How to Adjust Your Creative Strategies In Response to the COVID-19 Pandemic

COVID-19 has been a life-changing event for us all. It’s the kind of event that has lasting effects on people that we can’t even truly see just yet. We’ve thrust an entire population into a cycle of grief that is ubiquitous but unique to every person. How will the healthcare consumer, patient, and caregivers‘ needs, wants, and actions change now and in the future?

Meanwhile, has your creative strategy, creative communications, and creative messaging kept up? Which changes should you make now?

In preparing for a recent webinar, I asked our Executive Creative Director, Dana Callow, to share some of her ideas about COVID-era creative messaging. Dana has created award-winning healthcare marketing campaigns for over 20 years and brings valuable personal and professional insights to today’s marketing challenges. I liked Dana’s ideas so much I interviewed her for this follow-up Podcast.

In case you don’t have time to listen to the recording, here is a synopsis of the most critical points we discussed. There is also a complete transcript of our discussion just below this synopsis:

Coronavirus and the stages of grief

The Elisabeth Kübler-Ross grief model helps explain how people deal with death and grief. It provides a useful context to understand the many ways people cope with extraordinarily difficult circumstances, such as their own impending death, the demise of a loved one, a financial crisis, or, as Dana suggests, the COVID-19 pandemic.

• Shock and Denial: We still have many people in this grief-phase, and some may never leave it. In the early days, the spring breakers were a perfect example of this behavior. Now that the country is reopening, others are resuming their lives with little to no thought about protecting themselves or others from the coronavirus.
• Anger: Yes, some people have moved on, but others are still right there. Many people vehemently protest masks, guidelines, and restrictions. Worse, misinformation and conspiracy theories are now polarizing the nation, thereby threatening public safety as well.
• Depression and Detachment: Many are still here, and won’t be able to move on until some sense of normalcy is restored. These are the folks who’ve gotten more quiet and introspective over time. You’ve seen this in your family, your coworkers, even that used to be a super happy cashier at the grocery store.
• Dialogue & Bargaining: The vast majority of people are here and will stay here for quite some time. The good thing is they’re talking, reaching out, learning, responding. We need to support them and help them make their way to acceptance.
• Acceptance: People are tip-toeing into this phase. These will be the resilient leaders who pave the way for others. Eventually, they will move on to “return to a meaningful life.”

Rethink your archetypes

Rethinking your healthcare archetypes is critical right now. Before you do anything, think about how your patient population might have evolved for better or for worse in their thinking, or even jumped from one archetype to another. While everyone around you will feel the need to move fast, it’s worth your time to reevaluate your audience before you push out messaging that might not resonate anymore.

Enter the new "COVID Resolutionists"

Many people are looking to respond to COVID-19 by taking this opportunity to make positive changes in their lives. Dana predicts that healthcare will be the highest priority on most people’s lists.

What will the “COVID Resolutionists” need from the healthcare system and their healthcare providers that is new and different as the battle marches on? How do we promote, embrace, and facilitate all of those who are now more motivated to act on their health and wellness positively? How do we think about and protect those that might be internalizing toxic levels of stress?

1. The people who were already obsessed with health and wellness are going to be even more obsessed. Wanting to “get ahead of the health game, they will move forward with or without our help.
2. There is also going to be a large group of people who took their health for granted (did some things right, some things not so right) who will be seriously stepping up their game. They’ll want to make sure they know whether or not they have any underlying conditions. Expect to see a rise in everything from colonoscopies to mammograms, skin cancer checks, etc. Expect lots of new questions from avid Googlers about diets, exercise plans, vitamins and supplements, proactive screenings, etc.
3. The deniers with comorbidities will also have changed, at least a portion of them. Whether motivated by fear or the urging of their families, they’re going to try and step up to the plate. They’re going to be terrible at it, as they weren’t successful before. They’ll need encouragement as they begin to reach out. They’ll also need real strategies and tactics to help them get going, and even more strategies and tactics to promote adherence. The rest of this group will likely take the “head in the sand” approach and keep on as they have. However, many of them may be internalizing real fears that will only exacerbate their existing conditions.
4. The worriers – have never been more worried. Not only will they obsess about every symptom, but they will see the world more differently than others. It will be far more contextual for them. They’ll need your reassurance. They, too, will be prone to toxic levels of stress that could negatively impact their mental and physical health. You’ll need to listen to these folks very carefully and be ready to help them address mental health issues/needs.

Begin your new creative approach now

What does all of this mean? It means you can’t just look at anyone on the surface and take their actions or behavior at face value. There is a huge danger right now that we misjudge consumer behavior as having moved beyond grief, when in fact, they haven’t even started.

And what happens with any resurgence? It’s a measure twice, cut once across your segments. Constant monitoring to facilitate evolutions in your reopening messaging is going to be critical.

Finally, if you’d like to explore how Dana, I, and the rest of our team could help you with your COVID-19 related marketing challenges, please let us know.

Transcript

Note: The following transcript is computer generated and may not be 100% accurate.

Stewart Gandolf:
Hi again everybody. This is Stewart Gandolf. Welcome to another podcast. Today I have the pleasure of interviewing our Executive Creative Director, Dana Callow. Dana has extensive experience, many years of experience writing and creating campaigns for healthcare. As we’ve been working together with some of our client projects, a lot of concepts come out, a lot of cool creative ideas come out constantly. Both of us are pretty philosophical about the current COVID pandemic. Dana has lots of great insights about how the creative strategy should change given that we’re in this pandemic. First of all, welcome, Dana.

Dana Callow:
Thank you. Happy to be here.

Stewart Gandolf:
Yes. Glad to have you. Dana, before we get started, I could brag about you all day, but I’d like to have you brag about yourself a little, just if you could give us, our listeners a sense of your background and how that relates to today’s topic at least. Not the whole thing, obviously, but just where these insights are coming from.

Dana Callow:
Sure. As you well know, I’m an agency veteran. I’ve been in the agency world marketing across a plethora of categories for 20 years. We’ll just leave it at 20, but I have spent a healthy portion of that time in the healthcare space in some way, shape, or form. Whether it was working for health plans like Humana, Blue Cross Blue Shield/BCBS, or working for major hospital systems and little hospital systems. Everywhere from rural Missouri to cities like Chicago and Detroit. Then a considerable amount of time working on pharmaceutical products. For the most part, products — drugs that are treating very rare diseases. Folks that are suffering from things that are lifelong afflictions, debilitating, definitely the kind that you’re talking about mortality sooner versus later.

Stewart Gandolf:
Very good. We were talking offline a little bit and I remembered as Kübler-Ross, you’ve heard of it more as the cycle of grief, but the concept is, and this was innovated by Kübler-Ross. There are various interpretations of that and controversy or whatever, but I still remember maybe it was in health class, but somewhere along the way in high school, this whole idea of people going through a cycle of grief that’s pretty predictable. Clearly, it’s a model, right? Not everybody goes through every stage. Some people go straight from the beginning to the end. It’s just a useful context as a place to start. As we’ve talked about the COVID pandemic, there certainly is a lot of grief and grief shows up in various fashion. Dana, since you’re such an expert and have used this model for your rare disease drugs so often, how about if you just give us a quick overview? Then we can drill down into each of these cycles and what you see is happening today.

Dana Callow:
Sure. I started using this model years ago. I think the other benefit I have that, I see it as a benefit, a lot of times people go, oh gosh, I’m so sorry. I also happen to be the caregiver of a child with special needs who is now 22. In that journey, I learned very clearly what the difference is between the common cycle of grief that we might go through for a broken dish or a fender bender versus a major health issue that impacts either you or a loved one or your entire family. I’ve always applied the model to these very serious circumstances and it is phased. It’s shock and denial followed by anger, depression and detachment, dialogue and bargaining, acceptance, and then returning to a meaningful life. When we talk about that in the rare disease space, the point that I’m typically making is the nuances as it applies to a very serious health condition.

Dana Callow:
Then the fact that it’s typically cyclical. When you’re dealing with something longterm, there are new developments in that disease, there are new developments that affect you physically, mentally, financially. There’s the impact on perhaps a family unit, et cetera. You’re constantly restarting the process or maybe overlapping processes on top of each other. I’ve talked in the past about for me and for lots of parents who are dealing with children that might have a serious condition, you go through it every so often. Usually attached to developmental milestones that you realize they may never make, or they might struggle quite a bit to make. What’s interesting about that as it relates to what we’re doing now, I thought about this the minute it started is that we literally thrust everyone on the planet into a massive cycle of grief, an intense one that wasn’t going to be easy for anyone to navigate. That was the first thought.

Dana Callow:
Then secondly, now we’re all navigating it differently based on who we are as people, our own internal resiliency, our ability to cope, our thoughts and beliefs, all of those things are coming into play. What we might see is behavior on the outside from people really might not reflect where they’re in that cycle. It’s just a really complex but fascinating and important issue as we move forward.

Stewart Gandolf:
Totally makes sense. Now, in our recent webinar, I’ve talked about the research. I do that a lot in our webinars. If you’re one of our longtime blog readers you’ll know from the recent webinars we’ve talked about it, and the research is very interesting. When you see photos of people in the Ozarks shoulder to shoulder, having a great big old party, there’s a tendency to assume everybody is like that, right? It’s just the research shows that’s clearly not the case. Some people for sure believe that there’s, “What pandemic? There is no such thing. It’s all a mass media ploy.” To other people who are in very severe consequences, I’ve just read an article from a lady talking about how much it pains her when they talk about, “Oh, don’t worry. It’s just the people that have immunocompromised or old.” She said, “You know, I’m in that target audience. I’m a little offended and I’m very, very scared.”

Stewart Gandolf:
People are all over the place in terms of how they’re responding to the various stages. I’d like you Dana to take a few minutes and maybe a couple of minutes per each to drill down on shock or denial, what that means and how you see that playing out. Anger and the various phases, just to put meat on the bones, because I think really what the key here is, is as you’re writing and creating and you can obviously expand on this more, you’re the creative director, but what do these things mean maybe? Then we’ll come back and talk about, okay, how do you adapt your creative strategy to that?

Dana Callow:
Sure. When you look at shock and denial, it’s so funny, I was right there when they were showing the spring breakers and everyone was so offended and just so upset with them. They were in shock and denial. We might see it as that’s bad behavior and that’s a lack of empathy or care or concern or maturity. But really for many of them, and I’m not saying all of them because there are always the I before E, except after C, but many of the people, even the folks out there protesting I will not wear a mask and attaching it to whatever reason that they are, many of those folks are still in shock and denial. Well, shock and denial and anger. They haven’t even truly begun to process what might be our new normal, the impact it might have on them.

Dana Callow:
They’d rather just be mad and live in that place of this isn’t happening. I think that that’s important as you start to talk to people or as a physician or any kind of provider is really looking beyond what might be that outward reaction to understand where they are because that’s going to affect the type of education and support that you provide to them. That might even affect how you’re looking at them from a treatment perspective. Thinking about what’s underneath that shock and denial and anger is going to be important. After that, we move into depression and attachment. Looking around the world, looking around my sphere of people, looking at the folks in my family, the people I spend most of my time with. I think a lot of us are still here and could be here for a considerable amount of time based on the fact that we really have no answers to where this is going.

Dana Callow:
Many of us are there and we won’t be able to move on until we figure out what normal is, whatever it might look like. You’ve probably seen it. You’ve seen people get quiet. You’ve noticed people, maybe they’re not talking about it as much or asking as many questions because they’re processing. They’re processing and they’re trying to figure out new routines. They’re trying to figure out how to adapt to this changing world. One thing you can bet is there is a level of stress there that whether you can see it or not is something I think we’ll have to consider as people start to go back to their regular healthcare routines and to their providers and start to address issues that they might be having.

Dana Callow:
You might even have noticed it in that super happy cashier at the grocery store is not the same person that they used to be. That someone who’s probably living in the depression and detachment piece of this. Then dialogue and bargaining. I mean, a lot of us are moving into this space. We’ve got one foot in depression and detachment and one foot in dialogue and bargaining because our will to live, our will to move on, our will to find a new normal will drive us there even though we’re still a little scared, a little stressed out, a little concerned. We don’t know what we don’t know yet. A lot of us are starting to move into that place where, okay, I want to talk about it. I’m going to start reaching back out to my healthcare providers, to my mentors, to my confidant, to people that maybe I’ve talked to a little bit but I have been detached from and I want to start to bounce ideas and things off of them.

Dana Callow:
I think to be ready for those folks who are going to come in. They’re going to have a lot of questions. As a healthcare provider, no one healthcare provider is going to be able to answer all of those questions. When we look at how most physicians out there, they have a set of resources that they offer to people beyond what they do in the day-to-day. Checking back into what those resources are, thinking about the places and spaces you can guide people, I think that’s going to be really important. Feeding their desire to move into that next phase, that’s going to be critical. The flip side of that, that’s going to reduce their stress and then reduce potential complications for any conditions that they have now or may develop in the future.

Dana Callow:
Then acceptance, I think maybe there’s a few, just highly evolved humans out there who are stepping into this. I think it’s fewer than we might expect. Even if you hear people who sound like they’ve accepted it, who are voicing a lot of like, this is what I’m going to do and this is how I’m going to handle it. This is where it’s going. I think there’s not a lot of those folks yet, but I am very encouraged to see them stepping into that phase because I think that’s where the leaders are going to come from. They’re going to pave the way for others. As much as this has all been this very overwhelming place that we’re living in, I think out of it is going to come so much innovation and so much progress because there’s nothing like putting a wall in front of a motivated person. They will figure out how to get around it, over it, or through it.

Dana Callow:
I think those folks are few and far between. I do think no matter who you are, if you come in contact with someone like that, we need to embrace that. They’re probably not going to be a huge problem for healthcare providers other than they will have read so many things and come to you with so many questions that are deep and have a lot of dimension to them. Being ready to have those conversations is what’s just going to keep them in that healthy place of moving forward. Then returning to a meaningful life. I mean, I couch this as stay tuned for the next available operator. I don’t know that I believe anyone is there yet, but I’d like to meet them. I think that’s what we’re all going to be trying to do for each other and all of the folks who play in any one person’s health and wellness ecosystem is going to be a very important part of that.

Stewart Gandolf:
Very good. It’s interesting because the idea of dialogue and bargaining because I always heard the model as bargaining but dialogue and bargaining is intriguing because… I think this model is useful because we go through different phases. The same person can go through different phases, right? They may generally be in dialogue and bargaining, but once in awhile get into depression, anger, and back and forth. I think the idea of being able to talk it out with friends. We recently met a friend in Palm Springs. We have a vacation rental there. We did our first social distancing friend visit. It was amazing to have that chance to just talk things through. We haven’t done that really, and it’s not the same when you’re doing it on through Zoom.

Stewart Gandolf:
I think that it’s really intriguing to know that these are out there. People are in general categories probably. At any given moment, they may be staying in one and probably we’ll go through this predictable sequence rather. Let me ask you. The key question here is here from a marketing standpoint because neither of us of course therapists, but how does this impact our creative strategy? That’s the meat of this. What can we do as marketing people and recognizing that we have a broad audience of people in our podcasts including super sophisticated marketers primarily at pharma or hospitals or wherever. We also have private practice doctors and everywhere all over the place. Just in general, if you were to give some advice on what your creative strategy should look like today. Well, today and then even as things start to continue to evolve, what would those kinds of things be?

Dana Callow:
The way that it’s strategy first, right? We have had for many, many years some pretty accepted patient archetypes. People behave in a particular way when it comes to their healthcare. While those may have become more robust over time, I think now is the time for everyone to stop. Whether it’s with your internal marketing team, in conjunction with your agency, just you yourself and your thoughts. It’s time to sit down and think about seriously, think about your patient population. The segments in it and how they might have changed because that’s what’s going to impact how you might change your overarching strategy or simply your messaging. Because we have people who have taken quarantine so seriously and then you have the people who I lovingly say hashtag what virus. Everything in between as far as how they’re thinking about it, but then you also have how they behave as patients.

Dana Callow:
That’s where I coined the little term COVID resolutionist because it’s like when you make a New Year’s resolution. So many of us do that, whether we’re super demonstrative about it or not is debatable. Some of us just have a list in our heads. Some of us just have one. Some of us have a dozen. There seems to be this thing every year where we see the New Year as a time to change or to attempt change. I think that COVID is going to do that for a lot of people when it comes to their healthcare. That’s where I think the idea of the cycle of grief next to how it will have actually changed people is how strategy must change. When you look at those, and I’ll keep it really simple, when you look at those patient populations, you’ve got your people who are on top of their health and wellness, your type-A personalities. Diet, exercise, staying on top of as they age, doing all the right things to make sure they know what their underlying conditions might be.

Dana Callow:
They are ahead of the cancer game. They are ahead of their eye health. They are on top of those things. They’re just going to get more on top of those things and that’s okay. That’s okay. Then there’s this giant group of people. I definitely fall into probably one end of this one, but there’s this giant group of people. We do a lot of things, right? We don’t do all the things right. We try things with our diet and our exercise. We fall off the wagon. We know we need to get that colonoscopy but we put it off until like, okay. My mother gave me a hard time about it. My spouse is staring at me like it’s time. You have a family history, whatever, go get it done. I think you’re going to see a lot of those people who are pretty good about their health, really stepping up to the plate and wanting to check the boxes and do all the things. Making that easy for them, making that comfortable for them, encouraging them to pursue those things.

Dana Callow:
I think that it’s a great time to message around that for that group. Like, let’s embrace the idea that I’m going to make a resolution to not let something like this scare me as much as it has ever again. Get ready for that flood of folks who want to, they want to figure it out. They want to dot their i’s and cross their t’s. Then you’re still going to have that giant group of folks, they are the deniers and we all suffer from it. That’s why I say I’m on the edge of the previous group because I’m the worst when it comes to… I take care of everybody else before I take care of myself, but that’s a different kind of denial. Then when you look at people who know, they know that they have diagnosed conditions, they know there are life changes they should make, they should have made a long time ago. They have been recently connected to their mortality on a whole new level.

Dana Callow:
The interesting thing about this group I think is that we’re going to have to approach them as if they fall into two categories. You’re going to have the deniers who, yes, I have severe diabetes but I have not addressed my diet and exercise and I never planned to. But this connection I now have to my mortality, the connection that my family has been literally in my face about every day before COVID and now even more since COVID happened, all right, I’m going to give it a go. I’m going to give it a shot. That’s good news, but they’re going to be terrible at it because they always have been. They’re going to need a lot of support. A, messaging that assumes that there are some people in that camp. Targeting those folks with, if you weren’t ready before, we hope you’re ready now. Let’s talk about whatever it is that we need to. Let’s do it. Getting them to go ahead and act on that notion, and then they’re going to need a ton of support.

Dana Callow:
They’re going to need a ton of atta-boys and atta-girls and all kinds of strategies and tactics to help them stay on the bus. Then you’re still going to have a group of those deniers who head in the sand. I won’t go. I’m not, I’m just going to know that it’s not going to come for me. That group is going to be really tough to reach as they always have been, but this might be the time for a proactive conversation. Healthcare providers could be a tipping point. They are feeling it, their family. You could be that exclamation point on the sentence to help them go ahead and give it a shot. Then the group, I think, well, and one more thing on those folks. If they do just put their head in the sand, that doesn’t mean that they’re not experiencing a lot of stress around it. That stress can be toxic and actually exacerbate their situation, whatever it might be. That might be something to message around as well.

Dana Callow:
Then the worriers, they’ve never been more worried than they are now, and that will continue. Again, I think very solid pragmatic information and facts that help them address their fears and concerns that make them feel comfortable and confident about seeing their healthcare provider, about pursuing whatever health issues they might have. They’re going to need confidence instilled in them. I think that’s an important messaging strategy with those folks. Again, these are also folks who are going to possibly suffer from just a great amount of stress. Recognizing that and being able to have the conversation around that to make sure that that doesn’t either aggravate an underlying condition they might not even know they have or exacerbate one that they do, that’s going to be important. I think the gist is sometimes we try to be very focused in our messaging, one size fits all. I don’t think that that’s where we’re going. I think targeted messaging that gets to these audiences where they are in this journey is going to be paramount.

Stewart Gandolf:
Then the last question I have is pretty universal today. In fact, you and I have a conference call in what, 23 minutes, about this with a client. The point is that a lot of providers on the provider side are reopening in stages. Some are wide open for business, others are not. Then there’s a whole fear of what happens as the other shoe drops, are we in the beginning? Are we just in the continuation of the first phase, which a lot of people argue? Is there a second wave? All those kinds of things. That makes it very flux right now. The idea of reopening, in this very uncertain environment where just like I described everything is changing, looking at a different model with Maslow’s hierarchy of needs, safety is way down there at the bottom. Basically, self-survival and safety are at the core of this. Nobody’s going anywhere if they don’t feel safe. What are some of the communication strategies that providers might be thinking about now with all this that we just discussed in mind? But really, about safety and reopening, and do you have any tips on that for our audience?

Dana Callow:
I think clearly communicating all that you are doing to provide a safe environment is important, but I think combining that message with general health messages, you’re right. We don’t know if we’re still in phase one. We don’t know when phase two might happen. We don’t know any of those things. To some degree, all of this is quite a grand experiment and a tough one. I think just the utility of communicating, this is what we’re doing to keep you safe and healthy. I’ve seen a lot of good work done out there down to the…this is the brand of disinfectant that we’re using. This is what we’re doing. Coupling that with health and wellness messages that cater to your audience, whether you’re a specialist or a GP or a big hospital system with lots of offerings, or a pharmaceutical product, whoever you are. Combining that functional message with that comment, come and see us. We’re here for you, here to help you. Don’t wait to tackle whatever might be happening in your life with regard to your health and don’t let your primary care go. I think it’s a marriage of messages with where one doesn’t necessarily take precedence.

Stewart Gandolf:
That is a really important thought because we’ve talked about this on a number of webinars recently with research and so forth, but this is an opportunity for thought leadership in your community. Some people are doing this better than others, and obviously some health systems are well-funded than other private practice. They may not be, or some pharmas have that as part of their mission. Again, we have a very broad audience listening to our podcast, but thought leadership is such an important part of this. Everywhere I look, I read today in Fierce Healthcare an article about how for a while there or actually it was a different publication where for a while their hospitals are just thought of as these entities, faceless entities. The public was losing touch with them and they didn’t really understand any kind of, despite the hospital’s point of view, that community commitment.

Stewart Gandolf:
Nowadays, there’s a resurgence where certainly depending on where they’re located, hospital systems and healthcare providers are seeing a resurgence. I think this is a time to continue to consider thought leadership and figure out how you can be not the educator, both sides of the brain, right? Dana, the right and left brain side.

Dana Callow:
Yup.

Stewart Gandolf:
Certainly, the educator, the thought leader, but also the compassionate people, the people that are really invested in the community. As we wrap up here, I don’t know if you have any additional thoughts on any of this stuff, Dana, because I think all these communication strategies are important. Our audience may be looking for new insights on where do we even begin.

Dana Callow:
Yeah. I think you’re exactly right. I think one of my favorite phrases is, measure twice cut once. I think circling the wagons internally no matter who you are and having a very thoughtful and thorough conversation about your patient population, your geography, the mindsets of people and how your patient archetypes might have changed. Then a balanced message that plays off of both right and left brain is spot on, not easy but spot on.

Stewart Gandolf:
Well, I think it’s a terrific opportunity, a COVID resolution. It’s a terrific opportunity. Then you alluded to this a little bit ago, rethinking your personas but also rethinking your marketing and creative strategy and your messaging. We’ve been, from the very beginning it is something I’ve been writing about is to look at your marketing from a new. I think that okay, for a lot of people on the hospital side at least, they’re just dealing with patients and reacting to a crisis. It’s hard to think very strategically, but this is a good time now where, okay, we’re past, in most cases obviously. It varies by where you are in the country, but most of us are past the sort of crisis phase. We have Telehealth and Telemedicine in place…we have providers in place largely.

Stewart Gandolf:
Who are we? What do we stand for? I challenge our listeners to think about that because it’s a terrific opportunity. Some people in some organizations fall to the wayside. Others can really demonstrate and take a leadership position, not just from a business standpoint, but from doing good standpoint. Thank you, Dana. It’s been great having you for this healthcare podcast discussion. As I predicted, this would be a great podcast and you did great and thank you.

Stewart Gandolf
Chief Executive Officer at Healthcare Success

Stewart Gandolf, MBA, is Chief Executive Officer of Healthcare Success, one of the nation's leading healthcare and digital marketing agencies. Over the past 20 years, Stewart has marketed and consulted for over 1,000 healthcare clients, ranging from practices and hospitals to multi-billion dollar corporations. A frequent speaker, Stewart has shared his expertise at over 200 venues nationwide. As an author and expert resource, Stewart has also written for many leading industry publications, including the 21,000 subscriber Healthcare Success Insight blog. Stewart also co-authored, "Cash-Pay Healthcare: Start, Grow & Perfect Your Cash-Pay Healthcare Business." Stewart began his career with leading advertising agencies, including J. Walter Thompson, where he marketed Fortune 500 clients such as Wells Fargo and Bally's Total Fitness.

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