5 Minutes with... Jo Penn
Jo Penn previously said that she didn’t think she would ever find the right agency to take on the MD role at. However, the unthinkable happened and Jo was won over by Armadillo’s genuine dedication to teamwork and high-performance culture. The CRM-focused agency prides itself on independence and people-first values, which Jo says makes the agency an inspiring place to lead.
Maximising the potential of its clients’ martech investments is a priority and a challenge for Armadillo, and the agency works to strategically and creatively optimise the tech for ROI that clients wouldn’t be able to achieve alone, even with in-house teams.
LBB caught up with Jo to learn more about the agency’s ambitions, plans for the year ahead, and why – as a dyslexic person – Jo is embracing AI to help with her work.
LBB> Jo, your background is in digital agencies and you’ve collaborated with giants like Nike, Unilever, and Pernod Ricard. What kind of challenges did you see those brands deal with, and what are some of your best learning from your time working with them?
Jo> Large brands are competitive and often open to innovation because they have the budgets to support it. However, being number one in the market also means navigating higher risks, such as the potential for lawsuits, which can make pushing creative boundaries more challenging. Working with such brands often means collaborating with incredibly smart individuals, but building partnerships where expertise is trusted and valued over sheer authority can sometimes be a delicate balance. The power of a big brand name brings unique dynamics to these relationships, which is always fascinating to navigate.
LBB> You previously said you never thought you’d find the right agency to take on the MD role. What makes Armadillo the perfect fit for you to continue your career path?
Jo> It’s easy for companies to say they believe in teamwork and a high-performing culture, but at Armadillo, this is genuinely lived. Our clients consistently remark that our teams actually like each other, which creates the chemistry needed to not only win pitches, but deliver excellent work. Great ideas are just one part of success; how teams collaborate—with each other and with clients—is essential.
Being independent means our board is crucial. We have a board that prioritises the quality of our strategic and creative work, and recognises the importance of maintaining a strong, supportive culture. This balance of independence, people-first values, and an unwavering focus on great work makes Armadillo a unique and inspiring place to lead.
LBB> How do you uphold and enhance Armadillo’s ethos and culture as you lead the operational management of the agency?
Jo> As MD for the past few years, I’ve made it a priority to keep culture and ethos at the heart of everything we do. Our company's surveys and client quarterly business reviews consistently reflect that these values remain strong. Ethos and culture are ongoing conversations at every level of the organisation, and we continuously optimise them based on feedback. This ensures that Armadillo remains a place where people thrive and deliver their best work.
LBB> What strategies or initiatives do you plan to implement to ensure Armadillo continues to excel in delivering unrivalled ROI for clients?
Jo> We’re seeing that one of the biggest challenges for clients is maximising the potential of their martech investments. Many clients come to us needing strategic
and creative support to unlock the full value of their technology. While in-house teams may have the tools and basic workflows, we specialise in partnering with them to optimise the tech strategically and creatively, accelerating ROI in ways they often can’t achieve alone. Our role is to bridge that gap and deliver measurable results.
LBB> How does your role complement James Ray’s focus on strategy, and how are you working together to sustain and build on the agency’s momentum?
Jo> James and I have developed a strong partnership since I joined. As a former account person, I understand the vital role a strategist plays in shaping and delivering client success. This collaboration has been integral to our recent high win rate, demonstrating how closely aligned we are in driving the agency forward.
LBB> What do you think Armadillo is really good at right now that you’re working to preserve? And is there anything that you want to change or improve on?
Jo> Our success in the lifecycle and loyalty space is a standout strength, as evidenced by our Gold wins at the DMAs this year. Delivering exceptional lifecycle programmes requires expertise across strategy, data, creative, and tech—and Armadillo’s collaborative approach ensures we excel in all these areas. This way of working is at the core of everything we do, and is a key reason why clients trust us to deliver transformative results.
I’m always looking for opportunities to evolve based on client needs. Change often comes from working with partners who are ready to take their CRM to the next level, and we tailor our approach to meet those unique requirements. While I can’t predict the specifics, I’m confident that by staying client-focused and adaptable, Armadillo will continue to innovate in ways that shape our future.
LBB> As it’s the start of the new year, what goals are you working towards in 2025?
Jo> One of my key goals is to spend even more time with the team, getting deeply involved in the work we’re delivering. As a dyslexic person, I also plan to continue leveraging tools like AI to help achieve my ambitions and support our work in innovative ways.
LBB> What does success look like for you and Armadillo over the next 12 months?
Jo> Success means helping our clients unlock the full potential of their martech to deliver award-winning work in the lifecycle and loyalty space. By doing this, we aim to drive measurable growth for their businesses while continuing to strengthen Armadillo’s reputation as a leader in this field.
