One of the reasons I founded Augur is because I believe too many agencies take really talented people and completely waste their time.

They squeeze them dry on hopeless, demanding clients, shackled to ancient inefficient processes and force them to crawl across coals just to be rewarded fairly.

We can do better.

Augur is growing and we are looking for the people who will become new cornerstones of what we build.

We believe the people who make agencies thrive are the hard workers that short-circuit bureaucracy and prioritise ruthlessly to make things that matter happen.

We don’t believe everyone has to be a jack-of-all-trades. We believe there is one core unit of success in this business: getting shit done. If you get that right, you can involve your specialism alongside it, whether that’s data, creating material, delighting clients, or anything else.

Benefits of working at Augur include:

  • Unlimited R&R days
  • Quarterly bonus scheme
  • Company iPhone and MacBook
  • Gym contribution
  • Mobile working kit
  • Headspace
  • “virtual share” scheme — the longer you are here, the more you benefit.

Here’s what we’re looking for — but, if these ideas resonate with you, we should talk anyway, regardless of everything below.

Email augur+jobs@augur.london.

Strategists

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This is the primary unit of Augur. Our Strategists make things happen.

If you have a few years of experience and are looking for an environment where everything is designed around delivering strategy, measuring it effectively and iterating on it for clients, this is for you.

It includes:

  • Campaign management and execution
  • Campaign iteration: suggesting strategic, creative campaigns that grow the business
  • Development of skills inc. attention to detail and refining systems
  • Market awareness, including new channels and industry trends

This is a sketch. If you think it sounds interesting, fill in the blanks for us by emailing augur+jobs@augur.london and let’s have a coffee to improve it together.

Incubation and Acceleration

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The future of Augur will be built on finding fresh, raw talent that we can nurture and train before other agencies get their grubby mitts on them.

The focus of our Incubation programme is similar to the startup world: We invite intern-level individuals to pitch us an idea for a project to work on across 3 – 6 months. We will then commission the best ideas, and support them to achieve it, while they learn about how we work.

The project should relate roughly to areas where our interests overlap — for example:

  • Delving into Google Analytics, measurement and evaluation in excruciating detail
  • Writing every single day, including regular features ideas that will help them learn about our industry
  • A video project that gets under the skin of our clients’ challenges and produces an episode a week

They will have to justify this endeavour against their wages, building in a mindset that is aware of the value of work, against the effort put in.

If they thrive in this unique opportunity, we will move their project into Acceleration, providing more resources or learning from it to integrate it into Augur’s processes.

This project is an experiment, and will be driven by the success of the first participants.

To take part, contact augur+jobs@augur.london and tell us how you would use the time.

Like many, I ended up in tech PR through ignorance. When I showed up for my first interview, I didn’t know what PR was (something like advertising?) and I didn’t know what this “press release” was that I had 30 minutes to write.

But something must have gone right, because not long after that I found myself nestled in front of a tidy desk for my first day at work — still with no idea what PR was.

The good news was, with social and digital flooding into the industry, it turned out neither did anyone else. I found myself arriving to an industry half in crisis because they could see the old ways were dying and half in blissful ignorance as the rug slid out from under them.

What I also found was that the world had tilted toward the internet I had grown up on. As a precocious youth with a father who worked in tech, I’d wasted hours on forums and newsgroups, totally immersed in the original social web.

So when introduced to Twitter, I still may have not known what a press release was — but I knew this was a language I could speak.

I quickly became the cliched Account Exec evangelising the latest thing: Google Wave, Google Buzz, Google+ (and even a few non-Google projects) — I was the man taking them all seriously. 

I’ve since come to understand this is from the same instinct that makes me sit in the front row at standup shows: I want to try and experience the thing first, by myself, before I let others influence my view.

But as I watched platform after platform collapse, or evolve in disappointing ways, I also learned another significant lesson. From the latest to the ancient, some things that don’t change. Ultimately, whatever the means, people have the same drives, instincts, fears and desires they have had for thousands of years.

And so, a crucial lesson of my career has been: write strategy that optimises for the things that do not change.

This means things like:

  • People trust other people, not brands.
  • They especially trust people like them.
  • They are all trying to achieve something — and if you help them, they may be grateful.
  • Some people just want to be heard (think about complaints on social media.)

The principles of marketing aren’t really changed by developments in technology or new channels — It’s just our ability to fulfill them that does.

People became effective at broadcasting messages and not listening to their customer because really there was no simpler scalable route for some time.

PRs became effective at relying on journalists and publications to help spread their story, because there was no other channel. 

But that’s just not true anymore.

By focusing on the higher, strategic level, by not saying “we’re going to do a social media strategy now” or, god forbid, “a Twitter (or Mastadon) strategy”, we can achieve more.

So when reviewing your strategy, it’s worth asking: have you found a way to appeal to the human habits that stay the same, or just a way to tweak the tech and algorithms to produce a short term result?

I know which I’d rather work on.

We’ve been writing again, this time for Influence, the official publication of the Chartered Institute of Public Relations.

Cash obviously keeps you alive — but if you don’t really achieve momentum on the other three, you aren’t developing an engine that can sustain value for the long term. In many ways, getting that cash in the bank builds a more resilient system to be able to pursue the more important priorities.

And yet, how often do agencies place bets that threaten these priorities for trivial financial return?

Every time they take on a mediocre new client for a few grand in the forecast, they are leveraging a true cost for the team, brand and potential to attract future clients. You not only frustrate and waste the time of talented people, you undermine their interest in your agency and their job at the same time.

I get the idea of owned, earned, paid (and people add shared, but how is that not earned?) However, it feels like it’s phrased so tactically, and without a relationship or journey between the different elements. They are just smushed in a single hierarchy.

In practice, this means it can feel a clumsy way to outline a strategy, sitting each in their silos and making choices about where ambiguous elements must sit.

Instead, we’ve started to use a different taxonomy:

  • Meaning
  • Material
  • Reach
  • Systems

These four areas not only cover the general categories of strategy we put together, they also relate in a way that feels more engaged and relevant.

Defining Meaning can stretch from mission/ purpose, to simply clarifying the pitch or the key themes you want to beat the drum for.

From this source, you can then develop Material  (not “content”, never “content”) which explores those ideas, and captures them in a way that is useful to your strategy (and your audience.)

Having put all that work in, it’s nothing without ensuring subsequent and growing Reach, by developing the audiences and relationships that bring in eyeballs — from mailing lists, to sponsored social, to a handful of valuable influencer relationships.

And underneath it all are the Systems that make it work. For us, principles like Objectives and Key Results, evaluation with Google Analytics and automatically updating dashboards, things like “founder therapy”, which we use to generate interesting article and commentary ideas on a regular basis.

If you want to work strategically, you need to set out your toolset and approach in a way that inherently serves it. This feels like a way to do that, which matures the PESO categorisation for our own purposes. It allows us to think better — and demonstrate more clearly to companies we work with, how and where we will provide real strategic value.

There are many reasons I chose to focus Augur on “unsexy” tech. But one of the key ones is that I believe the nature of PR and marketing is a really good fit for the B2B market.

The incentives align better

In consumer marketing, brands try and reach “most people”. They want big publicity splashes. And most people just want to get on with their lives.

The best they can offer is sometimes a glimmer of light entertainment. But 99% of the time, they are still interrupting normal programming to get it in there.

By contrast, our clients help other businesses make more money. Most of the time, anyone running a business wants to improve how they do it. However, if anything, they are often too busy to make it enough of a priority.

When we target, it’s most often by characteristics like job title or industry specialism. It’s not because we think you are vulnerable to coercion, it’s because we know you’re looking at e.g. translation to help your business grow, and we work with a company that fundamentally does it differently.

We lead with content and insight

B2B Tech really means B2B innovation. It means what’s next. It means the new way of doing things and a potential source of advantage over the competition.

That also means that it’s a constant process of keeping track of where the tech is going next, if you hope to use it to help your business.

We help this happen. And what it means is, if we do use paid or targeted in strategies, it’s almost never to just force information in front of an audience — it’s to surface insightful material that others found useful, for more people.

The time of B2B decision-makers is more valuable than consumers. So you have to use it even more wisely. If you don’t directly hit a need they have, and if you aren’t producing material that strikes that need anyway, you’re in trouble.

The rewards make sense

If one of our clients wins a new customer, that can be worth many multiples of our fees per month. Deals of hundreds of thousands. Pipelines of millions, partnerships that open new territories and opportunities

If we produce any kind of asset that helps bring in more of the right kind of lead or close them once they are already in the process, the impact can be enormous.

In that context, where lifetime value is enormous, our fees make sense very quickly as part of customer acquisition costs.

If instead, you’re relying on some obtuse relationship between coverage in the tabloids and downloads of your app which then convert through in app purchases for 99p, then probably don’t renew, you’re getting into a mess of causality that, frankly, I’m just not interested in.

Where privacy matters

Now, with GDPR coming in, this doesn’t mean privacy is something you don’t think about in B2B. It just means that, if you’re doing it right, you should be ticking most of the boxes of the new policy anyway.

Every incentive aligns to give you good reason not to try and reach everyone but to create great material, that is of ultimate relevance to your small and specific audience — then attract them toward it.

More than consumer, and more than ever, B2B marketing just makes the most sense to me.

Notion Capital asked us what makes great PR for B2B Software-as-a-Service businesses.

We tried to break it to them gently that most shouldn’t even think about it until they reach the right stage.

Listen in to learn more.

Of all disciplines, you should expect technology PR to change with the times.

Here’s a 10 facts about how we work, and most importantly, the actions we take to deliver a demonstrably different service.

1. ENGINEERED MORE EFFICIENTLY

Modern work can be a mess of information overload, sprawling spreadsheet plans and bureaucracy that slows action to a crawl.

We put everything in one place: Asana. Here, you can see all upcoming tasks, find every document and directly comment or ask questions. And we support it with intelligence channels in Slackand files in Google Drive.

2. MEASUREMENT MADE MEANINGFUL

Ad Value Equivalent, coverage, estimated reach are all pointless if your comms plan doesn’t relate to your sales funnel.

Augur’s measurement process is driven from Google Analytics (or better, if you’re using it). Choose from a measurement menu that asks questions like: “of every visitor last month that became a lead, how many saw content in their journey?”

3. WORKING FACE-TO-FACE

How can an agency accurately represent someone they don’t understand?

By spending time with your team in person every week, we get under the skin of the company faster. So when we tell the world what you think, it’s the truth.

4. OWN YOUR STORY, OR DIE TRYING

You are a newswire. And the opinions section of your vertical target media. And an industry commentator. And an advocate of your customers. And an educator of your users.

If you want to be.

If you want authority, you need to start authoring it. Shuffled press releases behind closed doors pale in comparison to publishing your story on a regular basis anyway and giving the right people an early peek because it’s relevant.

Don’t duplicate and add to the noise. Find your signal and amplify it.

5. AMPLIFY WITH CARE

Embrace the real cadence of your company story. Not every step you take is a moon shot, and that’s okay. A flash in the pan will always appear less natural than consistent, growing fission.

Proper amplification should push more out of a story engine that’s already working independently — not compensate for its absence.

And a word about paid social. If we can directly target the people that journalists used to, in an easily measurable manner and on a basic budget, we’re doing it.

6. EXPERIENCE BEYOND AGENCIES

We have written for Wired, Quartz, The Guardian, Telegraph, Tech.eu and more. We’ve led PR and Comms for a $750m global tech startup from Series A to C. We’ve managed communities of 3000+ tech journalists and PRs, with members from Apple to the Economist, TechCrunch and beyond. Variety of experience spices our advice.

7. RESOURCING ATTENTION

The ‘hours’ agencies sell don’t exist, they are just 8 units of abstract value. That works great if you want to sell a dozen hours of an office junior and moments of the MD.

Augur simplifies this by resourcing teams across 4 units of attention per week. By being less granular, our plans reflect the value we offer across Strategy, Creation and Engagement. You pay for our value, not just our time.

8. UNSEXY IS THE NEW SEXY

How do you persuade a trendy teenager to become an advocate of a fizzy drink brand? Honestly? We can’t see why they should.

But if you ask what a decision-maker or industry commentator has to gain by being aware of the coming wave of change in their sector, that’s something else. Our clients’ technologies help other companies grow. And that shows how good they are at their job.

9. RELATIONSHIPS COME FIRST

Every time a journalist simply copies and pastes a news announcement, the world becomes a worse place. We want key people to question and engage with why you matter, not just trot out easy coverage.

That’s what generates the kind of third party endorsement your team can use to reach new people and drive sales. If you can build understanding, then solid coverage and customers will come.

10. A BETTER PROPOSAL PROCESS

Agencies traditionally try and knock your socks off with grand pitches before they have even spent a day working on your account.

At Augur, we start with a one page strategic spec — our diagnosis, guiding strategy and Objectives and Key Results (OKRs). If we agree this is along the right lines, we kick off a small proposal project, where we interview your leadership, your team, everyone we can get our hands on to help us write a full 6 – 12 month plan.

Makes sense, right?

Get in touch.

  • Joining BookingBug and card-linked offers platform Birdback
  • Augur mentoring at Level 39, Barclays Techstars Fintech Accelerator, Notion Capital and more

Money makes the world go round. But often too slowly, inconveniently and on the bank’s terms.

Fintech promises to present a glass of icewater in this hellish landscape. What’s more, London’s history as a financial capital means it is literally made to nurture the greatest fintech companies in the world.

In the consumer world, yes, there are wiser ways to transfer money across borders now. But in the B2B world, that’s where fintech is really rewriting what’s possible.

We know, because in 2016, we made leaps in helping them tell that fintech story.

Win-Tech

With GoCardless, we have been working together since its latest funding round, revealing its unique position to build the first global payments network on debit.

Soon after the initial work, Co-founder and CEO Hiroki Takeuchi said:

“Our first project with Augur was intended to be a one off around an important piece of news. However, the speed and effectiveness with which they advanced key relationships and delivered against our KPIs convinced us to add ongoing PR to the marketing mix.

“We are now working together on a smart, integrated PR strategy that will support the next stage of GoCardless’s growth.”

With Pleo, we helped introduce the product to the UK community, amplifying its launch and its victory at Pioneers.

Co-founder and CEO Jeppe Rindom said:

“Even a great story will flounder without great implementation. Augur helped us refine our pitch for the UK, identify key audiences and kickstart the relationships that will serve us as we grow.”

“Their understanding of what’s important in B2B and Fintech is outstanding in their industry.”

For Augur

2017 is about really showing the world what a PR agency can do when you re-engineer it to better fit for fast-growing technology companies.

Coming next, we will reveal what Augur has been doing to create a PR service that isn’t just different in rhetoric — but demonstrably different in its design. Rethinking the old PR incentives, we are aiming to do what older established agencies can’t (or won’t.)

More to be revealed very soon.

I was very pleased to recently be asked to sit on a panel at the launch of the PRCA Digital Report. But it quickly became clear that many of the problems keeping big agencies awake at night are simply not things we have to worry about.

I also couldn’t help but agree with a few familiar faces in the audience that there really is no “analogue” and “digital” PR. Often, Digital is just a word used to replace “new”.

It’s a bit like when people use the word “millennial” instead of just saying “young people”.

So, looking at the findings, what’s not new?

Online media. Once new, now ordinary (special mention to “online press release distribution.”)

Blogger outreach. Once new, now ordinary.

Is it really that hard to see things like making videos and continuing to integrate social into strategy seamlessly becoming normal?

All technology is really just a matter of evolution. It’s about enhancement and adaptation — all words that describe starting with something and gradually growing or changing that thing.

The thing about this is, we can expand into these new areas most successfully by using what we have been great at historically.

Look at two of the fastest-growing budget areas: Video and sponsored social.

Who is better suited than PRs to find stories, interviews, customers, great material that can be used for video?

Who is better suited than PRs to help produce short, focused stories and pitch-like snippets to amplify on social — especially then we have often been the genesis of the great owned or earner material being megaphoned?

If you already do case studies, think about how you can record and flip the output of those interviews in a constellation of different ways.

If you already pitch stories to journalists and influencers online, why not interview them back about the wider context for your own blog?

I’m a firm believer that what made us great at “old” PR will continue to make us great at the new.

Stop asking if you can do something digital. Start thinking about how you can do something new.

One of the pleasures of what we do is being invited into accelerators like Level 39, Barclays Fintech and TravelTech to give time to the next generation of young startups.

Every time we wrap up one of these sessions, it strikes me how the themes progress between the different conversations and how I think it says something about the current state of the startup ecosystem.

I’m sharing some simple notes here, in the hope that they may be of interest and use to some of you.

Messaging is a new plateau, not winner takes all

Messaging is the new big trend. As a result many founders are turning their design principles toward this, just as the move to apps became very common in the last few years.

One reaction to this is to think: “won’t your messaging platform just get stomped by Apple, FB, Google and co?” But the interesting thing about messaging is that you don’t have to own the platform to design something valuable that speaks the language of that format.

Quartz new app shows how a messaging dynamic and design language can inform a useful new way of presenting things, whether you are literally running on a messaging platform or not. You get a head start working to this trend, you are immediately compatible with anyone that may think to acquire you and the language of successful messaging apps like Line and WeChat is to integrate a whole variety of third party services into the platform.

Messaging is an opportunity to join the new normal, not just a looming ecosystem war in the hands of a few giants.

Persuading institutions

Often, innovations must play into and function within the realm of more traditional markets or communities. As a result, it can be hard to get the buy in of established key figures and influencers.

One way to tackle this challenge is to think about how you create prestige and opportunity for a core few, that incentivises them to be part of the trend. How do you make disruption aspirational in the eyes of those wed to the old way of doing things?

You may start small — but gathering these first few advocates is like bringing together the first flakes of a snowball, a snowman, then an avalanche.

The entrepreneur is changing

If nothing else, the “Tech City” initiative has made one thing clear: if you want to found a business, London is ready for you.

The variety of founders I have me in the last year is far broader and more diverse than those present five or six years ago. For example, it feels like people who may have been more conservative in the past, who already have existing and growing businesses, are more eager to take the path less trod and disrupt themselves.

This previous experience can be an enormous asset. But, especially if disrupting an existing established biz, you don’t have to have watched every episode of Dragon’s Den to know that investors will quickly push for the old business to die and the focus to shift entirely to where their interests are.

I love indirect network builders

Some businesses produce a product, sell it to an audience and reap the rewards. Others provide a service, often nearly for free, that fulfils a need and disrupts an industry — but crucially, builds a valuable network of connections at the same time.

Tradeshift was such a business. Facebook did this with photos to establish social connections. Whenever I hear a similar mission, my eyes light up. It’s hard. But it’s valuable.