The first microagency: an interview with the founder of DMD Green
RH: Jason, you were the first to start a microagency with DMD Network. Why was important for green consulting to work in the microagency approach?
JW: Starting out as a sustainable consultant I knew I wanted to eventually expand the business into "green" marketing. Beyond just the consulting I wanted to provide clients more value through a range of services like design, public relations and advertising. However, this was a clear chicken and the egg scenario; how can I engage large clients with a limited service offering and alternatively how could I hire a design and PR team without the large clients? For me the opportunity to join the DMD Network provided me with the perfect mix of services while allowing us to be nimble and continue to work on the consulting business.
RH: Do you collaborate with other microagencies in the DMD Network, give us an example.
JW: We are very fortunate to have worked now with basically all the microagencies in the DMD Network. We have worked on very high level identity projects for clients like the Canadian Association of Petroleum Professionals (CAPP) with DMD Insight and business start up programs for smaller valve companies with Pixink which is a member of the DMD Network. Whether it's working on interactive proposals with DMDxd or collaborating on reclamation initiatives with DMD Lab in Los Angeles you never know where or which group the next opportunity might come from. That really has been the beauty of the DMD Network for me, you never know where the next project will take you. With the different microagencies bringing ideas and opportunities to us at DMD Green or our group reaching out to the other groups for a particular project, the opportunities generated from the wide breadth of knowledge and experience is really quite amazing.
RH: To date, what have been the big successes for DMD Green?
JW: For us the development of our SocialCycling initiative has been the most rewarding. SocialCycling to me is the perfect mix of marketing, consulting and science based investigation and really encompasses everything I got into this business to do. We are very fortunate to have highly skilled and technically qualified waste specialists working with our marketing and consulting groups bringing real solutions to challenging reclamation projects. Our goal with SocialCycling is not just good messaging or reclamation protocols, but actually making a difference to communities around the world. Thankfully our clients who have joined us in SocialCycling are some of the most progressive and forward thinking organizations making the imitative both a personal and business success.
RH: Sustainability is big news, and big business, how do you advise clients to find the real potential versus the hype and what is sometimes called "greenwashing"?
JW: Greenwashing is something we face everyday on the job. Our clients, their competitors and even us at DMD Green are constantly walking the line of trying to bring the most compelling and sustainable message to market without misleading or over promising something to the consumer. I found myself guilty of the this "over hyping" of green attributes early in my career, luckily being immersed in the sustainable arena for nearly 10 years now has brought some perspective and experience that has hopefully allowed DMD Green to address the non-greenwashed message. The clear path we preach to clients in sustainability messaging is to develop the PACT mentality in communications. PACT being: Performance, how does this product actually perform, Accountability, how are we as a company standing behind this product, Change, what does this product do differently than others, and most importantly Transparency, "this is what we are doing, and here's how".
RH: DMD Green is involved in architecture and the oil and gas industry; what are the similarities there? How are both of these industries approach sustainability?
JW: Architecture and the Energy Industry, specifically the oil and gas business, could not seem to be more different on the surface, yet it constantly surprises me how similar they are. Projects need to be built, owners want high quality materials that won't harm the environment for the lowest cost, architects and engineers sift through the vast array of materials and manufacturers to find the solutions that fit with their designs. Overall the industries are all still singing the same tune, just the words are a little different. The one major difference I do see however is in transparency. The culture of Energy is not pre-disposed to allowing the public to see what goes on behind the curtain. Hopefully this is slowly changing. You can't portray yourself sustainably without transparency.
Posted by rowland
on May 16 at 12:48 AM
JW: Starting out as a sustainable consultant I knew I wanted to eventually expand the business into "green" marketing. Beyond just the consulting I wanted to provide clients more value through a range of services like design, public relations and advertising. However, this was a clear chicken and the egg scenario; how can I engage large clients with a limited service offering and alternatively how could I hire a design and PR team without the large clients? For me the opportunity to join the DMD Network provided me with the perfect mix of services while allowing us to be nimble and continue to work on the consulting business.
RH: Do you collaborate with other microagencies in the DMD Network, give us an example.
JW: We are very fortunate to have worked now with basically all the microagencies in the DMD Network. We have worked on very high level identity projects for clients like the Canadian Association of Petroleum Professionals (CAPP) with DMD Insight and business start up programs for smaller valve companies with Pixink which is a member of the DMD Network. Whether it's working on interactive proposals with DMDxd or collaborating on reclamation initiatives with DMD Lab in Los Angeles you never know where or which group the next opportunity might come from. That really has been the beauty of the DMD Network for me, you never know where the next project will take you. With the different microagencies bringing ideas and opportunities to us at DMD Green or our group reaching out to the other groups for a particular project, the opportunities generated from the wide breadth of knowledge and experience is really quite amazing.
RH: To date, what have been the big successes for DMD Green?
JW: For us the development of our SocialCycling initiative has been the most rewarding. SocialCycling to me is the perfect mix of marketing, consulting and science based investigation and really encompasses everything I got into this business to do. We are very fortunate to have highly skilled and technically qualified waste specialists working with our marketing and consulting groups bringing real solutions to challenging reclamation projects. Our goal with SocialCycling is not just good messaging or reclamation protocols, but actually making a difference to communities around the world. Thankfully our clients who have joined us in SocialCycling are some of the most progressive and forward thinking organizations making the imitative both a personal and business success.
RH: Sustainability is big news, and big business, how do you advise clients to find the real potential versus the hype and what is sometimes called "greenwashing"?
JW: Greenwashing is something we face everyday on the job. Our clients, their competitors and even us at DMD Green are constantly walking the line of trying to bring the most compelling and sustainable message to market without misleading or over promising something to the consumer. I found myself guilty of the this "over hyping" of green attributes early in my career, luckily being immersed in the sustainable arena for nearly 10 years now has brought some perspective and experience that has hopefully allowed DMD Green to address the non-greenwashed message. The clear path we preach to clients in sustainability messaging is to develop the PACT mentality in communications. PACT being: Performance, how does this product actually perform, Accountability, how are we as a company standing behind this product, Change, what does this product do differently than others, and most importantly Transparency, "this is what we are doing, and here's how".
RH: DMD Green is involved in architecture and the oil and gas industry; what are the similarities there? How are both of these industries approach sustainability?
JW: Architecture and the Energy Industry, specifically the oil and gas business, could not seem to be more different on the surface, yet it constantly surprises me how similar they are. Projects need to be built, owners want high quality materials that won't harm the environment for the lowest cost, architects and engineers sift through the vast array of materials and manufacturers to find the solutions that fit with their designs. Overall the industries are all still singing the same tune, just the words are a little different. The one major difference I do see however is in transparency. The culture of Energy is not pre-disposed to allowing the public to see what goes on behind the curtain. Hopefully this is slowly changing. You can't portray yourself sustainably without transparency.
Posted by rowland
on May 16 at 12:48 AM
Inside the Lab: starting a new microagency
Melanie Bender has created a real stir with our most recent addition to the DMD Network, DMD Lab. Based in LA right in the heart of the fashion world in the Cooper Building.
Not only does Melanie know fashion's rising stars, she is also a bit of a star herself. About two years ago she joined DMD Insight in NYC as a junior associate. After a brief stint with a larger PR firm (which happens to be my former agency too!) she was stung by the entrepreneurial bug. She's racked up a SABRE nomination and a thriving business in just a few months.
I sat down with Melanie to find out why the microagency concept has worked for her.
RH: You started with DMD a few years back. During your first tenure at DMD you lead DMD Lab, an experimental program to reach up-and-coming fashion designers, which has now been nominated for a SABRE. What did you learn about starting a practice like DMD Lab then?
MB: The DMD Lab pro bono project was the time of my life! For the first time I was really tapping into my raison d-etre (fashion), while challenging myself to take risks and discover what I was capable of. Those eight months impressed upon me how much it shows in your work when passion is your driving force, and that with the right vision, strategy and team in place you can make incredible things happen, like building a new practice from the ground up in a matter of months.
RH: We were sad to see you leave DMD; but excited to see you explore other agencies. What do you think the difference is between a microagency concept at DMD and how other agencies work?
MB: I have nothing but respect for the colleagues and clients I worked with at both agencies, but in the end I was the yo-yo being drawn back home to DMD. Clearly one thing I love about the microagency concept is that it empowers me to pursue my passions, and even succeeds upon my doing so. It also love encourages dialogue and sharing ideas across all levels of the team - the DMD Lab project itself started by me as the most junior team member pitching the idea off-the-cuff to our CEO Rowland, how incredible that I was able to do that. It also means that we're not afraid to try something different - just because no one else is doing it doesn't mean it won't work!
RH: You've now turned DMD Lab into a microagency in LA. How has the microagency approach helped you get started?
MB: We're partners embarking on this endeavor together. I came with the concept, vision and targets for what I wanted to do, and the network really helped me nail down the strategy while providing (essential!) start-up resources and team support. To have someone I can call to bounce ideas off of or tap when something is outside my area of expertise is essential. It's still up to me to make it a successful venture, but I'm not going it alone.
RH: What are your long-term goals for DMD Lab?
MB: Continuing to build the practice by doing what I'm passionate about: finding designers that are doing really incredible and exciting things and helping them grow what they're doing. It's amazing to see that happen - we just worked with the New York Times on the cover shoot for their Sunday Style Magazine, that's like putting your stamp on the fabric of pop culture! And in the short-term, I wouldn't mind coming home with a Sabre Award next week!
Posted by rowland
on May 8 at 07:30 AM
Not only does Melanie know fashion's rising stars, she is also a bit of a star herself. About two years ago she joined DMD Insight in NYC as a junior associate. After a brief stint with a larger PR firm (which happens to be my former agency too!) she was stung by the entrepreneurial bug. She's racked up a SABRE nomination and a thriving business in just a few months.
I sat down with Melanie to find out why the microagency concept has worked for her.
RH: You started with DMD a few years back. During your first tenure at DMD you lead DMD Lab, an experimental program to reach up-and-coming fashion designers, which has now been nominated for a SABRE. What did you learn about starting a practice like DMD Lab then?
MB: The DMD Lab pro bono project was the time of my life! For the first time I was really tapping into my raison d-etre (fashion), while challenging myself to take risks and discover what I was capable of. Those eight months impressed upon me how much it shows in your work when passion is your driving force, and that with the right vision, strategy and team in place you can make incredible things happen, like building a new practice from the ground up in a matter of months.
RH: We were sad to see you leave DMD; but excited to see you explore other agencies. What do you think the difference is between a microagency concept at DMD and how other agencies work?
MB: I have nothing but respect for the colleagues and clients I worked with at both agencies, but in the end I was the yo-yo being drawn back home to DMD. Clearly one thing I love about the microagency concept is that it empowers me to pursue my passions, and even succeeds upon my doing so. It also love encourages dialogue and sharing ideas across all levels of the team - the DMD Lab project itself started by me as the most junior team member pitching the idea off-the-cuff to our CEO Rowland, how incredible that I was able to do that. It also means that we're not afraid to try something different - just because no one else is doing it doesn't mean it won't work!
RH: You've now turned DMD Lab into a microagency in LA. How has the microagency approach helped you get started?
MB: We're partners embarking on this endeavor together. I came with the concept, vision and targets for what I wanted to do, and the network really helped me nail down the strategy while providing (essential!) start-up resources and team support. To have someone I can call to bounce ideas off of or tap when something is outside my area of expertise is essential. It's still up to me to make it a successful venture, but I'm not going it alone.
RH: What are your long-term goals for DMD Lab?
MB: Continuing to build the practice by doing what I'm passionate about: finding designers that are doing really incredible and exciting things and helping them grow what they're doing. It's amazing to see that happen - we just worked with the New York Times on the cover shoot for their Sunday Style Magazine, that's like putting your stamp on the fabric of pop culture! And in the short-term, I wouldn't mind coming home with a Sabre Award next week!
Posted by rowland
on May 8 at 07:30 AM
Maybe design is not the answer. South Korea's brand
As I arrived in Seoul, South Korea, I excitedly updated my status on Facebook. A good friend commented: "Welcome to, apparently, the land of luxury goods! (You should feel at home.)" I assume his quip was meant in regard to DMD's client roster of luxury brands, and hopefully not my personal spending habits. Take note, though, that he doesn't mention the many South Korean designers that have emerged in the last decade in product, fashion, graphics and arts. I had done a bit of my own research before arriving and was excited to experience a place of new designs, but upon arriving was most surprised by, indeed, the overwhelming amount of luxury stores. In fact, the story of luxury eclipsed a more interesting story underneath Korea's successes.
Behind the luxury is a country that has not experienced the recession in the severe manner of other countries. In fact, it has been in the enviable position of increasing GDP strongly in the last twenty years, with only minor bumps in the road, and socially has largely removed malnutrition and other social ills.
McKinsey Quarterly has published a book with the South Korean government entitled "Korea 2020: Global Perspectives for the Next Decade," published by Random House Korea. One of the essay's is by Christopher Graves (password needed) on the national brand. He makes the point, wisely, that South Korea suffers from a brand deficit: shadowed by Japan its designers are unknown, and its largest brands, Samsung and LG, are perceived in the US are also seen as Japanese.
Three of his four recommendations focus on design: "Find, capture, and retell the stories of South Korean designers", "Create a living design experience, a design theme park", "Create a global design award".
All solid, good, public relations recommendations: yet, I wonder if this would be an uphill battle. My friend's quip about luxury would remain unchanged, and the recall of LG and Samsung would probably still tilt towards Japan. Perhaps their greatest story, I am seeing here, might be their economic and social success. Exporting their business and social thinking prowess could be a beacon in the US where there is an intense soul-searching on how our financial and social institutions failed and a aspirational story for developing countries.
I am normally a fan of a design focus brand push: but in this case the larger story is the structure, thinking and humanity that has made South Korea most successful. Finding a way to export that mindset may be their greatest brand asset.
Posted by rowland
on May 6 at 10:52 PM
Behind the luxury is a country that has not experienced the recession in the severe manner of other countries. In fact, it has been in the enviable position of increasing GDP strongly in the last twenty years, with only minor bumps in the road, and socially has largely removed malnutrition and other social ills.
McKinsey Quarterly has published a book with the South Korean government entitled "Korea 2020: Global Perspectives for the Next Decade," published by Random House Korea. One of the essay's is by Christopher Graves (password needed) on the national brand. He makes the point, wisely, that South Korea suffers from a brand deficit: shadowed by Japan its designers are unknown, and its largest brands, Samsung and LG, are perceived in the US are also seen as Japanese.
Three of his four recommendations focus on design: "Find, capture, and retell the stories of South Korean designers", "Create a living design experience, a design theme park", "Create a global design award".
All solid, good, public relations recommendations: yet, I wonder if this would be an uphill battle. My friend's quip about luxury would remain unchanged, and the recall of LG and Samsung would probably still tilt towards Japan. Perhaps their greatest story, I am seeing here, might be their economic and social success. Exporting their business and social thinking prowess could be a beacon in the US where there is an intense soul-searching on how our financial and social institutions failed and a aspirational story for developing countries.
I am normally a fan of a design focus brand push: but in this case the larger story is the structure, thinking and humanity that has made South Korea most successful. Finding a way to export that mindset may be their greatest brand asset.
Posted by rowland
on May 6 at 10:52 PM