Say it very quietly, but ACM, as you know it today, is almost a full decade old.

This is a flag in the sand that’s brought with it a number of learnings, including:

Oh, we’re not about to tell you that we’ve mastered that final point – we’re not perfect, and would never pretend to be. But we’re stepping closer all the time. And we’re dead proud of what we’ve done so far.

Our latest step is our most transformative yet. It’s us, putting our money where our mouth is, and proving just how much we believe in the power of culture as a force for change.

Any company owner will tell you that you don’t get to ten years in business without wondering: what’s next? 

For us, this inevitable question threw up three potential outcomes: 

ONE: Sell up and move on. We get offers on a weekly basis from would-be buyers, usually overconfident “portfolio builders” who refer to ACM as an “asset” and have no idea what we do or why we do it. So… nope.

TWO: Keep on keeping on. Times are changing, and we need to do things differently.

Or THREE: Hand All Conditions Media over to our team, so they can have more of a say in how it operates and can directly benefit from their own hard work and successes.

That’s the one that makes total sense. With the greatest team in ACM history in the engine room, now is the time for this to happen.

So we’ve made a plan. A five-year plan. A plan that will see All Conditions Media owned and run by its current and future team members by 2029.

We’re becoming an employee-owned business.

Between now and then we’ll incrementally welcome our team members to the big table, inviting current (and future) ACMers to pull up a pew and have a greater say in the inner workings of our agency. 

First to take their seats at the table are Managing Director Nat, Associate Directors Charley and Lyndsay, Junior Account Director Lucy, and Head of Creative Chris. Over the coming months they’ll be followed by their colleagues, who together will add exceptional things to ACM’s ownership. 

We’ll let our new co-owners take it from here…

Nat Ellman-Brown, Managing Director & Co-Owner

Now you’re a co-owner, what’s the first dramatic change you’re going to make to ACM?

“In all honesty, I’m hoping it stays much the same. With its focus on sustainable growth, success being measured in not only profit but also the happiness of its people, and remaining true to its cultural foundations, I hope future ACM is just a bigger, better version of what we have now.”

Charley Greening, Associate Director & Co-Owner

How would you explain A Collective Movement in the pub?

“Well, it’s win-win, isn’t it. For me, ACM works because it’s centred on trust – our remote work setup is a pretty good example. This feels like the next step. ACM has created an environment where staff are given a bigger say in how things are done and get rewarded for their work. As a result, we’re even more emotionally (and financially, obviously) invested in the success of the business, and making sure our work is the absolute best it can be. So like I said, win-win. And Guinness for me, please.”

Lucy Hewson, Junior Account Director & Co-Owner

With you at the big table, what does ACM look like in five years?

“Oh, why do I get the tough question? Based on my three years at the company, the progression I’ve seen, and the speed to embrace new ideas, I’m sure things will look different – us as well as the whole industry, I hope. But one thing I’m sure will be a constant is the sense of culture and supportive nature that makes us a one-of-a-kind place to work.”

Lyndsay McLaren, Associate Director & Co-Owner

[*Currently also the new co-owner of a new baby, and therefore on maternity leave right now*]

Chris Sayer, Head of Creative & Co-Owner

What’s got you most excited about the scheme?

“Oh man, my LinkedIn title update is gonna be amazing. Nah, messing – I can’t open that app without getting an allergic rash up my arms. I’ve never worked for a business that gives so much back to its team as ACM does. Yeah, you hear about those kinds of ‘people-first’ companies with their modern perks. But you never really believe they come through with the goods, do you – unlimited holiday sounds like an absolute HR bear trap to me. In our case, though, this is the single biggest piece of evidence that proves I’m working somewhere different. Somewhere that shows business success can be approached and measured in new, progressive, and fundamentally better ways.”