Utilising Data as an Exploratory Guide - Not a Controlling Dictator
Back in June, Iris announced the appointment of Andrew Silver as managing director of its Boston office, as all the lead for its CRM, data and technology practices across the Americas region. Andrew spent 13 years as a managing director at Huge prior to joining Iris, which is part of the Cheil network.
In this dual role, Andrew sees his primary focus as one of delivering effective work for Iris' clients. As MD of Boston, it is one of stewardship of a team, but, he says, "more importantly it’s about bringing the best out of our amazing talent: subject matter experts across CRM, marketing, data science, analytics, and technology."
Keen to pick his brains on all facets of data – and to find out how those viewpoints are informing his approach to this dual role at Iris – LBB's Addison Capper chatted with Andrew.
LBB> What are your big ambitions and plans for Iris' Boston office?
Andrew> Ultimately, I’m thinking beyond the Boston office specifically and about Iris’ offering across the Americas. Iris has over 20 years of driving ‘participation’ between brands and customers. My ambition is to push that further to ensure that at Iris, when creativity meets data-driven insights, we deliver tangible business results. Our culture is about connecting the right-brain big ideas with the left-brain rationale to bring those ideas to life, to understand how they perform and to optimise them for greater effectiveness.
LBB> How do you feel about your role as an office MD but also CRM, data, and tech lead for all of the Americas? How will you balance those roles?
Andrew> My primary focus is on delivering effective work for Iris’ clients — work that will drive client results and Iris’ growth. My role as MD of Boston is one of stewardship of a team, but more importantly it’s about bringing the best out of our amazing talent: subject matter experts across CRM, marketing, data science, analytics, and technology. My favourite thing to do is to create an environment that is free of blockers and enables our teams to do the best work possible. By fostering cross-functional teams and encouraging constant collaboration, we make that happen.
LBB> What’s the number one question that clients are coming to you with when it comes to how they can better use data to enhance the creativity of their content and experiences?
Andrew> The most common question I get is, ‘How can we optimise?’. Whether that’s optimising the effectiveness of clients’ creative, or the process around producing it, or the technology investments they’ve made to execute it. Clients are increasingly aware of the power of data, but they're also — rightly — cost conscious. We can use data to maximise creativity and creative effectiveness — data is not about replacing creative intuition or limiting creativity, but about informing and elevating it. When used correctly, data can unlock new insights that lead to more compelling and relevant creative work.
LBB> How can you make sure that data is elevating creative rather than forming a wind tunnel effect and knocking all the interesting or unique edges off that make something distinctive?
Andrew> Data should serve as an exploratory guide, not a controlling dictator. Data can also be contradictory, so the key is to use it to identify opportunities and insights that can inspire creativity, put those insights into practice, to test them in various environments, markets, or channels, and then to learn from the results. We ask our teams to approach data in the same way we approach creative: maintain a balance between confidence and curiosity. This ensures that while data informs the creative process, it doesn’t override the human element that makes creative work distinctive.
LBB> Can you share with us any examples of projects you’ve worked on where the data really helped boost the creative output in a really exciting way?
Andrew> At Iris, data drives everything we do. We use data not just to inform strategy but to identify specific moments along the customer journey where creative can have the greatest impact. A prime example of this is our work with IKEA. By analysing the customer journey, we identified key moments where creative could inspire and drive action, and one of the most significant opportunities we found was with new movers.
By focusing on this segment, IKEA was able to craft highly targeted and impactful creative that resonated with movers during a critical life transition. This data-driven approach allowed IKEA to connect with their audience in a meaningful way, ultimately driving business results. It’s a clear demonstration of how data, when paired with strong creative, can lead to powerful outcomes.
LBB> More brands are working to create their own first-party data practice - how can a brand figure out whether that’s something that is relevant or important for their business?
Andrew> First-party data is essential for brands looking to deliver personalised experiences that resonate with their customers. Brands should evaluate the data they currently have and explore how it can be used to deepen customer understanding and engagement. For brands with a large, active customer base, first-party data is particularly valuable for fostering loyalty and tailoring marketing efforts. However, it’s important to weigh the resources needed to build and sustain a strong data practice. The key is to determine if first-party data can drive measurable results that align with the brand’s goals.
LBB> What are your thoughts on the intrinsic link between data and technology within advertising?
Andrew> Data and technology are inseparable in today's advertising landscape. Technology enables the collection, analysis, and application of data at scale, while data provides the insights that fuel more targeted and effective advertising strategies. This is why it’s critical to have data and technology practices that work cohesively to deliver results for clients. Too often we see broken processes when multiple partners are involved at different moments in the marketing pipeline. By keeping data and technology in lockstep, we can create a feedback loop where data informs technology-driven solutions, which in turn generates more data for continuous optimisation. This allows us to create more personalised and impactful marketing that drives real business results.
LBB> We talk about data driving creativity, but what are your thoughts on approaching the use of data in a creative way?
Andrew> In a conversation with Eduardo Maruri, our global creative chair, we discussed that not only could data drive creativity, but data can also be the creative idea. Our world is so data-driven that data-visualisation itself can be the heart of a campaign or creative experience. Creativity in data use is about pushing the boundaries of what's possible, finding new stories within the numbers (or finding that numbers are the story), and using those to create more engaging and effective campaigns.
LBB> "Lies, damned lies, and statistics" - how can brands and creatives make sure that they’re really seeing what they think they’re seeing (or want to see) in the data, or that they’re not misusing data?
Andrew> It's critical to approach data with both a critical eye and a sense of responsibility. Brands and creatives need to be aware of the potential biases and limitations within their data sets. This means questioning the source of the data, the methodology used to collect it, and how it's being interpreted. It's also important to triangulate data points, looking for consistency across different data sources to ensure that the insights are reliable. Misuse of data often stems from a desire to fit the data to a preconceived narrative, so maintaining objectivity is essential to avoid falling into that trap.
LBB> What are your thoughts about trust in data - to what extent is uncertainty and a lack of trust in data (or data sources) an issue and what are your thoughts on that?
Andrew> Trust in data is crucial, but it’s also important to recognise that no data set is perfect. That’s why having a trusted team or partner to work with and develop insights around your data is critical. To build that trust, it’s essential to be transparent about where the data comes from, how it’s collected, and what its limitations are. In a world where data is increasingly driving decisions, maintaining trust is key to making informed and effective choices.
LBB> With so many different regulatory systems in different markets regarding data and privacy around the world – as well as different cultural views about privacy – what’s the key to creating a joined-up data strategy at a global level that’s also adaptable to local nuances?
Andrew> The key to a successful global data strategy lies in flexibility and localisation. While it's important to have a unified approach at a global level, it’s equally important to adapt this approach to fit the regulatory and cultural context of each market. This means being aware of and compliant with local regulations, but also understanding the local attitudes towards data privacy.
LBB> What does a responsible data practice look like?
Andrew> A responsible data practice is one that prioritises transparency, consent, and the ethical use of data. For brands, this means being clear with customers about what data is being collected, how it will be used, and ensuring that their consent is obtained and respected — and that, in return, brands are delivering value to their customers from their data.
LBB> In your view, what’s the biggest misconception people have around the use of data in marketing?
Andrew> One of the biggest misconceptions is that data is used cynically to manipulate consumers rather than to create genuine value. It's crucial for brands to demonstrate that data, when used responsibly, can lead to meaningful innovation and customer-centric solutions. By leveraging data to uncover new opportunities and provide insights, brands can show that their use of data is about building trust, enhancing experiences, and delivering real value.
LBB> In terms of live issues in the field, what are the debates or developments that we should be paying attention to right now?
Andrew>The dominant buzz everywhere is the rise of AI and machine learning in data analysis. AI is unlocking possibilities for the acceleration of value-driving personalisation. As it continues to advance, it’s enabling brands to deliver more relevant, tailored experiences that resonate with consumers on a deeper level. At Iris, AI touches every component of our delivery model with optimisation seamlessly built into our process. Our curated toolbox includes both proprietary tools and off-the-shelf solutions, ensuring we can continue to optimise our work for our clients — from insights to content creation to execution. AI is not just a tool for efficiency; it’s a gateway to more meaningful, impactful customer relationships.
