<h4>Airborne&#39;s Origin Story </h4>It was another oppressively hot day in Shanghai. My good friend Ami was standing by a whiteboard in his Xuhui apartment, marker in hand, wide-eyed and excited as we went down the rabbit hole of possibilities. “Every talented designer should have access to good opportunities” “There could be courses to give new designers access” “It could turn the digital nomad idea on its head” “You could partner with co-work spaces” “The business could be a co-op!”This was in 2013. I’d been freelancing remotely for just over a year having left a fairly comfortable life in London’s design industry behind. My journey started in Brazil, led me through South America and 18 months later I found myself in China collaborating in this brainstorming session. Shanghai in 2013 felt like a city where anything was possible. So much was going on. Ami is a super-creative photographer with a smart mind for business. We met in a lift on day one and it didn’t take us long to start scheduling sessions like this. At this point in time I was hustling for remote clients, doing what I knew, which was branding and graphic design. It was the early days of web-enabled remote work and most of that hustling was being done on Elance and ODesk (later to merge to become UpWork). These early marketplaces were based on pitches against a brief, which inevitably descended into a soul destroying battle on price, often with rivals in much poorer economies. <h4>The problems</h4>There were two big problems with this as I saw it: <ol><li>It commodified design in the worst possible way</li><li>Collaboration was almost impossible</li></ol>I’d come from a design agency background. I was used to working on bigger projects with teams collaborating. Writers, designers, strategists, artworkers, illustrators, developers. Creators and builders of different types tackling big challenges as a collective. My goal was to unlock more freedom for myself, travel and adventure primarily at that time – but what good would that be if I couldn’t find work that felt valuable and inspiring? There were basically no serious agencies open to remote freelancing at this point, so I became obsessed with the idea of a ‘cloud agency’ (cloud as an idea was still pretty hot in 2013). An entity that would allow experienced and talented creative people to connect and collaborate in ways that a competitive marketplace like Elance could not. I was also conscious of the exploitative nature not just of the marketplaces, but also this idea of being a ‘digital nomad’ that I was pursuing. Much of that freedom myself and others were grabbing with our location independence was actually coming from taking our European or North American income into much weaker economies. Surely this technology and connectivity could also do the reverse and open up more affluent economies to those working outside of them. It could be a democratising force rather than an exploitative one. <h4>Iterating towards an agency</h4>From these early sessions, The Airborne Network emerged as an idea. I had lots of conversations, found collaborators, built websites, hustled as best I could at that time. But with very little resource behind me, it didn’t take off (pun intended). Chipping away at that idea over a couple of years did connect me with more and more like minded people and opened me up to exciting work opportunities with start-ups. This seemed to be the sweet spot at the time. US based tech start-ups were some of the earliest open to serious remote teams, so I spent time working intently in this world. Sharpening my UX/UI, building relationships, learning as much as I could. In the end this became the blueprint. The Airborne Network became Airborne Studio in 2017. Rather than complicate things trying to be a platform, I went back to the cloud agency idea and Airborne simply became a vehicle to take on bigger more collaborative projects, primarily working with tech start-ups, and utilising the network I’d spent the previous few years cultivating.<h4>Why Airborne Studio works</h4>With very little promotion we have grown steadily in that time, the scale of the clients and projects growing year on year to the point that ironically, we now also have a full time team supplementing the network in a beautiful office on Leeds Dock. Fear not, the majority of the crew remain impressively remote. Why does this matter to anyone but us? What advantage does operating an agency on top of a community offer our clients? It offers a lot, actually. The most obvious benefit to our clients is the range of services and adaptability we can offer. We have a tight group at the centre of our collective but a much wider secondary network. Members of the group will link people with particular specialisms as needed. This allows us to work on all sorts of projects, from emerging technologies like AI to Web3 and NFTs through to deep research and strategic work. We are able to pull together highly expert teams, already closely connected, around almost any creative or development challenge. It’s the superpowers our network provides that allow us to work at the intersection of strategy, brand, design and technology. On top of the availability of different skills, there is also a certain mindset that independent experts working this way have. Everyone in our collective is somewhat entrepreneurial. There is a start-up energy that runs through us, forged in the experiences we’ve had with clients and also establishing our own independent practices. This translates into a different type of experience for clients (or so we’ve been told). We tend to work very much as partners with our clients, very much as a result of the compatibility of mindsets – which is all born out of the way we’re set-up. Our unique combination of broad skillset, startup mindset and fluid setup allows us to trim away a lot of the fat other agencies carry. We’re not cheap, but we work lean. We don’t cut corners but we are able to adapt and work smart. All of us are highly motivated by the work that we do and we’re selective about who we work with (that is kind of the point of Airborne) – all of which allows us to get incredible results from many different scenarios. Was a result we can work with clients at different stages of growth and offer transformational impactFor those we work with the goal is allow everyone to realise that ambition I had a decade ago – freedom to control your own destiny and work on your own terms, along with access to motivating and rewarding work. The next step for us as we grow Airborne Studio is to formalise and empower this collective further. We have been working on this in the background, very much inspired by our work with several pioneering Web3 clients. More to come later this year. Watch this space. –If you’d like to be a part of our collective, email us at hello@airbornestudio.co or if you have a project you want to discuss book a discovery call <a href="https://calendly.com/airbornestudio/projectdiscoverycall?month=2023-03">HERE&gt;</a>

Building an Agency Around a Community

Airborne is approaching its 6th year this October, and as we reflect on our growth, we are setting our sights on an even more ambitious evolution. Our potential to help world-changing companies and teams is immense, and we would be remiss to ignore it. However, to expand our impact, we need to increase our visibility, which is precisely what we plan to achieve through our recent brand review and website update.Reflecting on our identity and the clients we work with has presented a stimulating challenge. Our team is design-led and strategic, with a heavy focus on brand and communication, yet we also excel in technology, designing websites, digital products, and even extensive software solutions. Despite this broad range of expertise, we have found that it does not limit our ability to focus. The real question is how we communicate our position.To gain a clear understanding of where we stand, we had to look back at our beginnings. Airborne has grown steadily and organically since its inception, allowing fate, opportunity, and the quality of our work and network to guide us. Of course, we have worked diligently on our business strategy and identity, but like many creative firms, client work can often consume our attention, and it is easy to overlook our own business.Airborne emerged from one man&#39;s remote freelancing, which established a foundation of location independence, collaboration, and community. Having transitioned from nomadic hustling to leading remote start-up teams, it is no surprise that Airborne’s work centred around remote teams, emerging technologies, and start-ups from the outset. While design was our primary focus, building an agency around a community allowed us to push the idea of multidisciplinary to its limits, without sacrificing our specialisation or becoming a &quot;Jack of all trades&quot; agency.We have curated our network meticulously, ensuring that everyone is experienced and an expert in their respective fields. Our team is well-connected, tried and tested, with plenty of cross-collaboration both inside and outside of Airborne projects. We have an extended network with teammates linking-in others as required, giving us team-forming superpowers and almost no-limit to our capabilities. As a tech-agnostic agency, we have not yet encountered a project too daunting for us to tackle. Formalising this group is part of our next stage of development.As we take time to reflect on our work over the last couple of years, it’s clear that we have carved out a unique niche at the intersection of strategy, brand, design, and technology. Our finely-tuned processes allow us to deliver expert work within even the tightest timeframes and budgets. Our true expertise lies in strategic thinking and planning, as well as precise execution. We pride ourselves on our ability to help clients define their needs as well as meeting them. This attention to detail and client-centric approach sets us apart.Thanks to our remote team&#39;s proficiency and our clients&#39; evolving needs, we expanded beyond just providing design services. As a result, we have become an end-to-end partner for many of our clients, delivering strategy, design, and build services. We are equally capable of working lean or taking on more extensive projects, catering to each client&#39;s unique demands.In the last two years we have:<ul><li>Fully rebranded several well-established startups</li><li>Created lean early stage branding for emerging startups and products </li><li>Devised, designed, built and tested MVPs and early stage products </li><li>Worked as a parallel innovation team to create experimental digital products using AI, machine learning and blockchain </li><li>Performed deep research and development into the NFT space on behalf of a tech client</li><li>Designed and built several large websites </li></ul>Our mindset serves as the cornerstone of our operations, setting us apart and enabling us to offer an extensive range of services while maintaining our commitment to our purpose. We have built our agency around community and collaboration, with over five years of careful cultivation. This approach has allowed us to develop a distinctive Airborne mindset, refined processes, and valuable expertise, making us incredibly adaptable to project requirements. It is our design-led, strategy-first DNA that allows us to build both brands and technology effectively, with a team of the world&#39;s most innovative designers and developers at the helm.It’s this end-to-end partnership approach that our clients value so much. Our adaptability, willingness and ability to apply strategic design thinking to endless challenges. Start-ups and founder-led businesses often share a similar energy. When we get together with the right clients amazing things can happen. More amazing is the mantra as we look towards the next 6 years. –If you’d like to be a part of our collective, email us at hello@airbornestudio.co or if you have a project you want to discuss book a discovery call <a href="https://calendly.com/airbornestudio/projectdiscoverycall?month=2023-03">HERE&gt;</a>

As Airborne approaches its 6th year we reflect on our growth and set our sights on an even more ambitious evolution. 

At the intersection of brand and technology

<nextjs-image-banner data='{"title":"ContentCal tube ads","image":{"src":"https://images.ctfassets.net/dcfa5jva49tl/24YrdjwDJpYHGU87gy7CCA/9963224f2a4c7bc5369b3485aebd3bc8/CC1_Full_width__tube_ad_spaces_x_3_.png","alt":"CC1 Full width (tube ad spaces x 3)","width":3257,"height":1830},"bleed":true}'></nextjs-image-banner>“Holy shit!” It was the first thing I could think to say. I was on a Zoom call with the team at ContentCal. As a key partner to the team, they’d confidentially just let me in on some news that was about to blow up. 

I felt thrilled for them. ContentCal was going to be acquired by Adobe. As a result, one of our most exciting creative projects to date would reach its conclusion, much sooner than expected. It felt bittersweet that it was ending. But I also saw it as a huge win — validating the branding work that we’d done. And of course, an amazing achievement for ContentCal.

So how did we get there? It’s the holy grail for so many of our clients. ContentCal had gone from a $6.2m seed round, to a serious acquisition, in just over 18 months. How had they done it? And what role (if any) did our rebranding and design work have to play?

After the exit was complete — and the dust had settled — I still had some questions. So I met with Chris Boddice (former ContentCal Marketing Director) to get his take on how it all happened.<h4>The backstory</h4>Before we jump back to the start of this story, here’s some context. I run a brand and digital design agency called Airborne Studio. We work with ambitious clients on a range of design projects. At the heart of our work is strategy, brand and storytelling (a buzzword, but the right one). We help clients transform the way that they’re seen and perceived; that usually starts with their perception of themselves. Our own story begins with one designer and his laptop (me) experimenting with digital nomadism. Hence: ‘Airborne’. 

A few chapters along and we’re now an agency formed through an international, collaborative and somewhat rebellious spirit. It’s a personality that gives us a real affinity with people doing exciting, innovative things with tech. We particularly love the energy of startups in their earlier phases of growth. That, for us, was ContentCal.ContentCal emerged as ‘Content Calendr’ in 2016 via a previous business — a social media marketing agency called ASTP. A media marketing platform that makes creating, scheduling and managing content across all channels simple, ContentCal was created as a response to their own challenges. And it was successful from the start.During their first year, the coveted ‘product market-fit’ was found. Seed funds were raised. Development was ramped up. And a talented team had formed around the project.

By mid-2020, Content Calendr was well and truly established, with thousands of active users. They had raised another $6.2m of seed funding. And things were getting serious.<nextjs-image-banner data='{"title":"CC Brand Dev","image":{"src":"https://images.ctfassets.net/dcfa5jva49tl/2h3KkUJt5VELwYX3nu5ESy/2ea8045c542966cb82e797550cdd645b/Slide_16_9_-_14.png","alt":"CC Brand Dev","width":3188,"height":1794},"bleed":false}'></nextjs-image-banner><h4>
The set-up</h4>With funding secured, the team found themselves under some new pressures from investors. Growing targets had been escalated, and the P in their KPIs was now under greater scrutiny. As is the way in startup life, almost immediately after securing their biggest funding round ContentCal urgently needed to focus on… funding. They planned to use their large seed round to propel them to a Series A within a year. There was recognition from their team and the board that a serious transformation was needed — to take a couple of giant steps forward. Their current brand just wasn’t cutting it. 

Their first big step? Enticing experienced Marketing Director Chris Boddice to join them. With a wealth of experience managing (and executing) successful rebrands, he was tasked with doing the same for ContentCal. 

We knew the business but we didn’t know Chris. He was in charge of appointing a creative agency for ContentCal’s rebrand. While I knew he was speaking to other people, I felt a buzz and warmth during our conversations and that we shared a vision. 

In the end, they chose us for the project. We were on the same page with it; more importantly, we trusted one another. <nextjs-image-banner data='{"title":"CC Brand Motion","image":{"src":"https://videos.ctfassets.net/dcfa5jva49tl/3nnbK9OS22BXk2Vu97BvqY/003c390c586ee6136d86930f693b2d39/CC_NewsV1.1.mp4","alt":"CC NewsV1.1"},"bleed":false}'></nextjs-image-banner><h4>
The project</h4>We were up against some ambitious deadlines. With three months to rebrand the business and redesign its website (which acted as the team’s main sales tool), we knew it was going to be a tough climb. So we immersed ourselves in all things ContentCal. The product, the people, the market. We explored their previous strategy work and audited all their existing materials. Through this, we created a strong story and brand position built on the idea of ‘Get Clear’. A core message that encapsulated all that ContentCal is about — a single source of truth that makes creating, planning, scheduling and posting content simple, easy, inclusive and intuitive. With a desire from within their team to retain some of the brand equity they had established, we thought carefully about the story their logo was telling. It spoke of planning, precision and calendar placement – but felt static and uninspired. ContentCal is much more than that and planned to go further still with moves into AI and automation. We experimented with ideas around artificial intelligence and a more dynamic, organic approach to moving data and messaging. Content that takes on a life of its own. This led us to the morphing shapes which became the foundation of the updated logo — and the catalyst for the identity system as a whole.And of course, ContentCal brings content to life. The morphing shapes that sit at the heart of the updated identity gave ContentCal a fluidity and sense of movement — one that connects and evolves. Layering around illustrations and photography, they showcased the depth of connectivity that ContentCal offers its users.Alongside this work, and informed by it, we redesigned ContentCal’s website. Post-launch, ContentCal reported an immediate bump in all key metrics — from visits, pages viewed, bounce rates and most importantly conversions. We hit the ambitious three-month target and produced some of our very best work. Within six months of the rebrand, ContentCal had secured their Series A funding. 9 months later, they were acquired by Adobe. <h4>The insights</h4>This project is one of my favourite success stories. It was brilliant to be involved with, creatively — but also, to see the impact that creative work had on ContentCal’s journey towards an exit. In reality, it took much more than a well-executed design. So what else contributed to its success.1. TimingContentCal decided to invest seriously in branding when others may have held off. With a decent runway — and big ambitions — they knew that it would pay off to articulate their unique value and personality. 

Looking back on it, Chris remembered:<nextjs-client-comment data='{"name":"Alex Packham","position":"Adobe Product Director","formerPosition":"formerly ContentCal CEO","comment":"Our partnership with Airborne was critical to ContentCal’s growth. Not only are they amazing brand partners, they’ve worked closely with us on bringing products to life. They are a rare breed. Working with them is an absolute pleasure."}'></nextjs-client-comment>ContentCal were very clear with us about what they wanted to achieve — and fully committed to the process. It allowed us to hone our approach and work efficiently. And it made our journey together fun and rewarding for everyone.2. PeopleThe first big win for this project was probably bringing Chris on board. He was experienced and entrusted by ContentCal to lead the project, which enabled new ideas to come to life.

The second big win? It was choosing Airborne for the project. But only because we were the right fit. We shared a similar energy, had great conversations and inspired one another.

Taking the time to appoint the right people is the key to success. In Chris’ words:“You need the right kind of creative partner to do a rebrand properly. It isn&#39;t transactional — your brand is the heart and soul of your business. You need a
creative team that can tap into that and express it in a way that you can&#39;t.” 3. TrustThe third magic ingredient: trust. Trust the decision makers in your team, the agency or designer you’ve hired and the big one — the process.

Letting go of control is a big step for a business, but can lead to some next-level results. The team really trusted us to do what we do best; the outcome was spectacular.
<nextjs-image-banner data='{"title":"CC Overview","image":{"src":"https://videos.ctfassets.net/dcfa5jva49tl/0CT4MQzdDhuo3OJEdfqhN/e704912172b9d352e67cc63b58df353d/CC_Motion.1.mp4","alt":"CC Motion"},"bleed":false}'></nextjs-image-banner><h4>The conclusion </h4>But just how spectacular? And how much of an impact did our work make on ContentCal’s journey? Did branding shift things significantly — or would it have happened anyway?It’s hard to quantify, but Chris was certain it played a big role.He said: “We stood out to everybody that we needed to. Customers, influencers, industry experts.. The people that mattered. Without having a strong brand, it&#39;s arguable that we wouldn&#39;t have stood out enough, no matter how much we invested in other areas of the business.” When the timing is right — and you trust the process — branding can be a galvanising, transformational step. Chris broke it down:“For us the rebrand was a catalyst for our growth, the whole business fed off it. I think many companies get this very wrong, at all stages of a businesses lifespan. But I would confidently say that we got it right and kudos to everybody involved.” In this instance, the stars aligned. The rebrand worked as a motivating project for the whole business and gave the team an injection of confidence — which reflected back into the brand. They bought into the process and it paid off. Of course, there’s no secret formula for a successful exit. Branding alone won’t create that kind of value in a startup. But stories like that of ContentCal show how, when done well, branding can act as a catalyst; one that takes businesses to a whole new level of success.<nextjs-image-banner data='{"title":"Adobe X CC","image":{"src":"https://images.ctfassets.net/dcfa5jva49tl/5chWYVTmXKC7T0idwtV2ip/8d14bf9e2900dbdb6ff6815a2abffe1c/AdobexContentCal.png","alt":"Adobe X CC","width":3188,"height":1798},"bleed":false}'></nextjs-image-banner>

News

Building an Agency Around a Community

At the intersection of brand and technology

Can a rebrand accelerate an acquisition?

News

Building an Agency Around a Community

At the intersection of brand and technology

Can a rebrand accelerate an acquisition?