We Are Amnet’s David Pritchard Helps Clients Do More with Less

David Pritchard, We Are Amnet’s managing director, EMEA, has seen a lot of change over the 20 years he’s been in the industry. While the need for highly creative and impeccably executed ideas has remained much the same, the tools available to do so have not. The same goes for where those ideas live of course as the omnichannel explosion now asks more from brands, and therefore their production partners, than ever before. 

With expertise traversing operations, business development, and recruitment - both client and agency-side - David is very well-versed in the challenges facing everyone in the production space, noting that they often overlap while requiring an individualised approach. 

Passionate about We Are Amnet’s USP, Smartshoring, David strongly believes that it holds the key to so many of the issues facing production today as it allows companies to tap into a rich talent pool on a 24/7 basis. Today, David sat down with LBB to tell us about his new role within the company, discuss the factors that are influencing creative production, and tell us why We Are Amnet’s staff are the company’s most valuable asset. 

LBB> Tell us a little bit about yourself - how did you start on the career path you’re on right now? Was this always the plan?

David> When I graduated from what is now known as the University For Creative Arts (Farnham) in 1997, I had aspirations of being a designer. However, I quickly found out that my skills were best placed elsewhere – not behind the Mac. I had always planned for my career to be in the creative production space in some shape or form, but it is an industry that continuously evolves and has many turns that shape your career. I have been grateful for the opportunities that I have been presented with that have led to a role that I am proud to hold, and with people I am proud to work with. 

LBB> You’ve worked on both the client and agency side - how does this dual oversight of the industry help with what you do today?

David> Undoubtedly experience on both sides gives you a greater perspective and knowledge of the creative production ecosystem, and the touchpoints one needs to consider. Whilst as an industry we have common challenges, each side has different barriers they need to overcome. Some may be far more process driven than others, have differing compliance requirements, a variance in expectations – the list could go on for a while. Certainly, there is an interesting array of characters who all have differing experiences and one needs to find the right balance to drive success. Experience on both sides allows you to address the balance.

LBB> Thinking about your decades-long experience with clients, how have their needs changed? And which factors played the biggest role?

David> This is a great question. Their need for high quality has not changed, however what has changed is the components to achieve quality. The pressure to create more content has intensified however with more restrictive budgets. A digital focus has resulted in an increase of output channels, all that offer speed to market and the ability to engage with a larger target audience on a global basis. Turnaround times are hence ever more pressured.

The use of offshore providers on a global basis has certainly increased as businesses look for low cost and scalable staffing solutions, and more expansive skill sets to bolster their existing offering. Needless to say, 24/7 shift patterns provide the ability to meet more aggressive timeline pressures. Many organisations are opening their own offshore facilities to create low cost-centres of excellence for greater commercial agility. It has become increasingly hard to find ‘A class’ talent onshore which has led to an increase in the use of the offshore model.

The creative production process used to be so much less complex than where we are today – we have more technology and output channels to consider. This naturally has led to the need for more expansive skill sets and the use of many more multiple partners. The challenge many have is finding the balance to find a place for all parties (agency, in-house, and offshore) and consolidating supplier rosters, whilst meeting global demand.

LBB> You’ve been with We Are Amnet for six years - how have you seen the company evolve in that time?

David> It has been an interesting journey for sure. From being a production team that offered traditional output channels, we have now grown into an omnichannel offering but with a distinct shift toward digital. The calibre of both the agencies and brands we work with has certainly grown in stature, although I am still happy to say that our first customers still remain with us. As we have become more international as a business so has our focus and approach. This has allowed us to develop skills internally but also attract ‘A-class’ talent from within the industry. Technology has evolved at pace which comes as no surprise given automation largely answers the content at scale challenge – and commercial viability.

We have been privileged to have a senior leadership team that breathes energy into the business and continues to inspire all levels. As a business we live and breathe our principles every day and I firmly believe that this attracts clients and drives us internally.

LBB> Today you’re the managing director EMEA - what does your role entail? What does the day to day look like?

David> It has been an adjustment to previous roles where I was far more operational and involved in the projects themselves. Everything I do is with a keen eye on the health of the business – human resources, finance, key client relationship build, partnerships and strategic growth. I have had to pass a lot more responsibility onto others as we continue to grow as a business. This is a good thing as we grow individuals to take us into the next era. My focus is on the collective rather than the individual.

LBB> ‘Smartshoring’ is We Are Amnet’s USP. Can you tell us a little bit about what it means and how it compares to offshoring?

David> It is an evolution of traditional offshoring and is more collaborative in line with the way in which the world has shifted. In short, Smartshoring is the most effective use of the best talent wherever they may be. We blend our offshore studios with in-country client services teams to support brands and agencies as they reshape their marketing models to keep up with demand. We believe that in today’s global economy Smartshoring has become essential for brands and agencies alike to stay competitive, increase sales, uplift profits and accelerate growth.

Outside of the sales pitch and from a more emotive point of view, I do believe the approach provides more confidence, trust, heightens relationships, enhances communication, and mitigates risk. Sorry I realise that just sounded like another sales pitch – but seriously it promotes partnership and our purpose, which is to make work easier for our customers.

LBB> What are some of your favourite client success stories, and why?

David> There have been a fair few however the ones that stick in my brain are those where we have accelerated both growth and profit - and become part of their future. We have certainly done this with a couple of agencies, who I can’t mention by name, that are now working on significantly larger projects than in previous years because they simply didn’t have the scale to compete with more established agencies. They are now considered ‘established’ and it has changed the scope for the future.

LBB> What factors are influencing creative production at this moment? What do you think clients need to be particularly aware of? 

David> We are now in a new way of working whether we like it or not – we are hybrid. We saw change when decoupling took a grip, however post pandemic we face a new set of changes.

Cost has once again become a key focus, as opposed to a hygiene factor, and we are being expected to create higher volumes with additional cost constraints. There is so much talent offshore and this will be the highest area of investment for this year for sure. More and more low-cost production hubs in more and more countries supporting local territories are available – all making their own investments in education, technology, and future state. The hunger to succeed is undeniable.

There has also been a greater investment for in-house studios who are wanting to retain control of content. Utilising agencies for Tier 1 (the big shiny ideas) work remains vital, however brand guardianship and the execution falls on the in-house studio, and the production of content at scale with the offshore partners. We must be aware however that offshore providers are now able to produce more Tier 2 type projects. As such it is the balance that needs to be sorted but this can only be addressed once drivers have been identified. Once these have been identified then the options and benefits will become apparent.

Staff remain the most important asset we have as a business. There is inevitably going to be change with new ways of working and increasing automation coming into play. It is important that we get our staff on board with the new ways of working and give them a future vision and career path – retainership is key as are relationships, internally and externally. The key trick to producing large amounts of content is ensuring the brief, the creative and production strategy all work in tandem.

LBB> What’s your vision for the future of We Are Amnet?

David> To be the owner, leader and breather of Smartshoring.