Momentum matters: Building energy into your campaigns. 

By Charli Edwards – Creative Director

When public trust is fragile and reputational damage runs deep, campaigns need to do more than just communicate. They need to energise. Momentum, urgency and rhythm aren’t just creative flourishes, they’re strategic tools that help shift perception from scepticism to support. And in sectors like water and energy, where scrutiny is high and patience is low, that shift doesn’t happen by accident. 

Real-Time Action as Reputation Recovery 

Let’s be honest, most audiences say they want to hear about how to save money. And who wouldn’t, given the cost-of-living pressures we’re all feeling? In fact, over 60% of UK water customers say value for money is the number one thing they care about when judging their supplier. That’s a strong signal, but it’s not the full picture. Because here’s the thing: reputation doesn’t recover through pricing alone. It recovers through understanding, and understanding only grows when people are consistently shown what’s happening behind the scenes. That’s where brand strategy comes in, not to repeat what’s already being asked for, but to shine a light on what’s being missed. 

This is especially urgent now, in 2025, as infrastructure demands and sustainability targets ramp up. The latest tracker from the Department for Energy Security and Net Zero shows that while 75% of the public know we need new electricity infrastructure, only 21% feel they understand it. That gap between awareness and knowledge – that’s where reputation lives or dies. 

People respond best when they see real, visible change. For water companies, that means showing the work, river clean-ups, storm tank installations, frontline teams out in the field. These aren’t just operational updates. They’re proof of action. And they need to be shared in real time to build credibility and trust with customers. 

This taps into a core behaviour change principle: salience. Make the action visible, make it relatable, and people are more likely to follow. It’s not just about broadcasting progress, it’s about modelling it in ways that feel immediate and relevant. 

But visibility alone isn’t enough. The message needs to be louder, even if no one’s asking for it. Infrastructure brands can’t afford to wait for permission to speak. They need to own the narrative, explain the value of long-term investment, and make the complex feel clear. This isn’t about defending reputation, it’s about building it, brick by brick, with clarity, consistency and courage. 

Cadence and Language: Shaping Sentiment 

How you say something is just as important as what you say. Campaigns that show up regularly, with updates people can engage with and content they want to share, tend to outperform those that only speak when there’s a crisis. And tone really matters. Defensive messaging, like blaming regulators or pointing to outdated infrastructure, rarely lands well. It can sound like excuse-making. What works better is openness, optimism and clarity. 

This is where framing comes into play. Behavioural science tells us that the way a message is presented can completely change how it’s received. If you frame infrastructure improvements as community wins rather than technical fixes, people are more likely to care. Language should energise, not deflect. Saying “We’re proud to be part of the solution” or “Here’s what’s changing today” is far more powerful than “We’re working on it” or “It’s complicated”. 

Internal Champions as External Proof 

Momentum doesn’t just come from external campaigns. It starts inside. Employees are some of the most trusted voices a brand has. When they’re involved from the beginning, when they help shape the message and are seen delivering the change, it creates authenticity. It also amplifies reach. People trust people, especially those who live and work in their communities. 

This taps into the principle of social proof. We’re more likely to change our behaviour when we see others doing it, especially if they’re people we relate to. Featuring frontline staff in campaign content doesn’t just humanise infrastructure, it shows that change is happening from within, not just being imposed from the top. 
 
A recent example of this approach is EDF’s 2024–2025 “Change is in our Power” campaign. Instead of relying solely on abstract messaging, the campaign puts real EDF employees: engineers, technicians and frontline staff at the centre of its storytelling. The main advert brings together scenes of these individuals at work with the journey of a young guitar prodigy, highlighting the people driving the UK’s transition to zero-carbon energy. By making the workforce visible and relatable, EDF inspires pride internally and builds trust externally. The campaign, which ran across major UK television, digital and outdoor channels, is EDF’s largest to date and demonstrates the power of featuring employees as authentic brand ambassadors. 

EDF has also run previous campaigns such as “Energy of the Nation” and “Thank Yous, Workers”, both of which shine a spotlight on the real people powering the company’s services. This further reinforces the value of internal champions as external proof. 
(YouTube, The Stable, AdForum, LBBOnline). 

Measuring Momentum: Looking Beyond the Numbers 

Counting how many people see your campaign is helpful, but it doesn’t reveal if you’re truly making an impact. Instead, focus on what really matters: are more people getting involved, using your services, supporting your plans, or changing their behaviours? Keep an eye on things like the number of people taking action, how staff and customers feel about the brand, and whether your campaign is raising awareness among key groups, such as politicians or local communities. 

The best way to measure real progress is to create a feedback loop. When people see that their involvement leads to genuine changes – like new projects, community events, or visible improvements – they’re more likely to stay engaged and even encourage others to join in. That’s when you know your campaign is gaining true momentum. 

The challenge is turning pipes and policies into stories and sentiment. Infrastructure might be invisible most of the time, but its impact is deeply personal. Campaigns that connect emotionally and practically are the ones that shift behaviour and rebuild trust. 

Whether it’s water, energy or transport, the brands that move people are the ones that move with people. And that’s why momentum matters.