EPISODE 100

Derek I have one that’s similar. It’s related. This was actually my bonus one. This was my number six, where I worded it as brand is a tool for leadership. That it’s not just this member facing image initiative. It’s a guide, like you said, that right up front helps in all these other ways that I think you and I were aware of, but we certainly learned, but I don’t think a lot of clubs are aware of that upfront impact.

Tucker Well, for me, it’s early experiences in a member’s journey with a club. And when I say member journey, it’s like, what does the first day look like? What does the first season look like? What is that? How does that set the tone? You get a box when you join as a member, and you open that box, and it has all of these amazing informational pieces about who we are as a club and what kind of culture we have, and all of those. That sets the tone for that member’s lifetime membership of the club for so many people. And as we roll out a brand, it becomes really interesting when you look at how you can inspire and move the club forward. It doesn’t happen with the longstanding members all the time. The lowest-hanging fruit for clubs are the newest people coming in. They don’t have the biases of the past. They don’t have the, oh, we’ve been through some conversations of this 20 years ago, and it just didn’t turn out the way we wanted it to. The new members are curious, they’re really interested in getting to be a part of the club, and they’re excited to invest in the club’s future because they’re just coming on and they have a long time ahead of them. To me, that’s where I tend to have people focused if their budgets are low or they’re saying, Hey, what’s the thing we can make the biggest impact in the shortest amount of time with the least amount of effort? Start with that new member journey. What does that onboarding look like? How do you make someone who’s new inspire the future for the club right away?

Derek We’ve talked about this in a lot of these podcasts about finding that balance where we’re not alienating our legacy members and we’re remaining inclusive to the members who have been members for a long time and got our club to where we are today and help define who we’ve become while at the same time really nurturing the new members who will become those legacy members and who will continue to help us evolve our club over the next 10, 20 years or so.

Tucker Give me one of your takeaways.

Derek All right. My takeaway number one is that no two clubs are the same. We talk to clubs that self-identify as not having any differentiating factors compared to their neighbors. We have the same amenities, we cost the same, we both have great name-brand golf courses, dining, wellness, et cetera. But the one thing that absolutely can differentiate and can actually define the brand is that individual club’s culture and what that membership makeup looks like. You could have two clubs side by side, and they can have the exact same amenities and the same offerings, but the makeup of their membership is completely different. And I think one of the things that we in the creative space have learned to lean into is how to have that culture inspire the work that we do, and how that then communicates what the brand is all about.

Tucker I think that a club is like a recipe where you have all these different components, and you might have six out of the seven of the exact same pieces and parts, but that one seventh thing just changes the taste a little bit of that club. And so when you shift towards what makes us special, what makes us different, that’s not always the same either. We’ve worked with clubs across the country in different markets, and you’ll see that some clubs believe that this makes them special versus a different club feels like this other thing, like culture, might make them special, versus experience, versus facilities, versus whatever. It’s to really understand what their opportunity is and what’s authentic to them. That’s why we don’t come in and tell them here’s the one thing that’s going to make you special in your marketplace. That’s just never true. And it keeps moving forward in a new and exciting way every time.

Derek How many conversations have we had where we’re early in a meeting with a club and they’re already jumping ahead, and they’re starting to talk about the logo? And what we hear all the time is, well, we don’t have a landmark that makes sense. We don’t have a signature tree. We don’t have a lighthouse. We don’t have eagles on our golf course. So I don’t know what our symbol should be. And we’ve learned that that symbol can come out of all kinds of other things and not just be that landmark. And I think that story of culture is number one.

Tucker I was going to save this for the end, but that segue is perfect. One of my takes is that physical landmarks make the worst private club logos. Many clubs wish they had a featured landmark. They had a barn, they had a lighthouse, they had a windmill, or a bridge. That’s super tempting. It’s really easy. These rarely capture the full experience or the culture, or what makes a club unique. Which, to me, when I hear, well, I wish we just had a landmark, and that would then be our logo. I would say, well, do you aspire to be a public facility or a destination course? Because that’s what they do. That is what they set the scene. Your goal with your club’s brand, your primary identity, is really to express community and express a unique member value and vibe and culture. It’s not just about the property features. I think I get frustrated with some people who say, Well, maybe we can make this one rock formation unique for us. What does that say about who we are and what we’re all about here? That doesn’t help a new member say, Yeah, that’s a place I want to belong. Whereas you give me the tree on Pebble Beach, and you say that really represents what their experience is all about, is that tree. Well, no, not really, but it gives you a sense of place, and that’s fantastic for the one time that you ever play that course.

Derek I’m reminded of the survey that we did last year, where I think it was ninety percent of clubs that we surveyed said that they could put their logos into one of three categories. One was nature, so trees, grass, tufts of grass, cattails. I think two was crests, and I think three might have been animals. So is the animal the landmark? Is the tree the landmark? We spoke with a club that has a very specific type of oak tree that is actually the name of the club. And they said, I don’t know why that’s the name of our club. We don’t even have that kind of oak tree on our property, and we haven’t in the twenty or thirty years that I’ve been a member here. So, yeah, tree logos are a fun topic.

Tucker And they come into landmarks, they have a place in the brand, they have all that, but landmarks are for postcards, not primary logos. That’s just a sense of note to say, Oh yeah, I remember when I was there one time. That is not something that says, I belong there. I belong to this windmill. That’s not the same. That’s not the same idea.

Derek Yeah, it’s the souvenir versus the symbol of belonging.

Tucker Give me your next one.

Derek I was going to save this one until later, but since we’re having the logo conversation, my takeaway number two was that your brand is not your logo. The GM of a club that we worked with said, We didn’t go through a brand initiative just to change our logo. We were looking for alignment within our organization. This conception and the education – it’s a takeaway for me. It’s a learning for me, or maybe even a surprise for me, as to how much education comes in talking with club leaders, club members, around brand when they jump straight to new logo. And that while they are one piece of the overall puzzle above and on their own, they don’t tell the whole story. Like we’ve said, we’ve seen great logos that have terrible brands behind them, and vice versa. We’ve seen great brands that are represented by terrible logos. So by having to have that conversation of redefining brand as your reputation and the story that people tell when you’re not in the room with them, it just surprised me how often that comes up.

Tucker Clubs like to simplify things as much as they can. They have lots going on. That’s where I would get into it’s easy for them to say, Okay, then if our logo is our brand, then we can alter that, and we’ll be good. To me, that helps paint the picture of what clubs struggle with entirely. They have too many experiences. And it’s not that they need to remove their experiences or remove their expectations, it’s also understanding that you, as a private club, have the expectations of a full resort at all times for 300 people at times in which you’re doing almost the impossible every day, every season. So, to try to simplify things makes total sense to me. But, yeah, I think the education that comes with trying to help clubs understand that the brand is going to affect a lot of things. I had a conversation with a club that we work with yesterday, actually, about the importance of having their individual departments think about the brand in what they do every day. Meaning, do the bartenders think about here’s how we act from a bartender service standpoint because of the brand that we’re trying to create? How does our front door act when they or the valet pick up a car? Things like that, I think, help them paint the picture in their head that it’s like, well, this symbol represents who we are, and that’s really important, and I get all that, but that doesn’t necessarily stop at that symbol. Changing that symbol isn’t going to change the way that the valet acts when someone pulls up to the front door. So we need to really have that conversation. We have to have that conversation all the time with clubs about, hey, you’re going to get into this, and by the way, a lot more is going to change than what looks like it, because this is not just an aesthetic change. This is a belief in who we are, what makes us special, and how we should build a culture around it.

Derek If I were going to summarize that, which I love, it is that the brand is about how we act. It’s not just about how we look.

Tucker Right. I think that’s awesome.

Derek What’s your next takeaway?

Tucker For us, in our process with clubs working on their brand, research guides, but leadership inspires. So if research for us, which is extremely valuable, tells us how people feel about the club today, but it has limits. Members can’t imagine what they haven’t experienced yet. There’s been plenty of times where we’ve done this process where members go, Yeah, it’s all fine. Everything’s fine as is. You know, that restaurant, that bar that we have down near the ninth green, is fine as is. I don’t know what’s wrong with it. We come back with a completely reimagined way to say this could tell a great story and have a great experience, and we could alter that in this way and have this be a special part of our brand. And members love it. And they go, that’s something that I wasn’t expecting at all. It’s easy for boards and for GMs to do member surveying and do things in the past and then say, Oh, look, everyone’s satisfied, we’re great, and then stop there. For me, I sit back and say, satisfaction is base level. If we can make them satisfied with where we’re at today, that’s great. But our job is to delight them in which they couldn’t get that experience anywhere else. And you’re not just competing with other clubs down the road. You’re competing with restaurants, you’re competing with fitness centers, you’re competing with all these other options that members have. You want them to live in your world 100% of the time. And in order to win that right, you have to be more inspired than you are today, rather than members aren’t saying they want anything different, so why would we change?

Derek I agree. I think that some of the most powerful insights that we’ve learned with each individual club that we work with has come out of us listening to them, talking with them, and going through that process of understanding, or like you might say, asking why multiple times to get to that layer. That understanding helps with everything. It helps rationalize, it helps inspire, justify, and support all of the things, all of the decisions, whether it’s creative or strategic. All those decisions that come next can all be rooted right back into that first step of that process.

Tucker So, for me to say it may be a little bit less technical, where I say research guides us but leadership inspires us, I would say that the best clubs have a board and general manager team that are focused on the future rather than the present. And that’s where we see tons of success with a board that says, Our job isn’t to manage the day-to-day operations. The GM has to focus on that thing. That’s their job for sure. But if everyone on the board and the GM slightly has this, here’s who we are going to be. What does the next five years look like here? What does the next 10 years look like here? That’s where the best clubs in the world really come to bat, and they go, Hey, we can do something great here. It’s about not just taking what the current leadership says they want and then just giving them that. It’s taking that and then adding this whole level of, but we can be better and we can do better, and let’s do something that’s a little bit out of our comfort zone to grow.

Derek My next one is a little bit related. The success of our outcomes comes from the strength of our process. We’ve spent twenty-five years as a branding firm developing, refining a process that is meant specifically to help clubs go through this brand type of initiative, to help set objectives so that the process isn’t completely subjective, so that it’s strategic and not just cosmetic. We talk about going slow to go fast, and we get challenged by this. We get challenged by a committee of highly successful professionals who, in their own respective professions and businesses, had their own way of approaching things and their own processes, and sometimes try to implement our work to follow their process instead of the way that we do it. And when we can get them to let us lead, positive transformations are almost always the result.

Tucker The add-on I’d have there is your expertise as a member in whatever you did beforehand is valuable to a point, but doing brand for a member-oriented organization and developing that private club brand is not the same as product branding, as advertising for B2B services, as financial consulting management. We’ve worked with extremely successful people. People who impress me deeply with all the great smart things that they have, and their careers are incredibly impressive. But when it comes to what we are trying to accomplish within a brand, their insights come from being members, not from being professionals. And that’s something that is really hard for them to accept, is that just because you’ve done any kind of work outside the club, that experience is not nearly as valuable as just your experience with the club and who you are as a member. And letting us, to your point, stick to our process, stick to our expertise, and take those insights and build something fantastic without necessarily saying, Well, when I did an advertising campaign for Google 10 years ago, this is how we did it. Let’s do it like that. That works for maybe a consumer brand that’s trying to get millions and millions of people to use their product or their services. We’re marketing and branding for 30 people or 300 people. And that’s a very different story. That’s a very different process and challenge that people don’t understand.

Derek We’re working to establish a brand that will be an emotional connection for 10 years or a lifetime, versus a possible one-time transactional product purchase. Very, very different. I think one of the things that, as we’ve learned this and continue to try to express this in a way that helps clubs understand that this is what we do, and this process will help, I’m thinking of the framework that we put together that kind of pulls the curtain back and it shows the four buckets within each of the three stages of our process that we go through with the hope of being transparent and showing them all the things that we consider. But I chuckle when we talk to somebody and they look at all that and they say, Well, I’ll take that part, I’ll take that, I’ll take that, and I’ll take that like it’s a menu. And it’s like, that’s actually not what we’re showing you. We’re going to look at all of this. You might not need all of the tactics, but there’s no skipping steps for this to be successful, and for us to assure you that this is going to be successful. This is the way that this goes.

Tucker And if we were to build a brand that is for everyone, and not just for a select 300 or 1,000 people, then it wouldn’t be a private club. That’s the challenge. What we’re doing is building a culture, a community, a sense of place for an extremely small group of people. And when people take the more generalized marketing, branding, creative approach that they might have learned from their past experiences, that, to me, waters it down to something that might work mass-marketed. That is the complete opposite of what a private club is. And I think that once people understand that, it becomes really easy for them to go, Oh, okay, this isn’t what I thought.

Derek Well, that might be its own takeaway that club branding isn’t for everyone. It’s for a very, very specific group of people.

Tucker My next takeaway is that passion is the fuel for branding projects at clubs, but personal preference can’t drive decisions. We have seen passionate members, passionate staff. Everything we work with, I’d say, is full gas all the way down. We’re going to make decisions with our hearts. We’re going to make decisions based on passion, and that’s great. Our team’s job is to make sure that it’s rooted in a solid, unbiased direction. But that’s really hard for a lot of people. We’ve worked with past presidents before who were the people that stood on the table and said, We need to do something about this. We don’t have a sense of identity. And then we get to the final solution based on everything, based on our process, based on everything we hear from members, based on the future that we can see, based on what the board says, all those great things, and that specific person who might have started the initiative doesn’t love the final output because it doesn’t meet their personal preference, that’s really hard for them to say, I think we need a sense of identity. And that sense of identity isn’t exactly what they need or they want, but it’s right for the club at large. That can be a really, really challenging conversation to have with that very passionate member or staff member.

Derek I have one of these. I worded it differently, but it’s the same exact sentiment, same takeaway. And my learning, my takeaway, is that emotion is part of club branding. In working with corporations like we have in the past, whether that’s a sporting goods company or a B2B business, and we would work with the vice president of marketing who is an employee at that organization and who were much more successful at being able to be objective in the decisions that they made with respect to that organization’s brand and to do so by focusing on purpose over preference. But with clubs, with the exception of the leadership, if there’s a committee involved and a board involved, they’re members. They’re emotionally attached to their organization, as they should be, because clubs thrive on emotion, pride, joy, tradition, and that sense of belonging. Emotion fuels their connection and creates that loyalty, but it can get in the way of one being able to make objective decisions about what’s right for the long term for the entire club, versus just for themselves.

Tucker If someone were to start on our team tomorrow and be client-facing and talk to these clubs and say, Hey, give me a pointer, what should I come to expect, I would tell them to take their passion seriously and appreciate their passion, but take their personal preference with a grain of salt. They are all going to give you their personal preference. They might love the color blue and hate the color green. Does that mean that the entire club should be blue and not green? No, that does not mean that at all. But will they try to convince you that that is right for the club at large because it’s what they like? Yes, absolutely. Members are sneaky. I’m just going to say it like that. Maybe that’s a sub-takeaway. They are not afraid to try to politic and get to the answer that they want in the end because that’s who they are. And, back to my other point, most of them are extremely successful, extremely smart people who have done a great job throughout their entire career of convincing people of what is right and getting the way that they believe is the best future. And it’s our job to maintain a sense of structure and maintain a sense of unbiased nature to who we are and what the club’s all about, and make sure that nothing gets swayed too far.

Derek This emotional connection is one thing that I really love about the work that we’re doing. We’re not helping somebody market or advertise or persuade or do something that they don’t want to do or convince somebody to do something, or working in an industry that sells products that we don’t personally use or believe in or give a rat’s ass about. We’re working with people who belong to an organization that, for the most part, they love belonging to, and to leverage that and channel that joy and passion in the right way. I know that that’s what our job is, but it truly is a joy to help somebody tell a story about something that they already care deeply about.

Tucker Sub takeaway, that wasn’t my next one, but I am getting inspired by what you’re saying, is that the private club world is very much, and this is just maybe our firm’s point of view, but it is very much the field of dreams, like build it and they will come type of a situation. It is not a advertise the heck out of it until someone gets there. There is a level of what we are building is for a specific person, and if we build it correctly, they will find it, and it will it will stop them in their tracks, and they will say this place was made for me. Absolutely. That’s something that a lot of clubs don’t start the conversation with when we talk to them, but they start to understand that, well, we’ve done marketing campaigns with these other agencies, or we’ve done this, we’ve done that, what kind of marketing campaigns do you do? We don’t do marketing campaigns. We build a sense of identity, we build a sense of pride in who we are, and we help guide experiences that when the right member comes to your door, they don’t look at any other club because they are convinced that you are the right option for them. That is what we do. And that is a difficult thing for clubs that have lived in the marketing world of club work for a long time. And it’s interesting.

Derek Yeah, I’m living proof of only having recently joined a club myself. It was maybe a long term goal, but I was not actively looking or interviewing or searching, but through the work that we did, got to know a club, got to understand what their vision was, got to understand what they were about, what their culture was like, and without even realizing it, I was seeing myself fitting in and being part of something. Exactly. So I don’t know if I’m a victim or the benefactor – probably I would say I’m the benefactor. I’m the benefactor of having literally experienced exactly what it is that we’re trying to help clubs do.

Tucker Right. We’ll have clubs come to us after a project and say, You know, we’ve added so many more members. It’s awesome. And I’d say, That’s great, but I don’t really care unless they’re the right fit members. Are they members who you go to, and they fit so well into our culture? And then I would say, All right, we did our job well. Because that’s what matters, is that they’re the right people for your club, not just anybody. There are a lot of people in this country who can afford to be a part of private clubs. But I would say that that is a very small importance in this whole equation. It’s about who you are, what you’re all about, what kind of experience you want, what kind of culture you provide, and what kind of values you kind of bring to the table, too. But let me move on. The next one that I have, the last one on my list, is that every club has a history worth telling. When we’ve worked with young clubs, we’ve worked with clubs that are less than 20 years old. We’ve worked with clubs that are over a hundred years old, over 125 years old, actually. And every club has its own belief in what’s important within its history. And those young clubs feel like, yeah, we don’t have any history. There’s nothing important here. It’s something that we’ve talked about in a past episode. And, to me, every club has stories, they have milestones, they have moments that shape their identity. And history is a foundation for today’s culture, but it also can inspire tomorrow’s direction. However, my caveat would be that you don’t fall into the trap of letting history hold you back. But use it as we have always done stuff like this thematically and use that, apply it to the modern day, and say, How do we take that moving forward so that we still are the club that we used to be, but just in a different time.

Derek Great point. This was not one on my list, but absolutely could have been. We talked with a club, worked with a club, that was 25 years old. We talked about history, the past, anything that’s happened along the way that might inspire or at least inform our process. And they said, There’s no history here. There’s nothing that’s happened here. We have nothing cool. There’s nothing rich. There’s no great story or evolution of how we happened. Somebody developed the property and built a club. And that is to then disregard all of the members and leadership and the experiences that have happened over the last twenty-five years. Twenty-five years isn’t nothing. And frankly, I think it’s a lazy approach to looking at your history. Just because you haven’t hit the centennial or 75 or a number that you feel is substantial, there are absolutely incredible moments and memories that have happened in that time. Heck, my oldest child isn’t even 25 years old. And to say that there’s no history over the 25 years of that lifetime, that’s the entirety of his lifetime. And so we really push back when a club says, Yeah, there’s nothing notable in our past. You’re not looking hard enough.

Tucker And I think that when something doesn’t have any history at all tied to it, it almost makes it feel like it’s generic.

Derek Institutional.

Tucker Yeah, it feels like, oh, this is just something that popped up. It doesn’t have any history, it doesn’t really have any future, it’s just here for today. And I think that there are a lot of situations in which that can work outside of the club world. I don’t know if it works all the time. I think for me, the newer clubs that sometimes resist celebrating history and think it’s not unique, when those stories surface for the club that goes back and says, You know, we don’t have any history, but then we go back through their process, and we go like, What was here before? What has been here? Why did this place start and all this other other stuff? Whether it’s about their founders or maybe their tournaments or maybe traditions that used to be, or just like a story or two, members always respond with pride. They always do. It doesn’t really matter if you have this extremely rich history of major championships and all of this other stuff. I think that people don’t understand that history doesn’t need to be public-facing. You have to have had some kind of publicity in your past history. It can be a unique story. I think the best story that I heard about a club that was over a hundred years old, we went through it, and they have an amazing history of a lot of things. And some of the best parts of their history are just one-off stories at a party that happened in the sixties. And so I go, to me, history doesn’t necessarily have to be something that’s official, something that is in your face, something that has to be formal. It can be something that paints the picture of what our culture is and says, Hey, here’s who we’ve always been, and there’s been some really great times in the past, and that tells members today that they can expect similar stuff. They can expect some great times, and they can expect some stuff because I believe that history is made in the little moments rather than the momentous, one-off, massive tournaments that you might host for the PGA one time. That’s not really history. That’s just a fun caveat to me.

Derek And my sub takeaway to this one, your history is important. It’s not the entirety of the story that you should be telling. Because your prospective members, while they may respect the past and the traditions, they’re not joining because of what’s happened in the past. They’re joining because of the memories and the experiences that they get to experience today, tomorrow, and the memories and the history that they get to make.

Tucker And that history creates pride in people, but they have to understand the culture first before they can have that pride. When we do member onboarding, I’m looking at my desk because there’s one right next to me. When we do a member onboarding guidebook, and you walk a new member through the experiences of the club, Hey, here’s what you’re going to expect. For us, history is the fifth thing on that list. It’s important, it’s in there, and you’re going to have that. But to me, a new member has to understand what this place is all about before they can feel pride in what has happened here. Rather than saying, Have some pride. This place is important. It’s done a lot of really cool things in the past. History is one of those things that pays off that sense of who we are, rather than generating all of it. And that’s a really hard thing for clubs to realize, that just because you’ve had history doesn’t give you the right to just sit on it all day. And that’s the only thing that you guys focus on.

Derek My last takeaway is that change management is critical before, during, after, and continuing in any sort of brand initiative that a club takes on. Change is hard. It takes brave leadership to embrace change and have the ability and the vision to see when change is necessary, where that change is going to take them. And that resistance from members, whether it’s select members or a group of members or boards or staff, is natural, and that we’re not changing just for the sake of changing. But instead, behind the scenes, we’re leveraging data and tools and process and communication to build trust to help people understand. But to navigate that change management sort of role is going to be critical. When we see brands built for clubs, for the most part, when they’re not successful, it’s because the club didn’t go through that change management. They kind of went away, announced it, rolled it out, surprised everybody, didn’t explain what was coming, why it was coming, the insights that inspired it. And had they embraced that change was going to be hard right out of the gates, I think it would have made their process easier.

Tucker And that’s where I would say, Totally agree. Change management happens in different layers, meaning change management for us happens for the membership at large, absolutely, but it also happens within the board. I sat down with a club last fall, and we went through a bunch of things. I was sitting with the board at their board meeting in the fall, and I just flat out said, This is going to be an initiative in which there will be unhappy people. We’ve never done this where there is a hundred percent everyone is thrilled, everyone is happy. It’s just not natural for everyone to be happy. We’re making something in which 10%, 20% of your club won’t fit with the future of this club, and they will see that. And that’s really hard for a lot of people to say, You know, we have a 10% churn rate on our membership every single year. And our goal isn’t to hold on to 10% of our members. Our goal is to hold on to 90% of our members. And there will be 10% that see that and go, Oh crap, I am a part of that 10%. I don’t fit with this. But they might realize that they may not. But there is a level of we try to prep presidents, we try to prep boards, we try to do all that. But to your point, when we advise clubs, we would say that you should put as much communication out as possible through this process about what is going on, why it’s going on, and what we’re doing. And the clubs that opt not to do that because they just choose to do the path of least resistance up front, that creates problems in the back end. If we’re starting the initiative, we normally would suggest the GM send out a letter that says, We’re going through a branding initiative. Here’s what we believe is going to come out of this, here’s what branding means to us, and here’s the goals of that project. And then do it through the strategy. Hey, here’s the strategy we came up with, here’s why the board agreed on it, and here’s where we’re going as a club. And then when you roll out any new visuals, you won’t get as much pushback because people have had time to understand, hey, here’s what we’re doing, here’s why we’re doing it. It’s easy to say, hard to do. Some presidents who are on their way out don’t love the idea of taking all of the upfront fire so that the next president has an easier time, so they opt not to do it. It’s just the nature of the way that it works.

Derek This is great. Maybe we should do this again before waiting another hundred episodes. Maybe we do it at fifty.

Tucker Yeah, we’ll see you at two hundred, I think. Maybe we’ll do ten takeaways next time.

Derek Perfect. We’ll extend the conversation. This is great. Thank you to all of our listeners and our guests that we’ve been so grateful to have over these past episodes. You shape these conversations, and we learn from you as much as anyone else. So our hope is that these takeaways, I don’t know how many we ended up with, if it was ten or eight or twelve, there’s some bonus content in here, but we hope that these help club leaders think about brand more than just design, logos, and marketing. Because when that brand is lived through culture, through leadership, and experiences, it really becomes your organization’s compass and points towards growth, belonging, and pride. Here’s to the next hundred.

Tucker Yeah, thanks for listening.

Derek Thanks for listening. Sussner is a branding firm dedicated to helping make a meaningful mark, guiding member organizations into the next chapter of their story. Learn more at sussner.com.