ABG

ABG contracted me in January 2013 to lead and produce global company rebranding initiatives; a complete overhaul and reinvention of internal collateral materials, products, and online identity. They had limited marketing direction pre-2013 and were relying on late 90s-to-mid 2000s brand materials to represent themselves. Marketing efforts were stuck in the past, and it also showed in industries served with sales stagnant and attracting no momentum for close to a decade. Surviving a late 2000s national recession while ownership restructuring was in motion took a toll on its brand marketing efforts.

A rebranding campaign-challenge seemed daunting at first. Ownership allowed me the freedom to uproot, gut, and create new branding across all channels; from digital to print, company products’ sub-branding, and corporate to internal sales collateral. Campaign rebranding goals aligned themselves with shifting ABG’s diverse industries served in 2013 to targeting new Electric Utilities accounts— and continues to this day. Many achievements have been accomplished over the last 8 plus years, and without a marketing budget or staff. Chew on that major, missing metric to assess marketing ROI’s impact while serving as ABG’s Executive Creative Director (2013 to present):

> Achieving a 42% to 62%+ YOY growth rate range compared to company’s previous marketing period (3% to 17%).
> ABG’s first Event/Tradeshow marketing exhibit directly resulted in first major Canadian Electric Utility account, SaskPower; a partner since 2014, averaging a quarter of a million dollars in annual revenue
> Solely/internally developed and launched ABG’s B2C/B2B eCommerce platform in 2018 to create a new revenue channel.
> Consulting ownership with commencing and annually renewing WBENC/woman owned certification while avoiding major lawyer fees.
> Directed and developed branding, patenting and market launch of 5 new safety product families targeting Electric Utility industry audience.
> Directing, developing, and administrating company-wide CRM + CMS inbound marketing-to-sales RevOps platforms (Salesforce and Hubspot).
> Directing, producing, and distributing product video content.
> Electric Utility industry customers accrues for over 80% of ABG’s annual sales as of 2021; it accrued for less than 15% before global rebranding marketing strategies commenced (2013 – present).

Everything above, and everything that’s presently in action, is being accomplished without internal multimedia marketing, network, IT and communications services support—or a contracted third-party agency—which is an achievement that success has no metric to measure against. ABG’s internal 360° brand marketing strategies successfully resulted with replacing low profit, stagnating accounts while attracting and nurturing higher profit, recession-safe clientele. Cause and effects of mass marketing strategies—nearly all without a budget provided to me to produce like a magic trick—continues to be a profitable, low-risk, high ROI for the company.