Talon Creative Solutions Grand Visual
From today, Talon’s award-winning Creative Solutions team will join industry-pioneers Grand Visual to offer a full suite of Out of Home (OOH) and Digital Out of Home (DOOH) creative services to advertisers, media agencies and creative agencies through the Grand Visual brand.

Grand Visual’s offering expands – from a unique production agency providing creative services for DOOH – to include creative and experiential executions for static OOH and DOOH, whilst continuing to dominate environments and turn OOH campaigns into truly immersive experiences generating a unique social amplification opportunity.

Under the new structure, Grand Visual’s team of creative, technology, production, project management, storytelling and digital marketing experts will be led by Jay Young and Dan Dawson as Chief Client Officer and Chief Creative Officer respectively. Ric Albert stays in role as Creative Director, with the entire Talon Creative Solutions team moving to Grand Visual.

Talon Creative Solutions Grand Visual

Grand Visual’s services will integrate Creative Solutions offering and their existing services into three categories delivering added value to existing and future clients offering the best in creative and digital OOH concepts through one funnel:




The Talon Creative Solutions team will move to be contactable via Grand Visual, with email structure firstname.lastname@grandvisual.com. Please update all contact details and look forward to receiving an extended response to briefs soon.

Grand Visual was acquired by Talon Outdoor in 2019 and is part of the Talon family.

Creative Personalisation of Ads - and Scale? Dan Dawson

This piece first appeared on LBB 

LBB> What was your first experience of leadership?

Dan> One of my earliest professional mentors was a creative director called Jon Laurie. Jon is a fantastic leader for many reasons, but foremost from a creative and guidance perspective. He provided me with active experiences around making the most of a creative brief, exploring avenues and allowed the whole team to develop skills while answering the briefs. This leadership is something that has been priceless to me as I forged my own path and offered me a sound foundation for creative leadership in the professional world.

LBB> How did you figure out what kind of leader you wanted to be – or what kind of leader you didn’t want to be?

Dan> I think it’s simple. Be the leader you’d like to be led by and start from there. I really do think that leadership is about evolution, rolling with the changes, people, tides and times. Fundamentally though, I try to lead and communicate with people in the way I’d like to be led or communicated with. I always aim to provide my team with an environment where they too can challenge me and each other in a pragmatic, calm and candid way, while respecting each other’s boundaries, beliefs and skills.

LBB> What experience or moment gave you your biggest lesson in leadership?

Dan> I have spent the majority of my career working with one of the best leaders in our industry, Neil Morris. Over the last 17 years of Grand Visual Neil taught me so many lessons in team building, bonding and growth. There’s not one big lesson… everyday was a school day!

LBB> Did you know you always wanted to take on a leadership role? If so how did you work towards it and if not, when did you start realising that you had it in you?

Dan> No. It kind of fell on me as our company grew. In order to scale effectively we really need to build a team that shares our company vision and culture…. And I’d be lying if I said it was plain sailing. I think we failed on lots of efforts, and finally found our flow through being more self critical. For me that’s one of the most important things about leading in anything. You need to prepare to fail, fail fast, learn from it and move forward using those failures as lessons.

 LBB> When it comes to ‘leadership’ as a skill, how much do you think is a natural part of personality, how much can be taught and learned?

Dan> I’d say it’s got to be equal. I think good leaders get lots of their skills naturally…. However as with anything the more you open your mind to learning and education the better you get at it. EG I’m a keen golfer… I’ve always had natural hand eye coordination so when I first picked up a golf club I was able to connect with the ball. However my game only really turned a corner after hours and hours of practice, watching lessons online and working on my game in the range and then the course. There are natural, emotional and physiological skills everyone possesses and with some extra effort, and some craft those skills can be forged into a real tangible asset if you put that effort in.

LBB> What are the aspects of leadership that you find most personally challenging? And how do you work through them?

Dan> I’ve a tendency to think and act fast. I think it’s a product of the work we do and the fast paced environment that a busy creative studio gives you. I’ve been working on slowing down and trying to separate creative executive decision mode from business and people mode. But obviously in our world those lines are often quite blurred.

LBB> Have you ever felt like you’ve failed whilst in charge? How did you address the issue and what did you learn from it?

Dan> EVERYDAY! I’m my own worst critic and enemy. But I think that’s ok. Self assessment is part of growing and understanding yourself.

LBB> In terms of leadership and openness, what’s your approach there? Do you think it’s important to be as transparent as possible in the service of being authentic? Or is there a value in being careful and considered?

Dan> I’m open, honest and candid as can be…. But there will always be parameters to the information that could be shared and that needs to be shared… and the effect it may have on people in your team.

LBB> As you developed your leadership skills did you have a mentor, if so who were/are they and what have you learned? And on the flip side, do you mentor any aspiring leaders and how do you approach that relationship?

Dan> I’ve had many unofficial mentors [see above for examples], and only one official mentor. Although my official mentor claims he was never my mentor… we just had some ‘chats’. I think that’s what made him a good mentor for me… it never felt forced, I never took notes, just two humans talking about making the world a better place to work in.

LBB> It’s been a really challenging year – and that’s an understatement. How do you cope with the responsibility of leading a team through such difficult waters?

Dan> In some ways this has been the most difficult 18 months of my career… some of the decisions we’ve had to make from a commercial perspective have had a profound effect on the people in our care, our colleagues and our friends…. as well as us as leaders. I think with anything you need to give yourselves the oxygen away from the office to keep the fire burning in the office. For me that’s my family life, sports and sometimes just getting outside and enjoying the great outdoors on my mountain bike.

LBB> This year has seen the industry confronted with its lack of action/progress on diversity and inclusion. As a leader how have you dealt with this?

Dan> We must always be doing more in this area. Our work will never be done, or done fast enough. Always learning and ever evolving… as people and as an industry. Coming from a mixed race family, and experiencing first hand some of the worst sides of our fellow humans, I have always and will always ensure my team, and place of work puts a lot of emphasis on making sure our work environment is reflective of our great community. In the creative industry I think this is most important. When we work on briefs at Grand Visual and Talon Outdoor, we pull ideas from all over our business, with input from our people from all over the world, with different beliefs, backgrounds and from different cultures. I believe, having a diverse workforce offers us greater insight, knowledge, research and experience which ultimately helps our creative output.

LBB> How important is your company culture to the success of your business? And how have you managed to keep it alive with staff working remotely in 2020?

Dan> It’s everything. The Grand Visual trajectory as market leader was only possible through the people who powered it and the culture they subscribed to from initial contact to exit. We had lots of remote sessions while we were all locked in… but there’s no real substitute for getting the team back together and being a bunch of humans interacting.

LBB> What are the most useful resources you’ve found to help you along your leadership journey?

Dan> Talk and listen to others. There’s not always a book, a course, a roleplay or one pager to answer your leadership issue. I think I’ve learned more from talking and listening to others than from any organised session.

Air Quality Campaign
Shocking new data on air pollution reveals that nearly 8 million (25%) addresses in the United Kingdom have air pollution levels above World Health Organization limits. The data comes from addresspollution.org, which has today rolled its London pilot out nationally. Air quality reports are now freely available for every UK address.

The initiative, by AMV BBDO and policy activist group Central Office of Public Interest (COPI), is also attempting to drive legal action to force the disclosure of air pollution ratings within the property industry. This would mean estate agents, property websites, surveyors and conveyancers are obliged to disclose air pollution, in the same way they have to disclose other deadly substances, such as asbestos. An explosive 20-page Queen’s Counsel legal opinion, released with the campaign, reveals a ‘strong legal argument’ estate agents will be negligent for not doing so.

Air Quality Campaign

Originally launched in 2019 as a London pilot, addresspollution.org received nearly one million visits at launch. Off the back of that success, funding was secured to commission 1.5 billion new data points from university Imperial College London.

addresspollution.org can now reveal the levels of three toxic pollutants anywhere in the UK in an easy to understand Air Quality Report (AQR). The health implications for living at the address are also given. People are then urged to sign a petition demanding that estate agents and property websites disclose air quality to buyers and renters.

Air Quality Campaign

The rating system, approved by experts at the Environmental Research Group at Imperial College London, needed to be simple. It combines information design, brand identity and graphic design to make an invisible killer visible.

Scott, Art Director at AMV BBDO, says: “We’re dealing with concentrations of pollutants measured in micrograms per cubic metre. On top of that, there are three different pollutants and they’re all invisible. We had to communicate complicated information quickly and efficiently, while nodding to the toxicity.”


Designer Director Mario Kerkstra adds, “Air pollution exists on a microscopic scale but its effect on lungs, the brain, heart and even the womb is profound. We needed a visceral way of expressing the different levels of air pollution in more than a coloured banded system. Spikes exist in nature as a warning sign, a sign of danger. They felt right for this.”

The agency has created a hard-hitting national campaign launching the system which visualizes the damage invisible air pollution causes. The campaign centres on geo-targeted animated digital ads featuring spiky typography which ‘breathes’ according to the air pollution at that location The ads are running across 651 digital out of home screens around the UK. The media sites were donated by Open Media, Foris Outdoor, City Outdoor, BlowUp!, JCDecaux, Clear Channel Outdoor, Alight Media and Global Outdoor.

Air Quality Campaign

A blitz on Instagram will also see a number of posts exposing the high levels of pollution in different sites in the UK. The strong, eye-catching social media pieces also feature different organs, such as breathing lungs covered with spikes. Funds to get the addresspollution.org pilot live were originally raised through a successful Crowdfunder campaign, making this a truly people-powered campaign.

Humphrey Milles, founder of the Central Office of Public Interest, said: “Air pollution affects everyone. It is a dangerous, invisible killer. With this national roll out, it would be shameful for the property industry to not start acting in an honest, transparent way. Lives depend on it. Everyone has a right to know what they’re breathing. And with the public finally able to see this invisible problem, the government will need to swiftly act to bring air pollution levels down.”

The data-driven approach breaks new ground for AMV BBDO. Copywriter Ben Polkinghorne says, “Back in 2019 we were asked to come up with an idea that tackles inaction on air pollution. Little did we know we’d end up spending our time developing a rating system with scientists and uncovering legal loopholes. We’ve literally been living and breathing the stuff for years, so it’s fantastic to get this next phase of the project out into the world.”

To get a free air quality report for your address and sign the petition, visit addresspollution.org.

Letter to Zion Digital Billboard

Cephas Williams, founder of the Black British Network, has launched an inspirational campaign, which features on Out of Home (OOH) digital screens throughout November and December, publicising his moving Letter to his son  Zion written in the wake of the killing of George Floyd. The move is currently supported by 19 UK industry leaders including Phil Thomas, Keith Weed, Stephen Woodford, Jude Kelly, Barry Cupples and Paul Polman.

The campaign, which is to support Williams’ crowdfunder initiative to support the Black British Network, aims to promote change and a dialogue not restricted to October’s Black History Month. The OOH campaign uses creative including the introductory line “I want to see a world where…” and includes subsequent copy such as “…people respect each other’s differences”, “…black history is not just celebrated in a single month”, and “…where black people are treated fairly”.  All taken from Williams’ letter as seen on LetterToZion.com.

The OOH industry is supporting the initiative in a campaign worth over £1 million, with the project led, planned and coordinated by Talon. The distinctive black and white creative copy-led messaging, which includes the iconic end-frame image of Cephas holding his son, Zion, has been developed and created by Grand Visual. It will run in November and December, and into 2021, across sites donated by Blow Up Media, Clear Channel Outdoor, JCDecaux, Ocean Outdoor, Open Media, Maxx Media and Smart Outdoor.

The Letter to Zion, written to his son as a vehicle to bring about continuous dialog and tangible change regarding the black community and wider landscape, followed the birth of his son around the time of George Floyd’s killing in the US. Cephas spent months writing this timely letter and released the letter on October 9th, his birthday.

As Cephas Williams explains,

“Unfortunately, it took the killing of George Floyd to bring about this awakening and now with companies and leaders going back into the cooler, my concern is that we have not yet successfully created something that exists independent of corporate frameworks that can be used as a tool to help bring about the change we need to see. This stance, supported by a variety of industry leaders and now the Out of Home industry in bringing my message to the wider community and beyond a single reference point, such a s Black History Month, will reinforce the message of the Black British Network, that ‘Together We Are Stronger’. The hope is to create a ‘unified knock’ that goes beyond lip service and tokenistic gestures and starts to look at primary behavioural and systemic change, to support a mission that prioritises a more reflective approach and response to the black conversation than a reactive and opportunistic one.”

Barry Cupples, Group CEO of Talon, who’s team planned and coordinated the OOH activity, adds:

“This is an unbelievably important cause that we’re very proud to be involved with alongside some amazing Out of Home media owner partners. Bringing the message to a wider audience, highlighting its importance and showcasing some extremely powerful ad content, will really stand out in this period ahead and drive the desired effect of delivering impact, action and change.”

Commitments to the Letter to Zion and the further ambitions of the BBN so far includes the support of the OOH industry through media space, plus companies like Alfa Systems, O2, Ernst & Young and Clear Channel committing to the BBN Round Table Conversations and other key deliverables proposed by the Black British Network to bring about long lasting change in this area. Clear Channel, who initially worked with Williams to amplify the ground breaking 56 Black Men ‘I am not my stereotype’ campaign in 2019 and the ‘Let’s Not Forget’ campaign in 2020, connected Talon to Cephas as part of an ongoing ambition to further unite the OOH industry in support of Williams’ message and vision for change. This is the start of an ongoing and powerful relationship that will be committed to supporting the BBN in driving the change we need to see in this country and the wider world.


Dan Dawson, Chief Creative Officer, Grand Visual

Dan Dawson, CCO Grand Visual

With travel restrictions still in place across much of the world and varying degrees of lockdown hindering our out of home movement and daily lives, the impact on the OOH medium has been significant. Arguably the biggest media win of the lockdown is the nationwide embracing of various digital technologies to help us stay connected. Connected to colleagues, connected to family and friends, our education and healthcare systems, and even connected to my local fruit and veg store who now offer online shopping – unheard of before Covid-19, this really is creative innovation.

Lockdown has also been a time of reflection and space to think about what comes next. When social distancing measures are relaxed, how will the OOH medium be used creatively? OOH, media will likely be at the highest occupancy level and space will be at a premium.  Advertisers may need to consider inventory outside of the traditional main players. 

Budgets and timelines for creative production will also be hit hard as companies prepare for what the media suggest might be a global recession. With these conditions, advertisers will need outstanding creativity now more than ever. Creative that cuts through the noise and engages the audience in a memorable way as they reacquaint themselves with the great outdoors.

Resonate with Mindset 

Consequently, brands need to ensure that the money they spend on OOH media works harder than ever. Creative needs to stand out through timely delivery, with messages that align to the time of day, location, and consumer purpose to be useful. By resonating with the audience mindset it is possible to create deeper emotional connections with people as they go about their ‘new normal’.

There have been massive advancements in smart audience planning over the last few years, data tools that not only helps OOH to get tactical with behavioural targeting but also informs the right creative message, tone or brand to prioritise from a subset. Linking your smart media planning to smart creative will drive media effectiveness, as we deliver the messages at the right moments for your audience’s mindset.

Get Scalable 

With budgets inevitably constrained, the need for production efficiency on large OOH media plans is immediate. Advertisers need to work with digital OOH production partners who offer scalable content mastering and creative re-versioning for OOH, to capitalise on the efficiencies for delivering DOOH creative to multiple formats, environments, durations and ratios. One that has the ability to act for local, regional, continental or global markets, potentially requiring thousands of pieces of creative for each campaign. 

Be Contextual 

With occupancy on OOH expected to be high as soon as the global lockdown begins to ease,  only a finite amount of space will be available, so being smart about your creative and ensuring it is topical to the environment will be more important than ever. 

A recent study from Clear Channel revealed that creative OOH executions were 32% more effective if they are contextually relevant. We know from experience that dynamic creative delivers effectiveness  – for creative as well as media. Contextual messaging is not just for the big digital and technology brands of the world, we’ve worked on campaigns for airlines, retail, food, beverage, automotive and FMCG brands that all prove the same incredible results. 

Go Bespoke

With standard OOH and DOOH media space selling fast, advertisers will have the chance to broaden their reach in the OOH space by looking at locations, formats or experiences that they would not usually have considered. Immersive experiences and ambient outdoor activations help brands stand out in a cluttered environment and create deeper emotional connections with audiences. 

Recent neuroscience research led by Ocean Outdoor found that engaging with consumers through interactive experiences on DOOH creates deeper, more memorable connections to your brand. As a big AR enthusiast one of their key stats stood out to me: “The use of augmented reality using image detection equated to a four times stronger impact of memory encoding.”

Get Social 

We don’t need to actually be outdoors to appreciate outdoor work. Social and OOH are natural bedfellows, platforms helping other platforms. Interactive experiences help to spread the message beyond the OOH medium it’s initially displayed on as participants share their experience online with friends and family. So the ability to ‘socialise’ special builds, murals, interactive experiences into incredible multi-format campaigns will be a real winner in the second half of 2020 and beyond. Again some interesting findings from the same Ocean research noted that adding social media capabilities to your campaign can make it 4 times more memorable for consumers. 

As lockdown restrictions continue to relax, and people reacquaint themselves with the great outdoors, those advertisers who invest in OOH media but underinvest in creativity risk missing the mark in terms of brand stand out, campaign effectiveness and ultimately ROI. As an industry, we have a duty to these advertisers to help them navigate what will likely be a crazy H2 for 2020. We face some tough economic and emotional times ahead, as we endeavour to get ‘back to normal’. As life OOH starts to open up there will undoubtedly be challenges, so it is vital for advertisers to ensure they have the right creative support for their brand, agency, budget, timeline and ambition. 


Ad Club New York OOH Now 2019
Zevi Tilles, Account Director, shares his thoughts and feedback from last weeks Ad Club of New York’s annual Conference, OOH Now 2019.

Every year, I look forward to attending The AD Club of New York’s end of year conference. Getting to Pier 60 by the Hudson River on the west side of Manhattan in December is a cold trip. However, once inside I’m always reminded of why the event is worth travelling to.

This year was no exception, and it was better than ever. The agenda centered around how data, technology, creativity, and the experience of OOH specialist teams, are leading growth and expansion across the industry. The view presented at the event promoted more focus on digital OOH and how the medium should move to utilize real-time triggers from time of day or weather to dynamic creative optimization at a greater scale. We also heard from brands using ad tech solutions that are giving their planners the ability to find locations where their audience over indexes and that allows them to optimize their digital OOH plans and creative accordingly, to drive contextual relevance and impact by using real-time conditions. 

There was an amazing session on THE CREATIVE CANVAS led by Dan Brill, Group Creative Director, Spotify, Travis Sterner, Director of Media, United Artists Releasing, Robin Tilotta, Director of Consumer Marketing, Twitter and Paul Woolmington, CEO, Canvas Worldwide. It was moderated by, Ed Herty, National Creative Director, Outfront Media. The panel was in agreement, creative storytelling is now informing the buy. Advertisers are looking to make DOOH interactive, contextual, and they want to personalize their messages to specific audiences based on time of day and in the moments that matter to the viewer. This was exactly the sentiment I was hoping for and it was coming directly from the brands! This is the type of ambition that will lead our channel to new heights in 2020.

The MEDIA BUYER SPOTLIGHT featuring: Andrew Weinstein, Manager, Rapport Worldwide, Fatima Winfrey, Group Director, OOH, Horizon Media, led me to believe that the agencies were coming to the same conclusions. Better creative and smarter standards drive superior outcomes.

Throughout the day, a recurring theme was discussed by the speakers. The sentiment being, OOH faces challenges as it moves towards a programmatic future, and how we collectively handle them will have an important impact in our industry. Particularly as omnichannel platforms are moving into digital OOH. It was highlighted that we need to make sure there is consistency in how impressions are reported. For digital OOH there needs to be independent third-party verification of campaign playout, including interactions and other campaign-specific metrics. We must provide advertisers with a level of transparency and accountability, to realize the full potential of programmatic digital OOH. 

Furthermore, advertisers and agencies need better workflow tools for the management and trafficking of digital OOH campaigns. These tools should be dedicated to quality assurance, distribution, and auditing of digital OOH creative. This will, in turn, accelerate the path from creative producers to media owners simplifying the management and delivery of DOOH creative across networks and platforms. 

In conclusion, a digital-first OOH mindset and added experiences through touch, gesture, recognition, mobile, social and experiential have marketers and brands excited! They are spending more time, measuring the outcomes, and investing more budget into the channel. 

I can’t wait to see what happens as we transition to the next decade for OOH in 2020!


Google Data-Driven Digital OOH
Google extended its “Make the Most of Summer” campaign with a responsive, data-driven, nationwide, digital OOH push that demonstrates the little ways in which Google is there to help you enjoy the summer.

The campaign showcases Google’s Search functionality with popular city-wide summer search terms, such as ‘Best ice cream in Glasgow,’ or ‘Parks near me,’ for example.

Full motion sites across London, Manchester, and Birmingham, also list the results for search terms, including star ratings, opening times, and map directions with creative also reacting to time of day and local weather conditions, to provide the most relevant creative in the moment.

At Old Street EC1, Google’s long-term digital holding in London, creative features additional location-specific, weather, time, day, and temperature triggers, and also taps into cultural events such as The Ashes, to contextualise creative during the campaign.

Google Data-Driven Digital OOH

Created by 72andSunny Amsterdam, and produced by Grand Visual, the campaign was planned and booked by OMD and Talon and runs across transit, retail and city-centre locations until the 25th of August, with an extended run at Old Street roundabout.

Dynamic creative is delivered via OpenLoop, the Dynamic Creative Optimisation ad server from ad tech specialist QDOT.

Graham Bednash, Director of Consumer Marketing at Google UK, said: “There’s something unique about the British interest in the weather and the way we react to summer. We love the way this campaign really captures that and shows how Google Search and Maps can help people make the most of it.”


“Dynamic campaigns of this scale are archetypical of where the OOH market is headed following years of digitisation and investment. It’s awesome to see Google marketing continuing to lead and believe in the DOOH space with an epic campaign that is tactical, reactive and responsive.” Dan Dawson, Chief Creative Officer.

Talon acquires Grand Visual and QDOT
As part of its continued international growth, Talon has extended its global independent OOH offering, with the addition of market-leading digital OOH creative services specialist Grand Visual, and its digital OOH Ad tech provider QDOT.

The strategic acquisition enables Talon to further enhance its abilities across the US and to manage the increased demand for dynamic utilization of the digital landscape as the OOH industry evolves. Through this extension of services and abilities, Talon will continue to develop new ways to better serve clients and contribute to making the industry ‘Smarter as Standard’.

Grand Visual and QDOT employ 48 people globally, across London, New York and a development hub in Montevideo, Uruguay. Both companies will continue to run with the existing management structure, led by founder and chief executive Neil Morris, and Grand Visual managing director Dan Dawson and QDOT managing director Ben Putland.

Grand Visual will retain its identity, and continue to work autonomously with agencies, media owners and client brand teams, including Warner Brothers, Amazon Studios, Netflix and Spotify.

The purchase follows Talon’s acquisition of US independent OOH media agency Grandesign earlier this year, along with the launch of international network Plexus, connected traveller offering Latitude and proprietary Ad tech platforms Plato and Ada.

Barry Cupples, Group Chief Executive Officer at Talon commented:

“As we continue to invest in our proposition as a global independent OOH media specialist, we are excited to bring Grand Visual and QDOT into the Talon Group. QDOT’s world leading technology platforms and Grand Visual’s expertise in digital storytelling, means we are in an enviable position to offer true end-to-end service for our clients – as well as providing a tailored solution to those who need to plug specific services into their own OOH ecosystems.


As the industry moves towards a more evidence-based economy, we feel confident that the breadth of our experience, services and capabilities will help to elevate client services further enhancing our smarter as standard approach.”

Neil Morris, Founder and Chief Executive Officer of Grand Visual and QDOT said:

“I am proud of the entrepreneurial teams we have in place and the global, future-facing services we have developed. Digital OOH offers an incredible canvas that is crying out for intelligent, interoperable solutions to help brands drive meaningful results. Joining the Talon Group will enable Grand Visual and QDOT to integrate with complementary services, such as Plato and Ada to facilitate scale at an even faster pace.”

Grand Visual OOH

Our Team


How long have you been at GV for and what is your role?
Two months and I’m a Senior Producer.

What’s your favourite GV campaign?
Spotify! Obviously.

If you weren’t in Production, would you rather be in Marketing or Tech?
Creative! Oh, neither!

Would you rather have no taste buds or be colour blind?
Erm… colourblind!

Would you rather be the first person to explore a planet or be the inventor of a drug that cures a deadly disease?


Our team


How long have you been with GV for and what’s your role?
I’ve been at GV for five months and I’m a digital marketing apprentice.

What’s your favourite GV campaign?
I like the Haunting of Hill House campaign that we did a couple of months ago.

If you weren’t in Marketing would you rather be in Production or Tech?
I’d rather be in tech because they look like they have more fun than production.

Would you rather have no taste buds or be colour blind?
I’m already pretty blind, so… I wouldn’t mind being colour blind if I could keep my taste buds!

Would you rather live in a place where it’s always hot or always cold?
Always hot! I’m definitely chasing the sun!


Grand Visual Team

Our Team


How long have you been at GV for and what is your role?
I’ve been at GV for a month and I’m on the Client Services Team focused on the US business, developing our footprint in The States.

What’s your favourite GV campaign?
My favourite GV campaign is the Google Play Music campaign we did for Google and Omnicom. The thing I liked about that campaign was our ability to leverage data and triggers to make it more contextually relevant for the consumers that engaged with the creative.

If you weren’t in Client Services, would you rather be in Production or Tech?
If I wasn’t in Client Services, I’d rather be in Tech because I’d like to see what is under the hood and all of the cool technology that we’re rolling out on these campaigns. It’s what really differentiates our company and makes us unique. I’d love to be one of the solution providers behind the scenes – if I wasn’t selling these campaigns!

Would you rather be colour blind or have no taste buds?
I would rather be colour blind than have no taste buds because I feel that having flavour in your life is key for happiness and I love to eat.

Would you rather be an amazing dancer or an amazing singer?
Well, I’m already an amazing dancer so – I’d opt for having a good singing voice which I sorely lack! I have a good talking voice but my singing voice needs a little work, so – please help me out a little bit!


Our Team


How long have you been at GV for and what’s your role?
So I’ve been at GV since 2012 and I’m a Full Stack Developer.

What is your favourite GV campaign?
I think my favourite GV campaign would probably be the first one that I ever did – Disney Memories! I was fresh out of university and going to New York was really exciting!

If you weren’t in Tech, would you rather be in Marketing or Client Services?
This is a tough question! If I wasn’t in the Tech Team I think I would rather be in Marketing. I used to be an editor so I think I’d be quite good at making promos and things like that.

Would you rather hear the good news or the bad news first?
I always would prefer to hear the bad news first – to come out on a high!

Would you rather be invisible or be able to fly for one day?
I need to think about that one… I think I would rather be able to fly for a day because being invisible for a day you’re about to get into a lot of trouble!


Our Team


How long have you been at GV for and what’s your role?
I’m a producer and today is my two year anniversary at Grand Visual!

What’s your favourite GV campaign?
My favourite GV campaign would probably be Spotify because I love music!

If you weren’t in Production, would you rather be in the Creative Team or the Tech Team?
Would I rather be in the Creative Team or the Tech Team? Probably the Creative because they seem to like to have more fun!

Would you rather live without the internet or without AC/heating?
Would I rather live without the internet or AC and heating? Well to be fair, I don’t live with AC at the moment and the heating – we only put it on for a short time… of the year anyway so, without that! Internet all the time! Obviously!

Would you rather have an unlimited international first class ticket, or never have to pay for food at restaurants?
Would I rather fly internationally for free forever or have unlimited food? Fly – because I don’t feel I’ve travelled as much as I should have so definitely that one!