Catching That Perfect Wave, And More With Marisa Vallbona, APR, Fellow PRSA

By Edward M. Bury, APR, MA (aka The PRDude)

Since her “media debut” as a child decades ago, Marisa Vallabona, APR, Fellow PRSA has led an extraordinary life. To start, she speaks four languages! Decades ago Marisa founded CIM Inc PR, an award-winning public relations firm that continues to thrive in today’s challenging communications market.

She’s held national positions with the Public Relations Society of America and served on the Universal Accreditation Board, where we first met. A Californian, she engages in a challenging water sport popularized in the Golden State. And, Marisa battled and beat a foe that has altered society around the world.  Below are Marisa’s responses to questions in this latest PRDude profile of public relations leaders.

Marisa Vallabona, APR, Fellow PRSA

1.  Your website profile states you became enamored with communications as a child following a news story involving you frying an egg on the sidewalk. Can you please elaborate how this developed?

I was 12 years old and it was a super hot day in Houston to the point we could see steam rising from the asphalt. As kids usually do at that age, I was hanging around with my sister and a group of friends from the neighborhood. She had the idea to see if we could fry an egg on the sidewalk. We were surprised to see it actually fried, so we called the local newsrooms to tell them. One of the news stations sent out a crew and I went on camera. I fell in love with news from that moment forward. It was thrilling.

2. CIM Inc PR provides a wide range of services for a wide range of industries. How has client service changed over the years you’ve been in business? What has remained constant?

Service is the hallmark of any successful PR firm. We’ve been in business 30 years (since 1990) and client service has changed dramatically in the sense that so much more is done electronically and clients expect much more availability. The more business gravitates toward texting, email and Zoom, the more I make it a point to meet in person with my clients. I find that personal touch makes a massive difference in our relationship and success. Over the 30 years we’ve been in business, I’ve found that there are unrealistic expectations for delivery and there’s a lot more stress as a result. It’s also frustrating when some start ups think they can do their own PR because they found a do-it-yourself PR kit online; then they come running back asking for help because they realize it’s a lot harder than they thought. They don’t realize that established relationships make a significant difference in outcome. What has remained constant? Expectations of quality, consistency, news coverage, sound and strategic counsel, and creative ideas have remained constant. Key though is that while anyone can start a business in today’s electronic era, they’ll quickly fail if they don’t have solid and sound knowledge of the industry and if they don’t keep up with professional development. And, our industry is evolving so fast that keeping up requires constant effort and discipline.

3. We met way, way back in 2005 through our service on  the Universal Accreditation Board. Does the Accredited in Public Relations (APR) credential hold the same value today?

I do believe the APR holds value because it tests and asserts that the professional who holds Accreditation has the necessary knowledge, skills and abilities for the profession. However, it’s not necessary. I know countless non APR PR professionals who are equally if not more qualified than some APRs. Earning the credential is a matter of personal preference and should be something one strives to achieve for their own mastery and self and career confidence. I did it for that reason and I used the opportunity to raise my consulting rates. It should not be seen or used as a reason to say one professional is better than another because that is simply not true.

4. Now, must get to a somewhat serious question. Over the past few weeks, you shared a video and commentary on battling a serious illness. Can you please elaborate and share insight and advice on how you coped?
My doctors diagnosed me with COVID-19 and it was horrible. I’ve never been sicker in my life, struggling with shortness of breath, dry cough and fever for over five weeks. I rarely left my bed and if it had not been for my boyfriend, who stayed by my side the entire time, I don’t know what I would have done. There were two instances where I choked and gasped for air and if it hadn’t been for the inhaler my doctor prescribed me at the onset of my difficulty breathing, I truly believe I would have choked to death. It’s been over 10 weeks and I am now left with Reactive Airway Disease. I just started surfing again a few days ago (with a rescue inhaler in a waterproof fanny pack) and my lungs are shot after an hour of surfing, which is something in the past I never would have thought possible. I used to be a marathon runner, have never smoked a cigarette in my life and rarely ever get sick. This has been a tremendous struggle and continues to haunt me daily. 
5. Okay, let’s conclude on a lighter note. You’re a surfer girl. You live in greater San Diego. What advice can you give a Chicago guy who has aspirations to surf the wilds of Lake Michigan?
Take a surf lesson before you try it and get ready to fall in love with the sport. Your life will never be the same in the best way you could ever imagine. I promise! 
* * *
An aside: Way back in 1982 (or thereabouts), I visited some friends who moved to Southern California. Off on my own, I drove my rental car to LA, then took Highway 1 south, stopping in Newport Beach.  My objective was to surf!  Hey, man, I passed the lifeguard test and was an excellent swimmer.  I could do this.
Well reality took over as I encountered waves higher than the home I lived in and water that was really, really cold. I watched the surfers for a while, then headed south to San Diego.
 

Rick Aspan, APR, Talks of Future Following Career in Technology Communications

By Edward M. Bury, APR (aka The PRDude)

So, what’s next for a public relations leader who forged a very successful three-decade-plus career in the technology industry and decided to seek a new direction in life? Rick Aspan, APR, will find an answer in the days to come. The first public relations pro to be featured in 2020, Rick shares thoughts on his work at a multi-national firm, the value of earning the Accredited in Public Relations credential and the professional baseball team he’s rooted for all his life.

1. You recently retired after 15 years as VP and global head of Corporate Communications for North Carolina-based CommScope, and you did so based in their Westchester, IL office. On the company website, CommScope is described as a leader “in innovating the network infrastructure of the future.” Please describe your role and responsibilities with the company.

I led a global team of nine talented people, and we provided the media relations, employee communications, social media, industry analyst relations and executive communications support for CommScope around the world.  The company now has approximately $10 billion in annual sales and 30,000 employees, with manufacturing, sales, engineering and administrative facilities in numerous nations. Needless to say, we stayed very busy, but I’m proud of all we did—we consistently outperformed and delivered results that enhanced the company brand, perception and performance.

2. How did you gain the experience required to lead communications at a publicly-traded technology company?

Rick Aspan, APR

Since my dream was to be a sportswriter, clearly there was an early fork in the road and a ton of experience gained along the way! I was fortunate to work at companies and for people who appreciated aggressiveness and creativity, which provided countless ways to learn by doing.  And, as a non-technology guy who has worked in technology for 35 years, I quickly realized I’d never be the smartest person in the room, but I sure can be the best business communicator they’d ever seen by being open to learning and developing. It never hurts, either, to have worked with some great leaders—my direct managers and company executives—who trusted me and from whom I’ve benefited tremendously.

3. What were some of the challenges you encountered? Did you ever have to mitigate a crisis?

With a relatively small team and budget, it felt every day presented some sort of challenge just to keep our collective heads above water! And I’m thankful that I never had to manage through a big-scale, headline-generating crisis.

But in the spirit of your question, I’ll point to two specific challenges.  First, as a supplier to all of the world’s top networking companies (think AT&T, Telefonica, Comcast, Microsoft, etc.), we serve industry giants and compete against some well-known brands.  But CommScope isn’t as well known, especially outside of our industry and because of its rapid growth via acquisition. So the communications team embraced this great opportunity (er, challenge) to make stronger connections to our customers and potential customers via PR and social media, while also building greater brand awareness outside of our traditional industry markets where we’re already well known. So far, good progress that I’m confident will continue after I’ve left.

Secondly, in employee communications, I’ve always joked that CommScope represents the perfect storm of employee communications challenges by nature of its workforce. For example:

  • 30,000 or so employees in numerous countries and nearly every time zone
  • Approximately 50% of those employees work in manufacturing, distribution or transportation functions where they are “non-connected,” or without workplace access to computers and Internet
  • More than 10,000 employees don’t speak English

So every global communication requires additional levels of planning and creativity to ensure that our diverse set of employees have a relatively equal chance to receive it, understand it and embrace it. We’re always translating copy, voicing-over videos, adjusting for time zones, and coaching regional and local leadership to boost our chance of success.

4. We met way, way back in 2003 when you were a panelist on my APR panel presentation. (Thanks again for advancing me!) How did earning Accreditation contribute to your success in public relations?

Wait, we let you through?  Haha. Earning Accreditation certainly helped me and was one of the most meaningful steps I took in my career in terms of personal development. And I emphasize “personal.” No one makes us do it, but choosing to take on this challenge and earn APR made it that much more significant to me. I did it for me, while it also helps advance our profession. Sure, I learned some new things even though I was mid-career when I did it. More importantly, the Accreditation process helped me take what I already knew and structured it in a way to be more meaningful and actionable for the rest of my career. Sort of like a guy who has played golf for several years and is good at it, then decides to take his first series of golf lessons. (If you’ve ever done that, you’ll know what I mean!)

5. Now, on to a less serious topic. From your Facebook posts, I see you are die-hard Chicago White Sox fan. The team made some significant off-season moves.  So, how will the Sox fare in 2020?

I’m stoked by the team’s progress and changes, but like a true South Sider, I will always be restrained in my optimism and fearful of the worst happening until I actually see good things unfold on the field. There was considerable energy and enthusiasm in the stands last season, despite the lousy team record. So yes, I’m excited. Let me put it this way….for the first time in years, I’m already blocking out my calendar for October.

Patti Temple Rocks Talks About Public Relations and Lots More

By Edward M. Bury, APR (aka The PRDude)

The subject of today’s post, public relations leader and author Patti Temple Rocks, certainly is well-traveled — in a lot of ways.

As you’ll learn shortly, Patti has held top management positions on the agency and corporate side of public relations. She’s written a well-received book about an increasingly widespread practice in modern business and society.

And, Patti is passionate about visits to exotic locales — but finds true solace much closer to home in Chicago.

Want to learn more?  Please read this dialogue.

1. You’ve held senior communications positions at iconic companies — Golin, Leo Burnett and Dow Chemical. What was the one principle that guided how you managed communications programs?

Yes, there’s a humorous side to Patti Temple Rocks.

I learned a great deal from the late, great Al Golin; but one of my most important lessons of all from Al was the importance of trust — in every single thing we do.  I wanted my clients, my bosses and my teams to always, ALWAYS, know that they could count on me to do what I believed was the right and best thing.  And to know that I  would never, EVER intentionally hurt someone for my own gain.  Trust — that’s what it’s all about.

2. Why did you pursue a career in public relations? Did you envision working in communications during college?  Was there a mentor who inspired you to pursue public relations?

I started my college years thinking I wanted to go into retail merchandising, but a semester working the sales floor at Marshall Fields convinced me otherwise.  I learned that about myself early enough that I was able to change my major. I actually majored in public relations in college — even though it wasn’t an official major where I went to school (Albion College).  Albion offered a program called Individually Designed Major, and if you could convince two professors and the Academic Dean that the course of study you put together actually made sense, it was likely to be approved.  In my case, I had a concentration of communications classes, business, English and took two advertising classes at Michigan State University — which was about an hour away. I guess you could say by the time I graduated from college I was quite sure what I wanted to do!

3. Okay, let’s move on. In January of this year you published, “I’m Not Done,” a well-received book on ageism in the workplace. What compelled you to write the book?

I felt strongly that ageism in the workplace was a topic that needed to be raised and talked about.  It is often said that ageism is the last socially acceptable form of discrimination and I have definitely seen  — and even felt — plenty of it in my almost four decades in the business.  But as sure as I am that ageism in the business world is a problem, I am just as sure that much of the ageist things people say and do come from a place of unconscious bias, rather than an intention to inflect harm.  In many ways I am an eternal optimist, so I hoped that by writing my book I could both start and stoke a healthy discussion about ageism — something that has for too long been ignored.

4. In March, it was announced that you’ve been appointed head of client impact at ICF Next, a global marketing agency based in Chicago. Please describe your roll with the agency. How has your four-decade career prepared you for this position?

My role as Head of Client Impact (basically a Chief Client Officer) at ICF Next means that it is my job to make sure that all of our clients are getting our very best.  Our very best people, our best ideas, our best quality and our best service.  In order to be effective at doing that, I need to first make sure that our people have the resources and coaching that they need to be successful.  I also need to know what good work looks like so I can build the relationships with all of our specialist talent to ensure that we deliver amazing work to our clients every single time.  And finally, I think it is vital to being successful in this role that I know the world that the client lives in — and I do, because I’ve been one.  I think my four decades has completely prepared me for this role because I have both been a big client, and served big clients; and having worked on both the PR and advertising side of the business, I think I am well positioned to understand the new world of agencies — which is neither traditional PR nor traditional advertising.  I like to tell young people that they are entering this business at the perfect time — they will be able to help us figure out what we call this new genre of agencies!

5. We’ll finish on the lighter side. The image of you on your LinkedIn profile shows you in an exotic locale. (Santorini?) What’s your favorite travel destination and why?

That is like asking a parent to pick his or her favorite child!  I simply cannot do it. The picture was indeed of me in Santorini, and I joke that the beauty of that island makes everyone look like a movie star.  Santorini is both classically beautiful and thriving. This summer, I was in Vietnam and Cambodia with my son, and I cannot get the people of Cambodia out of my head or my heart.  Cambodia is the polar opposite of Santorini from an economic health standpoint, but I loved them both for different reasons.  But if you really must ask me to chose one — it has to be Glen Arbor, Michigan, which is, and has been, the gathering place for my family for almost 50 years.  It is where my stress melts away and my happy memories accumulate.

 

Skilled, Savvy Communicator Debbie Harvey Charges Ahead with New Integrated Marketing Agency

By Edward M. Bury, APR (aka The PRDude)

The entrepreneurial spirit is alive and well in the modern business world today, and that includes the integrated marketing communications arena. Our subject for today’s Q&A post is a prime example. Debbie Harvey, MS, APR, recently decided to transition from a senior position with the American Medical Association to form a boutique Chicago-headquartered business, DHW Executive Consulting, LLC. In this engaging conversation, Debbie shares thoughts on what prompted her decision to launch a new company, the state of communications in 2018 and a subject dear to her heart — domestic and international travel.  For the record: I have known and worked with Debbie for nearly a decade through our volunteer participation in PRSA Chicago.

Entrepreneur and savvy communicator Debbie Harvey.

1. The first and most pressing question: What were the factor(s) that compelled you to leave the association management world to start your own business?

After nearly 20 years leading brand strategy and corporate communications both in-house and on the agency side in healthcare, I founded DHW Executive Consulting LLC based on the concept that businesses and brands need smart, experienced integrated marketing and communications executive support often without the hassle and expense of big agency commitments. At DHW Executive Consulting LLC, you’ll get breakthrough integrated marketing communications solutions through executive level insights. I have the savvy know how and creative chops to help build brands winning strategies – and then make them happen!

My focus is on brand/rebranding strategy and campaigns, marketing and communications planning, executive/leadership communications, event marketing, internal communications, product launches, and corporate communications.

I’m building a company that is dynamic, thoughtful, experienced…and fun! That’s what an ideal partner brings to the table, and that’s what you’ll get if you partner with me. So, let’s pull up some chairs to this proverbial table and chat!

2. You have an impressive curriculum vitae, including leadership positions with a global public relations firm and marketing leadership at the largest national physician association. How will you transfer skills and experience cultivated in these larger environments to the new consultancy? 

Currently I’m helping select organizations with leveling up their brand strategy and storytelling, and others with their integrated marketing and communications planning, both in the healthcare space and beyond. Launching a consultancy is something that has been intriguing, exciting and scary all at the same time. But, as Eleanor Roosevelt once said: “Do something that scares you every day.”

My background is in integrated marketing communications, which, for the early to mid-2000s, this kind of approach felt like screaming into a hurricane. There were so many silos among communications and marketing ownership, really to a client’s detriment. Times are finally evolving, and it’s critical for successful C-suite executives to bring a holistic perspective to the marcom landscape. I believe successful integrated marketing communications professionals can help pull back the lens on brand planning and ensure channels work more seamlessly together for greater impact and success.

3. Now, let’s explore the state of public relations and communications. What are the greatest challenges facing the profession today, given the continual claims of “fake news,” unceasing amount of uncontrolled and unregulated digital messages, and gradual decline of traditional news sources? 

You’ve hit the nail on the head with some of the biggest challenges in the communications world today. With an attack on the entire public relations profession given today’s political environment, to an attack on data security and how people engage with social media given the Cambridge Analytica crisis, PR/comms professionals face an uphill battle in effecting positive change – for themselves and the brands they represent. That said, it is still an exciting time for those professionals who commit to this profession – and commit to doing it well. A recent Sprout Social study revealed that two-thirds of consumers now expect brands to have a stance on political and social issues, making it all the more critical for communications professionals to guide and develop a brand and/or corporation’s story and how it shows up, where it shows up and what it means to its stakeholders.

4. We met through our involvement with the Chicago Chapter of PRSA, where you served as President in 2012. How did your participation in PRSA (and other volunteer activities) contribute to your growth and development as a modern communications professional?

I have been a member of PRSA and its Chicago Chapter for more than a decade, and was first attracted to joining the Chicago Chapter board due to its board members’ passion and dedication to advancing the profession and helping local practitioners. I began as the sponsorship chair, and after increasing sponsorship revenue for the chapter 25 percent in a year, became the president elect and subsequently, the president. During my tenure, I had the privilege of leading both seasoned and mid-career professionals and together we developed and launched the first-ever PRSA Midwest Conference, which included 13 regions.

The PRSA experience gave me a platform to hone my leadership skills, business acumen, and energy and drive to “get things done efficiently.” There’s a great Forbes article on entrepreneurship and increasing productivity.

This experience catapulted the progression of both my career and confidence to launch a business, and I am thrilled that many of my former PRSA colleagues and friends have reached out. It is a true community.

5. Okay, time to lighten things up. You and your husband are avid travelers. (Note: I appreciate your sage insight on Charleston, SC.) What destinations are on the proverbial horizon for 2018 and beyond?

I get the travel bug fairly often, whether it be jaunts to our favorite U.S. city (Charleston) or back to my hometown in NYC, but we also look to have an international adventure once a year. Traveling to new places is a great reminder that life is more than your job and your city (or country) – it’s important to continuously learn about other cultures, history and customs to be a well-rounded person.

I’m heading to the Amalfi Coast and Montenegro to celebrate a milestone birthday in a few weeks, and excited about experiencing each country’s personality…and food, of course! Beyond this year, I’ve been reading more and more about Latvia and its fascinating culture. Latvia is known as “the singing nation,” singing being the country’s most unifying force. As a lover of music (and food), it’s climbing higher and higher on my “must do” near term list.

But for now, arrivederci!

 

 

Masi Brothers Guide Creative Agency Torque Digital to 25th Anniversary

By Edward M. Bury, APR (aka The PRDude)

What’s stronger than one outstanding creative communications professional? Well, how about two?

That’s the case at Torque Digital, a Chicago-based integrated marketing agency that recently celebrated its 25th anniversary with a summertime-themed party at the company’s way-cool loft style offices in Chicago’s rapidly evolving West Loop Fulton Market neighborhood.

Torque was founded by brothers Eric Masi and Kevin Masi, creative guys steeped in the fine arts and balanced by strong business skills and dedication to their wide roster of clients.

This Q&A conversation, edited slightly, was conducted earlier this month. A short disclaimer: While managing marketing and communications for a Chicago-based association, I worked with the Torque team and was very pleased with the quality and caliber of the work produced, as well as the dedication of the account staff.

So, let’s get started.

Here are thoughts from Co-Founder and President Eric, and Co-Founder and CMO Kevin.

1. What was the impetus behind the formation of Torque?

Eric: Kevin and I went through the same fine arts training at the University of Illinois; we’ve been artists since we were toddlers. After we graduated, Kevin went into real estate and I ended up at an agency. But we are artists at heart. That was the catalyst. We are visual artists, marketing thinkers and designers. This compelled us to start an agency that embraced all three disciplines.

Kevin: Eric and I started Torque when we were young enough to still be casting about to decide what direction to take in life, in terms of profession and gainful pursuit. We were inspired by the vastness of the marketing and advertising world and the access to business in general. We were inspired by the chance to build our creative skills, critical thinking and craftsmanship. Knowing as little as we did back then, we were industrious and undaunted enough to plunge in and work diligently.

2. After 25 years, what is the most significant change in the marketing industry?  (Besides the rise of digital, of course.)

Torque Co-Founder and President Eric Masi

Eric: Digital is an easy thing to point to in terms of change in the marketplace. The outcome that is more interesting is the decentralization of small agencies, these micro agencies of two and three people. These firms are able to manage large accounts by putting together virtual teams. Another change that we’re seeing now: Digital and the web has democratized creative and facilitated a lot of services. You can buy a logo by posting a request and ask designers to bid on the project. You can hire a photographer anywhere in the world.  This is really changing delivery and capacity costs. And now, Google is digitizing its algorithm and programs, so you can almost remove the strategist.

Kevin: So much has changed in the way we all live. We started the business on the basis of being able to buy a Macintosh computer and learn “desktop publishing” as a lightweight way to start a business in an otherwise more capital and material intensive industry. The biggest thing to change is the increase of complexity. You can see this in three big areas: 1) Mature business and product categories need to work much harder to compete and grow. This is both an opportunity as companies need more help and also a challenge as the problems also increase exponentially. 2) The second consequence of complexity is the opposite, in the form of an exploding niche marketplace. We are constantly taking a deep dive into some subtle, detailed business model that must be decoded for the world to understand. It’s often hard to tell if they are brilliant or wacky. 3) Lastly, complexity has driven us to diversify our offerings and to be constantly learning about new aspects of technology, marking channels and more. And of course hiring a wider array of people and skills to do the work. And with talent has come a steady rise in labor cost as well as honing of skills to manage and lead Millennials.

3. Torque has a specialty in real estate marketing. And, you’re located in the on-fire Fulton Market District. What strategies and tactics are real estate companies employing to remain competitive in today’s rapidly evolving market?

Eric: It’s almost more fun to talk about what’s not working. In many cases, real estate is 10 to 15 years behind the curve in terms of marketing, and the industry is now starting to wake up. Developers are now renovating old warehouse spaces.  And, with all the space available, the big difference in marketing is how well it connects to the brokerage world. The point of difference often is the marketing. With all this massive renovation, the developer wants to appeal to Millennials and convey a lifestyle. This has to be communicated in a compelling way. It’s not enough to say, “Our property has a tenant lounge and a rooftop deck.” There’s all kinds of shades of grey in this type of promotion. It clutters the experience. We’re in the middle and help articulate what’s unique about the property. One way we do this is through a process called Brand Bedrock®, which allows us to help build a brand around a property. It’s a fairly involved process, but it’s at the core of what we do.

Torque Co-Founder and CMO Kevin Masi

Kevin: We love real estate! Yes, we live in an exploding market which doesn’t seem to need much help to lease, sell or otherwise deploy and stabilize assets. However, in mature markets, the ones being bled dry by new exciting developments, companies are working hard to remain competitive first through the usual means of making capital improvements to their properties and of course taking marketing more seriously. For new and exiting properties we know its an amenity war. The developers and owners who are succeeding are doing so by dialing into the building experience and needs of potential leasing companies (for commercial properties). This comes down to digging deep to understand what users want and showing companies how they can attract and retain talent as well as support their productivity within the given property. This happens when owners can bring to life the right qualities of a property experience: Health, transit, education, collaboration, aesthetic, entertainment, discovery, status. And so on. Another emerging approach is to develop brand meaning and purpose for the company, as well as for their individual properties. It’s an exciting time for marketing to be able to develop strategy and insight for companies going through this process.

4. Other brothers have been successful in the advertising/marketing industry. Saatchi and Saatchi come to mind. What are the benefits and challenges of working with a sibling?

Eric: It works both ways. There’s lots of challenges, and a lot that we’re not entirely conscious of. The classic model of good business partners for entrepreneurs is that one has the vision and is the creative person, while the other manages implementation and logistics and is grounded in the reality side of the business. Kevin and I are both visionaries. But when it gets down to it, he is more of the implementer than I am. Recently, we brought my wife, Jennifer into the business and the three of us are partners, and the three of us implement our visions.

Kevin: The biggest benefit we’ve enjoyed is the ability to exchange and build ideas quickly because we have such a long shared past and a way of communicating. Trust has been an enormous benefit as well. The challenge with both of these is to translate our qualities to a broader team so they can participate as well. Intuitive and innate skills are hard to pinpoint and teach.

5. Torque is know for outstanding strategic communications campaigns. But it’s also known for  hosting outstanding themed holiday parties. Who handles the creative side, and who handles the logistics?

Eric:  Our staff actually does most of the work. They just tackle the planning and joke and aspire to host the craziest parties. We’ve hosted tropical goth, medieval Christmas, white trash on the farm — all kinds of parties. If the theme is politically incorrect and crosses the line, we’ll say no to a concept. Otherwise, we give them a budget and we let them make it happen. For us, it’s great to watch them enjoy themselves. It’s as much for them as it is for us.

Kevin: Well we used to say that I lead strategy and Eric lead creative. We definitely both delegate logistics! But really it doesn’t separate that cleanly as we see a great deal of creative thinking in our strategic process so really we are always applying creativity and strategic rigor. For sure the era of arbitrary creative ideas is gone and the creative must service the business in specific ways…while also entertaining or creating sensation and engagement.