PPB March 2018

| MARCH 2018 | 65 THINK Ontario, in 2007 with an approach similar to a traditional advertising agency and a focus on creating brand name recognition through branded merchandise. They describe the company’s agency- type model, with its full design team and extra services that traditional distributorships may not offer, as a big differentiator in the industry. “We’re always pushing away from the commodity of what our industry is, and I think this is a big reason why we were strategic with this approach,” says Lichtenberger. “It’s not about the product, but what we can do with the product.” One obvious indicator of the progressive culture at Brand Blvd is the absence of catalogs in the office. Rather than pursuing specific products, the team invests in the prospect and illustrates its marketing capabilities early on through the design department. “We don’t always do what the customer thinks they want to do. We drill down to find the best solution that the customer may not be able to see from the start,” says Sinclair. “For example, so many clients say, ‘I need an online store,’ and it’s not always the best fit for them.” The duo says they focus on saving their customers time and money, getting innovative ideas in front of them and selling what the product can do and how it makes people feel. True to its origins, the corporate culture at Brand Blvd is “work hard, play hard.” Describing their team as the “Brand Fam,” the priority in hiring is cultural fit, not a skill set. Close-knit friendships are common, and a relaxed, fun work environment is key. But Sinclair clarifies that fun is not what defines their culture; it is also about transparency, core values and integrity. Rejecting conventional wisdom, new hires are scouted from outside the industry to bring a fresh perspective. Both Lichtenberger and Sinclair also feel strongly about organic growth and promoting from within. “It’s so rewarding to watch someone start at reception and progress to the management team,” says Sinclair. “We don’t want people to be stagnant; we want to grow leaders.” Lichtenberger and Sinclair stress that they are constantly stepping back from their roles and reevaluating people and positions to make sure that the company is optimally structured. “We try to focus on people’s strengths and put them in a position to succeed,” says Lichtenberger. This philosophy applies to them, too—Lichtenberger’s position is currently Govna, or The Boss, and Sinclair’s title is Minister of External Affairs, or The Good Cop. They have recently challenged each other to shift focus from “leading by example to leading our leaders.” The offbeat approach seems to be working. They reminisce about staying afloat in the beginning, and then setting a growth goal of $5 million. After reaching that, they doubled their goal. At the company’s 10-year mark, they’ve made it to the $9 million range, and counting. “It’s not always about the top-line number,” says Lichtenberger. “More important is growing in different avenues, people and the services we offer. But we strongly believe if you’re not growing, you’re dying, so you have to keep evolving.” For these two workhorses, time outside of the office is a luxury. Lichtenberger and his wife have two young children, so he concentrates on spending time with his family when free time arises. Sinclair confesses that he The Brand Blvd team celebrates its 10th anniversary at a customer appreciation event titled, "The Adventure Continues." The priority in hiring is cultural fit, not skill set. Close-knit friendships are common, and a relaxed, funwork environment is key. But Sinclair clarifies that fun is not what defines their culture; it is also about transparency, core values and integrity.