Three years ago I was hired as Executive Creative Director at CrowdStrike. At the time, the company was 4,300 people, and the creative department was 3: me and two designers.

​

My marching orders weren’t to just build a creative department, but to build one that was a creative powerhouse. That meant hiring and nurturing great talent, and transforming good ideas into great ones. The newly-formed creative department had to be  ready to take on everything from digital banners to award-winning Super Bowl spots.

 

CrowdStrike had never executed a large brand campaign. Their website hadn’t changed in 5 years. And their events, brand standards and adversaries were looking dusty. The brand needed to grow and evolve to become accessible to the mainstream.

 

I immediately recruited some of the most talented people in the industry, expanding and leading  the department to a cohesive team of 33 people across the U.S. and Pune, India. We  began work on a website redesign to increase conversion rates, improve our rankings and meet the needs of our teams and visitors.

 

We also restructured the brand standards from the ground up, and began work on a national brand campaign.

 

Three years, a retail campaign and two award-winning, stock-raising, consumer-pleasing, results-getting Super Bowl spots later and the CrowdStrike brand is leading the category.