Resilience and Growth: Alex Radford’s 2024 Reflections

As we kick off 2025, I wanted to share an interview I did with the New Zealand Herald earlier this year. It’s a reflection on the challenges and opportunities of 2024, the strides D3 has made as an agency, and the evolving role of independent media agencies in New Zealand.

From expanding D3’s footprint across the US, UK, and Australia to collaborating on transformative campaigns and embracing cutting-edge AI technology, it’s been a year of resilience, growth, and reflection. I also touch on what’s ahead for the industry, the lessons we’ve learned, and how we can work together to create a thriving media ecosystem.

Whether you’re curious about the future of independent agencies, the challenges facing local media, or want a snapshot of what we’ve been up to at D3; this interview offers a glimpse into my thoughts as we step boldly into the new year.

Enjoy the read!

What’s the one word to sum up your mood heading into 2025?

Resilient. There’s a balance between exhaustion and excitement as we approach 2025. It’s been a tough year in many ways, but when I reflect on D3, it’s been one of remarkable growth. We’ve expanded into the US, UK and Australia alongside our clients, grown our team, introduced a new data offering and seen our client’s businesses grow – even in tough economic times.

For IMANZ, the independent media sector is ending the year in its strongest position yet. More businesses are recognising the value of working with agencies unburdened by network structures, creating a real sense of pride and optimism.

The resilience I feel comes from the challenges we’ve faced, which have clarified our strengths and growth areas. It’s this combination of reflection and anticipation that makes 2025 feel full of possibility.

What was the best initiative/project/campaign in your own business in 2024 – and one you thought a rival did well?

Under the radar, one of the most impressive things we achieved was deploying cutting-edge technology for a client. Over a year-long project, we’ve automated almost every part of their media strategy using a customer data platform powered by AI, teaching algorithms to optimise targeting, offers, bidding and creatives. This led to a 60% increase in leads at 30% of the cost – a transformative step for both the client and us. And, importantly, freeing up more spend for local media partnerships!

More visibly, our collaboration with NZME and Milford stood out. It showed what’s possible when clients, media owners and agencies work seamlessly together. Seeing the team tackle challenges and celebrate wins reminded me why I love this industry.

As for a rival campaign, BNZ’s partnership with the Breakers has been fantastic. Steven Adams and the youth basketball focus tap into grassroots sports in a way that’s authentic and culturally relevant. Hats off to whoever made that happen – it’s a great example of meaningful collaboration.

How do you think 2025 will play out for New Zealand media, and what would be a game-changer for your company?

Globally, seismic shifts are coming. The US TikTok ban in January 2025 and the potential breakup of Google will send shockwaves through the media landscape, forcing a rethink of strategies.

Locally, it’s harder to predict, but the risk of fewer local media companies by this time next year is a real concern. Many are grappling with shrinking margins and rising competition from global players. Yet this challenge brings an opportunity: collaboration. If media owners, agencies and clients work together, we can create an ecosystem that not only survives but thrives.

From an IMANZ perspective, the proposed Omnicom acquisition of Interpublic merger should be raising major conflict concerns for their clients. With OMD, PHD, Hearts & Science, FCB, Initiative and UM under one umbrella, the need for independent agencies will become even clearer. Clients will turn to indies for agility, transparency and conflict-free solutions, redefining the landscape for our sector.

For D3 and the indie sector, the real game-changer would be a shift in mindset among local media owners. The competition isn’t with each other and instead of fighting over a shrinking pie, we need to bake a bigger one through alliances. Imagine shared data hubs, co-invested tech platforms and collaborative audience insights. These moves wouldn’t just benefit individual players – they could put New Zealand on the map for media innovation.

What’s one crucial lesson you learned in 2024, and what’s the biggest mistake media/marketing/PR/advertising professionals should avoid in 2025?

The biggest lesson this year? Many New Zealand businesses are far behind in collecting, organising and using customer data. It’s not glamorous, but it’s critical. Global platforms thrive on data; if you’re not feeding their algorithms, you’re overpaying for underperformance. Businesses need to fix this quickly to stay competitive.

The biggest mistake? Assuming the rest of New Zealand is just like Auckland. Every year, I visit New Plymouth, and it’s a stark reminder of how different regional and rural communities are. Too often, ads either talk down to these audiences or ignore them altogether. Campaigns that truly connect with these communities through authentic storytelling are not just inclusive – they’re effective.

What are your plans for the summer break?

I couldn’t be more excited. Christmas will be on Waiheke with the family, which is extra special as my sister is visiting from India. After that, we’re ringing in the New Year in Russell, followed by a week in New Plymouth with the in-laws. Spending time with family and friends, enjoying good food and wine and stepping away from work helps me recharge. After an exhausting year, I’m looking forward to returning refreshed and ready for what promises to be a big 2025.

Thank you to the NZ Herald for the Interview. Read the original here: Five for 2025