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Reverb
The human at the center

In 2008, already exhausted from enduring toxic environments and experiencing two burnouts, I began my journey to understand how to balance profitable business models with placing employees at the center. Starting with research involving different profiles, I was able to define personas for each stakeholder, study the market, model the business, and put it to the test, focusing initially on the quality of life and development of my team to ensure excellent delivery to clients. I believe that CX (Customer Experience) and EX (Employee Experience) go hand in hand in building a brand's reputation. However, even before delivering to clients, we need to look at the essence of the business and how it expands through employees, as they are the ones who will ensure products and services embody the same values. The agency began as a collective specialized in the presentation market and had to make hires in both CLT (formal employment) and PJ (independent contractor) models by the fourth month of its existence.

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Business Adjustments (challenge 1):

With just over a year in operation, I realized that clients sought out the agency primarily needing an institutional presentation, but during the immersive process, it was common to diagnose that they often needed everything from branding to brand activations.

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Process:

I returned to the user research phase with both clients and market professionals (hired employees and freelancers) to co-create what we would offer and how the journeys for clients and employees would be constructed.

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Solution:

Expansion of the business with a change in positioning for the service offering. The agency's operational model was completely redesigned to accommodate a new flow, without altering the purpose. New partners joined the business. New employees were hired and trained. The trainings were also revised to align with the new processes.

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Revisiting the Model (challenge 2):

In 2013, having surpassed the break-even point since 2010, it was understood that the physical structure of the agency was no longer necessary and generated expenses that could be transformed into improvements for the people working in the organization.

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Process:

I involved all the agency's collaborators and partners. I opened up the entire strategy and financial management of the agency to the collaborators and proposed that we design together the best way to make a transition, beyond just eliminating the physical structure.

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Solution:

I designed new processes for remote operation but began a strong mentorship work to diagnose people's desires regarding the future and better direct them. Part of the resources saved by eliminating the physical structure went to the realization of people's "dreams," whether through courses, trips, or career changes. I was responsible for the process of disengagement with placement in other agencies for collaborators who did not want to leave their current career paths. Jointly, it was decided to end the agency's physical operations to create a hub, gathering professionals only for specific and remote projects.

Responsibilities between 2008 and 2013:

Directorates: Operations, People & Management, Creation

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  1. Development of the EVP (Employee Value Proposition);

  2. Designing the employee journey: from onboarding to offboarding;

  3. Creation of a competency matrix, management of hiring and evaluation processes, development, and recognition;

  4. Climate research and quick adjustments;

  5. Creation of relationship rituals and development of the “touch” (soft skills) of the entire team (structured feedback and feedforwards, people's DNA, weekly team meetings for discussion of individual and collective development, individual mentorships, monthly alignment meetings, and transparency about the business itself);

  6. Designing the customer journey and monitoring satisfaction;

  7. Designing operational flows;

  8. Designing technical and cultural training for creative and strategy professionals;

  9. Delivery of training for the internal team;

  10. Development and delivery of training in presentations and branding for clients;

  11. Creative direction of the team;

  12. Client service and account management in branding, editorial, and live marketing projects;

  13. Business modeling;

  14. Active listening to stakeholders and intermittent market research.

"Working at Reverb marked a professional turning point in my life and the beginning of a journey in the universe of branding and corporate communication. It was a place of great learning, where I found managers very focused on the comprehensive development of people, and a team open to exchanges. With an open dialogue to discuss difficulties and even life plans not necessarily related to work, I was encouraged to have a broad understanding of each delivery, to value my ideas and to execute them with autonomy and quality. This ability to understand not only what needs to be done, but how and why to do it, is something that still accompanies me in my career and has made me a more complete professional, prepared and confident in my next steps. It is also a place where I made lifelong friends, with whom I still keep in touch and occasionally have the pleasure of working with again".

Louis Vidovix

Consultant, Verbal Identity and Brand Designer

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