Renée Hyde, Group Managing Director of Howatson+Company, is challenging traditional agency training by embedding ‘intersectional creativity’ — a mix of thinking styles and disciplines — at the heart of her team’s learning program.
With a bold commitment of 5% of annual revenue dedicated to learning and development, nearly triple the industry average, she has created a unique approach that transforms how talent grows and collaborates.
“The real innovation happens when different thinking styles collide,” Hyde explains.
Her agency uses HBDI profiling to intentionally blend how employees communicate and think, creating teams where an analytical data expert can work seamlessly with a creative strategist.
A standout example is the agency’s digital team transformation. When traditional digital content management slowed, instead of reducing headcount, H+Co invested six months in retraining the entire team as AI engineers. The result is a new $10 million business line that demonstrates the power of adaptive learning.
The agency’s learning programs are deliberately inclusive. From IPA, AdSchool and AWARD to Mark Ritson’s Mini MBA, which is available to everyone from finance staff to executive creative directors, and technical training across disciplines, no employee is left behind.
It’s an approach that has yielded tangible results. H+Co boasts a 78% staff retention rate and an environment where promotions are not time-bound but performance-driven.
“If someone deserves a promotion, either they or their manager just needs to reach out directly. We are an absolute meritocracy. If you perform well, we will reward you and recognise you,” she says.
The agency’s philosophy of intersectional creativity means valuing diverse thinking. Their chief data and technology officer, typically seen as an analytical role, is considered one of their most creative team members, demonstrating how breaking traditional disciplinary boundaries can unlock innovation.
By training video editors in AI workflows and encouraging skills beyond their role, H+Co creates what Hyde calls an ‘innovation multiplier effect.’ This means empathy and understanding across teams become a strategic advantage.
She says that in a project-based industry where mistakes can cost client relationships, continuous professional development acts as a vital safety net. Employees are encouraged to experiment, learn, and grow in an environment that sees every client interaction as an opportunity for future work.
As advertising faces unprecedented technological disruption, H+Co’s model offers a blueprint for agencies seeking to remain competitive: invest deeply in your people, break down traditional silos, and create a culture of continuous, intersectional learning.
Hyde’s strategy proves that in modern advertising, the most valuable asset isn’t just creative talent, it’s the ability to continuously reimagine what that talent can do.
***
Advertising Council Australia’s professional development programs have long supported the growth of the industry’s top talent. Find out more here.