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Category : Thinking

Lester Wunderman, Direct Model Pioneer, Lives On.

Lester Wunderman, widely acknowledged as “the father of direct marketing” has died. He was 98 years old.

Direct Marketing.

That’s a broad category that includes subscription entertainment services such as Netflix, e-commerce loyalty programs such as Amazon Prime, and direct-to-consumer health and beauty memberships such as Dollar Shave Club and Harry’s. It includes e-commerce websites such as Amazon, direct grocery delivery services such as FreshDirect, and meal kit services including Hello Fresh, SunBasket and Blue Apron. Add to that all the mostly late-night 1-800 number direct-response television commercials selling everything from Swiffers to convection ovens, Peleton and Mirror and so much more in fitness, Weight Watchers’ app, SlimFast, Nutrisystem and Jenny Craig in weight loss. Warby Parker in eye glasses, Casper in mattresses and StitchFix in clothes. Dell in computers. American Express in financial services and credit cards. Apple in music and so much more. Priceline, Hotwire, Booking.com, Kayak and TripAdvisor in travel.

I could go on like this for pages and still only scratch the surface of the immense direct marketing revolution that has upended the old intermediated marketplace and touched the lives of every consumer and business. Direct model businesses are the wave of the present, and Lester Wunderman saw this coming more than 50 years ago.

But, does that make him the “father” of all of this. There’s a really good argument for his paternity.

He did launch the first “direct marketing” agency, Wunderman, Ricotta & Kline, later Wunderman and now Wunderman Thompson. He is credited with coining the term “direct marketing” and describing his vision of more personal and accountable marketing in a 1967 speech at MIT. He and his team invented the toll-free 1 800 number (for a Toyota campaign), the magazine tear-off subscription card, the record club that is a precursor of both Apple Music and Netflix, and the first loyalty program (for American Express).

In addition, many of the techniques used in direct market and direct response advertising were first developed by Wunderman and his team. The use of on-camera telephone operators which has become a cliché’ in infomercials and direct television commercials was invented by Wunderman himself and introduced in his campaign for Time Life books which he called “the Judy Wrap.”

Another legendary ad man, Tom Messner, tells of how Wunderman wrested the Time Life business away from Messner’s agency by putting their television spot in between two messages from “Judy,” one at the beginning and one at the end. Thus, the Judy Wrap.

Messner’s commercial and Wunderman’s version of Messner’s commercial with the Judy Wrap were both tested in market. Wunderman’s won by a landslide, producing many more calls and sales. Wunderman’s agency won the account.

Wunderman managed to grow his agency huge, sell it to Y&R yet stay in charge, step down from the CEO role in 1998, well into his 70s, yet continue to come to work through a brief name change to Impiric, a public offering and acquisition by Martin Sorrell’s WPP, after which Wunderman’s name was returned to the masthead. He continued to come into the office every day well into his 90’s and survived to see his name placed ahead of J. Walter Thompson in the merger of the two agencies at the end of last year, forming Wunderman Thompson.

Or, at least I hope he saw it. Though he lived, I don’t know what his condition was at that time.

Those of us who labored “below the line” in direct marketing back in the day like to think he saw that. Whenever I meet a fellow direct marketer, they say the same. With that name change, it felt like the revolution was finally complete and those who had been last were finally first.

When I started my agency, I published a piece announcing our approach as “brand direct.” I was thinking of Lester’s introduction of “direct marketing.” I worshipped entrepreneurs like Lester and I guess I had an ambition to be the “father” of something too. I thought I saw something, a future in which direct model companies would need to build brands as well as businesses, and a gap in the marketplace – a lack of agencies that combined those areas of expertise. About six months after I launched my agency in 1996, Lester Wunderman came to our offices to visit. I had never met him before, but he said he was interested in what we were doing. I gave him a tour and he was mostly silent, taking it all in. At the end he said, “I think you’re doing something very interesting and worthy. Don’t let it grow too fast. We grew too fast and it caused us no end of problems.”

He proceeded to charm me, in the way that he no doubt charmed every potential client who came within reach.

Thank you, Lester Wunderman, father of direct marketing.

“You are not in the club!”

“You are not in the club!”

Years ago, maybe a decade ago.

We’re in a meeting.

Plotting our glorious ascent.

A frustrated creative director blurts this out:

“You think you’re in the club, but you’re not in the club!”

He wanted to be in the club.

I didn’t.

An entrepreneur’s goal isn’t to be in the club.

White shoe, WASP country club ad agencies had no place

for young Lester Wunderman.

They were as “restricted” as country clubs back then.

Throughout the 20th Century and beyond,

they looked down on “direct marketing people.”

They were Jewish. (And sometimes Italian)

They were scrappy.

They cared about selling and business.

They harped on about “results.”

And they were sometimes lumpy and uncharismatic,

because they’d earned their seat at the table with results.

You see echoes of this, even today.

You see it in the horror of posts in this social network and others.

“How can they put Wunderman’s name in front of that classic Thompson?!!!”

Echos of the old WASP country club.

“Our kind” of creativity.

Lester Wunderman and the direct marketers couldn’t win advertising business.

They weren’t invited to the pitches.

Weren’t welcome.

They had to create business.

Lester literally invented businesses.

Record clubs, for example.

Seed clubs for gardeners.

He did the first ads and, if they worked,

the agency could make the commissions on the next ads.

That’s how he built a world-changing agency.

Because he wasn’t welcome at the club,

he invented his own club.

Built his own industry, company and culture.

Wrote his own book.

Donny Deutsch once told me,

“Most clients just want to be part of the club.”

I said, “Not my clients.”

He said, “Well, 95% of clients.”

I said, “I’ll be happy with the other 5%.”

Not being allowed in the club is opportunity.

The founder’s chance.

The entrepreneur’s moat.

The disruptor’s incentive.

Lester,

First, they ignored you.

Then, they ridiculed you.

Then, they reviled and tried to fight you.

Then, they tried to buy and subjugate you.

Finally, they put your name up front, where it belongs.

Thank you, Lester Wunderman. Entrepreneur. Change Agent.

Takeaways from 2019 Digiday Media Buying Summit

As the Integrated Associate Media Director at the agency, I had the pleasure of representing DiGo at Digiday’s 2019 Media Buying Summit in Key Biscayne, Florida, to soak in the latest-and-greatest of media buying trends and bring home some tidbits for the team. It was there that I was able to immerse myself in panels ranging from media buying trends, to cross-channel audience planning, to deterministic data use, and more. Sitting in a room with hundreds of agency professionals — just like me — discussing every day wins, losses and everything in-between was extremely enlightening, and re-assured me that DiGo is here to compete. 

Let’s take a look at the five main takeaways from my experience and how they relate to our evolving responsibilities as stewards of clients media dollars:

1. Measuring Success

Attribution, Attribution, Attribution. Client investment in multi-touch performance models vs. last touch performance models is the #1 industry challenge for big and small agencies alike. 

The first exercise of the conference was for agencies to put a post-it on a wall detailing their biggest challenge, and over half of the post-its read “Attribution”. We need attribution to tell the correct performance story, but well-known industry attribution models are incredibly expensive.

We also need to start re-thinking the “A” in CPA. If we only optimize towards short term growth, we could easily be sabotaging long term growth. The audience must come first, and media planning second, as a deep understanding of our target is needed in order to build plans grounded in long-term success. This is why the strategic research phase is so critical; clients need to be 100% on board with this piece first, before jumping into approving media/measurement plans. Communication remains imperative.

2. Media Talent

We are reaching a point of serious automation, so energy needs to shift from training newcomers in the industry on the technical skills to training them to think strategically. The rise of digital over the past 10 years has inundated media planners with technical tasks (trafficking, tagging, reporting, analysis, optimization, etc.), and while newcomers need to be grounded in the skills of a media professional, management needs to shift focus to the WHY behind the tasks when training.

Speaking of talent, there was a ton of discussion around specialists. Social and search experts are typically in high-demand; however, we often forget the community that influences both the search and social marketplaces — Infuencers. We are in a social world led by our mobile devices, so engaging influencer communities has become an integral part of the channel mix for many brands, spanning a variety of verticals. Influencers can drive core brand details authentically and serve as ambassadors for building trust across any and all verticals, which in 2019, is the most important aspect of relationship-building with consumers. Addressing the influencer marketplace more aggressively and staffing for specific skill-sets is crucial in staying competitive.

Lastly, media planners are the unsung heroes of the industry that don’t often get the credit they deserve, and are at the forefront of a changing — and extremely challenging — media buying climate. Changes in the media buying landscape are changing their jobs (rise of CTV/OTT, omni-channel content consumption, advanced targeting and measurement, etc.), which has resulted in an increase in technical tasks. Recognizing and addressing media buying challenges and developing a career path for more dynamic roles will be crucial in retention. 

3. Integration

Integration is the name of the game, both internally and externally.

The days of briefing media and creative separately are over. Creative and media must marry and need to be on board with each other from day one to ensure harmony. Creative can be media’s #1 optimization lever, so both departments looking at performance together on a regular basis must become the norm. A certain level of coordination is needed to ensure long-term success, so creatives need to be invited to the table as early as possible in media planning. Mapping creative across strategies together will make performance exponentially better. Creative folks need to be held accountable for looking at performance throughout a campaign, not just upon launch.

Also, the consumer experience is everywhere simultaneously, so finding ways to story tell cross-format is imperative to breaking through. The days of traditional planning in silos are over. We need to connect the dots by tapping into digital addressability as much as possible. The marketplace is getting savvier and savvier with cross-channel sequential-messaging, and we need to make sure we follow suit. Connecting the top of the funnel to the bottom of the funnel and building out audiences exposed to other channels (Digital OOH and mobile, TV and mobile, etc.) is no longer ‘next level’ — it is the expectation. It’s our job to get clients excited. 

4. The Ad-Environment

Brand safety and brand suitability are not the same thing, but need to exist hand-in-hand. Moving into 2020, suitability is becoming a higher priority. Contextual intelligence, semantics of pages, etc. are growing needs. Missed suitability opportunities can lead to consumer angst and revenue loss.

Context DOES matter. Brand perception is highly influenced by context, and needs to be accounted for just as much as brand safety. Below are some stats that support this*:

  • Ads viewed on high quality sites are perceived 74% more likable than the same ads seen on low quality sites
  • Audiences on high quality sites showed 20% higher engagement than on low quality sites
  • Campaigns on high quality sites stand to benefit from 30% greater memorability driven by brand suitable content

Risk management is going to be a big differentiator between who is winning and losing pitches. Viewability, fraud, brand safety, etc. are themes nearly every presenter touched on. 

*Source: The State of Brand Suitability,  Integral Ad Science in Partnership with Digiday, 2019

5. Media Buying

Agencies are moving away from relying heavily on the cookie world to move towards going deeper with deterministic data. Working with clients to be more transparent with 1st party data for targeting is becoming the norm for agencies. Everyone wants to get their hands on 1st party data, but many clients aren’t there yet in terms of adaptation to Data Management Platforms, making this a challenge. Agencies need to be the stewards of smarter targeting, so DMP or not, we need to push to get our hands on the most ‘lower-funnel’ data possible — including CRM. 

We are also in an era of ‘set it and forget it’. Platform algorithms are sharper than ever offering automated settings; however, there is a false sense of security in leaving campaigns on autopilot. Plus, this doesn’t create any form of competitive advantage for an agency. Brand growth objectives need to remain #1 for media planners, with testing at the forefront of every activation. There is still a need to run media on OUR terms, not on a platforms. 

As the Amazons, Googles and Facebooks of the world have gotten bigger and bigger… we’ve found there’s a need to start becoming platform experts. Getting certified and understanding deeper levers/testing ideas will be crucial in standing out from the competition. 

Biggest takeaway of all? Media buying has significantly evolved over the last few years. 

There are more channels than ever, each with their own complications, and the rise of new players in retail media has meant even more buying complexity. New types of companies are transforming how brands are launched and marketed across various platforms. AI technologies are changing the way people do business. There’s increased competition across platforms, within agencies and with the rise of new in-house media buying teams, so everyone is undergoing a serious shift in standards. But, it is an exciting time to be at the forefront of trust and transparency, and that’s where the opportunity lies.

To that end, I’m pleased to say that we’re ahead of a few of these trends. 

We’ve added an Analytics discipline that we call digometrics, for Attribution Modeling, Marketing Mix Modeling, and Brand Measurement and Tracking. This discipline is guided by machine-learning and professionals doctorally-trained in nonparametric statistics. Our Strategy team has also created a Net Growth Score Analysis which uncovers where brands need to focus for sustained growth. 

digometrics broadens our reach with clients and the relationships they maintain with consumers. It’s a true necessity for today’s modern marketer who relies on knowing what their customer needs day in and day out, and ultimately, our promise to build brands and drive performance simultaneously is something more and more clients will be paying attention to. 

Thanks for the insights Digiday Media Buying Summit 2019! Until next year! 

– Alessandra Dierking (Geraci) Integrated Associate Media Director

Change Agent’s Cookbook: Fox or Hedgehog?

The ‘Hedgehog Concept’ dates back to antiquity, to a philosopher-poet named Archilochus.

His idea still has power to move us today because he told it in the form of a simple story, the story of the Fox and the Hedgehog.

In nature, a Fox is clever, whereas a Hedgehog is well-fed. A Fox’s brain gets bored easily and seeks new problems to solve. The Fox has so many ideas he often forgets which ones are his best and most useful.

The Fox tries everything in its quest to catch and eat the hedgehog.

The Hedgehog has one idea, and he’s learned to execute it perfectly – he just rolls himself into a perfect, prickly ball, and the Fox goes hungry every time.

Because the Hedgehog has a single defining idea, she just gets better and better at working that idea.

In life, business and cartoons, hedgehogs beat foxes every day. Wile E. Coyote is a Fox. He is forever inventing new “business models” to capture the Roadrunner. Roadrunner is a Hedgehog. Roadrunner’s Hedgehog Concept is FASTER. This just happens to be the same one that has driven FedEx and Google’s success for decades.

I first met this idea not in the study of Greek philosophy, but in Jim Collins’ book, Good to Great: Why Some Companies Make the Leap… and Others Don’t.

Collins studied companies that had taken their results from good to great. Without bias, he and his team set out to learn how. A key factor in these good-to-great stories was the finding a “Hedgehog Concept.” 

Collins said that this hedgehog concept lay at the intersection of, “What you have enthusiasm for,” “What drives your economic engine” and “What you can be best in the world at.”

I took Collins’ invitation to find our hedgehog to heart. But, how does the Fox develop a Hedgehog concept? And how does the leader of an unruly skulk of Foxes – creative, strategic, analytical, artistic, entrepreneurial, multi-faceted, idea machines – establish a Hedgehog Concept culture?

I knew we had a passion for the intersection of entrepreneurship, creativity and personal growth – Growth. And, we shared a passion for working with and learning from the best.

Secondly, we took the word “agency” seriously, even if the rest of the world didn’t. 

To us, being an “agent” means putting the client’s success first, being “unconflicted” – having zero conflicts of interest – and limiting distractions. I believed that an agency must take fiduciary responsibility for the client’s success. 

So, it was clear that our economic engine would be fueled by client success and only by client success. That translated to fees and bonuses based on achieving milestones.

Because of our commitment to aligning with the client, from CEO on down, we knew we needed an integrated offering, bringing together brand and performance. Clients were increasingly lonely with the responsibility for integrated brand-building and revenue-generating – brand and performance – as agencies focused on micro-specializations.

So, the typical specialization couldn’t be our Hedgehog. We couldn’t just do digital or brand design or creative or media.

We stepped back to observe ourselves solving problems. Whether launching, relaunching and turning around a brand and business, we noticed that we do in fact have a single, all-powerful strategy, a single defining idea.

Inspiring Action.

The Hedgehog views the world through the lens of a single defining idea, overarching goal, belief, or ethos that informs, colors and exemplifies all that they do.

For us that idea is Inspiring Action, and we’ve built it into a powerful, predictable process for accelerating growth.

All Growth is Behavior Change

Inspiring action starts with a core truth, that no growth in life or business is possible without behavior change. When we approach a business problem, we first look at the key drivers of value in the business. What levers move business value? What gears accelerate growth?

Value-Driving Actions.

All value creation is the result of behaviors, value-driving actions. For example, for many years we worked with an electronic broker, during which time we increased the efficiency of marketing by over ten times.

Analyzing the creation of value in the business, we noted three key levers: new funded accounts, more trading activity and increased balances.

In a low-interest environment, balances didn’t add much value to the company. We needed new accounts from active traders and a higher share of trading from our current customer.

In short, we needed to get more active traders to choose us, to fund their accounts and to trade more often with us – all value-driving behaviors.

Behavior Change is Inspiring Action

Optimal behavior change comes from a synergy of brand and performance.

Performance marketing alone is less efficient in the short run and damaging in the long run.

Inspiring = Motivated

Behavior is most likely to change – action is most likely to be taken – when motivation, ease and a trigger all happen at the same time (B.J. Fogg).

An inspiring brand organizes motivation, motivating the first value-driving action, while setting up the motivation for subsequent actions.

Inspiration is a function of the brand idea – does it connect and motivate, does it create a powerful lift?

Action = Ease

Action = Ease (simplicity, presence, lack of friction, plus a trigger – all at the same time).

In each case, we analyze the prospect and customer journey, looking for blocks, gaps and drags affecting value-driving actions. We prioritize those gaps and address them one by one, unlocking growth, marketing efficiency and customer value.

Yes, we can be fox-like in solving these problems, but the fact that we have a single problem that we solve – the problem of brand and business growth – and single, powerful way of solving that problem – Inspiring Action – means that we keep getting better and better.

So that’s why “Inspiring Action” is so much more than a “tagline” for us – it’s truly our hedgehog concept.

What’s your Hedgehog? Where do you stand with it? I’d love to hear from you.

Yours in Inspiring Action,
Mark DiMassimo

The A List Podcast with Matt Low & Mani Schlisser

On this week’s episode of The A-List Podcast, host and DiMassimo Goldstein CCO, Tom Christmann is joined by BBDO’s Matt Low and Mani Schlisser

Matt is a Senior Copywriter (and resident sneaker enthusiast) at BBDO Worldwide where he has worked since being an intern for nearly five years. Matt is a graduate of Syracuse University and in his nascent career as a copywriter has received numerous accolades and nominations by bodies such as: The New York Festivals Advertising Awards, The Webbys, and his recognition earned him a feature in AdWeek.

Mani has recently taken on a role as a Senior Planner at BBDO (congratulations Mani!) having previously worked as a planner at mcgarrybowen, as well as a strategist at Laundry Service and Edelman. A graduate of Indiana University at Bloomington, he’s into all things tech media and business and has become a frequent contributor to the digital publication, Medium.

We are glad to have these two on for our second episode of our special “Dean’s List” edition of the A-List Podcast. On the Dean’s List we interview rising, young professionals who are building their legacies in the 21st-century advertising world. This is an interesting episode as we dive into a lot of great conversation and discussion about advertising in today’s world.

Tune in to this week’s episode of the A-List here:

Show Notes:

  • [0:00-2:39] Intro.
  • [2:42-5:31] Matt and Mani talk a bit about their roles at mcgarrybowen and BBDO.
  • [5:32-9:00] Matt and Mani on their shared upbringing and experiences pre-advertising.
  • [9:26-13:21] Mani on discovering brand strategy and creative planning.
  • [13:44-16:06] Matt on full time creative and tips for interns learning to excel in the workplace.
  • [16:09-19:51] Finding inspiration from agencies’ work and setting Google alerts to stay at the cutting edge.
  • [19:52-24:52] Matt and Mani’s perspectives on industry changes and shifts.
  • [25:00-27:50] Moms, millennials, and the importance of communication in the modern age.
  • [28:00-32:28] Combatting instant gratification and developing skills outside of work.
  • [32:30-38:10] Finding connections and inspiration from the world around us by unplugging here and there.
  • [38:17-41:29] Discussing the modern workflow of an ad agency.
  • [41:30-51:40] Matt and Mani’s goals for their future in the industry.
  • [54:09-58:17] Outro.

“The A-List” is a podcast produced by DiMassimo Goldstein, an inspiring action agency, recorded at the Gramercy Post, and sponsored by the Adhouse Advertising School, New York’s newest, smallest, and hippest ad school. You can subscribe and rate the show on iTunes or listen along on SoundCloud. For updates on upcoming episodes and guests, be sure to like the A-List Podcast on Facebook and follow host Tom Christmann on Twitter

The A-List Podcast with Alex Brueggeman and Ivan Whitted II

 

On this week’s episode of The A-List Podcast, host and DiMassimo Goldstein CCO, Tom Christmann is joined by 72andSunny’s very own Alex Brueggeman and Ivan Whitted II.

Alex serves as the Talent Coordinator there while Ivan is a Junior Copywriter. Alex and Ivan have done great things in their relatively brief time in the industry. This episode is very interesting as it kicks off our A-List ‘Dean’s List’ series this season. On the Dean’s List, we talk to burgeoning, young leaders who are using their current roles to shake things up in the industry.

We are very excited to have them both on for this episode. This week, we dive into interesting issues, such as diversity, inclusivity and tips for starting out in the ad business! You’re not going to want to miss this one!

Check out the latest episode of The A-List podcast here!:

Show Notes:

  • [0:00-2:01] Intro.
  • [2:31-5:31] Alex and Ivan talk about their respective upbringings
  • [5:32-8:22] Alex talks high school influences and his discovery of anthropology at Howard.
  • [8:27-11:00] Ivan discusses early inspiration in the performing arts and discovering PR and advertising.
  • [11:01-13:04] Alex discusses Howard University and the value of HBCUs.
  • [13:10-15:58] Ivan discusses life after college and being inspired to jump into copywriting.
  • [16:00-21:07] Alex’s switch into advertising.
  • [21:14-27:43] Ivan’s experience in ad school and moving to NYC.
  • [27:52-34:56] Alex’s work at 72andSunny and developing diversity initiatives.
  • [35:30-40:20] Ivan’s take on diversity and agency culture.
  • [41:30-46:18] Alex and Ivan’s thoughts about the future of representation in advertising.
  • [48:30-51:13] Outro.

“The A-List” is a podcast produced by DiMassimo Goldstein, an inspiring action agency, recorded at the Gramercy Post, and sponsored by the Adhouse Advertising School, New York’s newest, smallest, and hippest ad school. You can subscribe and rate the show on iTunes or listen along on SoundCloud. For updates on upcoming episodes and guests, be sure to like the A-List Podcast on Facebook and follow host Tom Christmann on Twitter

What We Can Learn From Instagram’s New Update

As many sources have reported, Instagram is currently in the testing phase of a new update that among other things, has most notably generated buzz by removing the ability for users to see the number of likes on their peers’ photos. (The app allows individuals to see their own likes, after clicking through the app a bit.)

This change comes during a time where digital media platforms have come under much scrutiny by an increasing number of end users who demand that these platforms become safer, more positive spaces. These updates have been very well received in the test markets and rollout plans appear to be on the horizon. This change, if adopted by the platform at large, would signal the dawn of a new age, not only in social media but marketing and advertising.

Influencer marketing has become a burgeoning and widely adopted channel of advertising, but with a number of high-profile abuses of such social influence have made the public wary of such irresponsible marketing tactics. By offering up this update, Instagram may be following the trend many social platforms have adopted by adjusting their algorithms in order to provide quality, relevant content that people truly wish to interact with.

Given this, some may assume that such changes are the death knell for social media marketing and advertising. However, we’d opt to think differently. Quality advertising is deeply rooted in a strong brand and crafting an agile presence that listens more than it talks. If the future of social media will no longer be based in likes, then we as advertisers are thus obliged to step up to the plate and dig deep to provide the real, honest, and truly quality content that the social world has come to expect.

So, as Instagram improves its platform, it will likely benefit millions of users, ushering in a new day for social media. As marketers and behavior change agents, we’ll always seek to optimize our content, to be more relevant, more engaging and more authentic. Because to us, it’s not just the future, its #InspiringAction.

 

(P.S.: If you enjoyed this blog post, give us a follow on Instagram: @dimassimogoldstein)

The A-List Podcast with Gerard Caputo

On this week’s episode of The A-List Podcast, host and DiMassimo Goldstein CCO, Tom Christmann is joined by Gerard Caputo. A celebrated creative with a career spanning more than two decades, Gerard Caputo is the Chief Creative Officer of BBH New York and an instructor at the Pratt Institute in Brooklyn as well as being a notable name in advertising. Mr. Caputo has received a number of industry accolades including an Emmy award an ANDY, recognition at the Cannes Grand Prix and more!

After graduating from Boston University in 1996, Mr. Caputo began his career at Boston-based Mullen (now MullenLowe) and worked at a number of the industry’s top agencies such as BBDO and Ogilvy as a creative director before arriving at BBH, where he has assumed his current post for nearly 6 years.

Check out the latest episode of The A-List podcast here!:

Show Notes:

  • [0:00-2:06] Intro.
  • [3:01-7:55] Growing up in Little Falls, New Jersey.
  • [10:52-14:00] Discovering photography in school and creative writing.
  • [14:01- 18:35] Transitioning to advertising and becoming an intern at Mullen.
  • [20:17-26:36] Building his book, ‘finding the fire’, and becoming an art director.
  • [28:12-31:30] Emerging as a creative and moving on to Fallon, in Minneapolis.
  • [32:18-34:01] Tips for young people who relocate to new cities.
  • [34:30- 38:20] Being stubborn and pushing to make great ads.
  • [40:14-44:00] On the rise of digital storytelling.
  • [45:00-50:33] Leaving Fallon for BBDO and meeting Tom!
  • [54:24 -1:00:23] Leaving BBDO and evading complacency.
  • [1:01:12- 1:06:55] Moving to BBH and the challenges of being a senior level creative.
  • [1:07:00-1:10:30] Outro.

 “The A-List” is a podcast produced by DiMassimo Goldstein, an inspiring action agency, recorded at the Gramercy Post, and sponsored by the Adhouse Advertising School, New York’s newest, smallest, and hippest ad school. You can subscribe and rate the show on iTunes or listen along on SoundCloud. For updates on upcoming episodes and guests, be sure to like the A-List Podcast on Facebook and follow host Tom Christmann on Twitter