By Preman Rami
Over the past few weeks at MCH, I have gone from hearing about marketing built on clarity, responsibility and results, to seeing what that actually looks like in practice.
When I first joined MCH in London, meeting the team across different spaces and conversations, I was not sure how much responsibility I would be given or how quickly I would be able to make a contribution. That uncertainty did not last long. I soon realised that if you stay curious, ask questions and take initiative, you are trusted from the very first day.
Most of my early work was rooted in research, strategy and positioning. I built a competitor landscape that mapped agencies across their services, value propositions and how they present themselves to the market. What began as collecting data soon became something deeper, learning to identify patterns, assess what truly matters and translate raw information into insights that could shape how MCH communicates with its clients. It was the first time I understood that strategy is not simply about research, it is also about direction.
That mindset carried me into my next project, developing a sponsorship strategy for the DMC World DJ Championships, a platform with more than forty years of cultural heritage. The challenge was not just to list potential partners but to evaluate them through a more strategic lens, not only who fits, but why it makes sense. I learned that meaningful partnerships are not driven by visibility alone. They rely on alignment, shared audience relevance and mutual brand identity.
Later, I worked on a project exploring artificial intelligence visibility tools, including platforms such as AIClicks, Profound, and Scrunch. I compared them across features like brand presence tracking, prompt accuracy and competitor insights. It felt less like reviewing software and more like building a framework for smarter decision making. It taught me to view technology not as a solution in itself but as a tool for better problem solving.
What made my time at MCH distinctive was how closely everything connected to real decisions were being shaped in real time. Because the team is small and collaborative, the work you do does not sit in isolation; it becomes part of the agency’s ongoing conversation. Feedback moved quickly and openly, often through a shared WhatsApp thread, which kept the process genuine and dynamic. It taught me to refine ideas with others rather than simply handing in finished work.
Some of the most memorable moments happened outside of day-to-day work. At Selhurst Park, I attended a networking event where Chris Robshaw (former England Rugby Captain) was the keynote speaker. Conversations flowed naturally, from sport and shared experiences to career goals, showing how authentic connections begin with genuine curiosity rather than formal introductions.
Another standout experience was attending a debate at the Houses of Parliament with Mark on whether ‘creativity’ should form a mandatory part of the national curriculum. Hearing opposing views, one questioning whether structure can nurture creativity and the other advocating for equal access to it, sparked reflection on how environments shape opportunity and imagination.
Looking back, I am leaving MCH with more than professional experience. I have gained a clearer understanding of how I want to work, lead and create value. I have learned to think strategically, stay close to both the client and the audience and approach tools such as artificial intelligence as part of a broader creative process. Most importantly, I have discovered the kind of environment that brings out the best in me, one built on trust, collaboration and the space to grow.
To the entire MCH team, thank you for your guidance, openness and belief in your interns. I arrived curious about what a strategy-led and responsible agency looks like in practice. I am leaving, grateful and slightly reluctant to say goodbye, with a stronger sense of how I want to think and contribute moving forward.
Signing off.
