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30.10.2024

12 min read

BrightonSEO: Our round-up from October 2024

Not one, but two blogs? That’s right! We’re back with our roundup from BrightonSEO, covering the top talks we attended during this spooky, rainy October conference. 

We had the opportunity not only to attend BrightonSEO but also to deliver talks, run our own training workshops, and participate in exciting roundtable & panel discussions. This blog is a continuation of one we did earlier this year, where we will be covering the talks, panels and roundtables we have attended, what we learnt, and key takeaways for you to implement in your day-to-day role.

What is BrightonSEO?

For readers who are unsure what BrightonSEO is, BrightonSEO is a bi-annual digital marketing conference held over two days in both Brighton (UK) and San Diego (USA). Since its humble beginnings in a Brighton pub in 2010, it has grown into a global event, drawing experts in SEO, PPC, Paid Social, Content, and more. Attendees can enjoy talks, training sessions, workshops, and networking opportunities. The October 2024 event took place on the 3rd and 4th.


CRO & UX panel

Panellists: Myriam Jessier, Mel Barfield, Itasoha Akhibi, Julie Farley.

The panel covered several CRO and UX points and their place in a wider modern SEO strategy. The panellists delved into the most important UX metrics to keep track of, how to account for users in the ‘dark funnel’ where we can’t track them and why we should consider UX when it comes to data privacy. Alongside this, they also discussed how to ensure that you consider cultural differences in an age of AI tools.

The talk provided a better understanding of various metrics people can use to measure a user’s experience on websites – such as average engagement time, traffic generated, and over core web vitals. This is particularly useful to provide context to why conversion rates may be down despite a solid search strategy.

Another key point was on general UX. The majority of people don’t really like online ads as it is, so adding a poor journey after this completely ruins any chance of user retention. A few examples are things like subscription services making it hard to cancel – there is no point keeping people around who don’t want to be there so let them leave. A smoother experience would be remembered and they might even return at a later date if it’s convenient. As a must, marketers should always avoid predatory techniques, such as Tesco showing alcoholic products at checkout in-app despite preferences being chosen to do otherwise.

The last point was how to account for users in the ‘dark funnel’ where tracking isn’t possible, and the importance of considering UX in data privacy. They also touched on factoring in cultural differences, especially in the era of AI tools.


James Adlington, SEO Executive

“For SEOs, there were a lot of useful CRO metrics that you can make use of, such as bounce rate, average order value, and average time spent on site. Looking at these metrics could help you spot issues with certain pages that might not have been caused by poor content, for example; if users are bouncing off a page very quickly we can ask ourselves why and optimise the content if needed.”


Audience-centric planning and creative personas: a strategic approach to relevancy – Sophie Coley

In her talk, Sophie investigates how ‘relevancy’ is the current big hot topic in both SEO and Digital PR… For the moment. The issue with relevancy is that there are so many, illucid ways to interpret this. Relevancy can be strictly measured but also can be very subjective and you can take a qualitative approach to this too. Sophie explored how you can approach relevancy in a more structured, tangible way, ensuring you’re speaking to the right audiences by using a framework she developed. Sophie wrapped up her talk by showcasing how to use AI as a tool to assist in creating customer personas in order to add structure and boundaries to ideation.


Damian Summers, Head of Digital PR

“If you’re in Digital PR and not yet using AI, it’s time to start. But rather than relying on generative AI to produce all your content, use it to enhance ideation sessions, inform briefs, and develop customer personas. By creating ‘people’ to ideate around, AI can help you better visualise and understand your audience.”


The Manager Shift: The Art of People Management – Miracle Inameti-Archibong

Miracle’s talk was a deep-dive into the essential skills that transform individual contributors into great people managers. She shared practical tips and strategies to help develop these skills and navigate the exciting transition to leading a team – including building a cohesive team, mastering communication and strategic planning. Key takeaways from this talk included:

Leaning into your weaknesses

  • Your role will likely involve overcoming challenges, so embracing your weaknesses can often lead to success. 
  • Having a 90-day plan is crucial when starting a new role. The first 90 days shape perceptions, so use that time to make a strong impact.
  • If you encounter struggles, seek out a mentor for guidance.
  • Avoid surrounding yourself with people who simply agree with you or collude with your doubts. Look for those who challenge and push you to grow.

Understanding the culture of your organisation

  • Learn how the organisation operates and how to navigate its unique culture.
  • Establish a “personal boardroom” of key individuals from different areas:
    • Information roles: UX/UI designers, customer service experts.
    • Power roles: Connectors, influencers, sponsors, and those who can unlock opportunities.
    • Development roles: Individuals who push you or remove obstacles.

Building high-performance teams

  • Being technically skilled doesn’t always translate into managing people well.
  • Key management skills include coaching (empowering people) and mentoring (teaching specific skills). 
  • There are differences between coaching and mentoring. Junior team members may need mentoring, as they require specific guidance to develop skills Senior team members benefit more from coaching, where the focus is on empowering them to perform well independently.
  • Regular 1-on-1 meetings are essential for providing clarity, connection, and support to your team members.

Delegating for success

  • Delegation is essential for scaling success. It frees up your time for strategic planning while promoting collaboration and innovation within the team.
  • Many managers struggle with delegation because they find it difficult to transition from doing to managing.
  • There’s also a reluctance to move from being hands-on to providing support, sometimes because of a tendency to undervalue team management.

Managing a team

  • Set clear expectations – be clear about what you expect from your team members and provide them with the guidance and support they need to succeed.
  • There’s a difference between simply assigning tasks and assigning responsibility. Allowing team members the freedom to take ownership fosters creativity and demonstrates trust.
  • Don’t reward behaviour that undermines team development, as it can stifle growth and disrupt the team’s dynamics. Ensure your role is properly aligned with leading, rather than constantly fixing issues created by poor delegation.
  • Focus on high-impact tasks, those that are crucial for growth and development, and areas where your unique strengths add the most value.
  • Developing emotional intelligence and self-awareness is key to managing people effectively.
  • Diverse teams make better decisions 87% of the time. Inclusive teams foster better discussions, as varied perspectives lead to more informed choice.

Being an authentic leader

  • Share your struggles with your team to build trust. Vulnerability allows others to see you as approachable and authentic.
  • Embrace the diversity of skills within your team and understand what drives each person. Build objectives around their strengths and how they can contribute to the overall goals.

Performance management

  • Performance issues should never come as a surprise. Provide timely, constructive feedback. Always give critical feedback in private and praise in public to encourage growth.
  • Celebrate progress rather than waiting for perfection. By recognising small achievements, you create an environment where team members feel motivated to grow.

How to use diversity of thought to grow your marketing team – Desmond Boateng

Desmond’s talk explored how Diversity goes beyond race, age, and gender – it also includes understanding someone’s position in society, background, and experiences. It highlighted how working with people who look and think differently helps foster a more inclusive and innovative team environment. Key takeaways from this talk included:

Embracing diversity in all forms

  • Diversity goes beyond race, age, and gender. It also includes understanding someone’s position in society, background, and experiences.
  • Connecting with people who look and think differently helps foster a more inclusive and innovative team environment.
  • There are different ways of seeing the same thing – different perspectives – people aren’t against you if they have a different view

Making team members feel seen and understood

  • Recognising individual differences and identifying ways to better connect with people is crucial for inclusivity.
  • By ensuring that everyone in the team feels seen and understood, you create an atmosphere where diverse perspectives are valued.
  • To implement a diverse team, understand individuals strengths and weaknesses, create an environment where everyone is heard and seen and feels comfortable providing their own feedback  
  • Send out surveys to your staff to ask how you’re doing as an employer – not everyone can be as open as they might like to be on calls 
  • Have a clear and transparent career progression framework to give everyone the same opportunity to grow 
  • Encourgae  participation from all team members by asking thoughtful questions in meetings. This helps bring out diverse perspectives and fosters more inclusive discussions.

The impact of cognitive diversity

  • Cognitively diverse teams are 60% more likely to understand and anticipate changes in customer needs (Deloitte, 2017).
  • Cognitive diversity refers to the different ways people think, approach problems, and solve them, which is essential for responding to evolving market conditions.

Why most managers are destined to fail and how to avoid being one of them – Paddy Moogan

Paddy’s talk shared three key reasons managers fail, with actionable tips and solutions on how to overcome these. It covered why managers fail, how to avoid failing and finally, how to take action. Key takeaways from this talk included:

Why managers fail

  • Career progression is broken. Senior members of staff hit a ceiling. After reaching the senior level, the natural next step is often managing a team. This is typically the only way to get promoted in many companies. However, moving from senior-level work to team management is a significant transition, and many take this step without adequate preparation.
  • Progressive Companies Offer Alternatives: Some companies offer two distinct tracks:
    • The management track – focused on leading people 
    • The individual contributor track – focused on deepening subject matter expertise. 
  • However, many organisations, particularly agencies, struggle with this dual approach because it can be difficult to implement and manage.
  • There is a servere lack of training for managers – it’s not prioritised and these soft skills are seen as a ‘nice to have’. 82% of managers in the UK are not provided with any formal training on how to be an effective leader. As a result, people are often promoted into management roles without the skills necessary to succeed. This is especially concerning because, as a manager, you directly impact the careers of multiple people. Without the right guidance, you risk making mistakes that affect not only yourself but your entire team.

How to Avoid Failing as a Manager

Becoming a good manager begins with acquiring knowledge through various means such as: Reading books on leadership and management, listening to podcasts and watching videos focused on managerial skills, attending conferences and networking with other leaders.

The next and most important step is the application of this knowledge. Consistently applying what you’ve learned will lead to success.

There are two key types of knowledge that will help you succeed as a manager

  • Factual Knowledge (which you can gain from reading books/taking courses). This includes the practical, tactical side of management such as:
    • How to conduct 1-to-1 meetings effectively.
    • How to handle team performance, project updates, and time management.
  • Experiential Knowledge (which you can only gain from experience). This comes from real-world experiences such as:
    • Making mistakes and learning from them.
    • Participating in meetings and managing difficult conversations.
    • Leading projects, giving/receiving feedback, and handling interpersonal conflicts.
    • These experiences help you grow and refine your approach to leadership.
    • Taking action as a manager

If you’re a new leader, some key areas to focus on include:

  • Line management topics: Understanding the basics of managing people.
  • Personal development plans: Helping your team members grow in their roles.
  • Giving and receiving feedback: Knowing how to offer constructive feedback and accept it yourself.
  • Difficult conversations: Handling tough discussions with empathy and professionalism.

Polly Astill, Head of Marketing

“Paddy’s two types of knowledge showcase how you can improve your management skills. For example, it’s not just about reading blogs and watching webinars; it’s about asking for feedback from your team, learning from mistakes, and building emotional intelligence. This was an insightful talk and covered many do’s and don’ts of management. Perfect for someone who has just started a new management role.”


Are we in a race to zero clicks from search? – Marcus Tober

In his talk, Marcus Tober addressed the concept of a ‘race to zero clicks’ from search engines, examining the implications of search engine results increasingly providing direct answers and information without requiring users to click through to websites. He looked into how this trend affects organic traffic and user behaviour, highlighting the challenges it poses for businesses reliant on traditional SEO strategies. Marcus went on to explore how to use platforms like Reddit and optimising content for large language models (LLMs) to enhance brand visibility and overall presence in a changing digital landscape.

Marcus emphasised that brand awareness will be crucial for both search and LLMO performance, as building brand authority will be a crucial ranking factor, not just for traditional search engines, but also for LLMs. As search results become more integrated with AI-driven overviews, a strong brand presence across the web, backed by credible sources and media mentions, will drive both visibility and trust. User-generated content platforms like Reddit are becoming increasingly important, often outranking traditional authority sites. Brands can leverage these platforms to answer user queries and build authority, enhancing both SEO and AI-driven search results.


Abbie Hallam, SEO Executive

“When producing content, be more mindful of structuring it for large language models (LLMs). This means ensuring that content is organised with clear metadata and follows a logical structure to make it easier for LLMs to interpret and surface. You can also explore alternative platforms like Reddit. Here, brands can engage directly with their target audience and build brand authority by answering questions.”