On October 29, 2024, Argyle united with our other Believeco:Partners brands to become ChangeMakers - a reputation, social impact and marketing firm rooted in the communications specialties that have driven client success since 1979. Come on in!
ChangeMakers Names Stefan Moores as Chief Executive Officer
Moores’ appointment signals commitment to innovation, evolution and delivery on client outcomes
ChangeMakers, one of North America’s leading independent strategy and communications firms, announced Stefan Moores as Chief Executive Officer. The appointment reflects the firm’s ongoing evolution to an integrated, AI-native consultancy at the intersection of change, markets, and people.
“Stefan has the business acumen, entrepreneurial spirit and integrity that has earned him the trust of his team. We are energized by his leadership thus far and look forward to all that ChangeMakers will accomplish together under his guidance,” said Dale Tingley, Co-Managing Partner of the Canadian Business Growth Fund (CBGF) and Chair of the Board. “Under his leadership, ChangeMakers is well positioned to make waves in today’s evolving business market.”
“Our aspiration is simple: make ChangeMakers the most trusted partner for organizations and leaders who seek to achieve measurable business outcomes. Whether it’s tangible results like sales or revenue, or the harder to quantify cultural and reputational measures, communications is the engine that powers progress,” said Moores. “We will be on the cutting edge of AI, technology and innovation while keeping our focus on the human-centered relationships that build trust, drive results, and enhance reputation. That’s how we will deliver value every day.”
Moores’ vision for the company centers around the drive to positively impact every client’s business, from strategic planning through organizational change management and market execution. Whether navigating executive leadership changes and cultural challenges, or driving awareness and sales, ChangeMakers is the strategic partner that helps leaders execute well and move confidently.
“Whether change is the chosen path, or takes our clients by surprise, our role at ChangeMakers is to turn it into a strategic advantage,” said Moores. “We see massive opportunity in leveraging our expertise in crisis and risk management, organizational change management, public relations, marketing and social impact to change the way companies think about, execute and capitalize on change. We do that by applying all our different crafts with technology and human expertise to move with confidence.”
Moores is uniquely positioned to take ChangeMakers into the future. He brings decades of experience in business management, human resources, finance, investment and operations at leading management consulting, communications and public affairs firms across Canada and the U.S. Most recently, Moores served as Chief Operating Officer for ChangeMakers. He also previously served as President of Argyle and co-founder of The Castlemain Group. Moores holds an MBA from Stanford University Graduate School of Business, an MSC in International Politics, Economics and Business from The London School of Economics and Political Science, and a BA in Economics from Queen’s University.
“The next era of communications belongs to the doers — those who don’t ask if change can or will happen, but how to make it work. That’s the mindset we’re building at ChangeMakers,” added Moores.
ChangeMakers’ independence and cross-sector expertise allow it to deliver outcomes—not just activity—for the C-suite, senior leadership and the teams they lead. With more than 400 professionals across 10 North American offices, the firm offers end-to-end, sector-shaped solutions that help clients thrive through disruption and emerge stronger.
Forget the Deliverables. Drive Business Outcomes.
Across industries, transformation is constant. If you’re not evolving, you may be left behind. But the difference between success and failure isn’t simply who adapts fastest or the most. Those who will emerge as leaders in today’s business environment will be those who embrace and drive change best.
That’s why communications teams can no longer afford to sit at the end of the decision chain to receive and act on a mandate—they must be present at the decision-making table, shoulder-to-shoulder with the C-suite. The communications function is capable of more than storytelling, media, and advertising if you allow it.
At ChangeMakers, we demand it.
Co-architect Business Strategies
For too long, communications has been the messenger—not a co-architect—of business strategy. The result is often reactive campaigns, fragmented programs, or missed opportunities.
We’ve entered an era that requires communicators to understand – and are given visibility into – the entirety of an organization and business context before executing on a task. Communications deliverables are a means to the end.
To achieve business outcomes, communications must be at the core. Whether advising on organizational design, reputation risk, or stakeholder trust, engagement must be strategic, intentional, and continuous. Otherwise leaders will fail to build the trust required to execute successfully.
That’s why our role at ChangeMakers extends beyond “telling the story” to building the systems and approaches that make stories credible. We’re helping set direction, identifying roadblocks, and supporting organizational changes to meet and exceed expectations. This requires effective integration—across disciplines, crafts, and technologies, both internally and externally.
Leverage Communications as a Partner
Immeasurable strength comes from integrating the entire communications landscape — from marketing and brand strategy to crisis management, organizational change, and social-impact advisory. Our excellence across this diverse skill set gives us an unmatched perspective that informs our approach to every business challenge.
Communications can lead the next decade of organizational transformation. Doing so will require courage to collapse silos, to rethink traditional models, to show up in boardrooms armed not only with creative ideas, but with data, foresight, and strategic authority.
For CEOs, boards, and senior leaders, strategic communications must be viewed as a key driver in every plan to achieve business outcomes. It’s the force multiplier — aligning people on the why, increasing adoption and execution, protecting reputation, and unlocking growth. Whether you’re introducing AI, repositioning a brand, driving rapid growth, responding to a crisis or reputational risk, or delivering social impact at scale, success depends on your ability to bring people with you – and communications is the catalyst for success.
Use Technology and AI as a Catalyst
People across every organization are using some form of AI – whether it’s endorsed or not. At its best, AI offers a promise of net new solutions, efficiency, cost reduction and automation. Executed inconsistently, it risks eroding trust and value among stakeholders that matter most.
The most effective transformations pair data intelligence with human expertise — the ability to listen, interpret, give and take, and adjust. At ChangeMakers, we leverage technology to provide data and insight so our teams can focus on strategic counsel: shaping messages that move markets, align employees, or attract investors.
AI is embedded in how we analyze sentiment, forecast risk, and measure impact. It helps us measure what was previously immeasurable. Our Reputation Score can quantify your reputation, analyze how competitors compare, predict reputational risk, and identify avenues for future growth.
In another case, we’re going beyond talking with clients about how AI-powered tools like ChatGPT, Gemini, and Google’s AI Overviews change the way people find information. We’re proactively workshopping content strategies and messages that resonate across audiences and organizational contexts, and are structured so AI tools can find, understand, trust, and quote them.
No one person can keep up with the pace of change set by AI and technology. It requires partnership with a trusted advisor who can help you set the path and filter what’s valuable amidst the noise.
Learn How to Do Change Well
The pace of change today—technological, societal, regulatory—can feel overwhelming. Change is hard. And can be exhausting. Especially when poorly managed.
Organizations with strong change management deliver 264% more revenue growth than those that don’t. What does “strong change management” mean? Following a change management methodology is not enough. Leaders must leverage their strategic communications team to take organizational change beyond process and protocols to embed lasting shifts in culture, performance, and resilience that maximize success.
When done well, change builds credibility and confidence. When done poorly, it destroys both. Strategic communications is the difference.
At ChangeMakers, that’s our purpose and our promise: to help leaders and their organizations navigate complexity with clarity, integrity, and measurable results.
You can’t stop change. But you can do it well.
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About the author
Stefan Moores / Chief Executive Officer
Stefan Moores is a business leader with expertise in professional services, management consulting, communications, and public affairs. With two decades of experience leading business transformation, including stewarding companies through mergers and acquisitions, Stefan approaches change as a growth opportunity for any company. He is based in Toronto, Ontario.
Super Bowl Advertisers provide Higher Ed as Road Map for post-DEI World
It was back to the future for this year’s Super Bowl advertisers.
The legendary Budweiser Clydesdales were back. Bud also revived backyard’s barbecues, convincing me that the cul-de-sac where I live might use some livening up. Plus, there was the American Dream of home ownership for everyone, courtesy of Rocket, albeit highly West Viginia-centric. If you’re a young girl with pluck and a penchant for hard work, Lay’s showed how you might contribute to the great potato chip food chain. And, Indiana Jones himself, Harrison Ford, was on-hand to remind us that freedom and choice were good things and that it’s alright to disagree with one another (except when it comes to the virtues of Jeep, particularly if you opt for their EV offerings).
Many heralded this as going back to basics for Corporate America after a generation of ads that seemed more focused on promoting issues than selling products. While I agree that the tone was different, the content was certainly in the same ballpark as past Super Bowls. As in the recent past, we still saw a good deal of what some might call “diversity, equity and inclusion” in word, actions and visuals. The difference is that they were presented in the context of a positive vision of America, where all should be able to aspire to the American Dream.
Therein may be a lesson for higher education leadership as they work to meet the challenge posed by governmental restrictions on DEI programs. Rather than focusing on the programs themselves and the administrators managing them, universities need to focus on the outcomes. What happens when we ensure that everyone of all races, creeds, ethnicities and socio-economic status has access to a high-quality education from K to 12 and beyond? Focus on success stories. Highlight those exceptional students in storytelling and visuals who exemplify the university’s mission of producing enlightened, engaged and career-ready individuals.
Corporations, including those reported to step away from DEI, are already opting for new language and terminology that remains true to the underlying objectives of these programs. Walmart for example still prioritizes belonging. Fairness and access are other terms increasingly entering the space. But regardless of the words chosen, centering communication about programs and initiatives in the impact and outcome avoids sounding dogmatic, pedantic and insular. Who can object to the idea of every person by dint of individual effort achieving social and economic mobility for themselves and their families? Who believes it’s fair that the most economically challenged in our society not have the same access to a quality education as others? Who can say that we have not always provided the same pathways to all when it comes to achieving the American dream? Access, social mobility, the opportunity to fully participate in the American social compact. These and other concepts that are in the mainstream of the American lexicon provide a language for being true to the university’s mission going forward.
Harrison Ford endorsing Jeep, even though he’s a “Ford” provides a clue to higher ed’s way forward in a new political environment. Jeep and Ford lovers alike can get behind what’s most American about the objectives behind DEI. The key is what you say and how you say it. Corporate America as depicted in this year’s Super Bowl may have shown the way.
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About the author
Harlan Teller / Senior Counsel
Harlan Teller has been one of the US’ most highly regarded communications advisors for more than four decades, having held senior management positions at several global public relations firms and most recently at two large public universities. He lives in Prescott, Arizona.
ChangeMakers Reputation Index Reveals the Impact of Change Events on Corporate Reputation
Washington, DC, January 28, 2025 —The inaugural ChangeMakers Reputation Index highlights the powerful connection between change events and corporate reputation, uncovering the significant positive and negative impacts of how change is managed. The annual analysis examines 25 companies experiencing five types of change events, both planned and unplanned, and finds that immediacy – both of communication and strategy when a pivot is required – plays a critical role in shaping long-term reputational outcomes. Companies that handle change effectively often bolster their reputation, while those that falter under pressure risk substantial harm.
“In today’s environment, the highest value driver for any organization or individual is reputation,” says Mario Simon, CEO of ChangeMakers. “Preparing for, responding to, recovering from, and even harnessing significant change events is a top priority for any company. This exciting research clearly demonstrates how reputational impacts can and should be managed. Poorly communicated or delayed responses to change events can leave significant value on the table and, in extreme cases, be financially devastating. We have cracked the quantifiable code to manage that for our clients and achieve the best outcomes.”
Importantly, the study revealed that planned business changes—such as seemingly innocuous events such as brand changes and leadership transitions—can have reputational risks as significant as those stemming from unexpected crises.
Key Findings:
Merger & Acquisition Transactions: While mergers and acquisitions often deliver a short-term boost to a company’s reputation, this positive impact tends to fade quickly among stakeholders not directly involved or affected.
Brand Change: Contrary to expectations, brand changes frequently lead to both immediate and long-term damage to reputation. This is often a result of missteps in communication strategy, undermining the intended positive outcomes.
Financial Change: Financial changes produce mixed reputational effects, with positive or negative impacts typically short-lived. However, significant mismanagement can exacerbate negative perceptions. Notably, the absence of proactive, targeted communication with key audiences often results in muted or underwhelming reputational outcomes, even when changes are objectively positive.
Leadership Transition: The reputational effects of leadership transitions hinge significantly on whether the departure is planned or unplanned. How the transition is communicated and managed plays a critical role in shaping public perception.
Public Crisis: The reputational impact of a public crisis is highly contingent on preparation and the company’s ability to respond swiftly and effectively. Organizations that demonstrate readiness and transparency are better positioned to mitigate both immediate and long-term damage.
ChangeMakers is a 400+ person independent reputation management, social impact and marketing firm with offices throughout North America. ChangeMakers combines deep business specialization with human-centered strategies, working alongside our clients to strengthen their reputation and succeed in a disruptive world.
Changing perceptions for one of the world’s biggest airports
One of North America’s busiest airports was consistently facing issues when it came to traveler experience and public perception. An unexpected viral incident involving the CEO at a press conference exacerbated these challenges, placing the airport’s recent performance in the spotlight.
Expertise
Reputation Management
Insight
The airport didn’t have an accurate way of measuring pain points with travelers and couldn’t determine what exactly needed to change to improve their perception. The airport wasn’t communicating its broader vision or telling its story in a meaningful or compelling way. Travelers had a transactional relationship with the airport that quickly soured the moment things didn’t go according to plan.
Approach
We immediately started measuring reputation through the activation of ChangeMakers’ Reputation Score®, allowing for real-time tracking of progress and success. This allowed us to understand and address the specific pain points travelers had with the airport. This was paired with a revamp of the airport’s digital brand strategy, telling their story in a more compelling and engaging way. Lastly, heightened attention was given towards executive profiling for the airport’s leadership team, specifically their CEO.
Results
40% increase in the airport’s Reputation Score and a 70% increase in the CEO’s Reputation Score in just three months. Six months into the engagement the Airport recorded the highest Reputation Score® among industry peers being measured. Engagement rates on owned content were up more than 50% across the board. More than a year later, the Reputation Score® remains a cornerstone KPI for the Airport and its CEO.
Managing reputation for a pharmaceutical leader’s product launch
A multi-national leader in the pharmaceutical industry struggled to quantify the positive impact of a recent product launch. Dated metrics and disparate data sets weren’t telling the full story in a cohesive way.
Expertise
Health
Reputation Management
Insight
The product’s launch was not only a resounding success, but the strong brand equity that the company brought to the table helped elevate the product’s immediate level of resonance and market penetration. Without the ability to demonstrate this impact, future product launches may not get the same resources during launch or receive the same amount of positive attention within the market.
Approach
Activation of ChangeMakers’ Reputation Score to measure the company’s reputational equity and contrast it with a scenario where the product launch never happened. Through this approach, we were able to identify a single metric that accurately determined the impact the product launch had on the company’s overall reputation.
Results
The launch resulted in a 20% increase in the company’s Reputation Score in just one month. The ability to quantify the impact of the launch led to a full-scale onboarding of the Reputation Score as a way for the company to measure the impact of future launches, activations, campaigns, and crises or issues.
Gang Life Is No Life: Gang Prevention Campaign 2023
With funding from Manitoba Justice, The Manitoba Association of Chiefs of Police (MACP) Organized Crime Committee worked with Argyle to launch a powerful campaign addressing youth vulnerable to gang recruitment.
Argyle and Manitoba Association of Chiefs of Police (MACP)
The MACP Organized Crime Committee is made up of representatives from the RCMP and Winnipeg Police Service. These members are experienced officers dealing with organized crime, gangs and guns, and illicit drugs. The committee came to Argyle with a list of issues related to gang activity, but their biggest concerns were rising gang activity in both Winnipeg and in communities throughout the province, and growth of youth recruitment in gangs.
Expertise
Social Impact Consulting
In 2019, Winnipeg Police Service’s Gangs and Guns unit estimated Winnipeg had 25-30 gangs and up to 4,000 gang members and associates. In 2022, it was estimated that there were 40 street gangs, many of them Indigenous-led. Youth at risk of recruitment have often experienced childhood trauma or live in poverty — the ripple effect of oppression across generations. High dropout rates and few economic opportunities for youth also contribute to gang recruitment success. Manitoba Association of Chiefs of Police (MACP) secured funding from Manitoba Justice to help youth avoid or leave gang involvement and partnered with Argyle to develop a powerful campaign to promote off-ramps to vulnerable youth.
This initiative featured three short, impactful videos, illustrating the vast difference between the myth of what gang life offers and the reality of what it delivers. The concept used a popular video game look and feel to reach viewers aged 13-16 in a way they could relate to as well as share. A phone number at the end of each video encouraged viewers to send a text message to The Link: Youth and Family Supports, a trusted community agency offering a potential lifeline for those wanting help to leave or resist gang life.
We reached youth with a digital campaign on social platforms including Facebook, Instagram, Snapchat and TikTok. Additionally, targeted YouTube ads ran on specific gang awareness channels in Manitoba. The initial digital campaign ran for six weeks from July 26 to September 12, 2023, with a second phase from November 9 to Dec 15, 2023.
Research
To effectively reach Manitoba’s youth, Argyle worked closely with the Winnipeg Police Service’s anti-gang unit and reformed gang members to ensure our message, tone, visuals, and call to action resonated with young audiences.
Our research included the following:
Met several times with the steering committee made up of representatives from Winnipeg Police Service, RCMP and MACP. A number of these members are experienced officers dealing with organized crime, gangs and guns, and illicit drugs.
Reviewed British Columbia’s End Gang Life campaign and website.
Reviewed a variety of other gang-related online resources.
Met several times with the Winnipeg Police Service’s Gang Prevention Coordinator who works directly with youth being recruited by gangs, are current gang members, or have left gang life.
Through the Gang Prevention Coordinator, we secured a meeting with two reformed gang members. One spent 10 years in a federal prison for armed robbery; the other spent three years in a youth correctional centre for gun possession.
As a result of our research, we learned:
Youth as young as 12 are recruited to deliver drugs and weapons as runners. Recruitment happens at corner stores, 7-Elevens, outside school grounds and at youth emergency shelters where kids are at their most vulnerable.
The lure of money is huge as many kids live in poverty. They also look up to older gang members (17 to 19-year-old recruiters) who are often older brothers or older youth from their neighbourhood.
Youth are looking for brotherhood, family, love, respect, security and ultimately – a sense of belonging.
Some Indigenous youth may feel, due to a variety of societal and economic factors beyond their control, that they have very few choices other than to join a gang. People who live in these areas/communities who are not gang-affiliated are scared about going to authorities when incidents occur for fear of becoming targets of the gangs themselves.
The development of an audience persona based on our insights revealed a digital campaign rather than traditional media (TV, radio, out-of-home) would best reach Manitoban 13 to 16-year-olds. Plus, a provincial reach – beyond Winnipeg – was required based on growing gang activity in many communities throughout the province.
An anonymous way to reach out for help was desirable, preferably by text. The real-life stories of youth being groomed or recruited for gang involvement revealed intimidation tactics and fear of reprisal if one didn’t buy in to the gang way of life. Anonymity for youth looking for a way out was a requirement.
Reformed gang members made it very clear that a message sponsored by police enforcement organizations would be quickly dismissed by youth. It was important to keep the client’s brand off the videos and include the community agency, The Link, offering help to youth.
Analysis, Planning and Strategy
Our goal
Through a public education and awareness campaign, we would offer vulnerable youth off-ramps to avoid or leave gang involvement and teach them about the harmful realities of gang life versus the myths used during recruitment.
Our strategy
To achieve this goal, we leveraged the lived experience of the reformed gang members we met to reach youth with authentic, real-life gang recruitment scenarios. As a first-year objective, we wanted to get young people’s attention, raise awareness and build trust. This is the starting point for a long-term approach to impacting gang recruitment. Helping influence youth to not move towards gang life was our goal, and one potential indicator would be the number of texts sent to The Link from youth looking for help. Our partnership with The Link was key as they have been serving youth in Winnipeg and northern Manitoba for close to 100 years. They are well known by youth, approachable and credible. Trust was the leading factor needed to encourage youth to click on the ad, visit the website, watch the videos and text for help.
Objective
Metric
Awareness Get young people’s attention to the risks of gang life
2 million advertising impressions 2 media coverage pieces about the launch
Trust Encourage youth to click on the ad, visit the website and watch the videos
3,000 clicks to the link’s website
Action Help influence youth to avoid / move away from gang life
30 youth using the text helpline
Communication, Execution and Production
Using the insights we learned from our research, we developed three videos to address common scenarios within gang life including illegal drugs, sexual exploitation and gun violence based on real-life stories we heard about from our reformed gang member advisors. To make the videos attractive and relatable to youth, the style was based on popular video games, and we developed Gang Life is No Life characters, storylines and a call to action. In each of the three 15-second videos we were able to establish an action from a gang recruiter (The Ask; The Invite; and The Brotherhood) and then the resulting detrimental outcomes (The Give; The Cost; and The Bloodshed).
The background settings created for these three videos depict scenes common to many towns and cities within Manitoba. From a social housing project, to a mall, to a downtown scene that is recognizable as Winnipeg with its overhead walkways, the familiarity helped create a sense of authenticity and credibility – an important point we learned in our research and knew we had to achieve.
To make the action easy for youth, the end board offers the call to action to “text 204-910-6010 to get out”, and names The Link as the community agency offering help. Based on insights from our research, we deliberately did not include the MACP brand in the videos to ensure the message would be credible to youth.
The Gang Prevention Campaign was launched on July 26, 2023, with a news conference hosted at The Link. Emceed by steering committee chair Inspector Grant Stephen from the RCMP’s Federal Serious and Organized Crime Unit, the event featured a representative from Organized Crime with the Winnipeg Police Service (Inspector Elton Hall), a founder and action therapist from Spirit Horse Initiative whose team provides support to youth on the streets of downtown Winnipeg (Matt Davidson), and the CEO of The Link (Kerri Irvin-Ross). Media interest at the event was impressive with coverage from CTV, Global, CBC, Winnipeg Free Press, Winnipeg Sun and ChrisD.ca. There were also over a dozen organic social media posts thanks to partners including RCMP, Winnipeg Police Service, MACP, The Link and Spirit Horse Initiative.
We brought the videos to life with a digital campaign across social platforms popular with youth including Facebook, Instagram, Snapchat, and TikTok. Additionally, targeted YouTube ads ran on specific Manitoba gang awareness channels that we learned were frequented by youth interested in learning about gang activity across the province. The digital campaign launched for six weeks from July 26 – Sept 12 with a second six-week phase from Nov 9 – Dec 15.
Evaluation and Measurement
The campaign exceeded the client’s expectations, both on reach and engagement. On the ground, police enforcement tactics to reach youth attracted to gang recruitment had never before seen such success:
“Our gang prevention coordinator works with agencies in the community to provide an offramp for young people to exit gangs or the lifestyle. She has been very successful in referring youth to agencies over the previous three years. On average, she has provided assistance to between 20 and 30 youth annually. The Gang Life Is No Life campaign has provided an avenue for youth to connect directly to The Link and other social agencies at any time of the day, discreetly. This media campaign has resulted in over 150 referrals in a short period of time,”
Inspector Elton Hall, steering committee member from the Winnipeg Police Service.
Inspector Hall presented this campaign and its results to law enforcement audiences over the past few months. There is an appetite for replicating this approach in other jurisdictions both within Canada and into the US. MACP has secured funding from Manitoba Justice to continue the campaign in 2024. Creative ideation and planning are underway to build on our momentum.
11.68M
impressions
45,666
clicks to the Gang Life Is No Life webpage on The Link’s site
150
text conversations from 109 unique phone numbers
6
media outlets (print, TV, online)
SnapChat and TikTok were the most successful tactics of the campaign, demonstrating both strong click-through rates and low cost-per-click. This indicates a strong alignment between messaging and the target audience on these platforms.
INVOKANA:
More than my condition
Johnson & Johnson (J&J)
Johnson & Johnson (J&J) Innovative Medicine is an American multinational pharmaceutical, biotechnology, and medical technologies corporation headquartered in New Brunswick, New Jersey, and with offices around the world. Their mission is to transform individual lives and fundamentally change the way diseases are managed, interpreted and prevented.
Expertise
Marketing
Services
Advertising
Brand DNA, strategy & identity design
Digital experience & development
Go-to-market campaign plans
Market research
Measurement & analytics
Social media & influencer strategy, community
Build brand awareness and increase customer engagement through an insight from the shared experience of people living with diabetes. Diabetes is what they have, not who they are.
Scope of work
Direct to Consumer Campaign
Digital
Broadcast TV
Website
OOH
Facing intense competition in the type 2 diabetes category, Janssen Canada wanted to drive awareness of their prescription treatment, INVOKANA, with consumers. The goal was to make “INVOKANA” a memorable household name so patients would be more likely to remember it and ultimately ask their doctors for it. And market research with the HCP audience told us that they’re more likely to prescribe a specific brand if the patient asks for it.
With the regulatory environment as it is in Canada, we had to do that while telling them absolutely nothing about the condition it treats, with a campaign that breaks through not just the healthcare category clutter, but breaks through all the clutter… period!
A key insight behind the campaign was that so much of what this audience gets is messaging focused on the limitations of living with diabetes. “Diabetics” are “people with diabetes”… people who don’t want to be defined by their condition. Diabetes is something they have, it’s not who they are.
Our idea was to make the people and their passions the focus, NOT their diabetes. And we sought out talent and situations to represent their diversity and individuality. To further emphasize this point, we created an original song that served as a rallying cry for our target audience, a track that is potentially the first earworm in Canadian Pharma marketing!
The campaign came to life across multiple channels and drove a significant spike, 86,302% in website traffic from pre-campaign levels (seriously!). Organic traffic jumped 12,390% and we saw an increase in Google search and brand awareness.
Bringing Power to the People
Breakthrough creative channelling the outrage Albertans felt at high energy prices.
Sponsor Energy
Sponsor Energy Inc is a private, Alberta-based energy provider that believes in keeping prices on power and gas as low as possible and in making a difference in the communities they serve. With some of Alberta’s lowest and most competitive fixed-rate options, Sponsor Energy ensures their customers receive exceptional value without compromising quality.
Expertise
Marketing
Services
Creative concepting
Creative production
Creative strategy
Media planning, buying & post-campaign analysis
Energy Crunch
In the fall of 2023, Albertans faced a cost of energy crisis. Within a deregulated energy market that was supposed to provide more choice and lower costs, the price of electricity had exploded. On top of rampant inflation affecting Albertans’ grocery bills, interest payments and rent, expensive electricity was the last straw. Albertans were feeling increasingly ignored by government and taken advantage of by the big companies who they felt were price-gouging them and calling it inflation.
Time to be Loud!
We knew the level of outrage at high energy prices wasn’t going away any time soon, so we embraced it. We knew we had to be as loud as possible for as long as possible if we were going to achieve aggressive growth targets before the market shifted again.
To break through to a cynical and disaffected audience, we needed to give voice to that anger. We decided to be a brash, combative truth teller that was firmly on the side of all Albertans struggling with their electricity bills. Our mission was to bring Power to the People.
With this brand positioning, we got into market with snappy headlines on an eye-catching electric pink background. The headlines ensured we were top of mind with the audience and always positioned the big utility companies as a shared enemy we were collectively fighting against.
These headlines came to life in OOH billboards and wild postings across the province. We created attention-grabbing radio spots designed to highlight the frustration Albertans felt at their sky-high electricity bills. This brand awareness push was supported by a lower-funnel digital buy focused on driving conversion and conquesting anyone searching for the big providers. As the cold weather drove electricity demand, and prices went up, we leveraged The Weather Network to get in front of Albertans in another smart, targeted manner.
Flip Off!
While our initial communication was in market to keep new customers flowing in, we worked on a way to create a big splash – an emotionally fueled way to convince Albertans to break up with their energy provider. We channeled Morgan Wallen, Luke Coombs and Oliver Anthony in a country rock song for the ages. Our lyrics gave voice to what our audience really wanted to tell their energy providers – FLIP OFF!
We partnered with local up-and-coming singer Garrett Gregory to record the song and released 30-second lyric videos on Sponsor Energy’s social media channels, along with a province-wide radio and digital-audio buy which drove massive impact with our audience.
Our creative grabbed Albertans’ attention and continued to drive new customers for Sponsor Energy, generating between 750 and 1,000 new sign-ups per week for the four months we were in market as well as increasing searches for Sponsor Energy more than 600%.
The Flip Off song was so well received that Garrett is now releasing it as part of his own catalog, which means it will soon take on a life of its own.
The world of healthcare is constantly changing.
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. And we work to strengthen health – so that people can receive the best care possible from well-informed healthcare providers.
Reputation management in healthcare is built on strong relationships. Relationships which can only be developed through years of hard work and responsibility. We have decades worth of experience to draw upon and have established strong ties with the who’s who of health media.
Key PR & reputation management services
Advocacy and stakeholder engagement
Crisis and issues management
Data intelligence, monitoring and newsjacking
Executive positioning and thought leadership
Influencer/content creator partnerships
Media relations
Health
Marketing & advertising
Pharmaceutical marketing is complex. We know how to navigate strict regulations and how to work within the guidelines to create breakthrough work.
Key marketing & advertising services
Ad boards
Brand Strategy
Creative concepting, design and production
Digital marketing: websites, SEO/SEM, display, AR/VR, social media, CRM
DTC and HCP marketing campaign development
Medical writing
Collaborations
Endorsements
There are a small number of projects in my career that I remember as the most memorable (for the right reasons). And Locked Out is one I have added to my collection. And the Changemakers team was a partner for that journey. Glad to know it’s also a source of pride for you too!
Paul Kilbertus
Crohn’s and Colitis Canada Senior Manager, Communications and Public Relations
Leadership team
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.
