We sit down with Jennifer Davidson, the founder of Sleek, a leading experience marketing agency based in London with a global client base.

Known for delivering captivating, immersive events that challenge norms and inspire change, Davidson shares the journey behind launching Sleek and discusses the agency’s core mission to create meaningful connections through expertly crafted live experiences. From the motivations that sparked the creation of the agency, to the values that shape its culture and the innovative approach to client collaboration, Davidson offers a glimpse into what sets Sleek apart in a competitive industry.

I’m the founder of Sleek, a full-service experience marketing agency based in London that works with clients globally.

We’re known for our ability to create real moments that captivate audiences, challenge norms, and inspire change. We pride ourselves on serving as strategic partners for our clients, crafting experiences that leave lasting impressions and creating authentic connections, evoking genuine emotions, and delivering impactful events.

What is the main problem you solve for your customers?

We understand the importance of forming meaningful connections, and we believe that well-crafted events can address this need effectively. Our approach involves a deep dive into a client’s strategy, values, and objectives to design moments that truly resonate with audiences and secure tangible results. Through our comprehensive experiential marketing services, we create immersive live experiences that captivate audiences, develop compelling brand narratives, and produce engaging content.

What made you start your business – did you want to rock the status quo, or was it a gap in the marketplace that you could fill?

It’s hard to believe it’s been over a decade since I started Sleek. In all honesty I did  want to rock the status quo to bring a fresh perspective to agency life. Before taking the leap into agency ownership, I spent years as a freelancer, working with diverse brands and agencies. During this time, I encountered a significant gap in the industry: a lack of transparency and genuine communication. Clients and agencies often spoke in code, and staff welfare and growth seemed secondary to just getting the job done.

What are your brand values?

Respect – This is the foundation of each department. We respect our clients’ businesses, including brand values, working styles, processes and budgets and importantly ourselves and our colleagues.

Versatile – It’s important for us that we tailor our service to your requirements and budget with guaranteed high standard, no matter the size of the event. Our clients always appreciate our flexibility.

Big Hearted – We pride ourselves as being friendly, approachable and reliable, with everyone from clients to partners and suppliers.

Resourceful – We love to be challenged and won’t rest until we’ve found what you’re looking for. We’re always open to thinking differently; from spaces and budgets to objectives and timings. Nothing’s too much trouble. No idea is too big and no request is too quirky. If there’s a way, we’ll find it.

Do your values define your decision making process?

Absolutely, our values are central to our decision-making process. We prioritise working with clients who share our values because they play a crucial role in maintaining our team’s well-being and fostering a positive company culture. We seek partnerships with clients who understand the true role of an agency and are interested in growing together, rather than just engaging in one-off projects.

Is team culture integral to your business?

Building a culture of inclusivity, transparency, and gender equality has always been my top priority. It’s not just about the bottom line; it’s about empowering the team. I’ve created a sense of ownership. With a focus on work-life balance, equal pay, and initiatives supporting women’s health, we’ve fostered an environment where everyone feels valued and empowered. Our most recent employee engagement score of 86% speaks for itself.

What do you do to go the extra mile to show your team you appreciate them?

Doing the bare minimum to be an equal employer was never an option for me and I wanted to tackle specific problems that I know employees face.

I’m so proud that we now have a comprehensive suite of policies and initiatives in place that put employee wellbeing at every life stage into central focus. This really helps foster a culture of inclusivity and transparency. Here are some key examples:

Profit Sharing: Sleek ties a portion of profits to employee performance, further incentivising success and a shared financial stake.

Work-life Balance: Generous parental leave policies exceed legal requirements, recognising the vital role parents play.

Equal Pay: Clear salary bands ensure equal pay for equal work regardless of gender. Bonuses are awarded based on transparent criteria, fostering accountability and ensuring women are rewarded fairly.

Gender Equality Initiatives:

Women in Leadership positions:

Women’s Health & Wellbeing: Programmes specifically address challenges faced by women, including menopause and other health conditions.

In terms of your messaging do you think you talk directly to your consumers in a clear fashion?

Yes, we believe our messaging speaks directly and clearly to our consumers. We recently underwent a ‘Sleek Evolution’, which allowed us to refine our approach to ensure that our communication is straightforward and free of unnecessary jargon. Our goal is for visitors to understand what we offer as soon as they land on our website.

What’s your take on inflation and interest rates – are you going to pass that on to your customers or let your margins take a hit and reward customer loyalty in these tougher times?

We always try to remain competitive with our pricing, but pride ourselves on being fair across the board. Having this approach may mean a transparent conversation would need to happen about how that impacts rates. As with all businesses we have to move with the times and do what we need to to protect those we pay a salary to.

How often do you assess the data you pull in and address your KPIs and why?

Often. Every eight weeks we meet as a board where each department reports on their KPIs. This all ladders up to our business strategy and targets. But regardless of meetings, we assess these data points daily to ensure clarity on all metrics. I believe this is why we’ve been able to build the success we have so far as we’re very focussed on ensuring clarity with our goals.

Is tech playing a much larger part in your day-to-day running of your company?

Yes, I think naturally it’s the way the world is moving and as a service-based company with global clients, tech is a tool we have to utilise. It also enables us to find more efficient ways of working though which ultimately benefits the clients bottom line. We also adapt to our clients needs so will often be using different forms of tech for collaborative working. We have an inquisitive team who are always bringing ideas and new tech to the table to inform everyone.

What is your attitude to your competitors?

There is a great quote by Henry Ford that sums this up: ‘The competitor to be feared is one who never bothers about you at all, but goes on making his own business better all the time.’

Our goal is to remain focused on us and not be distracted by our competitors. We aim to create better work this week than we did last week, and make this month better than last month – for no other reason but to continuously raise the bar.

Do you have any advice for anyone starting out in business?

Success wasn’t something I ever expected, and the feelings of doubt were a constant companion. However, my inner thoughts of “you can’t” only fuelled my fire. The truth is anyone can achieve anything they set their mind to. Our abilities aren’t defined by anything other than the belief in ourselves. We should always look to show up with confidence and keep in mind that every failure presents the opportunity to learn, and the harder we work, the closer we get to proving the doubters wrong.

It can be a lonely and pressured place to be as the lead decision maker of the business. What do you do to relax, recharge and hone your focus?

To relax, recharge, and maintain focus, I prioritise a few key practices. I take Fridays off to ensure I have time to unwind and reflect, as well as spend time with my young son and husband. I also make it a point to exercise regularly, which helps me stay energised and clear-headed.

Mornings are my personal time for quiet reflection; I wake up early to read, journal, and enjoy some peaceful headspace, which sets a positive tone for the day. I cherish time spent with family and friends, especially when we get away to the coast, as it provides a refreshing break from routine.

Additionally, I invest in continuous learning and improvement by using a variety of coaches over the years. I listen to podcasts in the car and read books, which helps me relax away from screens. These practices are essential for maintaining my well-being and sharpening my focus.

Do you believe in the 12 week work method or do you make much longer planning strategies?

We tend to plan on an annual basis, but we ensure that progress is reported on monthly. This approach allows us to remain agile, enabling us to quickly identify any issues and make necessary adjustments to our strategy. By regularly reviewing our performance, we can refine our approach in real-time and stay on track to achieve our goals.

I don’t think there’s a right or wrong way to approach strategy planning – ultimately it’s down to what works for the business, industry they are in and the people doing the doing

What is your company’s sustainability strategy?

This year, we teamed up with The Bulb to create our sustainability strategy. We’re taking a step-by-step approach, starting by measuring our environmental footprint and then building a plan focused on people, planet, and partnerships. I am committed to equipping our team with the tools and knowledge they need to make a difference.

What three things do you hope to have in place within the next 12 months?

Launched the Sleek Academy – We want to take our learning and development programme to another level by engaging an external ambassador to formulate more structured training and development which we will have badges and certificates for. The ultimate goal is to make it an academically accredited course.

Fully execute the Sleek Evolution – We recently announced we were evolving and becoming a full-service experience marketing agency which expanded our service offerings and reinforced our commitment to create authentic and memorable experiences. This evolution will continue to roll out as we implement these new services and offerings to ensure our client’s get access to the best possible event outcomes.

Nailed year 1 of our 3 year strategy – Our company year starts on the 1st August so we want to ensure we are nailing this and getting into the rhythm of our strategy across the board as we’ve just kicked off our new year!

Read more:
Secrets of Success’: Jennifer Davidson, founder, Sleek