Employees expect the same seamless, intuitive experience at work that they enjoy in their personal lives. For years, businesses said no, defaulting to outdated, rigid systems that put IT control over employee choice. Apple was late to the B2B space, dominated by legacy providers, and IT decision-makers had concerns.

We gave voice to a modern vision for work centered on empowered employees. When people have the freedom to work with the tools they love, they do their best work. With Apple, IT teams meet corporate standards while giving employees the power of choice, effortlessly.

For millions of allergy sufferers, spring doesn't signal renewal. It signals retreat. The category was crowded with reactive remedies, all chasing the same sufferer at the same miserable moment. The opportunity was upstream.

Flonase is functionally different, working before symptoms strike, which meant the strategy could too. Working with FCB, we repositioned Flonase around prevention, shifting the emotional frame from fear of nature to freedom from it. Allergies don't have to win. With Flonase, they don't.

Small business owners take risks every day. Finding the right insurance partner rarely feels like one of them. In a market dominated by deep-pocketed incumbents spending 10 to 20 times more, Hiscox had low U.S. recognition and a fraction of the budget.

We elevated "Encourage Courage" beyond a tagline, making Hiscox's media its customers' media. Real stories of relentless ambition reframed the impossible as achievable. When you are relentlessly courageous, the right protection isn't a safety net. It's a launchpad.

Most investment firms talk about returns. Vanguard is built differently. Owned by its funds, which are owned by its investors, it exists to serve shareholders rather than outside stakeholders. A genuinely unique model that wasn't breaking through in a cluttered, competitor-heavy landscape.

The opportunity was emotional, and to be strategic with what moments we connected that emotion to. Ownership at Vanguard isn't a corporate structure. It's a child's education. A retirement on your own terms. The dignity of a future you built yourself. We connected Vanguard to the moments people plan for most, across lifestyle, sports, and entertainment media where the competition wasn't playing. Not just an investor. An owner.

The opportunity was emotional. Ownership at Vanguard isn't a corporate structure. It's a child's education. A retirement on your own terms. The dignity of a future you built yourself. We connected Vanguard to the moments people plan for most, across lifestyle, sports, and entertainment media where the competition wasn't playing. Not just an investor. An owner.

Cyber threats keep evolving. One blind spot remains: the office printer. At the time less than 2% were secured, and 43% of companies aren't even monitoring them. Nobody thinks about printer security. That's exactly the problem.

We partnered with Giant Spoon to personify this threat and create The Wolf, a cinematic campaign starring Christian Slater as a hacker who quietly dismantles organizations through their printers. The character ran for four years across 14 countries. For IT leaders, security should be a given. With HP, it is.

In an industry defined by mistrust, TDAI needed to become its most respected voice while being outspent by every major competitor. The RIA profession deserved a champion.

We built a movement that put its people front and center. Advisors shared what fuels their passion to help others: the lives changed, the futures secured, the purpose behind the portfolio.

For years, American sports leagues have owned Canada. A handful of cities. Headquarters in New York. A product built for someone else, exported north.

Canada is one of the most diverse nations on earth, and that diversity is its defining strength. It deserved a league built in its image. Not imported. Not shared. Built from the ground up, in real Canadian communities from coast to coast.

We helped give voice to a league with something no North American competitor could claim: it belongs entirely to the people who watch it. From Langford to Halifax, the Canadian Premier League is expanding into communities other leagues would never go, building something Canadians can call their own. This is our league. These are our clubs. And we don't answer to anyone.

 The Reserve Project had a powerful idea at its core. But leading with currency collapse as the entry point was limiting. The world was becoming increasingly tokenized, and with it, a new asset class was emerging that anyone could own.

We re-framed the Reserve Project around a simple, expansive belief: everyone deserves to own a share of the world's wealth. That core idea anchored a brand universe spanning narrative, architecture, communications, and a constellation of initiatives all pulling in the same direction.

Morgan Stanley at Work had evolved well beyond its origins, but its brand hadn't kept pace. A growing portfolio of workplace financial solutions lacked a unifying narrative, and the visual identity blended into a crowded category.

We defined a brand proposition rooted in a pragmatic vision: when people thrive at work, they can thrive in life. That idea anchored a unified architecture, a consistent communications framework, and a customer-centric platform built to meet companies and individuals wherever they are on their journey.

The financial system has some ugly parts to it, always working better for some than others. UGLYCASH was built for everyone else. A global payments app with crypto infrastructure, a contrarian point of view, and a vibrant identity that mirrored the energy of people who had been left out and were done waiting.

We positioned UGLYCASH as The Opportunity App, channeling collective ambition into a platform built around transparency, social features, and the belief that financial progress is now something you build together versus only alone in isolation. In many ways finance is really becoming team sport.

Are we mere operators of apps? Or human beings? At some point in the software revolution, technology became a barrier, not a tool, and knowledge workers were told to fall in line.

As the Digital Adoption Platform category grew more recognized, it grew more crowded. The risk wasn't irrelevance. It was invisibility through sameness. We partnered with WalkMe's executive team to craft a bold new vision centered on ending Software Paralysis and restoring humanity to work. The strategic narrative acted as a North Star across product, marketing, and sales, giving the entire organization a shared language for what WalkMe makes possible. Work just flows better with WalkMe.

Education has evolved. The industrial-era model built around test scores and academic achievement has given way to something more ambitious: the belief that a school's purpose is to develop the whole child. The science backs it up. The will is there. The tools aren't.

Educators trying to deliver on whole student teaching are stuck with a fragmented mess of piecemeal solutions, siloed data, and platforms that don't talk to each other. The result is low student engagement, limited visibility for school leaders, and educator burnout.

We helped Gradient Learning define and own the category they were built to lead. The Whole Student System brings together curricula, coaching, community, and a Whole Student Dashboard into a single, cohesive approach, giving educators and administrators a clear view of every child, and every teacher the support to develop their craft. Not just another program to implement. A system built to deliver on the promise.

J.P. Morgan has long led with products instead of solutions, creating fragmentation in-market that made the brand difficult to remember and harder to choose when treasury leaders needed a partner most.

We developed a unifying narrative and campaign playbook built around the moments that trigger decision makers to seek out a payments provider. By anchoring every campaign to a specific Category Entry Point, each activation compounds the last, making J.P. Morgan easier to recognize, easier to remember, and easier to choose when it matters most.