Prior to content I worked in ad agencies defining messaging, including 20 years in one that pioneered modern brand concepts in the enterprise space. We eventually became the tech practice of global agency JWT (now VML). As head of business development I was engaged in initial brand strategy and implementation for dozens of clients.
During that time, we grew from 10 to 300+ people and $60M+ revenue while creating great success for our clients. While I can't claim responsibility for writing the work showcased below, I played a key role creating and nurturing the environment it emerged from. I credit the many talented people I worked with for inspiring me to become the kind of insightful content writer I am today.
And that is where I learned how to make people give a damn about your company and your product.

We helped startup Internet Security Systems put a face on the wide range of threats facing the enterprise and positioned dynamic security as the solution.
Translating great TV to print can be hard but putting faces on external and internal security threats came easy. ISS was a big success and was soon acquired by IBM.
Cabletron solutions lacked a key feature rival Cisco always delivered; built-in obsolescence. This led to the position, "Networks That Make Business Sense."
Before LCD was affordable, DLP projection TVs led the field. We made them look even more magical and turned "It's amazing, it's the mirrors" into a catchphrase.
A little girl, an elephant and a box of light with 1M tiny mirrors translated well to print. The ingredient brand's star shined for years until LCD prices fell to Earth.
In addition to the enterprise, DCA's Crosstalk let PC users go anywhere online, e.g., "the net." Our fun campaign helped them become leader of the early online pack.
In early PC days fax/copiers were integral office tech and Sharp led the market (printers and scanners, too). Sharp Thinking helped make that happen.
Using video to tell complex stories in engaging ways is common today. But not long ago, the cost of broadcast media kept most tech brands away. Closed-minded CEOs would even say "my customers don't watch TV," forgetting CIOs watch TV like other normal people. Sometimes they'd fire CMOs who dared test the waters. We changed that, putting smaller enterprise brands on cable targeting senior decision makers. Often just one show on CNN. Customers would call the next day and say, "I didn't realize you guys were so big. Let's talk."
Let it be known that in the early days of building technology brands, the medium truly was the message. Here are a few other highlights from our influential broadcast work, in addition to those already shown above.
Our agency worked for CDW for 11 years. This spot featuring Fred the underappreciated, unseen, everyday IT guy preceded the two shown above and created a phenomenon that helped CDW leave the rest of the direct technology resellers struggling to keep pace.
Internet security threats come in all shapes and sizes. This second in a series to the one above showed the scariest threat might not come from a hacker living under a bridge, but rather, from the face of someone who had a privileged position on the inside.
Fred the IT guy was a huge success but eventually, we moved on. To a desert isle where a startup (led by Greg/chimp Kevin) needed "stuff." And CDW delivered. This made the real Fred (IT guy in OUR office) happy to be out of the spotlight. Viva Fred!
Part of TI DLP campaign above. When flat panel TVs cost big $$$, DLP (an ingredient brand; e.g., Intel Inside) projection was an affordable option. Add a little girl, an elephant and a magic box of light with a million mirrors, and boom, cultural phenomenon.
Hyman Says is Eric Hyman's creative portfolio site
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