The Empathetic and Adaptable New Business Approach

Chris Kiser is the head of new business at No.8, the London-based creative post studio known for its work across audio, colour, and VFX.

Originally from Dallas, Chris has built a career that’s taken him across the US and Europe, developing a reputation for connecting creative talent with standout opportunities. Now at No.8, he’s focused on expanding the studio’s reach and helping shape its next chapter of growth - bringing his collaborative spirit and love for innovative storytelling along for the ride.

LBB> What was your first sale or new business win?

Chris> The first memorable win in a new business role was for a series of GEICO ads with The Martin Agency.

It was a decent-sized project, and we beat out some of the bigger VFX shops for what turned out to be a fun and memorable campaign. I remember seeing it as an opportunity to prove ourselves and make a lasting impression.

There was pressure to deliver what we promised, and in doing so, it set us up for future opportunities with one of the top US advertisers, who consistently produced fun, creative work and led to a lasting and fruitful partnership.

LBB> What was the best piece of advice you got early on?

Chris> To just be yourself.

LBB> And the worst?

Chris> To say yes to everything.

LBB> How has the business of ‘selling’ in the creative industry changed since you started?

Chris> The biggest thing I’ve noticed is an increase in competition and options for clients on both a local and global level. Remote workflows have resulted in clients no longer being tied to local suppliers.

This means the number of opportunities within a given market is reduced, but it also opens up the ability to offer your services to a wider range of clients globally.

LBB> Can anyone be taught to sell or do new business, or do you think it suits a certain kind of personality?

Chris> Everyone has the ability to sell. There’s no one way to go about it. For every style of representing yourself, your company, or the creative services you offer, there’s a client or partner who is interested in working with you.

It's less likely that the loudest voice or most aggressive personality will make the best impression - often, a more subtle or personable approach, showing interest or a legitimate understanding and technical know-how, makes a bigger impact.

LBB> What are your thoughts about the process of pitching that the industry largely runs on?

Chris> There will always be a place for pitching, but it needs to be fair and legitimate in order to be a true test of who the best partner is for a given assignment.

The ask and expectation should be relative to the value of the opportunity, along with a transparent and even playing field. The relatively new pitch fee requirements in Germany, based on tiered budget parameters, are a great start to keeping everyone honest and giving structure to the costs (and reward) for a pitch.

The quality of the pitch and the resulting production are going to be much better when all parties are aligned and given the proper time, communication, and trust to bring creative ideas to life.

I think refusing to engage in a pitch is extreme, but it’s appropriate not to provide budgets or creative ideas without having a proper creative conversation - to gauge the chemistry and understand the expectations – rather than simply being given a script and asked to deliver an estimate.

LBB> How do you go about tailoring your selling approach according to the kind of person or business you’re approaching?

Chris> It’s all about understanding the person or business you are approaching and positioning yourself to help in whatever way is most suitable.

We know what we have to offer and can assume how best to support a client’s needs, but you don’t know what they’re looking for in a partner until you ask questions and get to know their process.

You want to make an impression in the right way so that you’re top of mind when they face a particular challenge and remember that you have a specialty or unique artist that perfectly fits the brief or workstream.

LBB> New business and sales can often mean hearing ‘no’ a lot and quite a bit of rejection - how do you keep motivated?

Chris> I keep motivated by soaking up the energy from my team. When you have a strong creative offering and represent a talented, passionate group of experts in their field, it gives you the confidence to keep going.

LBB> The advertising and marketing industry often blurs the line between personal and professional friendships and relationships… does this make selling easier or more difficult and delicate?

Chris> Friendships naturally evolve from consistent connection and genuine interest in each other. Not every client relationship needs to go beyond a professional level, but when you work in a creative industry - often with high stakes and stress - it’s helpful to collaborate with people you trust and enjoy working with.

LBB> In your view, what’s the key to closing a deal?

Chris> Ensuring you have a clear understanding of the brief or challenge and making sure your proposal is on target - both creatively and financially.

LBB> How important is cultural understanding when it comes to selling internationally?

Chris> It’s important to know the nuances of different cultures and markets that are different from your own.

I’ve had the fortune of working in different parts of the US and Europe and collaborating with clients across all time zones. It’s easy to look at creative work and assume it’s all produced the same way, but communication, expectations, and collaboration styles can vary widely.

You have to be empathetic and adaptable in order to deliver the project and establish a relationship for future assignments.

LBB> How is technology and new platforms changing sales and new business?

Chris> There are more tools and methods for reaching clients and showcasing your work than ever before. Even the modes of communication have evolved in the last couple of decades.

Nothing beats meeting in person or speaking directly - it gives you a chance to get to know each other and discuss how you can best work together.

Internal alignment and strategy are still key, but it’s nice to have the ability to meet new people and share experiences again after a period of relying solely on email and virtual touchpoints.

LBB> What’s your view on training and skills development when it comes to selling and new business?

Chris> The best way to learn about selling and new business is to learn from those around you. They can be colleagues, mentors, or other people you come across on your journey. There’s no standard approach to it, so you have to find your own style and collect skills from people you admire and respect.

Building confidence takes time, but showing interest and asking questions will unlock new perspectives and help you gain experience faster than any formal training or textbook methods.

LBB> What’s your advice for anyone who hasn’t come up as a salesperson but is now expected to sell or win new business as part of their role?

Chris> Don’t think about it as selling - simply focus on the knowledge you have about the work you’re doing and be yourself. People respond well to someone who is passionate about what they do and show a genuine interest in connecting with new people.