Branding

When I started with Invest Alberta, the corporation had a damaged brand with stakeholders and was unknown to international investors. The (province of) Alberta brand was not well known internationally. Where it was known, it was synonymous with the oil sands, cold winters, and the rocky mountains. 

To connect with companies and investors in alternative energy, technology, agriculture, and aerospace, we needed a compelling brand that could get immediate results. 

All our competitors were saying the same things in market: business friendly, quality of life, talent. We talked about those things, but we talked about them in a way that was authentic and genuine to the province. I also ensured that the corporation embodied the values of the place brand to ensure consistency. 

Each of us incorporated our own personal stories into the narrative. This is what resonated with clients, partners, and investors - because people do business with people, not with corporations.

When I joined Alberta's Industrial Heartland Association, the board told me they wanted the Federal government's support and partnership. This was a tall order at a time when the Federal government was not supportive of petrochemicals and had only two government representatives in Alberta.

I developed a strategy focused on relationship building with key decision-makers, strategic communications and story telling, and building advocacy coalitions. I worked with industry, labour groups and municipalities to develop a document called the Heart of Opportunity, which spoke to the personal stories and impact of the industry and the area. I also led an advocacy coalition to align efforts and messaging.

Within one year, we had federal ministers and officials touring Alberta's Industrial Heartland, and I was invited to provide testimony to the Federal Finance Committee budget hearings. The next federal budget included incentive programs for the industry that we had advocated for, which helped attract $8 billion in industrial projects to the area.

I worked with a public facing male executive named Tim for three years. When I joined, he had a negative brand perception that didn't match his personality or how people connected with him one-on-one. Publicly, he was described as robotic, stiff and insincere. Privately, he was known as warm, charismatic, and engaging. I worked alongside body language and brand experts on strategy and training. However, we weren't seeing improvement in certain areas. 

I decided instead of trying to change Tim, we needed to change our approach. We opted to do more town halls and editorial boards than big speeches and press conferences. That way, Tim could connect with people rather than perform on a stage. We brought more of his personality and passion into his communications. We played to his strengths, rather than forcing him to change who he was. We let Tim be Tim. The results were increased support, positive media coverage, and buy in. 

This experience has informed how I approach branding for both executives and corporations. Know who you are, play to your strengths, and if the systems don't work for you, create your own.