The ad industry has always been ageist. So when Bram Williams, strategist and founder of AW (formerly Archibald/Williams), woke up one day to the sobering realisation that he was, in fact, the old guy now, he knew something had to be done.
Enter The Third Act, an AdNews exclusive series that aims to celebrate different generations within the industry and provide perspectives that everyone can learn from—or, at the very least, find mildly interesting.
In this article, Bram sits down with Jessica Nord, Account Director at Orchard, to discuss work-life balance, advertising in its WFH era, and what he wouldn’t do for one last Cabcharge.
There’s no doubt about it: agency life is different post-pandemic. With smaller budgets, emptier offices, and Friday drinks trolleys a thing of the past, the landscape has shifted to become almost unrecognisable. As Bram and Jess sit across from each other, sipping coffee, the gap between them spans not just decades but also their very different experiences of agency life.
Bram had almost 30 years in advertising under his belt before COVID hit, whereas Jess was a recent graduate with only three months in the office before everything moved to Zoom. It’s not that she doesn’t miss the old days; she doesn't know them.
But whether it’s 1994 or 2024, the issue of work-life balance continues to rear its ugly head. Bram reflects on what he sees as the biggest determining factor in this debate over the last 30 years: the fact that we now have less time to do work that is increasingly becoming less creative.
“Back then, everything inherently required more time because of technology, and coupled with that, everything was potentially more expensive. So you had the luxury of more time, just by necessity, and more money was put into making things. These two inputs changed what you could do to engage people.”
“It didn’t seem so bad to redo the work until one o'clock in the morning when you knew you were going on a four-day shoot in a really nice location, with a per diem and proper catering. It was going to be an experience you’d tell your friends about. Bizarrely, there was a sort of balance in that, which we don't have as much anymore.”
The difference is, Jess reflects, even if you had some late nights back then, once you left work—that was it. “Nowadays, work is on your phone; it’s with you all the time, even on holidays. So you need to create your own balance and boundaries, which is something I think a lot of people had to learn when navigating work in lockdown.”
Especially in recent years, Jess and Bram agree, “Brands tend to be more cautious and want creative solutions to get more for less.” Jess suggests there’s a job to be done to manage the inherent tension in striving for efficiency in a creative industry. “I find it so important for my mental health, and to keep energy in my role, to find that creativity outside of work too, whether it’s making short films or just scribbling things down on the weekend,” she says.
In this same vein, the last few years have seen Jess reevaluate the importance of work friendships. This shift reflects a broader generational difference, where Millennial and Gen Z employees seek boundaries to recharge and reduce the risk of burnout.
“I separate my personal and professional life for my mental health,” she explains.
For Bram, it’s remarkable how much this aspect of the industry has changed. “In the early years of advertising, you often met a group of people who were all trying to navigate their careers together, and you formed connections that lasted a lifetime. People met their life partners in the industry, but that seems like something that might never happen again.”
Another major shift has been in the concept of agency culture, with increasing pressure on agencies to play a key role in the well-being of their employees.
Jess believes that agencies can foster a strong culture by advocating for their people and building robust relationships with clients that allow for the time and space to be creative. "I think it’s up to agency leaders to set the tone for collaborative and supportive workplaces, whether it’s working with clients who share the same values or empowering realistic conversations about the time needed to create value,” she says.
But as an agency owner himself, Bram knows it isn’t always easy to balance idealism with commercial realities. "I’d love to only work with clients whose brands and corporate values align perfectly with my own, but you simply don't have that luxury. So then the question becomes: what can you do to offset the reality of keeping the lights on?”
At his agency, AW, this approach includes everything from giving the whole team the opportunity to contribute to creative briefs to hosting monthly themed barbecues on the balcony of their Surry Hills office. He says, “I like to give people opportunities to infuse their creativity into what we do for fun. Every month, we have a Thursday barbecue with different themes. The food is unreal, and it’s about getting everyone around a table together for a home-cooked meal.”
However, Bram acknowledges that the workplace perks weren’t always quite so wholesome. “It used to be basic things that kept people motivated during long hours. There was a culture of camaraderie—‘these are your mates, and this is who I hang out with.’ If the agency provided pizza, wine, and a few beers along with a Cabcharge docket, then people would stay as long as needed. But I think people have evolved.”
Jess agrees that today’s perks are different. “I think values have changed. What I find really valuable is when I have access to training through work or get to attend industry events with my team. It helps build skills and adds to my CV.”
One thing Jess and Bram can agree on is that a certain level of stress is part of the job. “You’ve got to have a little bit of stress to get the job done, and that adrenaline rush is what a lot of us in the industry thrive on. You don’t need to worry so much about the team not banding together or what your employees are up to when they’re working from home; if you have a clear vision and communicate what everyone is working towards, it makes the business exciting,” Jess notes.
Bram agrees with this sentiment, adding, “Our clients don’t just pay us for our creativity; they pay us to manage complicated processes and projects under pressure. For that reason, we have to be careful that we don't completely bake ourselves out of the process and why we exist.”
As their coffees reach the bottom of their cups, they stumble upon the age-old question: What happens to everyone over 40 in advertising?
Bram remarks that “historically, the industry has favoured youth, often sidelining those with more experience.” He acknowledges an optimistic shift towards job security that accommodates workers of all ages.
“How do we, as a business, create a sustainable future and career for people? The truth is, you can only manage that if you don’t push people to their limits and if you create an environment that respects individual nuances, needs, and differences, including those of older professionals.”
“Otherwise, you have to go in-house once you hit 35.”