Agency: VMLY&R Seattle
THE CAMPAIGN
In order to tell the Driscoll’s vision in an authentic and trustworthy way, we turned to the people behind the berries: the independent growers, harvesters, and family grocers.
To get started, we solidified the content strategy using audience segmentation and research. By basing our creative in data, we knew the content we produced would resonate well with our target consumer audience.
The production centered around capturing authentic stories - we had no scripts and our call sheets had a pretty loose structure. At the end of the day, we wanted to capture real content from the families and not force anything. We ended up with more amazing footage than we could have anticipated, and were able to create additional content for the campaign because of it.
Coming out of the production, we aligned on our paid media plan and rollout that would also include a brand lift study - giving us benchmark KPIs we could target for future campaigns.
We saw a 104% lift in brand recall, and 195% increase in consumer favorability of the brand on Facebook.
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MY ROLE
Throughout the entire campaign, I took on a number of role and responsibilities. As client engagement lead, I managed client expectations, next steps, and feedback while always pushing for the best work possible.
As important as the content was, the devil is always in the details. We had multiple overlapping timelines and different stakeholders for many of the work-streams, which meant my communication both internally and externally had to be clear and concise. I also managed all budgets across our agency fees and production hard costs for our third-party vendors.
Communication with vendors was key to ensure a smooth production and campaign launch. I made sure to include our social reps in early conversations about the paid media plan - and from there, led our internal creative team to create assets that aligned to platform best practices and that would resonate the best with our target audience.
Agency: VMLY&R Seattle
THE CAMPAIGN
In a time where we see an uptick in consumer interest and online focus on alternative meat proteins - how do we increase brand awareness for an iconic meat brand? Rather than attacking the other side, we used focus group research and audience data to instead bring the consumers’ attention back to what mattered - the delicious, great taste of a perfectly cooked steak - and made beef the hero.
The result was a series of videos, static imagery, and recipe content that lived across social, digital OLV, and other native media placements. While we created a number of :06s, :15s, and :30s, we also went out on a limb and created a 3:08 video of a ribeye cooking in a cast iron - the only action being a flip, and a confident statement at the end of the spot. Overall, we saw a significant increase in brand recall and our 3min “Sizzle” video had an average watch time on YouTube of 2:21 - over 200% the YouTube industry average - with 2MM+ views.
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MY ROLE
On this project, I focused a lot of my skills in managing stakeholders and pushing the work to be on-brief. At the onset of the project, the clients were concerned that we should be addressing the competition directly - but my reminder was to focus on the hero and the reason why Beef. It’s What’s for Dinner. has stayed as relevant over the years. I used data & research to back up our team’s point of view, and it ultimately led to one of the more successful brand campaigns the team had launched in recent years.
I also tapped into my foundational project management skills - when your “talent” is a delicious ribeye or Wellington, the details become all the more important. There were multiple critical stakeholders, each with their own goals, objectives, and opinions - from the food stylist, to the meat scientist making sure we were cooking the steak to the exact temperature, to the nutritionist making sure that portion sizes and balanced meals were featured on screen. Timelines, budgets and production management are crucial to the success of a campaign like this, and can make or break it. I worked closely with our internal production and creative teams to anticipate roadblocks and put contingency plans into place, so that the project moved smoothly and efficiently.
Agency: MRY Seattle
THE WORK
While working at MRY, I was part of the team that pitched and successfully won the social AOR business for Hulu. Our role spanned both organic and paid social placements, covering key pillars of the Hulu business such as Hulu Originals, events, everyday humor, and announcements. It was critical we were able to insert ourselves into the day-to-day lives of our audience, always making sure we were launching relevant content into their feeds at the perfect moment. National Wine Day? Insert gif of Amy Schumer with an oversized glass of wine. New cast being announced for an Original? Get that announcement out to time perfectly with the press release to maximize earned coverage.
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MY ROLE
Similar to the T-Mobile account, I oversaw just about everything that had to do with the Hulu business - I played a hybrid account/project management role, with emphasis on client satisfaction and delivering solid work consistently.
Because our teams were bi-coastal – account & PM in Seattle, clients in LA, and strategy, creative, and analytics in New York – there was a lot of creative time zone math, staying on track with east coast announcements, and coordinating schedules to take advantage of our team’s extended hours each day.
Our projects were initiated from a variety of sources - the Hulu Originals team, social/cultural moments of relevance, and editorial calendar-driven campaigns based on strategic pillars. My goal was to balance the pillars so that we had a clear voice & tone on our social pages, with a variety of content that resonated with our core audiences. Content coming from Hulu Originals was often on short timelines, because of PR embargoes or production deadlines, so I became adept at creating processes that could be easily deployed when new requests came up and needed to be handled quickly.
I worked hard to not only build a strong working relationship with our clients, but with our internal team. The team had to have mutual respect and trust that we had each other’s backs, especially when projects moved quickly. Because of the time difference, we had to keep our communication strong so that the projects didn’t fall apart in the meantime. We made a point to use various forms of communication, with clear escalation paths so that we were able to overcome any roadblocks before they became larger issues.
Agency: MRY Seattle
THE WORK
As social AOR for T-Mobile, our team created and launched social campaigns for events, phone launches, Super Bowl commercials, and other T-Mobile announcements. We created underwater unboxing videos to launch a new waterproof Samsung phone, partnered with the above the line agency on both 2016 Super Bowl commercials (featuring Steve Harvey & Drake) to extend the content into social, and developed all content that was pushed out on T-Mobile’s social handles. We also partnered with their data & paid media agency to ensure we were tracking performance of campaigns & content and using that insight to inform future campaign ideation.
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MY ROLE
I was hired at MRY to help staff up their new Seattle office, and lead the West Coast project management team. My primary account was T-Mobile, specifically their social team. As program lead, I oversaw all incoming project work and proactively pitched new ideas back to our clients. A main part of my day-to-day was to work with the other vendors and agencies that also partnered with T-Mobile on their above the line, out of home, paid media, and website campaigns. It was my job to ensure every launch, campaign, or commercial had legs into social that were based in data, insights, and consumer behavior.
Agency: VMLY&R Seattle
THE WORK
Microsoft OCP was my first client when I started at VML (prior to the Y&R merger) and it was primarily a website design client. Over the next six months, I grew the account beyond just site page updates, showing what our team could do for their RM/email, social, blog, and other digital marketing pillars. This resulted in an annual revenue increase for our agency of over 500%.
In the first year of our partnership, I led our team to a full navigation redesign and reorganization - all with the ultimate goal of creating efficiency for the partners visiting the site. We did a number of card-sorting exercises, white boarding brainstorms, and user testing to make sure the solutions we were presenting would be useful and as uncomplicated as possible.
We also managed all social graphic creation - for both events such as Inspire as well as cultural events and tips for our partners. We established a graphic style utilizing Microsoft brand assets to create a visual identify for the social platforms and create consistency for our audience.
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MY ROLE
I played a dual project management-client engagement role on this account. When I was hired with the agency, I started as a Sr Project Manager. A few months later, our account director moved to a new opportunity and I assumed her role while keeping my project management responsibilities. I loved the duality of the role and the influence I had on the work - I was deep in the day-to-day details while leading account strategy and pushing our team to think bigger.
Agency: Wunderman Seattle
THE WORK
Gap hired our team to develop a new retail loyalty program specifically for the Banana Republic brand. The goal was to have a program that extended beyond the in-store experience, that customers could interact with digitally between store visits.
To begin, we wanted to set the program apart from the standard “spend dollars, get points” model that you see in so many loyalty programs. After our research, focus groups, and consumer testing, we realized that we had an opportunity – rewarding engagement, instead of dollars spent, could drive interest and enrollment in the program.
Our team created everything from the branding, including the name, to the mobile app & web experience, to the in-store signage for the program. We also created an experiential activation to help launch the program in the Seattle and Dallas markets.
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MY ROLE
As lead project manager on the account, I oversaw execution of every workstream and piece of the program puzzle. I had close counter-parts in UX, print production, and brand strategy that were my teammates in considering all aspects of the customer journey as we developed the program details and executions.
I coordinated directly with clients – keeping them up to date on the latest status, next steps, anticipated roadblocks and how I proposed solving them. My goal was to keep them educated and informed, so that we had a strong partnership based in trust and mutual respect for the work to shine.
