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2025 asked more of businesses than most years. Faster change, higher expectations and less certainty meant organisations had to think harder about how they grow, communicate and lead. At Bray St., that shaped how we approached our work, our clients and ourselves.
This year we became a B Corp, expanded our services and deepened long-term partnerships across brand, communications and culture. More importantly, we focused on building trust through clear thinking, honest communication and a way of working that continues to put people first.
Below, we each reflect on what defined our 2025 and what we are taking into the year ahead.
Daniel on strategy, leadership and where Bray St. is heading
Building a values-led agency
2025 marked a step change in how Bray St. operates and how we are experienced by clients. Becoming a B Corp was a defining moment, not because of the certification itself, but because it formalised the values we already believed in and gave us a framework to hold ourselves accountable. It sharpened our focus on impact, inclusion and responsibility, reinforcing our commitment to building a business that creates value beyond commercial success.
We also welcomed new clients and entered new markets, including work with nd Diversity VC, which stretched our thinking and reinforced the demand for partners who understand both purpose and performance. Expanding our services to include communications, employee engagement and employer branding has allowed us to support clients more holistically and stay close to the real pressures leaders and teams are facing.
Leading through complexity and change
Leading a decentralised agency this year reinforced how vital communication is. With clients and associates working across nine time zones, clarity and consistency are non-negotiable. We rely on our tech stack to keep everyone aligned, while sharing early and late calls so no one feels removed from key conversations.
Listening has been just as important. Regular one-to-ones with clients and team members have created space for honest conversations that go beyond delivery, including mental health, pressure and the realities of leading through constant change. Looking ahead, my focus is on depth rather than distraction. We have core clients signed on for meaningful work next year, and our priority is to deliver that work brilliantly with a people-first mindset.
Hollie on growth and client impact in 2025
Delivering work that makes a difference
This year was defined by work that brought strategy and creativity together in a way that genuinely shifted outcomes for our clients. Our ongoing partnership with Provet was central to that, spanning both GTM and nurture streams, with the GTM launch standing out as a highlight. It brought together clear positioning, strong creative and a multi-channel approach that worked cohesively, proving the impact of integrated thinking when done properly.
Adding communications to our core offering was another major shift. It filled a gap we had long seen between brand and marketing, particularly for clients running ERG programmes or navigating complex change. It has strengthened senior conversations and allowed us to support clients more meaningfully from strategy through to execution.
Growing with intention
Behind the scenes, we improved how we deliver work. Strengthening internal processes through Monday.com reduced friction, improved visibility and allowed the team to focus on thinking rather than admin. We also continued to grow our global associate network and explore international hubs to support clients operating across regions.
From a growth perspective, this year reinforced that alignment matters more than pace. We broadened relationships and secured new projects, always with a clear focus on values, expertise and capacity. Looking ahead to 2026, retainers are being signed earlier, planning horizons are longer and conversations are happening further upstream, all strong indicators of trust.
Danny on communications, culture and change in 2025
Trust, safety and how people want to be led
This year made it clear to me that psychological safety is fundamental to any organisation navigating change. When people feel safe to speak up, trust grows and communication improves. When they do not, even the strongest strategy will struggle to land. Across our client work, I was reminded that most challenges are not unique, but how organisations communicate through them makes all the difference.
There has been a clear shift in what people expect from leadership communication. Employees want honesty, clarity and a level of vulnerability that builds trust rather than distance. Corporate language has lost its influence, and people are increasingly drawn to leaders who speak plainly about uncertainty and decision-making. This year also showed how deeply people care about inclusion, particularly when DEI practices are threatened.
Communicating through constant change
Communicating through change reinforced that preparation matters as much as the strategy itself. If people do not understand why a programme exists or what value it brings, they will see it as another demand on their time. Communication is not just about outputs. It is how leaders show up, how decisions are explained and how consistently messages are reinforced.
Looking ahead to 2026, DEI will continue to shape how organisations are judged internally and externally. Work life balance and flexibility will remain central to trust and retention, and AI will continue to influence internal engagement. What I will carry forward is a commitment to honest, strategic communication that builds trust, even when the message is difficult to hear.
This year reinforced that sustainable success comes from values-led decision making, strong communication and genuine care for the people behind the work. Growth, creativity and strategy only thrive when trust is present.
When values lead, everything else follows.