| What is your background, in terms of agencies, accounts, and client-side experience? | |
|---|---|
| Maureen Estep, VP of Client Service | 20+ years agency side: JWT, Cole and Weber, The Brownstein Group (private shop in Philly, lead Seattle team here), HL2, Hornall Anderson |
| Michael Connors VP, Creative | Over 30 years in advertising, branding and design – 2 agencies, 2 design firms, plus owned my own firm for 8 years before joining HA. Have a lot of experience in healthcare, insurance, financial, but have spent the bulk of the last 10 years on CPG. |
| Judy Dixon, VP Production | Started in Publishing at Pacific NW Magazine (5 years), moved on to Advertising (Cole & Weber 10years). Some of the accounts I work on: Boeing, Westin, Silicon Graphics, Group Health, Microsoft, Aspen, Nike, K2, Visio, Weyerhauser. Freelanced for various agencies and landed at Hornall Anderson 11 years ago. At Hornall Anderson I built the production practice which has been hugely successful with tough production challenges for Publix, Frito Lay, Starbucks, Truvia, and Alaska Airlines to name a few. |
| Jason Gingold - VP, Strategy | I began my career in the Advanced Planning & Strategy Group at Nissan/Infiniti, working on exploratory research and trending to influence automotive design. It's the best job I've had in this career and the only client-side experience I've known. But I've worked at multiple agencies, predominantly independent, large, small, local, and global. I've worked on projects that span a range of industries, for clients with deep portfolios such as Amazon, ESPN, Starbucks, Microsoft, Crown Imports, Pepsi, and Kraft, as well as singular iconic brands such as HBO, Dickies, The North Face, Alaska Airlines, and the Space Needle, as well as small brands trying to make a name for themselves such as Coffee Bean and Tea Leaf, Cedars-Sinai Medical Center, Litehouse Salad Dressings, and DoubleDown Casino. |
| Mark Buchalter, Director of Experience Design | Architecture and industrial design training, expertise in innovation and design thinking ~ 6 years at HA, working with environmental/experience design clients (HP, Airbus, Msft, GE, NBA, GS Warriors...) ~ 11 years at IDEO, working with healthcare, retail, real estate, workplace design, consumer goods clients ~ 5 years at a few different architectural firms, exhibit and furniture design |
| Kim Van Elkan, MD UK | Client side worked at Asda for 5 years prior to joining HA 11 years ago. Managed Asda account for 11 years |
| John Anicker, CEO | I have been at Hornall Anderson for 24 years. During that time, I have been a designer, I founded the digital group, I have been the President & COO, and was named CEO in 2015. Prior to HA, I was a freelance designer for 5 years, working for both agencies and direct to clients. |
| Kathy Soranno, ECD, MD New York | Work expereince: Owned my own agency (Target, General Mills, 3M, specialty brand work) Large agency, privately owned 300+ employees (P&G Olay account) Boutique agency under 50 employees (Enfamil, Pepsi, specialty brand work) Large agency, publicly owned (General Mills, Pepsi) |
| Erin Crosier, VP New Partnerships | I started my career at Wilmer Communications in Seattle; a small hospitality-focused agency that predominantly focused on collateral and print ads for Westin Hotels in the US. I moved to the client side as an in-house broker for Costco Wholesale's emerging Kirkland Signature brand. While there, I helped source, sell-in and manage providers of KS balsamic vinegar, olive oil, lasagna, pet food and various sundry items. In the early 2000s I went back to agency life as part of the client service team at FCB Seattle, leading advertising work for AAA Washington, Precor, Boeing and the Customer Loyalty program for HP's supplies division. I made the move to Hornall Anderson in 2003 to help start the client service team as there currently wasn't one. Over the years I contributed to building the team from two people to 20, and successfully leading work for Intel, HP, Madison Square Garden, Weyerhaeuser, Willis Tower, McKesson, Microsoft and Clorox. After 10 years being a client advocate, and seeing changes in both our industry and organization, I grew eager to play a stronger role as an advocate of Hornall Anderson and moved to the new business/marketing team. Two years into being a business development director, I took over the team. |
| Jennifer Sherfy, VP Finance | My background is in accounting and finance, so working at Hornall Anderson is my first experience with branding/design agency work. However, I am familiar with the professional service model from my time working in public accounting. |
| Matt Gandy Creative Director | 17 years experience. Started at Pearlfisher, Cato Partners NZ, a stint freelancing before joining HA (the core) Coca-Cola, Absolut Vodka, Superdrug, Tesco, Asda, Pepsico (Doritos, Walkers Lays, Quaker, Tropicana) Unilever (Knorr, Marmite, Colmans, Pot Noodle, Peperami) Balantines Whisky, Smirnoff Vodka... |
| Jen Jacobson, Human Resources Director | 11+ years with HA 4+ years at Landor - all experience is in HR |
| Rahmin Eslami. VP, Creative | 3 prior agencies. GYRO B2B. Barefoot Proximity. Landor Associates years in two different offices. Experience in large global rebranding programs. |
| What has been your role in the new business and organic growth efforts of the agency? | |
| Maureen Estep, VP of Client Service | My team is responsible for organic growth. I'm a partner to the NB team in bringing in leads, pitching, onboarding new clients. |
| Michael Connors VP, Creative | Building relationships with clients that move on to become new clients in other firms and bring us in because of the relationship. My track record is taking clients and growing them into global efforts (Pedigree, Frito-Lay, Quaker, Tropicana). General Mills is a good example of my strategy of building core relationships with decision makers while demonstrating our depth and breadth across multiple unique brands Since Erin has been leading new business, I have pitched more work and am more comfortable each time. |
| Judy Dixon, VP Production | Mainly support on the new business - ensuring creative efforts are done to a high quality standard under super tight turn times. Organic growth opportunities have arisen from our ability to manage the production of projects in partnership with clients and internal creative departments. Finishing strong leaves a great impression. |
| Jason Gingold - VP, Strategy | At previous agencies, I have had a large role in new business, but largely from leading strategic efforts once a relationship has been built, or an opportunity (or pitch) identified. I have more limited experience in cultivating new business opportunities. |
| Mark Buchalter, Director of Experience Design | Over the last year or two, my role and involvement has increased. Involved with scope writing, proposal approach definition, pitching etc. Generally i'm brought in as a subject matter expert when physical spaces or experiences are part of the "brief", or when expertise is needed around design research and innovation methods is needed. |
| Kim Van Elkan, MD UK | Appointed external lead gen company and am actively involved in new business, target companies, creds deck, pitches etc |
| John Anicker, CEO | As CEO, I am responsible for the growth of both NB and Organic growth. My philosophy is that new biz is a team sport and everyone in the firm has a responsibility and a role in driving it -- from existing as well as new clients. In my role I identify opportunities, consult with teams to scale them, and make sure we are staffing appropriately to see the greatest potential. While I will go on the front lines to pitch or engage with clients, I also recognize the importance of putting our strongest, most charismatic players on the stage. That's not always me, and I'm completely fine with that. |
| Kathy Soranno, ECD, MD New York | RFP consulting Build revenue from existing clients NB capabilities presentation Proposal creation Collaborate with NB to identify brands and/or industries for reachout |
| Erin Crosier, VP New Partnerships | For 10 years I contributed to organic growth, predominantly for the clients listed previously, and participated in new business pitches when asked/allowed. As a business development director, I actively identified and solicited new targets, led responses to received RFPs, pitched business of all types and size and negotiated contracts/scopes of work. I also helped start new conversations re: the creation of HA growth strategies in order to better focus our energy and efforts. As VP of New Partnerships, I have re-built and currently lead an amazing team of seven women who lead the day to day efforts of lead generation, opportunity assessment, RFP responses, pitches and scope development. I am equally active along side them in all of those activities (as our business needs require it) while also leading creation of year-over-year growth strategies, assessment of our story, efforts and performance, creation of case studies and outreach/new pitch/marketing materials and all PR/speaking efforts. Outside our four walls in Seattle, I am responsible for collaborating efforts and stories with our UK offices, networking within the Omnicom network, I co-lead a west coast business development team of OMC agencies, and manage a Seattle pod of OMC agency business development leads. |
| Jennifer Sherfy, VP Finance | When I get involved it is related to analyzing pricing model changes and at times assisting with the client service agreement details that support our internal teams vs working directly with clients. |
| Matt Gandy Creative Director | Mostly by doing great work for great people and the organic growth that comes from that. word of mouth within bigger organisations has always been good to us. We work with some new business companies who generate leads for us then presenting face to face creds. Our client 'wish list' is working well. |
| Jen Jacobson, Human Resources Director | I have not been directly involved with new business or client grown efforts. |
| Rahmin Eslami. VP, Creative | My role has largely been creative representation within a given engagement. Michael, Mark or myself will fill this role based on client, specialization, personality, etc.. I have also done a bit of outbound on my own with existing relationships or new finds. In addition, I've also spoken at a local event. Much more of a focus on the traditional role rather than the latter parts. |
| As if you were writing to a prospective client, describe the agency in no more than 3 sentences: | |
| Maureen Estep, VP of Client Service | Hornall Anderson is a brand experience agency. We work with some of the most famous brands like Starbucks, Alaska Airlines, General Mills and Airbus. We work with brands at moments of reinvention, innovation and inflection. Our work spans from rand strategy and packaging to digital activation and spaces. |
| Michael Connors VP, Creative | We are a global branding agency with offices in Seattle, NY and 3 in the UK that specializes in creating new moments for brands. We work in a lot of areas like brand identity, packaging, and environmental and digital experiences. |
| Judy Dixon, VP Production | Hornall Anderson is a world class branding design firm. We collaborate with our clients, their creative teams and vendor partners to build and reinvigorate brands. The amazing branded experiences we create are realized across media at various times be it on pack, in environments, print, or in a digital space. |
| Jason Gingold - VP, Strategy | N/A |
| Mark Buchalter, Director of Experience Design | Hornall Anderson is a brand design agency started 34 years ago with offices in Seattle, NY and London. We create and transform brands, and our services range from brand strategy and positioning through the design of all creative touchpoints and aspects of a brand. While this typically includes everything from logos and identity systems to physical spaces and digital experiences, our overall goal and focus is creating brilliant impact for our clients. |
| Kim Van Elkan, MD UK | We outsmart the competition with substance over superficial styling We believe great design should provoke an emotional connection that compels the audience to respond and that it should be executed warmth, wit and charm We get under the skin of what keeps you asleep at night so that we can properly understand your business challenges and build long and meaningful relationships with you and your teams |
| John Anicker, CEO | We are a brand and design consultancy, helping our clients make stronger connections between themselves and their audiences in order to drive preference. We view brand as all the potential touch points and interactions that create a relationship to a service or product; including identity, packaging, customer service, physical environments, advertising, PR, social media, and the functionality and performance of the product/service itself. We offer end-to-end solutions for many of these touch points, and will advise and partner for others in order to influence brands holistically. |
| Kathy Soranno, ECD, MD New York | Hornall Anderson is a branding agency specializing in the creation and management of brands. Our expertise includes Strategy, Innovation, Design, Activation, Experiences. |
| Erin Crosier, VP New Partnerships | For 34 years we've been specializing in the ideation and creation of brands, products and experiences that ignite our universal desire to play, learn and share. We work closely with our clients to uncover the truths of a brand and then do justice to that truth with beautiful design and expression. When done right, something brilliant happens – we make real impact. |
| Jennifer Sherfy, VP Finance | A global branding agency with a full service offering including strategy, innovation, design, production and digital. |
| Matt Gandy Creative Director | We're all about ideas. not just any ideas. but ideas that provoke create emotional glue between people and brands. With wit, charm and brilliance as standard. |
| Jen Jacobson, Human Resources Director | Hornall Anderson works with our clients to grow their brands by creating strategic insights, beautiful design and memorable experiences that make brilliant impact. |
| Rahmin Eslami. VP, Creative | We are a brand first agency that partners our thinkers, both creative and strategic, with you to make an impact on hearts, minds and bottom lines. |
| Now bring the agency to life. You have certainly been through this exercise, however applying it to your agency agency can be quite revealing in understanding more about your "DNA". If the agency were a car, what kind would it be? What color? Why? | |
| Maureen Estep, VP of Client Service | Honda. Reliable yet unexpected with some bells and whistles that only people who drive it know about. |
| Michael Connors VP, Creative | We are a gun metal gray Infiniti Q50: relatively stylish but not cutting edge with good performance and higher ambitions. |
| Judy Dixon, VP Production | A blue Honda. Blue symbolizes stability, intelligence, loyalty, confidence and trust. Honda cars are comfortable to use, easy to operate, reliable and have an understated class about them. They are not the least expensive car but the ROI is excellent. Hornall Anderson is all that. We are a group of intelligent people who collaborate well clients in resolving their challenges. They grow to trust us because our expertise results in excellent work finished beautifully and generates great results. |
| Jason Gingold - VP, Strategy | N/A |
| Mark Buchalter, Director of Experience Design | A Blue VW Passat. Its a somewhat tighter, "German" engineered, better quality vehicle than an american car, but not quite as elite as an Audi or BMW. A bit more expensive but good value/performance. Bigger sedan, flexible, but maybe a little bloated. Color signifies a bit of differentiation/creative streak but not too showy. |
| Kim Van Elkan, MD UK | A yellow and cream VW campervan, because it's quirky and cool and makes you smile |
| John Anicker, CEO | We are a 2016 Volvo XC-90 T8 plug in hybrid. Gray. This car is packed with applied lessons from years of experience, incorporates the latest technology, is luxuriously appointed, multi-terrain capable, all while keeping a modest, not flashy profile. While expensive to some alternatives, it favorably compares to it's competition. It's also from a formerly independently run automaker now part of a multinational conglomerate -- who is trying to stake out it's place in a ever changing and highly competitive market. |
| Kathy Soranno, ECD, MD New York | New York - BMW, inventive, fast, impressive, smart, stylish - Color: red, memorable |
| Erin Crosier, VP New Partnerships | Hornall Anderson would be a red Mini Cooper with white roof/mirrors. We're small but mighty. Fun but sexy. Stylish but not flashy. High performing but responsive. Exciting but safe. And not cheap, but worth a more premium price. |
| Jennifer Sherfy, VP Finance | A silver Ferrari that never drives faster than 40 miles per hour. It is expensive and has potential for high performance, but doesn't quite hit its stride. |
| Matt Gandy Creative Director | A pretty standard looking car. with a supercharged V8 under the bonnet. Unpretentious and approachable. But capable of beating a supercar in drag race on it's day. |
| Jen Jacobson, Human Resources Director | Silver Acura RDX (mid-size SUV): - reliable, high quality - versatile - will find a way to get where you need to go - not too small, not too large - good reputation without being overly flashy - not always well known |
| Rahmin Eslami. VP, Creative | Range Rover Sport. Grey / Silver in color. Why: We're big and "prestigious" at a surface level. We're purposeful on paper, but sort of purposeless in application. We can haul a lot of stuff, go fast, look cool, but, we don't handle well, can't go off road and we aren't always reliable. The grey color is because we aren't flashy as people and as a choice by our clients. |
| As best you can answer, in which client categories does the agency have the most robust experience? Please list what you think are top 2 - 4, prioritized by those that best meet these 2 criteria: 1) You have the most robust experience (including case studies); 2) You have most new business potential (there's business to go after vs. a very small category or one that spends little on agencies). Note: we’re looking for “categories” as traditionally defined by clients (i.e., automotive, grocery retail, travel, retail banking, packaged foods) vs. “agency-invented" categories such as challenger or lifestyle brands. | |
| Maureen Estep, VP of Client Service | 1) CPG packaging 2) Food and beverage 3) Health & Wellness 4) Travel |
| Michael Connors VP, Creative | Packaged foods Brand identity Environmental spaces |
| Judy Dixon, VP Production | Packaged Foods, Brand ID, Sales/Experience Centers |
| Jason Gingold - VP, Strategy | N/A |
| Mark Buchalter, Director of Experience Design | 1) Food packaging 2) Travel brands 3) Visitor Destinations |
| Kim Van Elkan, MD UK | FMCG retail / Innovation |
| John Anicker, CEO | Travel + Hospitality (Holland America, Alaska Air, Fathom) FMCG/CPG (Pepsico, ASDA, General Mills, Unilever) Aviation (Airbus) Healthcare (Johnson&Johnson, McKesson, PDS) |
| Kathy Soranno, ECD, MD New York | Most experience: Food and Beverage, Retail, Beauty |
| Erin Crosier, VP New Partnerships | Travel, hospitality, tourism, sports, retail, food and beverage, private label, CPG, healthcare |
| Jennifer Sherfy, VP Finance | Our history in terms of experience and ability to execute more efficiently is with packaged foods, grocery retail and consumer product companies. Our recent case studies are based on recent work in the environmental space that is flashy and exciting. |
| Matt Gandy Creative Director | 1. Food Packaging 2. Drinks Packaging 3. Spirits Packaging 4. Indentity Design 5. Limited Edition |
| Jen Jacobson, Human Resources Director | Packaged foods Travel / visitor destinations Healthcare |
| Rahmin Eslami. VP, Creative | Consumer packaged goods. Specifically, food packaging. |
| Which 3 - 5 services does the agency most often provide these clients? | |
| Maureen Estep, VP of Client Service | packaging, print collateral, brand strategy, brand expression, guidelines |
| Michael Connors VP, Creative | Brand strategy Identity Look & feel design (or packaging depending on client) Websites Environmental space design |
| Judy Dixon, VP Production | Strategy, Copywriting, Design, Production |
| Jason Gingold - VP, Strategy | N/A |
| Mark Buchalter, Director of Experience Design | identity and expression brand strategy and positioning packaging design collateral creation brand guidelines/standards |
| Kim Van Elkan, MD UK | Packaging design / brand identity & activation / Innovation & workshops |
| John Anicker, CEO | Brand Identity + Brand Management Collateral Consumer Packaging Experience Design/Environments |
| Kathy Soranno, ECD, MD New York | Strategy, design, experience |
| Erin Crosier, VP New Partnerships | Brand strategy, brand identity, copywriting, packaging, 3D interactive experiences |
| Jennifer Sherfy, VP Finance | packaging design, company identity and branding work |
| Matt Gandy Creative Director | Packaging design, Innovation & NPD, Strategic Positioning & Design/brand architecture strategy. |
| Jen Jacobson, Human Resources Director | Brand strategy Packaging Experience design Brand identity Collateral |
| Rahmin Eslami. VP, Creative | Stem to stern rebranding programs: Brand strategy, consumer understanding, overall design look & feel, packaging design, roll-out and initiative level work. |
| List the top few agencies that you do/will compete against most often. | |
| Maureen Estep, VP of Client Service | Tether, in house creative, |
| Michael Connors VP, Creative | Pearl Fisher Wolff Olins Tether (locally) |
| Judy Dixon, VP Production | This isn't my area of focus and to be honest, unless I'm really familiar with the agency, like Tether, the names I hear don't usually stick in my memory. |
| Jason Gingold - VP, Strategy | N/A |
| Mark Buchalter, Director of Experience Design | Pentagram, Landor, Turner Duckworth, Sterling Brands, Siegel + Gale For branded experience/environmental design projects: multiple architecture firms (JPC, NBBJ, Gensler, others) frog and IDEO |
| Kim Van Elkan, MD UK | BOS JKR Design Bridge Pearlfisher |
| John Anicker, CEO | Pearlfisher Turner Duckworth Tether Pentagram Design Bridge Increasingly... in-house teams |
| Kathy Soranno, ECD, MD New York | Pearl Fisher, JKR, CBX |
| Erin Crosier, VP New Partnerships | Landor, Tether, Pearlfisher, Sterling Brands, JKR, LPK, Interbrand, Turner Duckworth |
| Jennifer Sherfy, VP Finance | n/a |
| Matt Gandy Creative Director | Pearlfisher JKR Coley Porter Bell Elmwood |
| Jen Jacobson, Human Resources Director | Tether Sterling Wolff Olins |
| Rahmin Eslami. VP, Creative | Turner Duckworth Landor Associates Sterling Partners Pearlfisher |
| In the eyes of clients, what do you provide of value, that none of your competitors do? | |
| Maureen Estep, VP of Client Service | Our working style- we are easy to work with, design processes for each client, collaborative, build trust quickly and at the highest level |
| Michael Connors VP, Creative | The combination of strategy and design partnered with our clients to produce breakthrough work. |
| Judy Dixon, VP Production | Collaboration & inclusive partnership. We are approachable, friendly and truly enjoy working with our clients. We bring client's into the fold enough so they see and experience our creative process. It gives them more ownership in the work. We listen to our clients. |
| Jason Gingold - VP, Strategy | N/A |
| Mark Buchalter, Director of Experience Design | holistic, brand centered thinking - breadth and depth client service oriented, responsive good listener, thorough, |
| Kim Van Elkan, MD UK | Cultural warmth and personality |
| John Anicker, CEO | Seamless connection -- between us and our clients, between us and other partners. We offer an ego-free, open journey that is much easier to work with than many of our "black box approach" competitors. |
| Kathy Soranno, ECD, MD New York | Smart, creative, committed |
| Erin Crosier, VP New Partnerships | For our non-experience design clients, it's hard to admit, but there's nothing truly unique that HA provides that another agency cannot. That said, most of those clients would say that our ability to collaborate paired with our strategic approach is superior than others and results in better work. For our experience design clients, we have a unique blend of design thinking and expertise that pairs well with architects so that we can create truly special 3D consumer experiences. |
| Jennifer Sherfy, VP Finance | n/a |
| Matt Gandy Creative Director | I believe we are free of the pretentious nature of most london agencies and have people that are magnetic to work with, brilliant and full of ideas. |
| Jen Jacobson, Human Resources Director | Broad expertise across several integrated, in-house offerings Strong specialty experience in CPG |
| Rahmin Eslami. VP, Creative | Partnership |
| In the eyes of clients, what do your competitors provide of value, that you do not? | |
| Maureen Estep, VP of Client Service | strong creative point of view, provocative work, executive involvement |
| Michael Connors VP, Creative | Pearl Fisher: iconic simplicity Wolff Olins: cutting edge, sometimes culture changing work Tether (locally): scrappier, small agency hipness |
| Judy Dixon, VP Production | Lower price and/or more experience in a given specialty. |
| Jason Gingold - VP, Strategy | N/A |
| Mark Buchalter, Director of Experience Design | true global presence and awareness deeper digital skill set/services, more integrated |
| Kim Van Elkan, MD UK | More experience of fringe areas of our business eg digital |
| John Anicker, CEO | Efficiency and nimbleness. |
| Kathy Soranno, ECD, MD New York | Cool factor |
| Erin Crosier, VP New Partnerships | In the case of Landor and Interbrand, its global reach, process and reputation. For Tether, its size and price. For Pearlfisher, JKR, LPK and TD, its particular work, independent status and reputation. For Sterling, its reputation and prominence of key organization leaders. |
| Jennifer Sherfy, VP Finance | n/a |
| Matt Gandy Creative Director | Possibly a more proven track record. HA UK has not been established as long as most other UK agencies. |
| Jen Jacobson, Human Resources Director | Deep specialty expertise (outside of CPG) |
| Rahmin Eslami. VP, Creative | Bold creative guarantees in the form of successful clients and awards, i.e, Turner Duckworth and Coca Cola or Landor with Old Spice. Bold moves for big client with results. |
| Are there any negative perceptions about the agency that might hold back your new business efforts? | |
| Maureen Estep, VP of Client Service | Expensive, not digital, expected |
| Michael Connors VP, Creative | Reputation for being expensive and methodical, not scrappy or quick. |
| Judy Dixon, VP Production | The two things I've heard most are we are large and process driven and that we are more expensive than others. |
| Jason Gingold - VP, Strategy | N/A |
| Mark Buchalter, Director of Experience Design | - sometimes seen as too 'safe', too expensive, not edgy enough - for some, HA brand is maybe not well-known enough, not enough cache' |
| Kim Van Elkan, MD UK | There can be a concern / fear of the unknown for clients where relationships were previously very much owned by the founders who have now left the business |
| John Anicker, CEO | High cost |
| Kathy Soranno, ECD, MD New York | Considered "safe, mass, nice" vs. an agency that is known to disrupt categories and challenge staus quo |
| Erin Crosier, VP New Partnerships | We have a reputation of being expensive. We are earning a negative perception in NY for an inability to work well with clients and partner agencies. |
| Jennifer Sherfy, VP Finance | I often hear that there is a perception that our agency is expensive. Being significantly higher cost than our competitors can certainly be a challenge in getting new business. The solution though, is likely not in a reduction to our rates but rather looking at the make-up of our teams that are often very senior and making sure we are working as efficiently as possible. |
| Matt Gandy Creative Director | Potentially a perception from a client point of view that we are a US agency which could be off-putting for EU based clients? |
| Jen Jacobson, Human Resources Director | I believe we are seen as more expensive than other agencies. We also hear fairly often that HA is a well-kept secret within the industry. Others may be familiar with our work, but not with us as an agency. |
| Rahmin Eslami. VP, Creative | I don't think so. |
| On a scale of 1-10, how well do your presentations back up the agency’s recommendation with an irrefutable logic trail? In other words, how well do you typically build a strong argument for the agency’s recommendation? (10 = we are always strong in this area) | |
| Maureen Estep, VP of Client Service | 8 |
| Michael Connors VP, Creative | 8 |
| Judy Dixon, VP Production | 6 |
| Jason Gingold - VP, Strategy | 7 |
| Mark Buchalter, Director of Experience Design | 6 |
| Kim Van Elkan, MD UK | 7 |
| John Anicker, CEO | 2 |
| Kathy Soranno, ECD, MD New York | 10 |
| Erin Crosier, VP New Partnerships | 6 |
| Matt Gandy Creative Director | 9 |
| Jen Jacobson, Human Resources Director | 7 |
| Rahmin Eslami. VP, Creative | 6 |
| On a scale of 1-10, how well do you build your presentations around a new and unexpected strategic consumer insight vs. a predictable consumer 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) | |
| Maureen Estep, VP of Client Service | 6 |
| Michael Connors VP, Creative | 6 |
| Judy Dixon, VP Production | 5 |
| Jason Gingold - VP, Strategy | 7 |
| Mark Buchalter, Director of Experience Design | 8 |
| Kim Van Elkan, MD UK | 5 |
| John Anicker, CEO | 2 |
| Kathy Soranno, ECD, MD New York | 8 |
| Erin Crosier, VP New Partnerships | 6 |
| Matt Gandy Creative Director | 5 |
| Jen Jacobson, Human Resources Director | 7 |
| Rahmin Eslami. VP, Creative | 6 |
| On a scale of 1-10, how well do you build your presentations around a new and unexpected creative/concept/program/tactical idea? (10 = we are always strong in this area) | |
| Maureen Estep, VP of Client Service | 7 |
| Michael Connors VP, Creative | 6 |
| Judy Dixon, VP Production | 4 |
| Jason Gingold - VP, Strategy | 5 |
| Mark Buchalter, Director of Experience Design | 7 |
| Kim Van Elkan, MD UK | 8 |
| John Anicker, CEO | 6 |
| Kathy Soranno, ECD, MD New York | 9 |
| Erin Crosier, VP New Partnerships | 6 |
| Matt Gandy Creative Director | 6 |
| Jen Jacobson, Human Resources Director | 6 |
| Rahmin Eslami. VP, Creative | 6 |
| On a scale of 1-10, how well do you demonstrate the business impact of your recommendations? (10 = we are always strong in this area) | |
| Maureen Estep, VP of Client Service | 3 |
| Michael Connors VP, Creative | 8 |
| Judy Dixon, VP Production | 4 |
| Jason Gingold - VP, Strategy | 2 |
| Mark Buchalter, Director of Experience Design | 5 |
| Kim Van Elkan, MD UK | 5 |
| John Anicker, CEO | 2 |
| Kathy Soranno, ECD, MD New York | 5 |
| Erin Crosier, VP New Partnerships | 6 |
| Matt Gandy Creative Director | 8 |
| Jen Jacobson, Human Resources Director | 6 |
| Rahmin Eslami. VP, Creative | 3 |
| Overall (and as you consider the questions above), what do you believe most holds back the effectiveness of your client and new business presentations? | |
| Maureen Estep, VP of Client Service | Strong POV rooted in a clear insight (a new idea) with proof of impact to their business. |
| Michael Connors VP, Creative | NOTE: client presentations are very different from new business presentations. My answers are for new business presentations. My scores for client presentations would be much higher. I think we do a good job connecting with clients in new business presentations. We seem to lose the work at the next stage when we are proposing a budget and timeline. I think we are too process oriented, which can make us slower and more expensive. |
| Judy Dixon, VP Production | Time. We are reactionists. Our efforts are 95% focused on the challenge at hand. Until recently we had not allocated time for unassigned forward thinking on any current client or new business effort. |
| Jason Gingold - VP, Strategy | In recent years, the majority of the feedback I have heard in new business situations is that the strategy seemed smart, but the work didn't live up to it. I can't say that as true in all cases, but I would say the disconnect between strategy and execution. And, as was asked above, I don't believe I've been a part of a presentation that clearly lays out the potential efficacy of the proposed creative work. As far as "irrefutable" presentations, the ability to do that would be a gamechanger. |
| Mark Buchalter, Director of Experience Design | We are much better/more consistent than we were a few years ago, but we're almost a little TOO standardized in approach and pitch presentations. We sometimes don't build in enough business impact/intelligence, and we struggle dedicating enough time to thought leadership and POV's that highlight our thinking (although we're improving here of late) |
| Kim Van Elkan, MD UK | Time Cost and investment on a free pitch Lack of experienced strategist |
| John Anicker, CEO | Over reliance of portfolio and past case-studies in order to proof suitability. Not enough listening and/or thought put to what is THIS client's need. |
| Kathy Soranno, ECD, MD New York | time to prepare and add tangible insights based on the people that actually have the industry experience and vision for the future |
| Erin Crosier, VP New Partnerships | We currently require all senior practitioners who actively participate and shape pitch efforts to be 90% billable on client work. There is a constant tension between NB and client needs which means we struggle to have dedicated head space and time together to create unique ideas/POVs that will help us standout in pitches. Additionally, we have a CEO and finance team that refuses to explore new business models that will free up certain team members and/or allow for scoping projects in different ways. |
| Jennifer Sherfy, VP Finance | n/a |
| Matt Gandy Creative Director | We could spend more time gathering consumer insight in the discovery phase of a brief. Pre Proving any creative.. |
| Jen Jacobson, Human Resources Director | Not having been part of client and new business presentations, I'm not sure. But I'm interested in the discussion and learning how I can be a part of effecting change. I do wonder if changing the way we estimate costs (based on deliverable vs. hours) could make a difference. It also seems like being able to better demonstrate the positive business impact and value our recommendations would bring could be helpful. Those kinds of results often seem difficult to quantify, though, so not sure the best way to go about doing that. |
| Rahmin Eslami. VP, Creative | I'm not sure. I think we can be a little too anything for anybody. |
| Bottom line, what do you think the agency most has to do to improve at new business? | |
| Maureen Estep, VP of Client Service | Worry less about money -- always be with clients, invest in spending time with clients out of town on our dime, spend more on marketing. Be bold, provocative and BRAVE. Be involved in the industry, show our excitement and passion for what we do. Shift from accommodating to taking a stand. |
| Michael Connors VP, Creative | Our new business team is short handed and running a million miles an hour. Presentations are almost always finalized at the last minute with no time to review, much less practice. But most important is we need to bring a POV to each new client for WHY they should choose us that is relevant to them, their industry and their circumstances. |
| Judy Dixon, VP Production | I believe price would not be an issue if we could better convince clients of the value of what we do. From my view, we need more confidence. I believe our internal team organization needs finessing so we can work more cohesively – we need to become truly integrated. |
| Jason Gingold - VP, Strategy | I think building presentations that are not divided by departments, but rather are one flowing idea, expressed as a strategic and creative story is something I've not succeeded at building consistently enough. But, to answer the question, I obviously don't yet know where the focal points are for how HA can improve. |
| Mark Buchalter, Director of Experience Design | - allow and/or create more time and space for thought leadership for our leaders - more unity and collaboration between offices so we act and behave more globally - dedicate more resources/budget for documenting and sharing the work we already ARE doing - improve PR efforts and outreach - I feel we're very hindered here - CEO level leadership presence and involvement |
| Kim Van Elkan, MD UK | Making ourselves stand out from the crowd, how do we project ourselves differently and memorably - meet or delete Promoting ourselves more and not being the worlds best kept secret More diverse offering, more expertise in strategy / insights |
| John Anicker, CEO | Reputation building -- get out there and increase awareness in order to get to the table more often Better listening to our prospects, we do too much talking in our pitches |
| Kathy Soranno, ECD, MD New York | Inspirational perspectives. We have people selling that have an old vision for the industry. Out of convenience we also have an ineffective pov that doesn't represent the brilliance of our practitioners in the organization. People in the "trenches" make a difference every day to the clients we serve and we are not representing this effectively in NB. We don't challenge ourselves as a global organization to excel and be more cutting edge. |
| Erin Crosier, VP New Partnerships | 1. CEO/finance team - Allow greater freedom for NB/organic growth time, travel and investments. 2. Practitioner team - be more nimble in new scope process and team approach to reduce fees for engagement 3. Replace the MD/ECD in New York with someone who wants to perpetuate our good HA reputation, champion our global work and embrace the role of new business/growth. |
| Jennifer Sherfy, VP Finance | Each person having accountability for bringing in business. It isn't something we can rely on people in the 'new business' department to do for us or even participate in every time. It isn't realistic for individuals to go out and get new business on their own, it has to be a team sport. That said, there does need to be urgency at an individual level to seek out and create opportunities, especially with existing clients. |
| Matt Gandy Creative Director | Get out there more face-to-face! |
| Jen Jacobson, Human Resources Director | Identify more leads and opportunities to pitch (which may additional new biz staff) Ensure that employees pitching new business have the skills and resources (including time) needed to be successful |
| Rahmin Eslami. VP, Creative | Getting better work through, with clear a POV that we can then sell with. In essence, stronger cases. |
| Any final advice for us as we prepare your training program? | |
| Maureen Estep, VP of Client Service | Help us get outside of ourselves. We have leadership who have been with HA for a long time who compare what we are doing now or want to do with what we have tried before. Harness the passion of those on the SLT who want to be brave, make bold moves and their fresh perspectives. Take the mounds of data we have on our biz and turn it into real business intelligence. Then, stop looking at the minutia of it all and GO GO GO! |
| Michael Connors VP, Creative | God speed! |
| Judy Dixon, VP Production | We have a group of senior leaders that all want the same thing. Most of us believe an integrated organization will make us stronger but we can't seem to push beyond the road blocks to getting us completely into that integrated space. Is it lack of Trust or understanding? Territorialism? Fear of failure? Maybe it's a combination of all, but we need to get off the fence and make some hard decisions toward a clear path. |
| Jason Gingold - VP, Strategy | I'm starting HA on 7/18, and I'm excited to both learn and participate. Good luck to you! |
| Mark Buchalter, Director of Experience Design | hoping you can help us align across the three locations, each with their own issues and context, and strategically define what should be "universal" vs "unique" in terms of story/message from a new biz perspective. |
| John Anicker, CEO | Reinforce that NB is a team sport. There will be creatives, HR people, strategists, even finance people in attendance. Everyone has a role. |
| Kathy Soranno, ECD, MD New York | Minimize the control that NB has over the organization. |
| Jennifer Sherfy, VP Finance | Don't wait for others and rely on other people to create opportunities for you. Don't be afraid to stand up and create the opportunities. When they are identified, have the confidence to fight to get paid for what is takes to do the work or adjust the scope based on what the client is willing to pay. Selling for less than it will take doesn't set HA up for success. |
| Rahmin Eslami. VP, Creative | Excited and thank you. |