As Group Strategy and Innovation Director at Fiora, Costas Michalia sits at the centre of an agency built on collaboration, curiosity, and purposeful creativity. Formed from multiple specialist agencies and operating from Bristol and London, Fiora has spent nearly 20 years helping brands connect strategy, creativity, and technology in ways that deliver genuine value for both businesses and users.
In this Q&A, Costas reflects on Fiora’s evolution, the challenges shaping today’s marketing landscape, and the role of innovation in building future-ready brands. He discusses everything from creative process and digital systems to AI, culture, and craft, offering insight into how Fiora continues to balance ambition with responsibility while creating work that is grounded in insight and driven by impact.
How was your company born and where are you based?
Fiora is an integrated creative and digital marketing agency formed through the coming together of several specialist agencies. We’re based in Bristol and London. Our ambition is to deliver commercial success for our clients and value for their users.
We believe in the power of creativity and strategy, underpinned by a healthy respect for and understanding of technology. Collaboration sits at the heart of how we work. Our team is driven to do meaningful, high-quality work that creates positive impact for our clients and their users.
We achieve this by being hands-on, pushing hard to uncover insights and opportunities that are often overlooked.
What was the biggest challenge to the growth of your company?
The biggest challenge is the increasing complexity of modern marketing, more channels, more technology, and greater pressure to connect strategy, creativity, and measurable outcomes end to end.
We often see conflicting priorities across teams, which makes clear communication critical. Many businesses have either been mis-sold creative services or misunderstand what they are buying, and we’re frequently brought in to consult, clarify, and realign expectations so clients can make informed, effective decisions.
Which was the first huge success that you can remember?
Our early wins came through working with General Mills and several ambitious brands within its ecosystem. This included supporting the launch of Nature Valley across the UK and Europe, creating multi-language websites for brands such as Betty Crocker and Green Giant, and delivering campaigns for Häagen-Dazs and Old El Paso. We also achieved critical acclaim for our work with Alpro, which helped establish the term “Plant Power” in the mainstream, and for growing Haribo’s social media following into the millions.
We’ve always followed the team’s obsessions, from cycling, food, and toy brands, to outdoor and climbing brands like Berghaus and that curiosity has led to work with brands such as Lacoste and, most recently, Nualtra. Along the way, our work has been recognised with several industry awards, reinforcing our belief in insight-led, creatively ambitious thinking.
What’s the biggest opportunity for you and your company in the next year?
A major opportunity is helping B2B brands build future digital competency, improving their MarComms stack, automation, measurement, and making smart use of emerging tech like AI.
Can you explain your team’s creative process? What makes it unique?
Fiora’s process is designed to create growth by joining the dots between insight, strategy, creativity, digital build, CRM, and optimisation, with structured steps that move from understanding the landscape through to measurement and long-term capability building.
Our process is deliberately more fluid and exploratory than most. We absorb insight from a wide range of sources, from culture, technology, design, art, and communication and place real value on learning from each other’s backgrounds, interests, and perspectives. This shared curiosity, combined with a healthy obsession for exploring how ideas move across disciplines, allows us to create work that is both strategically grounded and creatively ambitious.
How does your team remain inspired and motivated?
We actively look for common ground and opportunities to explore ideas across multiple disciplines. This is supported by regular monthly catch-ups, including Friday Fives, a format where a random subject and a random team member are selected to present the following week all within 5 minutes. So far, topics have ranged from World Cup football mascots and sound design, to the formation of coral reefs, chairs, and everything in between.
We’re motivated by the work itself, the craft, the curiosity, and the shared desire to produce genuinely good work. Our culture is framed around being a partner, not just a supplier, staying close to client ambition, and bringing together diverse skills, creative, analytical, technological, and strategic, into one collaborative team.
How has COVID-19 affected your company?
In many ways, we experienced similar challenges to other agencies. Our broad spread of clients helped protect us to an extent, but the most significant shift was the move to hybrid working. Balancing time between home and the studio introduced new challenges around collaboration and connection.
With in-house developers and a core team of highly technical specialists, the transition to remote work was easier for us than for many others. One outcome of this shift was a greater focus on process and workflow management, championed by Steve Donohue, who works closely with our IT team to ensure systems remain efficient, secure, and compliant.
More broadly, COVID-19 reshaped consumer and business behaviour, accelerating the need for digital maturity and improved customer experience, an evolution that closely aligns with our focus on digital strategy, systems, and transformation work.
Which agencies do you gain inspiration from? Do you have any heroes in the industry?
With such a diverse group of individuals, singling out one agency or person as a primary influence would feel unfair. As a team, we’re drawn to the simplicity and elegance of studios like CDT, the breadth and depth of work produced by agencies such as Pentagram, and the visual chaos and rule-breaking of designers like David Carson. We also find inspiration in the work of artists such as Yayoi Kusama, and in learning about systems and platforms from unexpected places, drawing parallels between companies like Vitsœ’s furniture systems and the application of digital design systems.
We’re equally inspired by product-led and digitally native brands including Teenage Engineering, Hi-Res, Razorfish, and UNIT9, alongside many others doing genuinely interesting and progressive work.
What unites these influences is not a particular style, but an approach. Our team believes in work that is media-neutral, open-minded, and results-focused, avoiding template thinking in favour of ideas shaped by context, audience, and outcome rather than a fixed “house style.”
What is one tip that you would give to other agencies looking to grow?
Build a model and systems that makes you genuinely useful, act as an extension of the client’s team, and connect creativity to strategy and measurable performance, not just deliverables.
How do you go about finding new clients/business? (Pitching, work with retainers, etc.)
We use a combination of platforms, techniques, and creative thinking to spark interest and open meaningful conversations with potential clients. Rather than chasing volume, our focus is on building genuine, informed dialogue, taking the time to understand a client’s challenges before discussing solutions.
Much of our growth comes from the strength of our existing work and the value we deliver for current clients. We aim to act as a critical partner, offering honest perspectives, constructive challenge, and long-term thinking rather than simply executing briefs. As a result, a significant proportion of our new business comes through word of mouth, referrals, and repeat engagements, built on trust and shared ambition.
What’s your one big hope for the future of the industry?
I’d like to see a return to craft, depth of thinking, and a reduction in noise for noise’s sake. I’m a keen advocate of AI, but only where it enables genuine experimentation and exploration, not simply the acceleration of cookie-cutter processes that already exist in the industry.
A consistent theme for me is moving away from surface-level activity towards work that is both beautiful and effective, grounded in insight, accountable through tracking and optimisation, and driven by creativity that works hard across the full customer journey.
Can you share a defining moment in your company's journey that shaped its identity or direction?
There isn’t a single defining moment so much as a defining realisation that Fiora has been shaped by people. Over nearly 20 years, the direction of the company has been formed by the individuals who have brought their own perspectives, craft, and curiosity to the team, as well as by the client partners who trusted us, often with ambitious, personal, and sometimes risky ideas.
Colleagues’ past and present, alongside clients from across the globe, have collectively shaped how we think, work, and grow. That shared trust and collaboration, between team and client, is what truly defines Fiora. It’s never felt like our company alone, but something built together over time.
How do you foster a culture of innovation and experimentation within your team?
As Strategy and Innovation Director, this is something I genuinely live for. Alongside our creative and development teams, we see it as our responsibility to continually push the company forward, testing new ideas, tools, and processes to challenge ourselves and identify where we can improve.
We’ve built a culture that encourages experimentation, with a long list of “firsts” at Fiora that we’re incredibly proud of. We’re constantly exploring new technologies, openly discussing what’s working, what isn’t, and what’s worth keeping an eye on. This curiosity is embedded into how we operate.
Our programme explicitly focuses on building future digital competency and adopting emerging technologies such as AI, supported by a process rooted in learning, testing, measurement, and optimisation. This ensures innovation is not just encouraged, but applied in practical, meaningful ways.
What measures do you take to ensure diversity and inclusion are prioritised within your company?
Our approach to diversity has always been simple and values-led. We believe strongly in diversity, expertise, and lived experiences, and this is reflected in a genuinely multidisciplinary team spanning strategy, creative, digital, development, and media.
We believe great ideas come from people who think differently, who have experienced the world from varied perspectives, and who feel confident challenging the norm. Rather than treating diversity as a separate initiative, we aim to bake it into how we build teams, collaborate, and create work every day.
Can you describe a project that challenged your team creatively and how you overcame any obstacles?
A recent project that challenged us creatively was the launch of Altrini, a paediatric Oral Nutritional Supplement (ONS) for Nualtra. While the brief initially appeared to be a B2B product launch aimed at healthcare professionals, it quickly became clear that success depended on engaging three very different audiences, healthcare professionals, parents and guardians, and most critically children aged 1–10.
The challenge was to move beyond the clinical, often formulaic approach typical of medical and B2B marketing, and create something emotionally engaging, sensitive, and effective.
We addressed this by reframing the product not just as a supplement, but as part of a supportive narrative. Drawing on insight from child psychology and storytelling, we created the Altrini Universe, a superhero-led world designed to motivate, reassure, and empower children, while still providing healthcare professionals with the clarity and credibility they need.
To overcome production and creative challenges, we combined traditional creative craft with emerging technologies, including generative AI, 3D design, AR, and digital storytelling. This allowed us to build a cohesive ecosystem spanning packaging, digital, eCRM, AR experiences, and physical materials, all tailored to the needs of each audience.
The result was a launch that balanced medical credibility with imagination and empathy, transforming a complex, sensitive product into an experience that supported healthcare professionals, helped parents navigate daily routines, and made children feel more confident and engaged in their own care.
How do you balance maintaining your company's unique creative voice while meeting the diverse needs of clients?
We balance this by focusing on the craft. We are media-neutral, open-minded, results-focused thinking, choosing the approach that works hardest for the audience and the brief, rather than forcing a fixed formula our imposing our ego.
What strategies do you employ to adapt to changes and trends in the industry while staying true to your company's values?
We adapt to change by staying deliberately curious while remaining grounded in our values. Rather than chasing trends, we focus on understanding why shifts are happening, whether in technology, platforms, behaviour, or culture and assess how they can genuinely improve outcomes for our clients and their audiences.
Our strategy is built around continuous learning, experimentation, and system-led thinking. We actively test new tools and technologies, including AI, within real projects, measuring what works and what doesn’t, and sharing those learnings across the team. This allows us to evolve our approach without compromising on craft, clarity, or purpose.
Most importantly, we stay true to our values by prioritising meaningful work over noise combining creativity, strategy, and technology in ways that are practical, responsible, and focused on long-term impact rather than short-term novelty.
Can you share a memorable client success story that exemplifies your company's approach and impact?
A standout example of our approach in action is our work with Nualtra on the launch of Altrajuce. When clients are brave, collaborative, and willing to be ambitious, that’s when the best work happens, and this project was a perfect example of that mindset.
Working closely with Nualtra, we combined strategy, creativity, and precise targeting to unlock Altrajuce’s true potential. The result was a bold, humorous, and highly memorable campaign that stood out in a traditionally conservative category, supported by distinctive packaging and a strong product narrative.
The impact was significant. Altrajuce became the most successful product launch in Nualtra’s history, achieving its annual sales forecast within just four months. The work was praised across the business and by customers alike, proving that when ambition is matched with trust and craft, creativity can deliver real commercial results.
In what ways do you invest in the professional development and growth of your team members?
We actively invest in the professional development of our team by giving individuals the freedom to choose training courses that align with their interests and ambitions. We regularly support team members in developing skills across different disciplines, encouraging movement and learning beyond traditional role boundaries.
Each department has a team lead, with regular check-ins focused on sharing wins, addressing challenges, and identifying opportunities for growth. Our aim is to continually build the team’s capabilities, support individual progression, and create space to explore new possibilities both for our people and for the work we deliver.
How do you approach sustainability and ethical practices within your company's operations and projects?
Our approach to sustainability and ethical practice is guided by collective responsibility rather than rigid statements. It’s shaped by ongoing discussion, debate, and shared learning across the team. We actively encourage open conversations about the impact of our work from the technologies we adopt, to the partners we work with, and the outcomes we help create for clients and their audiences.
The team plays a key role in guiding this thinking. Different perspectives are welcomed and often challenged internally, helping us make more considered decisions rather than defaulting to easy or familiar solutions. These discussions influence how we scope projects, choose tools and platforms, design systems for longevity, and prioritise work that creates long-term value over short-term noise.
Rather than positioning sustainability as a fixed destination, we see it as an ongoing practice one that evolves as the industry, technology, and expectations change. Our aim is to work responsibly, remain open to scrutiny, and continually improve how we balance creativity, effectiveness, and ethical impact.
Can you discuss a time when your company had to pivot or innovate in response to unforeseen challenges, and what lessons did you learn from that experience?
We’ve always believed in trying new things and exploring new opportunities. Some ideas have worked extremely well, others less so, but each has taught us something valuable. We don’t see experimentation as risk for its own sake, but as a necessary part of learning, adapting, and staying relevant.
One of our most important pivots was building out our digital systems capability. As marketing became more complex, it became clear that brands don’t succeed through isolated campaigns alone, they need connected ecosystems spanning platforms, data, content, and technology. Investing in this area fundamentally shaped how we work today, allowing us to help clients build more resilient, scalable, and future-ready marketing foundations.
That willingness to test, learn, and evolve continues to guide how we grow as a business.
Do you have any websites, books or resources that you would recommend?
We’re lucky to work with a group of passionate individuals whose experiences and interests vary widely. While everyone brings something different to the table, the list below reflects a snapshot of shared recommendations and influences from across the team spanning furniture, fashion, design, cycling, photography, and technology.
Books:
- Being Digital
- The LSP Method
- The Trend Forecasters Handbook
- The Grid
- The Basic Laws of Human Stupidity
- Never Split The Difference
- The Coming Wave
- Range
- Hacking The Unconscious
- How To Speak Machine
Websites Etc:
- LLT
- Dezeen
- A list apart
- Humans of New York
- British Journal of Photography
- Wired
- It’s Nice That
- FWA
- Creativepool – ofcourse