When News Corp Australia (NCA) launched this year’s Agency engagement program Frontiers, it did so with a clear objective: to demonstrate how media can amplify creativity, drive brand growth, and become a true multiplier of business outcomes.
This initiative, now in its fifth year, rolls out to NSW Consortium Agencies this week and goes beyond the transactional, aiming to position NCA as a key influencer of client outcomes through meaningful solutions, thought leadership, and collaborative innovation.
This year, Frontiers is exploring the powerful concept of “Media as the Multiplier”, a nine-month study delving into global best practices for accelerating brand growth.
The central question posed: Can brands achieve an unfair share of growth and impact without needing an unfair share of investment?
The program promises evidence-led strategies to shift brand focus towards creating new demand and leveraging media to amplify creativity, driving distinctive differentiation and lasting relevance.
And that’s precisely the environment Ian Paterson stepped into as General Manager of Client Partnerships NSW when he joined NCA around six months ago.
Ian Paterson presenting at the NSW Independent Agencies Frontiers 2025 event.
Honesty and opportunity in agency relationships
When Mediaweek asked Paterson about his take aways from his first experience with Frontiers, he noted how shocked he was by the honesty of agencies gathered.
“I was surprised by how these agency guys were willing to talk honestly about exploring opportunities,” Paterson said.
“There was a level of trust and intent in the room that was incredibly encouraging.”
Paterson noted the collaborative energy during the workshops, and how it marked a shift in perception: “You could just see that they could now recognise, after spending a few hours with us, that there’s a bit more, in some cases, a lot more, behind the NCA brand. There’s a genuine opportunity to leverage our business against the interests of their clients.”
Listening first, then leading
Paterson’s first six months have also involved a deep dive into the existing strengths of NCA’s commercial operations.
“I did a lot more listening than talking at first, and that was key. Any good strategy is built on three things: analysis, formulation, and implementation. I wasn’t trying to do too much too early,” he revealed.
With a remit to galvanise the NSW sales team, Paterson said the immediate need was to unify and focus. “The team were looking for leadership, someone to stitch it together, bring them closer, and provide a Northern Star.”
From that foundation came a clear business plan anchored in three growth pillars: people, clients, and revenue.
Paterson explained: “One was people growth, the second was client growth, and the third was revenue growth. And honestly, if we can get the first two right, we give ourselves a much better chance of achieving the third one, the right people in the right roles with the right level of capability. And growth for the client is about engagement as much as it is understanding their needs and how we can plug ourselves into that.”
Paterson added that if the media juggernaut could “get the first two right” then they would “give ourselves a much better chance of achieving the third”.
Innovation in action
Paterson’s leadership coincides with a strong run for NCA, with initiatives like D_Coded, the company’s digital upfronts, shifting the conversation from simple reach to engaged reach.
“We’ve started to move from reach metrics to views per user. That shift towards intent-based engagement is critical,” he said. “It’s not just innovation in product. It’s innovation in behaviour, in packaging, and in leadership style.”
He also pointed to Tubi as a growth engine: “It plays directly into our ‘screens for all Australians’ strategy. The AVOD and BVOD markets are now worth more than $440 million and growing. Tubi allows us to reach a unique audience, half of whom don’t consume any other mainstream BVOD platforms.”
Empowering people for collective success
Leadership is where Paterson sees his greatest impact, and greatest responsibility.
“I want our people to feel safe, empowered, and motivated. In a world of transformation, they need to know it’s okay to fail. Because in the shadow of failure, you learn the most.”
When asked about his leadership philosophy, Paterson didn’t hesitate: “If someone asked me the three most important things in business? Leadership. Leadership. Leadership.”
At a basic level, Paterson describes himself as “a values-driven leader who prioritises people above all. I’m keen to see people and make them feel empowered”.
He believes that clear communication and a shared understanding of the plan are paramount: “I think one part of the answer, and there is no single answer, but part of the answer lies in making sure that we have a plan. Number two, we communicate that plan well. Number three, and this is a big one: make sure people understand where they fit into the plan and ensure that the plan is backed by management.”
Frontiers logo
What’s next
As NCA continues to evolve its offering, Paterson’s team will remain focused on high-value conversations and meaningful client outcomes. The path ahead is grounded in clear communication, smart collaboration, and the belief that when people feel empowered, performance follows.
As for any advice Paterson can bestow upon upcoming leaders in the industry: “Don’t just show up, turn up. Drive your own agenda. That’s when you stop chasing metrics and start realising potential.”