“In a Pitch, Always Ask Directly for the Business”
Leigh Armstrong recently joined Iris Worldwide as EVP global growth and marketing director. She is one of a number of senior appointments in recent months, including Eduardo Maruri, who became global creative chair of Iris Worldwide in June, and the promotion of Jill Smith to CEO of Iris Americas.
Leigh joined from Cheil and CheilConnec+, where she was director of new business development. She has spent time within networks such as WPP’s JWT, Omnicom’s TBWA, Vivendi’s Havas and Publicis Groupe’s Leo Burnett. At Iris, she is responsible for developing growth strategies that align with Iris’ creative ambitions, working hand-in-hand with leadership to push boundaries and unlock new opportunities.
LBB's Addison Capper caught up with her to find out how she's going about it and to pick her brains on the concept of 'selling' great advertising.
LBB> What was your first sale or new business win?
Leigh> I wasn’t in a new business role – just a junior member of the account management team at The Leith Agency, doing a lot of the running around on the pitch. We won Grolsch Lager UK and Europe (up against two of the big networks at the time) – and we were only around a 60-person agency. Our then MD announced it at the Christmas party by simply popping a bottle of Grolsch at the end of his Christmas speech. It felt great – being part of a real tight-knit team that had worked so hard through all the highs and lows. The lesson, for me at that time, was that bigger agencies didn’t always have the best chance of winning. And that a pitch, in many respects, can even out a playing field if managed properly.
LBB> What was the best piece of advice you got early on?
Leigh> One of the best pieces of advice I received early on was this: ‘In a pitch, always ask directly for the business and clearly articulate why you’re the best choice’. It might sound obvious, but it's surprising how often this is overlooked.
LBB> How has the business of ‘selling’ in the creative industry changed since you started?
Leigh> I never think of it as ‘selling’ as that sounds very finite and one dimensional – as if it all happens in one conversation or at one point in time. What we do is about solving a problem in its purest sense – sometimes they are problems we aren’t even aware exist until we look more closely.
The problems we solve, however, are constantly evolving. In addition to big, culturally-shifting creative ideas, the range of creative solutions we bring to the table at Iris is incredible – everything from bespoke AI platform solutions to pricing strategies, data optimisation models, and beyond. In my opinion, though, knowing what problems you’re not equipped to solve is as important as knowing those you can.
LBB> Can anyone be taught to sell or do new business or do you think it suits a certain kind of personality?
Leigh> I’ve always believed that new business is a mindset rather than a discipline. By that, I mean that everyone in the agency can and should be thinking about how they can contribute to the agency’s growth in macro terms. So, through that lens, everyone can contribute. I do think new business leaders are the chameleons of the agency world; we need to be able to wear many hats and disciplines all at once, with ease and diplomacy.
LBB> What are your thoughts about the process of pitching that the industry largely runs on?
Leigh> This is a big question. A good analogy might be this: you’re thinking of buying an expensive car. Would you buy it without ever sitting in it or driving it? Would you buy it just from reading someone else’s review or watching a video? The answer is no. That said, neither would you expect to be able to drive it for three months without paying for insurance or gas. Pitches themselves are not inherently bad – a well-run pitch, with clear and reasonable expectations and timings, can be a great experience – and good clients, procurement teams and consultants recognise this.
Another approach is a standalone paid project or opportunity, which allows both clients and agency to ‘test drive’ the relationship on a smaller scale. We did this recently with California Pizza Kitchen which led to us winning as their AOR.
Pitches are about negotiations – and both sides need to feel valued and respected. Agencies that choose not to pitch at all – that’s entirely their decision. I believe the pitch ‘muscle’ in agencies is one that should be exercised often, otherwise it gets flabby and complacent.
What I would love to see in the world of pitches is at the start, before any full-blown written responses, a real chemistry session. Free from PowerPoint decks and presentations. People buy people. And if you can’t have a candid, informative and enjoyable conversation, forget it. The partnership will never work in the way it should or deliver the best results.
LBB> How do you go about tailoring your selling approach according to the kind of person or business you’re approaching?
Leigh> Research! It’s about understanding the unique culture of the client’s business, individuals you’re working with and the problems that trouble them in addition to the category their business operates in. I’ve always loved the quote ‘research is formalised curiosity – it’s poking and prying with a purpose’.
LBB> New business and sales can often mean hearing ‘no’ a lot and experiencing quite a bit of rejection – how do you stay motivated?
Leigh> I’m a glass half full person and I try to see the upside in every situation. Rather than hear ‘no’, I mentally reframe it as ‘not right now’. It’s also important to ask for any feedback the client is willing to give no matter how down you are post-pitch. Sometimes there’s nuggets and gems buried in their rationale. Great clients will take the time to tell you why, not just give you a yes or no.
LBB> The advertising and marketing industry often blurs the line between personal and professional friendships and relationships… Does this make selling easier or more difficult and delicate?
Leigh> New business and growth in general is a relationship business whether you call it that or not. It’s important to focus on nurturing your professional relationships as much as it is your personal friendships – both take effort and time. What’s key is that you show up authentically and consistently for everyone. That’s the crux for any good relationship to grow.
LBB> In your view, what's the key to closing a deal?
Leigh> I don’t think there’s a magical answer. Sure, there are principles and consistent actions you can take to improve your odds, but it should be something that’s bespoke, appropriate and considered. The trap a lot of agencies fall into is drastic cost cutting in the final phase as the ‘nudge’ to get the result they want. Doing that undermines all your hard work and devalues your product.
LBB> How important is cultural understanding when it comes to selling internationally?
Leigh> Vitally important – both in terms of the work itself and particularly when presenting to a large, gender mixed group. Many cultures imbue different expressions of respect and engagement – in western cultures we believe that confidence, assertiveness and allowing open feedback and passionate discussion is a big positive, yet when dealing with cultures with a more indirect communication style, direct negative feedback or criticism in the room is seen as disrespectful. Again, research your audience, cultures and geography.
Pro-tip: never wear purple to a meeting in Italy. Trust me.
LBB> How are technology and new platforms changing sales and new business?
Leigh> They’ve supercharged the speed of getting through the foundational ‘stuff’ I do every day, that’s for sure. It’s changing the speed and our ability to answer multiple RFIs in a shorter period of time (as inherently, the information requested at this stage is more fact-based). That said, people are ultimately what gets ‘bought’ in new business – their expertise, their authenticity and creativity. Not because of the tools they use.
LBB> There’s a lot of training for a lot of parts of the industry, but what’s your thoughts about the training and skills development when it comes to selling and new business?
Leigh> Definitely negotiation skills are an area that good new business leaders should be proficient in – and again, presentation skills are critical. I also think active listening is a vastly underrated skill that a lot of folks across the ad industry could do with learning in general. You can win a remarkable amount of pitches by listening more than talking.
LBB> What’s your advice for anyone who’s not necessarily come up as a salesperson who’s now expected to sell or win new business as part of their role?
Leigh> I often think people who are great storytellers are inherently good sales people. Surround yourself with those people. Listen for the light and shade in how they tell the story that keeps you engaged – it’s those skills that are a great foundation for being able to sell a range of creative solutions – regardless of if you’re selling a new operations model or creative idea.
