Most marketing challenges are symptoms of deeper issues. When teams move too quickly toward an answer, they risk investing in the wrong solution.
BlindSpots is designed to help brands identify what’s really happening before they commit resources to creative, media, innovation, or transformation.
BlindSpots has a three-step workflow for investing in the right solutions:
- We surface the problem.
We examine the brand, audience, category, culture, and competitive landscape to identify what is hiding in plain sight.
We are not looking to confirm what is already known. We are looking for the unasked question, the overlooked signal, the outdated assumption, or the tension no one has fully named. - We sharpen the thinking.
We reframe the challenge around the truth that can actually unlock progress. That means moving beyond broad observations and generic insights toward a clear, specific, actionable diagnosis: the real problem, the hidden opportunity, and why it matters now. - We springboard insight into action.
We turn the diagnosis into a direction the brand can act on. That may include a positioning platform, growth strategy, innovation territory, audience opportunity, messaging direction, experience idea, creative brief, or a combination of these.
The goal is to create real momentum toward the right action, not leave marketing leaders with yet another slide deck.
BlindSpots is built for the challenges today’s marketing leaders are facing:
- Growth has stalled and the reason why is unclear, like when we helped The Home Depot reframe DIY from “do it yourself” to “do it together”.
- A product, service, or campaign is not landing as it should, like when we helped Georgia Lottery create a beloved character to give Millionaire for Life a bigger, more resonant launch.
- The brand feels stuck in a conversation it didn’t choose.
- The category is changing faster than the brand’s strategy, like when we helped The Home Depot meet the next generation of DIYers where they create.
- Customer behavior is shifting, but the implication isn’t obvious, like when we helped Sanderson Farms find a more credible role in a culturally meaningful food conversation.
- The team has plenty of data but no shared diagnosis.
- A new CMO, CEO, or business leadership team needs a fast read on what really matters
- The brand needs a sharper brief before investing in creative, media, innovation, or transformation, like when we helped Bayer respond to corn growers’ preference for trusted peer-to-peer guidance over another automated information source.
“The best creative work doesn’t usually start with an answer. It starts with seeing the problem more clearly than anyone else.”
– Robin Fitzgerald, Chief Creative Officer