This article was first published on CreativePool on 10 June 2025.

When a design agency as established and decorated as Elmwood decides to rebrand, it’s not just about changing logos or colour palettes. It’s about reshaping identity from the inside out. 

Global CEO Daniel Binns and Global ECD Andy Lawrence didn’t set out to refresh Elmwood’s image; they set out to redefine its purpose. What began as a strategic pivot away from a legacy in packaging design became a total transformation into a full-stack experience design powerhouse. 

In this exclusive behind-the-scenes look, they reveal how the new Elmwood (rooted in intentionality, business impact, and bold thinking) came to life.

What was the brief for the rebrand?

We wanted to showcase that Elmwood had shifted from being predominantly seen as a consumer packaging design agency. To being recognized as a full stack experience design consultancy, with dynamic brand world thinking at the heart of the work we do for the world’s leading consumer, corporate and healthcare companies.

How did the initial pitch/brainstorming phase go?

We knew it was critical that this was more than just a refreshed brand identity but an end-to-end transformation of the business. So, we started by working on the “plumbing” of the agency, ensuring we had an aligned vision and culture, expanded capabilities to be able to deliver corporate brand work and experience design across all four studios and the right leadership teams, structure and processes.

As we built out the visual territories, we did a historic appraisal of the Elmwood brand and made sure that we built on the past but set us up for the future. Bringing back the old Elmwood “hot” green was a very intentional act.

Describe the purpose of the brand and its target audience

We had spoken to many of our clients and prospects (CMO’s, heads of brand and marketing and senior design leads) about what it was they needed today from a world class strategic brand design agency.

They were clear that ultimately, they needed to deliver measurable business outcomes with every project they undertook. They needed partners who could provide a level of brand expertise and creative excellence that they couldn’t do themselves, but they also wanted strong collaborators who would work with them to create the right solution.

We wanted to build on our legacy of being the world’s most effective design agency, having won more DBA effectiveness awards than any other shop out there. But bring it into a more holistic story of business impact. 

We also recognized that employees were a critical stakeholder for this and brought them along through the process. We shared initial thoughts, first draft and final work in three major global town hall meetings. 

What was your thinking behind the rebranding solution?

Elmwood has been an entrepreneurial business focused on amazing craft quality for 45 years. We wanted to retain that sense of passion, agile and can-do spirit but bring with it a more considered and polished persona. One that was more intentional.  

We work with some of the biggest and most challenging clients in the world from Mars, Coca-Cola and Unilever, to Shell, Haleon and The CFA Institute. They know us as thoughtful, mature partners capable of leading and challenging them at every level of their business and we want to inject some of that sophistication into our new identity.

The idea of intentionality is clearly reflected in the shape language of the new brand. We were clear that we wanted a more purposeful ‘e’ marque that would reflect the sentiment of our new purpose – cutting through the noise and confusion with bold strikes. 

Did you learn anything new during the project?

I guess a reminder. Never hang on to your first idea and allow things to evolve. We started with an idea centered on ‘Design Better’. That then moved to be ‘Better by Design” which when we shared with the team someone said. I really like that it feels like everything we do is intentional.

We paused and said actually that’s a bigger idea! We then played with “Building brands with intent that are better by design” but quickly realized we were just hanging on to something we initially built, and the most powerful idea was intentionality, hence the final idea of simply “Building Brands With Intent”. 

What was the biggest challenge? How did you overcome it?

It’s always the hardest thing… working on your own identity. The cobblers’ shoes and all that! Client work always takes president. It’s the eternal challenge of keeping it all moving forwards and having enough distance from the business to see objectively and clearly.

What do you hope it achieves for the brand?

We want people to see Elmwood in a new light. An experience design business, working on global consumer, corporate and healthcare brands, crafting exceptional creative work backed by deep strategic rigor. A balance of scrappy and informal but grown up and elegant. Delivering measurable impact for our clients. 

Were there any unexpected insights or discoveries about the brand that emerged during the rebranding process?

One interesting observation was that what didn’t work for many of the more senior members of the team, really resonated with our younger workforce! Learning how to balance the need for change versus grounding in the past was an important part of sharing the work effectively.

How did you ensure that the new brand identity resonated with the brand’s existing audience while also attracting new ones?

An ongoing conversation with clients and internal influencers to ensure we had powerful voices supporting the new work at every step.

Global next-gen creative, tech and media group, MSQ, along with its multi-award-winning branding and design consultancy, Elmwood, have announced the appointment of seasoned brand strategist Ambrish Chaudhry as Head of Strategy for Asia. In this role, Chaudhry will lead efforts to deepen the strategic offering across brand design, content, and communications, driving growth for the region.

Global next-gen creative, tech and media group, MSQ, along with its multi-award-winning branding and design consultancy, Elmwood, have announced the appointment of seasoned brand strategist Ambrish Chaudhry as Head of Strategy for Asia. In this role, Chaudhry will lead efforts to deepen the strategic offering across brand design, content, and communications, driving growth for the group’s rapidly expanding client base in Asia.

The appointment
This appointment underscores Elmwood’s ongoing commitment to growth and its evolution as a full-service brand and design experience consultancy, equipped to address the complex challenges brands face as they build their growth platforms. Chaudhry’s extensive strategic expertise in brand building and his entrepreneurial mindset to leverage Elmwood and MSQ’s next generation technology, data and media capabilities will unlock new growth opportunities for clients across the region.

Chaudhry will work closely with the regional leadership team, including Celeste Cheong (Managing Director, Elmwood Singapore), Andy Edmonds (General Manager, MSQ Asia), Angeline Kong (Managing Director, Elmwood Shanghai) and Susie Hunt (Asia Chair, MSQ and Elmwood).

Chaudhry’s bio
With over 20 years of experience, Chaudhry previously served as Head of Strategy at Design Bridge and Partners and has held senior roles within WPP across consulting, advertising, and market research. During this time, he has spearheaded high-profile branding initiatives across 20 markets and 4 continents. His work has primarily engaged c-suite stakeholders, delivering impactful projects for globally renowned companies such as Coca-Cola, CapitaLand, Meta, Reckitt, Infosys, Lazada, Hero FinCorp, Mars, Mondelez, and HSBC, among others.

“Ambrish is the perfect fit to help us strategically strengthen our position in Asia as a full-service experience design consultancy,” said Daniel Binns, CEO of Elmwood. “His appointment, following Susie Hunt’s as Chair for Asia, demonstrates our commitment to the region’s growth and our investment in top talent. Together, they will drive impactful solutions and create new growth avenues for our clients.”

Commenting on his new role, Chauhdry said: “Elmwood and MSQ are among the most exciting place to be in our industry today. It is a fast-growing group, structurally built for collaboration with an exciting array of specialisms such as branding, generative design, content creation, analytics and insights coming together seamlessly. Strategy has a key role to play in harmonising these capabilities to create tangible impact on businesses. I look forward to pushing the boundaries of this joint-up thinking and be a part of the work that elevates our clients’ brands.”

Jackson Ong
Strategy Director, Singapore

Let’s start with a hard truth: consumers don’t trust brands the way they used to. PwC’s 2024 Trust Survey spells it out: while 90% of executives believe their companies are highly trusted, only 30% of consumers feel the same.

And yet, in boardrooms around the world, brands continue to chase the next shiny object — jumping on A.I bandwagon tactics, purpose-washing their way through campaigns, and engaging in yet another round of the eternal Brand vs. Performance Marketing war of words. The result? A sea of sameness, where differentiation is debated at length, rather than decisively acted upon.

How do we break free?

The answer isn’t more frameworks, more buzzwords, or more complexity. It’s intent — the fundamental mindset separating brands that actually matter from those that merely exist.

At Elmwood, we believe that truly intentional brands embrace key mindset shifts. The kind that challenge conventional wisdom:

Brand Fix → Brand Fix & Flex

• Forget rigid consistency. Today’s most intentional brands flex with coherence — shapeshifting across channels, formats, and cultural moments while still feeling unmistakably them. Nike doesn’t rigidly stick to the same look, tone, or execution across all touchpoints. Instead, it adapts with intent — whether it’s an inspirational “Just Do It” campaign, athlete-driven storytelling, or hyper-localised content.

Manufactured Purpose → Enlightened Self-Interest

• Great brands don’t just chase a cause — they align with one that serves both their consumers and their business. Carousell doesn’t preach about the circular economy for the sake of it; they champion a world of ‘win-win’ where second-hand items unlock real value for both buyers and sellers. Their sustainability story isn’t just a moral high ground; it’s a commercial edge.


Product Claims → People Experiences

• The strongest brands don’t just shout ‘faster,’ ‘stronger,’ or ‘better.’ They craft experiences that make people feel something. Red Bull doesn’t sell energy drinks; they sell human limitlessness. Apple doesn’t market tech specs; they iconise the power of seamless creativity. These brands don’t just exist in a category; they exist in culture.

So, how do you ensure your brand is operating with true intent?

The answer lies in the following four fundamental questions. These aren’t just another set of marketing theory to glance at and forget. They are first principles for brand-building in an era where meaningful differentiation is everything.

Q1. What’s the Big, Ambitious Role in People’s Lives?

• Your brand is more than a product or service. It’s more than just a commodity. What role does it play in the everyday reality of your audience? What bigger effect can it have a stake in?

Q2. What’s the Clear Enemy?

• A strong brand stands for something, but more importantly, it stands against something. Who or what is the brand’s philosophical enemy? Defining an enemy isn’t about petty industry rivalries — it’s about making a cultural statement that resonates.

Q3. What’s the Founding Legend?

• Every brand has an origin story — but the best brands own theirs and use it. A well-crafted founding legend isn’t just storytelling. It’s a strategic truth that infuses authenticity into the brand.

Q4. What’s the Tension to Resolve?

• The most powerful brands bridge contradictions by offering two benefits that traditionally don’t go together. Being able to resolve a tension isn’t just interesting — it demonstrates why exactly your brand is indispensable.

Bring in the right people in the business to answer these with intent and conviction, and you won’t just build another brand. You’ll build one that actually matters.

Proudly flying the Elmwood and MSQ flag! Our Executive Creative Director, Jason Braddy, joins the Creativepool Annual 2025 jury panel to judge the Network of the Year category.

Creativepool’s Annual is “a celebration of the best the creative industry has to offer. From freelancers to agencies, production companies to multi-national brands we are the industry’s most inclusive awards connecting all parts of this wonderful industry together.” Jason’s specialty in performance-driven storytelling, proven across global regions from Sydney to Los Angeles and now Singapore perfectly positions him to serve on the panel for the Network of the Year award which “recognizes the network that has demonstrated the highest calibre of creative and business excellence over the past year.”

A judge for the Webby, Lovies, and The Drum Digital Advertising Awards, Jason won Silver as the 2024 Global Content Person of the Year (International Content Marketing Association). A strategic, high-energy leader—with a slight sneaker obsession—Jason continues to push the boundaries of brand storytelling and creative innovation. You can read more about Creativepool’s work here.

Looking forward to seeing the best in creativity take the spotlight!

Esther Hastings
Strategy Partner

What do you think of when you think of brand architecture?

I’m betting it’s that chart. 3 different models? Going from Branded house to house of brands? Handy ‘doesn’t quite fit’ hybrid option in the middle? I’d guess that the second thing that comes to mind is a lengthy bit of theoretical deliberation and deep thought. An academic pursuit that results in a categorical system, with everything neatly in a place and ‘finished’. There’s a reason those are the things that come to mind, because they are, unfortunately present in a lot of brand architecture projects out there. But for us they obscure the real intent of architecture. Every Forbes article will tell you that Brand architecture is 4 or 5 models – because outwardly when you look, most brands find themselves—broadly —in one of those configurations.

But these are solutions. Blunt, reductive tools that belie architecture’s real potential.
Great brand architectures intention is to seek to solve problems. External, commercial problems like how to arrange your portfolio to unlock future revenue and profit, or how to compete and win in a crowded or consolidating market.

And internal, cultural challenges like how to give people clarity and pride in where they belong in the organisation, or how to find unity of purpose in a fragmented portfolio group that has grown by acquisition.

Great architecture is designed with intent to drive action. It’s not something done for its own sake. It’s a tool that helps us actively, consciously change how people think, feel or behave. It’s a tool that helps us design better behaviours.

And as such it should be judged in its effectiveness to drive changes not models.

It’s practical. It is often simpler than tearing the existing structure down and starting from scratch (though that is often useful). In today’s lightning speed world, great brand architecture needs to be about prioritising the ‘fixes’ that will get you into action as fast as possible. So you can start to reap the rewards of those changes. It’s projective. An exercise that’s as much about strategic inspiration as logical rationalisation, that asks how it can open future opportunity as much as how it can order and organise the now. It’s our opportunity to rehearse the future; a solution for tomorrow that we get to put into play today.

It’s creative. More than a rational ‘filing’ exercise of products and services, it’s an exercise in communication of what you stand for. Where your brand idea is baked in, not bolted on. And crucially it’s always on. Those static models can make you believe there is an answer. To life the universe and everything. (it’s 42 by the way). But the truth is that really there is no finish line; for as long as you have an innovation pipeline, competitors, customers, you have a need to have an eye on your architecture. Your architecture, like your brand needs to be plugged into category and culture, reflective of and responsive to the world around it. It’s agile. Essentially architecture should be considered to be always in beta. And for us that’s the joy – it’s the rational satisfaction of creating a system that works for the now, but it’s the creative exhilaration of imagining an opportunity that will shape a future in flux. It’s the ability to design better futures for our brands.

We’re excited to celebrate our wins at the World Brand Design Society Awards for the outstanding work on HEINEKEN Cambodia’s ABC, Unilever Hindustan’s Horlicks, and Kimberly-Clark’s Depends.

Check out all the winners here.

Ambrish Chaudhry

Head of Strategy, Asia

It’s a confusing time to be a marketer these days.

A spontaneously built vibe on social media can be just as effective as years of carefully curated distinctive brand assets. Advertising is fast trending towards surrealism with Seal playing well… a seal and moustaches flying across windows, as evidenced in this year’s Superbowl. DE&I-related, purpose-led branding is becoming a distant speck in the rearview mirror. The cult of personality fast overtaking years of hard-earned brand personas.

To paraphrase a great literary work, these are the best of times and the worst of times. And while it’s not quite yet time to tear up the rule book, it’s worth updating it for sure. So, here’s some food for thought for continued brand growth in a post-branding world.

1. Unified > Uniform


Consistency has long been seen as the epitome of brand building. Doing the same thing over and over again builds precious brand assets and ensures the best return on presence. And while much of that is true, as many past doyens struggling for relevance will attest, there is a lot to be said for flexibility.

It is empirically proven that an omni-channel approach is the biggest multiplier of return on investment and maximises ad spends. However, implementing the same assets in a similar way across different touchpoints is a sure shot route to being ignored. Brands now need the inherent flex to have different conversations with differing audiences across differing media. And brand assets need to be set up for that.

2. Think kit-of-parts


The best brand guidelines do not constrain creativity and the altar of consistency. In fact, they become sandboxes that allow different permutations which, while staying true to the brand, create varied and delightful manifestations that keep audiences engaged. Think of the best brands and the way they communicate. You don’t have to see their logos to identify their messages. Multiple aspects such as emotional principles, tonality, sonic experience, use of photography etc. are hard at work to bring their messages to life. And here’s the kicker, it’s usually not done in exactly the same way. For example, while Airbnb’s brand identity is centered around “belong anywhere,” the way it communicates this varies significantly for different cultures, user experiences, and market trends and yet it is unmistakably Airbnb.

3. Know when to appear and when to disappear


Much like brands, businesses that own them are also in dire need of flexibility. From moving across price points, to collaborations with other brands and artists, to limited-time offers, businesses have multiple needs to extract value from one of the most precious assets – the brands they own. However, applying said brand in a singular fashion can often stretch credulity beyond repair. Often, the best role that the brand can take is offstage left.


4. It’s not heritage, it’s legacy

Many long-standing brands are facing death by a thousand cuts. An artisanal product here, an influencer-backed launch there, a competitive innovation and suddenly one is skirting with irrelevance. It is not that trust has become less important but there are many new signifiers of trust beyond heritage. From laser focus on the customer experience to innovative packaging, category-disrupting new formats etc., the route to trust now has many shortcuts. So, if you are a leading brand defending against the rising tide of competition, think legacy and not heritage. Legacy is a reminder of a promise you’ve made and lived up to over the years and while the manifestations of what that looks like may change, the essence does not.

5. And finally, for some hard-earned fun


To break the rules, you have to first master them. A rising trend amongst brands is to be selectively sacrilegious with their brand assets. Think KFC’s famous FCK ad or Pepsi’s fast-food combinations; the years of strongly adhering to brand assets can sometimes create gold if you’re willing to scruff up the rules, once in a while.

And there you have it. While as marketers we are trained to hear the siren song call of consistency, coherence is the lesser traveled path to lasting brand relevance. The true North Star, that focuses on the first-principles of brand building to engage and delight audiences. The perfect antidote to AI-induced blandness we are careening towards at break-neck speed.

“Black culture” is often treated as a singular entity—one broad label that attempts to encompass a vast array of experiences, histories, and influences. But the reality is clear: Blackness is not one thing. It is a rich tapestry woven from the diverse threads of Africa, the Caribbean, Latin America, Europe, and beyond. Each thread tells a unique story, shaped by geography, history, and generational evolution. 

Despite the progress made, in the realms of branding, marketing, and creative industries, Black culture is still too frequently reduced to a single aesthetic, voice, or experience. This oversimplification isn’t just inaccurate—it’s also a missed opportunity. 

Consider how food, music, fashion, and even language evolve within the Black community. The cultural significance of hip-hop in the U.S. differs from the power of dancehall in Jamaica, soca in Trinidad, afrobeats in Nigeria, or zouk in Martinique. A New Orleans Creole experience contrasts with that of a first-generation Haitian-American. Black British streetwear culture, though influenced by Caribbean roots, retains a distinct flavor all its own. 

These differences aren’t just minor details; they’re integral. They show up in storytelling, in the ways people connect with visuals, and in cultural references that feel genuine versus those that come across as performative. Creativity is always evolving—it blends the past, present, and future in ways that continually redefine industries. 

There are many Black creatives who continue to keep the spark of their heritage alive, and one such inspiring individual is Karabo Poppy. A Johannesburg-based artist, Karabo’s work is deeply influenced by her surroundings and reflects her deep appreciation for her people and culture. Her illustrations are known for their bold patterns, vibrant colors, and stylized characters, often featuring everyday people she encounters in Johannesburg. Blending Afrofuturism with a celebration of the African aesthetic, the history of where she comes from undoubtedly shines through her work. The authenticity of her work is rooted in her commitment to preserving and honoring African culture.

Karabo Poppy 

Another Black creative that works to honor her culture is Queen Tahj Williams from New Orleans. Queen Tahj is the first artist in the history of the NFL who has collaborated outside of the organization to create the logo and theme art for the Superbowl. She embraced this opportunity to showcase her heritage. This year’s Super Bowl LIX in New Orleans is influenced by the Black Masking tradition and the city’s iconic architecture. Black Masking is a celebration created by Black natives, African Americans, and others excluded from the mainstream Mardi Gras, involving wearing regalia inspired by Indigenous hand-beaded costumes and feathers. Queen Tahj seamlessly blends tradition and innovation, creating a visually striking piece that honors the vibrancy of New Orleans and the cultural richness of Black Masking. Through her work, the Super Bowl becomes more than just a sporting event—it evolves into a platform for recognition, representation, and the celebration of diverse cultures. 

Queen Tahj Williams 

What makes this all so remarkable is how these differences enrich the global creative landscape. The dialects, symbols, beats, and flavors each contribute layers of depth to how we perceive and experience the world. It’s a reminder that Black culture isn’t just a single voice—it’s a chorus, harmonizing across continents, telling stories that need to be told. 

It’s a reminder that Black culture isn’t just a single voice—it’s a chorus, harmonizing across continents, telling stories that need to be told. 

This month and beyond, let’s celebrate the richness of Black history and its subcultures, the beauty found in our differences, and the undeniable impact we have across industries. Because when we embrace the diverse ways our culture manifests, we don’t just influence trends—we help shape the future.

We’re still in high spirits following the PENTAWARDS ceremony where two of our projects were recognized as winners!

The Singapore team’s work for Bia Viet scooped up a gold win in the Beer & Cider category. Our client partners at Heineken Vietnam challenged us to revitalize Bia Viet’s visual identity to capture the essence of modern Vietnam and resonate with the local audience, positioning the brand as the Pride of Vietnam.

Link to our case study here.

Our London studio’s partnership with Mars for WHISKAS secured a bronze win in the Pet Food category. A legacy brand and category leader, WHISKAS required an updated look in the form of a new brand identity and portfolio packaging design which unlocked emotional engagement with pet parents and celebrated the brand’s distinctive brand assets to stand out in the competitive petcare market.

Link to our case study here.

Horton previously oversaw strategy and innovation at Taxi Studio and held senior roles at Bluemarlin and BBDO.

Award winning brand and design consultancy Elmwood London announces today that it has doubled the size of its strategy team as it looks to significantly grow its healthcare and consumer-focused brand partnerships.

The latest to join the team in London is industry visionary Jade Horton as Strategy Partner. Originally from New Zealand, Horton’s career has seen her work across Europe and North America with many of the world’s leading agencies and brands.

She started her career in advertising, working for the top networks, including WPP and Omnicom, before stepping into the world of branding and design. Horton joins Elmwood from Bristol-based agency, Taxi Studio, where she worked with leading healthcare and consumer brands like Nestle Health Science, Carlsberg and The Coco-Cola Company. She also previously worked at design agency, Bluemarlin.

“There was a very long list of brilliant things that made us want to hire Jade,” says Deborah Stafford-Watson, Head of Strategy at Elmwood. “She is a proven strategic powerhouse who has developed innovation strategies and design visions for top blue-chip brands, transforming perceptions of what design can achieve for a business.”

“Her experience at the intersection of health and wellness, and her knowledge of developing design strategies for brands within highly regulated environments, makes Jade the perfect fit for Elmwood as we look to bolster our consumer healthcare pillar.”

Elmwood London has a growing roster of leading healthcare brands including E45, Panadol, Voltaren, Advil and Otrivine. The studio was responsible for creating the award-winning brand identities for Hana and Opill, the first over-the-counter birth control pills for the UK and the US respectively.

“Whether it’s the medicine we take, the health supplements we drink or the health apps we download, branding in healthcare is first and foremost about designing for people,” said Jade Horton. “Elmwood understands this perfectly and is ideally placed to thrive in the next chapter of growth of health and wellness. It’s a true honour to be joining the team.”

Alongside Horton, Elmwood London recently appointed three highly respected Strategy Directors to the team. Amy Lee Stewart joined Elmwood from Interbrand in New York, where she was Associate Director and where she worked with brands such as Alkermes, IBM Watson and Samsung. Stewart has extensive experience of working with blue-chips and start-ups in the health, wellness and technology sectors, and is respected for her skills in brand positioning, brand architecture, identity and experience design.

Stewart is accompanied by Emily Stirling, who was previously Senior Brand Strategist at design agency, ORCA. A leading expert on how to translate brand definition into actionable creative platforms, Stirling has worked with major global businesses such as Procter and Gamble and Unilever. She has a passion for building purpose-driven brands that enhance health and wellness and is the founder of organic skincare line, Hale Organics.

Rounding out the team of Strategy Directors is Isobel Grad, who joined Elmwood London from semiotics and cultural analytics insight agency, Sign Salad, where she was a Director. Grad is a renowned cultural analyst and semiotician and has worked with many of the world’s leading brands, helping them to understand how to turn culture and consumer behaviour into actionable strategies for brand and design.

“With the addition of Jade, Amy Lee, Emily and Isobel, we’re blending new skills and perspectives with fantastic experience to elevate our strategy offer in the London team and help unlock new growth opportunities for our clients across our corporate, consumer and healthcare pillars,” added Stafford-Watson.

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In China, there are two ways of interpreting the term “internet celebrity (pronounced as wang hong in Chinese)”. As a noun, it refers to social media influencers; as an adjective, it describes popular trends (e.g., a hotel or cake that becomes trendy on the internet can be called a wang hong hotel or a wang hong cake).

In the past few years, a phrase frequently heard from clients was: “We want to make our brand a celebrity brand.” At the time, 10,000 Red recommendation posts could create a blockbuster product, 100 videos could build a successful brand, and a single livestream by a top influencer could propel a brand to frame overnight. Becoming a celebrity brand drove phenomenal visits, purchases, and user shares. They were “top performers” and “sales champions.”

In the present day, however, clients are shifting their stance, saying: “Our brand can’t just be a celebrity brand.” Many brands that gained widespread attention because they relied too heavily on traffic, neglecting to improve their brand strength and product quality. These brands were eventually labeled by consumers as “low-quality” with short-lived success when the customer acquisition costs rise continuously in the fierce competition.

This is an era where “attention is king.” Consumers are easily drawn to the traffic but forget the brand itself. For a brand that becomes a celebrity brand, instead of being complacent about the fleeting halo, it should be thinking about how it can remain a constant winner.

The fragrance industry provides an interesting example. Although China’s fragrance culture can be traced back to the Spring and Autumn dynasties, fragrance has historically been a symbol of taste and status among the nobility. However, over the past two decades, as more and more overseas brands have entered the Chinese market, fragrance has gradually transitioned from a luxury item to a daily consumer product.

As a result, the Chinese fragrance market has dominated by international brands for a long time. Until 2018, the Chinese fragrance brand To Summer, inspired by oriental culture, carved out a unique niche in the market by using Chinese botanical scents that deeply resonate with the local audience, quickly establishing itself as a celebrity brand winning recognition. Six years later, while countless followers have entered or disappeared in the oriental fragrance industry, only To Summer remains a lasting favorite. Today, people no longer refer To Summer only as a celebrity brand, also as a representative brand of oriental aesthetics.

Rooted in oriental aesthetics, To Summer has built a cohesive product and content system. Each product series tells stories of oriental culture, art and history. For example, the classic series “Kunlun Boiling Snow” takes inspiration from China’s sacred Kunlun Mountains, encapsulating the grandeur of nature and the cozy warmth of a cabin in a small bottle. Its narrative paints a vivid scene: “On a snowy and windy night, a traveler returns to his wooden home in the forest, hearing the snow carried by the wind as firewood crackles inside.” 03 It feels as though the snow at the peak of Kunlun melts into trickling streams, carrying the resinous scent of subarctic conifer forests into the glasses shared by friends and family around the fire.

With a profound understanding of the subtle elegance of oriental aesthetics, To Summer draws from the depth of traditional culture, capturing and distilling minimalist yet iconic textual and visual symbols to construct its brand universe. From product naming, packaging design, and visual storytelling to the multisensory experience in its offline stores, To Summer delivers a consistent embodiment of “oriental aesthetics” across all brand touchpoints.

To Summer’s transition from “a short-lived celebrity brand” to “a lasting representative brand” lies in its unwavering commitment to its original intent: the revival of oriental culture. Through abstract scents, the brand evokes and reawakens long-dormant memories for its audience, allowing the enduring treasures of cultural heritage to be rediscovered and embraced by the world in the form of fragrance.

Scents can be replicated, trends will evolve, and more popular brands will emerge with the times. However, only with an unwavering intent can a brand always draw consumers’ attention amidst constant change and remain steadfast in its direction. A brand should aim not just to be a celebrity brand that captures attention one time, but to achieve success all the time. Rather than following trends, stay true to your intent and create future trends together with us. We build brands with intent.

Sources:
1. PINYIN HUI Celebrity Brands No Longer Look Cheap
2. Baidu Baike
3. Zhihu Sense Economy: Sniffing Out a New Blue Ocean  

Marti Rosenberger

Senior Strategist, New York

Brands across industries are vying for cultural relevance, activating this through brand partnerships, influencer collaborations, creative campaigns, social media, product innovation, and more. At the core of all these efforts is a reliance on trends to resonate in ways that are timely, relatable, and authentic. Achieving viral success can manifest in multiple forms—whether through impressions, widespread recognition, or the establishment of a new convention. As consumer expectations evolve and elevate, brands must adopt a more intentional approach to truly connect. Success is no longer defined by being the first to capitalize on a trend, but by being the brand that executes it most effectively. Understanding three key consumer behaviors can help brands act with intent.

1. If your brand behaves inconsistently, consumers pick up on it immediately.

As consumers are bombarded with countless messages, they’ve become increasingly discerning and critical – immediately picking up on any disconnects. Coming across as exploiting trends or opportunities purely for self-gain or as having an unstable brand identity undermines consumer trust and fails to nurture the relationships between brands and consumers. Van Leeuwen Ice Cream captures consumer attention in consistently surprising ways. From the outset, its focus has been on crafting high-quality, innovative flavors for a broad audience. Without a paid advertising budget, the brand has relied on product excellence and organic, word-of-mouth marketing to build its reputation. Its consumers have learned to expect unconventional partnerships that act as marketing stunts themselves. These partnerships and new flavor releases spark polarized reactions that fuel conversation and reinforce the brand’s distinct approach to ice cream. While not every flavor appeals to the masses, consumers have embraced this bold, distinctive approach.

2. If it doesn’t feel like your brand, consumers will forget it was your brand.

Trends are inherently transient, so capitalizing on them requires a timely and deliberate approach that delivers immediate impact without sacrificing a brand’s values. When executed well, these initiatives can serve as valuable extensions of a brand. But if these efforts don’t align with a its core identity, it can do more harm than good – undermining credibility and blending into the rest of the category. Glossier has meticulously crafted a cohesive aesthetic. By prioritizing skincare in an approachable, inclusive manner, Glossier has created not only a resonant makeup aesthetic but also a recognizable brand identity that complements it. The brand’s origins as a blog are evident in the way it fosters genuine conversation and engagement with its audience. Its ethos is reflected across every touchpoint – campaigns featuring real customers, product releases, packaging, and in-store experiences all feel like natural extensions of the brand’s core. This makes it easy for consumers to connect with and return to the brand.

3. If your brand feels like it’s trying too hard, consumers will reject it.

Consumers are quick to notice when a brand is trying too hard; they want brands to appear effortless. To achieve this, a brand’s engagement must feel natural and instinctive—never forced or contrived. When a brand’s actions appear overthought, they risk feeling cheesy or desperate. Luxury fashion brand Jacquemus creates notable, out-of-the-box marketing that stands out for all the right reasons. Whether through CGI, out-of-home advertising, or daring fashion week stunts, Jacquemus seamlessly integrates contemporary trends into its cultural presence and its products. Every aspect of the brand reflects its broader vision to create innovative, elegant, and original pieces of art that never compromise on quality or attention to detail. While leaning into trends and inserting oneself into culture is not one-size-fits-all, one thing is for sure: the most enduring and impactful brands are those that engage with the here and now both purposefully and authentically.

So, getting very clear with your brands intent helps you act consistently, stay true to your values and deliver a truly authentic brand experience to your customers.

Considering the political and ethical landmines around opposing positions of abortion and right to life, Opill®’s packaging design is “unapologetic in its boldness.”

This article originally appeared in Packaging Digest.

• Opill^® is available without a prescription online and in retail stores nationwide, even in states that have banned abortions.
• For the packaging, design consultancy Elmwood sought a balance between creativity and practicality.
• The color palette for Opill^®‘s packaging reinvents industry standards.

Eye-catching colors and bold fonts are not typically associated with cartons for contraceptive pills. But when Elmwood designed the packaging for the first over-the-counter (OTC) birth control pill, artistic flare took center stage.

Manufactured by Perrigo in Dublin, Opill^® was approved by the FDA last year and is currently available online and in retail stores nationwide, including in states where abortions have been banned. Its OTC status reduces barriers to accessibility, giving women a range of birth control products to choose from and empowering them to choose the method that best meets their needs.

Elmwood’s marketing director Alex Ehrensperger answered Packaging Digest’s questions about Opill^®‘s packaging design and how it supports Perrigo’s mission.

Describe Opill^®‘s packaging and the significance of its design elements.

Ehrensperger: Opill^®‘s packaging revolves around its O-shaped brand mark. Against a backdrop where one-third of American women report barriers in accessing contraception, the halo outline of the O is designed to be clear, strong, and accessible. Between the many roadblocks to reproductive support, it becomes a beacon for protection; a motif that speaks to Opill^®‘s simplicity, convenience, and ease of use.

The color palette for Opill^®‘s packaging also reinvents industry standards, featuring a background of modern teal alongside pops of coral, lilac, orange, blush, and yellow that appear in free-form shapes. These surround a striking dark-blue typeface that references classic Rx language, underpinning Opill^®‘s efficacy as a daily contraceptive.

Together, the effect is a visual metaphor for the arcs of the world around us (the free-form shapes) and Opill^®‘s steady presence within that (the pharmaceutical color of the lettering).

Opill^®‘s block-letter font was intentionally selected due to its open and round typeface, building a sense of a brand that is warm and approachable.

What was Perrigo looking to achieve with this package design?

Ehrensperger: It was a challenging yet exciting task to design the package for the first-ever over-the-counter daily oral contraceptive in the US.

We set multiple goals for the creative design: Opill^® needs to stand out in the family planning aisles, inspire trust and confidence, be easy to remember and recognize, and appeal to people, including teenagers as well as trans men and non-binary people, with its purpose clearly communicated. From a practical standpoint, it needs to be simple to carry and use, contain straightforward but accurate user information, and, lastly, clear FDA requirements.

With these ambitious goals established, Perrigo started out by conducting consumer research around contraceptive pill usage to understand the main needs of women ages 18 to 45, as well as trans men and gender-nonconforming people. The key learning is that these people want the freedom and control to get safe and effective birth control easily, which has since been the core spirit the company delved into and embodied.

To distinguish Opill^® from prescription drugs, Perrigo deliberately avoided elements one could associate with a lab product; instead, we created a dynamic effect with a white ring in the center and a teal color on the back, along with geometric shapes to add dimension to the pack that is unapologetic in its boldness.

The name Opill^® was chosen because it was easy to remember and pronounce. It’s evoked by the white ring featured on the packaging and is also a nod to the over-the-counter nature of the product – a concept the user groups recognized.

Were there any challenges specific to this project?

Ehrensperger: In terms of challenges, when it came to creating the packaging design and wider brand identity, it relates to striking a balance between creating a brand that inspires trust and confidence, and which still conveys efficacy and trust at the core of its purpose in being an FDA-approved product that is simple to carry and use. We wanted to ensure the right balance was struck across the packaging design between the creative design and practicality.

Did you design any other marketing materials for launching this product?

Ehrensperger: Elmwood crafted the packaging design, visual identity, and brand world experience for Opill^®, which includes the creation of a set of brand tools and guidelines to use across all brand touchpoints – from billboards to social media marketing and more.

How does the packaging support patient compliance?

Ehrensperger: Besides the packaging, the design team also paid special attention to making two elements within the box more understandable and consumer friendly: the consumer information leaflet (written in accessible, non-technical language) and a reminder card for people to write the time they intend to take Opill^® daily. The packaging design is designed to ensure the product remains upright on store shelves and that the Drug Facts label on the back of the pack is easy to read.

Where will the product be sold?

Ehrensperger: Opill^® is available in the family planning aisles at a range of retailers across all 50 states. In addition to availability at physical stores and major online marketplaces, consumers can buy Opill^® on opill.com

Are there any age restrictions for purchasing Opill^®?

Ehrensperger: Opill^® is safe and effective for use by people of all reproductive ages. People who have or have ever had breast cancer shouldn’t use Opill^®.

Learn more about Opill^® on opill.com

Head to the article, originally shared on Packaging Digest.

Riyad Mammadyarov

Strategy Director, New York

Whether it’s the proliferation of AI technologies in Hollywood or the democratization of moviemaking and distribution of those movies, the entertainment and media industry has gone through seismic upheavals over the last decade. Upheavals that are set to continue to impact the category, pushing it to contract and evolve, particularly within the streaming business.

We have seen ongoing consolidation of streaming services over the last few years due to continued cord cutting, the shrinking margins of media content creation, and the souring of VC-subsidized capital injections that propped up tech and entertainment companies for years.

What we are left with at this point in time are mainstream streaming services that increasingly cater to the masses in a shotgun-spread kind of approach to satisfy users and reduce the ever-frightening churn.

Indeed, the biggest pain point for most streaming services is churn, which is the metric that measures the percentage of streaming services who cancel their subscription or allow it to lapse. A high churn rate is in many ways the death rattle that so many subscription-based streaming services fear and what prompted Netflix and others of its size to begin exploring and implementing new practices like price hikes and ad-supported tiering. It ultimately stymied the economic wound for the big brands but at what cost to consumer sentiment? Implementing brand moves that are abhorred by your customer base is one way to alienate them and erode the long-term value of your brand. It’s understandably a move that is necessitated by larger macroeconomic needs of the company and category at large, but one that is a risky proposition as long-term brand equity is critical to continued growth and consistent user relevancy. As a result, there appears to be a significant opportunity that other niche media brands have discovered. That they don’t need an army of talent, the latest technology, and eye-watering budgets to succeed. Instead, they’re recognizing that their smaller more nuanced content can live standalone on their own streaming services, appealing and attracting a dedicated user base that eventually can grow to become super fans and evangelize the brand to others who are looking for similar content.

It only takes looking at the increasingly potent business success of the smaller streaming services like Criterion Channel, Shudder, AMC+, BritBox and others to see that these brands have recognized something that the behemoths have not—that audiences’ tastes and behaviors are more sophisticated than many have expected. These genre-specific or traditional cable network players have seen sizeable subscriber growth over the last few years, with 24.5 million in 2022 subscribing to at least one niche streamer to more than double to 51.4 million by 2024, according to Antenna, a subscription research firm. As Antenna’s CEO puts it, “it’s an explosion.”

To put that growth into more context with the bigger players, active subscriptions for niche streamers grew 27% last year and 20% this year. These growth rates were nearly 2 times less for traditional streamers which stood at 17% in 2023 and 7% this year. These niche players are therefore a testament to the fact that intent—intent to meet audience’ true entertainment needs—is a driving force behind their success and an approach that bigger streaming brands could learn from. Brands that set out to achieve their ambitions with intent are poised to be attract smaller but more dedicated users by virtue of reflecting a stronger sense of authenticity and relevance to consumers. Putting bigger picture economic and inflationary concerns aside, these brands’ exposure to churn is reduced, as users celebrate the content that these services provide. Beyond that, many of them provide a bespoke curated approach that signals the intent of their business to meet consumer expectations and provide a sense of personalization to their content. That intent is a foundational catalyst that bigger players would be wise to heed as the landscape continues to grow ever complex.

Renee Zhang
Title

“Brands” are one of the most important factors influencing purchase decisions, as indicated by consumer testing results across nearly all categories. Over the past two years, declining consumer confidence in China has posed significant growth challenges for major brands.  In contrast, “white labels” — small manufacturers that produce unbranded goods — has defied the trend and reaped substantial profits.

Are consumers lying? We: “Why brands?” Consumers: “Because no other option offers same level of functionality, experience, or philosophy.” We: “Why white labels? ” Consumers: “Because the unbranded products are almost as good as the branded ones, yet only for a third of the price.” When there is little difference in product quality and functionality, 57.2% of the Chinese consumers prefer affordable alternatives. White label’s intensely focus on achieving swift profits through traffic on livestreaming platforms by competing in product quantities, livestream duration, and offering the “lowest price across the internet”. In contrast, brands strive to build recognition and connection at every consumer touchpoint: identifying consumers’ true needs, offering differentiated value at reasonable prices, and building trust through long-term commitment.

Consumers aren’t lying. Brands still matter in their purchase decisions, but the way they perceive brands has evolved. They no longer blindly trust brand labels or pay extra for products when affordable alternatives are available. Instead, they are willing to spend more on differentiated value — whether it’s cutting-edge driving technology, visible skincare efficacy, a uniquely crispy texture, or an irreplaceable sense of happiness. This is how today’s Chinese consumers define a Brand.

Take Coca-Cola as an example. Its differentiated value is no longer solely tied to its secret recipe but to a promise: “No matter how the world changes, your happiness is always my priority.” Coca-Cola brings “happiness” to life by transforming it into a tangible experience through its name, iconic red color, ribbon logo, music, stories, and new flavors — allowing consumers to see, hear, taste, and continually feel it. The value of brand differentiation stems from the brand’s intent, which incorporates a vision that goes beyond mere profits, embodies an innovative spirit to redefine categories, and demonstrates the resilience to navigate economic cycles with confidence.

Amid fierce competition, brands must continually innovate to align with their intent—for better, be better, and achieve better. White labels rise and fade, but their first step toward transitioning from short-term victory to long-term success is to define their brand intent and prepare for a protracted game. In the business world, there’s never a lack of opportunistic winners — but enduring legends remain rare. We believe white labels won’t replace brands, but they can evolve into brands. And real brands? They have no affordable substitutes.

Sources：
1. 2024McKinSey&Company China Brief: The Truth About Chinese Consumption
2. CBNDATA 2024 New Health Consumption Lifestyle Trends Report


Deborah Stafford-Watson

Head of Strategy, London

A women’s health product? For periods? Better make it pink then…. Thankfully, long gone are the days of stereotypical design choices in women’s health. Women have voted with their wallets and embraced brands that speak more to their real experiences and seek to solve real issues, but there’s still so much more to be done. In almost every global market, there’s increasing recognition of the gender health gap. Women can feel dismissed; their health concerns not taken seriously with products and services feeling irrelevant and inaccessible. There’s not only a need for more investment and understanding, but a shift in the way brands approach the design of products and services for women’s health. Design can play a powerful role in signaling this intent as we found with our groundbreaking design for Opill – the US’s first over the counter contraceptive pill.

Freedom from stigma and shame.

Brand and design should engage women to the point that they no longer feel the need to hide their experiences. We’ve seen a huge shift in this space from brand platforms like Hers, campaigns from established brands like BodyForm and digital trackers such as Flo Health but while normalisation is an essential ambition for brands in this space, not every brand needs to be an activist. Simple and uncomplicated storytelling – through universal symbolism like that of Opill’s ‘O’ – combined with warmth and approachability in language can deliver a sense of familiarity and freedom. Complexity is the enemy of comfort and by developing visual and verbal assets that are simple, clear and relatable, we were able to reject “discreet” femcare signals that may inadvertently contribute to contraception’s long-held legacy of shame

Designing with, not for, women.

Traditional female codes of design have only served to shroud women’s experiences of various health conditions – handing designers a huge responsibility to reverse the status quo. It’s a goal that begins with listening to, and elevating, women’s voices. And avoiding one-size fits all solutions. For example, with menopause set to affect over a billion people globally by the year 2030 – each experiencing different and completely personal symptoms, it can be a dizzyingly complex space to design for. When developing the Opill visual identity system, the use of abstract shapes and diverse illustration allowed women and people of all backgrounds (age, ethnicity, orientation) to find a place to self-identify with the brand. We listened and learnt from women throughout the process to find the right balance of standout appeal and scientific efficacy to inspire confidence and trust. Listening and co-creating are powerful tools in getting this right.

Consider the whole person, not just the issue.

While a cold or a stomach bug is an on-off incident demanding action in the moment, gender-specific issues – for example, period-induced migraines, or the misery of UTIs – are typically ongoing or cyclical in nature. This means designers need to think beyond the assumed dichotomy of a problem-solution set up, and instead design brands built for lasting partnership. People will tell you that ‘Gen Z broke the marketing funnel’ but in the world of women’s health, the path to purchase is rarely linear. Family and friends are often the biggest source of health information but social media’s influence can’t be ignored. Building a digital first brand, that shows up where our customers are in a way that’s relevant and culturally resonant was essential for Opill’s success.

At a point where many women still feel disempowered by healthcare systems that systematically overlook their needs, design can help by crafting a new type of meaningful brand language. As the journey for Opill® shows, it’s possible to build a brand that is approachable, aspirational and courageous in design; all while maintaining a baseline of clinical competence. And there’s so much more we can do in women’s health.

The shortlist for the 2025 Transform Awards Europe is out and we are thrilled to see two of our entries included.

Our work with Mars Wrigley on the global brand refresh for SKITTLES is shortlisted in the ‘Best Visual Identity from the FMCG Sector’ category.

Learn more about our work for Skittles.

Our partnership with Karo Healthcare on E45’s refreshed brand identity and packaging design is shortlisted in the ‘Best Visual Identity from the Lifestyle and Wellbeing Sector’ category.

Learn more about our work for E45.

We can’t wait to learn the winners’ results in March – congratulations to our brilliant client partners and London team on the news!

Check out the full Transform magazine shortlist.

We are thrilled to announce that Elmwood New York has achieved remarkable success at the 2024 Graphis Design Awards, securing five prestigious awards across various categories. Congratulations to our talented teams in both New York and London for their outstanding work and creative excellence!

The following projects were recognized:

• Horizon Organic Brand Refresh – Silver Win
   Category: Food & Beverage
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• CFA Institute – Silver Win
   Category: Financial Services
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• Stori – Silver Win
   Category: Financial Services
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• Revl Fruits Brand Identity – Silver Win
   Category: Food & Beverage
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• The Economic Justice Partnership – Silver Win
   Category: Education
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These awards reflect our commitment to creativity, innovation, and excellence in design. We are proud of our teams and grateful for their hard work and dedication, which continue to drive our success. Thank you to everyone who contributed to these remarkable achievements!

Mental Health Day 2024: Elmwood NYC Team Shares Their Mental Health Stories

Mental health is a complex conversation, shaped by diverse experiences and varying stigmas. This year, Elmwood NYC has asked some of our members to share their perspectives and experiences on the topic. We believe it’s essential to discuss crucial and challenging issues that impact both our industry and everyday lives. The conversation entails insights on coping skills, mental health in the workplace, and community support from our Managing Director, Emma Godfrey; our Strategy Director, Riyad Mammadyarov; and our Senior Designer, Victoria Houman.

Emma Godfrey | Managing director

What does mental wellness mean to you, and how do you prioritize it in your daily life?
 As someone who has lived with depression and anxiety (and has for many years), mental wellness is incredibly important to me. Mental wellness to me is the ability to be able to function day to day without being consumed by feelings of self-doubt, overthinking, negative thinking and overwhelm. To combat these feelings and the spirals associated with them, I prioritize exercise, sleep (at least 7 hours a night), regular therapy and eating well. I also remind myself that these feelings are temporary, that there is another side and you will always make it back there. This can be so important to remember, even when it all feels overwhelming.

What does a supportive working environment look like for you?
 Having an environment in which you can be vulnerable and honest about how you’re feeling is key. There needs to be more conversations around mental health and wellness within the workplace so that we create a safe environment for people to show up as themselves – on the good days as well as the bad days. This is even more important in our industry that is prone to burnout. For me, it all starts with talking. It’s important for leaders in our industry to lead by example, vulnerability is a beautiful thing and creates a space for others to talk and be vulnerable without judgment or shame. We also need to ensure we have the right support and resources for people that spans the gambit of mental health, it is a huge topic with so many facets – there is definitely not a one size fits all approach.

How can we encourage more open conversations about mental health in our communities?
 This is a great question and one that I am not sure we have cracked within our industry. For me, it comes back to creating safe spaces where people can be vulnerable and open, and I think this comes from leadership. By sharing our struggles and vulnerabilities, we create empathy and understanding and start to break down the walls of isolation that mental health issues often build. There is still a lot of stigma around mental health and so much of it is still misunderstood, by creating an environment in which people feel able to discuss their mental health, we build compassion and resilience…..and we need that now more than ever in our world.

What coping strategies do you find most helpful to manage your mental health when you’re at work?
 Getting out and walking is a very effective way to clear my head when everything feels overwhelming during the day. There are some days where no matter what I do, my brain does not play ball and on those days, it is easier to give in, watch some reality tv, get an early night, and go to bed knowing tomorrow is a new day. Some days, I have very little control over my mental health and the more I try to, the worse it gets. It’s taken me a long time to realize that’s ok – mental health is a lifelong journey and some days you win, some days you don’t. Those are the days you need to be kind to yourself and watch some Selling Sunset.

Riyad Mammadyarov | Strategy Director

What does mental wellness mean to you, and how do you prioritize it in your daily life?
 To me, mental wellness means balance. Balance of energy, balance of mood, balance of the good and the bad. It means being able to comfortably and confidently oscillate between the roles and responsibilities of my everyday life and the things that give me personalized momentum. And that’s not easy to do, especially in our deadline-driven work environment. But sometimes that means that you need to carve out the time, space within ourselves, and the world around us so that we can personally and professionally flourish and actualize the things that bring us true balance.

What does a supportive working environment look like for you?
 A supportive work environment means a place where I can unapologetically show up as my authentic self. Where people not only see me in my totality but encourage it. It means knowing that I have colleagues who recognize the power of being holistically present. And I hope that I encourage that in my colleagues as well.

How can we encourage more open conversations about mental health in our communities?
 By being open and communicative about the other facets of our lives. Whether those are the moments of elation and celebration or the difficult experiences we all live through, creating a free forum environment that encourages earnest communication is paramount. It allows us to recognize the power of honesty, truth, and reality. And those are the keys to unlocking comfort, acceptance, perseverance, and ultimately creativity in its best forms.

What coping strategies do you find most helpful to manage your mental health when you’re at work?
 My coping mechanisms typically involve stepping away from the work. Disconnecting, even for a few minutes, is a critical tool that I use to reassess and reset my mind to see challenges in a new light. Beyond that, carving out time with team members to talk openly about anything and everything has been hugely influential for me to feel empowered and know that we’re not in this alone.

Victoria Houman | Senior Designer

What does mental wellness mean to you, and how do you prioritize it in your daily life?
 Mental wellness means taking the time to care for yourself and recognize your mental wellbeing within your everyday life. It doesn’t come easy to many, but practicing this is important for your overall health. I believe mental health affects physical health, so you should take as much care of your mental as you do your physical. Personally, when I feel like I’m starting to let stress overwhelm me, I try to take a step back and be mindful of what I need for myself to get me back on track and find support where I can. Luckily, there are many resources out there now for mental health support and therapy that has made mental health care increasingly convenient.

What does a supportive working environment look like for you?
 Having a supportive work environment means feeling comfortable to be yourself, share your ideas, and feel valued in an open and encouraging space. You should have a team that supports you, your work life, and your personal life. We spend many hours at work, so having a team that is supportive and empathetic is crucial to our overall mental wellbeing.

How can we encourage more open conversations about mental health in our communities?
 We can encourage more conversations around mental health by continually providing open dialogue where people feel comfortable coming forward to share their thoughts and feelings. If we foster this kind of community, I think more people will feel comfortable sharing more about themselves and get the support they need.

What coping strategies do you find most helpful to manage your mental health when you’re at work?
 I love taking walks outside. It’s a simple way to just separate yourself from your desk, get some fresh air, and have a new sensory experience. I always come back with a clear mind and better thinking when I return from a walk. I also find taking some time for yourself during the day, whether that’s meditation or doing something you love, is the best way to stay grounded. Life can get chaotic fast, so taking time for yourself to recoup is vital.

Hunt was previously Asia Pacific Chair for IPG’s Futurebrand, CEO ADNA Global China, CEO HuntHaggarty Asia and held earlier regional leadership roles in the Ogilvy/Brand Union JV and JWT.

Global next-gen creative, tech and media group, MSQ, and its multi-award winning design consultancy, Elmwood, have announced the appointment of seasoned marketing industry expert Susie Hunt as Chair of MSQ and Elmwood in Asia, where she will support and accelerate the expansion of the group’s successful and highly awarded team to deliver in region brand strategy, design excellence and brand communications.

Susie has been living and working in Asia Pacific for over 25 years, including most recently living in Beijing where she focused on growth strategies for China based companies. She now brings a wealth of experience to her new role with MSQ and Elmwood. She was previously Asia Pacific Chair for Futurebrand at IPG, where she advised leading Asian companies and governments, including UOB, The Singapore Government, CITIC PE, Alibaba and the Kingdom of Bhutan.

Her career in Asia began at WPP with JWT, where she was the Asia Pacific Regional Director, working for clients including Diageo, Pfizer, The Wall Street Journal and Kellogg’s. Then, as Pacific regional lead for Brand Union, Hunt strengthened the business’ corporate branding practice and developed new revenue streams in consumer and retail brand experience for clients including Levi’s, Coca-Cola and Motorola. Hunt then co-founded her own brand experience consultancy HuntHaggarty specialising in the Chinese Mainland, South East Asia and India including working with leading tech companies such as Google. Hunt is now an Industry Mentor at the Schwarzman Institute at Beijing’s Tsinghua University and advises the Museum for the United Nations – UN LIVE.

The news follows MSQ’s recent acquisition of New York-based creative agency, SPCSHP, a move that doubles their presence in the US as part of their global expansion plans.

“Susie’s appointment is a reinforcement of our commitment to the international growth of MSQ and the importance of Asia for our clients and agencies,” says Bart Michels, Executive Board Director at MSQ Partners. “There is massive potential for the expansion of MSQ’s joined up creative, data and tech proposition in the region and, given her breadth of experience and her reputation, Susie will be the perfect champion to help us achieve this.”

Elmwood Global CEO Daniel Binns says: “Susie has worked with many of the largest brands in the region and at the most senior level and understands the culture of the region incredibly well. She therefore has exactly the right skills and experience to help drive the growth of our business and support the continued expansion of our services as we transition from pure design to experience design and from a largely consumer business to a more balanced consumer and corporate brand consultancy. We’re so excited to welcome her to our team.”

Based in Hong Kong, Hunt’s extensive Asia experience will be key to supporting the continued growth of the MSQ network and providing clients with access to the expertise of the entire MSQ group, encompassing advertising, design and dynamic creative content and production services. Her rich corporate branding experience will also be key to further developing Elmwood’s own capabilities, building on the consultancy’s recent work with consumer healthcare company, Kenvue, Chinese restaurant group, Haidilao, and multinational confectionery giant, Mars.

“What really drives and inspires me is the quality and agility of the creative product we can offer to our clients fueled by the very latest global expertise in data and tech. MSQ and Elmwood continue to creatively disrupt our industry positively in Asia with technology and data driven solutions to anticipate client needs,” says Susie Hunt. “I’m proud to be part of such a talented team and I look forward to increasing our presence in this key growth region.”

Congratulations to our team on x5 shortlists across the branding and packaging categories!

Find the full results below:

The AA

Category: Branding

Learn more

Alpro

Category: Branding

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Old Mout

Category: Packaging

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WHISKAS

Category: Packaging

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Bia Viet

Category: Packaging

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Former Dragon Rouge and Design Bridge exec, Emma Godfrey, to spearhead the studio’s ambitious US expansion strategy.

This article originally appeared in LBB Online.

Global design consultancy Elmwood has appointed Emma Godfrey as its Managing Director in New York, in a critical hire for the MSQ -owned creative studio as it gears up for a new stage of US-led global growth.

With a career spanning 20 years at the forefront of brand strategy and design, Emma joins Elmwood from global agency Dragon Rouge, where she was NY Managing Director. Prior to that, she held high-profile roles as Business Director at WPP’s Design Bridge and Partners, and was Vice President at Kantar Consulting.

Emma’s leadership experience has seen her partner with multinational clients such as Diageo, Mondelez, LifeScan and Reckitt to drive customer acquisition and the delivery of award-winning creative projects. Having worked across a wide range of CPG, healthcare, corporate and enterprise projects, her breadth of insight will be pivotal to advancing Elmwood’s growth at a key moment for the studio.

In her role starting this month, Emma will report directly to Global CEO Daniel Binns to oversee Elmwood’s US expansion, following a year of bumper growth for the New York studio’s industry-leading team. Her appointment underscores the scale of Elmwood’s US ambitions over the next three years.

Daniel Binns said, “Emma’s hybrid experience in leadership, brand strategy, insights and business development make her the ideal addition to our NY team, as we pursue a new chapter of US-led expansion at Elmwood. We will work together to develop the North America market as our – and MSQ’s – most important region of growth.”

With major clients including Mars, Haleon, Heineken, Kenvue, Reckitt, Kimberly Clark and Unilever, and the backing of its parent company, MSQ, Elmwood is ideally positioned to grow its unique strategic design consultancy model. Emma will be tasked with taking the NY business to the next level expanding both its service offer and its client base.

Elmwood has over 250 people working in New York, London, Singapore and Shanghai, and Emma’s appointment will complete its heavyweight leadership suite. Led by Daniel as CEO, this includes, London agency MD Sue Knowles, Shanghai MD Angeline Kong and Singapore MD Celeste Cheong. Elmwood recently also hired Kristin Nevin as Global Client Partner, Kam White as Global Head of People and Abi Main as Global CFO.

Based in New York, Emma will work closely with Daniel to propel strategic growth and business development; both within Elmwood and the wider MSQ group. Following its 2021 acquisition by MSQ, the pair will be able to collaborate with MSQ’s roster of partner agencies to expand Elmwood’s capabilities and clients.

Emma Godfrey said, “Elmwood has been an agency that I’ve admired ever since I started my career 20 years ago. Like many people in the industry, I’ve long been aware of the studio’s nurturing and supportive culture. And I’ve also been blown away by the standard of its strategic creative work. I can’t wait to build on this success trajectory within Elmwood’s New York and global teams, as we explore the huge opportunities ahead in the US market.

“Elmwood has a unique advantage right now. We can tap into the structure of a boutique-style, independent studio, with the added support of MSQ’s vast network of international marketing agencies. The ability to partner with MSQ is particularly exciting given its expertise in tech-enabled and AI-focused branding. This will help position us at the forefront as we look to enrich our global client base.”

“We’re thrilled to add Emma to MSQ’s fast growing North American leadership team,” said MSQ North America President, Aaron Lang. “She brings the perfect blend of vision, expertise and partnership that our unique client model is built upon. This is a great hire for us, and we’re excited for all that she brings to the business.”

Recognizing the best work in the industry across brand strategy, packaging, and redesign disciplines, we’re honored to see our work celebrated alongside so many other talented agencies and brands.

See the full results below:

Alpro – Gold Win
 Category: Best Use of Packaging (Other)
 Learn more.

The Week – Bronze Win
 Category: Best Visual Identity from the Technology, Media and Telecommunications Sector
 Learn more.

Dolmio – Silver Win
 Category: Best Visual Identity from the FMCG Sector
 Learn more.

The AA – Bronze Win
 Category: Best Visual Identity from the Automotive Sector
 Learn more.

Dolmio – Bronze Win
 Category: Best Use of Packaging (Glass)
 Learn more.

The high-protein, gluten-free UK sausages get a brand overhaul courtesy of the global consultancy.

This article originally appears in Creative Boom.

Sausages are lovely, but the traditional kind isn’t good for cholesterol levels. And they’re not much use for vegetarians or anyone trying to avoid gluten, either. So, in recent years, HECK! has made a name for itself in UK supermarkets by supplying alternative sossies that are gluten-free, higher in protein, and include a great range of meat-free versions.

They’ve now unveiled playful new branding designed to reinvigorate the category appeal to a younger audience. Developed in partnership with global design consultancy Elmwood, it’s all designed to appeal to a younger audience by tapping into new trends and create a basis for long-term product development.

As part of this overhaul, two new What The HECK! products are being launched in UK supermarkets, titled the Sausage Bomb and Sausage Rashers.

The former is a large sausage meatball promising “an explosion of flavour” at its centre, while the latter emphasises convenience, with flat-shaped sausages that can be cooked in five minutes – similar to bacon.

Brand Concept

Elmwood aimed to bring HECK!’s products up to date with a consistent, fun, and diverse system that could flex beyond design language staples.

“HECK! has a strong field-to-fork family heritage, and we wanted to keep that in play while introducing a wider sense of category excitement and impact,” explains Greg Taylor, chief provocation officer at Elmwood London.

“Our goal was to replace outgrown butcher tropes and classic premium codes with something more spontaneous and punchy. It was time to add more creative magic to the HECK! core identity, as seen via a Gen Z lens.”

Logo, type and colours

Elmwood began by working with lettering artist Dan Forster to reinvent HECK!’s wordmark, making it cleaner, more statement-worthy and a better fit for the digital world. This is coupled with a new, more stylised typography featuring modern, conversational fonts.

The brand overhaul also dials up HECK!’s key brand colour of hot pink, raising its profile across multiple on- and off- pack touchpoints. Meanwhile, the HECK! exclamation mark becomes a central part of its new visual brand language, with a daring character and newfound emphasis.

In addition, HECK!’s confident new look features bigger and bolder illustrations in order to pop on the shelf and create simple navigation that brings together the brand’s expanding product portfolio.

A new set of product-focused photography completes the refresh, hero’ing the range of flavours across HECK!’s sausages, burgers, mince and meat-free products.

Fresh Mindset

“What The HECK! signals the start of a dynamic new chapter in our long relationship with the HECK! team,” says Charlotte Distefano, associate creative director at Elmwood London. “The platform has synergy with the core HECK! brand, but it also represents a fresh mindset – one that revolves around distinctive storytelling and moments that matter to consumers.

“It creates space for HECK! to be visually creative, using pop culture and bright graphic language to bring newfound soul to product innovation,” she adds. “It gives scope for brand expansion by exploring never-before-seen category textures and wild new ideas.”

The platform’s unveiling follows an extensive brand refresh at HECK! earlier this year, also developed in partnership with Elmwood. This aimed to reflect HECK!’s shift to becoming an established category player, excite retailers, and elevate its position in a competitive set.

The Yorkshire-based sausage brand was launched ten years ago and has since achieved a 60% share of the premium branded sausage market. The company’s founders have always seen brand investment and design as bring critical to the success of the business, and each year, the company invests 10% of its revenue in brand support.

Read the full article on creativeboom.com

Elmwood London has appointed award-winning JKR lead Iván Mato as its new Executive Creative Director, as the global design consultancy looks to stay ahead in a climate of intense corporate competition and rapidly advancing digital technology.

In his new role based out of Elmwood’s UK HQ, Iván will spearhead the studio’s global client growth – with a particular focus on high-impact corporate briefs whilst also supporting the team on existing consumer clients. Iván will lead the charge on projects that are shaped by fast-changing creative technologies such as generative AI.

Iván brings over 20 years’ experience working across corporate, consumer and hospitality branding for a range of prestigious agency and multinational brand names. Most recently, he was Creative Director at global agency JKR, where he oversaw a rebrand for The National Lottery – sparking a 34% increase in retail sales – as well as leading on the creation of BEES, a multichannel ecommerce platform for Belgian beer giant Ab InBev that attracted 3.7 million monthly users across 26 countries in the space of just four years.

“We’re delighted to have Iván overseeing creative direction for Elmwood London during this exciting period of transition and growth,” says Andy Lawrence, Global Executive Creative Director for Elmwood. “As a respected industry leader, Iván’s repertoire of work is impressive. He has consistently been able to answer complex design challenges with amazing ideas, executed in a beautiful way.”

“Amid the relentless march of new technology, Iván’s combination of physical and digital brand experience also places him at the forefront of new creative innovations in brand design,” Andy continues. “He has the skills we need to expand our footprint further into fast-growth areas. Already, just days into the role, he’s made his presence felt in a series of key projects we are running around AI.”

In the early stages of his wide-ranging career, Iván worked in-house at Nokia Design, giving him a unique perspective on client-agency collaboration and partnership. In later agency roles, he went on to collaborate with many of the world’s leading brands across various industries; from Mars Inc, Pedigree, Evian, Cunard and Ocado to NIO, Yamaha, Quickbooks, Deutsche Bank and Apollo Tyres. Within each position, Iván has always maintained a multidisciplinary focus – going beyond the specifics of graphic design to think about branding in the broadest sense possible.

Iván is also a strong believer in the power of branding to generate sustainable growth; whether that’s developing new contender Avid Hotels into a 150-strong portfolio for the InterContinental Hotels group, or nurturing a thriving internal culture. Standout growth was a key theme in both Iván’s most recent Creative Director positions. This includes at design agencies forpeople and JKR, where he helped transition the company from its mainstay of FMCG packaging design to a digital-first remit.

A self-confessed typography fanatic, Iván’s love of branding began early, during his childhood in his native Spain. He is passionate about putting people at the core of the design process, continuously improving creative projects via user participation, co-creation and client engagement. This approach has won Iván multiple accolades for his work, including from Clio Awards, D&AD and the Art Directors Club.

His passion for generating real-world results from design – as well as driving brand-powered sustainable growth – will be critical to expanding Elmwood’s unique status within the wider MSQ group. The studio was acquired by the international marketing company in 2022, forming the foundations of a new global agency model that can flex across multiple design systems and digital content platforms.

“I’m thrilled to have the opportunity to collaborate across Elmwood’s huge cross-company network of skills and connections,” says Iván Mato. “I can’t wait to explore what makes Elmwood’s corporate and consumer work so special, and to learn more about the studio’s ‘design better’ philosophy. To be able to meet that ideal within the context of the studio’s vast pool of in-house talent just gives it even greater impact and velocity.”

“I’m also looking forward to building on my previous digital work with clients to explore the tantalising relationship between branding and next-gen tech at Elmwood,” Iván continues. “I see the reach of knowledge that we have here at Elmwood as an opportunity to craft something very compelling for the consumer and corporate markets. At the same time, we have the freedom to branch out into new avenues of strategic growth, making our mark within the fast-evolving brand landscape.”

As we continue to celebrate Women’s History Month, we’re highlighting the diverse female minds leading our New York creative team and the tensions that power their different perspectives. Without Women there would be no Elmwood NYC, and for that we’re loud and proud.

Krista Oraa, Creative Director
 Adaptive / Structured 

“The ability to adapt is essential in this industry. Our clients’ priorities often change, briefs continue to evolve and market needs differ regionally. As creative leaders we are often asked to adapt without haste, all while making strategic decisions that uphold the design standards of our business. Being adaptive requires flexibility in ways of thinking and working in addition to demonstrating a sense of control while doing so.

And control is key, as having a clear structure from that pivot point ensures that adapting is not met with mayhem or confusion. Defining a structured approach that sets a plan in motion is critical. As structure provides a foundation for a new way forward, giving meaning and purpose to unexpected change.

From my professional to personal life, the tension of being adaptive yet structured is just a part of everyday life (you’ll especially relate if you have kids). Keeping your cool when the principal calls, a home renovation becomes a headache, or a family member has a crisis. You adjust to changing factors or situations and bring an open mind to how you can balance structure with adaptivity.”

Amelia Cheung, Associate Creative Director
 Insightful / Inquisitive 

“I believe that to be truly insightful, we have to first be inquisitive. Be humble, and admit that we don’t know the answer to every scenario.

As a team we may be experts in our field, but the real magic comes when we defer to the subject matter, collaborate with the people that the work represents, and bring other experts along for the ride.

To me, this is vital if we’re to create work that is truly inclusive and reflects not just the inside of a virtual meeting room.

Sometimes the information that comes through is overwhelming; too many data points to comb through, endless opinions and stuff that’s just noise. But if you can ask better questions, uncover that nugget of truth — that becomes the golden thread that when woven into your storytelling feels honest, engaging, and from a real human experience we can all believe in.”

Meg Beckum, Executive Creative Director
 Nurturing / No-nonsense

“I think I’ve found some success in my career (and at home) by being equal parts nurturing and no-nonsense.

I genuinely enjoy connecting with others on a personal level. I’m not a small talker; I want to know the deep stuff—where you come from, what you love, what you hate, and where you want to go. The best part of my job is helping my teammates recognize and realize their creative strength and power.

My role also requires focus—being able to cut through the noise and distraction in our business, our industry and in the world. There’s a discipline in doing, putting pen to paper and getting the job done with rigor, thoughtfulness, and conviction. I think my clients and colleagues appreciate that my creativity comes from a place of honesty and insight. I don’t believe in selling a bunch of post-rationalized B.S. and baloney.”

To celebrate Black History Month, we chose to shine a light on the Black teammates at the heart of our New York studio. Throughout February, our colleagues were asked to share their career experiences and offer guidance to other Black professionals entering the creative industry. Their voices span across every corner of our studio—from Creative, to Project Management, to Executive Leadership and we are honored to share their stories.

Natasha Young, Head of Client Services:

I’m an “Account Person” and I head the Client Services team in our New York studio. It’s interesting to look back at how I got started in this industry, it was truly random. My mom was a Jamaican trailblazing saleswoman who was often smashing sales records and winning trips all over the world because of it. She knew the reputable, wealthy, and important people all over the Philadelphia Main Line, and she made it a point to build positive relationships with everyone. The SVP of Comcast and chairman of NBCUniversal was her customer. One day while selling him a vacuum, she mentioned that her daughter was just out of college and looking for an internship. After a couple informational interviews, I was hired as an unpaid intern at Comcast’s advertising agency, Red Tettemer.  And here I am today, after a few twists and turns, going strong!

I grew up in an industry (especially in the first half of my career) where I was often the only black person in my agency. Quite honestly, this was normal for me and mirrored my experience growing up—in school, in dance class, in orchestra, in acting class, in swimming class. I’m also Jamaican, and a lot of times people don’t understand the nuance that a Caribbean culture adds to one’s outlook, positivity, tolerance, and drive. Our parents were ambitious to get here, so better believe they expect the same kind of excellence from their pickney (that means children).

Being an account person is not all the glitz and glamor that our creative counterparts seek and gain from great work. Sure, we bask in the glory internally for the part we play, and there are perks once in a while (like traveling on the IBM Jet to help finalize the CEO’s presentation for the next day’s event, or traveling abroad for special projects), but I’ve found that it takes a service mentality to survive and succeed in the account management practice. You are in service to your clients, your team, and the needs of everyone else. In our world today, most people want to be in the spotlight, to be the MVP, or the star in their line of work. I think it’s a dying thing to help others and be happy for their success—there’s a lot of that in my role, and that’s OK. I’ve just seen the Bob Marley movie (so maybe it’s his voice in my head), but I say lead with love. And that’s the advice I’d offer young black folks in the creative industry. As you grow your toolbox of skills, experience, passion and ambition, sometimes it’s OK to be in service to others.

Chris Borelli, Senior Project Manager:

I am a Senior Project Manager at Elmwood but also a Producer / “Music Guy” in the creative industry. Initially, I had no intention of tapping into this industry, but it has turned out to be one of the best things to happen to me. Before my senior year in college, I started as an intern in the Broadcast Production department at Hill Holliday in my hometown of Boston. The opportunity was given to me directly, unexpectedly, and very publicly, by the CEO, Karen Kaplan. I am eternally grateful as she took genuine interest in me and my family when she graciously offered me a paid internship, setting the foundation for my ten ongoing years of experience in this industry.

My background is colorful. Dee1, a black creative I admire, says; “I don’t look like where I come from.” This couldn’t ring more true for me. Growing up, I’ve experienced the effects of systemic misfortune: poverty, alcoholism, and drug abuse. Child services and custody court hearings. Foster care and adoption. Thankfully, my biological family and I have blossomed from the mud of these happenings ever since. The struggles of my upbringing will forever be fuel to the fire of who I am today.

This story isn’t uncommon for Black people. Broken homes, child neglect, and substance abuse still run rampant in our communities. And yet, so does resiliency and pride in our struggle. Through mentors and loved ones, I’ve learned that it’s this same pride that creates the beautiful contrast of being Black in this industry. Our stories of pain and triumph both provide our power, wisdom, and creativity that help move the needle not only in Black culture, but in the entire creative industry. This alone keeps me here and empowers me to stay true to who I am, no matter how much it may contrast with my immediate working environment.

For Black people in this industry, my advice is to love what makes you different. Use what makes you stand out to your advantage. It’s those very differences that set us apart. Those differences that position us to have the most influence on the most unassuming of situations. The influence our unique traits have is absolutely poetic and beautiful to me. This industry needs to hear from us. We will continue to be the tastemakers that contribute to a more creative and socially conscious world – just by being our most true selves.

Simply put, being Black is a superpower. I wouldn’t change it for anything. For that, I am truly blessed.

Dee Dalencour, Senior Designer:

My name is Dee Dalencour (yes, it’s short for something) and I’ve spent the entirety of my 6 year design career at Elmwood New York, but my creative heartbeat started way before.

A few facts about me so we can get comfortable with each other:

1. I’m a born and raised New Yorker hailing from Jamaica, Queens. If you’ve ever flown out of JFK, it’s likely you’ve driven past my childhood apartment.
2. My parents immigrated to NYC from different parts of Haiti at very young ages. I‘ve been raised quite American but with a deep connection and love of where my roots lay.
3. I was homeschooled from Pre-K to High School graduation. This does not make me “smarter than you” (mainly because I was a terrible listener). But it did spark my passion for design because of the freedom I was afforded to play and discover what makes me happy.
4. I love being a Black woman. I’ve never wanted to be anything else, even though growing up, media told me I ought to.

I have been creative for as long as I can remember. My mom always encouraged and cultivated creative expression in my siblings and I. Creativity was my safe space, and still is, but when I got to college things shifted for me.

Even though my university was in the city, I had never been around so many White folks in my life. I’m from Queens, the most diverse district in the world. I had a total of two Black design professors in my four years (both men) and was only one of two Black students in my Bachelor’s program. This lack of diversity in school made it tough to create projects from my POV, especially when I was being critiqued by those who didn’t desire to understand my lived experience. At those moments, I had never felt more like a minority in my entire life.

Though this was surprising to me then, I can see how this kind adversity came to be. Black kids, especially children of immigrants, are not encouraged to pursue certain artistic careers. Certain members of my family doubted me when I chose design as my future. Undergoing this lack of diversity in college prepared me for a similar experience when I became a professional in the creative industry. It’s still not a surprise, but it was and still is lonely sometimes.

Though my career hasn’t been very long, I’ve learned so much about myself. About what’s changed in the industry and what still desperately needs to. I’m just one super cool and talented Black girl from NYC. Blackness is not monolith, but you did ask my opinion. So here’s some advice to young Black creatives and the industry at large.

Black folks to the front first please:

1. Get a therapist and start unlearning code switching. Your unique voice, perspective and style needs to be represented amongst your team. Who you are authentically is not inherently other or unprofessional. FIYTA?
2. Solidarity and community with other racially diverse members of your team is paramount to keeping on. A safe space around kinfolk is better than a non-existent space around skinfolk.
3. The weight of DEI conversations and racial education is not on your Black shoulders. Keep your leadership accountable and informed about what needs fixing or building in your agency.
4. If someone makes a comment about your hair, you don’t need to laugh it off.

Industry folks, it’s your turn:

1. Listen
2. Listen
3. Listen
4. I’ll leave you with this quote I heard recently at an agency-wide DEI talk: “There is a notion that focusing on DEI is not focusing on business. This is not true.” Invest in your people. One Black voice is not every Black voice.

Click the following links to learn more about and connect with Natasha, Chris and Dee.

Elmwood, the global design consultancy owned by MSQ, has appointed industry heavyweight Daniel Binns as its new Global CEO, to help the agency deliver on its international ambitions and cement its leading position as one of the industry’s foremost creative design business.

Binns joins Elmwood from Interbrand, where he’d spent more than a decade as part of the global leadership team, most recently as Chief Executive of Interbrand North America and as Global Chief Provocation Officer, where he ran new business and marketing across 13 offices.

Prior to Interbrand he was the Founding Partner of global research and strategy boutique, The Leading Edge, and previously spent 18 years at McCann Worldgroup, running offices and global client teams in London, New York, Jakarta, Johannesburg, Kuala Lumpur, Bahrain and Brussels during his near two-decade stretch.

As Interbrand’s North America CEO he led the agency to win 40 major global creative awards, helping the business achieve over 50% growth in the past four years alone, and landing key new business from brands including GE, Google, American Express, Nissan, PayPal, Verizon, and Prudential.

Binn’s appointment by Elmwood underlines the studio’s ambition to deliver world-class design-led creativity and strategic thinking to global clients and national brand leaders. The studio already has over 250 people in 4 studios working in New York, London, Singapore, and Shanghai, and developing work for the likes of Mars Wrigley, Heineken, Haleon, Kimberly-Clark, Danone, CVS Health and Colgate-Palmolive.

Based in New York, Binns will oversee Elmwood’s global growth strategy and creative innovation agenda, as well as fostering greater integration between each studio and uniting the business around a new global vision for design-led, creative transformation. He will also work closely with Elmwood’s parent company, MSQ, which acquired Elmwood in December 2021 and successfully merged the studio with its own existing design consultancy, Holmes & Marchant to create a new international strategic design company.

Binns will take up his new role in February, reporting directly to MSQ’s Executive Director, Bart Michels, and working closely with Elmwood’s Non-Executive Chair, Steve Gatfield. He will lead a multi-talented leadership team at Elmwood, which includes Elmwoods Asia chief Paul Galesloot, London agency MD Sue Knowles, newly appointed Elmwood Shanghai MD Angeline Kong, Elmwood Singapore MD Celeste Cheong, and New York MD Nulty White.

Last year Elmwood made two further additions to its global team, hiring Kristin Nevin as Global Client Partner and Abi Main as Global CFO.

Binns said: “I’ve always admired the uniquely creative power of the Elmwood business and its passionate and talented designers, strategists and client leaders. It’s clear that clients really value the design excellence and strong partnership that Elmwood brings. The potential to help innovate and grow this business even further, together with our studios and clients, was irresistible. And to do this as part of the dynamic, tech-enabled and creative stable of the fast-growing MSQ group of companies, makes it all the more interesting.”

Bart Michels, Executive Director of MSQ, says: “We’ve been looking at the right global leadership approach for a newly integrated international Elmwood era, and in Daniel we’ve found a rare global design industry talent to help lead this growth journey. His obvious passion for strategy, design and creativity more broadly, combined with the fact that he is a truly global citizen, make him an excellent choice to lead Elmwood, its clients and its people to an exciting new design industry leadership position.”