Tag Archives: Bozell

Around the Table

July 22, 2018 by
Photography by Bill Sitzmann and contributed

In this new department, the B2B editors are asking key questions of three executives in the same, or a similar, field. In this inaugural article, for the design issue, we spoke with three executives of ad agencies/PR firms: Robin Donovan, president of Bozell, which has nearly 50 employees; Wendy Wiseman, president and COO of Zaiss & Co., which has nearly 20 employees; and Dave Nelson, founder of Secret Penguin, which has nearly 10 employees.

Talent retention is a big worry for many ad agencies. How do you retain talented people? 

Donovan: Our culture is what keeps our people. The entrepreneurial environment, the family atmosphere (kids and pets are in and out), and the obsession with giving back to the community (paying rent for the space we occupy on this earth). Those who do leave for a time often come back. 

Wiseman: All [our employees] are empowered and expected to bring their “A” game. When people are motivated by meeting marketing challenges, they thrive here, because that’s what we do.

Nelson: We’re in a very fortunate position to have talented people, and even more fortunate to have thoughtful people. Our mission is to make communities better…and more fun. We hire, take on work, and have created a work environment based on that. Because of this mission being very authentic, and not something we just say to feel good, everyone here feels a sense of purpose. We don’t report to one another, we support one another.

Robin Donovan

What question are you often asked that drives you crazy?

Donovan: “Even though I’m an engineer, I created this brochure for my company. Everyone tells me it’s great. Do you think it’s great?”

Wiseman: “Do you do websites?” As a marketing partner we do what needs to be done to reach marketing goals. We say we are medium agnostic—we don’t favor one over the other and in fact, integrated media is what works, but planning, building, and maintaining websites is something we’ve done since companies could have websites.

Nelson: We can’t expect other people to know the right questions to ask about our industry. I’d rather have a conversation than not. I love questions. When I used to get upset about questions, it was more because I couldn’t just give a simple and clear answer—meaning I didn’t know enough to be able to talk about it. Furthermore, if anyone asks a question, that could mean we didn’t communicate clearly what we can offer—so every question is a potential learning opportunity.

What practices or resources help you stay ahead of the curve?  

Donovan: We go out of our way to recruit folks with an insatiable curiosity. That makes it a lot easier to keep up with what’s coming next, because as end users change, so must the methods of communicating with them change. These incredible folks are our best resources.

Wiseman: Belonging to the current conversation via forums, associations, certifications in the social sphere, being in the marketing culture. We observe and absorb what is working for brands out there, and frankly, we’re creating strategies that work and lead—all to get to goal.

Nelson: Caring. Caring about our clients, our clients’ communities they serve, our team, the work we put out—caring is the only reason to stay ahead of the curve and it pushes us to do whatever we each personally need to do to do so. That being said, each member of the team cares and they do their own thing to stay ahead of the curve with whatever their role is.

Wendy Wiseman

How are you working to create an enduring organization?  

Donovan: We don’t just do what is asked; we dive deeper and do what is needed to take our clients to the top or keep them there. And we are intent on helping them drive success to their bottom line.

Wiseman: Zaiss & Company just celebrated our 29-year anniversary. Our organization endures because we have an enduring mission to help our partners grow profitably through our dedication to making marketing strategies and marketing communication as effective as they can be. We stay up on our industry and those [industries] of our clients.

Nelson: One of our main goals has been to create a sustainable business. We prioritize everything we do at SecretPenguin with personal health (physical, mental, spiritual—whatever any of that means to the individual); relationships (family and friends); work; and community. We only take on work if we will create or refine the brand. And we are focused on a slow and steady growth plan to create a solid team and a solid group of clients.

What keeps you up at night?  

Donovan: Envisioning how we can possibly top our last success so that we can keep our clients enthralled and our staff engaged.

Wiseman: As entrepreneurs at heart, we relate to the responsibilities our clients carry. From marketing directors to presidents/CEOs of all sizes of businesses, we empathize with what keeps them up at night—leads, sales, earnings, competition, innovation, staffing. When we commit to helping grow our clients’ businesses with marketing, meeting their goals and strategic solutions play through our brains throughout the night.

Nelson: The only time I have a concern is when there is miscommunication. If there’s anything that keeps me up, it’s how to resolve any miscommunication that could hurt the team’s relationship or our client’s relationship.

Dave Nelson

How has your industry changed since you entered the field?

Donovan: Way back then it was about helping clients meet and exceed their challenges—and that’s what it’s about now. [But], when I entered the industry we used desk phones, typewriters, Western Union, and faxes. And we had mechanicals for every ad. Do you know what any of those things are?

Wiseman: Exponentially and not at all. Digital media and digital natives have turned a lot on its head; however, in the end, this is marketing—the art and science of changing attitudes/stimulating action. The age-old practices of knowing who you are targeting and what you want them to know, think, and feel about your brand is primary no matter the medium. It’s about a focus on benefit and understanding that content is king.

Nelson: Technology, mainly. But, at the root of it all—our industry has always been about clearly communicating what a brand offers to their community, then building relationships between the brand and their community. So, no matter what comes along, I can have peace knowing that will never change.


This article was printed in the June/July 2018 edition of B2B. 

Killing Readers With Lighthearted Murder

June 14, 2016 by
Photography by Bill Sitzmann

Writing a book is a dream of many people, including Robin Donovan. While many people dream of writing the Great American Novel, the now-president of Bozell began by writing a non-fiction business book.

A business tome, however, did not fuel her creative fire. That fire was stoked after Robin and her business partner, Kim Mickelsen, purchased Bozell from the parent company about six years ago. They (and the first book) started out in plush, shiny west Omaha offices and then moved to a downtown building with high ceilings, uneven floors, and exposed pipes. It was a bold move.

“I honestly didn’t know how I’d feel about such an old building with no offices, just cubicles.  But it’s very freeing to be in a more rustic environment. It’s more collaborative,” she says.

RobinDonovan2Unable to finish a business book, she switched to writing light-hearted murder mysteries and has been writing since.

The creaky floors and exposed pipes of her office even inspire her. Donovan’s latest book, I Didn’t Kill Her, but That May Have Been Shortsighted, is based on a fictionalized version of her own company. The main character, Donna Leigh, is buffeted by Clovis, her evil “Jiminy Cricket,” who spouts thoughtless comments that lead Donna to the murderers.

“You can learn about business and laugh at the same time with my books,” the Bozell president says. “The books are primers on how to work with colleagues. It’s all based on real life, the real behavior of real people. And as we all know, one of the hardest things to do in any business is trying to deal with other humans.”

Writing these books involved the collaboration of the Bozell team. Donovan’s 40-member staff has jumped in to make suggestions on each book, and they designed the front and back covers.

Donovan said both “Shortsighted” and her second book, Is it Still Murder Even If She Was a Bitch? review the psychology of characters, how to work as a team, and how to produce good work for clients—even if it means working through character flaws along the way.

“In the books I’m also championing an imperfect woman.  I’m portraying someone who is not perfect looking, is over 50, and has character flaws.  But that’s OK.  And it needs to be said that it’s OK,” Donovan says.

Local readers can expect to read about familiar places. Donovan’s original publisher strongly suggested she remove Omaha from her first book. Donovan refused in order to keep location details clear and authentic. Besides, Donovan said, she wants to promote Omaha.

“People don’t know what a cool place Omaha is. I’d like to help change that,” she says.

Omaha has great restaurants and smart people. It’s such a beautiful city.

“People here are conscientious about making things better. Omaha people try to identify what could be better, and work to improve it. It’s a place where anyone can live and feel good. It’s a place where you can talk to strangers. I don’t always find that true in the Northeast, where I came from.”

Donovan has already written half of her third book: I Don’t Know Why They Killed Him. He Really Wasn’t That Annoying. She hopes to finish it by December.

Brian Wetjen and Jill Rizzo

November 11, 2015 by
Photography by Bill Sitzmann

Like it is in any home with small children, the kitchen can be a flurry of activity when it comes to mealtime at the home of Brian Wetjen and Jill Rizzo. Brian makes PB&J while daughter Elke (4), uses the cap of a marker to transform a slice of American into its Swiss cousin. Meanwhile son Calder (7), attempts to bring a science play-set to the dining table.

“Calder, not now,” Brian says. “We’ll do science in a little while.”

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It’s a Sunday scene that mimics their weekday lives—Brian stays home with the kids while wife Jill goes to work at Hayneedle, where she is the creative director. Brian works from home as a website designer, but took this past summer off while the kids were out of school.

Hectic though it may seem, the family’s lives have simplified over the past three years. That’s when Brian ran his own company and Jill worked as the design director at Bozell. They each toiled more than 40 hours a week, leaving little family time.

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“We hated having to use the term ‘who has to pick up the kids’,’” Jill says, “because we both wanted to pick up the kids.”

“Once Calder got into kindergarten,” Brian adds, “we realized we wanted him to be able to come home after school. That’s really what kids want—they want to be at home.”

The lifestyle transition initially caused worry for Jill, who wondered about the “what ifs,” as in what if I lose my job?

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Brian took the opposite road.

“Instead of sabotaging it in your brain,” he says “why don’t we think ‘wow—look at all the positives.’”

Also easing Jill’s worry is how the couple thinks about materialism, not just from a monetary standpoint, but as a philosophy that forms their values.

“I recognized I was spending money on just stuff,” Jill says. “Like stuff for the house. I’d buy new pillows and placemats, but we didn’t need them, it was just more stuff.”

“It was retail therapy,” Brian adds.

“And I’m in retail!” Jill quips with a laugh.

One area of “stuff” the couple have carefully cultivated is their kids’ belongings. Markers, paper, and play-dough clutter the kid-sized crafting table at the end of the galley kitchen’s counters, while a play kitchen sits next to the dining table, ready to prepare any manner of made-up meals.

“A lot of the toy choices we make for them are either a) things we loved, or b) art supplies,” Brian says. “We also built a really big sand box in the backyard so they can dig and build things.”

The kids’ creative spirits rub off on their parents. Jill is a noted artist and the kids like to spend time painting with their mom.

“We work on art projects at night,” she says. “I have an easel set up for them in my studio, and they will come down and paint with me…or vice versa. Calder, specifically, will come up and ask me, ‘Mom, why aren’t you painting?’”

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Changes in school curricula over the years have influenced how this couple organizes family life.

“There’s less art, less music, less movement in school,” Jill adds, “all so they can get better test scores. Freedom of thought allows them to be creative problem-solvers.”

“Unstructured time is just as important as structured time,” Brian says.

Calder has drifted into another room by himself to work with his iPad, while Elke bounces on the small trampoline in the TV-less family room, holding onto a small attached railing while she bounces and bounces, joyfully crying “look at me!”

Aforementioned, structured time is just as important as unstructured time.

“We have a routine,” Brian says. “I make breakfast, Jill goes to work. I walk Calder to school then take Elke to preschool.”

Calder is in second grade at Swanson Elementary.  Brian comes home and has a couple of hours to work before picking up Elke, then they have a couple of hours in the afternoon before picking up Calder.

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Once school lets out, the kids get time to do what they want—playing outside or inside.  Brian and the kids make sure the house is picked up on Fridays so the family can participate in things they want to do on the weekends. Their seemingly carefree situation is the envy of their friends.

“Most of our friends are pretty laid back,” Brian says. “Most of them have said, ‘boy, I wish I could do this.’ ”

A big focus for both Brian and Jill is travel. They have taken the kids to see Jill’s extended family in upstate New York along with trips to Colorado and North Carolina. The couple hope to travel more as the kids age.

“We want to incorporate as many new experiences as possible,” Jill says.

The less is more philosophy has worked well for the family, and they encourage others not necessarily to do things their way, but in whatever way works best.

“Not everyone can work from home,” Brian admits, “but if you think about it, you can design your life the way you want.”

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