Defence Health
Customer strategy + brand experience
The Board and new CEO/Executive team wanted to re-position the brand, more effectively engage with its unique member base and differentiate their offer from other Private Health Insurers in a challenging PHI market.
Defence Health
Customer strategy + brand experience
The Board and new CEO/Executive team wanted to re-position the brand, more effectively engage with its unique member base and differentiate their offer from other Private Health Insurers in a challenging PHI market.
Defence Health
Customer strategy + brand experience
The Board and new CEO/Executive team wanted to re-position the brand, more effectively engage with its unique member base and differentiate their offer from other Private Health Insurers in a challenging PHI market.
The work
The key to the growth strategy was identifying which current members/future prospects were the ‘bullseye’ audience. Targeting ‘Young mums’, not the ADF service men/women was the key.

Defence Health is different by being genuinely connected to the ‘ADF family’ offering affiliation, profits back to members, a focus on ‘members best interests’ and understanding of ADF families unique lifestyles. 
The work
The key to the growth strategy was identifying which current members/future prospects were the ‘bullseye’ audience. Targeting ‘Young mums’, not the ADF service men/women was the key.

Defence Health is different by being genuinely connected to the ‘ADF family’ offering affiliation, profits back to members, a focus on ‘members best interests’ and understanding of ADF families unique lifestyles. 
The work
The key to the growth strategy was identifying which current members/future prospects were the ‘bullseye’ audience. Targeting ‘Young mums’, not the ADF service men/women was the key.

Defence Health is different by being genuinely connected to the ‘ADF family’ offering affiliation, profits back to members, a focus on ‘members best interests’ and understanding of ADF families unique lifestyles. 
The best bit
The CEO, Major General Gerard Fogarty AO (Ret’d), thought our work was “First class”. Very humbling given Gerard’s 33 years in the ADF and leading troops in the Middle East.
The best bit
 The CEO, Major General Gerard Fogarty AO (Ret’d), thought our work was “First class”. Very humbling given Gerard’s 33 years in the ADF and leading troops
in the Middle East.
The best bit
The CEO, Major General Gerard Fogarty AO (Ret’d), thought our work was “First class”. Very humbling given Gerard’s 33 years in the ADF and leading troops in the Middle East.


Zaparas
Strategy, Identity + Digital Comms
The family business had outgrown its humble beginnings to take on the likes of Slater and Gordon and Shine Lawyers, in the personal injury segment. www.zaparaslaw.com.au
Zaparas
Strategy, Identity + Digital Comms
The family business had outgrown its humble beginnings to take on the likes of Slater and Gordon and Shine Lawyers, in the personal injury segment. www.zaparaslaw.com.au
Zaparas
Strategy, Identity + Digital Comms
The family business had outgrown its humble beginnings to take on the likes of Slater and Gordon and Shine Lawyers, in the personal injury segment. www.zaparaslaw.com.au
The work
The strategy process unearthed the 'Deeper Understanding' idea and helped reposition the brand as a major player in the category with family, ethnic diversity and humility at its heart.

The brand launch campaign included a new website, radio, outdoor, integrated digital advertising (SEM, Programmatic and LBA), a full suite of brand collateral, videos and office signage/branding. 
The work
The strategy process unearthed the 'Deeper Understanding' idea and helped reposition the brand as a major player in the category with family, ethnic diversity and humility at its heart.

The brand launch campaign included a new website, radio, outdoor, integrated digital advertising (SEM, Programmatic and LBA), a full suite of brand collateral, videos and office signage/branding. 
The best bit
The now tested, trusted and reliable relationship aims to optimise budgets around measurable KPI’s. In the last 18 months there’s been a 61% increase in new client enquiries, a 51% increase in new client appointments and a 69% increase in new client files opened. And growing.
The work
The strategy process unearthed the 'Deeper Understanding' idea and helped reposition the brand as a major player in the category with family, ethnic diversity and humility at its heart.

The brand launch campaign included a new website, radio, outdoor, integrated digital advertising (SEM, Programmatic and LBA), a full suite of brand collateral, videos and office signage/branding. 
The best bit
The now tested, trusted and reliable relationship aims to optimise budgets around measurable KPI’s. In the last 18 months there’s been a 61% increase in new client enquiries, a 51% increase in new client appointments and a 69% increase in new client files opened. And growing.
The best bit
The now tested, trusted and reliable relationship aims to optimise budgets around measurable KPI’s. In the last 18 months there’s been a 61% increase in new client enquiries, a 51% increase in new client appointments and a 69% increase in new client files opened. And growing.

Toll Group
Brand positioning + identity
The Toll brand identity was distinctive but over time had become dated and tired looking. To help drive global expansion Toll required a new brand positioning under ‘One Toll’ and a new visual identity system was driven from the notion of ‘Intelligent performance’. Bold as ever, confident and iconic.
Toll Group
Brand positioning + identity
The Toll brand identity was distinctive but over time had become dated and tired looking. To help drive global expansion Toll required a new brand positioning under ‘One Toll’ and a new visual identity system was driven from the notion of ‘Intelligent performance’. Bold as ever, confident and iconic.
Toll Group
Brand positioning + identity
The Toll brand identity was distinctive but over time had become dated and tired looking. To help drive global expansion Toll required a new brand positioning under ‘One Toll’ and a new visual identity system was driven from the notion of ‘Intelligent performance’. Bold as ever, confident and iconic.
The work
Working closely with Toll and their agency team, the new identity leverages a newly created brand and communications strategy. A contemporary evolution of the Toll brandmark celebrates the iconic 'Toll green' and introduced the Toll orange 'speed ribbon'.
The work
Working closely with Toll and their agency team, the new identity leverages a newly created brand and communications strategy. A contemporary evolution of the Toll brandmark celebrates the iconic 'Toll green' and introduced the Toll orange 'speed ribbon'.
The work
Working closely with Toll and their agency team, the new identity leverages a newly created brand and communications strategy. A contemporary evolution of the Toll brandmark celebrates the iconic 'Toll green' and introduced the Toll orange 'speed ribbon'.
The best bit
The new identity was been applied across the business, locally and internationally. From its unmistakable fleet of trucks, ships and aircraft to built environments. Toll Group was sold to Japan Post for a remarkable $6.5 Billion AUD.
The best bit
The new identity was been applied across the business, locally and internationally. From its unmistakable fleet of trucks, ships and aircraft to built environments. Toll Group was sold to Japan Post for a remarkable $6.5 Billion AUD.
The best bit
The new identity was been applied across the business, locally and internationally. From its unmistakable fleet of trucks, ships and aircraft to built environments. Toll Group was sold to Japan Post for a remarkable $6.5 Billion AUD.

CCI (Catholic Church Insurances) 
Strategy, identity + culture change
Catholic Church Insurances (CCI) is a separate legal entity, established by the Church in Australia. Responsible for managing the risks to assets and people, CCI needed to become ‘more commercial’ and ‘compete directly’ with general insurers. Without a change to culture and communications, CCI would be left with the highest financial risks (e.g. ancient churches) and an unsustainable business model.
CCI (Catholic Church Insurances)
Strategy, identity + culture change
Catholic Church Insurances (CCI) is a separate legal entity, established by the Church in Australia. Responsible for managing the risks to assets and people, CCI needed to become ‘more commercial’ and ‘compete directly’ with general insurers. Without a change to culture and communications, CCI would be left with the highest financial risks (e.g. ancient churches) and an unsustainable business model.
CCI (Catholic Church Insurances) 
Strategy, identity + culture change
Catholic Church Insurances (CCI) is a separate legal entity, established by the Church in Australia. Responsible for managing the risks to assets and people, CCI needed to become ‘more commercial’ and ‘compete directly’ with general insurers. Without a change to culture and communications, CCI would be left with the highest financial risks (e.g. ancient churches) and an unsustainable business model.
The work
The new brand strategy, values and personality became the foundation for all internal and external communications. From new brand and B2B business development collateral, to the B2C public facing website.
The work
The new brand strategy, values and personality became the foundation for all internal and external communications. From new brand and B2B business development collateral, to the B2C public facing website.
The work
The new brand strategy, values and personality became the foundation for all internal and external communications. From new brand and B2B business development collateral, to the B2C public facing website.
The best bit
In collaboration with CCI Marketing and HR the new brand ‘values and behaviours workshops’ nationally, successfully engaging CCI staff across the business and reassuring them of the changes needed to take the organisation forward.
The best bit
In collaboration with CCI Marketing and HR the new
brand ‘values and behaviours workshops’ nationally, successfully engaging CCI staff across the business
and reassuring them of the changes needed to take 
the organisation forward.
The best bit
In collaboration with CCI Marketing and HR the new brand ‘values and behaviours workshops’ nationally, successfully engaging CCI staff across the business and reassuring them of the changes needed to take the organisation forward.

Suncorp
Brand strategy & architecture
Suncorp
Brand strategy & architecture
The portfolio of Suncorp Insurance brands is deep with valuable household names following organic growth, and the acquisition of ‘Promina’ brands. While there were pockets of great brand and marcomms management around retail brands (like AAMI), a culture of consistent brand management was not evident.
Suncorp
Brand strategy & architecture
The portfolio of Suncorp Insurance brands is deep with valuable household names following organic growth, and the acquisition of ‘Promina’ brands. While there were pockets of great brand and marcomms management around retail brands (like AAMI), a culture of consistent brand management was not evident.
Suncorp
Brand strategy & architecture
The portfolio of Suncorp Insurance brands is deep with valuable household names following organic growth, and the acquisition of ‘Promina’ brands. While there were pockets of great brand and marcomms management around retail brands (like AAMI), a culture of consistent brand management was not evident.
The work
Sam worked as the lead consultant designing the research, running the workshops/focus groups and distilling the insights and opportunities across the entire portfolio of
retail brands. 12 brands in total including Suncorp, Apia, Shannons, GIO and AAMI, working closely with each of their fiercely independent internal teams.
The work
Sam worked as the lead consultant designing the research, running the workshops/focus groups and distilling the insights and opportunities across the entire portfolio of retail brands. 12 brands in total including Suncorp, Apia, Shannons, GIO and AAMI, working closely with each of their fiercely independent internal teams.
The work
Sam worked as the lead consultant designing the research, running the workshops/focus groups and distilling the insights and opportunities across the entire portfolio of retail brands. 12 brands in total including Suncorp, Apia, Shannons, GIO and AAMI, working closely with each of their fiercely independent internal teams.
The best bit
A comprehensive internal ‘brand playbook’ meant a common approach to defining brand and brand management principles for each brand and team. Unique propositions, characteristics, audiences and opportunities defined the brand architecture between each retail brand and business.
The best bit
A comprehensive internal ‘brand playbook’ meant a common approach to defining brand and brand management principles for each brand and team. Unique propositions, characteristics, audiences and opportunities defined the brand architecture between each retail brand and business.
The best bit
A comprehensive internal ‘brand playbook’ meant a common approach to defining brand and brand management principles for each brand and team. Unique propositions, characteristics, audiences and opportunities defined the brand architecture between each retail brand and business.
South East Water
Re-branding + customer experience
Repositioning South East Water meant engaging effectively with residential customers and celebrating the role water plays in our lives, at a time when water rates were doubling.
South East Water
Re-branding + customer experience
Repositioning South East Water meant engaging effectively with residential customers and celebrating the role water plays in our lives, at a time when water rates were doubling.

South East Water
Re-branding + customer experience
South East Water
Re-branding + customer experience
Repositioning South East Water meant engaging effectively with residential customers and celebrating the role water plays in our lives, at a time when water rates were doubling.
The work
A full range of over 150 branded applications were developed, including website/intranet, new retail customer environment, large format graphics (‘values walls’), cars, trucks, signage and key customer/staff communications.

A comprehensive brand identity and separate tone of voice guideline helps manage the brand consistently and cohesively. 
The work
A full range of over 150 branded applications were developed, including website/intranet, new retail customer environment, large format graphics (‘values walls’), cars, trucks, signage and key customer/staff communications.

A comprehensive brand identity and separate tone of
voice guideline helps manage the brand consistently
and cohesively. 
The work
A full range of over 150 branded applications were developed, including website/intranet, new retail customer environment, large format graphics (‘values walls’), cars, trucks, signage and key customer/staff communications.

A comprehensive brand identity and separate tone of voice guideline helps manage the brand consistently and cohesively. 
The best bit
The best bit
The best bit
The holistic brand alignment process ensured that the vision, business and brand opportunity were all effectively aligned. Since rebranding, revenue has grown by 56% and customer experience/ satisfaction has also grown, from 89% to 92%.
The best bit
The holistic brand alignment process ensured that the vision, business and brand opportunity were all effectively aligned. Since rebranding, revenue has grown by 56% and customer experience/ satisfaction has also grown, from 89% to 92%.
The best bit
The holistic brand alignment process ensured that the vision, business and brand opportunity were all effectively aligned. Since rebranding, revenue has grown by 56% and customer experience/ satisfaction has also grown, from 89% to 92%.
Consumer Action
Client strategy + campaign comms
Consumer Action needed a higher impact approach to go beyond ministerial lobbying and using news media PR to target unscrupulous online ‘Payday’ or ‘Fast Loan’ lenders.
Consumer Action
Client strategy + campaign comms
Consumer Action needed a higher impact approach to go beyond ministerial lobbying and using news media PR to target unscrupulous online ‘Payday’ or ‘Fast Loan’ lenders.
Consumer Action
Client strategy + campaign comms
Consumer Action needed a higher impact approach to go beyond ministerial lobbying and using news media PR to target unscrupulous online ‘Payday’ or ‘Fast Loan’ lenders.
The work
A direct to consumer campaign and 'no holds barred' creative approach was recommended to the client to change behaviour and take on the likes of Nimble and Wallet Wizard.

Research identified the fastest growing consumer audience for these loans was “Matty”. A builder’s labourer, Ladbrokes kind-a-guy, in-between work now but committed to the footy trip to ‘Bali with the boys’. www.watchyournuts.com.au
The work
A direct to consumer campaign and 'no holds barred' creative approach was recommended to the client to change behaviour and take on the likes of Nimble and Wallet Wizard.

Research identified the fastest growing consumer audience for these loans was “Matty”. A builder’s labourer, Ladbrokes kind-a-guy, in-between work now but committed to the footy trip to ‘Bali with the boys’. www.watchyournuts.com.au
The best bit
A low cost, highly targeted digital campaign was launched over a 12 week period. One million video views. 6000 unique website visits and 70% of visitors claiming to be ‘rethinking their use’ of Payday lenders. This, against Nimble's media spend of $2.5M over the same period. Consumer Action now has 2019 funding of $250,000.
The work
A direct to consumer campaign and 'no holds barred' creative approach was recommended to the client to change behaviour and take on the likes of Nimble and Wallet Wizard.

Research identified the fastest growing consumer audience for these loans was “Matty”. A builder’s labourer, Ladbrokes kind-a-guy, in-between work now but committed to the footy trip to ‘Bali with the boys’. www.watchyournuts.com.au
The best bit
A low cost, highly targeted digital campaign was launched over a 12 week period. One million video views. 6000 unique website visits and 70% of visitors claiming to be ‘rethinking their use’ of Payday lenders. This, against Nimble's media spend of $2.5M over the same period. Consumer Action now has 2019 funding of $250,000.
The best bit
A low cost, highly targeted digital campaign was launched over a 12 week period. One million video views. 6000 unique website visits and 70% of visitors claiming to be ‘rethinking their use’ of Payday lenders. This, against Nimble's media spend of $2.5M over the same period. Consumer Action now has 2019 funding of $250,000.
Swinburne
Digital advertising
Swinburne
Digital advertising
Swinburne Professional wanted a new approach to their digital strategy to assist them in lifting their post-graduate short course and qualifications leads and conversion. 
Swinburne
Digital advertising
Swinburne Professional wanted a new approach to their digital strategy to assist them in lifting their post-graduate short course and qualifications leads and conversion. 
Swinburne
Digital advertising
Swinburne Professional wanted a new approach to their digital strategy to assist them in lifting their post-graduate short course and qualifications leads and conversion. 
The work
A digital acquisition strategy included Adwords, remarketing and programmatic display, tracking leads and conversions. 

An initial 5 ad options were driven by campaign key messaging, then ‘the best’ creative executions were fine tuned to demographic and geo targets for better ad ranking.
The work
A digital acquisition strategy included Adwords, remarketing and programmatic display, tracking leads
and conversions. 

An initial 5 ad options were driven by campaign key messaging, then ‘the best’ creative executions were
fine tuned to demographic and geo targets for better
ad ranking.
The work
A digital acquisition strategy included Adwords, remarketing and programmatic display, tracking leads and conversions. 

An initial 5 ad options were driven by campaign key messaging, then ‘the best’ creative executions were fine tuned to demographic and geo targets for better ad ranking.
The best bit
The best bit
This $11 million plus business was turned around, doubling leads and conversions and driving profitable new business. The program set a new standard for highly targeted and measurable digital advertising.
The best bit
This $11 million plus business was turned around, doubling leads and conversions and driving profitable new business. The program set a new standard for highly targeted and measurable digital advertising.
The best bit
This $11 million plus business was turned around, doubling leads and conversions and driving profitable new business. The program set a new standard for highly targeted and measurable digital advertising.