We develop creative Go-To-Market strategies for companies to enter new markets, attract new audiences and develop new ways to serve their customers. Strategy We develop strategies for companies to expand their market. + Execution We build teams, culture and processes to operationalize that strategy over time. The Brand Transformation Agency We work with brands who need to build a new product, connect with a new audience or because their Go-To-Market approach needs an overhaul. Sample Engagements include: Designing innovation strategy and teams Internal creative teams Creative marketing for startups Brand experience and product design We’ve been responsible for some of the leading innovation and creative cultures in the US and have learned that the most impressive ROI is realized when a brand owns the work itself. Our engagements are designed with the goal of building a new capability within our client’s organization and we work towards that end in mind. Strategy We develop strategies for companies to expand their market. + Execution We build teams, culture and processes to operationalize that strategy over time. The Brand Transformation Agency We work with brands who need to build a new product, connect with a new audience or because their Go-To-Market approach needs an overhaul. Sample Engagements include: Designing innovation strategy and teams Internal creative teams Creative marketing for startups Brand experience and product design We’ve been responsible for some of the leading innovation and creative cultures in the US and have learned that the most impressive ROI is realized when a brand owns the work itself. Our engagements are designed with the goal of building a new capability within our client’s organization and we work towards that end in mind. start a conversation → working with us →

The biggest opportunity for outdoor brands is to create bridges to the outdoors and to start with what is at hand. The Urban/Rural Boundary is the Opportunity By Paulo Ribeiro Cities hold a key to unlock the outdoors. Why is this massive opportunity so often ignored? So many of the brands we work with have a desire to be more inclusive. More and more frequently they have a stated mission to share the outdoors (and sport and breathing fresh air) with a wider group of people than those that have historically have had access. Corporate social responsibility is often behind this. Just as often it's straight up business that motivates: growing the size of the market a brand serves. This post isn’t going to get into litigating values. For the record we are supportive of both of those motivations. This post is focused on an opportunity the size of the Empire State building that is constantly missed. We’ve been asked to think a lot about how we might grow the audience and user base for multiple brands, in multiple categories with different brand histories, challenges and capabilities. All of this against a backdrop of the massive population growth of cities. For decades cities have been growing as a rebound from the growth of suburbs that the Boomers drove. While there has been a lot of noise recently about cities like NYC, SF and Chicago losing population in 2022 that is already starting to reverse with people coming back to offices (slowly). Los Angeles, San Jose, and Washington, DC all experienced migration gains in 2022. TL;DR, cities keep growing. The Gen Z and even Millennials are much more likely to be renters as compared to their parents and grandparents at the same age. They are less likely to own a car, or even have a driver’s license. Their work often involves staring at a screen for hours on end. The pitch to move their bodies during their downtime shouldn’t be that hard as evidenced by the radical growth in almost every sector of outdoor activity since the pandemic. If we really want to encourage movement and be inclusive in the outdoors. The most powerful tool we have is to rethink what the outdoors can be. What are the easy local “onramps” to the sports that are best done on massive fields or above 10,000 feet? So many heritage outdoor brands are stuck showcasing the most remote, world class edge of the world environments. Those spaces can inspire the hell out of many, but they are often disconnected from someone who hasn’t grown up in a culture of mountaineering (or skiing or insert any pursuit that requires travel and piles of expensive gear). When a brand exclusively leans into that world, the door is closed to starting a relationship with someone new to the space. Why are brands missing this? There is such a lack of creativity by active lifestyle brands in the places that have the biggest concentration of human beings: Cities! Most cities sprouted up because of their proximity to some amazing natural feature: The ocean, a river, a lush valley. And just because it started to fill up with buildings those features are still there if you know where to look. The biggest opportunity for outdoor brands is to create bridges to the outdoors and to start with what is at hand. [Mont Royal, Montreal] [Willamette River, Portland, Oregon] [The Hudson River Valley which leads to Manhattan Island] Creativity is the art of combining two things in an unexpected way: If your brand history is in climbing - what could you climb downtown? If you have retail outposts in cities - how can they become knowledge centers for what is within a few miles and accessible by public transportation? If you have a rugged brand what could you build in an urban area that lasts? How might you spend your brand dollars on improvement projects that last for decades rather than ads that last for days? When we talk about inclusion in the outdoor category the most potent way to think about it is by relooking at what we include as outdoor exploration. If we want people to move their bodies on a progression of challenges that might end up in the backcountry…then might we use our platforms physical (stores) and digital to help them start? EVO hotels are a rare example of experience innovation for active lifestyle brands as an urban outpost of trial and community. Please share examples of doing something (anything) innovative and we’ll be sure to compile and share. The city of LA set the bar really low with La Sombrita . If the bar is this low then what are you waiting for? Physical Retail locations might be the single most underutilized marketing tool. They are a literal toe-hold in the largest markets. These true stories of Next Gen trail lovers is only the beginning. In the months to come, we'll be exploring activations that actually help people discover their trail. In the meantime, thanks for listening and see you out there. back to insights →

Two Things | Brookfield | The Wishing Forest | Developed a strategy to transform a B2B business into a B2C consumer experience. Experience our modern solution. Our challenge was to help transform a typically B2B business into a B2C consumer experience, attracting quality visitors from a variety of demographic cohorts: adults, young families, teenagers. Success was measured by a variety of metrics using the interactive elements as the playing field, including but not limited to: time spent at each activation, repeat visits, and dollars spent across activations. Regardless of holiday traditions, there are universal emotions that come with the season: Magic, Connection, Tradition, and Peace. Strategically, we took these and shepherded them into a simple, user experience brief: make moments of magic. Brookfield Properties, a behemoth of asset management, real estate, and infrastructure, primarily focused on B2B relationships and clientele in their shopping malls. The problem? Malls don’t exist to just serve the businesses and food courts, but rather the busy and excited shoppers stepping through their doors. And, malls at holidays? Overrun with decor and crowds only there to see Santa. A non-denominational, inclusive, and modern solution was needed. Client // Brookfield Properties Assignment // Innovation Strategy, Experiential Design, Digital Production, Retail Experience Design, Measurement Strategy A strategy to engage all ages during the busiest season. What they need today, is a new chapter in their story. One that is true to their adventurous spirit. But can speak to a broader, wider, more diverse audience. The interactive experience piloted in Holiday 2019 in two premium locations—Sono Collection outside NYC and Natick Mall in MA. Of the six installations proposed, four were used for the pilot with plans for national scaling in subsequent years. While the COVID-19 pandemic ultimately slowed the rollout, the rollout began again in 2022 across the US. Both the pilot and future installations included unique “groves” full of AR experiences, animatronic games, and interactive soundscapes. Though the experience and installations looked analog and nostalgic at first first glance, their embedded tech created organic moments of joy, laughter, and play. Highlights included the “Wishing Tree” for visitors to place wishes inside pinecone ornaments and have them whisked away to a huge LED chandelier; the “Holiday Bells Grove,” a 24 foot central bell where movement unlocks a symphony; and the “Whispering Wishes Grove” where dreams and hopes are whispered to the forest and transformed into sound and light. The interactive experience piloted in Holiday 2019 in two premium locations—Sono Collection outside NYC and Natick Mall in MA. Of the six installations proposed, four were used for the pilot with plans for national scaling in subsequent years. While the COVID-19 pandemic ultimately slowed the rollout, the rollout began again in 2022 across the US. Both the pilot and future installations included unique “groves” full of AR experiences, animatronic games, and interactive soundscapes. Though the experience and installations looked analog and nostalgic at first first glance, their embedded tech created organic moments of joy, laughter, and play. More than aesthetics, the Wishing Forest transformed how Brookfield could shift their lens toward their consumers rather than wholesale businesses, and arm their vast marketing team with the tools to drive quality, long-lasting engagement and impressions.

As an alternative to a traditional advertising agency, we take on brand transformation with the goal of improving marketing impact through robust strategy. Two Things about working together: Advisory Formats Executional Advisory Two Things can oversee execution of the work if needed from guidance to establishing long-term plan. Includes: Production Oversight Strategy +Creative Consistency Budget Management Strategy Implementation Measurement + Research Methodology Analysis and Recommendations Future Proofing Identifying long-term partners Training and Handoff to client team Strategic Advisory Two things can engage as a strategic advisor to the board and/or leadership team on long-term strategy evolution. Includes: Performance Benchmarking Analysis and Recommendations Guidance on Org Design and/or AgencyRoster Customized options available Custom Retainer Strategy + Creative Partnership 6–12 Months ↗ Creative Strategy Development Deliverable: Brand Audit, Research + Insights Presentation, Creative Territory Presentation 1 + 2 (if needed), Design Challenge Briefs ↗ Concept Development Deliverable: Two Rounds of Creative Development, Brand and Product Marketing Concepts combined, Concepts fleshed out to match production considerations ↗ Comms Strategy and Pre-Production Deliverable: GTM Rollout Calendar, Production Recommendations and Budgets, Recommended Channel Prioritization and Measurement Recommendations Core Team: Strategy Lead, Design Lead, Brand Manager/Producer. Creative Concept Teams (selected based on brief). Studio Design Team: Graphic Design, Part-time Researcher. Creative and Strategy oversight by Leadership Team. Strategy Sprint Foundational Creative Strategy 4 Weeks ↗ Opportunity Mapping Deliverable: Brand Audit, Product/Category/Cultural Research ↗ Insights + Creative Territories Deliverable: Presentation with findings and recommendations ↗ Creative Territory Refinement Deliverable: Revisions to Creative Territories based on feedback, Design Challenge Briefs to guide work, Recommended path forward Core Team: Brand Strategist, Design Lead and Creative Director with support from Producer and Studio Design Team. Creative and Strategy oversight by Leadership Team. Comprehensive Project Creative Strategy, Concepts + Rollout 12–14 Weeks ↗ Creative Strategy Development Deliverable: Brand Audit, Research + Insights Presentation, Creative Territory Presentation 1 + 2 (if needed), Design Challenge Briefs ↗ Concept Development Deliverable: Two Rounds of Creative Development, Brand and Product Marketing Concepts combined, Concepts fleshed out to match production considerations ↗ Comms Strategy and Pre-Production Deliverable: GTM Rollout Calendar, Production Recommendations and Budgets, Recommended Channel Prioritization and Measurement Recommendations Core Team: Strategy Lead, Design Lead, Brand Manager/Producer. Creative Concept Teams (selected based on brief). Studio Design Team: Graphic Design, Part-time Researcher. Creative and Strategy oversight by Leadership Team. Many of our clients have some form of an internal creative department, innovation team and/or agencies - from strategic partners to executional vendors. We are well versed in assessing capabilities of the existing roster and augmenting them to execute on the appropriate strategy, but we will never limit our recommendations to what is possible with current capabilities. Some of our clients don't have any executional resources on their team. In these situations we'll set the strategy and begin a process of overseeing execution while iteratively bringing in the right mix of internal staff and external partners to ensure that you have a reliable team to match the strategy over time. We are Player-Coaches. We are in the transformation business, not the maintenance business. We take pride in helping our clients take giant leaps forward, not incremental optimizations. Our work ends when our clients have a clear understanding of the strategic opportunity, the lived experience from having gone through a cycle or two with our guidance, and the confidence among all critical stakeholders to continue to improve outcomes through iteration and new creative expertise. We make ourselves obsolete. Ways we can work together: Foundational Creative Strategy Strategy Sprint 4 Weeks Opportunity Mapping Deliverable: Brand Audit, Product/Category/Cultural Research Core Team: Brand Strategist, Design Lead and Creative Director with support from Producer and Studio Design Team. Creative and Strategy oversight by Leadership Team. I. Insights + Creative Territories Deliverable: Presentation with findings and recommendations Creative Territory Refinement Deliverable: Revisions to Creative Territories based on feedback, Design Challenge Briefs to guide work, Recommended path forward II. III. Creative Strategy, Concepts + Rollout Comprehensive Project 12–14 Weeks Creative Strategy Development Deliverable: Brand Audit, Research + Insights Presentation, Creative Territory Presentation 1 + 2 (if needed), Design Challenge Briefs Core Team: Strategy Lead, Design Lead, Brand Manager/Producer. Creative Concept Teams (selected based on brief). Studio Design Team: Graphic Design, Part-time Researcher. Creative and Strategy oversight by Leadership Team. Concept Development Deliverable: Two Rounds of Creative Development, Brand and Product Marketing Concepts combined, Concepts fleshed out to match production considerations Comms Strategy and Pre-Production Deliverable: GTM Rollout Calendar, Production Recommendations and Budgets, Recommended Channel Prioritization and Measurement Recommendations III. II. I. Strategy + Creative Partnership Custom Retainer 6–12 Months Opportunity Mapping Core Team: Brand Strategist, Design Lead and Creative Director with support from Producer and Studio Design Team. Creative and Strategy oversight by Leadership Team. Insights + Creative Territories Creative Territory Refinement III. II. I. Timelines can be customized to clients needs and additional workload can be absorbed by dedicated team assigned to client’s business. Monthly Work-Plan Alignment with senior stakeholders to calibrate work to client's business. Custom Retainer option for more complex assignments. Two Things will generally follow its process working systematically through: Executional Advisory Strategy Sprint 4+ Month Commitment Two Things can oversee execution of the work if needed from guidance to establishing long-term plan. Includes: Production Oversight Strategy +Creative Consistency Budget Management Strategy Implementation Measurement + Research Methodology Analysis and Recommendations Future Proofing Identifying long-term partners Training and Handoff to client team Strategic Advisory Two things can engage as a strategic advisor to the board and/or leadership team on long-term strategy evolution. Includes: Performance Benchmarking Analysis and Recommendations Guidance on Org Design and/or AgencyRoster Customized options available Month-to-Month or Quarterly Two things can engage as a strategic advisor to the board and/or leadership team on long-term strategy evolution. Includes: Performance Benchmarking Analysis and Recommendations Guidance on Org Design and/or AgencyRoster Customized options available Two Things can oversee execution of the work if needed from guidance to establishing long-term plan. Includes: Production Oversight Strategy +Creative Consistency Budget Management Strategy Implementation Measurement + Research Methodology Analysis and Recommendations Future Proofing Identifying long-term partners Training and Handoff to client team 4+ Month Commitment Executional Advisory Advisory Formats Monthly or Quarterly Strategic Advisory Dedicated Team: Strategy Lead, Design Lead, Brand Manager/Producer. Creative Concept Teams (assigned based on brief). Studio Design Team: Graphic Design, Part-time Researcher. Creative and Strategy oversight by Leadership team. I. III. II. Comms Strategy and Pre-Production Concept Development Creative Strategy Development Custom Retainer option for more complex assignments. Two Things will generally follow its process working systematically through: Timelines can be customized to clients needs and additional workload can be absorbed by dedicated team assigned to client’s business. Monthly Work-Plan Alignment with senior stakeholders to calibrate work to client's business. 6–12 Months Strategy + Creative Partnership Custom Retainer Core Team: Strategy Lead, Design Lead, Brand Manager/Producer. Creative Concept Teams (selected based on brief). Studio Design Team: Graphic Design, Part-time Researcher. Creative and Strategy oversight by Leadership Team. I. Comms Strategy and Pre-Production Deliverable: GTM Rollout Calendar, Production Recommendations and Budgets, Recommended Channel Prioritization and Measurement Recommendations III. Concept Development Deliverable: Two Rounds of Creative Development, Brand and Product Marketing Concepts combined, Concepts fleshed out to match production considerations II. Creative Strategy Development Deliverable: Brand Audit, Research + Insights Presentation, Creative Territory Presentation 1 + 2 (if needed), Design Challenge Briefs 12–14 Weeks Creative Strategy, Concept + Rollout Comprehensive Project Creative Territory Refinement Deliverable: Revisions to Creative Territories based on feedback, Design Challenge Briefs to guide work, Recommended path forward III. Insights + Creative Territories Deliverable: Presentation with findings and recommendations II. Opportunity Mapping Deliverable: Brand Audit, Product/Category/Cultural Research I. 4 Weeks Foundational Creative Strategy Strategy Sprint Core Team: Brand Strategist, Design Lead and Creative Director with support from Producer and Studio Design Team. Creative and Strategy oversight by Leadership Team. start a conversation → our point of view →

Two Things | Pernod Ricard Evolving How a Spirits Brand Goes to Market Client // Pernod Ricard New Brand Ventures, Plymouth Gin Assignment: Innovation Strategy · Experience Design · Digital Experience · Innovation Program Development · Prototyping & App Design The Challenge Pernod Ricard manages a vast portfolio of beloved spirits brands—but faces a fundamental industry constraint: alcohol cannot be sold direct-to-consumer, therefore brands don’t own the customer relationship. In this environment, marketing has historically meant one thing: traditional brand advertising, with limited avenues for deeper engagement. The New Brand Ventures team came to us with a pivotal question: How can these brands create direct, meaningful consumer connections in a space where DTC is off the table? The re-launch of Plymouth Gin, a 300-year-old heritage brand, raised the stakes even further. This wasn’t just about new tactics—it was about redefining what consumer engagement could look like for an entire category. The Insight Consumers were increasingly eager to explore, learn, and connect—especially in premium spirits. In 2019, curiosity around the category was rising and heritage brands were gaining traction. Through consumer research we uncovered an opportunity hiding in plain sight: Even without DTC, people crave authentic moments of connection—with brands, with stories, and with each other. For Plymouth Gin specifically, relevance wasn’t the problem, access was. The brand needed modern pathways for people to participate in its world—without violating regulatory constraints. What We Did Two Things partnered with New Brand Ventures to build an innovation program that balanced experimentation with business rigor. We developed a series of test-and-learn initiatives designed to rapidly validate new approaches to consumer engagement across the spirits portfolio. We identified cultural territories where Plymouth could authentically show up: Spaces where consumers naturally gather to share stories, discover new experiences, and connect with like-minded people. We created and prototyped concepts ready for market: From lightweight digital touchpoints to more immersive AR and VR experiences—each designed to foster participation, not just passive awareness. We built a measurement framework to compare ROI: A standardized model that tracked how these experiments performed relative to traditional marketing, enabling NBV to evaluate impact with clarity. What emerged surprised even the internal team: Two SMS-based games dramatically outperformed more complex initiatives, driving not just list growth but genuine human connection—through shared experiences, storytelling, and real-world interaction. Across the program, emerging technology was harnessed not as novelty, but as a way to deepen consumer value and expand what engagement can look like in a regulated category. The Result The work reframed how Pernod Ricard’s teams think about consumer connection—proving that meaningful engagement is possible even without DTC. Key outcomes included: A repeatable test-and-learn model for modern consumer engagement Validated concepts that outperformed traditional marketing benchmarks A measurement system enabling cross-initiative comparison and portfolio learning Clear demonstration that lightweight, human-centered experiences can drive disproportionate impact This work laid the foundation for a more modern, participatory relationship with consumers across the Pernod Ricard portfolio.

Two Things | Mevo Client // Mevo Assignment: Brand Strategy · Product Positioning · Identity & Design System · Digital Experience · Campaign Development · Program Leadership · Partner Orchestration Transforming a livestream camera into a full, scalable platform The North Face is legend in the outdoor adventure space. But the approach they pioneered—sponsoring the exploits of extreme outdoor athletes—is no longer as ownable or relevant as it once was. What they need today, is a new chapter in their story. One that is true to their adventurous spirit. But can speak to a broader, wider, more diverse audience. The Challenge When Mevo launched in 2017, it was a one-product company: Mevo Plus , a compact, high-quality livestreaming camera designed for simplicity and portability. With the development of a second product at a lower price point, Mevo needed to evolve—shifting from a single hardware SKU to a cohesive brand ecosystem spanning products, app experience, e-commerce, and UX. There was no internal marketing organization and no agency roster. Mevo asked us to lead the entire evolution end-to-end—from strategic foundation to full market expression—while assembling and orchestrating the right partners to build the insights, creative, and digital experience capabilities required. The Insight As we partnered with Mococo Muse on primary consumer research, a critical insight emerged: Good / Better was not a strategy. Price hierarchy alone couldn’t differentiate the products or express the larger brand. Consumers had distinct needs and behaviors around livestreaming—ranging from creators seeking flexibility and professional control to everyday users needing an all-in-one, accessible setup. This unlocked a more powerful framework: Mevo Plus → approachable, all-in-one simplicity Mevo Start → professional-grade flexibility within an integrated ecosystem Mevo wasn’t just evolving its offering—it was becoming a platform brand. What We Did Two Things partnered across research, strategy, identity, digital experience, and creative to build Mevo’s first true multi-product brand and GTM engine. We repositioned Mevo from a camera to a brand system. We developed differentiated product identities. We overhauled the digital ecosystem. We introduced Mevo Start to the world. Throughout, we served as the strategic and operational leader—guiding all partners, aligning workstreams, and ensuring the repositioning carried through every touchpoint. RESULTS The launch marked Mevo’s transformation from a single hardware device into a scalable brand ecosystem—with measurable business momentum. Commercial Impact Following the Mevo Start launch—and accelerated by the rise in remote livestreaming during the pandemic—demand grew “tenfold,” as stated by CEO and Founder Max Hoat.
 Mevo’s success was not momentary; it demonstrated meaningful traction: 90,000+ Reintroduced Arc’teryx to the world with No Wasted Days (Oct 2023), delivering a message that was expansive, culturally resonant, and unmistakably authentic. $5.9M Fueled historic growth, helping propel the brand from $941.2M at launch past $1B for the first time , and on to $1.2B+ by the end of 2024. 30,000+ Built the engine for scale, establishing the strategic and operational foundation that continues to power Arc’teryx’s global marketing today. RESULTS The launch marked Mevo’s transformation from a single hardware device into a scalable brand ecosystem—with measurable business momentum. Commercial Impact Following the Mevo Start launch—and accelerated by the rise in remote livestreaming during the pandemic—demand grew “tenfold,” as stated by CEO and Founder Max Hoat.
 Mevo’s success was not momentary; it demonstrated meaningful traction: 90,000+ By 2019, Mevo reported 90,000+ units sold $5.9M Revenue reached $5.9M USD 30,000+ A robust active user base emerged: 30,000+ monthly streamers
 These true stories of Next Gen trail lovers is only the beginning. In the months to come, we'll be exploring activations that actually help people discover their trail. In the meantime, thanks for listening and see you out there.

Two Things | Brookfield Properties | The Wishing Forest Client // Brookfield Properties Assignment: Innovation Strategy · Design Strategy · Concept Development · Prototyping · Experience Design · Production Oversight · Measurement Framework · Go-To-Market Strategy Building a B2C framework and platform for a B2B centric marketing team The North Face is legend in the outdoor adventure space. These true stories of Next Gen trail lovers is only the beginning. In the months to come, we'll be exploring activations that actually help people discover their trail. In the meantime, thanks for listening and see you out there. RESULTS RESULTS RESULTS The work transformed Brookfield’s approach to customer engagement—shifting from seasonal entertainment to a relationship-driven model with measurable business impact. 85% 85% of guests rated the experience as “unique” 90% 90% indicated they were highly likely to return the following year Significant industry attention and organic consumer buzz. Coverage spanned trade and marketing outlets—including Communication Arts, Clios, AdAge, and LBB. The work transformed Brookfield’s approach to customer engagement—shifting from seasonal entertainment to a relationship-driven model with measurable business impact. 85% 85% of guests rated the experience as “unique” 90% 90% indicated they were highly likely to return the following year Significant industry attention and organic consumer buzz. Coverage spanned trade and marketing outlets—including Communication Arts, Clios, AdAge, and LBB. But the approach they pioneered—sponsoring the exploits of extreme outdoor athletes—is no longer as ownable or relevant as it once was. What they need today, is a new chapter in their story. One that is true to their adventurous spirit. But can speak to a broader, wider, more diverse audience. The Challenge Brookfield Properties approached us with a critical mandate: modernize their consumer experience and create an innovative, interactive model that could drive foot traffic, generate buzz, and scale across their national portfolio. The first test would come fast—a holiday-season pilot—while the larger ambition was clear: Design a year-round, nationwide engagement system that strengthens consumer relationships, not just seasonal visitation. The Insight Our process begins with a structured exploration of Category, Culture, and Product. For Brookfield, this lens revealed a key truth: while malls have traditionally focused on transactions, consumers increasingly seek connection, play, and meaningful shared experiences. The design challenge sharpened into a tension: How do we create holiday experiences that feel inclusive and modern—engaging visitors of all ages, backgrounds, and abilities—without alienating holiday traditionalists? The answer lay in the emotional universals that define the season: Magic, Connection, Tradition, and Peace. These territories became the foundation of a scalable design system. What We Did Two Things partnered across strategy, design, prototyping, and production to build a repeatable experience framework for Brookfield’s properties. We established guardrails for scalable, measurable programs. We developed concepts that embodied universal emotional territories. We prototyped analog surfaces enhanced by technology. We launched a real-world pilot and scaled it nationally. Earned Media & Buzz Despite being a pilot, the experience generated industry attention and organic consumer buzz. Reactions ranged from “interactive decorations” to “makes you enjoy the season even more.” Coverage spanned trade and marketing outlets—including Communication Arts, Clios, AdAge, and LBB—celebrating both the pilot and the nationwide rollout. Press