Broadsword celebrates 18 years in business this month. Does 18 mean an agency is all grown up or is it only just the beginning? Broadsword’s Directors share the lessons they’ve learned from running an event agency.

 In 2006 Bruce Teggart, Justin Shaw, and Martin Walton started Broadsword as a production company, with a name inspired by Bruce’s love of all things medieval. Since then, they joined forces with Matt and Anna Green to develop the business into a full-service event agency. With a mission to develop a strong company culture, the business has recently certified as a B Corporation in 2024.

The directors shared their 18 most valuable, or unexpected lessons learned along the way since starting Broadsword. While a lot has gone on since 2006, their stories of their own lives at 18 highlight the fact that there’s even more to come — and to look forward to — for the agency.

Managing Director, Anna at 18

At 18, I wanted to be a Stage Manager on the West End on a big musical like Les Mis so I went to Guildhall School of Music and Drama to study Stage Management and Technical Theatre, with a summer job working for a theatre company. Now, as Managing Director at Broadsword, I have learned.…

1. Not everything is within your control; be prepared to ditch the plan

If you start a business, you’ll have a vision and like being in control, but the unexpected will always happen along the way. The trick is to adapt the plan, roll with the punches and keep your eyes open fornew opportunities. I learned that the hard way when I had been Managing Director for just over a year and Covid hit. It was a steep learning curve where we faced some of the most difficult personal and professional challenges, but it was an obstacle we couldn’t fight so being adaptable was key.

2. Be patient with yourself: most things take time

It takes time to learn new skills, gain knowledge and build relationships and, even then, you’ll never stop learning. When I first started one of the biggest challenges was establishing myself in a new environment— I had a vision for growth as well as a strong culture but in the first few years these objectives often clashed as there was so much change that I wanted to see in a short period of time. It often is about making one decision at a time.

3. Make sure you have a support network

I’ve learned human interaction is key. I am a board member for EVCOM and Events Apprenticeships, as well as part of micebook’s nineteen agency leaders where there are opportunities to interact with other agency leaders. Building relationships and engaging in conversations with those inside and outside of your field is key — whether it’s reaching out to entrepreneurs, embracing friendly competition, or being curious about our employees’ lives and opinions. For me, it’s all about people and I keep this at the centre of everything I do as a leader.

4. What you give attention to, will grow

One of the most important lessons I’ve learned is the power of commitment. The areas you dedicate your time and energy to are the ones that will succeed. I have seen our CSR initiatives flourish from my passion, and now that passion has transformed into a dedicated sustainability team. When you continuously invest energy and attention in what’s important to you it grows, and more people get on board. As a former teacher, an important aspect of employee development for me is apprenticeships and I have seen this have a big impact within the business. Every business has unique priorities and objectives, and successful businesses align their activities to these.

Creative Director, Martin, at 18

At 18 I knew I didn’t want more school, so I didn’t go to university or college, and I loved being at work so that’s what I did. I was working at a local pet shop full time by then ‑which I had done as a Saturday job since I was fourteen. I loved the people I worked with as it was a family business, and they treated me like part of it — but I knew it wasn’t going to afford me a mortgage. My friend at the time was working for an AV company in Farringdon so I ended up taking a job as a driver and technician after helping him out running a couple of theatre shows which I seemed good at. Becoming Creative Director at Broadsword has taught me a few things … 

5. A problem shared is a problem solved

One of Broadsword’s values is collaborative which means no one has to tackle challenges alone. A lot is possible with a great idea and a team of great people to help you. I have had the pleasure to manage two content design apprentices within the growing creative team. Fresh perspectives, and insights bring energy to projects and often lead to innovative solutions. Collaboration like this enhances creativity and has contributed to the fantastic, open culture at Broadsword where ideas can come from anywhere and anyone.

6. Value your time above financial reward

Time is the most precious resource we have so spend it wisely. Allocating time to the projects that align with your values and passions can make a big difference to how you experience your career and the impact you make.

7. Life is a balance; work hard on all the things you care about

Work-life balance is an obvious one. But I would also add study to that. I am passionate about marketing and recently completed my Mini MBA at Marketing Week with Mark Ritson – a little win for me! Throughoutmy time at Broadsword, I have never stopped learning and truly believe anything can be an inspiration for work projects. Sometimes it’s getting away from the desk that is the very thing that can help you solve problems or come up with creative ideas at work. Remote, flexible working has helped with that rhythm. 

Strategy Director, Matt, at 18

At 18 I worked in a bar that was also a music venue at weekends. Friday nights was rock night, Sunday’s big band Jazz. It was quite a contrast. My love of music saw me enrol into a BTEC in performing arts where I discovered that I was good at making things with wood. That turned out to be the starting point of career I have today. As Strategy Director at Broadsword, I’ve learned a few lessons …

8. Ideas can come from anywhere, as can inspiration

When you’re out and about look up and out, rather than down and inward. You never know when something might spark the creative for your next brief. A while back I came up with the concept for an exhibition stand — which turned into reusable stage sets in five markets and, ultimately the clients global event brand identity for many years — while shopping in John Lewis on a Saturday afternoon.

9. Value the power of your network

Client’s do not always expect you to know everything. The strength in conceiving and delivering a concept can be less about knowing how, and more about knowing someone who can deliver what you’re looking for.

10. Find the right balance between being adaptable and being reliable

It’s ok to ​‘stay in your lane’ but always remember fortune favours the brave. If you think the right solution is the bold option don’t be afraid to throw it into the mix… when Konstantin Tsiolkovsky in 1903 suggested humans could travel into space, I’m sure many people thought he was crazy but 57 years later Yuri Gagarin became the first human to orbit the earth, so anything is possible.

Finance and Operations Director, Justin, at 18

Over the year I was customer service for a travel insurance company and a technician in the university students union whilst studying for an economics degree. I remember the insurance company had a telex machine that would randomly start typing if someone needed help in a remote country. 18 years of agency life has taught me … 

11. Never lose sight of the fundamentals

Sales, profit, and cash flow are the lifeblood of any business but equally important is exceptional customer service. Clients are your biggest advocates; their satisfaction and loyalty drive your success.Prioritise their needs and consistently deliver quality service to turn them into long-term partners and champions of your brand. A big part of our approach is looking after our clients, and we see the results in return, with many feeding back that we feel like an extension of their team. We still work with our very first client from 18 years ago so, without that relationship, we might not be where we are today.

12. Steer clear of distracting, shiny ideas 

Focus your attention on what really matters — key initiatives that align with your core goals. Remember, ideas require time and resources to flourish, and without these things, they will wither and die. Prioritiseand invest in the ideas that truly matter to ensure their success.

13. Indecision is time-consuming

Make decisions confidently, celebrate the successes, and learn from the failures. Acting propels you forward, while indecision holds you back.

14. Celebrate successes

This is a lesson I have learned but am often guilty of not putting into practice. Celebrating successes and acknowledging achievements, is as important (if not more so) for moving forward than focusing on areas for improvement. 

Production Director, Bruce, at 18

I had just failed my A‑Levels but decided to retake two of them so went back to 6th form. I was working at Tesco’s and carried on working there on university holidays — that would have been my career, but an opportunity came up 3 years later that lead in the end to starting Broadsword … but that is a story for the 25th anniversary! 18 years since founding Broadsword, I would give the advice … 

15. There isn’t a single right way to do things

Often a challenge has multiple solutions and sometimes the conventional approach isn’t the most effective. I have learned to explore unconventional ideas, think outside of the box, and take risks to grow.

16. Know your weaknesses – and other’s

Starting Broadsword was terrifying to begin with, but it has been key to lean on each other and play to each other’s strengths. As a team of directors, we all have different strengths and weaknesses, and a successful leadership team is made up of different people with complimentary skills. This is why, as a unit, we are able to work together to achieve our common goals.

17. Build bridges, not trenches

Professional relationships in which colleagues can trust and depend on one another are fundamental. Building these bridges is what fosters a supportive environment at Broadsword. We encourage all our team members to understand and value one another.

18. Hire for attitude, train for skills

My original ethos still holds true to this day. Skills can be taught, but the right mindset or a great character can’t be. As the Broadsword team have grown, we’ve always interviewed based on who would be the right fit for our team and culture and invested in their potential through training. A great example of this is the success we’ve had from hiring our apprentices.