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Last year WPP announced the merger of its Possible and Wunderman networks. This year may begin to show what practical benefits might accrue from the alliance, under which Possible remains a standalone entity but clearly the junior partner.

Operating efficiencies are an obvious factor in WPP’s thinking, but its big hope will be that the combination of data and creativity offered up by the merger will give the combined group extra client appeal and enable it to build on business from existing shared accounts such as Microsoft.

For Possible’s London office, regarded as a key player in the network’s global ambitions, being part of an enlarged family has reaped tangible benefits in terms of management talent and new business. When Neil Miller, the UK chief executive, was moved to a wider role within WPP, he was replaced by former Wunderman managing director Chris Daplyn. He, in turn, was replaced at Wunderman by Possible’s managing director, Jo Hagger, albeit for only three months before she left. At the same time, the alliance led to a direct approach to the London office by Microsoft with a brief to create video content to support the UK launch of its Linx tablet.

Meanwhile, Pablo Marques’ first full year in charge of the creative department was marked by success. Its flagship campaign for Adidas’ Glitch boot not only scooped a silver and four bronze Cannes Lions, but was named by ±±¾©Èü³µpk10 as one of its top 10 customer engagement campaigns of 2017.

And the year drew to a close with the agency working on a digital experience for Matchesfashion.com and a global digital redesign for Ikea.