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Chris Neary
Brand, Creative & Digital Strategy
Chris Neary is a brand strategist and entrepreneur based in Vancouver, British Columbia, Canada.1 He is the founder of Frank Strategy, a Vancouver-based company that helps businesses create strong brands and meaningful customer experiences.12
Professional Background
Chris Neary has an extensive background in marketing and brand strategy:
- He is credited with creating the well-known Telus animal campaign, which is still running today.12
- Before moving to Canada, he worked as a Creative Director at Agency.com in London, England, where he managed international brands such as Intel, Compaq, British Airways, and Formula1.1
- After moving to Canada in 2002, he worked at Telus, eventually becoming their youngest-ever Director of Marketing Communications.2
- He later founded Frank Strategy (initially Frank Advertising Agency) in Vancouver.2
Expertise and Achievements
Chris Neary is known for his expertise in:
- Brand strategy and development
- Marketing communications
- Customer experience design
His work has garnered recognition, including a UK Marketing Magazine 'grand prix' and a Canadian Marketing Magazine 'best brand in Canada' award.12
Community Involvement
Beyond his professional work, Chris Neary is active in his community:
- He serves as a senior advisor for The Bloom Group, a social services organization in Vancouver focusing on marginalized populations.2
- He is the President of TEDx Vancouver.2
- He is a Board Member at the Developmental Disabilities Association.1
Education and Personal Interests
Chris holds a degree in Design and a diploma in Contemporary Art.2 He also mentions playing guitar and singing, albeit with a self-deprecating humor about his skills in these areas.2
Highlights
Congratulations to Covista on their new micro-site showcasing their new brand idea, Agile Investing.
covistacapital.com
With its app update, Sonos has done a remarkable job of hemorrhaging brand equity and losing its market position. They chose speed over quality, presumably yielding to pressure to 'make new stuff' and keep the good news flowing to drive company value.
I'm sure this will be in many textbooks to come, with many lessons to learn, but the one I hear the loudest is that executives need to balance investors' demands with customers' experiences because launching a shitty product can sink a company.
See what Forbes has to say about it here:
