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Booz Allen Velocity Magazine
The second edition of Velocity, Booz Allen’s annual publication for government and industry leaders, featured emerging issues at the intersection of mission and technology. The spotlight was on artificial intelligence—adoption, deployment, and ways to channel it effectively for mission impact.
The cover image and editorial design concept represented optimism through change, featuring the Protea flower as a symbol of resilience and strength in transformation.
The creative process integrated AI through multiple phases: 1) Ideation – Using Gemini and MidJourney for content experimentation and creation while simultaneously aligning visuals and ideas with stakeholder; 2) Production – Using Adobe Firefly and Adobe Express, with functions such as generative fill, to refine, repurpose and scale content that expanded from print to digital assets; and 3) Analysis – Using the company's internal GenAI assistant to cohesively communicate project results to stakeholders.
The magazine was a large team project where my role was guiding the art direction and designing in collaboration with other designers.
The cover image and editorial design concept represented optimism through change, featuring the Protea flower as a symbol of resilience and strength in transformation.
The creative process integrated AI through multiple phases: 1) Ideation – Using Gemini and MidJourney for content experimentation and creation while simultaneously aligning visuals and ideas with stakeholder; 2) Production – Using Adobe Firefly and Adobe Express, with functions such as generative fill, to refine, repurpose and scale content that expanded from print to digital assets; and 3) Analysis – Using the company's internal GenAI assistant to cohesively communicate project results to stakeholders.
The magazine was a large team project where my role was guiding the art direction and designing in collaboration with other designers.
AAMCO
TRUST CAMPAIGN
AAMCO needed to update its image to appeal to younger consumers. The brand also wanted to elevate its value proposition to become the one trusted brand for ALL auto care.
PROBLEM
Extensive research told AAMCO that its primary target audience, 24- to 50-year-olds, perceived the transmissions experts as a tired brand relevant only to their grandparents’ generation.
SOLUTION
Research showed that the most effective media to spread this message was broadcast spots and web videos, followed by social media tactics appealing to a youthful audience. We developed an integrated campaign that combined a hint of "weirdness" with a sense of humor that appealed to both younger and older audiences.
The campaign increased sales over 5% nationally during a then struggling economy, and 18% sales in most regions in the US.
AAMCO needed to update its image to appeal to younger consumers. The brand also wanted to elevate its value proposition to become the one trusted brand for ALL auto care.
PROBLEM
Extensive research told AAMCO that its primary target audience, 24- to 50-year-olds, perceived the transmissions experts as a tired brand relevant only to their grandparents’ generation.
SOLUTION
Research showed that the most effective media to spread this message was broadcast spots and web videos, followed by social media tactics appealing to a youthful audience. We developed an integrated campaign that combined a hint of "weirdness" with a sense of humor that appealed to both younger and older audiences.
The campaign increased sales over 5% nationally during a then struggling economy, and 18% sales in most regions in the US.
Corporate Website Case Study
Booz Allen’s strategy involved managing a diverse portfolio of semi-independent markets and sectors, each tailored to distinct audiences. Market research revealed that this approach led to brand confusion and clutter in perception. It also slowed our in-house creative team, forcing us to produce high-volume deliverables in a fast-paced industry under inefficient, labor-intensive conditions.
Recognizing these challenges, Booz Allen enlisted our in-house creative team, where I served as the Associate Creative Director to streamline the brand through a comprehensive overhaul of its corporate website, reflecting it's new wholistic brand strategy through a cohesive visual architecture, UX design, image treatment system, and optimizing workflow which refined the creative pipeline and reduced time-to-market by 20%+.
We leveraged existing AI creative and project management tools, such as Adobe Experience Manager, Adobe Creative Cloud, Adobe Express, and WorkFront, to streamline the overall creative process.
Recognizing these challenges, Booz Allen enlisted our in-house creative team, where I served as the Associate Creative Director to streamline the brand through a comprehensive overhaul of its corporate website, reflecting it's new wholistic brand strategy through a cohesive visual architecture, UX design, image treatment system, and optimizing workflow which refined the creative pipeline and reduced time-to-market by 20%+.
We leveraged existing AI creative and project management tools, such as Adobe Experience Manager, Adobe Creative Cloud, Adobe Express, and WorkFront, to streamline the overall creative process.
Mars Inc.
"WE ALL SCREAM FOR ICE CREAM" CAMPAIGN
Mars Inc. wanted to re-introduce Snickers Ice Cream with a memorable campaign.
PROBLEM
As Snickers Ice Cream had already debuted in a previous launch, the re-introduction needed to draw attention to the product in an unexpected way.
SOLUTION
The concept played off the expression “We all scream for ice cream” by showing its impossible-to-ignore result: broken glass everywhere. The strategy was to bring the campaign to life mostly through print and outdoor, where the target audience, wrapped up in the monotony of the everyday, would be most susceptible to the element of surprise.
Mars Inc. wanted to re-introduce Snickers Ice Cream with a memorable campaign.
PROBLEM
As Snickers Ice Cream had already debuted in a previous launch, the re-introduction needed to draw attention to the product in an unexpected way.
SOLUTION
The concept played off the expression “We all scream for ice cream” by showing its impossible-to-ignore result: broken glass everywhere. The strategy was to bring the campaign to life mostly through print and outdoor, where the target audience, wrapped up in the monotony of the everyday, would be most susceptible to the element of surprise.
DAD's Pet Foods
"FROM THE FARM TO THE BOWL" CAMPAIGN
DAD’s Pet Foods wanted to attract shoppers across varied geographies—consumers who appreciated the brand’s farm-grown ingredients and down-home approach.
PROBLEM
While DAD’s wanted to acquire more customers and media attention, the company also needed to maintain messaging consistency and overall brand integrity.
SOLUTION
We created a unified campaign featuring hand-painted barn images directed to segmented target audiences. By implementing varied creative tactics with a unified look-and-feel, the campaign maximized impact for each target audience while staying true to the brand. For example, to target rural audiences, DAD's painted headlines on real barns and silos to reinforce the message of locally grown pet food. For urban audiences across demographics, photoshoots and composites were created for print ads.
DAD’s Pet Foods wanted to attract shoppers across varied geographies—consumers who appreciated the brand’s farm-grown ingredients and down-home approach.
PROBLEM
While DAD’s wanted to acquire more customers and media attention, the company also needed to maintain messaging consistency and overall brand integrity.
SOLUTION
We created a unified campaign featuring hand-painted barn images directed to segmented target audiences. By implementing varied creative tactics with a unified look-and-feel, the campaign maximized impact for each target audience while staying true to the brand. For example, to target rural audiences, DAD's painted headlines on real barns and silos to reinforce the message of locally grown pet food. For urban audiences across demographics, photoshoots and composites were created for print ads.
American Beverage Association
"HEY THERE – MIXIFY!" CAMPAIGN
The American Beverage Association wanted to introduce moms and teens to beverage choices that were more nutritious than sodas and other sugary drinks.
PROBLEM
To educate moms and teens on low-sugar drink options in a light-hearted way, the organization asked us to create online videos to spread the message through a light, playful approach.
SOLUTION
Working with the in-house creative team we tapped into pop culture to bring style and character to memorable, and highly sharable videos. For the interactive piece we created an ad banner game for desktop and mobile where teens could "roll the dice" on suggested combinations to balance what to "eat", "drink", and "Do", and then share their own Mixify combinations on social media.
The American Beverage Association wanted to introduce moms and teens to beverage choices that were more nutritious than sodas and other sugary drinks.
PROBLEM
To educate moms and teens on low-sugar drink options in a light-hearted way, the organization asked us to create online videos to spread the message through a light, playful approach.
SOLUTION
Working with the in-house creative team we tapped into pop culture to bring style and character to memorable, and highly sharable videos. For the interactive piece we created an ad banner game for desktop and mobile where teens could "roll the dice" on suggested combinations to balance what to "eat", "drink", and "Do", and then share their own Mixify combinations on social media.
Institute of Scrap Recycling Industries
BRAND AWARENESS INITIATIVE
The Institute of Scrap Recycling Industries (ISRI), a U.S.-based nonprofit trade association representing more than 1,300 companies in the scrap recycling sector, wanted to update its brand identity while raising awareness of its recycling programs.
PROBLEM
As ISRI's recycling initiatives were gaining awareness within the B2B recycling industry, the organization wanted to increase the momentum by refreshing the brand. Stakeholders also wanted to improve the web lead generation process for its two main recycling frameworks: Responsible Recycling (R2) for electronics, and the broad-based Recycling Industry Operating Standard (RIOS) system.
SOLUTION
We developed a clean, modern look and feel for the brand and applied it to the two categories, R2/RIOS (electronics recycling) and RIOS (scrap recycling), creating specific logos and icons for each. These visual elements served as website navigation guides so users could quickly find materials relevant to their needs.
I designed and led my team to implement the visual execution into all related collateral and presentation materials. The result was a cohesive, colorful, contemporary identity that extended across the brand.
The Institute of Scrap Recycling Industries (ISRI), a U.S.-based nonprofit trade association representing more than 1,300 companies in the scrap recycling sector, wanted to update its brand identity while raising awareness of its recycling programs.
PROBLEM
As ISRI's recycling initiatives were gaining awareness within the B2B recycling industry, the organization wanted to increase the momentum by refreshing the brand. Stakeholders also wanted to improve the web lead generation process for its two main recycling frameworks: Responsible Recycling (R2) for electronics, and the broad-based Recycling Industry Operating Standard (RIOS) system.
SOLUTION
We developed a clean, modern look and feel for the brand and applied it to the two categories, R2/RIOS (electronics recycling) and RIOS (scrap recycling), creating specific logos and icons for each. These visual elements served as website navigation guides so users could quickly find materials relevant to their needs.
I designed and led my team to implement the visual execution into all related collateral and presentation materials. The result was a cohesive, colorful, contemporary identity that extended across the brand.
AARP
"FRAUD WATCH" CAMPAIGN
AARP wanted to educate people aged 50+ on the dangers of consumer fraud, as this demographic is often targeted by illicit actors.
PROBLEM
AARP's Fraud Watch Network needed an eye-catching campaign that quickly conveyed the dangers of fraudulent activity, whether from strangers in public places or bad actors online.
SOLUTION
We created a broadcast TV spot and web videos depicting online and in-person scenarios showing scams taking place. This made it easy for viewers to picture themselves in risky situations. We included tips on how to spot and avoid fraud, empowering consumers to better protect themselves.
AARP wanted to educate people aged 50+ on the dangers of consumer fraud, as this demographic is often targeted by illicit actors.
PROBLEM
AARP's Fraud Watch Network needed an eye-catching campaign that quickly conveyed the dangers of fraudulent activity, whether from strangers in public places or bad actors online.
SOLUTION
We created a broadcast TV spot and web videos depicting online and in-person scenarios showing scams taking place. This made it easy for viewers to picture themselves in risky situations. We included tips on how to spot and avoid fraud, empowering consumers to better protect themselves.
American Red Cross
"ASHES" CAMPAIGN
The American Red Cross wanted to raise awareness of the dangers of home fires for high-risk Ohio residents.
PROBLEM
Seeing that low-income state residents faced an elevated risk of home fires, the American Red Cross of Columbus, Ohio decided to create a home fire prevention campaign. The organization knew the message needed to be more than simply informative—it had to attract attention in a powerful way.
SOLUTION
We created a guerrilla campaign targeting central locations in Ohio’s five largest cities. My creative approach was to touch people's raw emotions by showing the devastating results of fire accidents.
The American Red Cross wanted to raise awareness of the dangers of home fires for high-risk Ohio residents.
PROBLEM
Seeing that low-income state residents faced an elevated risk of home fires, the American Red Cross of Columbus, Ohio decided to create a home fire prevention campaign. The organization knew the message needed to be more than simply informative—it had to attract attention in a powerful way.
SOLUTION
We created a guerrilla campaign targeting central locations in Ohio’s five largest cities. My creative approach was to touch people's raw emotions by showing the devastating results of fire accidents.
The Dance Institute of Washington
"DANCE LIKE NO ONE IS WATCHING" CAMPAIGN
The Dance Institute of Washington wanted to mark its 25-year anniversary in a way that sparked higher interest in its work and mission.
PROBLEM
Highlighting its 25th year gala celebration would be a memorable way for the DIW to boost local awareness, support and funding. The challenge was to create a concept that would resonate with people in the D.C. metro area.
SOLUTION
For the creative strategy, we merged two ideas: the beauty of dance and the appeal of D.C. landmarks not typically highlighted by the tourism industry. We depicted dancers in striking poses at locations like the Graffiti Wall, Union Station and The Howard Theatre.
This idea tapped into D.C. residents' emotions and pride for their community. As a result, the DIW’s gala drew its largest crowd ever, bringing new donors and supporters while elevating its status as a D.C. cultural leader.
The Dance Institute of Washington wanted to mark its 25-year anniversary in a way that sparked higher interest in its work and mission.
PROBLEM
Highlighting its 25th year gala celebration would be a memorable way for the DIW to boost local awareness, support and funding. The challenge was to create a concept that would resonate with people in the D.C. metro area.
SOLUTION
For the creative strategy, we merged two ideas: the beauty of dance and the appeal of D.C. landmarks not typically highlighted by the tourism industry. We depicted dancers in striking poses at locations like the Graffiti Wall, Union Station and The Howard Theatre.
This idea tapped into D.C. residents' emotions and pride for their community. As a result, the DIW’s gala drew its largest crowd ever, bringing new donors and supporters while elevating its status as a D.C. cultural leader.
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