Agentic People is new.

The people are not.

Before Agentic People existed, we were already doing the work: building employer brands, talent brands and internal campaigns for organisations with big ambitions, complex problems and plenty of moving parts.

The case studies on this page were led by us in previous roles. Different name on the door. Same thinking, craft and care.

How do you stay classic, and still feel current?

Arbuthnot Latham had over a century of heritage behind it. A strength, absolutely. But in a modern talent market, heritage can easily start to feel like distance. The challenge was to refresh the employer brand without losing the elegance, standards and quiet confidence the bank is known for.

So we listened for what made Arbuthnot feel different from the inside: pride in doing things properly, trust, early responsibility and high expectations. Then we shaped a talent story that did not try to reinvent the bank. It simply brought the reality into sharper focus. A place with heritage, yes. But also a place where ambitious people can build thoughtful, prosperous careers.

Arbuthnot needed to refresh its employer brand for a modern talent market, without losing the heritage, prestige and high standards that made the business distinctive.
Instead of trying to make the bank feel younger or louder, we reframed its heritage as something more open and relevant. Not exclusive for the sake of it. Prestigious, but accessible. Classic, but not stuck.
We created a refined EVP story and campaign built around the idea of carefully crafted careers. The visual style used photography and hand-painted portrait detail, inspired by traditional banking portraits but reimagined for the people shaping the bank today.
A distinctive portrait campaign with photography and hand-painted detail. New EVP messaging across careers channels. A multi-stream rollout across key talent priorities.

What does it cost to show people the job properly?

Hilti already knew the best way to help candidates understand the Account Manager role: let them see it up close, through real people doing the work. The problem was scale. Thousands of ride-alongs a year meant time, cost and disruption.

So we kept the human truth and changed the delivery. Using Meta Glasses, Account Managers captured short, unscripted moments from their day, giving candidates a clearer feel for the role without pulling the business out of rhythm. Same honesty. Less noise. Built to scale.

Hilti had a strong way of showing candidates the Account Manager role: ride-alongs with real people in the field. It gave candidates a proper feel for the job, but it was expensive, time-heavy and hard to scale across thousands of hires.
Instead of replacing the ride-along with polished recruitment content, we kept the principle and changed the delivery. Let people see the role through the eyes of the people already doing it.
Account Managers used Meta Glasses to capture short, real moments from their working day. No scripts. No production set-up. No slowing the business down. Those moments became a lightweight digital experience that helped candidates understand the role before committing to the process.
Replaced around 3,000 annual ride-alongs. Reduced approximately $740k in operational cost. Delivered for under $75k. On track to create multi-million savings over time.

How do you turn values into something people actually use?

After 27 years with the same values, Merlin Entertainments needed more than a refresh. With 30,000+ people across 140 attractions in 20+ countries, this was a global culture shift. The challenge was to help every team member understand the values, own them, and live them in a way that felt practical, memorable and genuinely fun.

So we turned the values into everyday actions. From discovery cards and lanyards to onboarding games, workplace takeovers and recognition moments, we made the values easier to see, easier to share and harder to ignore. Not a campaign on the wall. A set of tools people could actually use.

Merlin had launched a new set of values across a huge global business. But knowing the values was not enough. They needed 30,000+ people, from ride operators to hotdog sellers, to understand what those values meant in real moments at work.
Instead of treating values as internal comms, we treated them as behaviours. Practical, visible, everyday things people could recognise, talk about and act on.
We created Values in Action Discovery Cards, lanyards, Let’s Chat huddle cards and a Merlin-branded onboarding game, supported by workplace takeovers, digital touchpoints, mini-challenges and peer recognition. We also aligned L&D, Reward and Recognition, and Internal Comms so the rollout felt joined up across the business.
30,000+ employees activated across the business. 95,000+ STAR nominations recognising values in action. 85% of teammates said they understand the values, not just know them.

How do you build cyber talent when everyone else is trying to steal it?

BT needed to close a cybersecurity skills gap without relying only on a crowded external talent market. So instead of fighting for the same people as everyone else, they looked inside the business and gave existing employees a new route into cyber.

Working with in partnership with CAPSLOCK, BT built on the We Are the Protectors platform with 117 Days to Become Protectors, a video-led story following 30 employees as they moved from call centre roles into cyber careers. It showed the nerves, the graft and the progress in people’s own words, turning reskilling into something visible, human and believable.

BT needed more cyber talent, fast. But the external market was competitive, expensive and hard to access. The opportunity was to show that the next generation of cyber talent could already be inside the business.
Instead of only attracting cyber specialists from outside, BT reframed reskilling as a genuine career move for people already in the organisation. Not a training message. A visible proof of change.
We created 117 Days to Become Protectors, a video-led campaign following 30 employees as they trained for new cyber roles. Their stories were shared across BT channels to inspire others, showing the real journey from first nerves to new confidence
1,200 applications by 2023, a 500% increase. 200 applications for the first 30 places. 40% of applicants were women and ethnically diverse candidates.

How do you attract world-class talent without losing what makes you different?

Credicorp wanted to strengthen its reputation as a global employer of choice, while staying true to the Latin American roots that made the business distinctive. The ambition was clear: raise awareness, attract top graduates, fill hard-to-hire roles and increase female applicants across finance, tech and business.

Working closely with the Credicorp team, we uncovered a simple truth: their purpose-led, entrepreneurial spirit was not a slogan. It was how they worked. So we shaped an employer brand around the people already making change happen, creating a platform with a vibrant South American feel and a clear promise: The best place for the best.

Credicorp needed to compete for world-class talent across hard-to-fill roles, while strengthening its reputation beyond Latin America. The risk was becoming more global by becoming more generic
Instead of sanding down what made Credicorp different, we put it at the centre. The culture, the purpose, the entrepreneurial energy and the impact people were already having in their communities became the source of the brand.
We created an employer brand strategy and campaign built around real employees, local colour and authentic stories of impact. The platform gave Credicorp a confident global talent message without losing its South American spirit.
1,715,895 impressions. 29,680 likes. 291 reposts. Over 900% increase in women followers.

How do you rebrand a bank mid-pandemic without losing hiring momentum?

NatWest Group was moving through a major brand change, with a new purpose-led direction and a name the market already recognised. But talent attraction could not pause while the business found its new voice. Key hiring campaigns still needed to land across Risk, Audit, Finance, Digital, Technology and Customer Service.

So we built an always-on social strategy that could carry the rebrand and keep recruitment moving. Clear content streams, planned themes, real-time moments and a simple visual system gave the employer brand consistency without losing warmth. When COVID changed everything overnight, we shifted fast to Zoom-led employee content, keeping the story human, practical and moving.

NatWest Group needed to support a major rebrand while continuing to attract talent across critical business areas. Then COVID hit, stopping planned filming and forcing the whole approach to adapt quickly.
Instead of treating the rebrand as a one-off launch, we made it an always-on employer brand story. A flexible system that could show purpose, people and opportunity across different audiences, even as the world changed around it.
We created a social strategy with clear content pillars, planned themes and real-time moments, supported by a new employer brand visual identity. When filming stopped, we moved to Zoom-led employee stories, keeping content simple, human and effective.
128 rebrand assets. 5.18% engagement for Good Citizen content. 2.33% CTR for Learning Organisation content. 114,000+ Twitter video views.

How do you get people to lean into change, not tune out?

Mimecast was moving fast. New ownership. New CEO. New strategy. New acquisitions. And after COVID, a workforce that was mostly hybrid. The business had changed quickly, but culture needed help catching up.

The insight was simple: people were not resisting change. They were tired of change being done to them. So we turned employees into Agents of Change, giving them a role in what came next. Through secret missions, cryptic clues, Slack and intranet prompts, and company-wide voting, we made change feel less like another announcement and more like something people could step into. A little intrigue. A lot more ownership

Mimecast was in the middle of major business change, but employees were feeling change fatigue. The risk was that another culture campaign would feel like another message from above.
Instead of telling people to get behind the change, we invited them into it. Change became something employees could shape, not just something they had to accept.
We created We’re Agents of Change and launched it through Secret Agents of Change, an interactive internal campaign built around mission-style tasks, cryptic Slack and intranet clues, idea sharing, voting and employee participation. It gave people a reason to get curious, get involved and see their own ideas travel across the business.
800 participants in the first two missions, representing 20% of the workforce. 1,200+ votes on employee ideas. 400+ upvotes on employee content.