The power of the indie: Lessons from a convert
Robert Peucker is senior digital manager of The Media Store. He's gone from working with 75,000+ colleagues across 100 countries to being part of a small, focused team.
Here, he discusses the differences in working styles between indies and holdcos.
Robert Peucker
When I was 11 years old, I told my mum that I wanted to be a lawyer. I had just watched an episode of Boston Legal and was enamoured with the idea of one day being a high-powered businessman, wearing a three-piece suit to work and strutting around a big office at the top of a skyscraper in the CBD at a multinational company.
This image I had created of my future drove me to do well in high school and university so that one day I could make it a reality.
While I (thankfully) didn’t become a lawyer, and I don’t have to wear a three-piece suit to work every day, I did achieve my goal of working in a large multinational company; first at Dentsu in Melbourne and then at Omnicom in London.
Now, having recently returned to Australia, I’ve found myself in a setting I never expected – an independent agency – The Media Store. I’ve gone from 75,000+ colleagues across 100 countries to a close-knit team split between Melbourne and Sydney. It’s been a shift in scale, certainly – but also in mindset, pace, and possibility.
What surprised me most was how different the day-to-day experience is – and not just culturally, but operationally and strategically. It’s prompted me to reflect on the advantages indie agencies bring to the table – and why, in today’s landscape, they might just be better positioned to deliver on client goals.
So for anyone considering the move to an indie – here’s what I’ve learned so far, and why I believe they’re not just different, but often better suited to today’s media landscape.
Robert Peucker
Channel and platform selection isn’t guided by contractual agreements
One of the most refreshing things about working in an indie agency is that we can genuinely do what’s best for our clients – because we’re not held to trading agreements.
In my previous roles, I always planned with my clients’ goals at the forefront of my mind – but more than once, I had to revise my media plans after they went through investment leads, because it didn’t align with the company’s commercial partnerships.
At an indie, we’re free to make decisions based on strategy, not obligation. That means our media plans are audience-first and results-driven, just as they should be.
Leadership is more present and accessible
In past roles, my interaction with leadership was limited to a company-wide, monthly Teams call. I didn’t know anything about them, and they didn’t know anything about me. If my name ever did come up, my surname was usually mispronounced.
At an indie, leadership is right there; sitting two desks over, grabbing a beer with the team on a Thursday afternoon, and genuinely invested in the work that we’re doing. Having that access creates stronger alignment with the business and, for me, it’s made me want to work harder than ever.
The environment is more supportive and collaborative
In a smaller team, there’s a natural sense of accountability – not because you’re being micromanaged, but because everyone feels responsible for each other’s success.
At an indie, that accountability comes from a culture of genuine collaboration. No one hoards knowledge or guards territory; we help each other, we cheer each other on, and we know the quality of the work is better when we do it together.
Client relationships feel more like true partnerships
I’ve always told new clients that I don’t want to be seen as someone who just “works at their agency” – I want them to see me as though I am a part of their internal marketing team, working alongside them to hit their goals.
While that was always my intent, I’ve found it to be genuinely true at an indie. Many of our clients are founder-led or were personally involved in the agency’s appointment, which makes the relationship more personal, transparent, and invested. That mutual commitment leads to better trust, braver ideas, and stronger outcomes.
Less internal politics, more focus on the work
In big organisations, it’s easy to get caught up in internal politics – navigating org charts, competing with other teams and departments, and managing perceptions can take up more energy than the actual work.
In an indie, there’s no time (or need) for that. Everyone’s aligned, pulling in the same direction, and focused on doing great work. It’s less about optics and more about outcomes – and I find that incredibly energising.
Purpose-driven, not just profit-driven
Every business, big or small, cares about the bottom line – but at an indie, decisions are often driven with a people first mindset, not just profit.
Without shareholder pressure or global profit targets, we have the freedom to choose what matters. We support causes we care about, do pro-bono work for organisations doing good, and prioritise quality over scale. That values-led approach doesn’t just feel better, it produces better work, too.
So there you have it. If you’d told 11-year-old me, dreaming about skyscrapers and stuffy suits, that one day he’d be at his happiest in a smaller agency with a big heart, I can guarantee he wouldn’t have believed you.
But that’s the reality. And in this new chapter, I’ve learned that success isn’t about the size of the company, it’s about the scale of impact. And indie agencies, in the right hands, can punch far above their weight.
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You always were a snappy dresser Rob, don’t sell yourself short! Glad to see you are back in Oz and happily settled.