The Grove Media on agility, sustainability and the power of independence
by Alina Pruteanu, Digital Development Director, The Grove Media
New Digital Age Editor-in-Chief Justin Pearse sat down with Alina Pruteanu, Digital Development Director at The Grove Media, to talk about the agency’s approach to growth, client service, talent and why independent agencies are finding themselves in the spotlight.
You have been around for a long time as an independent agency. What is The Grove Media’s key focus in terms of clients and sectors?
Definitely we have a long history, and that sustainability has been key to our growth. We serve a wide range of clients, with budgets from under £1 million up to more than £5 million. We have a strong presence across entertainment, home improvement, education, ecommerce and healthcare, but we are not confined to any one sector.
Our structure allows us to be very agile. Every person has their own area of expertise, but they are also highly proficient in the wider aspects of media planning and buying.
This means we are never siloed, which helps us learn from each other and ultimately serve clients better. One of our strongest points is that we are very down to earth. We roll our sleeves up, work side by side with clients, and no problem is ever too small or too big to solve.
What areas of media are you strongest in today?
We buy across all channels, but our growth is predominantly in digital and cross-border campaigns. Media has evolved so much. Out-of-home is now digital, television goes beyond linear, and digital itself extends far beyond PPC. It is about partnerships, measurement, multi-touch attribution and CRM integration.
That is where we are investing. It is all about finding the right audiences based on user behaviour, and digital gives us the ability to do that more effectively.
How do you see technology changing the competitive landscape for indies?
It has completely levelled the playing field. Ten years ago we could not have imagined sitting on the same platforms as the networks.
Now suppliers are far more proactive. Many have built teams dedicated to working with independents because they see growth opportunities outside the networks.
We now have access to the same tools and platforms as the largest agencies. The difference is that we are not tied to one solution. We are platform agnostic and can make recommendations purely based on what is right for the client’s business. That freedom is invaluable.
What about staff? Is attracting talent a challenge compared to the networks?
In our experience, people choose indies for very different reasons. Networks may attract talent through fame, scale and big brands, but we attract people because of culture, opportunity to grow and the care we show our staff.
We have people who have been with us for decades. They value the chance to develop across multiple specialisms.
Someone who starts as a search expert will also learn TV, out-of-home and wider planning skills. That creates well-rounded professionals. It is a big draw for talent coming from networks, where they can feel boxed into narrow roles.
We are hearing more about clients putting together indie-only pitch lists. Are you seeing this trend?
Yes, definitely. Clients increasingly recognise that indies are able to deliver on briefs that are more complex than a simple campaign or channel plan. They want solutions that connect to wider business challenges, and indies are agile enough to provide them.
Culture and values also play a role. Many clients want agencies aligned with their sustainability goals.
For example, B Corp certification is far more common among independents than networks. Clients are scrutinising suppliers closely, and sustainability credentials can be a deciding factor.
How do you address the challenge of scale when competing with networks for global accounts?
We are realistic about what we can and cannot deliver. If we do not feel we can serve a business effectively, we will not pitch for it. But we are also part of wider international networks, built on shared values and common purpose. Through these partnerships we can expand into new markets and work on multi-market clients.
Growth for us is about sustainability, not chasing numbers. Sometimes that means saying no. Protecting our reputation is more important than overstretching.
What part does collaboration between indies play, particularly through the Alliance of Media Independents?
It is incredibly important. Being part of the Alliance enables us to share knowledge, resources and even gain competitive advantages.
Suppliers that might not have prioritised indies in the past are now giving us more access to betas, tools and support. It is not about trading deals, but about ensuring indies have equal footing when it comes to innovation.
This interview appeared in New Digital Age link below.
