied for an average of 38 jobs before they got work; and more than a quarter applied for at least 50 jobs. Unsurprisingly, their confidence diminishes with every rejection – anyone who has ever been unemployed will know how soul-destroying it can be. We believe that unemployed women deserve better. We’re asking employers to be transparent in their recruitment processes, reimburse travel costs associated with interviews, and above all, be compassionate. 

Last month, we hit the ambitious target we set ourselves three years ago, to support 10,000 women across the UK. We want to do even better in the next three years, but we can’t do it on our own, which is why we’re making March a month of action.  

Over the coming weeks, our Scottish team is taking part in a range of corporate events centred on International Women’s Day to celebrate the contribution women make in the workplace while highlighting the gender inequality that continues to exist. The growing number of requests we are receiving to talk about Smart Works demonstrates increasing awareness of what we’re doing and the valuable contribution we can make in both understanding and overcoming the barriers facing unemployed women.   

We’re also staging our own events to secure the funds we need to provide a helping hand. 

First up is our Step Up for Smart Works challenge, which asks supporters to complete 10,000 steps daily – in honour of our goal of supporting 10,000 women – for the entire month. Using fashion as a force for good, we hosted an IWD Fashion & Fizz evening at Hobbs in Glasgow, where we heard first-hand about the detrimental impact of being unemployed from Victoria, 21, a marketing assistant from Glasgow. With unflinching honesty, Victoria described how her confidence crumbled before she was referred to Smart Works and with the help of the clothing and coaching provided, finally secured a meaningful job.  

We’re hosting our first ever jobs fair, matching employers with women seeking work, and I’m especially looking forward to our special International Women’s Day event with Shepherd and Wedderburn, where we are bringing together a panel of visionary leaders, including Oakminster Care CEO Sunita Poddar, to reflect, inspire and drive change.   

So, make March the month you join with us at Smart Works – clear out your wardrobe, consider volunteering, sponsor our Step Up team, host a fundraising event, become a corporate partner – and help us to support women into work and wellbeing. 

By Charlene Sweeney, media relations director, BIG Partnership and trustee, Smart Works Scotland. 

A new poll has revealed that support for oil and gas production in Scotland is far more widespread and less polarised than commonly perceived, calling into question the approach being taken by the current UK and Scottish Governments

The public opinion research, carried out by Opinion Matters for the advisory firm BIG Partnership suggests that public opposition to oil and gas is vastly overstated, with over 80% of respondents favouring continued oil and gas production—either alongside renewable energy or as part of a broader energy mix.

The poll of 1,000 Scottish respondents comes as Scottish Labour’s annual conference in Glasgow drew to a close, with the party looking to solidify its position ahead of the next Holyrood election in 2026.  

The poll found that 42% of respondents support Scotland continuing to produce its own oil and gas while growing renewable energy, while another 27% back a mix of oil, gas, and renewables indefinitely.

The results demonstrate a clear public preference for a balanced approach, with oil and gas continuing to play a significant role in Scotland’s energy landscape. This sentiment holds true across a range of age groups, genders, and geographical regions—debunking the assumption that opposition to oil and gas is concentrated among younger voters or in specific areas of Scotland.

The poll may also serve as a wake-up call to both Labour and the SNP, whose energy policies have created tension with North Sea oil and gas producers as they push for a greener future. Labour, in particular, risks alienating a significant chunk of the electorate with its aggressive stance on oil and gas, deepening the divide between Westminster’s policies and Scottish public opinion. This disconnect could cost the party ground to both the Conservatives and Reform UK, who have tapped into populist energy policies that resonate more with voters.

While support for renewable energy remains strong, voters are increasingly calling for a balanced energy mix that delivers lower prices and reliable service. For the SNP, the continued opposition to oil and gas production, despite widespread support for the sector, risks eroding their credibility among voters who see the industry as central to Scotland’s energy security and economic stability.

Key Findings:

68.7% of Scots favour the continued production of oil and gas in some form, whether alongside renewable energy (41.5%) or as part of a long-term mix (27.2%).
Only 6.6% support an immediate end to oil and gas production, while 5.4% chose none of the provided options.
Support for oil and gas production remains remarkably consistent across gender, age, and geography, including urban and rural areas alike.

Allan Barr, chief executive at BIG Partnership, said: “These poll results are a stark reminder to political leaders that public opinion on oil and gas is nowhere near as polarised as has been portrayed. Labour’s current stance on oil and gas risks further dividing the party from the overwhelming majority of Scottish voters, who continue to see the sector as absolutely vital to the country’s economic and energy future. Similarly, the SNP’s opposition to oil and gas production puts it at odds with the views of the electorate, leaving a significant political gap that could be exploited by other parties. 

“It should be clear to all parties that future decisions on energy policy must align with public sentiment, recognising that oil and gas remains the backbone of Scotland’s energy security, economic prosperity, and thousands of skilled jobs. Any policy that undermines the sector risks catastrophic consequences for the country’s future.

The results follow polling results by Opinion Matters for BIG Partnership – revealed in The Sunday Times, that Scottish voters see UK Labour leader Keir Starmer as a bigger influence on their voting decision that Scottish leader Anas Sarwar. When asked who had the greater impact on their vote, 30% of respondents named Starmer, while 13% said Sarwar. 

Survey Results 

‘Which, if any, of the following best represents your view?’   

Fieldwork carried out 14.02.2025 – 18.02.2025.

We’re eight weeks into the year and for many brands, the energy of New Year’s campaigns is starting to fade. January kicked off with a burst of health campaigns as brands launched fitness challenges. Self-improvement products flew off the shelves, and social feeds were flooded with half-price gym memberships.

But by February, the deals have disappeared, and the initial momentum has dried up. This serves as a timely reminder: a successful wellness brand strategy shouldn’t be saved for the beginning of the year. Looking after our physical and mental health isn’t a passing trend – it’s a long-term commitment and customers expect brand consistency.

A recent survey found that 78% of UK consumers plan to invest in new health and fitness products or memberships by late 2025. People are looking for sustainable lifestyle changes, not just a quick reset.

The key to building impactful, long-lasting initiatives is to think beyond short-term trends and embed these strategies into your brand DNA. Here is how to keep wellness at the heart of your brand all year round.

Keep the momentum going

Plan beyond a one-off initiative and create content that evolves with the seasons. Build a cultural calendar that speaks to your audience, covering everything from major events to awareness days like World Mental Health Day or Men’s Health Week.

Don’t forget to tap into pop culture. TV shows, films, and big events are perfect opportunities to create engaging campaigns about health and wellbeing.

The new Bridget Jones movie this month is a perfect opportunity to spark conversations about self-care and body positivity, while Superman’s release in June naturally ties into themes of empowerment and strength.

Another trend making waves is the 75 Soft challenge, which promotes balance through daily fitness, healthy eating, and mental wellness. You can tap into this by sharing realistic tips and inspiration for sustainable habits.

Leaning into these cultural moments keeps your content fresh, relevant, and part of the conversation.

Move beyond resolutions – create lasting impact

One of BIG’s clients leading the way in driving meaningful change is private healthcare provider Pall Mall.

With rising concerns over botched surgeries and deaths from cosmetic tourism, we launched a bold campaign to raise awareness and save lives.

This wasn’t just about education – it was a call to action. Pall Mall shared real stories, provided expert advice, and even staged a dramatic demonstration at Manchester Airport to highlight the dangers of unregulated surgery abroad.

We went further by issuing an open letter to the Government and launching a petition demanding regulatory changes.

The campaign ignited conversations about health and safety, positioning Pall Mall as a trusted voice and a brand driving real change in the industry.

This powerful work shows how to move beyond fleeting trends and create conversations that truly matter.

Collaboration is key

Partnering with fitness influencers, mental health advocates, or a celebrity ambassador can keep your campaign strong year-round.

On top of this, you can explore partnerships with like-minded brands to offer even more value and engage with your audience in a different way through in-person events.

Take Press Health Foods, for example. They recently joined forces with luxury Pilates studio KARVE in London to host a takeover that combined a fitness class, mood board workshop and goal setting with a mindset coach. It was a fun way for people to break a sweat and get inspired at the same time.

Every industry can get involved

You don’t have to sell health products to join the conversation. Brands across various industries are finding unique ways to tap into the growing focus on wellbeing. 

Take tech giant Apple. It promotes digital wellbeing by encouraging users to disconnect from their devices with features like “Screen Time” that help all of us attempt to manage our scrolling habits. 

In the fashion world, labels such as George at ASDA promote body positivity by offering a wide range of sizes and showcasing diverse body types in its advertising, making wellness about self-love and confidence. 

Meanwhile, food and drink retailers are meeting the growing demand for alcohol-free options –proving that Dry January isn’t just a one-month trend. In December 2024, Tesco reported a 15% increase in demand for alcohol-free beverages, with sales of low and no-alcohol beer up 20% from January. 

The key is finding an authentic connection between wellbeing and what your brand stands for.

Make wellness more than a moment

Self-care isn’t just a trend – it’s a movement. Brands that commit to supporting their audience’s long-term health and happiness build deeper trust, loyalty, and impact – ultimately helping the bottom line.

By thinking beyond quick campaigns, tapping into cultural moments, and creating real-world experiences, you can position your brand as a leader in this space.

So, what’s your next step? Now is the time to make health and wellbeing a core part of your brand – because lasting change happens with consistent action. Get in touch here.

Renewable projects are increasingly hitting the headlines for anti-campaigns stemming from community concerns.  With multiple developers consulting rural communities in parallel, community groups feeling overwhelmed and fatigued have united, and campaigns are becoming more sophisticated. Effective engagement on community benefit from renewable developments has never been more important. 

The Scottish Government has a live consultation to review the existing ‘Good Practice Principles’ for community benefits derived from onshore and offshore wind energy developments. The consultation seeks to gather diverse perspectives on how community benefits should be defined, distributed, and monitored.  

The feedback from this consultation will play a crucial role in shaping how community benefits are shared and how locals can maximise the socioeconomic benefits from wind energy projects across Scotland. This is more than a policy exercise; it’s a chance to create a framework that helps deliver a just transition. 

The recent Local Energy Scotland’s CARES Conference 2025 highlighted the critical role of communities in shaping renewable energy projects, with an emphasis on collaboration and mutual benefit. Building trust and understanding with local communities isn’t just about informing them, it’s about listening and involving them in every stage of the process. 

Communities offer unparalleled local knowledge, a nuanced understanding of regional dynamics, and a vested interest in the outcomes of developments. Their engagement aligns projects with local needs and values, fostering a sense of ownership and cooperation. By positioning communities at the heart of projects, the renewables industry has a better chance of establishing a collaborative environment where projects are not only accepted but championed by those closest.  

Throughout the CARES conference, one message was hammered home: ‘engagement is not a box-ticking exercise’. Having worked both inhouse at a wind developer and within wind policy at the Scottish Government, I’ve seen examples of developers getting it right, which helps projects get off the ground and instances where poor engagement means projects stall and grind to halt. 

Lessons learned include: 

Early Involvement: engaging communities from the start ensures that concerns and suggestions are integrated into the project design, giving the community a sense of ownership over the project.  
Continuous Engagement: maintaining constructive dialogue throughout the project lifecycle (i.e. from planning to end of operational life). When communities are involved and informed, they are more likely to support and accept developments.  
Transparency: open and honest communication about project goals, potential impacts, minimising impacts and investment into the community helps address concerns and demonstrates contributions are valued.  
Tailored Approaches: recognising that no two communities are alike, engagement strategies must be flexible and reflect local contexts and cultures.  

When communities are engaged from the outset, the benefits delivered are more likely to reflect their true priorities; be it investment in local infrastructure, job creation, education outreach, or environmental enhancements. This alignment not only enhances the project’s socioeconomic impact but also reinforces the community’s support and commitment. As a result, the benefits become a shared success, fuelling long-term growth and sustainability. A prime example of this in action was the successful community shared ownership agreement at Crossdykes Wind Farm. 

At a time of increasing social divides, the Scottish Government’s consultation is a call to action for thought leaders, policymakers, developers, and communities to come together and shape a future where renewable energy projects are a source of pride and progress. 

I left the CARES conference more determined than ever to be part of this positive change. The journey to net-zero is one we must all take together, and the time to act is now. 

The consultation is open, the questions are on the table, and the future is ours to shape, together. 

For more details on the consultation and to submit your response, visit the Scottish Government’s consultation page. 

It’s Christmas once again, and with it comes the familiar flood of holiday ads. The marketing industry loves to dissect, evaluate and celebrate the work that graces our screens. But what, exactly, makes a great Christmas ad?

When it comes to effectiveness, there’s a growing consensus: repetition works. Why invest in a new ad for one holiday season when it’s more impactful—and memorable—to rerun a campaign over several years?

Kantar’s recent chart of the “Top 15 Christmas Ads of 2024” reveals a telling trend. The four most popular ads are all repeats: iconic spots from brands like Cadbury, Coca-Cola (with two ads) and KFC.

What’s fascinating is that the next three slots are claimed by new ads from ongoing campaigns: Marks & Spencer food, Morrisons and Argos. It seems that new creative efforts tend to underperform in terms of short-term effectiveness

.

The takeaway? Don’t be too quick to retire successful, well-established campaigns.

Speaking of campaigns, it would be remiss of me not to mention BIG’s latest work for Loganair. This marks the fourth Christmas ad we’ve created for the airline, and 2024’s offering is our biggest yet—both in terms of budget, crew, location and storyline.

For Christmas ads, I believe you can go one of three routes: funny, emotional or just a little bit weird. This year, we’ve leaned firmly into the emotional territory. The story revolves around the heartwarming anticipation of reuniting with loved ones at the airport after a long time apart. That rush of excitement as you wait for someone to walk through the arrivals gate? It’s palpable. And it’s something Loganair can really own, especially given the contrast between the bustling atmosphere at larger airports like Heathrow and the intimate feel of places like Islay. With cameos from Loganair’s own staff, it all comes together in a powerful, moving way.

One crucial element in any great Christmas ad is the soundtrack. John Lewis has long been the master of this — think back to Lily Allen’s cover of Keane’s Somewhere Only We Know or Richard Ashcroft’s Sonnet this year. For Loganair, the CEO was keen to use a familiar track from Love Actually — specifically, the Prime Minister’s Love Theme. But upon listening, we quickly realised that the build-up of the song was too short to match our storyline. The emotional crescendo of the piece kicks in after just eight or nine seconds, but we needed thirty to forty seconds for our narrative to work. Thankfully, the licensing arrangement allowed us to recreate the music, giving us the freedom to extend the build-up and create something that felt right for the ad.

Lastly, my favourite Christmas ad* of 2024 has to be “Ray” for The Entertainer. This one lands firmly in the “weird” category—but in the best possible way. The ad taps into the universal truth that kids often lose interest in toys as quickly as they fall in love with them.  The song, It Must Have Been Love, is a well-known song from Roxette, but here it’s reimagined in a quirky, almost dystopian way and sung by English Indie artist, Baxter Jury. Ray, a fluffy toy, narrates and sings in a slightly jaded, bored tone. There’s humour, but what I noticed is the complete lack of traditional Christmas trappings — no trees, no snow, no decorations. This ad could easily run at any time of year, and yet, it somehow still feels perfect for Christmas. It’s great.

At BIG, we understand that great campaigns aren’t just for Christmas — they’re for all seasons. So, if you’re planning your next ad and want to create something that lasts, please get in touch.

*You can’t pick your own as your favourite, right?

In an era where consumers are bombarded with advertisements, influencers stand out as trusted voices that audiences genuinely listen to. The impact of influencer marketing is undeniable — according to Matter Communication, 69% of consumers trust influencer recommendations, demonstrating the growing importance of social media influencers for brands to connect with their audiences. But there’s more to this dynamic than meets the eye. While anyone can post on social media… building a strategic, authentic partnership with influencers requires an understanding of their value and investing in long-term relationships. 

“Trust is the new currency” – Understanding the value of influencers 

Influencers bring something that traditional advertising often lacks: trust. They’ve spent years cultivating authentic relationships with their followers, sharing personal insights, and creating relatable content. When they recommend a brand, their audience listens because they believe in the influencer’s honesty and expertise. 

This trust translates directly into consumer action. Influencers aren’t just amplifiers—they’re storytellers who can position your brand as a natural part of their lifestyle. Whether it’s demonstrating how a product fits seamlessly into their routine or creating aspirational content that sparks curiosity, influencers turn passive viewers into engaged potential customers. 

However, the true value of influencers goes beyond reach and trust. They provide a bridge between brands and niche audiences, helping you connect with groups that might otherwise be hard to reach. From fitness enthusiasts to tech-savvy gamers, influencers specialise in engaging communities that align perfectly with your target market. 

“It’s not just about posting” – Why strategy matters 

While influencer marketing might seem as simple as paying for a post, success depends on a thoughtful, well-executed strategy. It’s easy to make the mistake of diving in without considering the bigger picture. Selecting the right influencers, defining clear goals, and crafting a collaborative plan are essential steps for maximising impact. 

First, consider alignment. The most successful influencer campaigns are built on partnerships where both parties share similar values and goals. An influencer who genuinely believes in your brand will create content that feels natural and compelling, strengthening audience trust. Size doesn’t always matter when it comes to influencers, often a micro or nano influencer (with less than 10k/up to 100k following) will be a better representative and more authentic brand partner. 

Next, think about the story you want to tell. Influencers excel at turning brand messages into relatable, engaging narratives, but they need guidance. Providing them with a clear brief while allowing room for creativity ensures your brand’s message is delivered authentically. 

MuscleFood’s partnership with Levi Roots, promoting healthy Caribbean ready meals, is a great example of an authentic collaboration that resonated with customers and elevated the brand. In contrast, Marnie Simpson’s promotion of Skinny Caffe’s weight loss capsules, posted just before news of her pregnancy broke, led to backlash and damaged both her and the brand’s credibility. This highlights the importance of timing, transparency, and alignment in influencer marketing. 

Lastly, measure success thoughtfully. It’s not just about likes and comments but also about building awareness, generating conversations, and driving meaningful action. Influencer campaigns should be part of a broader marketing strategy, complementing other efforts like paid ads or organic content to create a cohesive brand story. 

“It’s who you know” – Building authentic relationships 

The heart of influencer marketing is relationships. A one-off post might create a spike in visibility, but the true power of influencers lies in long-term partnerships. When audiences see a consistent relationship between a brand and an influencer, it reinforces trust and creates a sense of authenticity that drives deeper engagement. 

Building these relationships takes time and effort. It’s not enough to approach influencers with a budget and a brief. Engage with their content, understand their voice and audience, and show genuine interest in their work. When influencers feel valued, they’re more likely to become passionate advocates for your brand. Influencers can offer insight into their most engaging content, as well as their optimal posting times in order to maximise impact. 

Relationships also go beyond campaigns. Staying connected with influencers, sharing relevant updates, and supporting their personal projects show that you’re invested in their success. Over time, these efforts foster loyalty, turning influencers into long-term partners who are as committed to your brand as you are. 

Why influencer marketing is worth it 

In a crowded digital world, influencers offer a way to cut through the noise and build real connections with audiences. Their ability to earn trust, spark engagement, and bring your brand story to life makes them invaluable partners in modern marketing. 

However, success doesn’t come from simply jumping in. It requires understanding the value influencers bring, crafting a thoughtful strategy, and committing to building authentic relationships. Anyone can post on social media, but the brands that thrive are those that prioritise trust, collaboration, and consistency. 

By investing in influencer marketing the right way, you’re not just gaining exposure—you’re building credibility, trust, and loyalty with your audience. That’s the true value of working with influencers, and it’s a value no brand should overlook.  

In today’s tech-driven world, there’s a lot of debate about whether technology is helping or hindering creativity. While some worry that digital tools and AI might strip creativity of its authenticity, the reality is quite the opposite. Technology isn’t just supporting creativity; it’s redefining it—offering new avenues for expression, boosting efficiency, and unlocking potential that was previously out of reach. When combined with human expertise, technology becomes a powerful ally.

Access to tools

In the past, creating digital content often required access to expensive equipment or specialist knowledge.

Modern design platforms make it easier to produce visually compelling graphics and designers can often do this quicker as the technology evolves. Similarly, most new phone cameras can rival professional-grade photography, especially when combined with editing apps. This is dependent on what the images are being used for, but still provides a great new way to capture high-quality images, particularly for social media.

While technology puts tools in the hands of more people, it’s our creative team’s expertise that really makes the difference. The tools are just one part of the equation – our team knows how to use them strategically to craft standout content that aligns with brand goals and connects with audiences in meaningful ways. So, while technology expands creativity, professional insight ensures that content goes beyond the basics and truly makes an impact.

These tools help our expert designers to do things that would not have been possible before and allow them to create new designs and inspiration.

The effect of AI

Artificial intelligence (AI) is often viewed with scepticism, especially in creative fields. The fear is that AI will replace human creativity with cold, mechanical processes. However, AI has proven to be an invaluable tool that supports, rather than replaces, human creativity.

AI tools like ChatGPT are helping creators work faster and smarter by automating repetitive tasks, freeing up time to focus on more complex, creative aspects. For example, AI can handle mundane tasks to allow artists and designers to concentrate on refining ideas and developing innovative concepts. When AI takes over basic tasks, this gives more time and thinking space to be creative and to work smarter. 

For written content, AI-driven tools can suggest alternative phrases or identify areas for improvement, giving more space to focus on storytelling, strategy, or creative nuances. Rather than removing the creative process, AI acts as a co-pilot, offering suggestions, improving efficiency, and enhancing output.

The human element is missing from AI, so in the right hands someone can add the right level of emotional intelligence to any suggestions. AI is very straight to the point and in communications this very rarely makes for a good piece of writing. The human element and nuance is what brings it to life. Plus, if every agency used AI, it would be full of repetition, imitation and no unique thinking would go into campaigns. That would make for sad, boring campaigns that capture no one’s attention.

BIG is full of experts across PR, digital, marketing, design, public affairs and beyond, and so AI can act to increase our efficiency, without taking away our need to be creative. Rather than diminishing originality and making people lazy, technology is amplifying it and finding new ways to experiment and innovate. As AI and digital tools continue to evolve, possibilities are only expanding, providing opportunities to push boundaries and redefine what it means to be creative in the modern world.

At BIG Partnership, we believe that the fusion of creativity and technology is essential for businesses looking to stand out in today’s fast-paced digital landscape. With great power(ful tools) comes great responsibility, which is why BIG is helping its teams to use AI in the right way.

Whether through innovative marketing campaigns, cutting-edge design, or data-driven storytelling, the future is brighter than ever—and technology, powered by creative and talented people who can bring a human aspect to it, is leading the charge.