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Maker Lab

What If…

What if... C-Suite executives led companies by embodying personal, cultural, and social values?

What if... C-Suite executives led companies by embodying personal, cultural, and social values?

What if... C-Suite executives led companies by embodying personal, cultural, and social values?

Project Overview

In-house Micro-agency Company

In-house Micro-agency Company

In-house Micro-agency Company

Challenge

Maker Lab, a high-level micro-agency providing services to global brands like Netflix and Google, was facing an acquisition.  

Maker Lab, a high-level micro-agency providing services to global brands like Netflix and Google, was facing an acquisition.  

Maker Lab, a high-level micro-agency providing services to global brands like Netflix and Google, was facing an acquisition.  

Maker Lab, a high-level micro-agency providing services to global brands like Netflix and Google, was facing an acquisition.  

The challenge was to maintain the company’s distinct identity and values through this transition, while also driving business development across new regions like the UK. Additionally, it was crucial to align and unify the C-suite’s personal branding with the company’s messaging to foster growth and retention in a high-turnover industry.

The challenge was to maintain the company’s distinct identity and values through this transition, while also driving business development across new regions like the UK. Additionally, it was crucial to align and unify the C-suite’s personal branding with the company’s messaging to foster growth and retention in a high-turnover industry.

The challenge was to maintain the company’s distinct identity and values through this transition, while also driving business development across new regions like the UK. Additionally, it was crucial to align and unify the C-suite’s personal branding with the company’s messaging to foster growth and retention in a high-turnover industry.

Inspiration

The acquisition posed a risk of diluting Maker Lab’s unique cultural and operational ethos.  

The acquisition posed a risk of diluting Maker Lab’s unique cultural and operational ethos.  

The acquisition posed a risk of diluting Maker Lab’s unique cultural and operational ethos.  

The acquisition posed a risk of diluting Maker Lab’s unique cultural and operational ethos.  

We recognized the potential to craft her platform as both a cultural commentary and a visionary beacon for future disruptors.

We recognized the potential to craft her platform as both a cultural commentary and a visionary beacon for future disruptors.

solution

I developed an integrated cross-C-suite thought leadership strategy focused on personal values such as women in the workplace, maternity leave, and the future of work.  

I developed an integrated cross-C-suite thought leadership strategy focused on personal values such as women in the workplace, maternity leave, and the future of work.  

I developed an integrated cross-C-suite thought leadership strategy focused on personal values such as women in the workplace, maternity leave, and the future of work.  

I developed an integrated cross-C-suite thought leadership strategy focused on personal values such as women in the workplace, maternity leave, and the future of work.  

Each executive, including the CEO, received a tailored content and personal branding strategy aligned with their values and company vision. By positioning executives as thought leaders, we incentivized their growth and ensured that their personal journeys were intertwined with Maker Lab’s larger identity, maintaining their competitive edge post-acquisition.

EXECUTION

Developing an entire leadership team's personal branding at the same time required numerous moving parts: 

Developing an entire leadership team's personal branding at the same time required numerous moving parts: 

Developing an entire leadership team's personal branding at the same time required numerous moving parts: 

Developing an entire leadership team's personal branding at the same time required numerous moving parts: 

  1. Created comprehensive individual content strategies for six C-suite members, incorporating key themes like personal history, diversity in leadership, and the future of work.


  2. Unified the team’s thought leadership presence into a mutually supportive, coherent strategy, boosting executive engagement and outward messaging across social and professional networks.


  3. Leveraged the personal narratives of the leadership team to drive external business development, specifically targeting expansion in the UK and other key regions.


  4. Ongoing advisory on how to integrate the C-suite’s external-facing leadership development with business development opportunities post-acquisition.

HIGHLIGHTS

Leadership personal branding is tricky, but resulted in huge wins: 

Leadership personal branding is tricky, but resulted in huge wins: 

Leadership personal branding is tricky, but resulted in huge wins: 

Leadership personal branding is tricky, but resulted in huge wins: 

  1. C-Suite as Brand Ambassadors: By turning the leadership team into public thought leaders, we transformed Maker Lab’s executives into powerful advocates for the company’s identity.


  2. Personalized Content Strategy: Crafted tailored content plans that allowed each executive to highlight their expertise while staying true to their individual brand and values.


  3. Retention Through Personal Branding: The strategy fostered motivation among executives, reducing the risk of high turnover and promoting longer tenure within a typically volatile industry.


  4. Regional Expansion: The initiative helped Maker Lab open doors to new regions, particularly the UK, by leveraging the visibility and networks of the leadership team.