North Norfolk, May 29th

Dialogue, a dynamic agency based in the UK, is renowned for its agility, creativity, and collaborative spirit, particularly within the automotive, luxury, and experiential sectors. Specializing in crafting comprehensive content marketing strategies, Dialogue excels in producing, distributing, and monetizing content that drives profitable outcomes in alignment with clients’ business objectives. Their content not only inspires and informs but also excites, forging strong connections between brands and consumers to build passionate brand communities.

At the helm of Dialogue is CEO Zoë Francis-Cox, a visionary leader with over 20 years of experience within the agency. In an exclusive interview with TIA, Zoë shares insights from her extensive career journey, highlighting her progression through various roles at Dialogue. She delves into the multifaceted responsibilities of being a CEO and outlines the key areas of focus for the agency, spotlighting recent exemplary projects that underscore Dialogue’s innovative approach and industry impact. Additionally, Zoë discusses the exciting future plans for Dialogue as it continues to expand its creative services under new investment.

Our conversation begins with personal background. Where do you currently reside?

Having studied and worked in London, it was refreshing to move back ‘home’ to north Norfolk where I grew up, and now live with my husband and 11-year-old daughter. North Norfolk is just such a beautiful place to live, with the stunning coastline on my doorstep – it’s inspiring and relaxing which in turn is energising. Holkham beach is a must for any visitor; the landscape, the ‘vastness’, the biggest sky you will ever see.

Can you share a bit about your journey in the print, digital, and agency landscape over the past 20+ years, and how it has shaped your approach to business and leadership?

I joined Summerhouse Publishing, as Dialogue was then known, 20 years ago as a Sub Editor and learned how to love words from some great mentors. As I rose through the ranks as Production Editor and Editorial Manager, growing a small editorial team, within six years I was Editorial Director, running a team of 10 editors and subs…while still working on magazines across an ever-evolving portfolio of clients. A few years later I was enjoying the role of Publishing Director and then more recently, Agency Director before a couple of years ago we successfully led an exit from our previous parent company and I’m now the CEO.

I’ve never been able to keep my hands off the bigger picture. It’s something I’ve always drilled into my team. Yes, be the master of your craft, whether it’s editorial, design, account management, sales and so on, but make sure you understand why we are doing what we do for our clients.Technology of course changed a lot over these years and through my relationship with one of our key clients, Harley-Davidson, and as a ‘customer’ experiencing first-hand the changes that came with the digital age, we were able to experiment with e-newsletters, website content, then apps, social media and even VR … it’s how we’ve developed our multi-platform content skills and distribution capabilities. It’s about trust between us and clients to embark on this journey where consumer behaviours and technology are going to keep changing but we collaborate to find the right content solutions to keep customers engaged, excited and informed.

Where do you spend most of your time, and what does a typical day entail?

My time is spent differently every week – I’m always where I need to be; whether that’s in our Norwich office with my teams; in London (at our other office or otherwise) meeting new clients and contacts; at our clients’ offices (which span from Milwaukee to Paris and Oxford to Crewe); at home or on the beach where I get my thinking time – my ‘brain space’ to consider the bigger picture and switch lenses to look at the agency and the wider landscape. There’s no such thing as a typical day.

What are your main focuses at the moment?

Agency: Focus is always around retention and growth – the strategy, the positioning of our brand and making sure we’re getting out there, meeting new brands. Also, keeping an eye on servicing levels across our portfolio. We love our clients and our clients love us, and going the extra mile is part of what’s kept our client base for many years (some clients have worked with us for more than 15 years), but I have to keep an eye on the commercials that surround that to remain competitive but also profitable.
Industry: AI keeps cropping up as a perceived ‘threat’ to what we do… my understanding and learning to date is that it’s an amazing tool, and is sure to form a major part of the future for marketing, as long as it’s used wisely… I’m still not wholly trusting of it, but learning how to ‘train’ it and use it for maximum efficiency is certainly something we’re spending time understanding at the moment.

As the CEO of Dialogue, what are some of the key values and principles that guide your leadership style and decision-making process?

My leadership style has evolved a lot over the past two years since we exited our parent company and became an independent business. Running a business unit is very different to running your own business! I’m all about transparency and honesty – our clients trust us; we need to trust each other – so this is key for me. I’ve also built an incredibly talented team around me who I empower to do their thing. My job is to steer the agency and try new things within the boundaries of being a commercially successful business. As an editor‘by trade’, I’ve had to gradually move away from working ‘in’ the business to focusing ‘on’ the business – that’s tricky when you’ve got creative juices that need an outlet! My team knows that I like to get involved in the creative side of what we do, and they humour me… sometimes I even have an idea that makes the final cut.

You’ve been able to collaborate with so many brands in your career, but what mistake have you seen from companies trying to stay relevant?

Some brands we’ve worked with in the past have misjudged the passion and loyalty of their customers – as a brand they have an idea of how they ‘want’ to be perceived… but the reality is they can’t change what their customers believe overnight yet they still go full-steam ahead with what they ‘want’ to be seen as, while upsetting existing customers. Needless to say, on several occasions these brands have had to roll back their plans and spend more time talking to and understanding their customers. You can’t underestimate or take for granted your customers, they’re the cornerstone of success. And yes while you may want to move forward and attract new customers from a different demographic you have to find a balance which doesn’t alienate loyalty and that long-term customer value.

Are there any specific industries or sectors that Dialogue is particularly passionate about working with or contributing to?

We’ve naturally evolved from our origins working with Saab Automobile 40 years ago, into an agency that has extensive experience within the automotive sector. But this has taken two directions: one into automotive membership (independent and manufacturer-endorsed clubs), and one with the brands themselves. We’ve worked directly with Rolls-Royce, Jeep and Bentley on the brand side at a global level, and Mazda and Porsche on the membership side; and then Harley-Davidson on both. We’re carving out a niche in premium / luxury, which has spawned from our work with the luxury automotive brands. We now work with luxury hotels, private air charter and yacht brands.

Leading the global Harley-Davidson account for over a decade is quite impressive. What strategies did you employ to build and retain such a dedicated brand community, and what lessons did you learn from this experience?

I’ve always been a huge fan of brand immersion, and continually invest in my teams to ensure they truly understand the brands they work with. I learned to ride a motorcycle within weeks of us winning the Harley-Davidson contract for EMEA back in 2007 and have owned four Harley-Davidsons since, touring Europe and South Africa along the way. Becoming a customer so early in our relationship enabled me to constantly see what we were doing as an agency from the customers’ viewpoint and it really helped us shape the strategies we employed from there on, and continues today to inform our work across the world with so many different cultures to also consider. It’s a very powerful position, but it’s also a very emotional one.

As someone who has worked with notable brands, what tips would you recommend to clients for streamlining the communication and coordination between their vision and your approach?

Constantly talk to your customers and audience. Don’t assume what you think they want to see from your brand; give them what they want and more, take them on a journey and keep them front and centre of your content strategy. Don’t obsess over channels; understand where your audience ‘is’ and make sure you’re in that space.

Looking ahead, what are your aspirations for Dialogue in the coming years, and how do you envision the agency’s role in shaping the future of branding and digital marketing?

We want to become the go-to agency for high-quality content in the premium and luxury space, leveraging our expertise in this sector to help brands retain and grow their customer bases using engaging content.We’ve focused on retention and brand loyalty content strategies and activation for many years and still believe this is something which brands struggle with. Harley-Davidson described us as the ‘Swiss Army knife of content marketing’ and I think that really sums up how we can help whether it be digital, print or on the ground for brand events.

Can you share your thoughts on using artificial intelligence in your creative work

The Jury’s out a little for me on the short-term uses for AI in our industry. It certainly has its benefits from a productivity point of view, but I still firmly believe that it’s only going to be as good as the ‘human’ controlling it, and the risks associated with sharing data as well as the trust piece still outweigh the positives for me at the moment. It’s certainly something the agency is exploring more and more, and learning about every day as we ‘train’ AI more to maximise productivity benefits while making it a trusted tool.

Do you think someone can get into the field without educational experience in a school environment?

It’s all about attitude and a natural flair for creativity. The rest can be taught/learned on the job. Never turn up and think you have the answer. Listen a LOT! Watch and learn from those around you. Whether they’re an aspiring writer, designer, or developer, try and always consider the bigger picture; really understand the audience you’re talking to and always be prepared to be challenged and try something new.

Were there any books, movies, or works of art from your early life that left a lasting impact on you or fueled your imagination?

I used to love to paint – I studied ‘women in art’ as part of my degree, so looking at work by Georgia O’Keefe and of course, the classic Venus by Botticelli, inspired much of my paintings as I was growing up. I loved to paint big and bold abstract florals and nature paintings and was naturally drawn to female artists in this space. I’m still inspired by women doing creative things today whether it’s in design, architecture, art or business.

Are there any hobbies or activities outside of design that you enjoy and find inspiration from?

Travelling – on and off my Harley motorbike – always inspires me. A combination of experiencing new cultures, landscapes and people, but also giving my brain time to just be free… very therapeutic as well as inspirational.

As someone who enjoys challenges, is there any lesson you’ve had to learn multiple times?

To shut up and listen. I’m a very animated and passionate individual and thrive on adrenaline – I often get carried away in my excitement for new challenges and sometimes forget to stop and listen…

Please share a fun-fact that not many people know about you.

I have my PPL (Private Pilot’s Licence) for Microlights. While I haven’t flown for a while, it was one of my greatest achievements at a personal level and something I hope to get back into when I have more free time. I also used to play guitar in a rock covers band!

If you could solve one problem in the world, what would it be?

Climate change.

Thanks Zoë!

Learn more about: Dialogue

Follow Zoë on social media:  LinkedIn

Follow Dialogue on social media:  LinkedIn

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