1. How is Gen Z changing the way brands approach advertising and campaign storytelling?
Gen Z has forced companies to reconsider their communication strategies since they can easily tell when something feels like an ad.
They wish to receive something that is authentic, enjoyable, relatable, or sharable instead of boring messages.
Therefore, storytelling has become faster and more culturally attuned.
Businesses can no longer just tell their audience what to do but instead need to know the conversation that the audience is engaged in and learn how to participate in it naturally.
2. When Gen Z is the target audience, what changes in the way you build a campaign?
The first thing that changes is how you think about attention.
You can no longer afford to spend 20 seconds to make your point. The main idea must be understood at once.
Moreover, you can no longer rely on the idea of one campaign film being cut into different formats. You must now consider how the idea changes depending on whether it becomes part of reels, a meme, short-form content or a social conversation.
The campaign must be familiar to the way Gen Z relates to it.
3. How can brands connect with Gen Z without trying too hard to sound “young” or trendy?
By not trying to act like a 20-year-old brand manager wrote the copy.
Brands are going to run into issues when they start pushing slang, hopping on every trend, and trying too hard to be trendy.
The key is not sounding like youngsters but understanding them.
If you understand their humour, their behaviour and what they care about, you can still speak in your own brand voice and connect with them.
4. How are memes, creators, and internet culture reshaping the way agencies develop campaigns?
They’ve changed the way ideas are born.
Earlier, you would usually start with a big campaign idea and then adapt it for social.
Now, sometimes social behaviour itself is the idea.
A campaign can come from a meme format, creator insight, or even something appeared in the comment section.
This requires agencies to be more active in their operations, meaning they need to understand the essence of culture, and you cannot understand culture from a presentation.
5. What do brands often get wrong when trying to engage Gen Z?
Trying too hard. That might be the most important point. In some cases, brands find out about a trend three weeks too late and try to adapt their products to fit into the trend so that they would feel included.
Gen Zs can see through that immediately. Another wrong approach is thinking that everything needs to be focused on selling. The goal should be to entertain first and let the brand come through naturally.
6. What inspired you to build Jammin Digital, and what gap did you see in the advertising ecosystem?
Jammin really came from seeing how quickly the way people consume content was changing.
There were already great traditional agencies involved in brand building, and there were social agencies engaged in achieving rapid production of content. However, there was a discovery of a gap between the two.
It was clear that brands needed both of these aspects.
They needed good strategy, but at the same time, they needed speed, culture and knowledge of the way people behave online.
And that was the goal behind the establishment of the agency which operates based on that idea.
7. What is your vision for Jammin Digital, and how do you want it to stand apart from traditional agencies?
I do not want Jammin to become a factory that simply produces content.
The aim is to form an agency that brands approach if they have a good challenge to solve.
We want to focus on the business challenge rather than merely on the creative brief.
Internally, I want Strategy, Creative, Social and Production to cooperate closely instead of performing as distinct departments that give each other work.
The best work happens when everybody works on the same challenge.
8. As the advertising landscape evolves with AI, creators, and new-age platforms, where do you see Jammin heading next?
I believe AI will alter agencies, mostly in terms of speed and production but it will not replace taste, judgement, or concept generation.
When everyone starts using similar tools these skills gain importance instead.
In Jammin we intend to leverage technology for faster output and testing while focusing on outstanding creative capability.
I expect that creators will be more present in the communication of brands making the lines between advertising, content, and entertainment even fuzzier.
9. What kind of brands and creative challenges do you want Jammin to work with going forward?
I like brands that are willing to do something a little unexpected.
It could be a legacy brand trying to connect with a younger audience, a new brand entering a very crowded category or even a product people don’t usually think is exciting.
Those are interesting problems.
For me, the type of brand is not as important as the ambition of the brand and its willingness to do valuable work.
10. What does success look like for you — as a creative leader and for Jammin as an agency?
For me, success would be building an agency where people genuinely want to work and where brands genuinely want us in the room.
Of course, growth matters. Revenue matters. Scale matters.
However, I am not interested in these aspects if this leads to ruining the quality of our work. I want the name of Jammin to be associated with having its own point of view and understanding of culture, which results in making brands memorable.
On a personal level, if my team is growing, we are trusted by our clients, and we love what and how we do our work, it is enough for me.
