What complex challenges can we help you navigate?
Email us:
health@thechangemakers.com
The Locked Out campaign faced several challenges to raise awareness for IBD and public washroom accessibility. The activation — a real portable toilet placed in a public space — often led to preconceived assumptions, mirroring the stigma those with IBD face when seeking washrooms. This reinforced the need for targeted engagement to shift perceptions.
Stigma remains a barrier, as understanding of IBD, its symptoms and patient experiences are often overlooked. Positioning the stunt within Crohn’s and Colitis Awareness Month and sharing educational information was essential to breaking down misconceptions. The campaign relied on knowledgeable event staff to effectively communicate the message, which was supported by QR codes, signage, and live app demonstrations to ensure accessibility and education.
Engaging passers-by required adaptable strategies to capture attention and encourage participation. Crohn’s and Colitis Canada’s network of advocates played a key role in staffing the event, providing credible voices to reinforce the campaign’s message. Maximizing visibility required a strategic mix of organic and paid social content, ensuring reach beyond the physical activation. Targeted media outreach focused on Toronto to optimize resources and drive coverage, reinforcing the campaign’s urgency and impact.
To effectively engage key stakeholders and promote the GoHere® app during Crohn’s and Colitis Awareness Month, we analyzed and applied existing research on the needs and challenges of those who live with IBD. It was important to understand disease prevalence and patient experiences to ensure our program resonated with audiences. We examined insights into public washroom access barriers, stigma, and the need for real-time solutions, ensuring our messaging addressed the most pressing concerns. We also leveraged Vividata research to deepen our understanding of audience behaviors and media consumption patterns. These insights guided our strategic approach, enabling us to craft compelling content, target key demographics, and maximize engagement across multiple channels.
IBD diagnosis rates in Canada are increasing – and so are the needs for support. There is no cure for IBD. Approximately 322,000 Canadians live with IBD, with new diagnoses every 48 minutes. Patients experience lifestyle impacts, including chronic abdominal pain, frequent bathroom visits, and fatigue.1 Addressing IBD requires a thoughtful, sensitive, and real approach to the stigma that patients experience. Our strategy balanced empathy with practical solutions to drive engagement and app downloads.
Additional research findings: IBD often develops in young adults, typically between 16 and 35 years old, but can occur at any age. A second peak may occur in individuals over 60. Both men and women are equally affected.1 Patients experience significant lifestyle and psychosocial impacts such as mental health, diet and nutrition, and work and social life; Psychiatric disorders frequently occur among those with IBD: An estimated 21% have clinical anxiety; and an estimated 15% have clinical depression.2
News and social media consumption habits: Mobile (hours per week)3: Gen Z: 16.8; Millennial: 10.1; Gen X: 12.8; Social applications (hours per week)3: Gen Z: 15.8; Millennial: 15.1; Gen X: 8.2; TV (hours per week)3: Gen Z: 14.4; Millennial: 17.5; Gen X: 16.5; Online (hours per week)3: Gen Z: 28.7; Millennial: 25.6; Gen X: 24.7.
Those who care for individuals who live with IBD, usually family members, close friends or partners of those diagnosed. Research revealed that 56 per cent of caregivers feel exhausted from caregiving duties, and 44% report anxiety.4 Women are more likely to take on the caregiver role for children with IBD.5 IBD caregivers in Canada are essential to the well-being of individuals living with the condition. We needed to show support for the care they provide and make them aware of the GoHere® app to increase downloads and usage.
Policymakers: Those who shape public policy and address issues through legislation and decision-making. For non-profit organizations, this audience can influence resources, support advocacy efforts and shape the broader environment in which Crohn’s and Colitis Canada operates. Engagement with policymakers was essential to raise awareness and garner support for washroom accessibility initiatives in a sensitive way to make it easy for this audience to share our messages. We needed a demonstration of local political support to increase awareness and action.
News Media and Social Media: We targeted top-tier health reporters, online news outlets, and Crohn’s and Colitis Canada’s active social platforms (FB & IG) to reach key audiences. Insights showed that Gen Z, Millennials, and Gen X spend significant time on mobile and social media, making a shareable, timely event essential. Personal patient stories highlighted the GoHere® app’s impact, driving awareness and downloads. Securing a national health reporter with a personal connection to IBD further amplified engagement within the IBD community.
Environmental Scan: To understand the IBD landscape, we reviewed media coverage and patient testimonials. Results showed IBD awareness remains low, and the stigma surrounding the disease often prevents open conversations. Public washroom accessibility and reduced stigma emerged as a critical need for IBD patients.
To reduce stigma, we had to find a way to visualize the realities of washroom access needs for those who live with IBD. To achieve this, we produced a powerful visual centerpiece – an ‘out-of-order’ portable toilet – representing the challenges faced by individuals with Crohn’s or colitis in accessing public washrooms quickly. Through earned and social media, this activation sparked conversation and action on the GoHere® app during Crohn’s and Colitis Awareness Month.
The campaign featured a high-impact public activation and a multi-channel communication strategy:
Call-to-Action: Event materials, earned and social media materials, and conversations encouraged attendees to scan the QR code and download the GoHere® app.
Event Execution: On November 26, 2024, we installed an ‘out-of-order’ portable toilet near Toronto’s Union Station to highlight the urgent need for accessible washrooms. Crohn’s and Colitis Canada staff and volunteers engaged the public with creative materials and a QR code for easy GoHere® app downloads.
Media Engagement: To broaden education beyond the event, we needed national media coverage for our story. This involved securing a nationally syndicated feature story, booking interviews for patient advocates and Crohn’s and Colitis Canada spokespeople, and sharing event photos with media outlets to provide audiences with the powerful visual to include in their stories.
Social Media Strategy: Organic and paid social media posts leveraged hashtags and influencer partnerships, and visual content from the event captured attention and drove app downloads.
Policymaker engagement: To amplify event support and impact, we engaged local MPs and MPPs to demonstrate their support. Mary-Margaret McMahon, MPP for Beaches-East York and Toronto City Councillor, Paul Ainslie, Scarborough-Guildwood, attended the event, shared on their social channels and encouraged GoHere® app downloads. This demonstration of local political support allowed for increased awareness and actionable items for local communities to consider.
Call-to-Action: Event materials, earned and social media materials, and conversations encouraged attendees to scan the QR code and download the GoHere® app.
Working with the BC Ministry of Social Development and Poverty Reduction (SDPR), we were brought on to design and lead province-wide engagement to inform an update to TogetherBC: BC’s Poverty Reduction Strategy. As part of the strategy’s legislation, it must be updated every five years. We designed a robust engagement program seeking to gather input specifically from people with lived and living experience of poverty across BC. This included regional Town Halls, small group sessions, an online survey, DIY conversation toolkit, and other tactics including working with the Minister to host roundtable conversations. To ensure accessibility and inclusivity, we built in measures including honoraria, translation and interpretation, counselling, wellness supports, and coverage of other costs such as transportation, childcare and food when necessary. The project engaged approximately 10,000 people across British Columbia, including approximately 12% identifying as Indigenous. We crafted a What We Heard Report which will be presented to government to inform an update to the poverty reduction strategy in 2024.
Situation
Based on extensive initial engagement in 2017-18, TogetherBC, British Columbia’s Poverty Reduction Strategy, was released in 2019 and sets a path to reduce overall poverty in BC by 25% and child poverty by 50% by 2024. With investments from across Government, TogetherBC reflects government’s commitment to reduce poverty and make life more affordable for British Columbians. It includes policy initiatives and investments designed to lift people up, break the cycle of poverty and build a better BC for everyone.
Targets, timelines, and accountability for TogetherBC are laid out in the Poverty Reduction Strategy Act. This act states that the strategy is to be updated every five years. To inform the update to the strategy, the Government of BC engaged us to design, facilitate and report back on what poverty currently looks like across BC and potential solutions to addressing it from the perspective of those with lived and living experience and community members.
COVID-19, the housing crisis, climate emergencies and inflation are some major local and global events that have significantly impacted British Columbians. Government needed to understand the experiences on the ground and how these events have impacted certain populations and issues in different ways, as well as solutions that are making a difference, new programs and services needed, and where government can prioritize over the next five years of the strategy.
Problem
Since the current government in BC came into power, more than 378,000 people have been lifted out of poverty, including 104,000 children. However, much of this can be attributed to COVID-19 relief supports from the federal government, as well as other temporary measures during the pandemic. Other important actions have been completed that are making a difference in reducing poverty, but for some groups, it is still not enough and challenges remain.
Hearing directly from people with lived and living experience was also a direct mandate of this engagement, which presents major challenges requiring innovative thinking to ensure accessibility and very low barriers to participation.
Solution
We designed and facilitated a comprehensive engagement program resulting in a What We Heard report summarizing all the input from throughout the engagement period. Engagement tactics for this project included:
To ensure accessible engagement options, we coordinated significant supports including the following:
Promotion of the opportunity to engage was conducted through widespread community outreach, including through organizations on the ground, digital channels, and ministry offices. A QR code and link to the engagement website was included on two rounds of income assistance payments, as well as the myselfserve.gov.bc.ca website where individuals can access their government assistance information.
Results
The project remained on time and on budget, despite a large scope with a higher than average amount of expenses. The project engaged approximately 10,000 people across BC, including:
8,337 survey responses, which included:
Novel molecules, innovative mechanisms of action, new indications, loss of exclusivity, drug shortages, reimbursement challenges, evolving models of care… and the list goes on.
At ChangeMakers Health, we help clients navigate today’s complexities and anticipate tomorrow’s challenges — all in service of improving care and creating better lives for patients.
We partner with pharmaceutical companies, healthcare organizations and patient advocacy groups. Together, we help patients access potentially life-saving and life-changing medications and treatments. We educate patients and the public about chronic conditions and treatment options. We work to strengthen our healthcare system — ensuring people receive accurate, empowering information to support informed care with our dedicated healthcare providers.
To find out more, or engage our team, email us at:
health@thechangemakers.com
Crohn’s and Colitis Canada
Senior Manager, Communications and Public Relations
Meaningful change is not possible without collaboration because trust is foundational to great work. Our goal is to become an extension of your team, building a strong and lasting relationship
Email us:
health@thechangemakers.com
Exporting food or drink products to Canada? We can help.
ChangeMakers uniquely skilled agribusiness and trade team guides local and international organizations on doing business in Canada to increase market share for their products.
We have deep connections within the agribusiness industry (buyers, importers, distributors, retailers, foodservice operators, trade, and government officials), and we understand the complexities of Canada’s regulatory requirements. We can help guide organizations to compliance – and maximize results for our clients. Our relationships with producers, associations, institutions and other agribusiness companies provide opportunities for engagement and growth.
As agriculture and trade specialists, our food and drink knowledge allows us to advise international companies on how to export products to the Canadian market – from market entry and partner identification to in-country strategic marketing initiatives.
For domestic organizations, we offer services that help businesses grow, through retail, food service, and consumer promotions and events.
Categories we support – and grow:
Aquaculture | Beverages – alcoholic & non-alcoholic | Commodity food products | Fresh produce | Consumer packaged goods | Indigenous-owned agri-food products | Lumber and wood products | Meat & poultry | Private label products | Vegan and plant-based foods
Cross-border and international trade relationships are complex. We make it easier for you to do business. Learn more about how ChangeMakers can support your success in the Canadian market.
The field of public engagement continues to evolve—especially in the context of complex, high stakes decision making.
For more than 25 years, the IAP2 Spectrum of Public Participation (the Spectrum) has served as the cornerstone framework for how public participation is understood, practiced, and evaluated across sectors and geographies.
ChangeMakers has been proud to support IAP2 Canada in contributing to the global evolution of the IAP2 Spectrum by designing and hosting engagement to bring Canada’s voices, values, and practices to the table in shaping the next version of this foundational tool.
Why We Engaged
You can’t change your field without engaging your field.
As engagement professionals, we are no strangers to navigating change, but we also know that change can be challenging. Engaging practitioners meaningfully on the Spectrum required opening space for reflection, conversation, and collective insight within our field.
As a strategic partner to IAP2 Canada, ChangeMakers led the development of a national Thought Exchange survey, interviewed interest holders, and convened practitioners at the IAP2 North American Conference in Ottawa to gather insights, test language, and surface tensions about the Spectrum.
We asked: How should the Spectrum serve our field and the public for the next 25 years? What is working well? Where is it holding us back? Does everyone see themselves reflected in the spectrum process?
What We Learned, and What It Means
Our engagement surfaced a wide range of perspectives on the Spectrum – some saw it as a vital tool for managing expectations and engaging effectively, while others found it limiting or felt it no longer reflects the realities of their communities. Bringing divergent viewpoints together was essential to ensuring that any changes explored reflect a breadth of needs and experiences.
This process deepened our understanding of what is at stake. The Spectrum is more than a visual in an engagement plan—it’s a signal to the public about how their voices will be treated, and a tool for institutions to build legitimacy in their decision-making processes. That power demands accountability, adaptability, and clarity.
What’s Next?
When IAP2 International publishes the updated Spectrum, ChangeMakers will be among the first to renew and refine our internal approaches to align with this evolution in the practice of engagement to meet the public’s expectations, and we will help our clients do the same.
Our call to action is: Be bold in your field. Engage with your peers to explore the possibilities of change. Be excited to innovate and push your practice while being open to hearing others’ experiences and perspectives — because that is where deep insights, great ideas, and shared solutions emerge.We’re proud to be part of a growing, global community of public engagement practitioners and to be playing a key role in advancing this important work.
Are you reflecting on your organization’s approach to engagement and how it can be most impactful in creating or navigating change? Or are you stumped by a particularly complex project? Reach out, we’d love to chat.
About the Authors
Sarah Chau Bradley / Director, Engagement, Strategic Communications
Sarah is a communications and engagement professional with expertise in tailored consultation for diverse urban communities. She brings ten years of experience from the private, public, not-for-profit, and philanthropy sectors and strives to create spaces for engagement that are welcoming, inclusive, and culturally relevant.
Rhianne Fiolka / Manager, Engagement and Communications
Rhianne Fiolka is a Manager of Engagement and Communications at ChangeMakers, specializing in urban planning, equity, and accessibility-related projects. Rhianne is passionate about Equity, Diversity, and Inclusion (EDI), facilitating authentic conversations, and promoting social justice.
Chrystiane Mallaley / SVP, Engagement
Chrystiane is a long-standing IAP2 member and leads ChangeMakers’ Indigenous, Public, and Interest Holder Engagement Services. She partners with Indigenous and non-Indigenous governments, businesses, not-for-profit organizations and communities to strengthen relationships and create meaningful engagement on complex projects and policy challenges.
Working with the BC Ministry of Social Development and Poverty Reduction (SDPR), we were brought on to design and lead province-wide engagement to inform an update to TogetherBC: BC’s Poverty Reduction Strategy. As part of the strategy’s legislation, it must be updated every five years. We designed a robust engagement program seeking to gather input specifically from people with lived and living experience of poverty across BC. This included regional Town Halls, small group sessions, an online survey, DIY conversation toolkit, and other tactics including working with the Minister to host roundtable conversations. To ensure accessibility and inclusivity, we built in measures including honoraria, translation and interpretation, counselling, wellness supports, and coverage of other costs such as transportation, childcare and food when necessary. The project engaged approximately 10,000 people across British Columbia, including approximately 12% identifying as Indigenous. We crafted a What We Heard Report which will be presented to government to inform an update to the poverty reduction strategy in 2024.
Situation
Based on extensive initial engagement in 2017-18, TogetherBC, British Columbia’s Poverty Reduction Strategy, was released in 2019 and sets a path to reduce overall poverty in BC by 25% and child poverty by 50% by 2024. With investments from across Government, TogetherBC reflects government’s commitment to reduce poverty and make life more affordable for British Columbians. It includes policy initiatives and investments designed to lift people up, break the cycle of poverty and build a better BC for everyone.
Targets, timelines, and accountability for TogetherBC are laid out in the Poverty Reduction Strategy Act. This act states that the strategy is to be updated every five years. To inform the update to the strategy, the Government of BC engaged us to design, facilitate and report back on what poverty currently looks like across BC and potential solutions to addressing it from the perspective of those with lived and living experience and community members.
COVID-19, the housing crisis, climate emergencies and inflation are some major local and global events that have significantly impacted British Columbians. Government needed to understand the experiences on the ground and how these events have impacted certain populations and issues in different ways, as well as solutions that are making a difference, new programs and services needed, and where government can prioritize over the next five years of the strategy.
Problem
Since the current government in BC came into power, more than 378,000 people have been lifted out of poverty, including 104,000 children. However, much of this can be attributed to COVID-19 relief supports from the federal government, as well as other temporary measures during the pandemic. Other important actions have been completed that are making a difference in reducing poverty, but for some groups, it is still not enough and challenges remain.
Hearing directly from people with lived and living experience was also a direct mandate of this engagement, which presents major challenges requiring innovative thinking to ensure accessibility and very low barriers to participation.
Solution
We designed and facilitated a comprehensive engagement program resulting in a What We Heard report summarizing all the input from throughout the engagement period. Engagement tactics for this project included:
To ensure accessible engagement options, we coordinated significant supports including the following:
Promotion of the opportunity to engage was conducted through widespread community outreach, including through organizations on the ground, digital channels, and ministry offices. A QR code and link to the engagement website was included on two rounds of income assistance payments, as well as the myselfserve.gov.bc.ca website where individuals can access their government assistance information.
Results
The project remained on time and on budget, despite a large scope with a higher than average amount of expenses. The project engaged approximately 10,000 people across BC, including:
8,337 survey responses, which included:
When Taylor Swift announced her highly anticipated Eras Tour, she didn’t just ignite excitement among fans—she sparked a multi-year cultural moment that asked brands: are you …Ready for It? From themed campaigns to clever social media nods, companies across industries have tapped into the Swiftie phenomenon, hoping to ride the wave of her global Reputation. But in a world where bandwagon marketing often backfires, how can brands leverage cultural phenomena while staying true to their brand voice?
Taylor Swift’s presence in a city brings more than just All Too Well-attended shows—it drives local economies and creates endless PR opportunities. Ricola seized the moment with a playful campaign addressing the concert-induced “Swifty voice” from singing too loud. Meanwhile, the Toronto Humane Society cleverly named adoptable pets after Tay Tay’s hits to help animals in need break through the noise and find their adoptive Love Story. These initiatives aren’t just creative—they’re timely and authentic, tapping into the shared excitement of the moment to generate buzz.
Brands and organizations leaned on data to creatively join the conversation around the Eras Tour. Airbnb recognized the surge in tourism tied to Taylor Swift’s concerts and curated themed stays and local guides for a concert experience that Hits Different. This enhanced the fan experience while showcasing the power of leveraging travel trends. Similarly, Statistics Canada hit a Gold Rush by playfully connecting their data releases to Taylor Swift’s tour dates, proving that even government agencies can find engaging ways to intersect serious insights with cultural phenomenon, proving that a little strategy can lead to a State of Grace. While engagement on in-the-moment posts can seem like the Best Days of Your Life, most brands won’t see a long-term impact on their brand reputation from embracing Taylor’s Electric Touch. For brands exploring the opportunity, our proprietary ChangeMakers Reputation Score© can navigate these effects in real time, predicting risk and creating avenues for future growth, letting you approach these types of campaigns with Eyes Open.
Not every brand knows how to stay Fearless in the face of a cultural tidal wave. Jumping on a trend without careful consideration can leave brands in a place that feels Haunted, with consumers who won’t Tolerate It. Brands must always examine the downside before becoming too Enchanted with the potential upside. Reputation now accounts for roughly 70% of corporate value. Nothing is more important than protecting it. Inauthentic expression can be a recipe for disaster, especially if the messaging doesn’t align with your brand’s values. The best campaigns, like those mentioned, succeed because they reflect a deeper understanding of the audience and stay true to the brand’s purpose. Authenticity is key—fans can spot a forced attempt from a mile away, and the backlash can be swift (pun intended).
Taylor Swift’s Eras Tour offers a roadmap for how brands can harness cultural moments without losing their identity. The most impactful campaigns are creative and relevant. Look for ways to find your Blank Space in a crowded room while maintaining your brand’s authenticity. For PR and marketing professionals, the takeaway is clear: You Need to Calm Down and don’t just follow the trend—make it work for your brand in a way that adds value. Cultural moments like this don’t just create opportunities; they set the bar higher for meaningful consumer engagement.
The days of products being purchased exclusively for their utility are over. Modern consumers look beyond goods and services to the brands and companies behind them, seeking to understand their values. Communicating values has rightly become a major part of branding – as the rainbow flags, LGTBQ content and community engagement during pride month by major brands can attest. But while there is great value in values, there is great reputational danger in being perceived as inauthentic. If you position yourself as an ally in June, you had better be an ally in February – or risk the consequences.
The spring and summer of 2023 found two large companies in hot water around well-intentioned public actions related to Pride Month. ChangeMakers’ reputation experts examined these cases and the data behind them to determine how these initiatives could have been executed differently to ensure less reputational risk.
In April 2023 Bud Light launched an influencer campaign partnership with Dylan Mulvaney, a transgender TikTok star. A limited amount of beer cans with Dylan’s image were distributed and though the campaign was limited in scope, designed to speak to Dylan’s social following, it was picked up by national media, and a massive controversy ensued.
Bud Light’s sales plummeted more than 25%, and it was knocked from its thrown as the best selling beer in US. The backlash to the partnership was harsh, and many conservatives pledged to boycott. But this was only half of the brand’s problems. Bud Light’s CEO issued only vague statements in response, neither wholly apologizing nor concretely standing by the partnership. This led to a second round of backlash, this time from liberals angry that Bud Light seemed to cave to pressure. Dylan herself put it best: “For a company to hire a trans person and then not publicly stand by them is worse than not hiring a trans person at all because it gives your customers and others permissions to be as transphobic and hateful as they want.”
Bud Light managed to offend social conservatives and then failed to support Mulvaney individually, as well as the broader transgender community leading the Human Rights Campaign (HRC) to revoke Bud Light’s “Best Places to Work” distinction.
The impact to the brand was devastating because the gulf between values and strategy was laid bare.
That year, retail giant Target added new merchandise for Pride month, including tuck-friendly bathing suits for transgender women. A public backlash ensued and the retailer quickly removed the product. In response to the flurry of criticism, Target’s CEO Brian Cornell defended the merchandise, saying selling them was “the right thing for society.” But many noticed that the product was still removed from most stores, again sparking and additional round of backlash and criticism as supporters questioned whether the company’s commitment was truly authentic. If it was the right thing for society, why were they removed? If removal meant that Target was wrong, why did the do it in the first place?
Target lost more than $10B in market capitalization in the span of 10 days, with shares of stock plummeting to their lowest levels in more than three years.
Together, Target and Bud Light lost an estimated $28B in market capitalization during Pride month 2023 alone. Though the stock and reputation did eventually rebound, the sales and reputational losses were felt deeply at the company. It’s clear that neither Bud Light nor Target had a sophisticated communications strategy in place when planning for these progressive and inclusive initiatives, as well as campaigns. Their ham-fisted approaches left them unprepared for a crisis they should have seen coming in our politically and socially divisive society. And worst of all, it alienated shareholders and stakeholders alike.
So, does that mean companies should abandon their efforts to promote and live their values entirely, and never fight for social change? No. It’s still vitally important for companies to have, and deliver on, their values. What is important though, is that it remains authentic.
Two companies in particular – on competing ends of the political spectrum – execute on their promises seamlessly, leaving consumers with full authority to buy what they are selling. Or not.
Chick-fil-A, widely known for its conservative and Christian values, has consistently and proudly expressed its beliefs throughout its brand identity. Their purpose is clear for all to see: “To glorify God by being a faithful steward of all that is entrusted to us. To have a positive influence on all who come into contact with Chick-fil-A.” Despite facing controversy and boycotts through the years – primarily around which charitable organizations the company gives to— Chick-fil-A has remained steadfast in its position while growing exponentially. Owning their values and staying true to company beliefs have been crucial to continued success, even if it means facing challenges from opposing viewpoints along the way.
Similarly, in 2022 the beloved Ben & Jerry’s brand announced that their ice cream would no longer be sold in occupied Palestinian territories, citing concerns about violations of human rights and international law which went against their stated values and commitments to social justice. This decision sparked both support and criticism including concerns for economic impacts to Palestinians, double standards for not stopping sales elsewhere, and belief that it was too politically motivated. A legal battle ultimately changed the companies stance, but Ben & Jerry’s ultimately stayed true to their values and remained clear and consistent on their stance, maintaining their strong and loyal customer base.
Chick-fil-A and Ben & Jerry’s have an inherent advantage — the positions they take are nothing new to their consumers. It’s who they’ve always been. Many liberals eat at Chick-fil-A and conservatives buy Ben & Jerry’s despite disagreeing with certain aspects of their political views. Why? Because it’s not a surprise. In many cases, it’s also not “in your face” as the central focus of national marketing campaigns. It’s truly authentic. And if these organizations are questioned, they respond quickly with statements and actions that lean into their corporate values. Consumers respect companies who are true to themselves and do not appear to be cashing in on a particular social or political movement.
Bud Light, on the other hand, has generally strayed from seemingly political issues because they were “above” the noise, as a “beer for everyone.” Target is similar in its appeal to families who want reliable clothes and products at a reasonable price point. But instead of playing into their strengths, both brands “jumped the shark” with firm positions that forced their customers to take a side on one of the most divisive issues in society today. To make matters worse, their subsequent backtracks jeopardized the support of the very audience they were trying to reach and respect.
Our team at ChangeMakers counsels corporate clients who want to express their values in a way that supports their business goals, whether that means expanding market share, increasing employee engagement, building customer loyalty, or advancing shareholder interests. The reality is, no matter what a national or global survey says is “best practice,” every company is different.
There is not one-size-fits all approach. That’s why we typically adhere to the following core principles when advising our clients:
ChangeMakers works diligently to understand our clients’ corporate goals and then help achieve those objectives through the most sophisticated data, strategy and tactical execution possible. But above all, we help foster authenticity as the best way to protect reputations and grow your brand and market.
Q: What first piqued your interest in technology communications?
I was drawn to this side of PR due to the dynamic nature of the work, especially during a time of rapid growth in the tech industry. Since rooting my career in this area eight years ago, I’ve been lucky enough to witness Canada become a global tech leader with significant growth potential for major brands. I’ve helped global tech brands invest in our market by launching new offices and supported several brands in finding opportunities to create a Canada-first approach when launching products. There are strong opportunities to help tech brands shine and it’s been incredibly rewarding to be a part of how the tech ecosystem has evolved.
What became very apparent early on was how many industries technology comms touches. From highlighting how tech products can help a local small business grow to executing large consumer events, all while navigating the impact technology has on society, it’s safe to say that no two days have been alike in this work.
Q: What do you enjoy most about this work?
My favourite part about technology communications is working with brands that drive real-world impact and having a part in the transformative change championed by these companies.
I’ve had the privilege to travel across Canada to hear directly from people how tech products have changed their lives, grown their businesses and allowed them to find their communities. It’s exciting to see how our team has a role in driving the awareness—and often the usage— of these apps, products and services that support millions of Canadians every day.
Q: How has our approach to technology communications evolved over the years?
The firm’s technology practice has significantly grown since I joined the team almost a decade ago! In our early days, practice groups were small (but mighty), and we supported proactive campaigns to highlight brand impact across the country.
As we’ve evolved as an organization, so too has the nature of the work and how we support clients. Our teams are significantly more involved in our clients’ day-to-day activities as an extension of their team and we’ve become industry experts in navigating the regulatory spaces in which our clients and partners operate.
With the changing media landscape, we’ve also had to adapt and expand how we tell stories. Early on, my focus was on securing traditional media coverage for clients (who doesn’t love to see their partner organization featured on the front page of The Globe and Mail?) However, with the growth of online platforms, a rise in the pay-to-play model with consumer media, and the increasing prominence of content creators, audiences are consuming news much differently than in the past. We’re constantly pivoting to new approaches for engagement as we realize how important it is to reach audiences where they spend their time.
Our base of tech clients has also grown. From the world’s largest social media companies, to global streaming apps and fintech clients, our team has a wide breath of experience in global technology across several industries – and each has its own unique challenges and opportunities to create impact.
Q: What is one thing that you wish people knew about this type of communications work?
Communicating about (and within the context of) technological developments requires a deep understanding of audiences and stakeholders. We operate primarily in Canada, which is not a singular market; it’s a collection of different regions, languages, and cultural backgrounds, each with its own distinct characteristics. Often, a message coming from a global company may not land in the same way for a Canadian audience. As communicators, we need to take care to provide local context for our storytelling to make sure that our clients’ news is relevant and lands appropriately with key targets.
This approach can also be applied to the tech space in which our clients operate. For example, while the tech scene in Toronto might focus heavily on fintech and AI advancements, Vancouver has a growing clean tech sector, and Montreal is renowned for its contributions to gaming and artificial intelligence research. Each of these regions has distinct priorities and interests, which means that a one-size-fits-all message may not effectively engage all Canadian audiences.
Q: Organizations are increasingly describing themselves as “tech companies.” In your view, what qualities make up a tech company?
An organization that is focused on building technology—as both a product and a driver of innovation. Whether it’s through software, hardware, or manufacturing, a tech company helps push the boundaries of what’s possible. A key component of that is creating an environment that embraces change, values creativity, and supports ongoing research and development.
Q: What would you say are the biggest risks and opportunities for companies in the tech space?
A major concern in Canada is the rapidly evolving regulatory environment, which can vary by province and often lags in understanding technological advancements. Navigating these regulations, especially related to artificial intelligence, data privacy, safety and cybersecurity, poses challenges that could affect operations and their ability to do business in Canada. These challenges can impact tech companies of all sizes, and it’s important as their PR partners to communicate and engage with the right stakeholders, media, consumers and local regulatory bodies to build trust and demonstrate a commitment to transparency.
However, Canada also presents remarkable opportunities for tech companies. We have a strong talent pool that attracts global tech hubs interested in expanding their market reach. Canada also has a strong emphasis on research, particularly within the AI community, and there is significant investment from foreign tech companies to help drive substantial growth for innovation. With our local expertise, we can help highlight a brand’s role in driving innovation and growth, while further building on the company’s reputation as a tech leader helping drive the Canadian economy.
Q: What are you hoping to accomplish with your tech communications work?
I hope to continue building on the rapidly growing roster of tech brands that we have the privilege of collaborating with, while expanding into new high-growth areas. I want to see our company further emerge as the go-to agency for technology brands to build their presence in Canada, and with our experience, I know we can help them get there.
Want to learn more about our technology communications work? Let’s connect!
ChangeMakers offices and team members are located across North America within the traditional, Treaty, and unceded territories of First Nations, Inuit, and Métis Peoples.
Our team is currently engaged in the development of a Truth and Reconciliation Action Plan for our company. The Truth and Reconciliation Commission of Canada called upon the corporate sector in Canada to “adopt the United Nations Declaration on the Rights of Indigenous Peoples as a reconciliation framework and to apply its principles, norms, and standards to corporate policy and core operational activities involving Indigenous peoples and their lands and resources” (Call to Action 92).
Our Action Plan is an important measure we are taking as a company and we look forward to updating with more information about this plan and the actions that reflect our commitments as a team.