Paula Fernández spent 24 years in media agencies, across three of the major holding groups, in leadership roles spanning measurement, data and technology. In 2024 she started Advance, a London agency that measures how well advertising works for advertisers, rather than running their campaigns.
We asked Paula why she chose measurement, what she has found hardest as a founder, and where she thinks agencies are heading. Advance is listed on AgencyIndex.
What made you start Advance in 2024, and why focus on measurement rather than running campaigns?
It came down to a combination of three things: the point I'd reached in my career, my experience and passion, and a clear market need.
I've worked in the media agency industry for 24 years, across three of the major holding groups, in leadership roles spanning measurement, data and technology, where I was responsible for implementing or developing innovative measurement solutions. That was the common thread throughout my career. After 24 years and an MBA, I was eager to build something of my own. I'd always wanted to strike out on my own, and having learned so much at the companies I'd worked for, it felt like the right time to apply those learnings to a business shaped by my own vision.
Having spent time with several clients, I realised there was a lot of confusion and a lack of understanding around advertising measurement. Clients are often surrounded by measurement solutions that each offer a single-platform view, which gives them a fragmented picture of their overall performance. And because the market has no single standard across channels, piecing together the overall picture is very messy. Advertisers need an independent, consistent methodology that measures across all channels so they can make the right investment and creative decisions. A measurement solution that is closely tied to their business operation. I chose to focus on this rather than running campaigns because, to me, it's the most important piece of the puzzle: it's the backbone of any media and creative execution. Being independent also gives clients confidence that there are no commercial interests behind our recommendations. It creates a single source of truth that allows the client and the agency to work towards the same goal.
How did you win your first clients?
Through personal contacts and referrals from my own network: people who already knew my work and my approach.
What's the biggest lesson so far, maybe one you learned the hard way?
Living with uncertainty has been the hardest adjustment in going from employee to entrepreneur. Growing an agency in its early stages is a bit like a roller coaster: one day your pipeline is full, and the next it isn't. I think it's only once you reach a certain size, with a solid baseline of clients, that the fluctuation starts to settle. Learning to navigate that uncertainty and stay resilient has been my greatest personal lesson.
What's gone better than you expected, and what's been harder?
Honestly, there haven't been many surprises. My background is very technical, so I've felt comfortable with, and enjoyed, every bit of the core service. Delivery has gone very well because that's where my experience lies. I have a natural tendency to lean towards dedicating more time to that part of the business. But as a founder you have to stretch your skills very wide, and naturally the areas where I had less experience have been the toughest. Dedicating time to the sales process is where I've had to stretch the most, and I knew from the outset that it would be the hardest part for me.
What do you put your success down to?
Client focus. Listening to what matters to them, going the extra mile even when it isn't written into the contract, and a relentless focus on making sure we deliver real added value.
Which piece of work or client win are you proudest of?
The projects I'm proudest of are the ones that have had a significant impact on the client's business, where the client tells you explicitly what difference your work is making across the organisation. Often that has come through greater efficiency, where the client has seen a real improvement in their processes and a clear business benefit. It usually happens when there's strong teamwork between all parties: with the client directly, and between the client and their agency.
How is AI changing how advertisers measure what's working, and how are you adapting?
All of our systems are AI-based. In that sense, I've had the luxury of building an AI-native company. AI is built into every aspect of the business, not just measurement, which allows us to operate in a very lean way.
When it comes to measurement, AI is enabling us to do incredible things:
- Take on more ambitious projects, because AI has increased our capacity and speed.
- Bring more granularity to the analysis, digging deeper into tactical insights at scale.
- Most importantly, put the insights, learnings and practical applications of measurement in front of the business. Conversational capabilities and AI-based reporting make it much easier for key stakeholders to use the analysis and act on it. Measurement is no longer a post-campaign afterthought; it has become a continuous strategic input that reaches non-technical decision-makers.
Measurement is no longer a post-campaign afterthought; it has become a continuous strategic input that reaches non-technical decision-makers.
What's next for Advance?
Growth. At this stage, the focus is on continuing to expand our client base and making sure our measurement becomes more deeply embedded in the overall workflow, collaborating with clients and agencies to put business metrics at the heart of every investment and creative decision.
Where do you think agencies are heading over the next five years?
I think we'll see a big shift in agency remuneration models and structures. As data and technology increasingly drive both decision-making and implementation, there's a greater need for commercial models to be transparent and based on demonstrating business results for the client.
Agencies' talent mix will also need to shift towards strategic, consultative roles that can manage and orchestrate technology to help clients make the right decisions, both media and creative, rather than relying on large teams of executional staff. Agencies will need more thinkers and fewer doers. Execution will increasingly be handled by AI agents, but governance, strategy, oversight and the data that guides decisions (the intelligence to use and apply it correctly, with the right criteria) will sit with these new teams. That's where the value will lie, and clients will need to recognise its cost. So the model of low fees on large volumes of ad spend may give way to disclosed talent and technology fees, tied to significant business results.
Agencies will need more thinkers and fewer doers.
What would you tell someone thinking of starting an agency today?
I'd absolutely encourage them to do it, but to make sure they have a good support network in place. It isn't easy, and it's important to have partners, friends, family or peer networks you can share the experience with.
I would tell them:
- Chase your passion, not the money. You need to enjoy every moment you devote to it, and if you do, you'll most likely succeed.
- Build a good support network. It isn't easy, and it can be disheartening when things don't go as expected. You need someone to cheer you on and help you see things from a different angle.
- Make sure you have clear differentiation. It's a very crowded market.
Interview from September 2026, lightly edited.
