I bumped into Paul Phelps, Chief Executive, AMS Media Group at MAD//Fest Up North in Manchester. We sat down to talk about the boom in business for independent agencies and the role of the recently-launched Alliance of Media Independents.
The changing landscape of independent media agencies
The independent agency sector has evolved significantly over the years. Can you share some insights on how it has changed and why now is a pivotal moment for independent media agencies?
The 1980s and early ’90s were a golden period for independent media agencies. Back then, full-service agencies dominated the landscape, and independent media agencies provided a clear point of difference. However, as network media agencies emerged, they leveraged their scale to offer attractive deals and incentives to clients, making it more challenging for independents to compete on price alone.
Today, however, there’s a growing shift. Many clients are asking, ‘Is bigger actually better anymore?’
We’re seeing more scrutiny of the traditional network model, particularly in areas like transparency and client servicing. The networks have become so large that they’ve lost some of their agility and ability to offer bespoke solutions. That’s where independents come in—we thrive on service, strategy, and innovation, rather than relying on volume-based incentives.
The rise of AMI and what it means for independents
You’ve recently launched AMI alongside Martin Woolley from What’s Possible Group. What led to the formation of this new body, and what does it aim to achieve?
AMI was born out of the pandemic, when independent media agencies started collaborating more closely, sharing challenges and solutions. This spirit of collaboration laid the foundation for AMI. With the backing of the Alliance of Independent Agencies (AIA) and the Land of Independents, we officially launched on 15 January.
AMI is about giving independent media agencies a stronger voice. We have four core pillars: collaboration and knowledge-sharing, elevating the perception of independent agencies, creating exclusive learning and networking opportunities with major industry players like Google and Meta, and exploring practical benefits, such as collective buying power for things like credit insurance.
The shift in client attitudes towards independents
There’s been a notable shift in client budgets towards independent agencies. What’s driving this trend?
Transparency is a huge factor. Clients have become increasingly aware of how large networks operate, particularly in terms of rebates and undisclosed fees.
The introduction of the ISBA contract was meant to clean up these practices, but for independents, it was never really an issue to begin with. Now, many brands are realising they can work with agencies that are more accountable, offer direct access to senior talent, and prioritise their business rather than a global holding company’s bottom line.
Another driver is the growing emphasis on strategy and innovation. Clients are no longer just looking at spreadsheets filled with buying data; they want fresh ideas, unique approaches, and true partnerships. The ability to work closely with senior decision-makers throughout a campaign is something independents can offer that networks struggle with at scale.
Talent migration and the independent advantage
There’s been a trend of senior talent leaving networks to either join or start independent agencies. Why do you think this is happening?
The big networks have a tendency to squeeze the life out of talented individuals. Over the past five years, we’ve seen more consolidation, more cuts, and more standardisation across their offerings.
That stifles creativity. Many of the most talented people in our industry are leaving networks because they want to do things differently—they want the freedom to innovate, to service clients in a way that aligns with their own values, and to escape the bureaucracy that often comes with working in a large holding company.
At AMS, we’ve always supported those who take the leap to start their own agencies. If someone has the courage to step away from a network and build something independently, that’s something we want to encourage. The more innovation we see in the independent sector, the stronger it becomes.
The future of independent media agencies
What challenges do independents still face, and how can they compete with the muscle of the big networks?
Access to technology and scale are always going to be challenges. Some independents may struggle to afford the same level of data and analytics tools as a global network. However, many of us invest heavily in ensuring we have the right resources to compete on an equal footing.
Where we excel is in service and strategy. Independents offer direct access to senior leadership, which networks can’t match. We’re also not locked into predetermined media deals, so we have complete freedom to choose the right channels for a client’s specific needs rather than being pushed towards whatever deal the holding company has in place.
Finally, what are your hopes for AMI and the independent sector in the years ahead?
The launch of AMI is just the beginning. We want to create a stronger, more unified voice for independent media agencies, helping them compete on a level playing field with the networks. If we can continue to grow our membership, foster collaboration, and build meaningful relationships with key industry players, I believe the independent sector will only become stronger.
The ultimate goal is to make ‘independent’ mean something powerful and valuable—not just to agencies, but to clients as well. This is our moment to define what independent media agencies stand for and to prove why they are a vital force in the industry.
