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B&T Awards
Today the Brave (TTB) has been building up a head of steam in the four-and-a-bit years since lead singer Jaimes Leggett and the other founding partners took out a full-page ad in The Australian.
In 2025, the agency experienced a number of full-circle moments.
First, it successfully defended the University of Sydney’s creative account—it had been one of TTB’s founding clients.
Second, it acquired The Zoo Republic in September. The Zoo Republic was one of the country’s longest standing independent agencies and Leggett told B&T he’d had his eye on the shopper, retail and experiential business for years.
That acquisition made a significant change to TTB, with revenue climbing more than two-fifths and headcount growing nearly a third. It also moved house from its original digs down a back alley in Haymarket to the top floor of Hibernian House—its swish office being a beautiful juxtaposition to the rest of the quirky, almost subversive creative hub.
In its submission, TTB described itself as akin to King Gizzard and the Lizzard Wizzard. No doubt the Aussie rockers’ tunes go down well with the other residents of Hibernian House and get toes tapping at TTB’s weekly Los Friday celebrations.
But TTB thinks there’s more to the parallel, saying the band never boxes itself into one genre.
And it’s right. Nowadays, TTB is far from just another creative indie—it’s a properly full service beast.
That was reflected in the agency’s client wins, too.
During 2025 it became Elanco Pharmaceutical’s creative agency of record and an activation partner. For Wendy’s, it won the creative, social and activations work. It now does Cars Guide’s media and won a creative project. It’s the full-service agency for IMB Bank. And it goes right through the line for Mark Anthony Brands (parent of seltzer brand White Claw), offering creative, social, shopper, PR and media.
But TTB also made significant strides in its behind-the-scenes work, launching its Rapid Content Stream tool to support production through non-traditional, social-first creators and in-house brand content engines, for instance.
It also took impressive steps in sustainability, making suppliers sign a sustainability charter and optimising its programmatic ad buying to improve transparency and lower power consumption.
When Wendy’s launched in Australia it needed more than a store opening. It needed a cultural moment. In a category ruled by clowns, colonels and jacks, we leaned into Wendy’s most distinctive asset: her flaming red hair.
In Australia, redheads have always been easy targets. So we flipped the script. Redhead Redemption turned those old insults into a badge of pride and positioned Wendy’s as the champion of the flame-haired community.
The idea rolled out across paid, owned, shared and earned channels. Social and creator partnerships drove momentum online, while PR and a live activation turned the launch into a national talking point.
The results spoke for themselves. 45 per cent above forecast sales, a 7.6 per cent uplift in traffic, and 434 million earned reach across 450 pieces of coverage. The campaign drove 27,000 redhead redemptions, delivered 14.2 million impressions in a single day, and helped Wendy’s achieve 95 per cent more TikTok reach than McDonald’s in May 2025.
A challenger launch that proved bravery and a sharp cultural insight can cut through fast.
Luxury cruise marketing tends to look and sound the same. Gleaming ships, pristine destinations and interchangeable promises. But True North is not a typical cruise brand. It delivers expedition-style adventures to some of the most remote places on earth.
Instead of trying to shout louder in a crowded category, we changed how the brand tells its story.
Under the idea, Immersive Journeys, every touchpoint became part of a connected storytelling ecosystem. The website shifted from a booking tool to a destination hub filled with guest stories and crew perspectives. Brochures became magazine-style editorial pieces. Social content captured life onboard and in-destination, while native media and PR extended the storytelling across premium travel titles.
The impact was clear. 3,702 enquiries in FY25, a 26 per cent year-on-year increase, smashing the growth target and setting a new record. Consideration lifted 19 per cent, website visit duration increased 68 per cent, and brochure downloads rose 50 per cent.
With 133 pieces of PR coverage across 84 titles reaching 90 million readers, the work proved that when marketing reflects the experience itself, it pulls people in.
Formula 1 is built on exclusivity. High fences, high prices and limited access.
But most fans don’t experience the race from inside the circuit. They feel it in the streets, in bars and with friends across the city. That’s where the real atmosphere lives. And that’s where Jack Daniel’s has always belonged.
As a sponsor of the McLaren Racing Team, Jack Daniel’s faced a challenge. New Formula 1 sponsorship agreements meant the brand could not activate inside the circuit. Instead of forcing our way in, we brought the energy of race weekend into the city.
If we couldn’t be on the track, we’d take over the streets.
Two McLaren 720s became Jack’s Rides. Free supercar taxis driven by professionals and bookable by fans across Melbourne during race weekend. The cars transported fans between Crown Casino and Jack’s Garage at The Espy, a full venue takeover featuring racing simulators DJs live music and exclusive Jack Daniel’s Serves featuring racing simulators, DJs, live music and exclusive Jack Daniel’s serves.
The campaign delivered 74.4 per cent earned share of voice, the highest of any alcohol brand during the Melbourne Grand Prix. It generated 266 earned media stories reaching 68 million people, while 147 rides were completed and more than 5,000 Jack Daniel’s drinks were sold.
2025 was the year Today the Brave made the market pay attention. In an industry crowded by sameness, shrinking ambition and safe thinking, we backed boldness – and it paid off. In our third year, we doubled in scale, expanded our offer, and proved that bravery isn’t a positioning line, it’s a growth strategy.
Revenue was up 43 per cent year on year, headcount grew 32 per cent, our client portfolio expanded 50 per cent, and Trinity P3 ranked us sixth for creative agency new business wins. We welcomed 16 new client partners, retained the University of Sydney, and acquired original indie The Zoo Republic – broadening our capabilities and sharpening our cultural edge.
At the same time, we built the kind of company people want to be part of: AFR Best Places to Work Top 10, Gallery Brave, Together the Brave, a new home at Hibernian House, and a team culture that scaled without losing its hunger, heart or creative fire.
At the end of each month at our Los Friday celebrations, we hold the peer voted, Bravest of Them All award. Here we recognise the incredible work everyone is doing – shouting them out, with the winner at the end of the year taking home a big prize.
Anika stepped up all year. Calm under pressure, relentlessly positive, she drove major campaigns and ran accounts beyond expectations.
Not only do they have a great name, but they are masters of their craft, and never boxing themselves into one genre.
Jazz, heavy metal, rock, dance – they are good at it all.
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Critic's Comment
“The hits seem to keep coming from Today the Brave. This 2025 album will likely be regarded as one of the band’s best.”