Managing campaigns, teams, and ensuring brand standards, it was a must that all project information was communicated clearly. Overseeing collaboration and encouraging those who sought out challenges helped not only the project, but the department as a whole discover their strengths and talent.
The frozen and prepared meal delivery service was looking to focus on segments to provide a specific range of products. Working with existing customer databases, we determined 19 personas along with item lists for each. Mailings reflected imagery and copy speaking directly to those people with some overlap, but highlighting their key consumables in catalogs, newsletters, and order forms.
We sketched out storyboards to match data from the segments and mocked up unique packaging to differentiate from other mailings and materials.
Each segment would receive a series of catalogs, newsletters, and promotional postcards reinforcing Schwan's products according to their purchasing habits.
Each customer received a personalized mailer with a list of recipe ideas and order form to fill out.
Material content detialed intererst points for each segment and geared towards their interests and shopping habits.
In 2007, Toyota was going up against the three major manufacturers in the full-size truck market. We determined three major segments, with data from street teams and online questionnaires, what the new Tundra should showcase to increase interest and distinction. Multiple materials were designed to stand out from the usual booklet direct mail with folding interaction, personalization, persona-relatable content, and die cut features.
To help maintain budgets, first-class mail pieces used standard dimensions, but featured segment-specific content.
Mailer focus was on standing out from anything else in the mail box; using striking imagery and large, bold messaging.
Interactivity kept the interest levels high, while providing plenty of surface area for messaging.
Utilizing new technology, personalization offered us an enormous advantage in messaging directly to segments.
Rebranding without alienating the current customer base was the challenge with this national display and greenhouse company. Prior to my arrival, there was an adherence to the 90s brutalism model, where every centimeter of space was filled with product for both print and online materials. Customer testimony after the clean, open design reorganization showed huge progress.
I used a more open design approach to let the product images speak on their own and limit the information to key points without extra fluff.
The website needed constant updating, with new products and documentation. Continuing with the catalog design model, site pages were kept clean.
In addition to art direction and design, I also became chief photogapher, animator, and 3D modeller. Even managed to hand model
in some images.
Photographing greenhouses meant that I would need to travel to existing customers, where I could also get feedback on products and marketing.
US Bank wanted to introduce a new banking program to select customers with a more personalized feel than other corporate materials.
Juniper had already established a look of an "agency" so we ran with the secret agent theme to create distinct, personalized packaging.
Caterpillar required distributor personlized mailings along with promotional materials for their growing customer base.
Factory Value Parts was rebranding and wanted to establish the company as a premium battery and parts manufacturer.
Noticing the trend in healthcare marketing only showed shiny, happy people, we determined that using more emotionally relatable imagery gave greater impact for UnitedHealthcare.
Josten's requested to form an institution database for use in their materials organization and distribution. Each year, assets would be developed and used in their marketing pieces.