| What accounts do you work on? | |
|---|---|
| Amy Repice, Account Director | Bayer, primarily Coppertone |
| Michelle Palmer, President Sports and Experiential | AT&T, State Farm, Hilton, Top Golf, Nissan, Pizza Hut, Milk, others |
| Basia Wojcik, Consulting Director | Hilton, Milk, Topgolf, Mayfield |
| Chris Gilman VP Creative Director | Arby's & WJD wines |
| Casey Turner, Account Manager | ExxonMobil |
| Rachel Stoll, Sr. Strategist | XOM, GameStop, ThinkGeek, Lifetime |
| Liz Panich Maiella, Vice President | AT&T |
| Kelly Gloor- VP, Account Service | Bayer, Mrs. T's, Mizkan |
| Sara Shiffman - Account Director | Wrigley |
| Blue Derkin, Director of Strategy | Wrigley and ExxonMobil |
| Teal Williams SAL | Arby's, Deutsch Family Wines and Spirits, IGT |
| Betsy O'Phelan, Senior Copywriter | Aqua |
| Brad Vettese Executive Vice-President, Managing director, TMA Health | Alcon, Intarcia, Aqua, Health New Opportunities |
| Farah Brigante - Creative Director | Bayer, Mizkan (Bertolli & Ragu), Mrs. T's |
| Ronna Antar, Associate Account Director | Philips |
| Mark Raithel, Senior Analyst | Wrigley, A&E, Mars |
| Cory DeWeese, Director, Client Engagement | Mrs T's Pierogies, MIZKAN ( Ragu & Bertolli) |
| Matthew Alaniz - Art Director | Wrigley/Mars |
| Sarah Amatuzio, Vice President, Creative Director | Ragu, Bertolli, Coppertone, Mrs. T's, Aleve, Bayer, Alka-Seltzer Plus and other brands in the Bayer portfolio. |
| Lori Heckman Golden, Senior Director of Talent | Primarily P&G |
| Eleni Papadopoulos - Associate Account Director | Exxon Mobil |
| Craig Meyer, Associate Creative Director | Mars Chocolate, Wrigley & ExxonMobil |
| Amanda Levine - Director - Music, IP, Talent Services | P&G, Amazon, AT&T |
| Mike Fayne / Director of Project Management | All accounts |
| Katie Bertram, Account Supervisor | Mars |
| Rupert Huelsey, SVP Insights and analytics | Across all DE accounts |
| Chris Ee - Associate Director of Insights & Analytics | Mars Chocolate, ExxonMobil |
| Amanda Bromwich, Assoc. Account Director, Health | Health accounts, primary focus is Intarcia |
| Marcos Sanchez, SVP, Health | Aqua Pharmaceuticals and Bayer Radiology |
| Bob Moler, VP, Strategic Account Lead | Bacardi North America |
| Erin Donnelley, Sr. Strategist | ExxonMobil |
| Brad Groves, EVP Managing Director | Pepsi, NBA |
| Greg Goldring, Senior Director, Sports | P&G and all PRE Accounts requiring any sports talent |
| Melanie Alvarez, Account Manager | TMA Health, Aqua |
| Jesslyn Rojas Associate Creative Director | Aqua, health accounts |
| Kevin Nalty, Strategy VP | Aqua, Philips, Mars/Wrigley |
| Andres Valencia, Account Director | Mars Chocolate and Wrigley |
| Lori Heckman Golden | Primarily P&G |
| Mary Semling, Managing Director, Chicago | P&G, ANA Airlines, Boehringer Ingelheim, Bristol-Myers Squibb, Allergan and other project-based work |
| Hannah Redmond, Director of Strategy, TMADE | Mars Chocolate, Exxon Mobil, Blue Diamond |
| Cristina Osborn, Account Director | Nestle, Dreyer's, youtheory, CA Lottery |
| What is your background, in terms of agencies, accounts, and client-side experience? | |
| Amy Repice, Account Director | My agency experience is in consumer promotions and shopper marketing for CPG clients. I've been with TMA for 3 years, primarily working on the Dannon business. Most recently, I've been working on the Bayer business with the Alcone (Darien, CT) team, mostly on Coppertone. Previously, I was at Ryan Partnership (now Epsilon) for 4 and a half years working on the Nestle Waters businesses. |
| Michelle Palmer, President Sports and Experiential | 25 years in marketing. Masters degree in Advertising from UT. Started at GSD&M Advertising--worked on Texas Lottery, La Quinta, Ballet Austin, Texas CASA; Worked at Bates Advertising on GTE Mobilnet (now Verizon); Worked on client side in advertising at SBC (now AT&T) for 3 years; At TMA for 17 years--accounts listed above. |
| Basia Wojcik, Consulting Director | Agency side (at TMA) for 11 years |
| Chris Gilman VP Creative Director | Started in Pharmaceutical advertising, moved to freelance. Then went to work as an internal creative for World Wrestling Entertainment and back to agency-side with a focus on in-store/shopper for the past 11 years. I have worked on Pepsico brands, Sony Playstation, Mastercard, Arby's, Sun products, Mrs. T's pierogies, Jagermeister and Florida's Natural. |
| Casey Turner, Account Manager | 5 years agency working as an analyst and account-side. Clients include: Clarisonic, IT Cosmetics, Drunk Elephant (from launch), Dove, Mondelez candies, Black Rock, MTV, Ortega/B&G Foods, MasterCard |
| Rachel Stoll, Sr. Strategist | Been here almost 4 years, started as an account person. Previously ran social at a PR agency that focused in tech/startups. |
| Liz Panich Maiella, Vice President | I've been in Sports and Experiential marketing for the last 20+ years. Have worked on the minor league, city and professional sports side of the business half of that time and the other half agency. I've been with TMA for 11 years! Primarily on the same account starting with Consulting, and now overseeing property management and activations of vast sponsorship portfolio for a quickly growing brand, AT&T. |
| Kelly Gloor- VP, Account Service | Agencies: IN Marketing Services, TPN, TMA Accounts: Unilever, Hershey, Dannon, NBTY Client Side: Chef Revival, Toys "R" Us |
| Sara Shiffman - Account Director | Agencies - GolinHarris, O'Malley Hansen Communications, Zocalo Group Accounts - Habitat for Humanity; ExxonMobil Torrance Refinery; USC School of Pharmacy; Red Cross; Sara Lee; HanesBrands; DuPont; Rotary International; Aveda; Frito-Lay; Shark/Ninja; fairlife; |
| Blue Derkin, Director of Strategy | Worked at Digitas on Kao Brands, MillerCoors, Sears and Transunion. Presented extensively to clients on all accounts, including C-level and Senior level. |
| Teal Williams SAL | No client side experience. I have worked at traditional advertising agencies and consumer promotion agencies in equal measure covering the following accounts: KFC Citibank Sears AT&T Dr Pepper Pepsi Co. (Pepsi, Diet Pepsi, etc) Frito Lay (Lays, Tostitos, Ruffles, etc) Stacy’s Pita Chips InBev (Rolling Rock, Becks, Stella Artois) Diageo (Don Julio) Hasbro (Trivial Pursuit, Monopoly, Life, etc) Unilever (various brands) Bayer (various brands) Mrs. T’s Pierogies Deutsch Family Wines & Spirits (YellowTail, Josh, etc) Pernod Ricard (various brands) Arby’s Jagermeister IGT/GTECH |
| Betsy O'Phelan, Senior Copywriter | I've worked at multiple agencies over my 20-year career, both on-staff and freelance |
| Brad Vettese Executive Vice-President, Managing director, TMA Health | I have worked on both the client side as a Brand Manager, Director of New Product Development and all aspects of the agency including owning my own agency and selling it to BBDO. I have worked on Alcohol, Automotive, CPG, Financial and Tech. Currently I am responsible for all Healthcare related work at TMA. |
| Farah Brigante - Creative Director | Worked at Draft FCB right out of school on Verizon Wireless, Bank of America, Big Lots and AARP. Then moved over to TracyLocke and worked on Pepsi Foodservice, Weight Watchers, Tropicana, Starbucks, Seattle's Best Coffee, Tazo and a ton of new business pitches. |
| Ronna Antar, Associate Account Director | I've worked at Grey, Merkley & Partners and TBWA/Chiat/Day on clients such as Febreze, Downy, E*TRADE, 'all laundry detergent, Travelers Insurance and Thomson Reuters. |
| Mark Raithel, Senior Analyst | Interned at Luxottica Retail. Worked at Digitas prior to TMA, working primarily on KitchenAid and Maytag. |
| Cory DeWeese, Director, Client Engagement | Client side: Dixie Foodservice ( GP) Agency: TracyLocke - Pepsico Foodservice, Lipton, Salt Communications - San Pellgrino & Aqua Panna ALCONE: Unilever, Simple Skin Care, Ponds, Vaseline, Tresseme, Sauve |
| Matthew Alaniz - Art Director | I have 4 years previous agency experience with Upshot Agency on shopper programs surround Constellation Beer Brands and digital/social design with Google/Starbucks clients. Previous to Upshot, 2 years of client interaction through Brandmuscle agency on distribution level, as well as business owners through privately owned signage company. |
| Sarah Amatuzio, Vice President, Creative Director | From the agency side, I've worked at Publicis Hal Riney with a focus on Saturn/GM and America West Airlines, and Story Worldwide working on Unilever brands, Beech-Nut, Finlandia Vodka, ParaGard, Kim Crawford Wines, Regis Salons, EPICA wines and Starbucks. I've also worked within the Creative Department at J.CREW, Victoria's Secret, Chico's FAS, Oxygen Media and the Oprah Winfrey Show. |
| Lori Heckman Golden, Senior Director of Talent | I started my career in celebrity PR, but have been at Platinum Rye since and originally worked primarily on Kraft and for the past 8 years have focused mainly on P&G. I have been a senior leader on the business for several years but only recently has that been made more formal. |
| Eleni Papadopoulos - Associate Account Director | DDB Dallas - American Airlines The Integer Group - AT&T, Bimbo Bakeries USA, Nutella, LifeScan OneTouch |
| Craig Meyer, Associate Creative Director | For the past year, worked as creative lead & client-facing on the Mars Chocolate, Wrigley and ExxonMobil social/digital engagement business for TMA. Previously, worked on P&G consumer engagement & shopper accounts at Leo Burnett for 8 years in both client-facing and non-client facing creative roles. |
| Amanda Levine - Director - Music, IP, Talent Services | Agency experience |
| Mike Fayne / Director of Project Management | I have a mixture of agency and internal experience. Internal being a couple different record companies and AOL, and agencies like R/GA, LBi, Edelman and Weber Shandwick. |
| Katie Bertram, Account Supervisor | Previously worked at Edelman and Levick and have worked on a variety of accounts. I maintained client relationships on BlackBerry, Educational Testing Service (ETS) and The Business Software Alliance (BSA) and have been involved on several other accounts in a smaller capacity. |
| Rupert Huelsey, SVP Insights and analytics | Mostly have been on the agency side: ecommerce, software development, CRM, data warehousing, strategy; industries: telecommunications, finance, healthcare, mobility, government Client side: development lead at AOL |
| Chris Ee - Associate Director of Insights & Analytics | Wide variety of verticals, all on the agency side. CPG, Consumer Electronics, Hospitality, Energy |
| Amanda Bromwich, Assoc. Account Director, Health | I started my career as a journalist and ultimately wanted to be in a more business/creative oriented field. I was very into mobile/tech/emerging media in college and ended up finding an opportunity working at TMA on the mobile team and started in project management. I've been at TMA over 5 years at this point and transitioned into account management a few years ago. |
| Marcos Sanchez, SVP, Health | I have worked at a number of top agencies, as well as lead my own. I have extensive experience in automotive, CPG, OTC and healthcare, with a focus on strategically assisting brands, agencies (both mainstream and multicultural), and content providers to maximize their marketing and advertising efforts and optimize their ability to reach, engage, motivate and convert general interest and multicultural consumers. |
| Bob Moler, VP, Strategic Account Lead | CLIENT: McDonald's AGENCY: Moroch & Associates (McDonald's of Oklahoma) CLIENT: Schlotzsky's AGENCY: TracyLocke/TLP (Frito-Lay) CLIENT: Frito-Lay, Product Manager, Retail Innovation AGENCY: PGC Advertising (Shiner Beers, Sara Lee Deli) AGENCY: Slingshot, LLC (Jack Daniel's Tenneesee Whiskey-Global Digital Lead, Joe's Crab Shack, Mission Foods, Borden Dairy) AGENCY: TMA (Bacardi North America) |
| Erin Donnelley, Sr. Strategist | Digital Engagement, community management. I have worked across Reckitt Benckiser, Coty, and P&G brands. Her first job was the community manager of Secret Deodorant |
| Brad Groves, EVP Managing Director | Traditional big Agency experience -- BBDO and Saatchi & Saatchi |
| Greg Goldring, Senior Director, Sports | I've been at PRE my entire career. |
| Melanie Alvarez, Account Manager | Previously worked at McCann Echo and AgencyRx. Worked on a couple different healthcare accounts for the following clients: Novo Nordisk, Pfizer, EMD Serono, Celgene, and Novartis. |
| Jesslyn Rojas Associate Creative Director | Some consumer agencies but mainly health as an advertising art director, all experience has been dealing with clients, either directly or indirectly. |
| Kevin Nalty, Strategy VP | Half career on client side. Half at agencies. Significant pharma and CPG, and experience as product director at Johnson & Johnson and Merck. |
| Andres Valencia, Account Director | 14+ years experience in digital/social advertising across numerous industry verticals: Financial Services (American Express) Travel (Hertz, American Express Travel) CPG (Campbell Soup Company, Pepperidge Farm, Smuckers, Mars Chocolate) Beauty (Covergirl) |
| Lori Heckman Golden | I started my career in celebrity PR, and then started working at Platinum Rye 12 years ago. I worked primarily on Kraft for many years, and then it switched to P&G about eight years ago. I now manage operations for our partnership with P&G in North America. |
| Mary Semling, Managing Director, Chicago | I have spent the last ten years servicing clients/agencies at Platinum Rye Entertainment and prior to that I was agency-side with Edelman Public Relations. |
| Hannah Redmond, Director of Strategy, TMADE | I worked client-side for 4 years, have been at Fanscape/TMA for almost 5 years. Client side i worked for the state of NJ - Rutgers, and Agency side clients have included: Snickers, Twix, Maltesers, Wrigley Gum and Confection units, Blue Diamond, ExxonMobil, LifetimeTV, truTV, |
| Cristina Osborn, Account Director | I have always been on the agency side - almost 20 years. Y&R Caracas, Venezuela: - Consumer Research, for about 3.5 years for Colgate-Palmolive. - Digital group for about a year for Sony electronics, KLM. - Account Services for Sony Electronics, KLM, local financial institutions, and newspapers. When I moved to the US in 2002, I worked on two Hispanic-focused agencies on the account side, and dealt with media partnerships as well. Clients included Cacique Foods, Juanita Foods, Novamex Foods, McDonald's of Souther California. I started working at Alcone in 2007, negotiating media partnerships and added value for Heineken, Western region, and after the client left the agency, I worked on LG mobile & appliances, Milk Bone & Meaty Bone (Del Monte Pets USA & Canada), NatureSweet tomatoes, Seeds of Change (MARS Foods), The UPS Store, and Nestle Hispanic. Under an agency restructure, I was responsible for project management for all clients, which included Logitech, CBA, The UPS Store, Lottery and Nestle/Dreyer's (Beverage, Confections and Ice Cream). After the alignment with TMA, I'm focused on Lottery and Nestle/Dreyer's (Beverage, Confections and Ice Cream), and most recently, Nutrawise. |
| As if you were writing to a prospective client, describe the agency in no more than 3 sentences: | |
| Amy Repice, Account Director | TMA is packed with amazing talent. We are insight, deliberate, and passionate. We work really hard, but we play hard too. |
| Michelle Palmer, President Sports and Experiential | TMA delivers a better way for brands. Your "working" dollars work harder because TMA offers access and ability to pivot across 13 AOR-quality capabilities all through one point of contact, so you pay fewer agencies and less fees. We are instigators that incite change by showing brands what they can do for people |
| Basia Wojcik, Consulting Director | We deliver a better way for brands across 13 AOR capabilities, though a hub and spoke model. This allows fewer agencies, with less fees and the ability to pivot. We are 700 instigators, ready to get uncomfortable and be anywhere to do anything. |
| Chris Gilman VP Creative Director | The Marketing Arm is so much more than a traditional agency. We have a network of specialists that are experts in 13 disciplines that think, care and solve problems without overloading accounts. We implement the right people at the right time and give you the most for your money. |
| Casey Turner, Account Manager | TMA is a dynamic full-service agency with 13 AOR capabilities, which includes talent, shopper, experiential, and digital engagement. |
| Rachel Stoll, Sr. Strategist | Full service consumer engagement agency focused on connecting brands in meaningful ways to consumers. |
| Liz Panich Maiella, Vice President | The Marketing Arm is a unique agency built for speed and efficiency to allow brands to seize opportunities and pivot to be anywhere and do anything. We have a unique structure with a SAL at the hub who can engage any of our 13 AOR capabilities required for us to help your brand move the needle, with fewer agencies and less fees! Simply put, we deliver a better way for brands in today's environment and lifestyles. |
| Kelly Gloor- VP, Account Service | The Marketing Arm is a a versatile and dynamic multi-service agency based in Dallas with offices in New York, Chicago & LA. We have a rich 24 year history history of being pioneers-developing capabilities inspired by and in response to the needs of our consumers and shoppers. We concept and bring campaigns to life where people are and in ways they will be meaningful to them. |
| Blue Derkin, Director of Strategy | The Marketing Arm is an integrated agency with 13 AOR disciplines including digital engagement, sports, experiential, music and more. |
| Teal Williams SAL | TMA is a team of instigators trained to activate brands in whatever discipline is most appropriate to deliver the best results to meet our client's objectives. We push our clients hard to step out of their comfort zone while relying on our experience and discipline to make sure the decisions made are the best for their brand and the business. |
| Betsy O'Phelan, Senior Copywriter | TMA is a consumer engagement agency with expertise in 13 different disciplines. We serve as AOR for a host of major brands, delivering award-winning creative, backed by strategic thinking, in every medium. |
| Brad Vettese Executive Vice-President, Managing director, TMA Health | TMA is a better way. TMA is structured to provide best practices for today's client communications needs without unnecessary integration complexity and overhead. Clients rely on us to create big ideas and make it easy to execute in all channels. |
| Farah Brigante - Creative Director | The Marketing Arm is a multi-disipline agency that can activate your brand. We strive to bring the best ideas to life that are rooted in strategic insights and that will meet your objective. And lastly, we are about inspiring our best people to improve daily, think bigger and have fun while doing it. |
| Ronna Antar, Associate Account Director | The Marketing Arm is a collaborative marketing capabilities agency focused on building and engaging brands along the consumer journey. |
| Cory DeWeese, Director, Client Engagement | TMA is designed to streamline the agency experience for our clients. We offer of one point of contact delivering expertise across multiple disciplines. Were strategic, creative and scrappy and like to connect with our client both professionally and personally. |
| Matthew Alaniz - Art Director | The Marketing Arm is your one stop shop type of agency that can deliver a seamless marketing campaign across its multiple capabilities. From data analyst informed strategies, to full production of an experiential activation, TMA can easily, and efficiently deliver a successful campaign. Outside of those internal capabilities, TMA holds essential relationships across leading tenants of the ad world including media buys to celebrity influence to help bring to life any vision you might have. |
| Sarah Amatuzio, Vice President, Creative Director | TMA is the breath of fresh air that every client is looking for: smart, strategic, bold, creative, kind, a true partner and "the real deal". As an agency of record across 13 disciplines, we're able to deliver successful results on just about every client need and anticipate their next step before they do. And as instigators, we're the voice of reason in the room, pushing the "why?" before the "what", and guiding brands into a new white space with truths that connect with people emotionally. |
| Lori Heckman Golden, Senior Director of Talent | For PRE, I would say en entertainment marketing company focused in securing celebrity talent, licensed music and properties for marketing campaigns. For TMA, I would say a consumer engagement agency with expertise across multiple disciplines, a one-stop shop for marketing needs. |
| Eleni Papadopoulos - Associate Account Director | We are a strategic solutions partner that strives to deliver quality and innovative work to all our clients. We stay on top of trends, leading innovations and strategic insights in all areas of expertise to service our clients as leading consumer engagement agency. |
| Craig Meyer, Associate Creative Director | The Marketing Arm is a consumer engagement agency with a multi-channel approach for clients. Our expertise in a large area of disciplines allows to us to maximize your brands potential through this approach. |
| Amanda Levine - Director - Music, IP, Talent Services | We are a non-traditional agency model that focus on a variety of verticals: music/talent partnerships, digital, shopper marketing, production and more. |
| Mike Fayne / Director of Project Management | I don't generally write to prospective clients, but... The Marketing Arm is an integrated agency with expertise across the universe of digital/social, experiential, production and deep roots in the entertainment and talent space. |
| Rupert Huelsey, SVP Insights and analytics | We provide solutions that create mutual value for consumers and businesses. We apply marketing science and technology to deliver better experiences and outcomes. |
| Chris Ee - Associate Director of Insights & Analytics | The Marketing Arm is one of the few TRULY full-service agencies, that handles everything from Shopper Marketing, to Experiential, Digital and Social. The areas where we tend not to focus on includes performance marketing & media as areas where we lack scale - but we provide true end-to-end solutions for brands. |
| Amanda Bromwich, Assoc. Account Director, Health | TMA is a consumer engagement agency focused on making brands matter to consumers by engaging with the across the emotional platforms that matter most to each brand's targets. We have deep expertise across 13 AOR capabilities and leverage that expertise to craft solutions for our clients while helping them consolidate agencies and fees, putting more dollars to work driving their business. |
| Marcos Sanchez, SVP, Health | An agency adept at multiple disciplines, which allows a client to maximize their budget, because they can minimize the number of agencies they need to work with. |
| Bob Moler, VP, Strategic Account Lead | TMA is an agency unlike any other. Built to help clients seize the right opportunities in today's swift-moving, ever-changing, hard-to-predict-whats-next market place, TMA has 13 dedicated AOR practices available through one point of contact (aka the SAL, strategic account lead) which allows clients/brands the flexibility to pivot at the right time and right place. TMA helps client be anywhere, do anything, start here. |
| Erin Donnelley, Sr. Strategist | Wouldn't it be nice to have a one stop shop for all your marketing needs? That's what The Marketing Arm offers. We have 13 disciplines / services we offer to clients. |
| Brad Groves, EVP Managing Director | TMA is the agency that has every weapon in the arsenal; we collaborate with you to determine which ones should be deployed and when. |
| Greg Goldring, Senior Director, Sports | Platinum Rye/ TMA is a full-service marketing agency with capabilities to create any type of a fully integrated marketing campaign. We are also the premier talent procurement agency for Fortune 100 companies representing approximately 50% of all deals done with celebrity/ sports/ music talent appearing in campaigns with a spend of $100M per year and a cost savings of $50M per year. The collective marketing power of PRE & TMA can not be challenged to serve as a one-stop shop for all client needs when creating & implementing a marketing campaign. |
| Melanie Alvarez, Account Manager | The Marketing Arm has been around for over 25 years and offers a wide variety of services for our clients. TMA originally started as a sports agency and over the years has expanded into many different industries specializing in 13 different capabilities. |
| Jesslyn Rojas Associate Creative Director | We help elevate brands and products to rise to their fullest potential by being a full cross functioning advertising agency for print, digital and experiential work. |
| Kevin Nalty, Strategy VP | TMA is built to help brands engage along the entire consumer journey. We make brands mean something to consumers no matter how they come in contact. Unlike traditional agencies, we have deep expertise across multiple disciplines. This creates an integrated solutions - with less overhead- of the critical marketing capabilities clients need. |
| Andres Valencia, Account Director | We are a full-service multi-disciplinary agency with capabilities across various areas of client focus and consumer engagement needs, this includes: content, digital, entertainment, experiential, health, influencer marketing, multicultural, music, promotions, shopper, social, sports and talent partnerships. |
| Lori Heckman Golden | PRE: Entertainment consultancy specializing in security talent, music and properties for marketing campaigns (both advertising and PR). Leader in the marketplace with incredible buying power. TMA: Consumer engagement agency that is a one stop shop for all your marketing needs. |
| Mary Semling, Managing Director, Chicago | We are the world’s largest and most powerful agency in the area of talent procurement, controlling close to 50% of the marketplace. Brands benefit from our buying power of over $100M annually on celebrities, musicians, athletes, influencers, models and IP while at the same time delivering $50M in cost savings. We’re fortunate to work for over 50 leading brands, but we're not just dealmakers -- our offering sits inside one of the most awarded consumer engagement agencies activating for brands across the consumer journey. |
| Hannah Redmond, Director of Strategy, TMADE | TMADE: A consumer engagement digital agency with expertise in making campaigns and activations that make people talk. |
| Cristina Osborn, Account Director | - We have small, dedicated teams that can answer the {one of the 13 practice areas} need for you, which results in less fees because you wouldn't' have to work with multiple agencies - We are part of The Marketing Arm family and Omnicom which allows us to tap into multiple resources across a worldwide network - We are a team that is not afraid to try the unproven and come up with a new solution for your marketing challenge |
| If applicable, what has been your role in working to grow your client accounts? | |
| Amy Repice, Account Director | I have sold in additional capabilities to my existing clients including Entertainment, Digital and Experiential capabilities. |
| Michelle Palmer, President Sports and Experiential | leadership of team(s) in constant process of relationship building, listening, questioning and offering new ideas and services |
| Basia Wojcik, Consulting Director | Continue to build client relationship to try to turn into pivot revenue |
| Chris Gilman VP Creative Director | I have developed a fantastic sense of trust with our Arby's clients and over the past 6 years, we have gotten a number of out-of-scope projects and assignments that have increased earnings. We have also been flexible to adapt to 3 different campaigns and 3 different above the line agencies in that time. |
| Rachel Stoll, Sr. Strategist | Used to be very involved in growing the business and supporting that growth. Currently help out more on building the case/strategy and the why/how we solve the particular problem. |
| Liz Panich Maiella, Vice President | Mostly growth on my account through other business units not included in our retainer. |
| Kelly Gloor- VP, Account Service | My role is to make clients aware of all the capabilities we have to offer & to identify and pursue organic areas of growth. |
| Blue Derkin, Director of Strategy | Closely involved in working on new POVs and proposals designed to help grow the business. |
| Teal Williams SAL | Instrumental. |
| Betsy O'Phelan, Senior Copywriter | Doing great creative helps grow any account! |
| Brad Vettese Executive Vice-President, Managing director, TMA Health | I have worked in Business Development at TMA for the last eight years. |
| Farah Brigante - Creative Director | I've been a part of going after new out scope of opportunites with my current clients by presenting ideas that are not a part of their fiscal plan. All ultimately hoping for them to find more money to execute these ideas. |
| Ronna Antar, Associate Account Director | I'm new here, but it's an integral part of my job in the year to come to grow the Philips business. This means monitoring scopes we have now and understanding how we can add to them in the future, as well as taking on new pieces of Philips business. |
| Cory DeWeese, Director, Client Engagement | I look for the opportunity take business away from other agencies, by being the champion of the TMA offerings. I develop relationships with the client that make us the go to agency, when they have challenge and want to discuss how to solve it. |
| Matthew Alaniz - Art Director | Beginning with elevating ever day social media content, my role has quickly grown into pitching potentially larger campaigns to the client outside of what is expected within scope. Bringing to the table a drive to produce bigger and better work, my role as Art Director has already proven to the client that our digital team has capabilities that rival "creative lead" agencies assigned to their account, easily outgrowing expectations. |
| Sarah Amatuzio, Vice President, Creative Director | As a Creative Lead, I'm expected to deliver a quality product our clients will want more of, but I try to go beyond that—I try to seek a strategic partnership with them where our presence becomes invaluable; where they want us more in the room; where they think of us before other agency partners; where our ideas become the focal point for their yearly activations. |
| Eleni Papadopoulos - Associate Account Director | currently N/A - am a new hire but my role is to assist in growing an account by overseeing all lines of business, maintaining strong client relationships and finding opportunities for client growth. |
| Craig Meyer, Associate Creative Director | Limited role here but providing best-in-class creative and pushing our capabilities for specific clients. For example, sometimes the social agency is seen as limited in what they're able to do but tapping into the TMA model has allowed us to be more scrappy than more traditional agencies. |
| Amanda Levine - Director - Music, IP, Talent Services | Serving as an account manager negotiating deals and continuing to grow the work over time. |
| Mike Fayne / Director of Project Management | My role is to boost and support the project management function within the agency, which acts to support all activities within the account/client management vertical, freeing them to concentrate on the client service and organic new business growth side of their jobs. |
| Rupert Huelsey, SVP Insights and analytics | Build new capabilities on my team, enable team members to promote our services and buld trusted relationships with the clients. Pitch and present |
| Chris Ee - Associate Director of Insights & Analytics | I provide insights, analytics & uncover actionable insights that inform strategic direction & opportunities to grow the account |
| Amanda Bromwich, Assoc. Account Director, Health | I'm the lead for the business I manage, so I'm focused on ensuring we deliver the work that's scoped each year while also ensuring we're proactively identifying opportunities to bring new solutions to the table when appropriate or expanding our role/position with our clients. |
| Marcos Sanchez, SVP, Health | I work in new business for the healthcare vertical. |
| Bob Moler, VP, Strategic Account Lead | Organic growth for Bacardi started by carving out our role as the sole shopper agecny. Initially there were more than five diiferent agencies providing a range of services in the shopper space...now there is one, TMA. Next, we have expanded our work beyond our shopper discipline to include assignments from individual brands within the broader Bacardi portfolio. These opportunities are allowing us to introduce new disciplines to a wider-range of clients within Bacardi NAM. And finally, we have hosted a couple of senior clients at TMA and exposed them to specific TMA practices to help address / solve some specific client challenges. More still to come. |
| Erin Donnelley, Sr. Strategist | Fostering / growing the social communities and eco-system for ExxonMobil social brands |
| Brad Groves, EVP Managing Director | Key leader on NBA to grow project assignments from WNBA to NBA. Gain additional projects at Pepsi for content (Super Bowl spot last year). Pick up additional assignments from partner agency, BBDO. |
| Greg Goldring, Senior Director, Sports | Continuing to push awareness of other TMA capabilities with P&G brands and serve as additional support on TMA client needs across procurement, consulting & experiential. |
| Melanie Alvarez, Account Manager | n/a |
| Jesslyn Rojas Associate Creative Director | My role has been to provide creative direction and solutions for the client's brands and products to grow successfully in their appropriate markets. |
| Kevin Nalty, Strategy VP | I grow clients organically, and have identified and delivered on incremental assignments. I also work on new business opportunities, like the win of Aqua, a $3MM plus account where we serve as the lead and exclusive agency of record. |
| Andres Valencia, Account Director | I am currently the account/client services lead for the Twix and Snickers chocolate brands with control over my own P&L and organic growth potential |
| Lori Heckman Golden | I helped as we finalized our recent renewal with P&G. |
| Mary Semling, Managing Director, Chicago | My role has been primarily to grow existing clients - expanding our business within companies and agencies we currently do business with. Given my years experience in the Chicago marketing community, I also use my previous agency relationships to secure new client and agency partners with former colleagues/clients. |
| Hannah Redmond, Director of Strategy, TMADE | I have contributed to work that has resulted in incremental work and incremental scopes. Also work on some of our longer-relationship clients. |
| When you consider your clients, what do they most value about the agency? | |
| Amy Repice, Account Director | They value our responsiveness - they know we alway come through when they are in a tight situation. We answer their calls/emails, we deliver against their aggressive timelines, we give them what they need to look good internally. |
| Michelle Palmer, President Sports and Experiential | The people. The expertise that our people provide. |
| Basia Wojcik, Consulting Director | Expertise across multiple diciplines |
| Chris Gilman VP Creative Director | I think our clients value the fact that we care about their business and "feel their pain". We are nimble and can jump through hoops at the right time and we also slow things down to assess what the business problem is. |
| Rachel Stoll, Sr. Strategist | expertise and personal relationships |
| Casey Turner, Account Manager | Expertise |
| Liz Panich Maiella, Vice President | The expertise on our team, they look at us as trusted advisors in the key capabilities they've hired us for. |
| Kelly Gloor- VP, Account Service | We're good partners to them, we are forward thinking and push them, dependability (no matter what the ask and how tight the deadline, we get it done) |
| Sara Shiffman - Account Director | High-quality work and excellent collaboration and client service |
| Blue Derkin, Director of Strategy | collaboration, partnership, forward thinking |
| Teal Williams SAL | The relationship. |
| Betsy O'Phelan, Senior Copywriter | Our client values our ability to think outside the norms for their industry while still working within the required constraints. |
| Brad Vettese Executive Vice-President, Managing director, TMA Health | Big ideas- or ways of working that have never been done before |
| Farah Brigante - Creative Director | Our strategy, ideas and execution |
| Ronna Antar, Associate Account Director | How collaborative we are, how we work well with the loop team, how we are experts in digital engagements and partners to them at the same time. |
| Cory DeWeese, Director, Client Engagement | We are easy to work with We listen We are creative & strategic We not precious, we are real |
| Matthew Alaniz - Art Director | Our intelligent approach to strategy keeps our client satisfied that we are activating campaigns according to data analytics of their fans. The exponential creative that follows the insights has proven we are a value to them because of our understanding of their brands. |
| Sarah Amatuzio, Vice President, Creative Director | Authenticity; relationship skills; creative excellence. |
| Lori Heckman Golden, Senior Director of Talent | They most value our buying power as a well-respected broker in the industry. |
| Eleni Papadopoulos - Associate Account Director | Our strategic guidance and expertise for their digital and social work. |
| Craig Meyer, Associate Creative Director | Our historic excellence in the social space. |
| Amanda Levine - Director - Music, IP, Talent Services | Our timeliness in getting deals done and our expertise. |
| Mike Fayne / Director of Project Management | I'm only a few weeks in, but I imagine it's the diverse services we offer under one umbrella. |
| Rupert Huelsey, SVP Insights and analytics | Quick turn around and production. Slowly they involve us in business strategy discussions as well |
| Chris Ee - Associate Director of Insights & Analytics | Insights & strong execution work |
| Amanda Bromwich, Assoc. Account Director, Health | Big thinking and ideas, different approach to pharma, consumer/patient-centric approach |
| Marcos Sanchez, SVP, Health | The people |
| Bob Moler, VP, Strategic Account Lead | The depth of partenrship and knowledge our SALs bring to their businesses. The collaborative spirit in which we approach each and every opportunity. Our courage to embrace ambiguity combined with our flexibilty to come out the other side with a winning idea. Our ability to not only understand our role but to see the bigger goal and bring ideas to maximize every opportunity whether we execute them or not. |
| Erin Donnelley, Sr. Strategist | Working as partners. |
| Brad Groves, EVP Managing Director | Our collaborative nature, our speed, and our dogged determination to always get the job done. |
| Greg Goldring, Senior Director, Sports | The cost savings & value add we provide on a day to day basis as well as expertise in working with talent. |
| Melanie Alvarez, Account Manager | We're adaptable, we can serve the client in many different capabilities, we have their best interest, and act as a strategic partner rather than another vendor for them. |
| Jesslyn Rojas Associate Creative Director | That it is cross functioning and integrated. |
| Kevin Nalty, Strategy VP | They value our unique customer-centric perspective, breadth, productivity and ultimately the sales impact driven by our digital and marketing solutions we provide. |
| Andres Valencia, Account Director | Our deep rooted expertise in social platform and content strategies, and corresponding data/analytics driven insights |
| Lori Heckman Golden | The buying power and leverage, great reputation in the entertainment industry. |
| Mary Semling, Managing Director, Chicago | Insight into the celebrity marketing world and client-service mentality. |
| Hannah Redmond, Director of Strategy, TMADE | Expertise in social. Analytics and data-centric ideas. |
| When you consider your clients, what do they need but are not getting from the agency? In other words, do you see any missed opportunities in terms of fulfilling unmet client needs? This is not meant to be negative, but instead to have you consider Organic Growth from a "client need" perspective. | |
| Amy Repice, Account Director | I think we're growing pretty quickly and we have 13 awesome capabilities, but since some are new, there aren't always enough resources to tap into or case studies to build a case or our team isn't knowledgable enough to make the client feel confident in leveraging us at those capacities. |
| Michelle Palmer, President Sports and Experiential | Proactive thought leadership outside of business-as-usual account work; Fostering sharing between clients |
| Basia Wojcik, Consulting Director | We need to break out of "the box" clients put us in, to ensure they dont just know us for the 1-2 capabilities they originally hired us for. |
| Chris Gilman VP Creative Director | With both Arby's and WJD wines, I think that they would benefit from a better multi-cultural work and experiential. |
| Rachel Stoll, Sr. Strategist | depends on the client -- making this hard to answer. generally we lack big-picture POV's and direction that are applicable as a north star across all our business that can help open doors with new clients or more sr. clients. |
| Casey Turner, Account Manager | High level thinking from creative and strategy and fully staffed account teams. |
| Liz Panich Maiella, Vice President | We need a better way of pitching ideas to their senior leadership. We've been doing it the same way for the last couple of years and we aren't winning. I'm not sure if we need to change our approach, process, language, not sure. |
| Kelly Gloor- VP, Account Service | Media planning & buying |
| Sara Shiffman - Account Director | An ability to better bridge the social and traditional creative agency roles to provide added value |
| Blue Derkin, Director of Strategy | breakthrough ideas, integrated planning with other agencies |
| Teal Williams SAL | It's less an unmet need and more an untapped opportunity to bring more and have them consolidate more business with us vs different agency partners, |
| Betsy O'Phelan, Senior Copywriter | It's pretty early in both the client relationship and my tenure on this team for me to have a really cogent answer to this question. |
| Brad Vettese Executive Vice-President, Managing director, TMA Health | Business consulting Many clients are using Accenture and McKinsey for Business consulting and then they continue with various exceptional work streams. We need to fight back by providing the Business Consulting and the work streams |
| Farah Brigante - Creative Director | Turning around changes in a heart beat. They sometimes expect us to make changes in a matter of hours, when in realist it's just not possible. |
| Ronna Antar, Associate Account Director | There are disciplines our clients go to other partners agencies for that I feel we could do a better job of here at The Marketing Arm. |
| Matthew Alaniz - Art Director | The client greatly underestimates our role in their marketing campaigns, and the strength we can bring to the table when given the chance. We are being asked to maintain social channels with content that could have a much larger impact if given the chance to influence it's creation more. If brought in early on in the creation of social media content (OLV's, PR activations, etc.) we can better inform them of how it can be better altered to fit social channels, as well as provide supporting content that could perform much greater. |
| Sarah Amatuzio, Vice President, Creative Director | More strategic thinking in the room, outside of just a few players. |
| Lori Heckman Golden, Senior Director of Talent | I believe they were missing the organization structure that we now have since we've been part of TMA. |
| Eleni Papadopoulos - Associate Account Director | Opportunities in finding more efficiencies between their lines of business and integrated agency teams. |
| Craig Meyer, Associate Creative Director | In particular, our social clients do not see as a traditional 'creative' agency. They leave that to Omnicom's big guns like BBDO & DDB. This is such an old-school perspective but we have LOTS of potential to bring larger campaign ideas alive... social-first, of course. |
| Amanda Levine - Director - Music, IP, Talent Services | Better communication between projects if it's not an ongoing client. |
| Mike Fayne / Director of Project Management | I'm not sure yet. |
| Rupert Huelsey, SVP Insights and analytics | Scientific approach to marketing. Pull through of business objective to creative |
| Chris Ee - Associate Director of Insights & Analytics | They're not wiling to share their genuine business problems, and how we can actually solve this. There is a huge missed opportunity in account teams understanding what Insights & analytics does in partnering with strategy to grow the account. |
| Amanda Bromwich, Assoc. Account Director, Health | We're not as good at executing and delivering with excellence as we should be for pharma clients. We've also traditionally not been staffed to deliver at the level our clients expect. |
| Marcos Sanchez, SVP, Health | More technological resources |
| Bob Moler, VP, Strategic Account Lead | Today, they need greater business strategy and planning help (from us or from a trusted partner of TMA)...they are struggling to align as an organization on a plan of attack or even how to create a plan to align on. We are encouraging our shopper clients to build their version of a plan, if for no other reason, to ask others to react to it...hoping to engage their peers in a dialogue around planning. With a more clear plan opportunities (for us) become even more clear! |
| Erin Donnelley, Sr. Strategist | I think there's more opportunity to explore more B2B communication for the brand. |
| Brad Groves, EVP Managing Director | Clients may not fully understand A. ALL TMA has to offer in terms of marketing services, and B. the impact it has on them - reduction of fees, but also opportunity cost savings by not having to manage multiple agencies |
| Greg Goldring, Senior Director, Sports | Having other arms of the marketing arm fall under one roof. P&G uses several agencies that can be covered in many ways by other divisions at TMA. |
| Melanie Alvarez, Account Manager | Social : They should be utilizing this space more but in healthcare it's not as easy to do so with regulatory restrictions Influencer: Down the line, there could be an opportunity here to better reach their target audience (young teens/female adults |
| Jesslyn Rojas Associate Creative Director | Since this is a new brand, I am not seeing those missed opportunities yet. |
| Kevin Nalty, Strategy VP | In some cases, our efficiency model makes it difficult to provide the broad services they require. Under select social accounts, the integrated-agency model can present an obstacle to our movement upstream. |
| Andres Valencia, Account Director | Multicultural -- in particular Hispanic marketing and social-first consumer promotions programs |
| Lori Heckman Golden | I think previously they didn't feel the had the leadership/structure they needed but that has now changed since we became a part of TMA. |
| Mary Semling, Managing Director, Chicago | We seldom have time to provide proper context around our recommendations and POV about a particular approach or suggestion. I worry some clients view us as list-makers and paper pushers without understanding the real value our experience and access allows us to contribute. |
| Hannah Redmond, Director of Strategy, TMADE | I think they need more education-focused initiatives for their internal teams. |
| When you think about competitive firms, what benefit do you provide to clients that they don’t? | |
| Amy Repice, Account Director | Clients genuinely like us as people. They want to work with people they like, and our culture has attracted really likable people. |
| Michelle Palmer, President Sports and Experiential | Depth in capabilities |
| Basia Wojcik, Consulting Director | hub and spoke pivot model |
| Chris Gilman VP Creative Director | I think our story about being AOR in 13 different disciplines is very compelling. There isn't another agency that can say that, I don't believe. |
| Rachel Stoll, Sr. Strategist | I think the TMA solution is unique with multiple capabilities -- but again this isn't always a benefit to all our clients where we worth with an Integrated agency team |
| Casey Turner, Account Manager | Quick turnaround times, dynamic team working across multiple LOBs and providing institutional knowledge |
| Liz Panich Maiella, Vice President | We have more capabilities that they currently need that we can have experts deliver in one program. Especially with digital, social, and content. |
| Kelly Gloor- VP, Account Service | We're not yes (wo)men, we push them and because of it our strategy and our ideas are better |
| Sara Shiffman - Account Director | Flexibility and an ability to work quicker and smarter |
| Blue Derkin, Director of Strategy | true social expertise, scrappiness |
| Teal Williams SAL | People on their teams who want to do the very best for their business. |
| Betsy O'Phelan, Senior Copywriter | Expertise and access to creative thinking that isn't 100% focused on one industry. |
| Brad Vettese Executive Vice-President, Managing director, TMA Health | Full work stream execution |
| Farah Brigante - Creative Director | A multi-disipline approach from a 360º perspective. Many agencies don't have the different channels that we can now access at their core. |
| Ronna Antar, Associate Account Director | Having more of a personalized feel (not just one account of millions in a big agency atmosphere) and being nimble and able to meet any ask. |
| Cory DeWeese, Director, Client Engagement | We are easy to work with We listen We not precious, we are real |
| Matthew Alaniz - Art Director | Competitive firms are providing that "shiny toy" to clients, but don't seem to have the insights on why fans would love that "shiny toy" that TMA provides. |
| Sarah Amatuzio, Vice President, Creative Director | Authenticity; relationship skills; creative excellence. |
| Lori Heckman Golden, Senior Director of Talent | We have global buying power, have been around in the industry for years and have excellent talent. |
| Eleni Papadopoulos - Associate Account Director | A dedicated and tight knit team |
| Craig Meyer, Associate Creative Director | Our disciplined approach to the social AOR. Our roots as Fanscape allow us to say we were the first to be doing this type of work and that allows us to be a steady hand to guide our clients through a very unsteady channel. |
| Amanda Levine - Director - Music, IP, Talent Services | Strong relationships with the entertainment vendors. |
| Mike Fayne / Director of Project Management | Agility and the ability to draw upon internal expertise across many different areas. |
| Rupert Huelsey, SVP Insights and analytics | Our division: long standing experience in social media, relationships. TMA overall: breadth of offering |
| Chris Ee - Associate Director of Insights & Analytics | Multiple different offerings from shopper to digital and social and retail. More service offerings than any other agency, where other agencies say "we can do it all" - we actually can |
| Amanda Bromwich, Assoc. Account Director, Health | Flawless execution that makes clients' lives easier. Dedicated, fully staffed teams to address all client needs as quickly and efficiently as possible. As a lead agency, they expect more service than TMA is staffed to deliver. |
| Marcos Sanchez, SVP, Health | Our health vertical is a unit that mimics strategic consultancies (e.g, McKinsey), so we aid clients in adjusting and contributing to a more upstream, simplified, integrated model. |
| Bob Moler, VP, Strategic Account Lead | Access to a wide range of capabilities (13 AOR practices) and depth of knowledge on their business...specifically their way of doing business. |
| Erin Donnelley, Sr. Strategist | 13 different AOR disciplines |
| Brad Groves, EVP Managing Director | Full suite of marketing services anywhere on the consumer journey. No single agency can offer what we do. |
| Greg Goldring, Senior Director, Sports | 24/7/365 Service - we do not shut off on "business hours" - we work through holidays, nights, weekends by any means to get work done because we feel a personal responsibility on servicing work. |
| Melanie Alvarez, Account Manager | Being a company that doesn't only focus on healthcare benefits us because we can think big ideas/utilize previous case studies and bring those ideas to the table. |
| Jesslyn Rojas Associate Creative Director | Flexibility to get things done in a quicker manner without compromising the quality. |
| Kevin Nalty, Strategy VP | Our hands-on experience across events, music, talent, social -- these provide real-world strategies and solutions that traditional "big campaign" agencies cannot provide. |
| Andres Valencia, Account Director | I think most competitors offer similar services but our advantage lies in the network we are able to tap into to offer clients a more cohesive all-in-one solution |
| Lori Heckman Golden | Well respected in the industry, consistently have major brand clients. Relationships in the entertainment industry that span many years. |
| Mary Semling, Managing Director, Chicago | I believe our company has very senior talent working in a very hands-on way with clients, not only driving the topline strategy, but performing many of the day to day activities on projects. |
| Hannah Redmond, Director of Strategy, TMADE | Data-centric social work |
| What benefit do they provide to clients that you don’t? | |
| Amy Repice, Account Director | More expertise in some of our newer capabilities |
| Michelle Palmer, President Sports and Experiential | "Celebrity" aspect of senior leadership |
| Basia Wojcik, Consulting Director | some client prefer sponsorship to be bought by the media agencies, so not our fault but media buying |
| Chris Gilman VP Creative Director | Perhaps the fact that some agencies now are backed by big databases. They have more access to shoppers and consumers than ever before. |
| Rachel Stoll, Sr. Strategist | most competitors are better at doing PR for themselves and their clients which is a value we don't have |
| Casey Turner, Account Manager | High level thinking from creative and strategy and fully staffed account teams. |
| Liz Panich Maiella, Vice President | Bigger ideas. |
| Kelly Gloor- VP, Account Service | N/A |
| Sara Shiffman - Account Director | More immersive and better knowledge of the client's business and overall needs |
| Blue Derkin, Director of Strategy | creative and media capabilities |
| Teal Williams SAL | Core shopper knowledge and experience particularly in specific retailer centric markets |
| Betsy O'Phelan, Senior Copywriter | Deep grounding in the industry and time-tested agency process. |
| Brad Vettese Executive Vice-President, Managing director, TMA Health | Business Consulting, Marketing Consulting, Brand Consulting, Technology Consulting |
| Farah Brigante - Creative Director | From what I know, many agencies have strategic planners in house, which we don't in the Darien office. Another thing they also have which is an advantage to have is a design team. |
| Ronna Antar, Associate Account Director | More resources (scale) or capabilities perhaps |
| Cory DeWeese, Director, Client Engagement | From a shopper perspective, we don't have a field team located n or with the top tier retailers. |
| Matthew Alaniz - Art Director | We are still the "new kids" so other firms have established relationships and award winning work that provide that confidence to clients to allow bigger exploration. |
| Sarah Amatuzio, Vice President, Creative Director | Above the line leadership of record. A bigger name. |
| Craig Meyer, Associate Creative Director | Some of our competitors, like Vayner, are simply more flashy. Sometimes it's just a better fit for the clients needs. |
| Amanda Levine - Director - Music, IP, Talent Services | ? |
| Mike Fayne / Director of Project Management | Deep area expertise in things like Web dev and a deeper bench in some areas. |
| Rupert Huelsey, SVP Insights and analytics | Focus |
| Chris Ee - Associate Director of Insights & Analytics | True expertise. Apart from Shopper Marketing & Talent Buying - We are a jack of all trades, and haven't been able to make a name for ourself as a "best in class" shop |
| Amanda Bromwich, Assoc. Account Director, Health | Flawless execution and pharma expertise (medical writing staffs, for example). |
| Marcos Sanchez, SVP, Health | Media |
| Bob Moler, VP, Strategic Account Lead | Proximity, maybe? |
| Erin Donnelley, Sr. Strategist | War rooms and technology resources |
| Brad Groves, EVP Managing Director | They may excel more in one particular capability, if they are a single focused agency; but in terms of being a true gatekeeper for the brand across all consumer touchpoints, they can not compete. |
| Greg Goldring, Senior Director, Sports | Some competitors service deals they close all the way through and fulfill the contracts. |
| Melanie Alvarez, Account Manager | Our Health team is a bit more "start up" than your typical healthcare advertising agency. We're still learning as we go whereas some other health agencies have it all figured out and can do things more efficiently at times. IE. Having a medical team that is very well versed in the scientific/medicine side of the industry would benefit us and thats something that we dont have right now. |
| Jesslyn Rojas Associate Creative Director | Larger companies have more available internal resources in each location like retouchers and a development team for web work. |
| Kevin Nalty, Strategy VP | Some of our competitors have more resources (specialists, products, various models) that we lack. In social, our competitors are making greater efforts to ensure they're known and recognized in the industry for innovation. |
| Andres Valencia, Account Director | full-scale content development and production capabilities, and a new media/emerging tech and platform planners /depts |
| Lori Heckman Golden | Previously more structure and leadership but that has now changed. |
| Mary Semling, Managing Director, Chicago | Many other firms come across as younger, hipper, hotter -- in the celebrity marketing world this can be perceived as translating to "better" which is not always the case. |
| Hannah Redmond, Director of Strategy, TMADE | More thought leadership; presence from a conference perspective |
| 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? | |
| Amy Repice, Account Director | A sporty, black car with leather seats and all the bells and whistles because our roots are in sports marketing. We're classic. Tried and true at what we do best. And our people bring a ton of added fun, added benefits to make the work better. |
| Michelle Palmer, President Sports and Experiential | If the question is what we ARE (not what we want to be): Blue Ford F450. Serves multiple functions, highly serviceable, kind of cool, has some presence and scale, colorful but not flashy and celebrity, down to earth, reliable, gets the job done, has substance, not top of the car pyramid in terms of perception but really good (ie.not a Bentley), eager to do more and can be put to the test |
| Basia Wojcik, Consulting Director | Audi A6. Silver Luxury, without being snobby. Well mannered and comfortable for everyday work. Timeless, with consistent body style. Versatile with all wheel drive, that can work in any conditions. |
| Chris Gilman VP Creative Director | I think a silver Mercedes RV, because it's cool and functional, slick and steady. Plus there is a fridge onboard for cold beer. |
| Rachel Stoll, Sr. Strategist | A practical minivan in a practical color with some great interior -- TMA isn't well known but does decent work, but the value is really inside with people who know what they're doing. |
| Casey Turner, Account Manager | Blue. It's mainstream and standard. Not flashy. |
| Liz Panich Maiella, Vice President | 2017 Infiniti QX30, black, because its a sporty compact SUV crossover. It's reasonably priced to lure Millennials and young professionals to start an affinity to the brand, but also a good alternative for smaller families or empty nesters who are not looking for a large SUV, and would still like a little luxury in an SUV. |
| Kelly Gloor- VP, Account Service | A yellow transformer, because we're loud, we're proud and we can do it all |
| Blue Derkin, Director of Strategy | A black Subaru WRX - under-the-radar fast, not super flashy but wows people who know how to drive it. |
| Teal Williams SAL | A black range rover. A high performing vehicle but with lots of features that are currently underutilized, probably a bit more than people want to spend, but the very bets when you're taking advantage of all it has to offer. |
| Betsy O'Phelan, Senior Copywriter | Something a little funky and unusual, like the Honda Element, in bright orange. It's not the most flashy vehicle, but it's versatile, it's different, and it stands out. |
| Brad Vettese Executive Vice-President, Managing director, TMA Health | It would be a red Ford 150 4 x 4 pick up truck with lots of chrome, big motor. Why? Dallas based, executionally minded, can get you out of trouble and can apply a lot of muscle in a short period of time to help you execute a clients programs. |
| Farah Brigante - Creative Director | A red Tesla. We're about design, efficient, and smart strategy. Red, because we're bold and willing to take risks. |
| Ronna Antar, Associate Account Director | A new black Volvo Sedan. It's an extremely reliable car that every knows they can trust, but it's new look doesn't have it feeling old fashioned either. It's not super flashy or crazy expensive, but it gets the job done extremely well for a good price. |
| Cory DeWeese, Director, Client Engagement | Honda Pilot- Dependable, able to carry a big pay load. It would be Red, because we bring fun & excitement along with that dependability. |
| Matthew Alaniz - Art Director | A red honda CR-V. We are an attention grabber with some big awards under our belts for great campaigns, thus our shiny red color. Honda is known for their reliability and smart approach to car design which is exactly how we build our team and win over client work. The CR-V model brings together efficiency in gas, sporty look, and the capability to tackle big work loads, all things that reflect TMA. |
| Sarah Amatuzio, Vice President, Creative Director | 2017 Chevy Suburban. It's built on strong American values of hard work and treating eachother with respect. It's dependable. It's reliable. It's slightly luxurious but not too showy. It's large but has room for more people. And it can run over a lot of other cars on the highway but it never will. |
| Eleni Papadopoulos - Associate Account Director | Porsche - red - fast and reliable |
| Craig Meyer, Associate Creative Director | TMA, as a whole, feels like new family-type SUV. We have lots of nice things, accessories and features. We're going to get the job done and do it well, no matter what. Do we want to be the luxury sedan or the sexy sports car? |
| Amanda Levine - Director - Music, IP, Talent Services | Prius, Green or Blue. What looks basic on the outside has unique capabilities. |
| Mike Fayne / Director of Project Management | A dark blue VW GTI. It's a car that people don't necessarily think about or consider unless they're VW fans. But once they get a look at it, they realize what a decent and fun option it is and wonder why they never noticed it before. Red would be too flashy. |
| Rupert Huelsey, SVP Insights and analytics | Ford Edge in red A reasonably looking, utilitarian car. Kind of flashy. |
| Chris Ee - Associate Director of Insights & Analytics | Toyota Camry - Black. Mid-upper car, reliable & some degree of modern day comfort and luxury - but struggles to stand out. |
| Amanda Bromwich, Assoc. Account Director, Health | TMA would be a flashy, high-end SUV. Like a Range Rover Sport or a Porsche Cayenne. We're expensive, flashy, appear to be able to handle things like offroading, but probably not the best option if you need to really grind through some tough terrain. |
| Marcos Sanchez, SVP, Health | A 2017 Alfa Romeo Giulia Quadrifoglio, Red...it looks great and sexy from the outside, but its internal finishes still do not compete with the attention to detail of other luxury car brands like BMW and MB. |
| Bob Moler, VP, Strategic Account Lead | a blue convertible corvette...TMA blue muscle car with the ability to morph (convertible) to different opportunities / experiences. |
| Erin Donnelley, Sr. Strategist | TMA's car would be a white hummer because we're not afraid to tackle things head on and get scrappy. |
| Brad Groves, EVP Managing Director | Black Chevy Tahoe. A powerful SUV that serves as an all-purpose vehicle. Can dress up nice, but can just as easily get dirty in the mud. Has power that can be used for speed, or tow heavy objects. Big and comfortable, but not unwieldy. |
| Greg Goldring, Senior Director, Sports | Bat mobile - gun metal black Stealth when it wants to be, loud when it wants to be, gets the job done. |
| Melanie Alvarez, Account Manager | Car: AWD jeep because we can get through anything Color: Black because we do a lot "behind the scenes" for our clients to help them |
| Jesslyn Rojas Associate Creative Director | Honda Civic, silver because its changing with the times, yet been around for a while and is still popular go to. |
| Kevin Nalty, Strategy VP | We're a James Bond car that has all sorts of hidden features to do what many cars cannot do. When powered by solid drivers, we rock. If the driver doesn't know what gadgets and tools the car has, it is just a car. |
| Andres Valencia, Account Director | a BMW - black or silver -- dependable, strong performance pedigree, young but not too trendy or flashy, premium bur def accessible |
| Lori Heckman Golden | For PRE - Audi TT/TTS - snazzy car with great performance, but also more practical for an Audi. Would be in black - classic, cool and yet practical. |
| Mary Semling, Managing Director, Chicago | Mercedes - high end, solid, reliable, slightly faded and not flashy |
| Hannah Redmond, Director of Strategy, TMADE | A black Laraki Epitome - its cool, unique, powerful and innovative, but not many have heard of it |
| Even if you’re not in account management / client services, how would you define this role? What makes a great account person? | |
| Amy Repice, Account Director | An account person's role is to build a meaningful relationship with the client, serve as a liaison between the client and the team and ensure work is on strategy. A great account person inspires the creative team, dives in to help make the work better and continuously stands up for our work. |
| Michelle Palmer, President Sports and Experiential | Relationship leader--both clients and internal teams. Big picture view, knows the client, the industry, our agency and what we can do. Thinks strategically and is persuasive in leading the client and team toward new ideas and methodologies that will meet the objectives |
| Basia Wojcik, Consulting Director | Good listeners. Advising, questioning, but not reacting to quickly to a demand. |
| Chris Gilman VP Creative Director | I think the best account people ask tough questions, push their clients, write inspirational briefs and form "personal" relationships with the clients they work with (not for). |
| Rachel Stoll, Sr. Strategist | a great translator. |
| Casey Turner, Account Manager | Organized, forward thinking, able to anticipate client needs and manage expectations. Strong communications and interpersonal skills |
| Liz Panich Maiella, Vice President | A leader who understands the agencies capabilities, is able to identify opportunities with their clients on a daily basis and engages the appropriate agency talent for each project. |
| Kelly Gloor- VP, Account Service | A good listener and a strong backbone. They have a personality and a point of view, you don't lose them in the crowd. They know your business, both professional and personal. They're viewed as an extension of the client's team, not a 3rd party. |
| Sara Shiffman - Account Director | An ability to understand and meet the different needs of each client while also maintaining quality work coming from the agency team |
| Blue Derkin, Director of Strategy | A great account person is accountable to not only the clients, but the agency team. Knows how to prioritize, when to push back and say no and how to sell the BEST ideas. |
| Teal Williams SAL | Someone who truly wants to do what's best for the client's business, including pushing the to do something they may not be ready for, telling them when you disagree, but supporting them every day. |
| Betsy O'Phelan, Senior Copywriter | A great account person gets thoroughly educated on the client's business and knows it nearly as well as the client. At the same time, they think more critically about the business, because they have a certain distance. A great account person needs to be diplomatic and able to give feedback to creatives in a clear yet polite manner. |
| Brad Vettese Executive Vice-President, Managing director, TMA Health | A good account person is the client's business partner. He is responsible for maximizing the dollars entrusted to the agency and getting the best results based on the business needs. |
| Farah Brigante - Creative Director | One is is serving the clients needs, but knows when to push them. Also, not always saying yes to everything they ask for. We are servicing clients but should at the same time, push for the most innovative ideas and creative. |
| Ronna Antar, Associate Account Director | Being a liaison between all departments and with clients, so really putting your foot into all disciplines. A great account person is someone who can build and maintain solid relationships, is very buttoned up in terms of timing/organization, is resourceful and proactive. |
| Cory DeWeese, Director, Client Engagement | Being able to connect with your clients, both personally & professional in a genuine way. Understanding more than just your defined role with the brand your working on, taking a holistic view to how the agency's work impacts their business. |
| Matthew Alaniz - Art Director | An account person must have an in depth understanding of their team. If they are our bridge to the client, they must be able to instill confidence that the client's work is in the best hands by having complete confidence in their team members. When facing their team members, they must also lead that drive to do bigger and better work. A successful account person is able to maintain workloads, but also encourage taking risks when possible and believe their team can reach their goals. |
| Sarah Amatuzio, Vice President, Creative Director | A partner that listens to the clients' need, not the ask, and solves it. Someone who pushes, has swagger, and leads the client instead of takes orders from them. |
| Eleni Papadopoulos - Associate Account Director | Dedicated visionary that helps maintain balance internally for team and externally with clients. Patience, organization. |
| Craig Meyer, Associate Creative Director | The fine art of learning to SAY YES to our agency as much, if not more, than SAYING YES to the client. Those types of difficult conversations can drive meaningful impact on the clients bottom line... sometimes the status quo is NOT what they need. |
| Amanda Levine - Director - Music, IP, Talent Services | Good communication, respect. |
| Mike Fayne / Director of Project Management | A great account person is one that has deep knowledge of his/her client's business and a passion for the same. He/she is not only an appeaser of the client's wants and needs, but is a true partner with him/her, trying to get to what is actually best for the client and at the same time advocating for the internal team and balancing the client/internal relationship. |
| Katie Bertram, Account Supervisor | A great account person is someone who is able to work with a variety of people and understand their differing personalities, motivators and communications styles - ensuring that all parties are working strategically and efficiently toward client goals. A client relationship manager validates a strong partnership by providing ongoing support and gaining trust, understanding client needs even if not verbalized, always thinking two steps ahead and transparently providing updates on tracking toward objectives. |
| Rupert Huelsey, SVP Insights and analytics | Build relationships with the client, truly understand their business. Be a partner to both clients and internal team. |
| Chris Ee - Associate Director of Insights & Analytics | Someone who actually takes the time to understand all internal offerings, how it can be utilized to work together, come up with service solutions to the client and selling it in. The other equation, is for them to understand the time involved, and stop overpromising and over-working people when they come and say "where is this". Insights & Analytics is viewed as a "last thing", until they realize they need it. |
| Amanda Bromwich, Assoc. Account Director, Health | Account Management is about knowing the client's business and our business better than anyone and being able to pull together and lead a cross-functional team to deliver solutions that take the clients' business to another level. It's not about schmoozing or only having relationships, even though that's important. It's much, much more. |
| Marcos Sanchez, SVP, Health | Adept at cross-functional, cross-discipline integration and application |
| Bob Moler, VP, Strategic Account Lead | a partner that understand the client's business AND knows how to help their client succeed. |
| Erin Donnelley, Sr. Strategist | A great account person is organized, diplomatic, reasonable, and is open to communication. |
| Brad Groves, EVP Managing Director | A great account person knows how the meeting will happen before it takes place. He can script the whole meeting because he knows the clients' personalities, their business, their fears and challenges. And he knows TMA so well, and what we are bringing to the table, that he should be able to predict and landmines, and craft the best way forward to make the best, most effective work possible. |
| Greg Goldring, Senior Director, Sports | A great account person is someone who lives and breathes the account as if they were the client themselves. |
| Melanie Alvarez, Account Manager | Someone who has an outgoing personality, who is aware of their surroundings and their audience, who can negotiate if needed and be the voice of the team when communicating for client/third parties |
| Jesslyn Rojas Associate Creative Director | Someone who can balance being an advocate for their agency to push creative ideas and thoughts but also have the clients attention and respect in a balance. |
| Kevin Nalty, Strategy VP | A great account person is a connector between the client needs and ours. They are always listening to the client to ensure we're meeting business goals. Importantly, they also know how to sell internally. That means they can champion the client's work and attract good talent within TMA. They know how to lead, ignite internal teams, and align on the right solutions at the right time. |
| Andres Valencia, Account Director | stealth proactivity/opportunistic: anticipating clients needs and wants before they even know them--and going after those opportunities |
| Lori Heckman Golden | Responsible for managing the relationship and needs/requests of the client. A great account person builds a rapport so there is trust there and also manages projects, timelines etc. |
| Mary Semling, Managing Director, Chicago | Great account managers are good listeners (listen more than they talk), great information sharers, think creatively, have the ability to see the big picture rather than get bogged down in details and are aware of what's happening on the day-to-day details. |
| Hannah Redmond, Director of Strategy, TMADE | Strategic leaders of the account. Smart business people. The person accountable to the client. A great account person is really good at reading people, reading the room. They are a leader. They are smart and strategic and ambitious - like to know their clients business. |
| Where does the agency most need to improve at growing current clients? How proactive is the agency at growing current clients? | |
| Amy Repice, Account Director | Fight harder for the work we believe it - the work that will make a splash, make them stand out - but they are often scared of. |
| Michelle Palmer, President Sports and Experiential | The people that work on the account teams are the holders of the information, and unless pressed, are focused on delivering the work of the day, not the work of tomorrow. A more concerted effort on the part of account leaders as well as new business teams to make it a focus would be good |
| Basia Wojcik, Consulting Director | Always room for growth. consistent messaging and a "one agency" approach is required. |
| Chris Gilman VP Creative Director | I think we are proactive in growing business with the clients we have. Not sure where to improve. |
| Rachel Stoll, Sr. Strategist | I think we're really active in proactive/organic growth. But perhaps taking a fresh look at service offerings (media) and providing some thought leadership would be nice to help inspire clients to think bigger. |
| Casey Turner, Account Manager | We need bigger thinking. We higher level content and strategy that can show the client that we are innovative and can solve their needs. I think the agency, specifically TMADE is proactive but could do more with more staff and better training. |
| Liz Panich Maiella, Vice President | We need 1-2 more big brand clients with large SOW's. We work will a lot of brands right now, is only a few areas. We need to grow existing and new clients. |
| Kelly Gloor- VP, Account Service | Take on a sharp shooter mentality. Find one target and go after it when the time is right instead of pushing everything to everyone. |
| Sara Shiffman - Account Director | Better integration between account and "solutions" teams |
| Blue Derkin, Director of Strategy | Not entirely sure, but I think a good approach would be not just to service the client, but consistently present big thinking that challenges the client's perceptions of out capabilities. |
| Teal Williams SAL | Introductions to other disciplines. |
| Betsy O'Phelan, Senior Copywriter | I really don't have an answer for this. |
| Brad Vettese Executive Vice-President, Managing director, TMA Health | We need to work with the clients to help them see that we are more than an executional partner and we need to provide proactive recommendations on how to best connect to the client's target with effective engagementprograms. |
| Farah Brigante - Creative Director | We have so many tools at hand that our clients don't even know about (in the know). Let's show them that we are a powerhouse. Sometimes it comes to down to a budget issue. We don't invest money in certain clients to bring them those proactive ideas that could potentially help grow the business. |
| Ronna Antar, Associate Account Director | I'm very new here so I'm not quite sure yet! |
| Cory DeWeese, Director, Client Engagement | This varies by client, however i think there is always opportunity to grow organically. |
| Matthew Alaniz - Art Director | We need to focus on not only successfully fulfilling our scoped work, but also exceeding the expectations that we are only social content contained to one or two posts. Where can we grow a request for 1 gif, into a strategic video that can double the reach? How can we get our voice into conversations that are only for media buys/OLVs? |
| Sarah Amatuzio, Vice President, Creative Director | Some Account managers are too comfortable in our relationships and do not push for more work, either because they're too busy, or don't see the space for us to break through. |
| Craig Meyer, Associate Creative Director | See above. I feel that they agency is starting to do a better job at looking at which clients are just service-oriented and which are so-called emerging opportunities. |
| Amanda Levine - Director - Music, IP, Talent Services | More outreach in between deals. |
| Mike Fayne / Director of Project Management | Don't know yet, it's too early for me. |
| Rupert Huelsey, SVP Insights and analytics | Understanding their business. Understanding consumer thinking. Less focus on creative ideas. |
| Chris Ee - Associate Director of Insights & Analytics | actual problem solving - with numbers and results to back it up. Instead of just the next "big idea" which results then have to be retro-fitted. Our strategists are CREATIVE STRATEGISTS, not PROBLEM SOLVING strategists. Some of our accounts are doing better than others at this. |
| Amanda Bromwich, Assoc. Account Director, Health | To grow health accounts, we need bandwidth on the staff to focus on delivering with excellence while simultaneously building new relationships or figuring out how to bring new solutions proactively. |
| Marcos Sanchez, SVP, Health | Be less social-centric and more big-picture/strategic in its planning and offerings |
| Bob Moler, VP, Strategic Account Lead | Not sure this is an overt agency strength or weakness...this seems to ebb/flow within each group or account. |
| Erin Donnelley, Sr. Strategist | Not sure |
| Brad Groves, EVP Managing Director | Need to be less concerned about a specific practice and focus on the greater good. It should be TMA foremost, and practice secondary. |
| Greg Goldring, Senior Director, Sports | I think the agency most needs to evolve by focusing on specific capabilities for certain clients, not all capabilities. Proactive in principle, but refining the process would be helpful. |
| Melanie Alvarez, Account Manager | Ensuring that teams that have billable accounts, stay fully staffed throughout the year. |
| Jesslyn Rojas Associate Creative Director | I haven't been here long enough to answer this one. |
| Kevin Nalty, Strategy VP | Our agency needs to move upstream, and that requires us to let go of the specific "stuff" we can do. Instead we need to be more consultative and understand how to leverage the diversity of our practices. |
| Andres Valencia, Account Director | being more direct and purposeful about selling in the network of services and capabilities |
| Mary Semling, Managing Director, Chicago | We are not as proactive as we should be in growing current clients -- senior staff needs to free up time to network with clients and engage beyond the existing project/task at hand. |
| Hannah Redmond, Director of Strategy, TMADE | Need to give people on prospective growth accounts TIME |
| On a scale of 1-10, how well does the logic of a typical client presentation set up the program with an irrefutable logic trail? (10 = we are always strong in this area) | |
| Amy Repice, Account Director | 7 |
| Michelle Palmer, President Sports and Experiential | 6 |
| Basia Wojcik, Consulting Director | 8 |
| Chris Gilman VP Creative Director | 8 |
| Rachel Stoll, Sr. Strategist | 9 |
| Liz Panich Maiella, Vice President | 7 |
| Kelly Gloor- VP, Account Service | 8 |
| Sara Shiffman - Account Director | 6 |
| Blue Derkin, Director of Strategy | 7 |
| Teal Williams SAL | 4 |
| Betsy O'Phelan, Senior Copywriter | 6 |
| Brad Vettese Executive Vice-President, Managing director, TMA Health | 3 |
| Farah Brigante - Creative Director | 10 |
| Ronna Antar, Associate Account Director | 8 |
| Cory DeWeese, Director, Client Engagement | 6 |
| Matthew Alaniz - Art Director | 10 |
| Sarah Amatuzio, Vice President, Creative Director | 4 |
| Eleni Papadopoulos - Associate Account Director | 6 |
| Craig Meyer, Associate Creative Director | 7 |
| Amanda Levine - Director - Music, IP, Talent Services | 8 |
| Rupert Huelsey, SVP Insights and analytics | 6 |
| Chris Ee - Associate Director of Insights & Analytics | 7 |
| Amanda Bromwich, Assoc. Account Director, Health | 8 |
| Marcos Sanchez, SVP, Health | 7 |
| Bob Moler, VP, Strategic Account Lead | 7 |
| Erin Donnelley, Sr. Strategist | 7 |
| Brad Groves, EVP Managing Director | 7 |
| Greg Goldring, Senior Director, Sports | 7 |
| Melanie Alvarez, Account Manager | 8 |
| Jesslyn Rojas Associate Creative Director | 8 |
| Kevin Nalty, Strategy VP | 9 |
| Andres Valencia, Account Director | 7 |
| Lori Heckman Golden | 6 |
| Mary Semling, Managing Director, Chicago | 5 |
| Hannah Redmond, Director of Strategy, TMADE | 10 |
| How would you define a Consumer Insight? | |
| Amy Repice, Account Director | A truth about the consumer - a behavior, a common trend among them, a passion |
| Michelle Palmer, President Sports and Experiential | A piece of information about or from a consumer that guides the way we should engage with them and how they will potentially respond (behavioral, demographic, psychographic, etc) |
| Basia Wojcik, Consulting Director | The ability to gain an intuitive understanding of a consumer used to create increased effectiveness in marketing to such consumers |
| Chris Gilman VP Creative Director | Consumer Insight to be is that ah-ha moment where you can intersect a hidden truth about a shopper with something in the DNA of the brand. |
| Rachel Stoll, Sr. Strategist | Something that is surprising but shouldn't be since it's so obvious. |
| Casey Turner, Account Manager | A line of vision into the behavior of the target consumer |
| Liz Panich Maiella, Vice President | Targets lifestyle, behaviors and trends. |
| Kelly Gloor- VP, Account Service | A strategic lens, shaping and ultimately narrowing the view of the target for whom you're solving the problem for. |
| Sara Shiffman - Account Director | A consumer insight is an "aha" grounded in analytics that helps the client understand consumer needs or how a consumer perceives their brand |
| Blue Derkin, Director of Strategy | An a-ha moment that uncovers a truth about consumer behavior or desire that leads to a solution that the agency can provide. |
| Teal Williams SAL | a nugget of truth (recognized or otherwise) that uncovers an opportunity to speak to a consumer at a different/new level. |
| Betsy O'Phelan, Senior Copywriter | Quantitative data or qualitative interview results that give us information that help us to understand the consumer and market to them. |
| Brad Vettese Executive Vice-President, Managing director, TMA Health | An actionable undeniable fact about the client's key target that if used appropriately can lead to a positive behavior change |
| Farah Brigante - Creative Director | A trend that can align with the particular brand and increases the effectiveness of the product that we are selling to them. |
| Ronna Antar, Associate Account Director | An interpretation of trends and/or truths in people that aim to increase effectiveness of a product or service for the consumer |
| Mark Raithel, Senior Analyst | A piece of information that inspires and directs the strategy and creative. |
| Cory DeWeese, Director, Client Engagement | The agency's interpretation of a trend(s) in a specific consumer targets behavior. |
| Matthew Alaniz - Art Director | An insight that follows an in-depth measurement of fan behavior. |
| Sarah Amatuzio, Vice President, Creative Director | A fact about how a group of people within a certain demographic think or act right now. It's a "truth". |
| Eleni Papadopoulos - Associate Account Director | A trend in consumer behavior that will help inform a strategic or creative idea |
| Craig Meyer, Associate Creative Director | An idea based on a consumers behavior or mental attitudes that sparks strategic or creative marketing solutions that provides connective thread between your brands product and that consumer. |
| Katie Bertram, Account Supervisor | A consumer insight provides valuable context to data/research and adds an emotional connection to findings. |
| Rupert Huelsey, SVP Insights and analytics | Something actionable that is not necessarily unique or groundbreaking new, but creates a true lever for changing consumer behavior. It allows our team to better understand a consumer and to create an emotional relationship with them that grounds the whole team for their work (and is so impressive that it sticks with the team throughout the whole creative process, becomes a lens for their work) |
| Chris Ee - Associate Director of Insights & Analytics | A consumer truth that is actionable and can be leveraged to come up with programming |
| Amanda Bromwich, Assoc. Account Director, Health | A human truth that isn't abundantly obvious and directly tied to the specific target. It should be inspiring and not just a fact - it should speak to consumer behavior. |
| Marcos Sanchez, SVP, Health | Contextualize information that actually changes behavior |
| Bob Moler, VP, Strategic Account Lead | an underlying truth, belief or behavior of your target consumer along their path to purchase that sheds light on or helps solve a problem |
| Erin Donnelley, Sr. Strategist | Snackable information that helps inform campaign, content, and development of marketing executions. |
| Brad Groves, EVP Managing Director | An insight is a kernel of truth out of which great, impactful work can be developed. An insight is not just a statement of fact, it's a pivotal truth that is relevant in either rational or emotional terms, and ideally both. |
| Greg Goldring, Senior Director, Sports | Leveraging a fact of a human trend in a particular demographic leveraged for a campaign purpose. |
| Melanie Alvarez, Account Manager | Data that has been proven through market research, focus group, some kind of testing, etc. |
| Jesslyn Rojas Associate Creative Director | A consumer insight is a fact or observance drawn from the audience which had direct interaction with a brand or product. |
| Kevin Nalty, Strategy VP | A consumer insight is an "actionable aha." It must be something we can use to drive sales. And it should be something that make you scream "aha" like it's an epiphany. Not facts. An insight is a rare and usually not obvious discover about the consumer that can help our clients modify belief or behavior to grow brands. |
| Andres Valencia, Account Director | a nugget of info or data that taps into deep behavioral, emotional or attitudinal interactions |
| Lori Heckman Golden | Interpreting trends in behaviors to increase ability to target the consumer. |
| Mary Semling, Managing Director, Chicago | what a consumer believes about a product or brand |
| Hannah Redmond, Director of Strategy, TMADE | The “actionable ahas” of behavior that help us understand the relevant motivation/desires/needs that impact behavior - often found in research |
| On a scale of 1-10, how well do you orient your presentation 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) | |
| Amy Repice, Account Director | 5 |
| Michelle Palmer, President Sports and Experiential | 6 |
| Basia Wojcik, Consulting Director | 6 |
| Chris Gilman VP Creative Director | 8 |
| Rachel Stoll, Sr. Strategist | 7 |
| Casey Turner, Account Manager | 5 |
| Liz Panich Maiella, Vice President | 7 |
| Kelly Gloor- VP, Account Service | 8 |
| Sara Shiffman - Account Director | 2 |
| Blue Derkin, Director of Strategy | 6 |
| Teal Williams SAL | 3 |
| Betsy O'Phelan, Senior Copywriter | 6 |
| Brad Vettese Executive Vice-President, Managing director, TMA Health | 3 |
| Farah Brigante - Creative Director | 7 |
| Ronna Antar, Associate Account Director | 7 |
| Cory DeWeese, Director, Client Engagement | 4 |
| Matthew Alaniz - Art Director | 6 |
| Sarah Amatuzio, Vice President, Creative Director | 4 |
| Eleni Papadopoulos - Associate Account Director | 5 |
| Craig Meyer, Associate Creative Director | 5 |
| Katie Bertram, Account Supervisor | 8 |
| Rupert Huelsey, SVP Insights and analytics | 5 |
| Chris Ee - Associate Director of Insights & Analytics | 8 |
| Amanda Bromwich, Assoc. Account Director, Health | 8 |
| Marcos Sanchez, SVP, Health | 8 |
| Bob Moler, VP, Strategic Account Lead | 6 |
| Erin Donnelley, Sr. Strategist | 8 |
| Brad Groves, EVP Managing Director | 7 |
| Greg Goldring, Senior Director, Sports | 5 |
| Melanie Alvarez, Account Manager | 8 |
| Jesslyn Rojas Associate Creative Director | 7 |
| Kevin Nalty, Strategy VP | 9 |
| Andres Valencia, Account Director | 8 |
| Lori Heckman Golden | 5 |
| Mary Semling, Managing Director, Chicago | 5 |
| Hannah Redmond, Director of Strategy, TMADE | 7 |
| On a scale of 1-10, how well do you orient your presentation around a new and unexpected creative/concept/program/tactical idea? (10 = we are always strong in this area) | |
| Amy Repice, Account Director | 7 |
| Michelle Palmer, President Sports and Experiential | 8 |
| Basia Wojcik, Consulting Director | 7 |
| Chris Gilman VP Creative Director | 7 |
| Rachel Stoll, Sr. Strategist | 9 |
| Casey Turner, Account Manager | 4 |
| Liz Panich Maiella, Vice President | 5 |
| Kelly Gloor- VP, Account Service | 8 |
| Sara Shiffman - Account Director | 3 |
| Teal Williams SAL | 5 |
| Betsy O'Phelan, Senior Copywriter | 8 |
| Brad Vettese Executive Vice-President, Managing director, TMA Health | 7 |
| Farah Brigante - Creative Director | 10 |
| Ronna Antar, Associate Account Director | 8 |
| Cory DeWeese, Director, Client Engagement | 7 |
| Matthew Alaniz - Art Director | 5 |
| Sarah Amatuzio, Vice President, Creative Director | 8 |
| Eleni Papadopoulos - Associate Account Director | 5 |
| Craig Meyer, Associate Creative Director | 5 |
| Amanda Levine - Director - Music, IP, Talent Services | 8 |
| Katie Bertram, Account Supervisor | 8 |
| Rupert Huelsey, SVP Insights and analytics | 5 |
| Chris Ee - Associate Director of Insights & Analytics | 8 |
| Amanda Bromwich, Assoc. Account Director, Health | 9 |
| Marcos Sanchez, SVP, Health | 10 |
| Bob Moler, VP, Strategic Account Lead | 8 |
| Erin Donnelley, Sr. Strategist | 8 |
| Brad Groves, EVP Managing Director | 6 |
| Greg Goldring, Senior Director, Sports | 5 |
| Melanie Alvarez, Account Manager | 7 |
| Jesslyn Rojas Associate Creative Director | 8 |
| Kevin Nalty, Strategy VP | 9 |
| Andres Valencia, Account Director | 6 |
| Lori Heckman Golden | 5 |
| Mary Semling, Managing Director, Chicago | 5 |
| Hannah Redmond, Director of Strategy, TMADE | 5 |
| 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) | |
| Amy Repice, Account Director | 3 |
| Michelle Palmer, President Sports and Experiential | 6 |
| Basia Wojcik, Consulting Director | 9 |
| Chris Gilman VP Creative Director | 8 |
| Rachel Stoll, Sr. Strategist | 2 |
| Casey Turner, Account Manager | 5 |
| Liz Panich Maiella, Vice President | 2 |
| Kelly Gloor- VP, Account Service | 6 |
| Sara Shiffman - Account Director | 5 |
| Blue Derkin, Director of Strategy | 7 |
| Teal Williams SAL | 2 |
| Betsy O'Phelan, Senior Copywriter | 7 |
| Brad Vettese Executive Vice-President, Managing director, TMA Health | 3 |
| Farah Brigante - Creative Director | 8 |
| Ronna Antar, Associate Account Director | 7 |
| Cory DeWeese, Director, Client Engagement | 4 |
| Matthew Alaniz - Art Director | 3 |
| Sarah Amatuzio, Vice President, Creative Director | 2 |
| Eleni Papadopoulos - Associate Account Director | 8 |
| Craig Meyer, Associate Creative Director | 6 |
| Katie Bertram, Account Supervisor | 8 |
| Rupert Huelsey, SVP Insights and analytics | 5 |
| Chris Ee - Associate Director of Insights & Analytics | 4 |
| Amanda Bromwich, Assoc. Account Director, Health | 7 |
| Marcos Sanchez, SVP, Health | 8 |
| Bob Moler, VP, Strategic Account Lead | 4 |
| Erin Donnelley, Sr. Strategist | 7 |
| Brad Groves, EVP Managing Director | 8 |
| Greg Goldring, Senior Director, Sports | 10 |
| Melanie Alvarez, Account Manager | 9 |
| Jesslyn Rojas Associate Creative Director | 8 |
| Andres Valencia, Account Director | 7 |
| Lori Heckman Golden | 5 |
| Mary Semling, Managing Director, Chicago | 3 |
| Hannah Redmond, Director of Strategy, TMADE | 3 |
| Overall (and as you consider the questions above), what do you believe most holds your account teams back in terms of the effectiveness of your client presentations? | |
| Amy Repice, Account Director | We're often focused on delivering exact what the ask is to make sure the client is comfortable with the work, rather than bring them ideas that are new and scary right up front. We share these ideas as bonus ideas and preface them as ideas that don't exactly deliver on the brief. While the client is intrigued, they never pick those ideas. |
| Michelle Palmer, President Sports and Experiential | Storytelling--should be concise, supported by facts/insights, creative, innovative, on strategy, and visually appealing |
| Basia Wojcik, Consulting Director | Internal client alignment. Multiple inputs from the client don't always align with the decision makers views/expectations. |
| Chris Gilman VP Creative Director | On Arby's and WJD, our clients see us as the below the line agency and rarely let us out of that role. This may change as TMA becomes more ingrained in Alcone client list. |
| Rachel Stoll, Sr. Strategist | building out the business impact is probably the most consistent challenge I've seen in the last year internally. externally -- clients don't really like risk but how do you build a case for something that's never been done/tested before. Chicken/Egg problem. |
| Casey Turner, Account Manager | Forward thinking strategic thinking and bravery to present high level/ high impact concepts. |
| Liz Panich Maiella, Vice President | Lack of new ideas and demonstrating business impact. |
| Kelly Gloor- VP, Account Service | Anytime we give them what they ask for vs. giving them what they need/pushing them. |
| Sara Shiffman - Account Director | A lack of strategic direction to inform strong creative to get to an overall goal |
| Blue Derkin, Director of Strategy | Trying to predict what the client will say yes to rather than presenting the best idea we can. |
| Teal Williams SAL | The client's retainer doesn't cover strategy and therefore we rarely are able to demonstrate that kind of thinking. |
| Betsy O'Phelan, Senior Copywriter | I really don't have enough experience on this team to say. On previous teams, process issues held us back more than anything else - not having proper timelines and accountability. |
| Farah Brigante - Creative Director | Out team is pretty thorough when it comes to client presentations. Sometimes when there are no new insights, that can cause the presentation to be expected. |
| Ronna Antar, Associate Account Director | Lots of layers and old processes to get through. Also knowing the clients and guessing what they will and won't like. |
| Cory DeWeese, Director, Client Engagement | Time, and from an historic standpoint we have not had a planner role available until recently. |
| Matthew Alaniz - Art Director | I think there is a lack of that "shiny toy" aspect of our presentations. Insights are our great strength, how can we better serve up our bigger/better ideas and really defend those risks/explorations. |
| Sarah Amatuzio, Vice President, Creative Director | Not knowing what a good presentation is. |
| Eleni Papadopoulos - Associate Account Director | Enough time to put the proper thinking down on paper |
| Craig Meyer, Associate Creative Director | Our tendency to approach each project based on solutions to their specific deliverables, not solutions to their business needs. |
| Mike Fayne / Director of Project Management | I have yet to see a client presentation at TMA as I'm only a few weeks in here. So I don't feel I can rightfully grade us on this. |
| Rupert Huelsey, SVP Insights and analytics | Our account teams see themselves as the 'make it happen' team. Lack of reflection on consumer and business is a big hurdle |
| Chris Ee - Associate Director of Insights & Analytics | Inconsistency of quality across accounts |
| Amanda Bromwich, Assoc. Account Director, Health | The tie between insight to creative expression in a way that demonstrates the business impact -- the business situation gets lost too often or the acct team are the only people in the room who can explain how a concept or tactic will drive business |
| Marcos Sanchez, SVP, Health | Too many chefs in the kitchen |
| Bob Moler, VP, Strategic Account Lead | The one area that we struggle with the most is understnading the retailer's role and or how they make decisions to "buy" a program from our clients. This could be much stronger in my opinion. |
| Erin Donnelley, Sr. Strategist | lack of resources |
| Brad Groves, EVP Managing Director | adhere to a responsible timeline to ensure all work is supported by the account team |
| Greg Goldring, Senior Director, Sports | N/A - For the PRE team we have not been involved in presentations as much as we have been in day-to-day work to improve effective negotiations. |
| Melanie Alvarez, Account Manager | Not enough information from other departments to be able to really sell new ideas |
| Jesslyn Rojas Associate Creative Director | I have not had several formal client presentations with this account team to really make a sound experience based judgement on them |
| Kevin Nalty, Strategy VP | Clients and account people have a tendency to refer to any information about customers as an insight. Many of our decks boast pages upon pages of "insights" that are no more than facts. We need to align account/I&A/strategy to find what makes our client's |
| Andres Valencia, Account Director | providing actionable and directional takeaways - providing content for the data's reason for being |
| Mary Semling, Managing Director, Chicago | We don't always put together the best team for the job and we don't allow adequate prep time |
| Hannah Redmond, Director of Strategy, TMADE | Lack of time; and our role/lane on the accounts I work on. exposure to senior clients as well. social is often under PR/Media not brand which can hurt us in this way. |
| Overall, where does the agency most need to improve as it relates to Organic Growth? | |
| Amy Repice, Account Director | Understanding all of our capabilities, having strong case studies on hand to sell in these capabilities, and staying tuned into our client's businesses where we can find unique opportunities to sell them in. |
| Michelle Palmer, President Sports and Experiential | More focus and proactive delivery |
| Basia Wojcik, Consulting Director | Breaking out of that "box" that clients put us in for the initial 1-2 capabilities they hired us to do |
| Chris Gilman VP Creative Director | I think that we should push those disciplines that our current clients are unaware of even more. I also think that there are clients that are part of larger groups, Brinker International with Chili's, The West River Group with Top Golf and Roark capitol with Arby's. |
| Rachel Stoll, Sr. Strategist | understanding where to really focus and how -- for accounts with an interagency team it's not about selling in other TMA services but about opening up the client side portfolio vs. accounts we have more control over and pitching in new services. I think sometimes that gets confused and people get frustrated when the realities of accounts aren't understood. |
| Casey Turner, Account Manager | strategy and creative thinking, fully staffed account teams |
| Kelly Gloor- VP, Account Service | Go after one opportunity at a time. Build strong relationships to get ourselves a seat at the table, and when we see a time to strike, go for it. |
| Sara Shiffman - Account Director | Strategic insights and an understanding of clients business and objectives |
| Blue Derkin, Director of Strategy | Keep bringing forward thinking, high priority work. |
| Teal Williams SAL | Introducing some of the sports and experiential clients to the shopper/consumer/instore teams. |
| Betsy O'Phelan, Senior Copywriter | I think we have a lot of great strategic and creative thinkers at TMA, and I think we are all held back by lack of a cohesive process to keep us organized and provide a framework in which to work effectively. Presentations and projects tend to feel very "seat of the pants," which creates anxiety, which is anathema to creativity. |
| Brad Vettese Executive Vice-President, Managing director, TMA Health | Truly understanding the client's overall business and what makes them more successful. |
| Farah Brigante - Creative Director | Investing money in bringing new ideas to clients. We'll need to take the time to come up with breakthrough relevant ideas which can ultimately bring in meow revenue if the clients buy off on the idea. |
| Ronna Antar, Associate Account Director | Again, I'm new here so it's hard for me to say, but I think having people coming from different areas/backgrounds/categories can only help the agency grow. This way we have the skill set and capabilities (and scale of people) to handle the next project or client, etc. |
| Cory DeWeese, Director, Client Engagement | Investing in it as much as the RFP opportunities. |
| Matthew Alaniz - Art Director | Improving visibility of our capabilities with the client is key. In order to step away from the kids table, we gotta show we've already been at the big table and impressed with award winning campaigns. |
| Sarah Amatuzio, Vice President, Creative Director | Strategic thinking. |
| Craig Meyer, Associate Creative Director | We have the tools as an agency to really stand out but how do we change their perception when they hired us for one specific ask. I.E. shopper AOR or social AOR. How do we elevate our work out of service oriented mindset to a more creative-minded agency delivering business change. |
| Mike Fayne / Director of Project Management | I don't know yet. |
| Rupert Huelsey, SVP Insights and analytics | Business acumen |
| Chris Ee - Associate Director of Insights & Analytics | Staff up accordingly to better service accounts |
| Amanda Bromwich, Assoc. Account Director, Health | Having a plan and supporting the staff by allowing enough bandwidth to focus on organic growth |
| Marcos Sanchez, SVP, Health | Looking at a client's business holistically to discern an opportunity that may not be marketing or advertising in nature |
| Bob Moler, VP, Strategic Account Lead | Support. As a business grows, especially if it grows exponentially, it requires greater support and expansion of teams which is often left to the last minute as balance between what is truly sustained "organic growth" and what is episodic. |
| Erin Donnelley, Sr. Strategist | Strategy |
| Brad Groves, EVP Managing Director | We need to tell the world, starting with our Clients, everything we do and why it will make them heroes inside their own organizations. |
| Greg Goldring, Senior Director, Sports | Growing individuals in other areas of the company to continue growth of employees. For example at a large client, we have individuals rotating teams every 2 years even if they are not naturally experts in another field to keep things fresh. Even if that were done with 50% of someones capacity it would keep employees fresh. |
| Melanie Alvarez, Account Manager | I think knowing who to go to if you want to sell something new in a different practice area of TMA. It's easy to find who leads that practice but who's more in the weeds who can provide you some useful information? It's sometimes not comfortable reaching out to someone so high up. |
| Jesslyn Rojas Associate Creative Director | With having a strong set up of process for the agency as a whole. |
| Kevin Nalty, Strategy VP | Ensure that account teams are considering other disciplines. Earn right to get higher in account. |
| Andres Valencia, Account Director | showcasing--via relevant, business impacting case studies--our multi disciplinary capabilities investing in key areas where our competitors are that we already are not (i.e. content production capabilities. new/emerging media/tech platforms) |
| Lori Heckman Golden | How we're presenting ourselves in the marketplace with the combined TMA talent/PRE. |
| Mary Semling, Managing Director, Chicago | Senior staff needs to gain better/broader understanding of client as a whole vs. the specific project we are working on |
| Hannah Redmond, Director of Strategy, TMADE | Give people who are interested in growing the accounts and doing innovative work more time to do so. |
| Any final thoughts for us as we prepare to lead you through the training program? | |
| Chris Gilman VP Creative Director | I am excited to speak in one language and have the development of one brief. Anything that brings us together and creates synergy. |
| Kelly Gloor- VP, Account Service | Every business/client is different, solutions are not a one size fits all. It takes intuition and calibration. Account management and businss dev is an art, a dance-not an exact science. |
| Blue Derkin, Director of Strategy | None |
| Brad Vettese Executive Vice-President, Managing director, TMA Health | What tools and processes will we have at our disposal after the training that will help us function at a higher level with our client's. |
| Farah Brigante - Creative Director | Interested to learn about how we can push our clients and how we can go after organic growth. |
| Ronna Antar, Associate Account Director | Looking forward to it! |
| Cory DeWeese, Director, Client Engagement | I'm excited to learn more. |
| Matthew Alaniz - Art Director | Looking forward to discuss how the environment of the team can evolve to promote bigger better work, and encourage friendly competitiveness with our IAT groups. |
| Sarah Amatuzio, Vice President, Creative Director | Please remind everyone that instigation isn't just a process; it's about who we are as a company and what we believe makes us different. |
| Craig Meyer, Associate Creative Director | LOOKING FORWARD TO THIS! |
| Mike Fayne / Director of Project Management | Being new, I'm coming at this from the perspective of learning how our agency does things differently than other agencies I've worked at in the past. |
| Katie Bertram, Account Supervisor | I'm new to TMA so looking forward to this training program and how I can apply these learnings to my account! |
| Rupert Huelsey, SVP Insights and analytics | I am curious if the account-centricity of the last page or two will be reflected during the training? My hope is that we will talk about how not only account but the whole team is a vital part of developing new business - and how this works as a team and is based on a culture change. I find some of the questions/choices within some of the questions to be the same thing expressed from different angles. |
| Chris Ee - Associate Director of Insights & Analytics | We are a great agency with significant potential - but we just lack so much on being proactive and growing. We're very, very, reactive |
| Amanda Bromwich, Assoc. Account Director, Health | // |
| Marcos Sanchez, SVP, Health | Glad to see we are offering the training...it should make us better |
| Bob Moler, VP, Strategic Account Lead | N/A |
| Erin Donnelley, Sr. Strategist | nope |
| Greg Goldring, Senior Director, Sports | We love coffee :) |
| Melanie Alvarez, Account Manager | no |
| Jesslyn Rojas Associate Creative Director | Excited to see what this training will bring |
| Kevin Nalty, Strategy VP | Consider account training. At my last agency we had a one-week program to teach them how to listen, solve problems, negotiate scope, manage difficult clients. |