Founded in 2012 by Dan Strong, CEO of DMS Media, the London-based agency has carved a niche in branded content, digital storytelling, and authentic marketing. Built on Strong’s publishing background at Dennis Publishing under Felix Dennis, DMS Media blends editorial creativity with corporate strategy, helping brands create content that cuts through digital noise.
What sets the agency apart is its newsroom-inspired process: fast-paced ideation, bold storytelling, and an unwavering commitment to authenticity. From high-stakes multi-channel campaigns to video-driven charity projects, DMS Media proves that purposeful storytelling and editorial rigour can deliver both impact and measurable results. As the industry evolves with new technologies, the agency continues to adapt while staying rooted in its mission: helping brands tell real stories that matter.
How was your company born and where are you based?
DMS Media was born out of my time in consultancy. Back in 2012, two things happened. I got bored of my jo and I was made redundant. I’ve always been obsessed with the media’s tendency to reinvent itself every five years or so. With big social channels positioning themselves as brand communication channels, I’d noticed a shift - large corporate firms were increasingly eager to become content creators in their own right - but some needed a hand getting started.
Having just come out of Dennis Publishing, where I worked under the late, great Felix Dennis, I had a unique perspective. The fast-paced, editorially-driven processes I’d learned there felt perfectly suited to the new demands of digital content. So I set up DMS Media in London, building a team that could blend the agility and creativity of the publishing world with the strategic focus corporate clients needed. Our goal from day one was to bring authenticity, and genuine editorial rigour to branded content, helping clients break through the noise with stories that matter.
What was the biggest challenge to the growth of your company?
Apart from all the usual stresses and strains of building an organisation (all the vital, boring stuff!) the greatest challenge was scaling without losing our authenticity. The consultancy mindset meant we were used to working in tight, collaborative teams where everyone’s input mattered. As we grew, it took real discipline to protect that spirit-to keep every project personal, and every solution tailored - while taking on larger, more complex work.
Which was the first huge success that you can remember?
I don’t think there was a mic drop moment. We’ve built consistently and organically. We applied an editorial process reminiscent of a newsroom - rapid ideation, rigorous fact-checking, and bold storytelling. The campaign didn’t just exceed the client’s expectations; it set a new standard for their sector, and demonstrated the power of an authentic, agile content strategy.
What’s the biggest opportunity for you and your company in the next year?
The next chapter for DMS Media is all about harnessing new technology to deliver even more personalised, measurable results for our clients. We’re focused on expanding our digital toolkit (ascendancy.tech, if you want to have a look) and experimenting with formats that put storytelling and authenticity front and centre, whether that’s through video, social, or innovative content experiences.
Can you explain your team’s creative process? What makes it unique?
Our creative process is deeply influenced by my background in publishing. We approach each brief like an editorial desk - cross-functional creative teams, honest debate, and a relentless focus on the audience. Every idea is stress-tested for originality and impact, and we’re never afraid to challenge the brief if it means producing better work. Authenticity is our north star; every project must feel real, relevant, and genuinely valuable.
How does your team remain inspired and motivated?
We invest in our people and make space for their voices. Regular creative meetings, editorial brainstorms, and team reviews help keep ideas fresh. We also celebrate risk-taking and experimentation, seeing every project as a chance to learn and push the envelope.
How has COVID-19 affected your company?
COVID-19 fast-tracked our digital transformation. I woke up one morning, and for the first time in my working life, I didn’t have to “be” anywhere. I wrote everyone an email and told them not to worry, to get some food in, and I’d see them at 9am on Monday on a google meet. We moved seamlessly to remote working, streamlined our workflows, and became even more responsive to our clients’ evolving needs. It was a test of our agility and culture – I like to think we came out stronger and more connected.
Which agencies do you gain inspiration from? Do you have any heroes in the industry?
I’ve always been inspired by agencies and leaders who prioritise creativity and integrity. My time under Felix Dennis taught me the value of bold ideas and fearless execution. Agencies like Karmarama and Mother London inspire me for their commitment to purpose-led work.
What is one tip that you would give to other agencies looking to grow?
Stay close to your roots and never underestimate the power of your team culture. Growth is about evolution, but not at the expense of what makes you unique. Invest in your people and the rest will follow.
How do you go about finding new clients/business?
Our approach is relationship-driven. We’re proactive in outreach, but a lot of our business comes from referrals and repeat clients. We believe that doing great work brings people back - and word of mouth is still our strongest ally.
What’s your one big hope for the future of the industry?
I hope the industry continues to value authenticity - campaigns that are not only commercially successful but also meaningful and socially responsible.
Can you share a defining moment in your company’s journey that shaped its identity or direction?
A real turning point was when we handled a high - stakes, multi-channel project for a household name. It was a moment where we had to double down on our editorial approach and trust our instincts. The success of that project proved the model - and set the tone for everything that came after.
How do you foster a culture of innovation and experimentation within your team?
We give our people the freedom to pursue passion projects and try new things, even if there’s a risk of failure. I mean, obviously, we need to keep the client in the room, but I think it’s a case of searching for continuous improvement. Innovation happens when people feel safe to experiment - and when you’re genuinely curious about what’s possible.
What measures do you take to ensure diversity and inclusion are prioritised within your company?
We recruit from a wide range of backgrounds. We’re committed to creating an environment where every voice is heard and every team member has the support to succeed.
Can you describe a project that challenged your team creatively and how you overcame any obstacles?
We once worked on a fast-turnaround campaign for a global tech (gaming) client, where the brief changed midway through. I was doing it for next to nothing. Mainly because the team were energised by the opportunity. By staying agile - borrowing from our editorial playbook-and keeping communication open, we turned a potential setback into a great piece of work.
How do you balance maintaining your company’s unique creative voice while meeting the diverse needs of clients?
We always bring our editorial mindset to the table, but we start by listening. Success comes from blending the client’s brand, its goals and own creative focus, so the final work feels both bespoke and unmistakably “us.”
What strategies do you employ to adapt to changes and trends in the industry while staying true to your company’s values?
Continuous learning is key. We keep an eye on industry trends, invest in R&D, and check in regularly to ensure we’re evolving in ways that align with our values of authenticity, creativity, and measurable impact.
Can you share a memorable client success story that exemplifies your company’s approach and impact?
One standout was a series of video-driven content pieces for a national charity. By applying journalistic storytelling and digital know-how, we helped them connect with a wider audience and drive real engagement - a great example of our belief in authentic, effective content.
In what ways do you invest in the professional development and growth of your team members?
Mentorship is a cornerstone at DMS Media. We support industry training, encourage conference attendance, and create opportunities for everyone to develop new skills and perspectives.
How do you approach sustainability and ethical practices within your company’s operations and projects?
We’re committed to responsible sourcing, minimising waste, and ensuring that every project meets high ethical standards-both in terms of client outcomes and our internal culture.
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?
The pandemic was a major pivot point-moving to remote work overnight and finding new ways to keep collaboration and creativity alive. It taught us the value of agility and the strength that comes from a supportive, united team.
Do you have any websites, books or resources that you would recommend?
Creativepool, of course. I like Creative Review too. Some of the work they feature is outstanding. People share the gossip from the likes of Campaign, The Drum… Though I don’t really read them. Wired for industry insights. “Creative Confidence” by Tom and David Kelley is a must-read, and podcasts like “The Future of Marketing” are great for staying ahead of the curve.