On this week's episode of OWN IT, we’re talking to Natalie Graeme and Lucy Jameson of Uncommon London. Both spent a number of years at a handful of incredible agencies before joining forces on the management team at Grey. From there they envisioned starting their own shop and in 2017 they did.
They’ve always been known for great work, but 2023 turned out to be “The” year for Uncommon. The agency won work from Nike Jordan, Pinterest and Beats and in March was named A-List International Agency of the Year by AdAge. In the summer, they sold a majority stake in the firm to Havas.
We can all learn a lot from Natalie and Lucy, so let’s get to it. Here’s my conversation with Natalie Graeme and Lucy Jameson from Uncommon.
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The chemistry and complementary skills of a founding team are crucial for a startup's success. A diverse set of skills and perspectives among founders allows them to cover more ground, approach challenges from different angles, and create multiple entry points for clients and talent. This diversity provides a significant advantage over homogeneous teams.
From the outset, Uncommon London had a clear vision for growth and global reach, recognizing that to solve "big, exciting briefs" and take on significant challenges, an agency needs scale. Having prior senior roles in global organizations gave them a perspective on what "big looked like" and the necessity of being globally minded from the beginning, especially given the smaller size of the UK domestic market. This ambition guided their growth and strategic decisions.
The founders consciously chose not to create a typical advertising agency, wanting to avoid being a "product of purely where we'd been." They dedicated a year to exploring various creative industries and business models, which allowed them to view problems not just through an advertising lens but more broadly. This approach positioned them to address larger brand challenges and fostered relationships with C-suite clients, contributing to their global success and ability to attract diverse talent.
Even when selling a majority stake, it is possible and crucial to negotiate to retain control over critical aspects of the business. Uncommon London prioritized maintaining autonomy over hiring, firing, and compensation decisions, as well as the ability to choose which clients to work with. This ensures the agency can uphold its values, continue to foster a desired culture, and partner with clients who share similar principles, thereby protecting the essence of what made them successful.
Aspiring female agency owners should embrace their authentic selves and not conform to conventional leadership archetypes often dominated by extroverted men. The speaker notes that she didn't fit the perceived mold of an agency leader but eventually succeeded by doing things her own way. This encourages others to trust their instincts, create the industry they want to be in, and recognize that diverse leadership styles are valuable and necessary for progress.
