Potential partners are always looking for the right match. And nothing happens if you don’t put yourself out there. So, to spark new relationships and make meaningful client connections we developed and launched our own dating site. 

The site presents our work, our credentials and our people in a series of dating app-style profiles, the visual language, verbiage and interface of which was lovingly inspired from typical dating app tropes.

And it all comes wrapped up in a pretty package. Literally. A custom-designed box of chocolates and love letter was hand-delivered to a variety of prospective partners. Under each chocolate was a QR code that led to the mobile experience.

Our grand romantic gesture generated some promising new connections and made headlines in Strategy and AdAge.  

  As Seen in AdAge

 

  As Seen in Strategy

The past 15 years has seen a lot of change at Blackjet. It was founded in 2009, mainly as a design firm. In the next decade and a half, it would evolve and augment its practice to include advertising and content with a distinct emphasis on strategy. The team, which in the beginning counted fewer than 10, has grown to 35, and the original Toronto office is now joined by satellites in London and Chicago. Last year Blackjet acquired Spider Marketing and began to formalize directional pivot towards consulting with a focus on brand and business growth.    

‘It feels like the right way to celebrate the past 15 years and kick off the next chapter,’ says Rob Galletta, Blackjet’s CEO and CCO. ‘We’ve frequently asked our clients to step outside their comfort zones and it’s good to practice what you preach. Not that trading Toronto for The Bahamas in the dead of winter is exactly uncomfortable, but any change of scenery is good creative fuel.’

So what gives? Why so much ineptitude?  Surely, there is significant due diligence in the process of hiring CMOs. And I’m sure the same holds true with agency partners. Are there that many professionals on both client and agency side that are unqualified? Is there just a massive talent gap and people faking it till they make it? No. That’s not it at all. There’s a rigour that’s lacking. And it starts with the CEO. 

More specifically, it starts with CEOs that are hands off. CEOs that are unclear about their business goals. CEOs who look at marketing as a ‘necessary evil’ and cost centre vs. the department that can help deliver on their business objectives. Business leaders who ‘defer’ to their head of marketing preemptively absolve themselves of any wrong doing just in case things don’t go as planned. Losing market share? Fire the CMO. Dip in sales? Fire the CMO. 

Marketers need their CEOs to be vocal, involved and clear on business objectives. The issue is one of clarity, communication and connectedness. We need CEOs to communicate their business objectives with a level of clarity that takes the guesswork out of any marketing investment. So that the massive amounts of time, human capital and dollars spent are done so with a clarity of purpose across internal teams and external partners. And we need them to stay connected to the activity, provide feedback and ensure things stay in line with where the business is going. 

Quite simply, tell your CMO what the goal or destination is and they’ll chart the path to help you get there. Otherwise, they will toil and teams will focus on irrelevant KPIs as a means of justifying their existence. Help stop the endless cycle of scape-goating. 

The argument is compelling. So much so that the rise of purpose-led marketing has become an obsession for brands and marketers. Newfangled agencies were born espousing the virtues of ‘purpose’. Do a quick search on ‘purpose-led agency’ and see what pops up. Marketers have changed their LinkedIn bios to “Purpose-Led Marketer”. Even Blackjet adapted its planning model around Sinek’s golden circles. Coincidentally, the idea of “authenticity” was on the lips of every marketer around the world. “Our consumers are demanding authenticity!”….”Our brand needs to be more authentic.” And this, became a dangerously toxic combination.

Surely employees need a reason to get out of bed in the morning. And generating more revenue or gaining market share may not be motivating to them. It’s true that many consumer segments genuinely care about a company’s impact on people and planet. But that’s NOT every consumer. Potato chips saving the rain forest? Blue-collar beer brands claiming to be advocates of the LGBTQ2A+ community? Soda trying to stop police brutality?

Many marketers have become so obsessed with purpose that they’ve lost the plot. No wonder the average CMO’s tenure is so short. No wonder marketing doesn’t get a seat at the “adult table” in many organizations. And no wonder agencies are looked at as vendors and not partners. So many marketers have taken their eyes of off business objectives and accountability to the bottom line. They’ve stopped asking for business KPIs and placing those above purpose.

If you are going to be one of the successful purpose-led brands, it needs to come from the top. It needs to be baked into your DNA. Just ask Patagonia. It can’t just be a marketing led initiative. That’s inauthentic. And that’s where most brands fail. To be clear, purpose can have a powerful role. But it shouldn’t usurp business goals. It can’t. It won’t work. Too many marketers are trying to hang their brand on a ‘purpose’ and it has become ignorable, inauthentic noise. There’s no better case study than the recent Bud Light misstep that’s cost Annheuser-Busch billions in lost revenue and market share.

Unilever, as an example, is one of the pioneers in purpose led marketing. Their CEO Hein Schumacher, who controls approximately $10Bn in marketing spend annually, recently reported to its shareholders that the company will no longer “force fit” purpose into every brand and that their strategy will focus on faster growth after underperforming in recent times.

Blackjet is no longer force-fitting purpose into our strategic process. There is a counter movement emerging. One that prioritizes performance over purpose and one that will more directly connect marketing strategy to business objectives. And as the world heads deeper into a recession and global unrest a more pragmatic approach will be required. It doesn’t mean a brand shouldn’t stand for something. But business performance has to come first. If you’re not driving business results, you won’t have a business (or purpose) to get you out of bed in the morning.

In 2013 the US accounted for 64% of all Canadian international overnight travel. By March 2019 this number was down to 55%. This declining share contrasts with steady growth in Canadian international travel over the same period. 

Canadians may not be travelling to the US but they are traveling internationally in greater numbers and more often. Travel to Italy for instance, has increased by 75% and Cuba by 29%. Even old stalwarts like the UK (+16%) and France (+11%) are seeing growth in their Canadian visitors.

So why is Canadian travel to the US declining?

1. Weakening Canadian dollar: The exchange rate between the Canadian dollar and the US dollar can significantly impact travel decisions. When the Canadian dollar is weak compared to the US dollar, it makes travel to the USA more expensive for Canadians. In recent years, the Canadian dollar has experienced periods of relative weakness, which can discourage Canadians from traveling to the USA.

2. Border security measures: In the aftermath of the 9/11 terrorist attacks, the USA implemented stricter border security measures. These measures include enhanced security screenings, increased documentation requirements, and longer wait times at the border. These factors can make travel to the USA more time-consuming and cumbersome for Canadians, potentially discouraging some from visiting.

3. Perception of unfriendly immigration policies: The perception of the USA’s immigration policies, particularly during certain periods, may deter Canadians from visiting. Changes in policies, including travel bans and restrictions on certain nationalities, have led to concerns and a perception that the USA is less welcoming to foreign visitors. This perception may influence Canadians’ decisions to choose other destinations over the USA.

4. Political climate and perception of safety: The political climate in the USA can also influence Canadians’ travel decisions. Some Canadians may have concerns about the political environment and societal tensions in the USA, leading them to opt for other travel destinations that they perceive as more stable or safer. While the Canadian government advises its citizens to “take normal security precautions” when visiting the US it also reminds Canadians that: “Incidences of mass shootings occur, resulting most often in casualties. Although tourists are rarely involved, there is a risk of being in the wrong place at the wrong time.”

5. Domestic attractions and travel alternatives: Canada itself offers a wide range of diverse and attractive destinations for Canadians to explore. From scenic landscapes to vibrant cities, Canadians may choose to explore their own country rather than traveling to the USA. Additionally, Canadians have access to other international destinations that may be more affordable or appealing based on personal preferences.

6. COVID-19 pandemic: As we’ve seen, Canadian travel to the US has been in decline since 2013. However, the pandemic has significantly impacted travel patterns worldwide with travel restrictions, lockdown measures, and health concerns all limiting international travel for Canadians, including visits to the USA. As leisure travel rebounds, tourists being more cautious.

The US is still Canada’s favourite international destination and spending by Canadian residents in the U.S. is ranked as the sixth biggest US export between the two countries. But where they visit and the way they visit is changing.  There has been a marked decline in cross-border travel by car. In March 2019 Canadians accounted for 21.5 million overnight arrivals, roughly half of which arrived by air with the other half crossing a land border. In March 2023 the split was 68% by air 32% by land. This represented a 14% increase in the number of air travellers over March 2019 and the seventh consecutive month in which the number of air travellers exceeded pre-pandemic levels.

So, Canadians are travelling less often to the US but when they do travel they’re going further and staying for longer.  This is great news for states like Florida, Nevada, California and Tennessee but not so good for the 13 states that share a border with Canada and rely more heavily on weekend getaways and short breaks.

Data from:

US Travel Association

StatsCan

I’m a huge sports fan and for those who know me, I often like to compare the agency world to the sports world. It’s funny, because nobody has ever accused the sports world of being ageist. Racist, homophobic, gender inequity – for sure. But ageist, not so much.

The sports business, like our industry, is driven by the almighty dollar. If you are an athlete who can help a team win, you’re a valuable commodity. Look at Lebron James fast approaching age 40, he’s still at the top of the heap. Why? He refused to coast into the twilight of his career. He could’ve mailed it in a decade ago and retired to do whatever Lebron wanted to do. But he loves the game. Passionately. He decided to invest in his body, his craft, his routine. Once he achieved the pinnacle of success, he could’ve started to take it just a bit easier. Not practice quite as hard, eat the odd burger once in a while. Maybe indulge in the many temptations that surround a billionaire celebrity with the world at his fingertips. But he didn’t. He knew he needed to do the exact opposite if he wanted to continue to play at a high level. After all, just like in the agency world, there is no shortage of young, hungry, driven talent entering the league, desperate for a chance to compete on a big stage. Knowing this, Lebron changed his diet, refined his workout routine, invested in self-care. He didn’t get stuck in his ways or continue to train or play the exact same way he did earlier in his career. He continues to study the game. He changed the way he plays as he knows he doesn’t have the strength or speed that he had at 25. And he is still as much a student of the game as he was when he was drafted.

That child-like curiousity is what keeps him open to learn and adapt. As we age, it’s easy to let our egos get in the way. We have years of experience to fight against. That curiousity is what fuels adaptability. We become open. We ask questions. We discover new insights and that fuel our energy.

Lebron is an extreme example. So what about those that don’t have the same discipline, drive or God given genetic make-up to be at the top of their game as they age? Well, many who have achieved success earlier in their career feel that their resume should justify a top salary because of what they accomplished previously.  And that is a problem in our industry that nobody wants to talk about. Sometimes, they can’t (or aren’t willing to) impact a team like they could before. Which means  they don’t drive the same bottom line results. However, many are still  unwavering in their expectations to make top-talent money. Many aren’t interested taking a perceived step backwards in their compensation. Most athletes’ and agency veterans’ egos won’t let that happen.

Therein lies the problem. Nobody debates that veteran talent is important. It helps provide leadership, training and a stabilizing force on a team. There is no replacement for experience.

This is hard to hear but, it’s less of an ‘age thing’ and it’s more about what talent can bring to a business. A lot of times senior talent needs to take a hard look in the mirror and ask themselves if they are still relevant. If they are still at the top of their game. It’s human nature to reach a certain level of career success and then you start to get a little comfortable. You start to avoid certain assignments because they’re beneath you. You might get a little more inflexible or set in how you approach your work. After all, you’ve been doing it for years. Your opinions might get a little stronger. You might think the latest TikTok trends are stupid. Hell, you might think TikTok is stupid. Or you used to work on multi-million dollar TV campaigns and you think working on digital ads and social posts are bullshit.

What I sometimes see, are agency veterans unwilling to make the adjustments needed to drive value. Because it’s hard. And it’s way easier to stick with what you know because that’s what got you to where you are in your career. But we all know that the only constant in this sadistic business is change. Being adaptable and open is imperative. It is an unforgiving business. One that will be forever linked to pop-culture, trends and emerging technology. And if you don’t stay curious and you don’t remain flexible and open, it can make you feel pretty insecure or even irrelevant. The constant in the business is that it always has, and always will be about the bottom line. And if you expect to get paid solely based on what you’ve done in the past, that’s a tough a sell.

I know how hard it can be to land a new job at any age, let alone if you’re in the later stages of your career. It can be intimidating and disheartening. Here’s the thing. I think prospective employers are intimated by you too. Because they’re often worried that you’ll be too expensive. They worry about paying a premium for great talent who might be unwilling to be a ‘bench player’. And that’s a difficult dance. So rather than facing this reality head on, I think employers and recruiters avoid it. They don’t want to insult your achievements. But they might not be willing to pay you what you earned when your name used to be all over awards annuals or when you used to make it rain new business ten years ago.

My advice above all, is to stay curious. Maintain that child-like wonder. Keep learning. It’s really easy to get jaded after spending a a decade or two in this industry. Conversley it’s really hard to stay curious. But a learning mindset combined with years of experience is a deadly combination that every agency needs. It makes me furious that this business demands that we ‘act young and relevant’. It’s downright humiliating. Maybe you can look at sport and draw some conclusions. There are a lot of passionate athletes who might not be able to play at their physical peak anymore. But they can become role players, or play in the minor leagues or they can become coaches, or management. Nobody in any of these roles make what the star athletes make. And that’s ok. We need to embrace veteran talent and stop playing this game that puts great people on the sidelines and agencies depleted of experienced talent.

Disclosure: I’m 47 years old and head up consultancy in Toronto named Blackjet. Approximately 30% of our team is over 40. 15% of our team is over 50. Approximately 75% of our staff is female and we are a diverse group (but not diverse enough). We’re working on that.

And then of course the pandemic hit and everything changed. And after the initial scare of an unstable economy, transitioning teams to work from home, suddenly that elusive “work life balance” became a reality. This was a chance to steal some time back. And it’s been glorious. I’ve never spent as much time with my family. I’ve been available for dinner regularly, I spend more time with my kids and my wife and it’s brought a lot of joy to me. I have come to love WFH.

But I think the pendulum may have swung too far. I believe our industry will struggle to survive in its current form. It struggled for relevance before the pandemic. With in-housing, freelancing, AI and consulting firms all challenging the traditional agency model, the industry needs to come together now more than ever to redefine itself.

1. Collaboration needs Presence. Presence Creates Energy.
   Virtual meetings. Slack huddles. Zoom Briefs. Teams Presentation. All suck. They suck life out of work. ‘Presence’ is a fleeting feeling in the virtual world. We’re inundated with screens, messages and distractions. And we can easily pretend to be participating while we respond to emails or split our attention on other work. Focus and attention are at a premium. Humans get energy from being heard, from being challenged and from reverberating feedback.

Make room for more in-person collaboration. We need the natural spark of ideas that bounce off walls and each other. It’s for everyone’s benefit. For better ideas, for better work and for better mental health.

2. New Relationships aren’t being built. Whether its new business relationships, partner relationships or coworker relationships. Humans aren’t built for isolation. There’s a reason why pitch consultants are reporting a record number of pitches this year. I believe that it’s because relationships are weaker than ever. Loyalty is fleeting. We can all hide behind our screens, eschew the ‘taxing’ burden of in-person meetings for a quick zoom call. We are no longer investing time in each other. We’re so much more productive. We’re so much less social. Small talk is diminished. Get to the point: Transact. Exchange. Repeat.

Demand In-Person Meetings. Make it Policy. This sounds ridiculous. I believe those that will advocate for in-person meetings will have a disproportionate amount of success. And they will do so because of real, human interaction. Meetings, coffees, lunches, brainstorms and live presentations. Be a maker of in-person meetings.

3. Junior Staff Growth has Slowed. The next generation is being sacrificed for our desire to stay in our cozy nests. We’re doing ourselves a disservice by thinking that newer, younger staffers are going to learn the business at the same rate. Training and career development were strained before the pandemic. With demands on time and output at an all-time high, junior team members at many agencies already suffered from a lack of structured training. Now, we’re leaving them to their own devices and expecting the same rate of growth. We’re only fooling ourselves. To be frustrated with them is totally unfair. Their rate of growth is diminished in equal measure to the amount of time they’re not spending in the office.

We need to get back to ensure the long-term survival of the business. It’s not just the formal training. Newer team members need to observe, feel, hear and learn through osmosis. They can’t do this in isolation. Learning isn’t just about consuming facts and data, it’s learning behavior. Understanding what it takes to be successful. Witnessing skilled, senior people operate and picking up cues from them. Those who embrace this idea will thrive.

4. Culture is Suffering. Have you talked to a recruiter lately? Attracting talent has never been more difficult. Retaining talent has never been more difficult. The bonds which connect us have eroded. Loyalty has eroded. And the sense of team can be tested when you’re rarely together in person. A lot of talented people have chosen to become mercenaries, moving from agency to agency for the next better thing. I’m not saying that’s a bad thing for them, but it is a challenge if you’re trying to run a shop built on continuity. Demonstrating your core values and embracing your corporate culture are impeded. We’ve shifted from a team mindset to a me-mindset making it tough to build momentum through a shared vision.

Make more time for in-person play.  Whatever that is. Take away the burden of work and bring people together to simply have some fun. Spend time together without the expectation of work. Getting people out of their homes can be a challenge. We’ve lost so much humanity in the hyper-productive, back-to-back, deadline-driven world that we forget that we’re dealing with human beings, with lives and families and interests outside of work.

5. Our Work is Human. Virtual Work is Not. We study human behavior for a living. We are in the business of influencing people. IRL interactions are critical to uncovering insights that lead to the ideas that our clients buy. We’re not robots just yet. We must encourage our people to get out of their apartments, get out in the real world, get inspired, spend time in stores, in showrooms, in boardrooms and observe.

Hybrid is the answer.  There’s a lot of good that WFH brings. Quiet, uninterrupted work. More time with our loved ones. Less time commuting. A stronger work life balance. And we were in desperate need of that. But we need a bit more balance.  It’s time to spend regular, defined, business days together, in our offices. Not half-empty spaces. Not mandated “come in any 2 days you feel like”, but bringing everybody together, at the same time to build back the bonds of learning, collaboration and culture that underpin the spirit of creativity.

As leaders at any level, we know what the right thing to do is. And it’s not always the popular decision but it’s for the betterment of our teams, our output and our industry. We need to physically come together, feed off of each other’s energy and build tomorrow’s agencies now.

Spider was selected based on the breadth of creative marketing expertise they brought to the business, and for Spider’s backing by Toronto’s Blackjet brand and business consultancy, as part of the latter’s network of companies. Through Blackjet, Spider has access to a larger team and more resources with which to scale Gateway’s business across the US and Canada.

Spider’s current focus is on Gateway’s B2B communications with veterinary clinics across the continent, ranging in size from smaller, independent operators and larger scale pet healthcare providers. This year, Spider will expand its focus to include B2C programs.

Of the collaborative approach to the project, Blacket’s CEO and CCO Robert Galletta said ‘This win and the work done to date with Gateway is a testament to Blackjet’s integrated model and Spider’s place in our network.’

Of the partnership between Spider and Gateway, Gateway Services’ CMO Wendy Montgomery said ‘We hit the ground running with Spider and Blackjet at the end of last year, challenging the team with developing a series of high-priority assets, and they over-delivered. We’re excited about the potential for this partnership as we continue to expand the Gateway business.’ Montgomery is a seasoned leader, previously of Arterra Wines, Weston Foods and Revlon.