How Marketers Must Manage Data in a Privacy-First Era

While 2025 has been a groundbreaking year for a number of brands and agencies, when it comes to data practices, the same is not necessarily true. Repeatedly, major players have suffered colossal, well-publicised data breaches and ransomware attacks, discussions about privacy are on the rise, and trust levels are waning in the process.

Summing this up effectively is VML’s ‘The Future Shopper 2025’ report, which reveals that 59% of people now agree that companies care more about collecting personal data than improving experiences.

So, at a time when data remains invaluable, how do agencies and brands balance the acquisition of this precious information with rising calls for privacy and protectiveness? For AMV BBDO’s data and insight lead, Megan Madden, after a summer of data breaches from “popular household brands”, it all starts with an increased emphasis on openness.

“Privacy starts with transparency,” she explains. “It should be something people can see and feel. Customers deserve to know what’s being collected, why it matters, and what they get in return.”

However, Megan caveats that ‘transparency’ isn’t a buzzword, but rather reflects a growing need to do more than balance data demands and customer concerns – a sentiment echoed by M+C Saatchi Fluency’s co-founder and chief data and technology officer, Amar Vyas.

“Transparency helps, but not the checkbox kind,” he adds. “People do not read cookie pop-ups. They do notice plain-spoken, visual explanations of what is being collected and why. Some brands let customers toggle permissions in real time or see exactly how data shapes their experience. That is smart; it says ‘we respect your data’ without the legal language.”

Just Because You Can…

Given this renewed demand for baking accessibility into the data-collecting process, Saskia Jury, client account director at digital agency true, believes it’s imperative that marketers simultaneously consider how their data practices are perceived externally. Reflecting on recent events, she notes that customers today are increasingly aware of their data’s value, but must be respected in the value exchange process.

“When it comes to data collection, I think the old adage applies: ‘just because you can, doesn’t mean you should’,” she says. “Being intentional about what data you collect, and why and how it’s used, isn’t just a marketing concern – it's a shared responsibility across your business.”

For this reason, Saskia maintains that it’s not just the data protection officer, security teams and IT department that play a big role in ensuring ethical handling of data, but all agency partners as well. Citing that, without alignment, even well-meaning strategies can pose a threat to data and brand trust, she affirms that for long-term success and risk mitigation, keeping things simple is best.

“Overstep the mark, ask too many questions in a competition entry, or gate content behind a long survey? Trust can erode quickly,” she warns. “Intentionality isn't just good governance; it's good brand strategy.”

This ideology is one shared by Critical Mass. Speaking on behalf of the agency, Faryn Hill, marketing science senior director, analytics, states that the company’s approach to data collection revolves around a simple rule: think of the customer first.

“Data strategy should be built around two core goals: driving business success, and building long-term relationships with customers,” she emphasises. “At Critical Mass, we’re hyper-intentional about what we capture and, more importantly, why we capture it. The ‘why’ must serve not just business KPIs, but also the experiences we want to create for both current and future customers.”

If done right, the outcomes speak for themselves. Customers have the opportunity to benefit from seamless and relevant experiences that foster brand trust, whilst companies gain loyalty and positive sentiment. However, successful personalisation demands meticulous execution from the get-go, which, as Amar asserts, cannot be overlooked at a time when many are wary.

“Trust is now the price of admission,” he says. “Marketers must now earn data. Consumers will share when there is an obvious upside (less friction, smarter recommendations, perks that feel personal and relevant – not creepy). The problem is too many brands still ask for everything up front and give back very little. If you’re lucky, maybe 10% off your first order? Why would anyone hand over details if the return is a generic email, or bombardment from their ‘partners’?”

Only with consumer faith can attention subsequently be directed into the data-driven experience itself, which Faryn points out must never feel “invasive or creepy”.

With this in mind, the senior director encourages marketers to apply a sense of empathy, and ask themselves what they’d feel comfortable with as consumers. Pointing out that even creators are still customers, she adds that the answers to these questions must inform every decision if real business value is to be found.

“Achieving the right balance of curated experiences and respect for privacy requires a tight collaboration between marketing science, strategy and creative,” she reflects. “Every team member must understand not only what data is available, but who the customer truly is and how to craft messaging, visuals and content that resonate using that data. This isn’t just about ticking data boxes; it’s about creative excellence rooted in empathy.”

Less Is More

While it’s clear that earning data is crucial, a number of experts believe this must be paired with a greater focus on minimalism and efficiency.

Among the count is TBWA\London strategy partner Jesper Norgaard, who argues that data needs to be seen less like “an all-you-can-eat buffet”, and more through the lens of quality over quantity.

“I would encourage brand owners to ask themselves, ‘How much individual data do we actually need to provide people with meaningful experiences?’,” he shares. “It’s probably far less than you think – after all, meaningful experiences existed long before Meta knew your darkest secret, shoe size and favourite Backstreet Boy.”

Acknowledging that it’s easy to “fall into the trap” of hoarding data, or “shoving it into the metaphorical kitchen drawer with old takeaway menus, half-dead batteries and mystery cables you’re convinced you’ll need some day”, Jesper adds that given the recent news cycle, gambling on potential future value is simply not worth the risk of seeing one’s business obliterated by a single data breach.

“Creating genuinely meaningful experiences has less to do with knowing someone’s browser history, and everything to do with understanding fundamental human needs: belonging, recognition, ease, delight. These don’t require gigabytes of data; they require the right data paired with deep human insight. That’s where the magic happens.”

Of the same mindset is Michael Neveu, vice president strategic data solutions at Monks US. Someone who believes that the tension between data and privacy isn’t going away any time soon, he emphasises that in an increasingly dynamic and personalised future, privacy isn’t an obstacle to loyalty, but the very foundation of it.

“The solution is to collect data with purpose,” he reinforces. “By limiting collection to what’s needed to deliver that value, brands move from taking data to earning it. When customers are invited to co-create, share feedback, or personalise their experiences, the data that comes back is privacy-safe, contextually rich, and far more valuable.”

Jumping back in, Megan declares that achieving “real personalisation” isn’t simply about securing the right data, but implementing more care into the process. Observing that hoarding information only makes brands a greater security risk, she, like Michael and Jesper, hopes to see responsible data usage become a powerful differentiator of the future.

“As AI becomes embedded in how brands and consumers operate, it shouldn’t be an excuse to snatch more data, but a way to use what we have more thoughtfully,” she says. “Brands that treat people like humans, not just data points, will stand the test of time, and maybe even the next data breach headline.”

Better Practices for Tomorrow

If sweeping data practice changes represent the next major focus of brand marketing efforts, those who are able to smoothly navigate this will be in a prime position to not only set their companies up for success, but guide others in the process.

Confident in this regard is Allen & Gerritsen executive vice president of media and analytics, Darshan Sampathu, who believes that to move forward, all brands and marketers must be able to answer three essential questions: ‘What problem are we trying to solve?’, ‘What insights do we hope to gain?’, and ‘What critical decision do we want to make with this insight?’.

“These are key to how organisations can shift from being data-rich and insight-poor to places where insights are meaningful and useful in the decision-making process,” he explains. “It’s a quality-versus-quantity exercise to help protect both the brand and consumer privacy.”

The EVP also recommends that marketers invest time into outcomes planning, with the aim of determining and prioritising what’s necessary versus nice-to-have.

“In earlier days, the typical digital marketer's approach was to capture as much consumer data as possible, in hopes it would have value or use down the road,” he continues. “That over-collection of consumer data without a plan for its use cases has contributed to an increasingly risky environment.”

​Barbarian’s executive director, experience and innovation, Ben Kravitz, also points out another downside to this historical overabundance of data: creating a crutch for what otherwise could be great system design.

Specifically, he notes that as the industry progresses further into designing AI-native experiences and brands grow more conversational, it’s much easier to understand and deliver against intent and needs when large swaths of back-seat data are exchanged for precise, measured insights.

“Brands that focus on high-value, transparent data capture equally create trust with their customers and the right constraints to design within,” Ben says. “Ask yourself, ‘Will the customer understand how their data is making their experience better?’. ‘And is it making it better enough that they will appreciate it and favour your product or service for it?’.”

If done right, according to Amar, trust compounds. Building on Ben’s observations, the co-founder points out that leading with value and restraint is not a brake on creativity, but rather a “filter that keeps us honest” – something especially valuable in a world where permission is power.

“Make first party data work harder through models that predict needs without overreach,” he expands. “When you need more, carefully choose partners who prove consent, maintain strong governance, and can plug into data-clean rooms. These secure environments let you combine and analyse datasets without exposing personal details, unlocking better insight while staying privacy-first.”

Adding that privacy within modern design thinking requires anonymised data where possible, and is best served via techniques like federated learning and synthetic data, Amar concludes that good product design represents more than compliance, but the amalgamation of all aforementioned factors, even if it initially feels uncomfortable to implement.

“We should question whether we need a dataset before we brief creative or train a model,” he concludes. “If you would be embarrassed to explain a data ask to a customer face to face, that is a sign to rethink it.”