| If applicable, what has been your role in working to grow your client accounts? | |
|---|---|
| Katie Skinner, Account Director | I'm responsible for organic growth for any existing clients; bringing in new ideas and tactics to expand our relationship. |
| Shilpa Tiwari, EVP Social Impact | I have a role in growing accounts - I am looking for opportunities to add a new service - social impact to the accounts |
| Izabela Leszko, Account Director | RFPs, organic new biz dev |
| Nick Cowling, President | I don't spend as much time on day to day accounts as I used to, but I still play a direct role in growing account through top-to-top meetings |
| Lianne Pitts, Senior Director | My role in growing client accounts is to regularly put forward new opportunities for clients, grow client accounts YoY and sell through big ideas for buy in. |
| Sean Citrigno, Vice President | I work closely on identification of organic growth opportunities. This could come in a variety of forms, from expanding on services (social, creative etc) or identification of new opportunities for the business. |
| Josh Budd, Chief Creative Officer | Helping to establish organic growth via creative and strategic engagement. Creating product that recalibrates the client's expectation of what we do, with the result of organic growth from scope previously slated for other agency partners. |
| Katie Hordern, Senior Account Director, Citizen London | Seeking budget opportunities to expand the SoW |
| Suran Ravi - Director of Intelligence and Insights | Demonstrating gaps in current asks and requests, that need to be supplemented with further research and effort |
| Becky Hudson, Director UK | I am a key lead in P&G client management in the UK, working directly on strategic plans and innovative products we can offer to grow the business and adapt elsewhere across the agency. I work closely with our mid/management teams to ensure training is taking place to instill a commercial mindset across our office. I also lead the consumer new business in the UK, building and delivering on our new business strategy as well as looking for growth opportunities from a 'corp-sumer' lens that brings both sides of our UK agency team together. |
| Mark Cater, Managing Director, UK | EMEA | Active participant across the European portfolio. |
| Krista Sparks Kiner, Sr. Account Director | Supplemental projects "plus ups," event support / staffing, media training, add-on services such as influencer management / social media and then new business from existing clients, ie. TCL TVs in addition to mobile. |
| Erin Georgieff, EVP | My role is account strategy, crisis counsel, and senior client relationship manager. I support the team in looking for organic growth within existing clients. I also drive new business growth for the US. |
| Elizabeth Krock, Associate Director | As an Associate Director, I am responsible for managing client relationships and ensuring our team delivers high-quality work that helps our clients meet their objectives. By doing so, I help prove the value of Citizen to our clients and contribute to organic growth. |
| Josie Haynes, Vice President | - Introducing clients to new offerings (ie. digital, strategy, creative, etc.) - Leading teams to develop ideas beyond the scope of briefs in hopes of increasing program mandates and budgets - Working with teams to develop net new, proactive ideas for clients outside of briefs - Building relationships with clients that allow them to feel comfortable giving new work to the agency and/or seeking our my opinion on an internal need that transforms into additional work for the agency |
| Kimberly Stohl. SVP | Client relationship management Seeking oppty for organic growth Maintaining client relationships so when they move gigs they consider Citizen as an option |
| Ive Balins, SVP | Always looking for incremental opportunities to showcase opportunistic ideas, culturally relevant creative territories, white spaces, etc. to unlock budgets. |
| Cher Lee, Vice President | Active - I work closely with the team to identify new revenue opportunities within existing accounts and also lead new business efforts. |
| Jessica Cooney, Associate Director | Responsible for driving business across client portfolios within predetermined areas of focus and beyond. This includes reactive and proactive creative planning and execution led by Citizen, as well as within an IAT setting under the leadership of a partner agency. As and AD (and previously as SAM) it was my role to push creative thinking to develop impactful results, input to IAT to carve our opportunity for Citizen, push the client to consider additional ways in via PR. |
| Laura Muirhead, Digital Director | I don't manage client accounts directly; however, I am brought in to expand the scope of our products with the inclusion of digital expertise and initiatives. |
| Laura Linden, Associate Director | A focus on organic growth YoY via development and selling-in of new plans, projects and programs among existing clients. |
| Alexandra Green, VP | In every new plan, we go above and beyond to showcase "below the line" ideas that may be outside of their scope of work, but something we think they should consider should they find extra budget. This works about 50% of the time. On Pepsico particularly, we have been awarded creative lead on digital assets, and we are continuing to flex our muscle in that space and have them work with us instead of a creative agency. |
| Jayne Cassidy, Sr. Director | Organically, through current account growth. Successfully push for more budget where needed on active campaigns, and through execution of successful campaigns where then more work is brought to us with new briefs |
| joe, vp | role has been on engaging sr clients, getting to know their business, talking to them about opps, needs etc. delivering good results as a team to grown budgets YOY |
| Jenn Duggan, General Manager Toronto | I am not the direct lead on client accounts but work closely with the team to identify growth opportunities, have regular check-ins with senior clients leads to touch base, pick up cues on any current pain points and opportunities. |
| Tracey, Director | Essential part of my role is to grow and develop our B2B/Corporate technology offering in the UK. |
| Laura Bremer, General Manager | I have been actively leading a large portfolio of brands at Citizen, as well as driving new business responses for the past 11 years. |
| Shona Wercholuk, Senior Account Manager | When working with current clients, it's important that I am not only suggesting practical plans that are within their PR budgets - but also working to identify important opportunities for them that may be outside of their budgets. Often times, clients can find budgets for the right opportunities - so as an agency, it's really important for us to identify the potential extras. |
| Chelsea Parthemer, Director | Maintaining strong relationships with current clients and selling in additional tactics for more budget. |
| Heidi Mamer, VP, Integrated Communications | I have held various roles in the company, from overseeing the strategy/creative/digital (resource/hub) teams at times, to now working in more of an operations capacity. I am interested in seeing the value of our resource/hub teams helping to create organic growth with existing clients. |
| Carrie Makrigiannis, Vice President | I have been in charge of growing my current and any new client accounts that I bring to Citizen. This is through both organic growth and net new business. I have taken Mirren training in the past (at my old agency, Proof) and I do still remember some of that training and try to apply it to my new business efforts (specifically around how I present plans/package plans with clients). |
| Yosr Kooli | My role is more to explain to the clients the different aspects we can offer and show him that we are always there if he needs something. |
| Jules Day, Deputy MD, London | I've been responsible for building the P&G UK business from the ground up. We had no retained work with P&G UK when I joined and it is c£1.5m of revenue with a team of 14 people. |
| Casey Smith, Sr. Director | n/a |
| Jennifer Ramsay, VP Experiential | My role has been significant in growing my client accounts- organically with existing projects, ensuring that we exceed expectation to have the project return to Citizen and sharing new ideas for net new projects to drive additional revenue. |
| François Vaqué General manager and senior Vice president | I am the key person in my market to grow client accounts and it takes a big part of my ob |
| Emily Kett, Associate Director | Challenging the team to uncover strong insights and "ways-in" that clients cannot say no to Providing plus-up opportunities with every plan to strengthen the success of the program as it relates back to client objectives Maintain strong relationships with clients that are built on trust |
| Keith Nowak, Director | While working on multi-agency accounts, finding opportunities where Citizen can potentially demonstrate expertise in areas currently held by other agencies. i.e. influencer management, project leadership, etc. |
| Kelly Ricci, VO | My role has been to spot the whole, analyze industry trends and sell our services to increase more SOW, integration and opportunity. |
| Audrey Ann Laurin, Associate Account Director | Have participated and managed national and Quebec-based RFPs; I'm the main client liaison and manage their budget which allows me to provide them with the right opportunities and seek organic growth for the client/agency. |
| Ashley Taveras, Director | Providing exceptional and reliable client service. |
| Chris Overholser, Director | Demonstrating Citizen capabilities and identifying business growth opportunities for clients that fit. |
| Laura Lewis, Senior Vice President | I lead the growth strategy and plan across my teams with existing clients as well as lead new business efforts. |
| Lindsay Page, VP Strategy | Helping sell creative ideas, identify opportunities for proactive ideation and places to grow current mandates. |
| Katie Muir, SVP | Oversight on all accounts |
| Axelle Techer, Senior Director | As a senior director, I have a portfolio objective in which organic growth plays a big role. Except for a recent big new business win, organic growth has been the main driver of my portfolio in the last years. |
| Adam O'Neill, Account Director, Experiential | I have participated in RFP's to win new business and I have lead various accounts, growing client relationships leading to new business. |
| Denise Roy - Account Director | Building relationships with clients Recommending tactics/plans that require incremental budget Selling in our other services to increase our scope of work Proactively seeking out opportunities to work on different parts of our clients' businesses Making connections to Citizen US/global offices etc. |
| Mohammad Mahasneh - Director | Principle - as the lead on most of my accounts it is mostly my responsibility to showcase agency abilities beyond mine, find avenues for upselling and providing additional services to clients. |
| David Brodie, Senior Vice President and General Manager | I am accountable for our overall performance in Western Canada and contributing nationally - so constantly working to ensure we maintain and grow relationships across our client base. |
| Shannon Suggett, Senior Vice President | Due to supply chain delays and disruptions during the pandemic, budgets have remained flat YoY for clients like Huffy, Buzz and Nissin Foods. Switching to quarterly planning this year for Huffy & Buzz will allow for continued recs that'll help grow the budgets. For Nissin, we were just briefed on big idea thinking and brought in The Hub, setting us up to grow that account in the new FY, which starts in April. For new business I helped lead the effort that brought in Simon Malls (ramping up now). |
| Aly Sturm, VP | I lead account growth efforts for my accounts - Asurion, Vytalogy Wellness, Duracell. |
| Catherine Pover, Associate Director | As strategic lead for the P&G UK business, my role is to foster organic growth across all brands within the total home and fabric portfolio. |
| Nicole Brightling, Vice President | I focus largely on organic growth as I run the largest piece of of business at my agency and each year I am consistently looking to expand the scope. I also play an active role leading new business pitches and helping to identify which RFP we want to participate in and bring in new business opportunity through referrals from my existing clients or networking. |
| Emily Johnston, SVP | As the strategist, I'm usually brought in once the account team find an opportunity that we need to explore further. |
| Teri Akahoshi, Senior Director | Recommending ways to expand the current scope with an incremental budget based on key learnings from industry trends, competitor monitoring, surface-level tasks that require a more in-depth look or build-out, etc. |
| Molly Crabill, Director | Bringing new strategies and programs/tactics to clients for consideration, educating clients on Citizen's expanding capabilities so we can move more work to Citizen either incrementally, or from in-house/another agency. |
| Lorena Zanetti, Senior Director | I have worked very hard to foster, maintain and grow strong relationships with my clients. Strong relationships with the Zevo client has led to growing the PG Ventures portfolio at the agency and I'm very proud of that growth. Excited to see what else we can do with them! |
| As if you were writing to a prospective client, describe the agency in no more than 3 sentences: | |
| Katie Skinner, Account Director | Citizen Relations is an award-winning creative and PR hybrid agency with national reach based in Toronto. Citizen is in the business of driving conversations that count; driving consumer behaviour to achieve our client's goals. |
| Shilpa Tiwari, EVP Social Impact | We believe in the power of conversations to create meaningful change. We craft strategies and build communications to motivate action and inspire people to imagine world full of possibility. |
| Izabela Leszko, Account Director | A client-focused agency with a full service offering finding effective solutions to reach your target audiences through unique tactics based in research and creativity. |
| Nick Cowling, President | At Citizen, we make every conversation count. Conversations about your company/brand that are happening with or without you are critical to your success and shape the behaviour, opinions and actions of your key audiences. Citizen specializes in designing conversations so they have the outcomes your looking for and I'd love to spend give you more detail on how we make that happen. |
| Lianne Pitts, Senior Director | Middle Child is a force within the Canadian PR agency that refuses to be ignored. Middle Child is imaginative, full of wonder and sometimes misbehaved. We go beyond traditional PR to influencer culture, build your business and make your brand part of the conversation. |
| Sean Citrigno, Vice President | We are tapped into culture. We live and breath pop culture and are story-tellers in spirit. Our imaginations run wild as does our drive for creating conversations that don't just tap into the culture, but create it. |
| Josh Budd, Chief Creative Officer | Citizen is in the business of creating conversations that count. We use unique insights and data to tell a compelling story with memorable creative anchors and tension as a way of sparking that conversation. |
| Katie Hordern, Senior Account Director, Citizen London | At Citizen, we know people and used human insights to create timely and relevant campaigns for our clients. We work with our clients as partners, and as an extension of their team, to offer honest strategy and counsel. We seek to developed and offer our clients support through test and learn campaigns to glean learnings and insight that strengthen our future campaigns. |
| Suran Ravi - Director of Intelligence and Insights | Citizen Relations is an earned first creative agency that aims to generate conversation for brands and organizations keen on connecting with audiences in impactful ways. |
| Becky Hudson, Director UK | Citizen are your partners. We create comms that show a deep understanding of your audience to help you achieve your goals no matter what they look like. Supporting through insight-led activation that puts your product - whether that's real products, brands, purpose or people - in the hearts and minds of those you want to target. |
| Mark Cater, Managing Director, UK | EMEA | At Citizen Relations (in Europe), our work is focused around four industry segments: Consumer Lifestyle; Technology & Innovation; Regulated Industries and Destination Marketing. Our mission is to create high impact campaigns that rapidly drive awareness and engagement. We build upon our heritage and deep knowledge of marketing to consumers to create memorable work targeting mainstream and difficult to reach audiences. We operate at the intersection where scientific innovation and rapid technological change meets consumer curiosity and desire. |
| Krista Sparks Kiner, Sr. Account Director | A lovely, mid-sized communications agency with several leading consumer, tech and corporate clients. The agency operates on a global scale with boutique-level services, offering deep expertise in PR, influencer marketing and other digital services. In particular, our creativity tends to set us apart - helping our clients stand out in an even more crowded media / marketing landscape. |
| Erin Georgieff, EVP | Citizen is a mid-sized international integrated communications agency with tremendous strength in consumer lifestyle marketing, as well as deep expertise in tech, travel, food/bev, wellness, sports and automotive. We're focused on driving conversations that count -- namely conversations that help fuel our client's business goals, including ones that engage your consumers and motivate them to take action. Our unique, one P&L business model ensures we build the right team, with the right expertise for your business, regardless of where they sit ... ensuring you get the best PR professionals for your account team, who are passionate experts in your industry and ready to dive in. |
| Elizabeth Krock, Associate Director | Citizen Relations is an award-winning international integrated communications agency, with roots in PR. We're passionate storytellers, creatives, media experts, and digital gurus united in one common goal -- connecting brands with citizens and inspiring action. We are fiercely committed to the success of both our people and our clients, pushing them outside of their comfort zone to achieve the unexpected. |
| Josie Haynes, Vice President | Citizen Relations is an international integrated communications agency that takes an earned-first approach to our client's marketing challenges. Our team is made up for more than just PR professionals and includes some of the most talented strategists, social media and digital gurus, experiential experts and creative minds. Together, we build strategically-led creative platforms focused wholly on influencing behaviour to drive conversations that will impact your business goals. |
| Kimberly Stohl. SVP | Citizen Relations is an agency dedicated to crafting culturally relevant storytelling through an earned lens. We embrace a people-first culture that celebrates and honors diversity, equity and inclusion. We have team members and clients that have been with Citizen for over 15+ years, which speaks volumes to the type of agency Citizen is. |
| Ive Balins, SVP | Citizen Relations isn't your typical PR agency. We're an award-winning team that gets to work with some of the best brands out there. We love to think outside of the box, push boundaries and work within an integrated communications model to not only meet, but exceed your business objectives and drive talkalbility for your brand. |
| Cher Lee, Vice President | Citizen is an integrated communications agency, with smart consultants and a data-driven approach to influence conversations and drive storytelling for our clients. |
| Jessica Cooney, Associate Director | Citizen Relations is an innovative, creativity first PR shop. And when we say show, we don't mean taking your grocery list and delivering what you need, we reinvent the shopping experience and help you discover what you didn't even you wanted. |
| Laura Muirhead, Digital Director | Citizen Relations is committed to designing conversations that count. We are a diverse team of skilled communicators, excited by the prospect of creating unignorable strategically architected creative messages to get Citizens to care or inspired to take action. |
| Laura Linden, Associate Director | For brands that aren't afraid to be bold, we are your fearless partner. Imaginative, full of wonder, sometimes misbehaved... we are the Middle Child who refuses to be ignored. We go beyond traditional PR to influence culture, build your business and make your brand part of the conversation. |
| Alexandra Green, VP | At our core, Citizen relations is about creating conversations that count. Put simply, we're in the business of influencing conversations to drive a desired behaviour. The integration of using human insight with a creative anchor allows us to deliver maximum value, so that the ROI is there each and every time. |
| Jayne Cassidy, Sr. Director | We're an earned-first, creatively led PR agency. All of the programs that we build are rooted in human insight and creative strategy, so that the conversations we're starting resonate with Canadians. Our expertise spans industries, as we work with CPG companies, technology and finance, not-for-profits, government, etc. |
| joe, vp | citizen is a top marketing comms agency in Canada. We build earned first strategies that make Canadians want to talk about or share our clients stories with their friends + family ultimately leading to moving the needle and driving business results for our client |
| Jenn Duggan, General Manager Toronto | Citizen is in the business of influencing conversations to drive a desired behaviour. We think of ourselves as an evolved public relations agency—one that uses human insight and creative anchors to take a “conversation-first” approach to integrated communications. We have the reach and resources of a global agency with the hands-on nimbleness of a boutique shop. |
| Tracey, Director | We know people - we understand them, what matters to them, what drives their behaviour. |
| Laura Bremer, General Manager | Citizen fuels conversations that count for consumers, brands, and each other. Meaningful and memorable conversations that have the power to move people to act because they are rooted in real human truths and insights. |
| Shona Wercholuk, Senior Account Manager | Citizen Relations understands the power of storytelling and the power that words have on public perception. They'll work to understand your brand, your wants, and your needs to ensure that you're getting your message across in an impactful way. Citizen is thoughtful in all that they do and really want to be an agency that changes the way we do things. |
| Chelsea Parthemer, Director | Citizen is a place that values hard work and the people behind it. We are a people-first culture that believes when you nurture a culture that individuals want to be a part of, it fosters a workplace and work product with top-tier outcomes. |
| Heidi Mamer, VP, Integrated Communications | Citizen is an earned-first creative agency, which means we come up with big ideas that actually earn people's attention. We are in the business of influencing conversations to drive behavior, and we make every conversation count. |
| Carrie Makrigiannis, Vice President | At Citizen, our mission is to create conversations that count. We are both a PR agency and a creative agency and our goal is to focus on two-way dialogue and engagement, through all of our creative plans and tactic executions. We do this by identifying and crafting client/brand stories and seeding them into the hearts and minds of both stakeholders and consumers across the country. |
| Yosr Kooli | Citizen is a public relations agency that is there to facilitate the work of each client, to accompany them in their various mandates, to develop campaigns on a national scale and to offer support in terms of strategies. And this regardless of its audience, its field of expertise. |
| Jules Day, Deputy MD, London | At Citizen, we know people; we understand them, we know what matters to them, we excel in reaching them through work that influences. By placing people and real consumer insights at the heart of everything we do, we shape conversations that drive behaviour, delivering communication that sparks action. |
| Casey Smith, Sr. Director | Citizen Relations is an award-winning agency with great expertise in influencer marketing and social media campaigns. |
| Jennifer Ramsay, VP Experiential | The team at Citizen is a group of creative thinkers with the purpose of influencing conversation to drive behavior. Citizen is a people- first company and this shines through in our culture and the work environment that we have created. The work we do for our clients delivers and exceeds KPIs, benchmarks and continues to evolve brands, building programs that last. |
| François Vaqué General manager and senior Vice president | We provide communication counsel to organizations in order to enhance their notoriety and to preserve their reputation to various audiences. |
| Emily Kett, Associate Director | We go beyond traditional PR to influencer culture, build the business and make our brands part of the conversation. Everything we do is rooted in hacking culture and uncovering those meaningful insights that will ultimately help us breakthrough with the target audiences we're tasked with intercepting. We're all about communicating the right message to the right people at the right team. |
| Keith Nowak, Director | Citizen is more than just a PR agency - Citizen is a true partner that brings innovative thinking and creativity to help organizations to reach their goals - whether that is visibility, thought leadership or sales. Not satisfied with a siloed approach, Citizen taps the entirety of its collective brainpower to deliver meaningful, standout results for its clients. |
| Kelly Ricci, VO | Citizen Relations is a renowned global agency that partners to influence meaningful conversations to achieve your business goals in an effort to reach your desired audience inspiring them to act and share. At the heart of what we do is build your brand’s marketing and communications efforts through media relations, influencer, social and digital connections and experiential activations. We are dynamic storytellers and are experts in the art and science of today’s media landscape that generates maximize exposure. |
| Audrey Ann Laurin, Associate Account Director | Understanding the intricacies and inner workings of your business is the essence of what we do. It allows us to accurately guide dialogue with employees, consumers and stakeholders, and to develop programs that effectively grow market share while living up to established values and promises. To do that, we offer our clients 360 services and in-depth expertise tailored to your business needs to enhance your notoriety and reputation in the market you seek to reach. |
| Ashley Taveras, Director | Citizen Relations is an organization committed to building community both within its walls and with the brands it serves. Citizen is focused on creating conversations that count and bringing a humanistic approach to the PR/marketing industry. |
| Chris Overholser, Director | Citizen Relations is a multi-disciplined international communications agency that partners with the world's leading brands to connect with consumers. |
| Laura Lewis, Senior Vice President | Citizen Relations cares about each and every business we work on like it's our own. We are communications game-changers who develop breakthrough strategies and plans that deliver tangible business results. Our people are passionate, empathetic and agile, and will do whatever it takes to deliver. |
| Lindsay Page, VP Strategy | Citizen is rapidly evolving and expanding on its current excellence in media relations (which will always remain at our core). Top tier brands inspire and motivate us in our role in creating culture; when mixed with our kind and smart teams, magic happens. |
| Katie Muir, SVP | Middle Child is the fearless partner for brands that aren't afraid to be bold. We are imaginative, full of wonder, sometimes, okay often, misbehaved, and we refuse to be ignored. We go beyond traditional PR to influence culture, build your business and make your brand part of the conversation. |
| Axelle Techer, Senior Director | Insights based approach - We drive conversation where our audience is, rooted in a consumer truth. Nimble - News moves quickly and brands need agencies that can pivot at the speed of culture. Free of silos and bureaucracy, our team was built to move and flex to the needs of our clients and anticipate the next move. Talent - We have the best team and the most talented people, fully committed to the success of our clients and our agency |
| Adam O'Neill, Account Director, Experiential | Citizen Relations is a global PR and XM agency that brings all of your needs under one roof - i.e. PR/Media Relations, Experiential, Creative, Strategy. As part of Plus Company, Citizen also has the ability to lean into our sister agencies to provide our clients with a wider breath of support. We strive to create award winning work for all of our clients while our account team works closely with our clients to ensure the work aligns to their goals. |
| Denise Roy - Account Director | We are a full-service global PR shop with offices across Europe and North America with dedicated strategy and creative teams. Citizen Canada was recently awarded silver by Strategy Magazine for its Agency of the Year Award. |
| Mohammad Mahasneh - Director | One of the most respected/reputable agencies in the country- with some of the best creative talent in the market. Part of global network of agencies including Cossette (due to Cossette's brand name recognition) that support some of the top leading brands worldwide Provide equally dedicated service to clients of all sizes big and small. |
| David Brodie, Senior Vice President and General Manager | Citizen is one of Canada's leading PR & Digital agencies. We grew from our base in Canada to now servicing clients around the world from our offices in Vancouver, Toronto, Montreal, New York, LA & London. We consistently deliver award winning work for some of the world's best known brands. |
| Shannon Suggett, Senior Vice President | From insights to ideas to impact, Citizen Relations is an award-winning integrated communications agency that operates on a global scale with boutique-style services and local-market expertise. At Citizen’s core, we are architects, storytellers, cultural connectors and content generators and believe in creating conversations that count with each other, our partners and consumers. Conversations that are meaningful and in touch with the world around us to drive relevance, advocacy and tangible outcomes that move the needle, disrupt industries, increase sales and market share. |
| Aly Sturm, VP | Citizen Relations is an integrated communications agency that puts our people and clients (our partners!) first. We're a close-knit group of storytellers who believe in creating conversations that count. We're nimble, creative, strategic and represent a wide variety of clients, industries and work. |
| Catherine Pover, Associate Director | At Citizen we know people. Our creative and strategies are underpinned by human insights that ensure our communications land with your consumers, to drive real business change. |
| Nicole Brightling, Vice President | Middle Child is a bold, creative, integrated PR agency that goes beyond the traditional tactics to influence culture and spark conversation, regardless of the platform. We are known for our approach to culture hacking which taps into key trends and inserts our client's brands into cultural zeitgeist. And we get noticed - we've won the most prestigious award in our industry, Strategy Agency of The Year 4 out of the 5 years we've been in business. |
| Emily Johnston, SVP | We're true partners and treat your objectives like our own. We're provide sophisticated solutions that most agencies do, but are able to be scrappy when we need to be in order to provide innovative solutions. |
| Teri Akahoshi, Senior Director | Citizen Relations is a global, award-winning public relations and integrated communications agency. With offices across the U.S., Canada, and the UK, Citizen is part of an international network with sister agencies specializing in social media, experiential, creative content, design, media, advertising, and more. |
| Molly Crabill, Director | Citizen is the type of place where even a bad day is pretty good because we really like, care about and support each other - there's a reason so many of us have stayed for so long. |
| Lorena Zanetti, Senior Director | Our clients are not "just clients"; they are our partners and we are fully invested in their growth and success. We work hand-in-hand with our clients to understand their objectives and goals, and then we help tell their stories in the best way possible. |
| When you consider Organic Growth, specifically, where does the agency most need to improve? Answer as best you can, based on your role and involvement in this area. | |
| Katie Skinner, Account Director | Knowledge and awareness of corporate and public affairs capabilities; comfort level speaking to creative and digital capabilities that exist in-house |
| Shilpa Tiwari, EVP Social Impact | Ability to speak about the organization holistically, not only as PR - but a creative agency that is impact oriented. Also to be better at providing council, not just completing tasks, but becoming a trusted advisor. |
| Izabela Leszko, Account Director | Retaining strong talent and reducing turnover. |
| Nick Cowling, President | First, we need to set goals by client, which will give us something to aim for. Second, we need specific plans to achieve those goals. Third, we need ot assess people based on those plans and goals. |
| Lianne Pitts, Senior Director | Allocating resources (time and digital team) for mining and building new plans for client to support organic growth |
| Sean Citrigno, Vice President | I think time. We all where a lot of hats and often are running the day to day business, but similar to new business organic growth takes time. |
| Josh Budd, Chief Creative Officer | We need to respect and value what we bring to the table. Improve the scoping of what we already provide clients (we give way too much away) and learn to better close the sale on projects...our "conversion rate" is way too low. As an org, we're much too reactive vs being proactively engaged with our clients to seek out those organic opps. |
| Katie Hordern, Senior Account Director, Citizen London | A suggestion would be additional time to develop ideas |
| Suran Ravi - Director of Intelligence and Insights | Agency needs to spend more time and effort creating conversations and testing hypothesis that others have failed to address/investigate. |
| Becky Hudson, Director UK | Stronger marketing Innovative creative mindset Become partners not agency and instilling a partnership mentality in junior team (be the eyes and ears of their business in and outside of comms) |
| Mark Cater, Managing Director, UK | EMEA | Citizen in Europe currently derives most of its growth from existing clients. Organically we are performing quite well but there is room for improvement. |
| Krista Sparks Kiner, Sr. Account Director | Make it more cookie cutter to present to clients. What are the various levels of PR / influencer / social support at what budgets? How do we price out supplemental services in a way that is consistent with market prices, but still fair for smaller clients who operate at a much tighter budget than our major P&G clients. |
| Erin Georgieff, EVP | We need help really setting Citizen apart from others and selling our expertise. |
| Elizabeth Krock, Associate Director | I see a lot of scope creep with clients at Citizen and little to no repercussions. We need to have clear scopes of work that are signed by clients and note that, if work extends beyond the agreement a new scope of work will be developed. |
| Josie Haynes, Vice President | - Educating clients on new offerings and the investment required to access/benefit from them - Going beyond the brief and looking for opportunities to sell in biggest ideas - Scoping current programs so that over service doesn't occur on existing budgets, eating into resources and bottom line |
| Kimberly Stohl. SVP | Staffing and resources are roadblocks to pursuing/seizing opps |
| Ive Balins, SVP | We have the ideas and capabilities, but our biggest roadblock is TIME. When servicing clients, we don't always have the time to pitch organic growth ideas. |
| Cher Lee, Vice President | Creating space for teams to consider, research and stay on top of industry trends in order to PROACTIVELY put forward new creative ideas to our clients. We leave money and organic growth on the table by only being resourced and focused on executing the plan at hand instead of thinking ahead to solve our clients' problems and position them as leaders in innovation. |
| Jessica Cooney, Associate Director | Topline: bolstering our creative tool box (we're doing this with the hub), but also access to resources & efficiencies to prioritize a future/new ways of working in our day to day. We need to find ways to streamline and automate things like program management and execution, to free up time for the creative thinking and relationship building with clients/contacts across every level. This includes processes/steps/access that is understood and aligned to across all our working practices, not just access to people and tools, so that we can spend more time pumping out the good ideas and making them come to life, and less time re-inventing templates/work backs/time tracking etc. |
| Laura Muirhead, Digital Director | From where I sit, it's challenging to spot digital organic growth opportunities being on the outside of a client account. |
| Laura Linden, Associate Director | There may be a need to assess our current client roster to determine the clients that have the least potential for organic growth and that often end up being over-serviced. This would create space and more time to focus on clients that do have the budget and potential for organic growth, as well as new business. There is also often a lack of time and team resources to invest in proactively developing and pitching new programs to pitch to our clients - creating dedicated space and time for the team to do so would help with organic growth. |
| Alexandra Green, VP | I would love to see us have more wins on new business - maybe thinking outside the box when it comes to how we are presenting our ideas. I also think we shouldn't be afraid to ask clients for additional budget if they are asking us to go beyond our scope, or if we are nearing the end of our budgets. |
| Jayne Cassidy, Sr. Director | We need to be more honest with our clients about when we're over-servicing and account, and what requires more budget/ why. We don't have transparent conversations about the type of work we're doing and why it might be requiring more budget, so expectations remain the same year over year for results vs. budgets that stay flat. In order to increase organic growth, we need to be clear with why we require more money, and demonstrate the value we'll be adding. |
| joe, vp | time proactivity client management- getting htem to unlock budget but also pushing on the work, getting a bit away from a service mindset to product mindset. |
| Jenn Duggan, General Manager Toronto | I think we leave money on the table a lot of the time. Our team needs to be more confident in selling through the bigger ideas and presenting a case to clients that they can't pass up. We need to be more proactive. Gain greater sightlines to our clients' business and "dig in" more to provide more value and help solve business challenges (the ones that aren't always articulated in the brief). |
| Tracey, Director | We need to understand our full suite of offerings. What are the countries working on - where are they strong. What do we do well overall and where can we take those learning and show them to current clients. |
| Laura Bremer, General Manager | We have an over-reliance on organic growth across our P&G portfolio where, as one of the world's largest marketer, budgets tend to trend high. We spend a lot of energy servicing P&G, but I am eager to fuel more growth outside of the portfolio as well. |
| Shona Wercholuk, Senior Account Manager | I think as an agency, we need to have clearly defined goals and time allocated towards organic growth. It should be something that's added to managements capacity. I find we're all so busy with the day to day with our clients, which is incredibly important. But to really grow, we need to have a set # of hours in our schedule and redistribute other workloads. It shouldn't just be a set # of hours that's unachievable and then never prioritized. |
| Chelsea Parthemer, Director | More time and attention from senior leaders on current work and accounts to address shortcomings / ill-staffed accounts before going after new business. |
| Heidi Mamer, VP, Integrated Communications | As it pertains to our resource (strategy/creative/digital) team - we are not charging clients for the true value of the work, nor are we always seeing the big budgets we'd like to see. We need to change the mindsets of our clients so they see what we bring to the table differently...the industry has changed, and we are no cookie-cutter traditional PR shop. We can come up with the big ideas that will grab people's attention, just as our advertising agency partners do. We deserve the big opportunities, and we deserve to get paid what the work is worth. |
| Carrie Makrigiannis, Vice President | I think we need to crack the code when it comes to convincing some of our clients that we should have a seat at the creative table. Many of my clients (specifically) already have a broader IAT/IMC team and tend to pigeon-hole Citizen into the PR-only category, even though they will at times allow both the creative agency and the media agency play in the PR space when it comes to working with influencers/creating experiences etc. We need to find a way to steal the lunch of some of the other agencies, the way they steal ours. |
| Yosr Kooli | The mandates differ from one client to another. The mandates differ from one client to another. Therefore, participate in more training in our field, brainstorming sessions and share our different ways of working. |
| Jules Day, Deputy MD, London | Our day to day client leads (Account Director/Senior Account Director level) are not experienced in looking for the organic growth opportunities - they're not spotting them because, for the most part, they're not thinking beyond the day to day delivery. Some of this can be attributed to them not having bandwidth (we're very lean) but, mostly, its a question of experience and not understanding the commercial realities of our fee targets. Similarly, its not part of their mindset to look for opportunities to sell our wider services and skills. |
| Casey Smith, Sr. Director | I am still somewhat new to the company, however, I think there is a lot of growth for the agency with paid media support. It's an area where we make recos for influencer work to boost content, but don't really have an expertise. Additionally, I think there's more we could do with TikTok specific campaigns and work since many companies are still starting accounts and work on that platform. |
| Jennifer Ramsay, VP Experiential | Minimizing worked being outsourced so the revenue stays within the company- Expanding our services in the digital space. Expanding creative resources. |
| François Vaqué General manager and senior Vice president | knowing our own abilities and knowing the questions to ask the clients |
| Emily Kett, Associate Director | Bandwidth. When we think of ideas and creativity, it can be compared to a glass of water...you can't pour much out of an empty cup and the same goes for ideas. When the team feels stretched and drained, creativity dies. With creativity comes excitement and that's when the team is able to participate in brainstorms, share ideas and be enthusiastic about bringing BIG ideas to the table. |
| Keith Nowak, Director | Securing more business from an existing client is "scary" when the client teams are already stretched thin. Having teams on standby that could jump in to manage additional business until the existing team can staff up to handle the additional workload would ease that concern. |
| Kelly Ricci, VO | Define what areas are important to our teams, our leaders and source out what industries and those brands are leading the charge or about to make it big. From there we should assess where our agency can be most helpful by offering 1-2 services as a way in. |
| Audrey Ann Laurin, Associate Account Director | We are already aware of the trends that are happening on our market and can proactively recommend some creative ideas to amplify our accounts. But what we would really need is more ressources so we can take the time to find new opportunities - either from networking or through our relationships with influencers. |
| Ashley Taveras, Director | Pitching new ideas when clients least expect them/ask for them. Often times we get so caught up in the day to day, we don't have the bandwidth to bring new thinking to the table outside of existing deliverables/demands or unless the brand specifically provides a brief. |
| Chris Overholser, Director | Cost-effective, industry-leading event and creative production. |
| Laura Lewis, Senior Vice President | Creating more time in the day for forward thinking - bringing new trends to our clients, new and different creative ideas to continue to push the envelope, real-time optimizations to current programming and more. |
| Lindsay Page, VP Strategy | Expanding mandates across various specialties: content development, reputation / corporate comms, internal comms and employee engagement. These would require little to no investment internally, just thinking differently. |
| Katie Muir, SVP | Monetizing scope creep Developing proactive ideas Selling through new disciplines (i.e. digital) |
| Axelle Techer, Senior Director | I think we're so busy and our team can feel so lean sometimes, we don't take enough time coming with new opportunities to our clients and proactive ideas on how to make their business grow. |
| Adam O'Neill, Account Director, Experiential | I think we need to continuously strive to show great work. |
| Denise Roy - Account Director | We need to approach organic growth like we do any other challenge - with a clear strategic plan. There doesn't seem to be any rhyme or reason to it at this point and we could do a better job at ensuring everyone at the leadership level from director and above is aware that this is a priority for the company and that they are given the tools they need to get us there. Not everyone naturally has this kind of business growth mindset. It's a skill that needs to be developed like anything else. We are trained in many other areas - let's add this to the list and skill up. |
| Mohammad Mahasneh - Director | Resource management and increase diversity of talent. Enforce ways to collaborate/brainstorm between teams/function areas (Strategy/PR/XM) |
| David Brodie, Senior Vice President and General Manager | We don't have a clear, systematic approach to organic growth. We are very fortunate to have many long term clients and lots of business and growth from referral, but this is more do to the quality of our client work and relationships rather than any set approach to growth. |
| Shannon Suggett, Senior Vice President | Consider offering products, services and/or tools that allow us to package and market to clients - e.g., data anlaytics, expanding social media offerings such as media buying expertise, latest influencer models. |
| Aly Sturm, VP | We are not staffed appropriately to properly be able to focus not only on new business, but also organic growth. We're stretched too thin to get the work that we have done without the time or resources to be able to look upstream and take time to explore growth opportunities. |
| Catherine Pover, Associate Director | Our focus on driving incremental organic growth can suffer when resource is focussed on delivering the weight on business on P&G UK (often a result of organic growth we've already secured). We also need to work harder on fostering an organic growth mindset throughout the team, so at all levels creative ideas are being suggested to the client more consistently - rather than being seen as a job for the SLT alone. |
| Nicole Brightling, Vice President | We have great leaders that drive organic growth, but the biggest thing holding us back is a lack of proactive sharing. We should be bringing forward creative ideas on a much more frequent basis. |
| Emily Johnston, SVP | I think we can do better at bringing opportunities to our clients when we're not asked. |
| Teri Akahoshi, Senior Director | When clients (new and current) are looking at scopes beyond PR, particularly focused on paid and organic social media, we need to be able to properly staff those capabilities with talent who have expertise in these areas in order to successfully deliver on client expectations and needs. |
| Molly Crabill, Director | Diversifying away from P&G (so our business isn't affected by their whims); Expanding our portfolio in general; being staffed appropriately for organic growth (it's a bit chicken and egg), so the team doesn't collectively burn out. |
| Lorena Zanetti, Senior Director | I'd love to see us have a stipend for quarterly shmoozing with the clients. It's so important to have that facetime and that relationship building. Makes a huge difference with trust and rapport. |
| Are there any negative perceptions about the agency that might hold you back from securing more business with current clients? | |
| Katie Skinner, Account Director | We are somewhat pigeonholed as a consumer, lifestyle-focused agency. I think we're bigger than that and would like our clients to perceive us as more full-service. |
| Shilpa Tiwari, EVP Social Impact | We only do media relations. |
| Izabela Leszko, Account Director | None that I know of. |
| Nick Cowling, President | No |
| Lianne Pitts, Senior Director | N/A |
| Sean Citrigno, Vice President | I think there may be perception issues about work life balance from past employees. I think we're fast paced and at times that impacts the overall cultural perception of our values. |
| Josh Budd, Chief Creative Officer | Traditional + corporate, slow, not current, trying to do things "outside of our lane". |
| Katie Hordern, Senior Account Director, Citizen London | Not that I'm aware of |
| Suran Ravi - Director of Intelligence and Insights | Lack of creative output. |
| Becky Hudson, Director UK | We're seen as small and agile - a double-edged reputation i) great to get the job done well and quickly ii) perhaps too small to take on wider challenges or briefs usually assigned to 'the big agencies'. |
| Mark Cater, Managing Director, UK | EMEA | Perhaps a size perception and a limited geographical representation. |
| Krista Sparks Kiner, Sr. Account Director | None that I'm aware of |
| Erin Georgieff, EVP | Not staffed adequately to handle more. |
| Elizabeth Krock, Associate Director | The majority of our team at Citizen specializes in PR. Today, a lot of clients are looking for agencies that can do it all - photography, social media, PR, media buying, influencer partnerships, etc. We need to build out these other services and make them better-known. |
| Josie Haynes, Vice President | N/A |
| Kimberly Stohl. SVP | Takes too long to fill open roles in appropriately staff new pieces of business |
| Ive Balins, SVP | Perception that the team could be too busy to take on more. |
| Cher Lee, Vice President | We cost a lot and don't always show the most creative thinking. |
| Jessica Cooney, Associate Director | I feel like Citizen has fewer flashy clients and young, fun brands then some of our competitors and we struggle to attract talent - and possibly business. We loose people to go work on these, and client opportunities who believe edgier work comes from these shops. PR is also considered a fast medium. And while all great ideas take a strategic amount of time (which ad agencies always get), when we are trying to prove that we can be just as creative and be given a chance to ideate, were still held against this speedy perception. We need to find ways to combat this and possibly get faster, work at the speed of culture, and improve resourcing and access to talent to staff work with proactive and reactive work comes in so we can deliver and impress, vs be too slow and miss opps. |
| Laura Muirhead, Digital Director | Not that I know of. |
| Laura Linden, Associate Director | For the most part, our agency is very well-regarded and award-winning. However, there may be an understanding that we are already at capacity with our current workload. |
| Alexandra Green, VP | no negative perceptions - other than clients thinking PR is "just" influencers or just MR. Not seeing the full potential of what we can do. |
| Jayne Cassidy, Sr. Director | That we're not creative enough, or don't have the expertise to execute "non-PR" work |
| joe, vp | time- i feel like everyone always running a mile a min and never has time for their existing work let alone thinking proactively about how we grow |
| Jenn Duggan, General Manager Toronto | The perception that we are more consumer and lifestyle focused, that we can't take on B2B or corporate comms work. That our "tool box" is the always the same. That our role is to amplify the "big idea" not be the agency to come up with it. |
| Laura Bremer, General Manager | I dont believe we have negative perceptions, but we are still a bit of a "hidden gem" in the industry. We are shy about talking about ourselves, and as a result, we need to explain "Why Citizen" more than we should have to. |
| Shona Wercholuk, Senior Account Manager | That we're just seen as a PR agency. When working with IAT's, there are often times I think that we could have a bigger team and be doing more of the work - rather than client working with multiple agencies. On Molson, for example, we often work with an agency that manages sampling and activations. In my opinion, we could be engaging XM more and have that business ourselves. |
| Chelsea Parthemer, Director | We are pretty niche when it comes to the industries we can really own. |
| Heidi Mamer, VP, Integrated Communications | PR has traditionally played a particular role in our clients' marketing mix, and it's been a struggle to get them to see us as a creative agency. I don't think that there is necessarily a negative perception about Citizen amongst our clients, but just a misconception of what we are truly capable of. This misconception is putting us in a box and holding us back from some of the opportunities we want. |
| Carrie Makrigiannis, Vice President | None that I know of. |
| Yosr Kooli | Maybe we're not upfront enough, we're afraid of risk and we don't want to talk too much about what we do. |
| Jules Day, Deputy MD, London | No. |
| Casey Smith, Sr. Director | no |
| Jennifer Ramsay, VP Experiential | No |
| François Vaqué General manager and senior Vice president | no |
| Emily Kett, Associate Director | Bandwidth. It's really hard to motivate the team to work harder to help secure new business when people are feeling burnt out. It's a fine balance of bringing in more work and not pushing the team beyond their limits. |
| Keith Nowak, Director | No |
| Kelly Ricci, VO | No |
| Audrey Ann Laurin, Associate Account Director | Not that i'm aware of. |
| Ashley Taveras, Director | Not sure if it's a negative perception but simply being on the smaller side might be a setback because clients may wonder who will work on more business. |
| Laura Lewis, Senior Vice President | While not negative, I do believe we have the opportunity to build stronger equity around our creative. I believe all of our clients would say we are incredibly smart, passionate and agile, but I am not confident they would tout Citizen as a creative machine. |
| Lindsay Page, VP Strategy | A bit old school, not in the conversation as much as other agencies. |
| Katie Muir, SVP | That we are only a PR shop and don't have the capability to take on anything outside that discipline Lack of resources - we are already too busy |
| Axelle Techer, Senior Director | Our team is already super busy, most of the time, I don't feel like putting additional work on my team's plate. |
| Adam O'Neill, Account Director, Experiential | Not that I'm aware of. |
| Denise Roy - Account Director | We are expensive We aren't good IAT partners (this relates to specific accounts I work on) |
| Mohammad Mahasneh - Director | We do not do a good job in promoting Corporate and Public affairs abilities (both internally and externally). In my case the perception that Citizen is a consumer/influencer first agency hurts grows in B2B and corporate communications. |
| David Brodie, Senior Vice President and General Manager | I think for some clients a perception we are very consumer focused and not as strong in corporate comms and I think seen as on the expensive end of the spectrum. |
| Shannon Suggett, Senior Vice President | Staffing. Finding Citizen-worthy talent has been beyond challenging, so we're pushing existing staff to their limits with the accunts they're on now + new helping ramp up new accounts via new business wins. |
| Aly Sturm, VP | We sometimes hear that our rates are too high. Our website is also not reflective of our work - I've heard from smaller potential clients that we must only focus on big, large-scale accounts and clients and not other work like corporate communications, start up work, etc. |
| Catherine Pover, Associate Director | We are incredibly busy on the business we work on, so there sometimes is the sense there is not the 'time' to be working on incremental ideas. However, we have an excellent client relationship and are constantly working on growing the team so we have more resource available to drive organic growth - and we are lucky to have clients who are very open to investing in innovation. |
| Nicole Brightling, Vice President | Lack of digital expertise, innovation with platforms and paid media skills |
| Emily Johnston, SVP | We're sometimes perceived as order takers - and value client happiness over brand success. |
| Teri Akahoshi, Senior Director | Not that I'm aware of. In this current landscape, however, there seems to be a wide range of retainer fees for standard scopes across agencies combined with brands looking to get premium PR services at a nominal cost. I believe Citizen is fair with its retainers and pushes for what the agency's services are worth, but this can also hinder potential new business or expanded growth with current clients. |
| Molly Crabill, Director | We're stretched too thin as it is The OOP markups give us less fluid budget to work with and can inhibit possibilities depending on client budgets. |
| Lorena Zanetti, Senior Director | I think the clients can sometimes tell that we are stretched and that bandwidth is an issue. There is so much work to go around. I think we could truly service our clients better, more timely, etc. if we had more staff, however, I know that's tricky with budgets and forecasts. |
| How consistently does your team write and execute a detailed written organic growth plan for each account you work on? This includes objectives, actions, timelines, and accountability. | |
| Katie Skinner, Account Director | Every account has a plan, but we are not consistently executing |
| Shilpa Tiwari, EVP Social Impact | Not at all |
| Izabela Leszko, Account Director | Some accounts have a plan in place |
| Nick Cowling, President | Not at all |
| Lianne Pitts, Senior Director | Some accounts have a plan in place |
| Sean Citrigno, Vice President | Some accounts have a plan in place |
| Josh Budd, Chief Creative Officer | Not at all |
| Katie Hordern, Senior Account Director, Citizen London | Every account has a plan, but we are not consistently executing |
| Suran Ravi - Director of Intelligence and Insights | Not at all |
| Becky Hudson, Director UK | Every account has a plan, but we are not consistently executing |
| Mark Cater, Managing Director, UK | EMEA | Every account has a plan, but we are not consistently executing |
| Krista Sparks Kiner, Sr. Account Director | Some accounts have a plan in place |
| Erin Georgieff, EVP | Every account has a plan, but we are not consistently executing |
| Elizabeth Krock, Associate Director | Not at all |
| Josie Haynes, Vice President | Not at all |
| Kimberly Stohl. SVP | Not at all |
| Ive Balins, SVP | We've talked about it |
| Cher Lee, Vice President | Some accounts have a plan in place |
| Jessica Cooney, Associate Director | We've talked about it |
| Laura Muirhead, Digital Director | Not at all |
| Laura Linden, Associate Director | We have a clear plan for each account and are tracking progress against it |
| Alexandra Green, VP | We've talked about it |
| Jayne Cassidy, Sr. Director | Not at all |
| joe, vp | Some accounts have a plan in place |
| Jenn Duggan, General Manager Toronto | We've talked about it |
| Tracey, Director | We've talked about it |
| Laura Bremer, General Manager | Not at all |
| Shona Wercholuk, Senior Account Manager | Not at all |
| Chelsea Parthemer, Director | Some accounts have a plan in place |
| Heidi Mamer, VP, Integrated Communications | Every account has a plan, but we are not consistently executing |
| Carrie Makrigiannis, Vice President | Not at all |
| Yosr Kooli | Some accounts have a plan in place |
| Jules Day, Deputy MD, London | Some accounts have a plan in place |
| Casey Smith, Sr. Director | We have a clear plan for each account and are tracking progress against it |
| Jennifer Ramsay, VP Experiential | We've talked about it |
| François Vaqué General manager and senior Vice president | We've talked about it |
| Emily Kett, Associate Director | We have a clear plan for each account and are tracking progress against it |
| Keith Nowak, Director | We've talked about it |
| Kelly Ricci, VO | Some accounts have a plan in place |
| Audrey Ann Laurin, Associate Account Director | Some accounts have a plan in place |
| Ashley Taveras, Director | Every account has a plan, but we are not consistently executing |
| Chris Overholser, Director | We've talked about it |
| Laura Lewis, Senior Vice President | Some accounts have a plan in place |
| Lindsay Page, VP Strategy | Some accounts have a plan in place |
| Katie Muir, SVP | Every account has a plan, but we are not consistently executing |
| Axelle Techer, Senior Director | Some accounts have a plan in place |
| Adam O'Neill, Account Director, Experiential | Not at all |
| Denise Roy - Account Director | We've talked about it |
| Mohammad Mahasneh - Director | Some accounts have a plan in place |
| David Brodie, Senior Vice President and General Manager | We've talked about it |
| Shannon Suggett, Senior Vice President | We've talked about it |
| Aly Sturm, VP | Not at all |
| Catherine Pover, Associate Director | Every account has a plan, but we are not consistently executing |
| Nicole Brightling, Vice President | Some accounts have a plan in place |
| Emily Johnston, SVP | We've talked about it |
| Teri Akahoshi, Senior Director | We have a clear plan for each account and are tracking progress against it |
| Molly Crabill, Director | Some accounts have a plan in place |
| Lorena Zanetti, Senior Director | We have a clear plan for each account and are tracking progress against it |
| What are some of the proactive initiatives you’ve attempted to create organic growth on your accounts? Please explain what has been more successful and what has been more challenging. | |
| Katie Skinner, Account Director | I try to find opportunities to share information about our expanding teams at Citizen, be it digital, creative, or even measurement. I'll ask clients for updates on their business objectives or if they have any reactions to current affairs that they need support on. |
| Shilpa Tiwari, EVP Social Impact | not yet |
| Izabela Leszko, Account Director | Proposing new ideas in other service areas. Sometimes these get rejected due to clients’ budget constraints. |
| Nick Cowling, President | When I was GM, we held regular proactive session to develop strategies/campaign ideas to put in front of our existing clients (sometimes prospects too). It was reasonably successful - probably 50/50 depending on the idea and understanding of the client's needs. Listening tours are another successful way to investigate and learn about client needs - which make it easier to go back and deliver on them |
| Lianne Pitts, Senior Director | Regular yearly planning for the agency, annual planning for clients with incremental thinking, timely reactive opportunities |
| Sean Citrigno, Vice President | Media training for clients (this is especially good for new management clients and has generated $10K a session); I was also able to increase a retainer by 2.5K a month recently for a FR need; I also think back end paid for digital is an increasingly easy win with the proper resources to manage it. |
| Josh Budd, Chief Creative Officer | We established a proactive ideation cadence for Molson, which they value but doesn't necessarily lead to conversion. Think we need to better set them up to understand this isn't theoretical but meant to test and learn together. |
| Katie Hordern, Senior Account Director, Citizen London | Demonstrating additional services Citizen offer above the current SoW - such as copywriting and ad creation Delivering stretch plans on programmes to increase the proposed budget |
| Suran Ravi - Director of Intelligence and Insights | Just started in this new role. |
| Becky Hudson, Director UK | Increased marketing at P&G: senior meetings, team showcases, highlights reels etc. Playing to talent knowledge: growing P&G Europe lead by team member who has a previously established reputation working on this side of the business. This has unlocked strategic planning briefs on wider brand ambitions (sustainability, purpose-led work exec profiling) vs specific / traditional product launch briefs. Difficulty resourcing against growth as fast as the POs come in. Impacts overall team morale and motivation as team are asked to flex up and down on their job roles and deliver work against a budget that could cover additional team members. |
| Mark Cater, Managing Director, UK | EMEA | Regular show & tell's with clients on work conducted with other brands teams within their organisations, or with other clients; speculative, proactive executions offered as ways in to new areas of the client business have worked well. |
| Krista Sparks Kiner, Sr. Account Director | Add plus-up ideas / campaign elements whenever we deliver recommendations to our clients. Being an active participant in all PR activities so that clients feel they can count on us to step in / deliver additional support when needed. |
| Erin Georgieff, EVP | Influencer marketing, paid amplifications, performance marketing. |
| Elizabeth Krock, Associate Director | Newsjacking / Timely Campaigns - we aim to stay on top of news and look for opportunities where we can insert our clients. If such an opportunity arises, we proactively develop a strategy/plan for review. Social media - one of my accounts uses another company for social media. This year, we recommended a LinkedIn strategy, which they have tentatively signed off on. The goal is to succeed here and expand the offering next year to include other social platforms. |
| Josie Haynes, Vice President | - Including good out of scope ideas in response to briefs is often fruitful as money is already on the table and it's often a matter of us convincing clients to shift funds from other marketing disciplines |
| Kimberly Stohl. SVP | NA |
| Ive Balins, SVP | Identifying moments when we know the clients traditionally have access to incremental funding (i.e. before end of fiscal if there are unspent marketing dollars), OR if we can see that the internal brand team is struggling on an execution and needs additional resources to get the job done with excellence |
| Jessica Cooney, Associate Director | Per above, the senior team on my primary area of business (Molson) has developed monthly ideation session that leverage PR and Creative team members to activate ideation against areas of business where we believe there is growth potential. This is challenging to prioritize against paid client work and heavy workloads and often gets pushed to the wayside. We also regularly meet with senior client leads to discuss account work, progress, wins, growth and we always raise Citizen's potential to do more. This 1:1 interaction often results in more opportunities coming our way and is more successful for securing realistic budget. We also challenge junior team members in bi-weekly team meetings to share other interesting PR campaigns, great work, inspiring examples to get all employee levels thinking about new ways to tell stories and keep them engaged, so they grow into strong strategists. |
| Laura Muirhead, Digital Director | I've added digital 'additional considerations' to client presentations with digitally-led ideas that don't fit into client budgets but could add business value. I've tracked and followed up with PR teams with digital opportunities that have been made apparent from client conversations that I have been involved in. |
| Laura Linden, Associate Director | -Creating an FR/QC extension to existing EN Canada programming -Offering PR crisis support -Offering media training programming |
| Alexandra Green, VP | Always including out of the box ideas during the planning phases that require additional budget. Asking for additional budgets for work that previously did not have one - retainers, planning, etc, Bringing in the creative team to show some new thinking - was very successful. Always did very basic PR on this program, and we brought in the creative team and they sold through an idea that was really out of the box and very different from our past programs. |
| Jayne Cassidy, Sr. Director | Successful - producing excellent work that gets recognized by clients, so they want to bring us more of the same. Challenging - being brought into client conversations about what's coming down the pipe in future programs, and where we can support. My role as a Sr. Director is very tactical (re: executing programs that we're briefed on, and not being a part of the larger Sr. Team conversations) |
| joe, vp | adding community management/ digital into some recent work....securing funds for xm when it typically goes to another agency from the client |
| Jenn Duggan, General Manager Toronto | see previous answers |
| Tracey, Director | Getting Account Directors to think about opportunities for growth and how we can move forward with some of those. Getting them to write these down and form more of a plan for the year ahead. It has been a challenge to get this level thinking about accounts in a more commercial way. |
| Laura Bremer, General Manager | We almost always go above the ask and bring clients services and ideas they haven't asked for as fresh solves for business challenges (i.e., influencer, social media, social impact, etc.). We find that when we have analytics as "proof points" we have greater success selling in incremental work. But we do need to really invest in measurement as more and more clients are looking for metrics that move the needle. |
| Shona Wercholuk, Senior Account Manager | I have worked with my team to create some new ideas for clients, that are open to it. We have been able to secure some more budget by showing our value and coming up with out of the box ideas. |
| Chelsea Parthemer, Director | Approaching on a opportunity basis (e.g. a "plus-up" to an important campaign versus asking for more generally) |
| Heidi Mamer, VP, Integrated Communications | Pitching net new products and services to clients (i.e. data/analytics offerings) - in the past, I think that product-based pitching has been challenging due to the cost of entry, and also our client's ability to see the offering in the day-to-day work. I think we have been more successful when pitching/adding on additional ideas to existing client campaigns that are already in progress, and asking for incremental, vs. net-new budget. |
| Carrie Makrigiannis, Vice President | Per above, it's been mainly through one-on-one conversations/brainstorms with the senior team members at my clients. Additionally, I would say that I take learnings/recommendations at the end of campaigns to the next level by having conversations with my day-to-day clients about how else we can showcase the results of our work to the brand/marketing teams who typically have the dollars to spend. This has worked to get us more budget for many programs and has brought us more projects. One example is around the nano influencer work we have done a lot of during COVID for our Loblaw and Shoppers Drug Mart clients - this work has led to a brand new ongoing nano influencer campaign that we are now executing across multiple brands across the business (including brands that other agencies actually typically work on). |
| Yosr Kooli | Successfull: Having a direct liaison with the client and explaining what will work for me. Also giving him recommendations and advice. Challenging: Always challenging when we don't have direct access to the client. Even if we make our recommendations, they unfortunately don't get to the client |
| Jules Day, Deputy MD, London | Quarterly inspiration (show and tell/share and reapply) sessions - these have been very successful, we've converted opportunities from every one. Sharing weekly industry/competitive news and insights - these are useful for creating the perception that we're clued in to what's going on but they don't convert in and of themselves. Introducing specialist disciplines - e.g. ESG - this is a useful exercise to help the clients understand the depth of our expertise. |
| Jennifer Ramsay, VP Experiential | Delivering strong, successful programs to ensure that we exceed expectations and secure the project return to Citizen. Sharing new ideas for net new projects to drive additional revenue. |
| François Vaqué General manager and senior Vice president | asking questions to our clients and identify their needs before they do |
| Emily Kett, Associate Director | Our creative team came to us with a social campaign and our team was able to uncovered a strong PR insight and turned what was supposed to be a socially-led into a full scale PR campaign, this resulted in incremental fees + hard costs being brought to the account and exceeding all KPIs. It's always more challenging to find organic growth opportunities when clients restrict creativity (i.e. lots of rigger behind a brief). |
| Keith Nowak, Director | We have certainly worked to demonstrate that the Citizen team would be the better option for some clients in some circumstances - however, I cannot identify a specific plan with that as the ultimate goal. |
| Kelly Ricci, VO | NIL work for Old Spice- creating a new breath of influencer work for the team. Sold it into brand VP but haulted due to client budgets and other brand priorities. We've discussed building a partnership/communication and thought leadership strategy for OS team but again budgets and bandwidth are tight. We participate and share industry trends to keep the expertise alive daily in hopes we can unlock more. |
| Audrey Ann Laurin, Associate Account Director | For now, we only managed to bring forward some potential partnerships with influencers. I.e Home Depot and an influencer that wanted to renovate her home. |
| Ashley Taveras, Director | N/A |
| Chris Overholser, Director | KOL expansion, local market PR opportunities. |
| Laura Lewis, Senior Vice President | For Oral-B, we proactively brought a new influencer strategy and plan that significantly grew the account. We also continuously bring test and learns with the intent to scale/grow budgets as well as upside ideas. Within brand ops, we try and do 1-2 roadshows a year to showcase our influencer capabilities across P&G and are now often being proactively sought for guidance across categories we do not work on. |
| Lindsay Page, VP Strategy | Regular creative ideation for Molson: monthly check-ins, multiple brands, client collaboration. Great process but nothing major in terms of investment yet. |
| Katie Muir, SVP | Presenting proactive plans to support additional growth in new categories/disciplines. Implementing far more rigour around scope creep, particularly with retainer clients. This has proven the most fruitful for us financially. |
| Axelle Techer, Senior Director | The most successful initiative was to extend our activities to a second department within the same client. For La Roche-Posay, we originally worked with the marketing team, and expanding our activities with the medical team, who is working closely with the marketing team and doing similar work, allowed us to almost doubled our revenues. |
| Adam O'Neill, Account Director, Experiential | I'm always looking to leverage my relationships with clients to grow the business. Client focus on ad media would be my biggest challenge. When we can demonstrate the effects of XM on their business, it often leads to continued growth. |
| Denise Roy - Account Director | Listed previously |
| Mohammad Mahasneh - Director | Continuously highlighting value of PR programs to secure additional budgets in next fiscal. Ideation and pre-planning during the year for the next year, with the understanding the clients need to secure increased budget earlier in the year. |
| David Brodie, Senior Vice President and General Manager | We have hosted client events in the past (both content focused and more social) We have released original research All of the above have required a lot of resources and time and not nessicarily driven a lot of measurable growth or returns have taken quite some time. |
| Shannon Suggett, Senior Vice President | Expanding influencer programs, content creation, owned social media management, art direction projects and executive media training. |
| Aly Sturm, VP | We've worked to sell in more corporate communications work with Duracell. We're making progress with building an executive visibility plan for our CMO. We're also exploring data and the new insights team with Asurion, who is heavily data-based. |
| Catherine Pover, Associate Director | We have a fortnightly inspiration session within the P&G UK team where the full team attends and are assigned areas to research in advance to bring to the session. This is a great way for us to focus on how we can be pushing the clients to innovate, and sell organic growth ideas to them. The challenge is having the bandwidth within the team to move these ideas forward. |
| Nicole Brightling, Vice President | On Kraft I am often bringing social ideas forward to the social team and suggesting how we could amplify with PR. This sometimes work but often we are so bogged down with actual campaign work that it falls to the side. On GoZone I have brought in organic growth by offering to support on new projects where I think they could use our expertise, which always works well. The biggest challenge we face is carving out the time to come up with proactive ideas to share. We need to have dedicated teams in place that are focused on bringing ideas forward. |
| Emily Johnston, SVP | Usually the initiatives where we've been successful have been "upside" outlined by our clients. |
| Teri Akahoshi, Senior Director | Nissin Corporate is facing an ongoing challenge with recruitment at one of its plants, to help support Citizen developed and presented recommendations to quickly gain some traction along with recommendations on how to support HR and employee relations internally to keep current talent happy and avoid high turnover rates. Due to budget constraints and the day-to-day client not wanting to 'do the work of HR' this was put on pause and has been tough to get off the ground. |
| Do you have a customer journey model for each account that you work on? If so, how are they used on a day-to-day basis? | |
| Katie Skinner, Account Director | No. |
| Shilpa Tiwari, EVP Social Impact | No |
| Izabela Leszko, Account Director | No, some of my clients are more concerned with awareness building vs. customer acquisition. |
| Nick Cowling, President | no |
| Josh Budd, Chief Creative Officer | no |
| Katie Hordern, Senior Account Director, Citizen London | N/A |
| Suran Ravi - Director of Intelligence and Insights | Just started in this new role. |
| Becky Hudson, Director UK | No |
| Mark Cater, Managing Director, UK | EMEA | No |
| Krista Sparks Kiner, Sr. Account Director | No |
| Erin Georgieff, EVP | Not every account. |
| Elizabeth Krock, Associate Director | No |
| Josie Haynes, Vice President | No |
| Kimberly Stohl. SVP | NA |
| Ive Balins, SVP | No |
| Cher Lee, Vice President | No. |
| Jessica Cooney, Associate Director | Kind of? If we're referring to a journey model for a client - to get from a brief to a successfully executed PR idea - then yes. We have created very clear processes/guidelines to make ways of working simple for the client so they feel like they can trust our process, and understand what they are getting (and how to get there) when they make an ask. |
| Laura Muirhead, Digital Director | I have a digital customer journey that I use to guide digital tactics for certain accounts, but no I have not seen such a model for accounts I've touched. |
| Alexandra Green, VP | On all of my accounts, we are integrated with a larger IAT and a consumer journey is normally shared from another agency. We ensure that the consumer journey aligns with our PR tactics. |
| Jayne Cassidy, Sr. Director | No. |
| joe, vp | tbc |
| Jenn Duggan, General Manager Toronto | depends on the account |
| Tracey, Director | No |
| Laura Bremer, General Manager | Not every account has a customer journey - and many times we have a clear role on the journey we are solving for (depending on the client - needs vary on the journey or purchase funnel - could be awareness, consideration, loyalty, etc.) |
| Shona Wercholuk, Senior Account Manager | Yes and no. |
| Chelsea Parthemer, Director | unsure |
| Heidi Mamer, VP, Integrated Communications | Customer journeys are typically leveraged by the strategy team on a case-by-case basis. On some accounts, like Turbotax, where much of this info has been shared by the client and understanding the path to purchase is top of mind for the client, it has encouraged us to keep it top of mind as well. I don't believe customer journeys are being used enough across most of our accounts however because we are not yet great at creating comms strategy (as an interim step before the PR team begins to ideate around the plan). |
| Carrie Makrigiannis, Vice President | No - I do not. |
| Yosr Kooli | No, I don't |
| Jules Day, Deputy MD, London | No. |
| Casey Smith, Sr. Director | I don't believe so. |
| Jennifer Ramsay, VP Experiential | No |
| François Vaqué General manager and senior Vice president | no |
| Emily Kett, Associate Director | Yes, everything we do is rooted in the customer journey and we're constantly pushing ourselves to pull our target consumer in. This could be a soft-launch / teaser campaign to peak mass awareness, it could be uncovering creators who have an affinity for our brands and then seeding product to drive advocacy...we're constantly looking at ways to pull our consumers in. |
| Keith Nowak, Director | No |
| Kelly Ricci, VO | No, it's not consistent and given to us by the brand, and outlined differently per the campaign and/or launch. |
| Audrey Ann Laurin, Associate Account Director | Not that I'm aware of |
| Ashley Taveras, Director | N/A |
| Chris Overholser, Director | No |
| Laura Lewis, Senior Vice President | No. |
| Lindsay Page, VP Strategy | No |
| Katie Muir, SVP | No. |
| Axelle Techer, Senior Director | We do but we don't use on a day to day basis. |
| Adam O'Neill, Account Director, Experiential | This would depend on the program objective and is not always the same for the client from event to event. |
| Denise Roy - Account Director | No |
| Mohammad Mahasneh - Director | Not currently. |
| David Brodie, Senior Vice President and General Manager | No |
| Shannon Suggett, Senior Vice President | Customer often means retail on my accounts. If you mean consumer journey, we utilize purchase funnels and often make them part of our plans. |
| Aly Sturm, VP | No. |
| Catherine Pover, Associate Director | We do not have this in place - but I would love to understand what this is. |
| Nicole Brightling, Vice President | Some of our teams leverage a consumer journey model - this is largely used for showcasing how campaign will come to life |
| Emily Johnston, SVP | no |
| Teri Akahoshi, Senior Director | I do for some of the accounts that we collaborate with an IAT. It is used when ideating plans to help set up the insight/opportunity of a creative campaign and way in to capture more marketshare and consumer interest. |
| On a scale of 1 - 5, how well would clients say your team understands and address their business (and category-specific business/marketing measures)? For example, in Lodging, the measures are defined as Rate per Occupancy, Duration per Occupancy, and Inbound Inquiries. For Retail Grocery, the measures would include Basket Size, Basket Mix, Store Traffic, Trip Duration, etc. | |
| Katie Skinner, Account Director | 4. "They are effective at tying all the agency’s work back to my category-specific marketing KPIs” |
| Shilpa Tiwari, EVP Social Impact | 1. "They never really discuss my business or marketing measures with me." |
| Izabela Leszko, Account Director | 4. "They are effective at tying all the agency’s work back to my category-specific marketing KPIs” |
| Nick Cowling, President | 2. "They understand and address only soft, top-of-the-funnel measures, such as awareness, impressions, traffic, CTR, etc.” |
| Lianne Pitts, Senior Director | 4. "They are effective at tying all the agency’s work back to my category-specific marketing KPIs” |
| Sean Citrigno, Vice President | 3. "They understand my category-specific business and marketing measures." |
| Josh Budd, Chief Creative Officer | 2. "They understand and address only soft, top-of-the-funnel measures, such as awareness, impressions, traffic, CTR, etc.” |
| Katie Hordern, Senior Account Director, Citizen London | 4. "They are effective at tying all the agency’s work back to my category-specific marketing KPIs” |
| Suran Ravi - Director of Intelligence and Insights | 2. "They understand and address only soft, top-of-the-funnel measures, such as awareness, impressions, traffic, CTR, etc.” |
| Becky Hudson, Director UK | 2. "They understand and address only soft, top-of-the-funnel measures, such as awareness, impressions, traffic, CTR, etc.” |
| Mark Cater, Managing Director, UK | EMEA | 4. "They are effective at tying all the agency’s work back to my category-specific marketing KPIs” |
| Krista Sparks Kiner, Sr. Account Director | 4. "They are effective at tying all the agency’s work back to my category-specific marketing KPIs” |
| Erin Georgieff, EVP | 3. "They understand my category-specific business and marketing measures." |
| Elizabeth Krock, Associate Director | 4. "They are effective at tying all the agency’s work back to my category-specific marketing KPIs” |
| Josie Haynes, Vice President | 4. "They are effective at tying all the agency’s work back to my category-specific marketing KPIs” |
| Kimberly Stohl. SVP | 2. "They understand and address only soft, top-of-the-funnel measures, such as awareness, impressions, traffic, CTR, etc.” |
| Ive Balins, SVP | 4. "They are effective at tying all the agency’s work back to my category-specific marketing KPIs” |
| Cher Lee, Vice President | 2. "They understand and address only soft, top-of-the-funnel measures, such as awareness, impressions, traffic, CTR, etc.” |
| Jessica Cooney, Associate Director | 2. "They understand and address only soft, top-of-the-funnel measures, such as awareness, impressions, traffic, CTR, etc.” |
| Laura Muirhead, Digital Director | 2. "They understand and address only soft, top-of-the-funnel measures, such as awareness, impressions, traffic, CTR, etc.” |
| Laura Linden, Associate Director | 4. "They are effective at tying all the agency’s work back to my category-specific marketing KPIs” |
| Alexandra Green, VP | 2. "They understand and address only soft, top-of-the-funnel measures, such as awareness, impressions, traffic, CTR, etc.” |
| Jayne Cassidy, Sr. Director | 2. "They understand and address only soft, top-of-the-funnel measures, such as awareness, impressions, traffic, CTR, etc.” |
| joe, vp | 4. "They are effective at tying all the agency’s work back to my category-specific marketing KPIs” |
| Jenn Duggan, General Manager Toronto | 2. "They understand and address only soft, top-of-the-funnel measures, such as awareness, impressions, traffic, CTR, etc.” |
| Tracey, Director | 4. "They are effective at tying all the agency’s work back to my category-specific marketing KPIs” |
| Laura Bremer, General Manager | 3. "They understand my category-specific business and marketing measures." |
| Shona Wercholuk, Senior Account Manager | 4. "They are effective at tying all the agency’s work back to my category-specific marketing KPIs” |
| Chelsea Parthemer, Director | 4. "They are effective at tying all the agency’s work back to my category-specific marketing KPIs” |
| Heidi Mamer, VP, Integrated Communications | 3. "They understand my category-specific business and marketing measures." |
| Carrie Makrigiannis, Vice President | 2. "They understand and address only soft, top-of-the-funnel measures, such as awareness, impressions, traffic, CTR, etc.” |
| Yosr Kooli | 3. "They understand my category-specific business and marketing measures." |
| Jules Day, Deputy MD, London | 5. “They are effective at tying all the agency’s work back to my category-specific business KPIs” |
| Casey Smith, Sr. Director | 4. "They are effective at tying all the agency’s work back to my category-specific marketing KPIs” |
| Jennifer Ramsay, VP Experiential | 4. "They are effective at tying all the agency’s work back to my category-specific marketing KPIs” |
| François Vaqué General manager and senior Vice president | 3. "They understand my category-specific business and marketing measures." |
| Emily Kett, Associate Director | 2. "They understand and address only soft, top-of-the-funnel measures, such as awareness, impressions, traffic, CTR, etc.” |
| Keith Nowak, Director | 3. "They understand my category-specific business and marketing measures." |
| Kelly Ricci, VO | 2. "They understand and address only soft, top-of-the-funnel measures, such as awareness, impressions, traffic, CTR, etc.” |
| Audrey Ann Laurin, Associate Account Director | 3. "They understand my category-specific business and marketing measures." |
| Ashley Taveras, Director | 2. "They understand and address only soft, top-of-the-funnel measures, such as awareness, impressions, traffic, CTR, etc.” |
| Chris Overholser, Director | 4. "They are effective at tying all the agency’s work back to my category-specific marketing KPIs” |
| Laura Lewis, Senior Vice President | 3. "They understand my category-specific business and marketing measures." |
| Lindsay Page, VP Strategy | 3. "They understand my category-specific business and marketing measures." |
| Katie Muir, SVP | 4. "They are effective at tying all the agency’s work back to my category-specific marketing KPIs” |
| Axelle Techer, Senior Director | 2. "They understand and address only soft, top-of-the-funnel measures, such as awareness, impressions, traffic, CTR, etc.” |
| Adam O'Neill, Account Director, Experiential | 4. "They are effective at tying all the agency’s work back to my category-specific marketing KPIs” |
| Denise Roy - Account Director | 2. "They understand and address only soft, top-of-the-funnel measures, such as awareness, impressions, traffic, CTR, etc.” |
| Mohammad Mahasneh - Director | 4. "They are effective at tying all the agency’s work back to my category-specific marketing KPIs” |
| David Brodie, Senior Vice President and General Manager | 2. "They understand and address only soft, top-of-the-funnel measures, such as awareness, impressions, traffic, CTR, etc.” |
| Shannon Suggett, Senior Vice President | 4. "They are effective at tying all the agency’s work back to my category-specific marketing KPIs” |
| Aly Sturm, VP | 3. "They understand my category-specific business and marketing measures." |
| Catherine Pover, Associate Director | 5. “They are effective at tying all the agency’s work back to my category-specific business KPIs” |
| Nicole Brightling, Vice President | 4. "They are effective at tying all the agency’s work back to my category-specific marketing KPIs” |
| Emily Johnston, SVP | 3. "They understand my category-specific business and marketing measures." |
| Teri Akahoshi, Senior Director | 3. "They understand my category-specific business and marketing measures." |
| Molly Crabill, Director | 3. "They understand my category-specific business and marketing measures." |
| On a scale of 1-10, how well do you base your presentations on a new and unexpected strategic target audience insight vs. a predictable target audience insight? In other words, how well do you always have something brand new to share about the client's target audience? (10 = we are always strong in this area) | |
| Katie Skinner, Account Director | 6 |
| Shilpa Tiwari, EVP Social Impact | 6 |
| Izabela Leszko, Account Director | 7 |
| Nick Cowling, President | 4 |
| Lianne Pitts, Senior Director | 8 |
| Sean Citrigno, Vice President | 8 |
| Josh Budd, Chief Creative Officer | 6 |
| Katie Hordern, Senior Account Director, Citizen London | 8 |
| Suran Ravi - Director of Intelligence and Insights | 6 |
| Becky Hudson, Director UK | 6 |
| Mark Cater, Managing Director, UK | EMEA | 8 |
| Krista Sparks Kiner, Sr. Account Director | 6 |
| Erin Georgieff, EVP | 7 |
| Elizabeth Krock, Associate Director | 7 |
| Josie Haynes, Vice President | 5 |
| Kimberly Stohl. SVP | 7 |
| Ive Balins, SVP | 8 |
| Cher Lee, Vice President | 5 |
| Jessica Cooney, Associate Director | 7 |
| Laura Muirhead, Digital Director | 7 |
| Laura Linden, Associate Director | 9 |
| Alexandra Green, VP | 6 |
| Jayne Cassidy, Sr. Director | 5 |
| joe, vp | 7 |
| Jenn Duggan, General Manager Toronto | 7 |
| Tracey, Director | 8 |
| Laura Bremer, General Manager | 9 |
| Shona Wercholuk, Senior Account Manager | 8 |
| Chelsea Parthemer, Director | 6 |
| Heidi Mamer, VP, Integrated Communications | 8 |
| Carrie Makrigiannis, Vice President | 7 |
| Yosr Kooli | 8 |
| Jules Day, Deputy MD, London | 8 |
| Casey Smith, Sr. Director | 9 |
| Jennifer Ramsay, VP Experiential | 8 |
| François Vaqué General manager and senior Vice president | 6 |
| Emily Kett, Associate Director | 8 |
| Keith Nowak, Director | 9 |
| Kelly Ricci, VO | 4 |
| Audrey Ann Laurin, Associate Account Director | 5 |
| Ashley Taveras, Director | 8 |
| Chris Overholser, Director | 7 |
| Laura Lewis, Senior Vice President | 6 |
| Lindsay Page, VP Strategy | 6 |
| Katie Muir, SVP | 6 |
| Axelle Techer, Senior Director | 7 |
| Adam O'Neill, Account Director, Experiential | 7 |
| Denise Roy - Account Director | 9 |
| Mohammad Mahasneh - Director | 6 |
| David Brodie, Senior Vice President and General Manager | 7 |
| Shannon Suggett, Senior Vice President | 9 |
| Aly Sturm, VP | 6 |
| Catherine Pover, Associate Director | 8 |
| Nicole Brightling, Vice President | 7 |
| Emily Johnston, SVP | 6 |
| Teri Akahoshi, Senior Director | 8 |
| Molly Crabill, Director | 8 |
| Lorena Zanetti, Senior Director | 7 |
| On a scale of 1-10, how well do your presentations always include a new and unexpected creative/concept/program/tactical idea? (10 = we are always strong in this area) | |
| Katie Skinner, Account Director | 6 |
| Shilpa Tiwari, EVP Social Impact | 6 |
| Izabela Leszko, Account Director | 8 |
| Nick Cowling, President | 5 |
| Sean Citrigno, Vice President | 9 |
| Josh Budd, Chief Creative Officer | 10 |
| Katie Hordern, Senior Account Director, Citizen London | 9 |
| Suran Ravi - Director of Intelligence and Insights | 6 |
| Becky Hudson, Director UK | 7 |
| Mark Cater, Managing Director, UK | EMEA | 7 |
| Krista Sparks Kiner, Sr. Account Director | 9 |
| Erin Georgieff, EVP | 8 |
| Elizabeth Krock, Associate Director | 7 |
| Josie Haynes, Vice President | 7 |
| Kimberly Stohl. SVP | 7 |
| Ive Balins, SVP | 8 |
| Cher Lee, Vice President | 7 |
| Jessica Cooney, Associate Director | 10 |
| Laura Muirhead, Digital Director | 7 |
| Laura Linden, Associate Director | 8 |
| Alexandra Green, VP | 9 |
| Jayne Cassidy, Sr. Director | 8 |
| joe, vp | 7 |
| Jenn Duggan, General Manager Toronto | 8 |
| Tracey, Director | 8 |
| Laura Bremer, General Manager | 8 |
| Shona Wercholuk, Senior Account Manager | 10 |
| Chelsea Parthemer, Director | 6 |
| Heidi Mamer, VP, Integrated Communications | 7 |
| Carrie Makrigiannis, Vice President | 7 |
| Yosr Kooli | 7 |
| Jules Day, Deputy MD, London | 10 |
| Casey Smith, Sr. Director | 9 |
| Jennifer Ramsay, VP Experiential | 4 |
| François Vaqué General manager and senior Vice president | 8 |
| Emily Kett, Associate Director | 7 |
| Keith Nowak, Director | 10 |
| Kelly Ricci, VO | 10 |
| Audrey Ann Laurin, Associate Account Director | 5 |
| Ashley Taveras, Director | 8 |
| Chris Overholser, Director | 7 |
| Laura Lewis, Senior Vice President | 7 |
| Lindsay Page, VP Strategy | 7 |
| Katie Muir, SVP | 8 |
| Axelle Techer, Senior Director | 7 |
| Adam O'Neill, Account Director, Experiential | 7 |
| Denise Roy - Account Director | 9 |
| Mohammad Mahasneh - Director | 8 |
| David Brodie, Senior Vice President and General Manager | 7 |
| Shannon Suggett, Senior Vice President | 8 |
| Aly Sturm, VP | 7 |
| Catherine Pover, Associate Director | 10 |
| Nicole Brightling, Vice President | 8 |
| Emily Johnston, SVP | 9 |
| Teri Akahoshi, Senior Director | 7 |
| Molly Crabill, Director | 9 |
| On a scale of 1-10, how well do you demonstrate the business impact of your recommendation? (10 = we are always strong in this area) | |
| Katie Skinner, Account Director | 7 |
| Shilpa Tiwari, EVP Social Impact | 8 |
| Izabela Leszko, Account Director | 6 |
| Nick Cowling, President | 3 |
| Lianne Pitts, Senior Director | 7 |
| Sean Citrigno, Vice President | 7 |
| Josh Budd, Chief Creative Officer | 6 |
| Katie Hordern, Senior Account Director, Citizen London | 10 |
| Suran Ravi - Director of Intelligence and Insights | 4 |
| Becky Hudson, Director UK | 3 |
| Mark Cater, Managing Director, UK | EMEA | 7 |
| Krista Sparks Kiner, Sr. Account Director | 7 |
| Erin Georgieff, EVP | 6 |
| Elizabeth Krock, Associate Director | 8 |
| Josie Haynes, Vice President | 2 |
| Kimberly Stohl. SVP | 2 |
| Ive Balins, SVP | 7 |
| Cher Lee, Vice President | 8 |
| Jessica Cooney, Associate Director | 6 |
| Laura Muirhead, Digital Director | 4 |
| Laura Linden, Associate Director | 8 |
| Alexandra Green, VP | 8 |
| Jayne Cassidy, Sr. Director | 8 |
| joe, vp | 3 |
| Jenn Duggan, General Manager Toronto | 6 |
| Tracey, Director | 6 |
| Laura Bremer, General Manager | 6 |
| Shona Wercholuk, Senior Account Manager | 6 |
| Chelsea Parthemer, Director | 7 |
| Heidi Mamer, VP, Integrated Communications | 3 |
| Carrie Makrigiannis, Vice President | 3 |
| Yosr Kooli | 8 |
| Jules Day, Deputy MD, London | 8 |
| Casey Smith, Sr. Director | 8 |
| Jennifer Ramsay, VP Experiential | 4 |
| François Vaqué General manager and senior Vice president | 10 |
| Emily Kett, Associate Director | 9 |
| Keith Nowak, Director | 8 |
| Kelly Ricci, VO | 6 |
| Audrey Ann Laurin, Associate Account Director | 9 |
| Ashley Taveras, Director | 7 |
| Chris Overholser, Director | 6 |
| Laura Lewis, Senior Vice President | 8 |
| Lindsay Page, VP Strategy | 3 |
| Katie Muir, SVP | 6 |
| Axelle Techer, Senior Director | 7 |
| Adam O'Neill, Account Director, Experiential | 7 |
| Denise Roy - Account Director | 9 |
| Mohammad Mahasneh - Director | 8 |
| David Brodie, Senior Vice President and General Manager | 6 |
| Shannon Suggett, Senior Vice President | 8 |
| Aly Sturm, VP | 4 |
| Catherine Pover, Associate Director | 8 |
| Nicole Brightling, Vice President | 9 |
| Emily Johnston, SVP | 7 |
| Teri Akahoshi, Senior Director | 8 |
| Molly Crabill, Director | 7 |
| Lorena Zanetti, Senior Director | 7 |
| On a scale of 1-10, how well are your strategy and execution presentations backed up by an irrefutable logic trail? | |
| Katie Skinner, Account Director | 6 |
| Shilpa Tiwari, EVP Social Impact | 8 |
| Izabela Leszko, Account Director | 7 |
| Nick Cowling, President | 6 |
| Lianne Pitts, Senior Director | 5 |
| Sean Citrigno, Vice President | 8 |
| Josh Budd, Chief Creative Officer | 8 |
| Katie Hordern, Senior Account Director, Citizen London | 10 |
| Suran Ravi - Director of Intelligence and Insights | 10 |
| Becky Hudson, Director UK | 9 |
| Mark Cater, Managing Director, UK | EMEA | 8 |
| Krista Sparks Kiner, Sr. Account Director | 8 |
| Erin Georgieff, EVP | 1 |
| Elizabeth Krock, Associate Director | 8 |
| Josie Haynes, Vice President | 7 |
| Kimberly Stohl. SVP | 5 |
| Ive Balins, SVP | 7 |
| Cher Lee, Vice President | 6 |
| Jessica Cooney, Associate Director | 7 |
| Laura Muirhead, Digital Director | 5 |
| Laura Linden, Associate Director | 9 |
| Alexandra Green, VP | 8 |
| Jayne Cassidy, Sr. Director | 8 |
| joe, vp | 5 |
| Jenn Duggan, General Manager Toronto | 6 |
| Tracey, Director | 8 |
| Laura Bremer, General Manager | 6 |
| Shona Wercholuk, Senior Account Manager | 10 |
| Chelsea Parthemer, Director | 7 |
| Heidi Mamer, VP, Integrated Communications | 7 |
| Carrie Makrigiannis, Vice President | 3 |
| Yosr Kooli | 7 |
| Jules Day, Deputy MD, London | 9 |
| Casey Smith, Sr. Director | 8 |
| Jennifer Ramsay, VP Experiential | 8 |
| François Vaqué General manager and senior Vice president | 8 |
| Emily Kett, Associate Director | 8 |
| Keith Nowak, Director | 9 |
| Kelly Ricci, VO | 9 |
| Audrey Ann Laurin, Associate Account Director | 9 |
| Ashley Taveras, Director | 8 |
| Chris Overholser, Director | 8 |
| Laura Lewis, Senior Vice President | 9 |
| Lindsay Page, VP Strategy | 4 |
| Katie Muir, SVP | 4 |
| Axelle Techer, Senior Director | 7 |
| Adam O'Neill, Account Director, Experiential | 6 |
| Denise Roy - Account Director | 8 |
| Mohammad Mahasneh - Director | 6 |
| David Brodie, Senior Vice President and General Manager | 6 |
| Shannon Suggett, Senior Vice President | 8 |
| Aly Sturm, VP | 8 |
| Catherine Pover, Associate Director | 10 |
| Nicole Brightling, Vice President | 9 |
| Emily Johnston, SVP | 7 |
| Teri Akahoshi, Senior Director | 8 |
| Molly Crabill, Director | 8 |
| Lorena Zanetti, Senior Director | 8 |
| Any final thoughts for us as we prepare to lead you through the training program? | |
| Nick Cowling, President | Really looking froward to this |
| Josh Budd, Chief Creative Officer | Our actions tend to fall into "whatever the client wants" vs "what do WE, the experts, want". We need to learn to value what we bring to the table, and understand we're paid for our counsel not our subservience. Confidence and alignment on what we're doing here (making things, or serving clients) will go a long way to determining whether our evolution will be successful. |
| Katie Hordern, Senior Account Director, Citizen London | N/A |
| Becky Hudson, Director UK | A big struggle is resourcing for growth. We're expanding our team to free-up head-space and time to have a more focused mindset. Realistic about the challenges of agency life, how do we manage growth (talk it and make it happen) at a time of heavy workloads and in a pressured work environment without impacting morale in the team? I believe financial training and understanding is important to build a growth / commercial mindset as it makes targets track-able and digestible. Do you agree? If yes, how do the two work together and how would you recommend building more financial acumen across the team? |
| Mark Cater, Managing Director, UK | EMEA | Time management and resourcing are frequent barriers to growth and I look forward to adopting new approaches to these and other challenges. |
| Erin Georgieff, EVP | n/a |
| Kimberly Stohl. SVP | Client KPIs vary based on the access the comms client has. Ex. PG does not have modules in place to determine the PR impact on the bottom line. |
| Jessica Cooney, Associate Director | I'm excited for the training and learning about new ways to consider the work. But I think real change will come when we apply it what we learn - and if we want to integrate this into our real day to day, I'd love for us to think about how we ensure we can or what we need to do this vs just end with completed project. This might be agency or client or possibly even enterprise specific. |
| Alexandra Green, VP | N/A |
| Jayne Cassidy, Sr. Director | NA |
| Laura Bremer, General Manager | We strive to do great work and solve real business challenges for our clients. We don't believe in vanity metrics and we believe in the power of partnership which is why we have so many long-standing client relationships. We're at a pivotal time as an agency. We're investing in our people as well as full-service creative and strategy to elevate our ideas - we are hungry to elevate our product. Our win rate is improving, but I want to be the agency others fear when they hear we are in the mix. This is our time and we are ready! |
| Chelsea Parthemer, Director | n/a |
| Yosr Kooli | I want to get to know my clients' needs better so that I can make better recommendations. |
| Emily Kett, Associate Director | Always looking for ways to motivate the team and keep everyone engaged as we look to uncover organic growth opps. |
| Keith Nowak, Director | Just to be aware that Citizen clients are diverse in size and scope - some are part of larger conglomerates that offer new opportunities within the corporate structure, others have multiple agencies with overlapping responsibilities where opportunities could arise and others are smaller, where Citizen is the only agency that takes care of most everything that it within its skill set. |
| Ashley Taveras, Director | N/A |
| Chris Overholser, Director | Excited to have a focused look into this. |
| Laura Lewis, Senior Vice President | I would love to see an organic growth strategy plan and journey as I think this could be really valuable to our team as well as interesting ways to better educate our clients on KPIs. |
| Katie Muir, SVP | Looking forward to it. |
| Adam O'Neill, Account Director, Experiential | Not at this time. |
| Denise Roy - Account Director | N/A |
| Mohammad Mahasneh - Director | How to make sure our project teams understand client values, and subtly sell our extended services - Creative, PR, Integrated digital. |
| Catherine Pover, Associate Director | N/A |
| Emily Johnston, SVP | I think we're GREAT partners sometime to our own detriment. Meaning, we're mostly concerned with getting the job done to our client's satisfaction, but not exceeding them. |
| Please list any Mirren training programs, workshops, webinars or conferences you’ve previously attended. | |
| Nick Cowling, President | I've gone through the new business training (in 2013) and attended a couple of Mirren conferences |
| Josh Budd, Chief Creative Officer | None, but very much looking forward. |
| Katie Hordern, Senior Account Director, Citizen London | N/A |
| Becky Hudson, Director UK | N/A |
| Mark Cater, Managing Director, UK | EMEA | No |
| Erin Georgieff, EVP | Years ago the leaders participated in a new business training. |
| Jessica Cooney, Associate Director | N/A |
| Laura Linden, Associate Director | N/A |
| Alexandra Green, VP | N/A |
| Jayne Cassidy, Sr. Director | None |
| Jenn Duggan, General Manager Toronto | I did the organic growth training at my previous agency in 2018 |
| Laura Bremer, General Manager | I cant specifically remember the names of the workshops, but we did do a Mirren presentation training a few years back as a full agency. |
| Chelsea Parthemer, Director | n/a |
| Carrie Makrigiannis, Vice President | I have attended the Organic Growth Mirren Training - probably about 5 years ago - when I worked at Proof. |
| Yosr Kooli | None unfortunately |
| Keith Nowak, Director | none |
| Ashley Taveras, Director | N/A |
| Chris Overholser, Director | n/a |
| Laura Lewis, Senior Vice President | n/a |
| Katie Muir, SVP | none. |
| Adam O'Neill, Account Director, Experiential | N/A |
| Denise Roy - Account Director | N/A |
| David Brodie, Senior Vice President and General Manager | Belive I had done a Mirren presentations training class in the past |
| Catherine Pover, Associate Director | N/A |
| Emily Johnston, SVP | none. |