Executive Creative Director

Oxford Road is the world’s largest podcast advertising agency. We unite brands and creators through strategy and technology for outcomes only we can deliver.

Since the beginning of podcasting, we’ve been here building the playbook, setting the standards, and scaling brands through the power of audio and creator-driven media. Today, we manage campaigns across podcasts, radio, streaming audio, YouTube, and emerging creator platforms for clients that include half of the top advertisers in podcasting.

What really sets us apart? We’re not just buying media. We’re shaping the market itself.

Our thought leadership defines the conversation. Our newsletter reaches thousands of industry decision-makers every week. Our podcast, The Media Roundtable, convenes the most influential voices in audio advertising. Our annual Chief Audio Officer Summit is the premier gathering for marketers, platforms, and creators shaping the future of the medium. Our research (from attribution methodologies to brand safety frameworks) becomes industry standard.

We don’t wait for the market to tell us what’s next. We build it.

The Executive Creative Director is Oxford Road's most senior creative leader, accountable for the quality, performance, and culture of everything the Creative department produces across host-read, pre-produced audio, and bespoke 360-degree campaigns. This role owns the creative standard across every client account, not just the highest-profile ones, and is responsible for ensuring that standard is consistently met, measurably tied to results, and strengthened by every test the team runs.

This is a leadership role built around three commitments: quality on everything that ships, creative tied to performance, and testing built in as a standard practice rather than an afterthought. The ECD is the keeper of the craft and the driver of the creative department's contribution to client outcomes, agency growth, and new business.

• Owns creative quality end-to-end across all client accounts: reviewing work in flight before it ships, closing the feedback loop to writers directly, and maintaining a consistent standard across host-read and pre-produced disciplines
• Owns how Audiolytics is used across the department: as a benchmark and coaching tool integrated with compliance and performance data, not as a checkbox exercise
• Owns the talent onboarding, briefing, and feedback process: ensuring every host receives a clear creative jumping-off point, product familiarity, and structured ongoing feedback that improves their reads over time
• Owns the connection between creative output and market performance: working with Analytics and account teams to establish performance baselines and translate results into creative direction
• Owns a test-and-learn culture in partnership with Analytics: bringing creative hypotheses, making testing a standard part of how briefs are written, and ensuring what the team learns shapes the next round of work
• Owns the full creative team: leading and developing writers across Bespoke and Format tiers and producers across host-read and pre-produced disciplines
• Owns key client and talent relationships at the senior creative level: these relationships stay direct, not delegated
• Owns the department's presence in new business pitches: concept development, pitch decks, and demo work, including a repeatable three-ways-in approach (functional, emotional, and host-story angles)
• Owns creative support for bespoke, creator-first partnerships and 360-degree campaigns
• Does not own test design, statistical analysis, or tracking infrastructure; those sit within Analytics
• Does not own production cost, change-order pricing, or P those sit within Finance

• Final decision-maker on creative quality: what ships and what does not, across all accounts and both production disciplines
• Owns how Audiolytics is applied, evolved, and integrated with compliance and performance data across the department
• Authority to direct the creative team across writing and production in service of quality and performance outcomes
• Owns casting, talent direction, and host feedback structures
• Owns creative concept and approach for new business pitches; coordinates with account leadership on pitch strategy and timing
• Escalates resource, capacity, and structural gaps to the Chief Executive Officer with recommendations
• Does not make unilateral commitments on media plans, client contracts, or agency pricing

Pillar 1: Quality on Everything That Ships

• Quality control, end-to-end: Own QC across all creative that ships. Review work in flight against a clear quality bar before it reaches a client. Close the feedback loop so direction reaches writers directly. Hold host-read and pre-produced work to the distinct craft standards each discipline requires.
• Audiolytics as benchmark, not scorecard: Own how Audiolytics is used and where it goes next. Prevent the score from becoming the goal. Integrate it with compliance and performance data to produce real insight, and drive the automation that lets it scale without adding manual burden to writers.
• Talent onboarding and feedback: Own how talent is onboarded, briefed, and coached. Ensure every host receives a clear creative jumping-off point, product familiarity, and structured ongoing feedback that improves their reads over time.

Pillar 2: Creative Tied to Performance

• Creative performance and market outcomes: Own the connection between what ships and how it performs. Work with Analytics and account teams to establish performance baselines, then translate performance and Audiolytics data into creative direction so outcomes, not just compliance, shape decisions on every account.
• Closing the loop: Ensure what the team learns in market changes how they write, cast, and coach. Every round of creative should start smarter than the last.

• Test-and-lea