To prevent creative stagnation with its primary ad agency, Anheuser-Busch would hire smaller, scrappier agencies. This created internal competition, ensuring the main agency continuously brought fresh, disruptive ideas to the table, knowing their position could be challenged by an outside concept.

When rebuilding his team, John O'Keeffe's hiring filter was as much about personality as talent. He looked for people who were "good lunch companions" to actively create a positive, non-toxic environment. He believes a "happy ship" is a prerequisite for great creative work, as poisonous characters infect the whole culture.

Cereno's CEO leveraged a consultancy market downturn to his advantage. Having worked with a firm on strategy and communications, he seized the opportunity when it closed down, hiring four key people he already knew and trusted, instantly building out his internal team with proven talent.

Media founder Chris Koerner has found that hiring expensive, experienced executives has "never worked out." His strategy is to hire young, adaptable people, train them in his specific system, and proactively give them aggressive raises as they develop, creating a highly effective and loyal team.

To elevate creativity at WPP, John O'Keeffe bypassed creative directors and mandated that all agency CEOs personally present their creative ambitions and results at the annual conference. This forced ownership from the very top, making creativity a business priority, not just a departmental one.

A key hiring philosophy was to seek out 'aberrant' individuals—people who are pains in the ass, don't respect the system, and follow their own agenda. These unconventional employees were credited with bringing the most success to the company.

Actively recruiting entrepreneurs whose own ventures recently failed brings in smart, driven individuals with high ownership and a hunger to prove themselves. This is invaluable in the early, capital-constrained days when you need a team with a founder's DNA.

Ageism in advertising overlooks a valuable talent pool: retired creatives from the 'Mad Men' era. They offer deep storytelling expertise that is often missing today, may be financially secure enough to work for less, and can mentor a new generation.

Don't default to hiring people who have "done the job before," even at another startup. Unconventional hires from different backgrounds (e.g., archaeologists in customer success) can create unique creativity. The priority should be finding the right fit for your company's specific stage and needs, not just checking an experience box.