The problem I'm handed usually isn't the real problem.

Hi, I'm Russ. I find what's holding the business back, figure out what the audience needs, and turn that into a clear strategy. Research, strategy, creative development, launch. I can write it, build it, and defend the investment, so I stay close through it all and make sure the work that goes live still speaks to the people it was built for and still moves the business.

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What I do

Brand and marketing strategy for businesses with complex offers, crowded categories, or growth problems framed too narrowly.

Define the problem

What gets handed to me usually describes a symptom. I get inside the business, market and customer evidence before deciding what problem needs solving.

Audience research

Segment size tells you who is biggest. I want to know who can actually be moved. They are rarely the same people.

Direction and creative

I set the direction, then stay through development. I was a creative director before I became a strategist, so I can pressure-test an idea without confusing strategy with creative direction.

Positioning and launch

The brand story, how it goes to market, and the case your team needs to secure support and defend the investment.

Where this usually starts

A campaign in market that is not moving the business. A launch that needs a story before it needs media. A pitch or board presentation that has to land. Brand architecture that stopped matching the business three acquisitions ago.

Start with an introduction. Most of these turn out to be a different problem than the one on the page, which is usually the interesting part.