Berlin, December 21st, 2021

Based in Berlin, Uhura is a marketing and technology agency that creates digital products and campaigns that reach and involve people. With its expertise and award-winning team, it helps its customers to take advantage of the opportunities that digital change offers in all areas of communication and sales.

Kai Wermer is the founder and CEO of Uhura Digital Berlin. In an interview with TIA, Wermer described the role of machine learning in creative production and the consequences of the Covid-19 crisis across the sector. He also gave recommendations for start-ups with limited budget and resources.

To kick things off please can you tell us one must-do experience in Berlin?

Oh dear – it’s hard to single out one thing. But always amusing is the Autistic Disco Parties (at the theater Schaubühne) with Lars Eidinger as the DJ who I think is now also a very well-known actor internationally.

You’ve worked with some brilliant brands. How does an agency “stay ahead”?

No surprises here really. You just have to be interested and invest time to stay up to date and quickly recognize trends, developments and the possibilities of technology and integrate them into your work. At Uhura, we also work a lot on an agency culture that gives our employees the space and inspiration to always be two steps a head.

In your opinion, what’s the most important factor that leads companies to create successful overseas experiences and to engage at a global scale?

Well, in any case, you should try to travel as much as possible. Not only to be present with potential clients, but also to find partners for collaborations and to better understand the specific local needs. Uhura is a founding member of a network of independent digital agencies – Affinita. Here, for example, we meet at least twice a year at one of the agency locations. Having good partners is both instructive and helpful.

How can leadership create and then cultivate an inclusive workplace?

Becoming clear about one’s own values and documenting them sometimes certainly helps to become a better role model. Then you can also train your team to become more attentive and sensitive. For us, language is also an important instrument. Incidentally, it also helps to integrate art or cultural events.

With shopper behaviour changing, what impact do you believe machine learning and big data will have on the world of creative production?

Big Data and ML allow us to tell more personalized stories. We are already working with much, much more data than a few years ago. The challenge is to turn data into information and information into insights. These can then push us out of our norms and expectations every now and then. Creativity will always be our superpower, but data and ML will be our compass.

Accessibility can be difficult to acknowledge, how do you ensure that your clients understand what you are recommending? How do you ensure all users are considered during projects?

We advise more and more every year. But basically you have to prove your relevance again and again. If you have relevance, people will listen to you more and overall, more intensively.

The COVID-19 crisis accelerated an expansion of digital marketing towards new firms, customers and types of products. How is the pandemic impacting your project pipeline?

It seems to me that there are more projects on the one hand, but on the other hand they are more small-scale and short-term. This is not always well thought out in my eyes. Basically, many companies are trying to build a direct-to-consumer relationship and digital marketing and digital services are playing a stronger role.

Do you have any recommendations for startups that look for digital transformation but their budget and resources are limited?

At Uhura, I always say: “We are not our users” – it’s better to invest a little more time in understanding your customers, because mapping their behavior and expectations at every stage of the customer journey can save a lot of money. When you start campaigns, measure the success constantly and comprehensively, then you can also approach the right set-up. Don’t always try to achieve world domination. Focus on fewer, but important features.

Can you outline one, two or three crucial skills any innovation specialist should possess?

Being patient with the different mindsets, experiences and expectations of those involved in the project seems important to me. Bringing a team back to the scope and focus of the project again and again. Being realistic about both timelines and budgets.

What were the most important character-building experiences you’ve been through?

I grew up in East Berlin and was 15 years old when the Berlin Wall fell. At that time, Berlin was a very free place with a lot of space for young people. We occupied empty flats and clubs and were able to start projects that would probably be harder to do today. This upheaval was absolutely positive for me and probably shaped a lot.

What are your favorite ways to decompress outside of work?

Nothing special. Hanging out with my kids, running in the park next to me and of course wining and dining with friends.

Can you name a fun fact that people would be surprised to learn about you?

We in Germany have only facts, no “fun” facts.

Thanks Kai!

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