FARQ’s people-first approach sets it apart in the creator economy. What inspired you to build a talent agency with community, support, and education as your core pillars?
When I first started working within the influencer industry my understanding was everyone was going about their business in alienated and isolated ways. Talent managers, creators, brands, and platforms were all working in silos – often with little visibility or collaboration beyond their own corner of the industry.
I believe there’s enough success to go around and that we are better when we collaborate and work together. There wasn’t really an agency that was offering that for creators and there wasn’t an agency that if I were a creator, that I would want to be a part of. So, that was just really important for me, that that was the kind of agency I started.
The community aspect is super important because being a creator can be lonely and isolating. It’s a very new industry in the scheme of things and if you’re having a tough day with the algorithm or you are feeling a certain kind of way about your content – people who have regular jobs won’t necessarily understand – but as an influencer it’s vital.
So, to have a group of people that they can lean on and share advice is so important – so that’s where the community part came from.
Support is really what any good talent agency will do, but our level of support goes above and beyond. We’re very hands on with our talent and see ourselves as an extension of their team. We’re their biggest cheerleaders, advocates, sounding board and in their corner throughout all parts of the process.
We offer business guidance, mentoring and long-term strategic planning. We offer creators a bird’s eye view of things, taking on the administrative burden to free up their time to do the bit that they enjoy, which is the creative side.
Finally, education is incredibly important because I believe that we have a duty to our creators to keep upskilling them and keep them ahead of the curve and trends. I don’t think we can be complacent or take a ‘just enjoy it while it lasts’ approach. At FARQ, we focus on future proofing their businesses. The education piece is so important within the creator economy, so we keep learning in this industry. To be able facilitate that for our creators too really sets us apart.
You’ve been shortlisted for three major awards across two global platforms — how does it feel to receive that level of recognition in just a few short years?
Being recognised for these awards is amazing. I really believe that what we’re doing is really important and it’s setting a new standard for talent management across the industry.
Not every agency is doing things the way we do them and I believe that every creator has the right to a great agency. I’ve heard too many horror stories about exploitation and just terrible experiences, and don’t think that any creator should have to deal with or settle for that.
For FARQ to get that recognition for how we are doing things is really important because it puts pressure on other agencies to start doing the same, which hopefully in turn will improve the industry as a whole.
You’ve described FARQ as a “people-led” agency. What does that mean in practice when working with talent on a daily basis?
Being a people-led agency is twofold when we are working with talent on a daily basis. My mantra is morals over money. Our talent is first and foremost in all of the things that we do.
For example, if a talent feels uncomfortable with a brand deal or doesn’t want to accept a deal, it doesn’t matter what the deal is worth to us financially as an agency, we absolutely respect and allow them to turn down anything. So, the people side is truly where we stand.
I think it’s also about supporting our talent on a people level, influencers are not simply cash cows to be milked, and I do believe that some agencies sadly treat creators like that. They are human beings, and they too get burnt out, are dealing with life pressures, and all the rest of it.
Although social media and being an influencer can seem like a glamourous industry, it is hard and there are pressures that people don’t necessarily see and that is important to us too. Protecting them, protecting their mental health but also protecting their careers and making sure that everything that we’re doing for them or that’s happening for them is for the benefit of their longer-term career.
FARQ’s approach is people-first when it comes to the brands that we work with too. We build really good relationships with the brands, because they are also people, just trying to do their jobs and we’re trying to make it as easy as possible for them to do that. Having good, long- lasting relationships with our industry contacts is incredibly important to us, so that’s where the people first thing comes into it as well.
Being people-led means looking after both our team and the talent we work with. It’s about creating an environment where everyone feels seen, supported and set up for success—inside the agency and beyond.
With retreats in both the US and UK, FARQ clearly prioritises deep, personal relationships with creators. Why is that one-on-one time so important in an increasingly digital business?
I think prioritising deep, personal relationships is essential, especially when so much of a creator’s life and career plays out online. Nothing compares to the power of in-person connection.
We’ve done an incredible job of building a virtual community, but having real-life touchpoints – at least once a year, ideally more – is so important. It gives creators the chance to surround themselves with likeminded people, combat the isolation that can come with the job, and feel genuinely supported.
For us, it’s also about deepening the relationships we’ve built digitally. We want to be their agency for the long haul, and that requires trust, shared experiences and real connection. These moments, whether retreats, events or casual meetups, are our version of a team away day. And the impact is undeniable. When we all come together in person, there’s this energy that carries into the weeks that follow. Everyone leaves feeling more motivated, more connected, and more seen. That’s invaluable.
FARQ grew rapidly across the UK, US, and Australian markets. What strategies helped you expand internationally while maintaining your values and close-knit culture?
For us, growth is about identifying markets where we can make a real impact. Take Australia, for example – it’s significantly behind in the creator economy. From our research and conversations with talent, creators there are often earning a fraction of what they should – sometimes as little as one-eighth. While some markets naturally lag behind, there’s also clear evidence of underpayment and undervaluation, despite brands having the budget.
We’re focused on expanding into regions where we can drive change and support fairer, more sustainable creator careers. But equally, our growth has been steady and intentional. It’s always been about having the right infrastructure in place first, so we can scale without compromising our people-first approach. Too often agencies widen their net without the team or systems to support that growth, and it shows. We’re committed to doing it differently.
As a female founder in a competitive space, what leadership challenges have you faced and how have you stayed true to your vision while scaling the agency?
I try not to compare myself to others as truly believe there’s enough success to go around. That said, copycat culture is real in this industry. I fully support other agencies, especially female-founded ones, and I love seeing others thrive. I just wish there were more originality at times. Some of the work we’ve done has taken years of thought, research, and commitment – so it can be tough when others try to copy and paste.
But I don’t let it distract me. I stay focused on our agency, our creators, and the next step in front of us. I take inspiration from others doing great things in the space, but ultimately, I believe in forging our own path – and that’s exactly what I’m here to do.
What do you think is broken or outdated in the traditional talent agency model, and how is FARQ “rewriting the rules”?
What I think is broken in the traditional talent agency model is the lack of real people skills. Relationships, communication, and a collaborative approach with talent are essential. When everyone’s on the same page, working towards a shared goal, the results speak for themselves.
At FARQ, we’ve made a very conscious decision to only grow when we have the infrastructure to support it. Our staff-to-talent ratio is intentionally low, which might not be the most financially aggressive strategy – but it’s the one that protects the creator experience. We’ve seen too many agencies burn out by scaling talent rosters without the right internal support. That’s when things start to fall through the cracks.
Transparency is another non-negotiable for us. At the end of the day, this is the creator’s business, we’re here to support, not gatekeep.
We take a collaborative approach not just with our team, but between our creators too. While some agencies keep talent apart, we actively bring them together. We believe in community over competition – because as the saying goes, ‘a rising tide lifts all ships.
Beyond brand deals, you support creators with content strategy, wellbeing, and long-term planning. How has this holistic model impacted creator success and loyalty?
Our 360 approach has been key to creator retention, success, and loyalty. At the end of the day, creators are human – burnout and mental health challenges are very real. Of course, we want them to thrive creatively and financially, but not at the cost of their wellbeing. If that balance isn’t protected, their careers won’t be sustainable.
That’s why we put proactive support in place. These include weekly check-ins, welfare touchpoints, and a strong sense of community. We do everything we can to prevent loneliness and overwhelm, and I believe that’s what truly sets us apart, and keeps talent with us long term.
Word of mouth has become one of our strongest tools for growth for bringing on new creators.
With a projected revenue of £3.4 million and a rapidly growing roster, what’s next for FARQ? And how do you plan to scale while keeping your people-first ethos intact?
US growth is a big focus for us this year. We’re still relatively new in that market, so it’s about continuing to build our presence and establish FARQ stateside. That means bringing on the right creators but being intentional about this. Ensuring new talent are the right fit for FARQ and vice versa is vital, because ultimately, it only takes one wrong fit to impact the whole dynamic, so we are protective of the team and community we have built
On a personal level, my mission is to keep raising the standard of talent management across the board. I want to use my platform – through speaking opportunities and industry conversations -to challenge outdated norms. Things like transparency and fair treatment shouldn’t be considered exceptional. They should be the baseline. That’s the energy we’re taking into the year ahead.