On a mission to transform the world of finance for the better

DE&I Report; a communications conundrum

AI & Ethics: Revolutionising marketing without compromising ethical principles 

Launching a new sector leader

30 Series - 30 Events: 30 Years

Teamspirit hits the Big Apple!

Grabbing attention for the nation’s pensions

The New Adviser

Sustainability in action

Helping our audience get an AER full

How marketers can profit from slowing down the ‘cycle of more’

Is generative AI creating a race & ethnicity representation crisis in comms? 

I have told several of my friends and family that we’re launching Unity Works, a DE&I communications specialist proposition this month. I have been met - by and large - with a good giggle. 

I understand! It is not the natural year of diversity, equity, and inclusion. Political headwinds are blowing against ‘woke’ cultural movements, major US companies - including Google, JP Morgan Chase, Citigroup, and BlackRock [1] - are scaling back their DE&I policies and targets, and economic stagnation combined with tariff chaos means business leaders have other things to worry about. Perhaps it is a moment of madness. 

But I think there's a method in it too. 

There are three main issues facing businesses when it comes to marketing inclusion, and they’re not going anywhere. 

Firstly, __consumer spending power continues to follow authentic inclusive campaigns__. No cultural vibe shifts can mask the realities of an ever-more diverse population, and that diverse population wants to spend its money on brands doing things well. Adverts featuring black people perform better[2], 50% of people are more likely to recommend a product or service if their advertisements are diverse and representative[3], and 71% of LGBTQ consumers are more likely to interact with an online ad that authentically represents their sexual orientation[4]. With marketing budgets contracting, performance and ROI is everything; authentic inclusive campaigns are a financial must-have. 

Secondly, __regulatory and legislative pressure is bedding in, not backing off__. At a sector level, the FCA’s DE&I in FS consultation paper is crystal clear: “diversity and inclusion are regulatory concerns”[5]. Even with no new DE&I rules and regs[6], the FCA still plans to support industry initiatives which boost diversity. Concurrently, the Financial Reporting Council’s revisions to the Corporate Governance Code - which came into play this January - place additional pressure on Boards in particular, requiring a diversity of personal attributes, inclusive culture, and diverse executive pipeline for good corporate governance[7]. 

And at a broader policy level, last Autumn, the Labour Government announced a draft Equality (Race and Disability) Bill[8] confirming their intention to introduce a mandatory requirement for employers of 250+ employees to publish their disability and ethnicity pay gaps. While there’s no set date, it is likely the mandate for firms to have this data collected will hit within the next year - and this brings a whole host of challenges to communicate the findings well. 

Thirdly and lastly, all of those concerns about productivity, growth, and the bottom line are all well and good, but the UK is 80% service-led… and those services are driven by people. The __UK is heavily dependent on an engaged, happy, productive workforce__. Our recent research revealed that 71% of C-suites and HR Directors in the UK believe DE&I is going to be more important to prospective employees in the next couple of years. Businesses that fail to talk about diversity properly will fall behind in the recruitment race - and those that can run engaging, authentic, cool campaigns will be top of the list for young talent.

So with these three pressures, AND a more complex societal conversation, it actually feels like businesses are crying out for expertise more than ever before. 

That’s why we’re launching Unity Works, and why we’re launching it now. We can use our truly second-to-none specialist skills, across strategy, PR and research, social and search, digital development, content, and creative to solve client communications challenges which link to diversity, equity, and inclusion. We can do it as consultants, balancing business needs with communications excellence. And we can do it with passion, energy, and authenticity - we love inclusive comms, and we’re here to help you love it too. 

To find out more about Unity Works, check our our webpage [here](https://www.teamspirit.co.uk/insights/unity-works) or email [unityworks@teamspirit.co.uk](mailto:unityworks@teamspirit.co.uk)

## Sources:

1. [https://www.forbes.com/sites/conormurray/2025/03/01/state-street-drops-corporate-board-diversity-requirement-here-are-all-the-companies-cutting-dei-programs/](https://www.forbes.com/sites/conormurray/2025/03/01/state-street-drops-corporate-board-diversity-requirement-here-are-all-the-companies-cutting-dei-programs/)
2. [https://www.campaignlive.co.uk/article/big-uplift-performance-when-black-people-themselves-represented-ads/1730746](https://www.campaignlive.co.uk/article/big-uplift-performance-when-black-people-themselves-represented-ads/1730746)
3. [https://www.statista.com/statistics/1331225/customer-attitude-diversity-inclusion-in-advertising-us-uk/](https://www.statista.com/statistics/1331225/customer-attitude-diversity-inclusion-in-advertising-us-uk/)
4. [https://www.thinkwithgoogle.com/future-of-marketing/management-and-culture/diversity-and-inclusion/inclusive-marketing-consumer-data/](https://www.thinkwithgoogle.com/future-of-marketing/management-and-culture/diversity-and-inclusion/inclusive-marketing-consumer-data/)
5. CP23/20: Diversity and inclusion in the financial sector – working together to drive change - Foreword p3 
6. [https://www.theguardian.com/business/2025/mar/12/bank-of-england-decides-against-new-rules-on-improving-diversity-and-inclusion](https://www.theguardian.com/business/2025/mar/12/bank-of-england-decides-against-new-rules-on-improving-diversity-and-inclusion)
7. [https://sustainability.slaughterandmay.com/post/102j73g/the-uk-corporate-governance-code-2024-changes-from-a-sustainability-and-di-pers](https://sustainability.slaughterandmay.com/post/102j73g/the-uk-corporate-governance-code-2024-changes-from-a-sustainability-and-di-pers)
8. [https://www.gov.uk/government/news/office-for-equality-and-opportunity-to-break-down-barriers-to-opportunity](https://www.gov.uk/government/news/office-for-equality-and-opportunity-to-break-down-barriers-to-opportunity)

A moment of madness?

The 2025 edition of our [For The Better award](https://www.teamspirit.co.uk/for-the-better) is open for nominations. And to help celebrate our 30th birthday this year, we’ve increased the For The Better prize fund to a very tidy £20,000 worth of marketing expertise!

For The Better is our annual award where we give our services, free of charge, to a purpose-led, not-for-profit organisation that’s transforming financial services for the better. You can [nominate](https://www.teamspirit.co.uk/for-the-better) an organisation you work for or just simply admire (although get their permission first!).

All nominations are put before our panel of expert judges (more on them at a later date). They choose a winner and then we get to work. Providing pro bono services across a range of marketing disciplines, from strategy and creative to PR, web design and social media.  You can see what we got up to for previous years’ winners [here](https://www.teamspirit.co.uk/work/vestpod)

__…and better than ever.__

Along with our biggest prize fund yet, we’re also giving more not-for-profit organisations a better chance of winning. We’re opening up the award to any not-for-profit that’s breaking down barriers in finance. Be that boosting inclusion, promoting financial education or driving innovation. Anything that’s helping people think and feel differently about money.

So get nominating! The deadline for entries is Friday 20th June. For more information, visit our [For The Better page](https://www.teamspirit.co.uk/for-the-better). And, in the meantime, good luck!


For The Better: Now bigger…

Could there be a more perfect setting to host this year’s Innovate Finance Global Summit than the historic and stunning Guildhall, where hundreds of fintech businesses, financiers, marketers and more gathered?  

In a nutshell the message was ‘The future of fintech is the future of finance’.

Janine Hirt, (CEO, Innovate Finance), called for the UK to be given fresh regulatory and governmental support, enabling us to become the world's fintech leader and placing digital finance at the heart of our economic strategy. The size of the opportunity? A £328bn contribution to the UK economy. Innovate Finance’s Stablecoin report (no, not crypto) outlines the opportunity for the UK to stay ahead of this curve and become the global stablecoin issuer by 2026. 

With the future of London’s Stock Exchange critical to the UK’s success story, the launch of The Private Intermittent Securities and Capital Exchange System (PISCES) is much anticipated. This new private stock market has been created to transform how private companies access funds and grow. PISCES is set for its first issuance this year.  

Key summit takeaways:
- Pension fund money flowing into UK stocks is vital. With less than 5% currently held, regulation is needed to make the ‘concierge’ service work.
- Individuals who sell their fintech business and exit taking their cash abroad need to be encouraged to stay. Silicon Valley thrives because the money stays and is reinvested.
- Capital access. Panelist after panelist called for the flood gates to capital to be opened up.
- Retail enfranchisement. A number of panelists called on both the Regulator and Government to unite and change the retail landscape, helping create greater capital flows.
- Consumer confidence to invest. There is a need to help consumers realise the value of investing in equities for long-term saving, not just invest in cash.
- The need to understand the Government’s risk appetite. Stimulating growth requires clarity on this to help the Regulator.
- Set an audacious goal for the sector: e.g. double the FTSE in the next five years.
- There is a need for increased collaboration across the Regulator, policymakers, Government, fintechs and capital revenue suppliers. 
- The summit’s specific asks of the Regulator included:
  - To think ‘fintech first’ in policy.
  - To promote the Government’s Growth Guarantee Scheme for SME lending, reinforcing the success     of the British Business Bank’s distribution role.
  - Change the prospectus rules to make capital raising easier
  - Allow liquidity to retain staff and stem the flights out to Dubai and Singapore.
- Payments. The National Payments infrastructure should focus on the future, including digital assets and digital IDs. making us less reliant on the US.

A terrific day, full of optimism. The energy in the great halls was palpable. Fintech remains as exciting and promising as ever.

How do we ensure our fintech industry continues to thrive? Key takeaways from the 11th Innovate Finance Global Summit.

The future of fintech is the future of finance. 

I was recently invited to speak at the Digital Accountancy Show, in an expert panel session on how client feedback can best be used to drive revenue and profit growth.

Key take-aways for the marketing and communications professionals attending were:
- __Feedback needs to be embedded as part of organisational culture, not as a bolt-on__. We discussed how client feedback has most value as part of a wider client-centric approach that incorporates all business touchpoints and propositions.
- __One size doesn’t fit all.__ In structuring a client feedback methodology focused on growth, there’s a need to design for distinct client typologies, based on sector, services purchased to date, value and more. This enables a more granular means of qualifying the risk and potential axes.
- __Qual. and Quant.__ Cross-tabulating big picture quantitative feedback with individual qualitative work is a powerful enabler of where potential and cross-sell opportunities lie.
- __Identifying both recognized and latent needs.__ Interrogating data using qual. and quant. also allows you to identify more than what clients say they want.  Many don’t yet know their needs or what services you could deliver for them, enabling innovation and higher value service tailoring, aligned to their specific business goals.
- __Validating your point of difference.__ Research can help identify whether the primary points of difference your business thinks separate it from competitors match what your customers believe. And, if not, use that data to re-align the two.
- __Benchmark your ‘how’ over your ‘what’.__  Many companies focus overly on the latter, while it’s the ‘how’ that clients remember, value and retain you for.
- __Internal barriers need to be overcome;__ client leads being sometimes reluctant to explore and embrace the findings from client feedback.

A big thank you to Liz Hobkinson of VerityRI for inviting me to speak at the event, and to my panel partner Gregor Angus from AAB. If you’d like to discuss how our experience could help you drive understanding and growth, please contact me @ [eevans@teamspirit.co.uk
](mailto:eevans@teamspirit.co.uk)

How do you turn client  feedback into growth? And what are the most common barriers to adopting findings?  Here’s our view, delivered at the Digital Accountancy Show

Using client  feedback as a driver for growth

As I round the corner to Teamspirit, a communications agency based in London, I start to wonder what I’m in for. Based in a red-brick building with gilded signs, I’m suddenly worried that Teamspirit will be much too proper for a ruffian such as myself: as I enter I’m reassured that this is not the case. The team is friendly and welcoming, and I find myself laughing a lot. A dog joins us for the second day, and spends his time being fussed over by people with plenty of other things to be getting on with. 

I get to meet a wide variety of the team - a fully integrated agency, Teamspirit includes Creative, Strategy, Comms, Digital, and more. They are all fascinating people, so specialised in subjects I cannot even hope to keep up with. A fiercely intelligent strategist asks me if I know anything about large scale ad campaigns. I tell him I’ve seen Mad Men. He laughs.

As a journalism student, going into PR is often seen as selling your soul - joining the dark side, as it were. After my time here, I’m led to believe the opposite is true. Journalists are hunched over computers, chasing stories on X, sniffing out what Trump’s tariffs mean for the economy; PR is conducted in colourful offices by interesting people, group-chats full of fun little GIFs.

Skills-wise, the jobs are similar: writing articles, finding angles, avoiding any twists too far from truth. Research drifts across desks, surveys are completed on the street outside, and people crane over computer screens to natter about one article or another. It’s just the people you’re doing it for that are different - instead of a newspaper, you’re writing for a client, trying to generate stories and comments on their behalf that the press might pick up. 
PR people talk about journalists as journalists talk about their confidential source - they take them out to lunch, get their nails done together, and know journos by name - “oh, will Paul like this? It’s his sort of story”

Every morning the PR team does a ‘papers meeting’. I am given the Daily Mail, and asked to bring in a few financial stories that they run. I am not particularly effective at this task. Finance is not exactly my Mastermind topic - the extent of my fiscal knowledge is scoffing at the price of London Guinness. Still, everyone is very kind, and insists that they started out not knowing anything about finance either. I’m starting to believe them - I’ve learnt more about diversifying my investments in these last three days than I did in the preceding twenty-three years of life.

My time here has involved a diverse array of tasks - an article on tea and cake pairings, press releases about Gen Z’s relationship with money, stress-testing surveys, I’ve done it all. The sheer variety of agency work - problem solving every minute of every day - is fascinating, and makes the time pass incredibly quickly. 

I’ve learnt how to bake PR into an article, without overcooking the self-promotion. I’ve learnt how to construct a quote in a client’s own tone of voice. I’ve learnt how to weave facts into a press release. I’ve learnt, essentially, the other side of journalism: how to create all of the things that journalists use to create stories from. I love writing: that’s why I’m here. I want to see my words read. After this experience, all I’m saying is that maybe journalism is the wrong business. 

Teamspirit has made me feel beyond welcome - they’ve made me feel a part of the team. So much so that when I wake up tomorrow there will be a strange agency-shaped hole in my life. A hole that will persist until I hop back on LinkedIn, use everything I have learnt from all of these wonderfully talented professionals, and get myself a real job…

Quite possibly one in PR.

As my final day draws to a close, I am promoted to trolley-pusher. A cart is loaded with snacks and drinks, and I walk through the aisles. I peer at screens, full of contacts, copy, and Photoshop, and happy faces turn around at the sound of my squeaking wheels. People smile at me as they crack their Thursday evening refreshments, and I feel at home. I thought I’d found my calling, writing to these PR briefs, but it turns out I have a higher purpose. All the active listening in the world could not grant me a place in Teamspirit’s heart anywhere close to what those four simple words achieved in seconds: __“anything from the trolley?”__

Has PR turned my eye from journalism?

Wallflowers don’t get to dance. In saturated marketplaces, such as financial services, where B2C and B2B products and services regularly blur into a sea of sameness, harnessing the standout power of brand personality is crucial. It’s no longer enough to have a quality product; how a brand shows up and engages is what truly sets it apart. 

In our overpaced world we’re at a point of filtering out the noise – with exposure to 4,000 to 10,000 ads daily[1] and making 35,000 decisions a day[2]. Which is why brands need to be memorable. Audiences aren’t just looking for features – they’re seeking meaningful connections. 

In the helter-skelter chase for growth, financial services brands will continue the innovation charge – from self-directed investment platforms; to new ETF wrappers; to on-demand managed portfolio services and financial advisor-accredited influencers. But product and service innovation isn’t enough. The brands have to be badges of trust and meaning. Awareness is only half the battle. And in a world with budgets increasingly heading towards performance-led activity[3], the need for brand-building behaviour that creates stature and esteem remains evergreen.

Never has the risk of ‘blanding’ been more pronounced than now.  

In our report ‘[NoticeMe!](//downloads.ctfassets.net/sxw14dxmazhg/5spgrEyI3yrNhUzIwLC7Cm/eab35186a1707f74cbd458d31457f773/TS_US_Notice_Me_Report.pdf) Why financial services need fame’, you’ll find our view on why financial services need to unashamedly chase fame; our definition of what we mean by fame; a host of noteworthy examples from within and outside the sector; and how to create it.

[Yes.  I want a copy of NoticeMe! please](//downloads.ctfassets.net/sxw14dxmazhg/5spgrEyI3yrNhUzIwLC7Cm/eab35186a1707f74cbd458d31457f773/TS_US_Notice_Me_Report.pdf)

## Sources:

1. [https://colorlib.com/wp/advertising-statistics/](https://colorlib.com/wp/advertising-statistics/)
2. Cowry Consulting. Memory EQ. 
3. [Ebiquity and the World Federation of Advertisers (WFA) report](https://www.marketingweek.com/advertisers-focus-performance/)


Financial services firms need fame more than ever.  Find out why and what’s cutting through by downloading our report: ‘Notice Me!’.

NoticeMe! Why financial services need fame

Wallflowers don’t get to dance. In saturated marketplaces, such as financial services, where B2C and B2B products and services regularly blur into a sea of sameness, harnessing the standout power of brand personality is crucial. It’s no longer enough to have a quality product; how a brand shows up and engages is what truly sets it apart. 

In our overpaced world we’re at a point of filtering out the noise – with exposure to 4,000 to 10,000 ads daily[1] and making 35,000 decisions a day[2]. Which is why brands need to be memorable. Audiences aren’t just looking for features – they’re seeking meaningful connections. 

In the helter-skelter chase for growth, financial services brands will continue the innovation charge – from self-directed investment platforms; to new ETF wrappers; to on-demand managed portfolio services; and IFA-accredited influencers. But product and service innovation isn’t enough. The brands have to be badges of trust and meaning. Awareness is only half the battle. And in a world with budgets increasingly heading towards performance-led activity[3], the need for brand-building behaviour that creates stature and esteem remains evergreen.

Never has the risk of ‘blanding’ been more pronounced than now.  

In our report ‘[NoticeMe!](//downloads.ctfassets.net/sxw14dxmazhg/3f5Ii0cJv8Dxd1x76biHyq/8f3217202291e6c5e2a6be8f395d2349/9988_TS_Notice_Me_Report_2025_RGB_UK_AW4_MO.pdf) Why financial services need fame’, you’ll find our view on why financial services need to unashamedly chase fame; our definition of what we mean by fame; a host of noteworthy examples from within and outside the sector; and how to create it.

[Yes.  I want a copy of NoticeMe! please](//downloads.ctfassets.net/sxw14dxmazhg/3f5Ii0cJv8Dxd1x76biHyq/8f3217202291e6c5e2a6be8f395d2349/9988_TS_Notice_Me_Report_2025_RGB_UK_AW4_MO.pdf)

## Sources:

1. [https://colorlib.com/wp/advertising-statistics/](https://colorlib.com/wp/advertising-statistics/)
2. Cowry Consulting. Memory EQ. 
3. [Ebiquity and the World Federation of Advertisers (WFA) report](https://www.marketingweek.com/advertisers-focus-performance/)


__Eleanor, Chair of Rise, the Teamspirit women & gender affinity network:__ As we approach International Women's Day (IWD) 2025 on March 8, it's a pivotal moment for women leaders to step forward in solidarity and help #AccelerateAction for gender equality. The current rate of progress suggests that it will take until 2158—roughly five generations from now—to achieve full gender parity, according to the World Economic Forum. This stark reality underscores the urgent need for action.

Focusing on the need to Accelerate Action emphasises the importance of taking immediate steps to achieve gender equality. It calls for increased momentum and urgency in addressing the systemic barriers and biases that women face, both in personal and professional spheres. Here are seven ways that our team of leaders are already contributing to the cause:

### 1. Sandy Downs - Senior Account Director and Head of DE&I: Advocate for Policy Changes
With the global winds of change blowing against DE&I, now is the time for women leaders to step up and use their platforms to advocate for policies that promote gender equality. This includes pushing for equal pay, parental leave, and anti-discrimination laws. It means ensuring their businesses are tracking and reporting on gender pay gaps, ethnicity pay gaps, and disability pay gaps. By influencing policy, we can create a more equitable environment for all women at a structural level, which can’t change with a political gust.

### 2. Montserrat Tojeiro - Managing Director: Mentorship and Sponsorship
Mentorship and sponsorship are crucial in helping women advance in their careers. Women leaders can mentor young women, providing guidance and support as they navigate their professional journeys. Sponsorship, on the other hand, involves actively promoting and advocating for women in the workplace, helping them secure opportunities for advancement.

### 3. Sam Turner - Head of Client Services: Promote Inclusive Workplaces
Creating an inclusive workplace culture is essential for gender equality. Women leaders can champion diversity and inclusion initiatives, ensuring that all voices are heard and valued. This includes implementing mentoring talent, training programs on unconscious bias and actively fostering an environment where women feel safe and supported.

### 4. Sarah Lewis - Social Strategy Director: Build a Positive Online Voice 
The digital landscape is evolving, and women leaders have the opportunity - and responsibility - to be a force for good on socials and beyond. This includes being a visible voice for feminism, and also uplifting female voices. 

### 5. Ursula Delaney - PR Director: Support Women's Education and Development
Investing in women's education and professional development is key to closing the gender gap. Women leaders can support initiatives that provide women with the skills and knowledge they need to succeed. This includes scholarships, training programs, and networking opportunities.

### 6. Jo Preston - Group Board Director: Raise Awareness and Challenge Stereotypes
Raising awareness about gender inequality and challenging stereotypes is vital. Women leaders can use their influence to highlight the achievements of women and challenge the societal norms that hold women back. By changing the narrative, we can inspire the next generation of female leaders.

### 7. Fiona Couper - Chief Marketing Officer and ESG Lead: Collaborate and Build Alliances
Collaboration is crucial in the fight for gender equality. Women leaders can build alliances with other organizations, both within and outside their industries, to create a united front. By working together, we can amplify our impact and drive meaningful change.

### Conclusion
The journey towards gender equality is long, but by accelerating action, we can speed up the rate of progress worldwide. As women leaders, we have the power and responsibility to drive this change. Let's step forward in solidarity this International Women's Day and commit to taking swift and decisive action to achieve gender equality. Together, we can create a more equitable future for all.


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