You can’t change your field without engaging your field

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.

BC Government – Ministry of Advanced Education and Skills Training

ChangeMakers designed an engagement program seeking to gather input from people with lived and living experience of poverty across BC. To ensure accessibility and inclusivity, we built in measures including honouraria, translation and interpretation, counselling, wellness supports, and coverage of other costs such as transportation, childcare, and food when necessary.

Expertise

Social Impact Consulting

Services

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:

5 virtual, regional town halls
30 small group sessions, both in-person and virtual throughout BC, in partnership with community and service organizations
4 roundtable sessions with the Minister
Online survey accessible through the GovTogetherBC website
DIY Conversation Toolkit with up to $2000 in funding available for groups to host their own sessions
Consultation website and opportunity for written submissions

To ensure accessible engagement options, we coordinated significant supports including the following:

Wellness support sheet for all sessions
Language interpretation for virtual and in-person sessions when requested
ASL and captioning for all town halls and for small group sessions when requested
$100 honoraria for small group session participants and $30 honoraria for town hall participants
Food/catering for all in-person small group sessions and roundtables
Up to $2000 in supports for each organization looking to host their own conversations

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:

77% currently live in poverty
69% self-identified as living with a disability
44% identified as living with mental illness, substance challenge, or addiction
12% identify as Indigenous
Over 300 downloads of the conversation toolkit and 18 organizations receiving funding support to host their own conversations
Approximately 500 people in attendance through town halls, Minister’s roundtables, and small group sessions, including approximately half of which with lived and living experience
Approximately 100 written submissions though the consultation website

How Taylor Swift’s Eras Tour became a masterclass in cultural capital for brands

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?

Capitalizing on the Swiftie Economy

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.

The Data-Driven Era (Taylor’s Version)

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.

When Bandwagoning Backfires

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).

Lessons for PR and Marketing Professionals

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.

About the author

Stephanie Lasica / Senior Account Manager, Reputation Management

Stephanie is a Senior Account Manager specializing in public relations for global consumer brands. Known for her social media and trend acumen, Stephanie is on top of trends and brings opportunities to her clients that make the most of timely social moments.

The lost art of strategy: How to effectively communicate corporate values

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.

Bud Light & Dylan Mulvaney

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.

Target and Tuck Friendly Bathing Suits

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.

Two Big Misses

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 Upheld Promises.

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.

Value Authenticity.

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:

Know your corporate values. It seems simple, but executives in marketing departments and executives in finance don’t always share the same priorities. This is especially true considering the left-leaning groupthink that is prevalent in marketing. What are the values that bond your C-Suite, employees, and customers together? Is it truly authentic or is it forced? If it’s diversity and inclusivity — that’s terrific. But the resulting tactics to express that must resonate with all stakeholders in a way that strengthens market share and advances the company’s core goals.
Look in a mirror first. Diversity, equity and inclusivity work starts inside your organization. A corporation and its employees can be genuine allies without the public fanfare. Often more effectively than a business that hangs a rainbow flag June 1 and takes it down June 30. Will your actions be viewed as performative by your employees, their families and those you are saying you stand by?
Know your customers. Again, this may seem simple, but the backlash in the Bud Light and Target example was predictable. ChangeMakers proprietary Data Intelligence software does just that: analyzes customer, industry and other data that helps form a successful marketing and communications strategy that still achieves corporate goals (in the case for Target and Bud Light, supporting the transgender community). Here are two examples:
- Online audiences were resonating with content that suggested Bud Light is for “manly” men. A TikTok with over 25K likes from May 2022 that continues to circulate today shares two friends singing a song about their preference for Bud Light over seltzers. To the tune of Ice Ice Baby by Vanilla Ice they sing: Don’t be a pansy…. Sh*t ain’t manly…Bud Light, Baby. These lyrics coupled with the high-level engagement shows a broad audience of users expecting Bud Light to be enjoyed by someone who is “manly”. The high engagement should have been a red flag for Bud Light—in their current landscape and based on their audience’s current mindset—a transgender female at the forefront of an online campaign would come as a surprise to these users.
- Red states were driving Bud Light related activity. Demographics of those discussing Bud Light before the Mulvaney partnership show Texas City/Texas as the leading region, accounting for more than 10% of activity the 12 months prior. During this time, Texas lawmakers passed bills banning puberty blockers and hormone therapy for transgender kids, restricted college sports teams trans athletes can join, and expanded the definition of sexual conduct in a way that could include drag performances. Users from Florida, a state passing similar types of legislation, accounted for the fourth largest share of Bud Light mentions, approximately 7%.
- Combined, these two conservative-leaning states drove almost a fifth of the worldwide Bud Light activity in the past year. This should have been another consideration—are they comfortable sparking criticism from a notable portion of their online supporters by partnering at this time, and in this way, with Mulvaney?
Doing nothing is an option. Contrary to many marketing and communications professionals who tend to always recommend action to justify a high retainer, sometimes doing nothing – or doing it with a lighter touch – is the most strategic option. Warren Buffett’s famous quote applies here: “Rule number one is to never lose money. Rule number two is never forget rule number one.” While this is easier said than done in investing, it’s also easily applicable in communications. 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.

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.

About the author

The ChangeMakers Data Intelligence Team /

Our in-house Data Intelligence team helps build stronger and more resilient organizations through programs that identify, measure, and manage drivers of reputation. This team offers a rare blend of data and analytics, proprietary technology, and a deep bench of experience, to help our clients navigate the unique complexity facing organizations today.

A Q&A on tech comms with David Troya-Alvarez

We sat down with David Troya-Alvarez, a Director and Tech Specialist on our Corporate & Public Affairs team, to discuss the evolution of the technology industry and the communicator’s role in telling tech companies’ stories.

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!

Email | LinkedIn

About the author

David Troya-Alvarez / Director, Corp & Public Affair
PR & Advisory

David specializes in technology communications at Argyle, leading profile-building and issues management for some of Canada’s largest technology brands to help tech companies promote understanding and adoption of their products and services – in ways that demonstrate ethics and social responsibility. David has been a key leader in building our tech practice over his past eight years at ChangeMakers.

Believeco:Partners Unveils ChangeMakers: A Bold New Brand for a Disruptive World

Toronto, ON, October 29, 2024 — Believeco:Partners, along with its individual operating brands Argyle, Believeco and Castlemain, unveil a new strategic direction, vision, and brand: ChangeMakers. This brand transformation reflects the company’s commitment to navigating today’s complex, ever-evolving landscape.

The brand evolution follows two years of successful integration efforts, after Believeco:Partners formed with a bold agenda to unite six of Canada’s leading marketing, public relations, engagement, and Indigenous advisory firms in the Fall of 2022.

“Our greatest potential is realized when we work together across all disciplines,” says Mario Simon, CEO, ChangeMakers. “The past two years have seen tremendous growth in our business, surfacing a unifying thread of unparalleled expertise in helping clients anticipate, navigate and create change. With ChangeMakers, we take these capabilities to the next level, embracing the opportunities and challenges that complexity entails for our clients. We apply thoughtful, human-centered strategies designed for client impact.”

By combining decades of experience in reputation management, social impact and marketing, ChangeMakers is an essential partner in driving client success, particularly in complex spaces where the solution requires multiple perspectives. The company’s specialized work in partnership with Indigenous Nations and expertise in governance, negotiation, economic development, engagement and communication, makes ChangeMakers the ideal partner in addressing multi-stakeholder problems.

“Our world is shaping and shifting at an unprecedented pace, presenting new challenges and opportunities every day,” added Simon. “With ChangeMakers, we are prepared to meet these challenges head-on, working alongside our clients to navigate both planned and unplanned change.”

About ChangeMakers:

ChangeMakers is a 400+ person independent reputation management, social impact and marketing firm with offices throughout Canada and in the US. ChangeMakers combines deep business specialization with human-centred strategies, working alongside our clients to succeed in a disruptive world.

Learn more at www.thechangemakers.com.

Media Contact:

Caroline DeSilva /Senior Vice President, ChangeMakers
caroline.desilva@thechangemakers.com

Breaking down Inflammatory Bowel Disease (IBD) stigma through engagement and action

Crohn’s & Colitis Canada

Challenge

Insight

IBD Patients

IBD Caregivers

Approach

Results

References

British Columbia Poverty Reduction Strategy

BC Government – Ministry of Advanced Education and Skills Training

The world of healthcare is constantly changing.

Expertise

PR & reputation management

Key PR & reputation management services

Marketing & advertising

Key marketing & advertising services

Collaborations

Endorsements

Leadership team

What complex challenges can we help you navigate?

Featured work

Related News

Boris Cho joins ChangeMakers as Vice President in Growth team

Public Relations: The driver of trust in a turbulent world

International Communications Veteran Jorge Ortega Joins ChangeMakers USA as Exec…

Ron Smrczek joins ChangeMakers as Executive Creative Director

ChangeMakers secures a major win in eye health advocacy with the Alberta Associa…

You can’t change your field without engaging your field

British Columbia Poverty Reduction Strategy

BC Government – Ministry of Advanced Education and Skills Training

How Taylor Swift’s Eras Tour became a masterclass in cultural capital for brands

Capitalizing on the Swiftie Economy

The Data-Driven Era (Taylor’s Version)

When Bandwagoning Backfires

Lessons for PR and Marketing Professionals

The lost art of strategy: How to effectively communicate corporate values

Bud Light & Dylan Mulvaney

Target and Tuck Friendly Bathing Suits

Two Big Misses

Two Upheld Promises.

Value Authenticity.

A Q&A on tech comms with David Troya-Alvarez

Believeco:Partners Unveils ChangeMakers: A Bold New Brand for a Disruptive World

Land acknowledgement, truth and reconciliation action plan