Digital Agencies
#fame to invest 10 million dollars across six countries
MUMBAI: To The New (TTN), an end-to-end digital services network, through its digital content platform #fame will be investing $10 million in the next couple of years as it sets a target to reach out to 5000 channels and 50,000 content creators across six countries in south east Asia.
#fame CEO Saket Saurabh, who was previously working with the Network18 group, says the company will follow a three pronged strategy for its talent-first programmes. Saurabh elaborates, “In the first stage it will focus on emerging talent and to establish them and help them promote and build digital communities. In the second stage, content through digital IPs’ will be created via innovative digital shows in genres such as food, fashion, music, comedy and technology and in the third stage the company will monetise by helping brands reach out and engage with audiences through digital conversations via digital video services.”
The digital agency has adopted a multi-platform approach when it comes to distribution on social platforms like YouTube, Facebook, WeChat etc. “We are screen agnostic. We are looking at mobiles, movies, airports, television screens etc,” says Saurabh.
#fame, which was formerly known as Four Cross Creative Services, in the last few months decided to redefine its business operations and thus ideated to come up with its multi-tier talent management programme, which is designed to help talented youngsters grow their presence digitally and evolve as performers.
TTN Ventures MD Puneet Johar feels that video is the new language for consumers on internet. “It is combining powerfully with the smartphone explosion and the rise of social sharing across screens to inspire a new wave of talent. We have built a strong ecosystem of digital businesses well positioned to create value in such a landscape,” he informs.
#fame has identified six key markets – India, Singapore, Malaysia, Indonesia, Thailand and Philippines. It will now focus on creating Indian-based IPs and will begin its local businesses in other five countries in the coming six to eight months.
To create talent inflow, it has partnered with Blogmint which is a fast growing network of bloggers. It currently has 5000 content creators and this figure is expected to reach 10,000 by the end of the year. It will also build a network of alliances with talent hubs such as comedy clubs, film and music schools, art and culinary academies.
#fame announced a slew of digital shows like School of Style which it claims to be India’s first online hunt for top stylists and will be hosted by celebrated entertainment and fashion icon Karan Johar who will be the host, judge and mentor. Others include, Websinger which seeks promising young singing talent, Gang No 1 a search for top comedy collectives and the second season of Webchef the country’s largest online hunt for amateur chefs.
When asked if the IPs will rest with either #fame or the hosts, Saurabh says it will be dealt on a case to case basis.
Celebrities that have signed up with #fame include TV star Maria Goretti, child comic star Saloni, top fashionista Anusha Dandekar, celebrity chef Ajay Chopra, singing sensation Shibani Kashyap and style guru VJ Andy.
BENGALURU: For years, creative teams have learned to live with ambiguity. Vague comments, last-minute changes, feedback that arrives without context, clarity, or conviction. It became part of the job – something teams worked around rather than getting it solved.
But as we head into 2026, that tolerance is wearing thin.
Creative work today moves faster, scales wider, and involves more stakeholders than before. Teams are producing more content across more formats, often with distributed collaborators and tighter timelines. In this environment, guesswork is no longer a harmless inconvenience. It’s a cost – to time, to budgets, and to creative mindspace.
The real problem isn’t feedback, it’s how it’s given
Most creative professionals you see today will tell you they’re not against feedback. In fact, they rely on it. Good feedback sharpens ideas, strengthens execution, and pushes work forward. The problem is ‘unclear’ feedback. When someone says “this doesn’t feel right” without context, they aren’t just revising – they’re basically decoding. They’re guessing what the problem might be, trying different directions, and burning time in the process. Multiply that by a few stakeholders and a few rounds, and suddenly days disappear.
In 2026, when teams are expected to deliver faster without compromising quality, interpretation is a luxury most can’t afford.
Scale has changed rverything
Creative projects used to be smaller and simpler. A designer, a manager, maybe one client contact. Feedback loops were short, even if they weren’t perfect.
Today, the same project might involve internal marketing teams, agencies, freelancers, brand reviewers, and regional teams. Everyone has a say. Everyone leaves comments. And often, those comments don’t agree. More people reviewing work means alignment matters more than ever. Clear feedback isn’t just about being nice to creative teams, it’s about keeping projects moving when complexity increases.
Guesswork quietly wears teams down
One of the less talked-about impacts of unclear feedback is what it does to people.
When feedback is vague or contradictory, creatives second-guess their decisions. They hesitate. They overwork. They keep extra time buffers “just in case.” Over time, confidence drops. Ownership fades. Work becomes safer, not stronger. Creative energy gets spent on managing uncertainty instead of pushing ideas forward. And in an industry already grappling with burnout, unclear feedback adds unnecessary mental load.
Actionable feedback is a shared skill
Clear feedback doesn’t mean controlling creative decisions or dictating every detail. It means being specific enough that someone knows what to do next.
Actionable feedback answers three basic questions:
What exactly needs attention?
Why does it matter?
What outcome are we aiming for?
This applies whether you’re reviewing a video frame, a design layout, or a copy draft. The clearer the feedback, the fewer follow-ups it creates. In 2026, teams that treat feedback as a skill and not an afterthought, will move faster with less friction.
Tools shape behaviour (whether we admit it or not)
The way feedback is delivered is often dictated by the tools teams use. Comments buried in long email threads, messages split across chat apps, or notes detached from the actual work all contribute to confusion.
When feedback lives outside the work, context often gets lost. When it’s disconnected from versions and timelines, decisions get questioned. When it’s scattered, accountability disappears. More teams are starting to realise that feedback problems aren’t just communication issues, they’re workflow issues. How work moves between people matters just as much as the work itself.
From Opinions To Alignment
One of the biggest shifts happening in creative teams is a move away from purely opinion-driven feedback. Instead of “I like this” or “I don’t,” teams are asking better questions:
● Does this meet the brief?
● Does this solve the problem?
● Does this align with the goal?
This change reduces unnecessary back-and-forth and helps feedback feel less personal and more productive. It also makes decisions easier to explain and defend. As creative work becomes more strategic, feedback has to support that shift.
2026 Is About Fewer Loops, Not Faster Loops
There’s a misconception that speed means moving through feedback cycles faster. In reality, the most creative teams aren’t just accelerating loops, they’re reducing them. Clear, actionable feedback upfront leads to fewer revisions later. Clear approval stages prevent last-minute surprises. Clear decisions stop work from circling endlessly.
In 2026, efficiency won’t come from working harder or longer. It will come from designing workflows that respect creative time and attention.
Ending guesswork is a mindset change
Ultimately, ending creative guesswork isn’t just about better tools or processes. It’s about mindset. It’s about recognising that clarity is an act of respect – for the work, for the people doing it, for the time invested and for the mindspace used. It’s about moving from “figure it out” to “here’s what we’re aiming for.”
Creative teams that embrace this shift will find themselves not only delivering faster, but also enjoying the process more. And in an industry built on imagination, that might be the most valuable outcome of all.
