At the end of 2020, I received a phone call that changed everything for the better. It was Cláudio Martins. He called me to ask whether I would be interested in working for a company that wanted to launch a home delivery business in the middle of the pandemic. They needed everything: branding, advertising, merchandising, a website, social media, communication, among other things he could not quite specify. I said yes.
As a child, when I was 13 or 14, I used to spend my Saturday mornings washing car windscreens at the traffic lights near “Casa Helena”. I made quite a lot of escudos through hard work. I bought a Lightning Bolt bodyboard bag. Inside that bag, I carried my board, wetsuit, towel, flippers, lunch and belongings. It made it easier to catch the bus that way. Everything in one place. I remember feeling a sense of inner pride, something very personal, about my work. It was there, at that time, that I began to understand that through work, we can achieve our goals. Some of them, at least. It was a very good feeling. And around that time, give or take a year, I also remember a unique episode in my life. I am not a gambler. I never have been. I think my parents raised me to be wary of gambling. Of the danger of entering that vicious cycle of believing that we are going to win easily, while putting everything at risk. Losing or winning are two very different outcomes. And I am also very proud that I have never become addicted to gambling. But, as I mentioned, there was one unique episode that happened to me and was never repeated. On one of our family trips to Spain, my brother, my parents and I would sometimes play those money machines that are so characteristic of that country, usually in a café or restaurant. I believe that, at the time, they worked with 50-escudo coins. Both my brother and I would put in two or three coins, our limit, and try our luck. It was during one of those moments that I won 13,000 escudos with a single 50-escudo coin. Thirteen contos were thirteen thousand escudos. The equivalent of around €65 today. But at that time, it was a fortune. It was a lot of money. I remember celebrating. Shouting. Feeling that, out of nowhere, I had won a “fortune”. And with that money, I bought something that, by comparison, would have taken me many Saturdays of washing car windscreens to afford. I put a lot into perspective at that time.
Cláudio’s phone call was like hearing the gaming machine make that sound and watching the coins rain down the tray and onto the floor. It was an absolute gift, without me even realising what was happening.
At that point in the year, although B16 was growing steadily, having Nuno and João meant more monthly expenses. Our Clients normally pay within 30 days. You have to sow before you can reap. And I remember that, for some time, I did not pay myself a salary at all. The company and its costs came first and, if there was nothing left for me, I simply did not take a salary. That happened for several months. Quite a few. To make sure we did not run out of money at home, I had to sell furniture on Facebook Marketplace*. I took several photographs, spoke to a few people and gradually put aside a few euros here and there. It is still a good way of generating liquidity. And there are times when that is simply how the process works. If there is nothing, there is nothing. But the future was beautiful. I just did not know it yet. And at no point, even with a broken hand, did I feel that B16 was going to collapse. On the contrary, it was a kind of survival mission mixed with pride. It had to work. I knew it. But let us take it slowly. One thing at a time.
Cláudio made that phone call and then passed my contact details on to someone who called me shortly afterwards. During that first phone call, I was asked a series of questions focused mainly on trying to understand what we did for MAR Shopping Algarve; how long we had been working with them; which other Clients we had; what our technical capabilities were; and so on. I answered every question calmly and confidently, sitting inside my car, parked on the side of a road somewhere.
That same person I spoke to on the phone, who I later discovered was the company’s legal representative, arranged to meet me later that same day. If Cláudio’s phone call had taken place in the morning, this meeting would happen just a few hours later, without any planning or prior notice.
I have worked in other countries, for large companies, with a different pace. In Portugal, we have a habit of scheduling meetings, conversations and appointments for later. In my experience, people who make things happen do not have time to waste. It is now. If it cannot be done one way, it will be done another, but it is now. That was what I felt from the phone call I received and it was that sense of urgency that made me stop and focus on the opportunity that had suddenly appeared in front of me.
I had things to do that day. I no longer remember what they were, how many there were, who they were for or who they involved, but I know I had them. I rearranged my responsibilities and priorities within that day’s schedule. I went home, had a shower, put on a blazer and prepared myself for the conversation. The meeting place was still some distance from Faro. I still had the journey ahead of me. I got ready and headed towards my destination.
I remember agreeing on a specific time. I do not remember exactly what it was, but I am going to guess it was 5.00 pm, perhaps. And at 4.58 pm, I received a phone call asking where I was. I was apparently late. I was stunned and slightly panicked. But because I was already very close, I arrived at the location three or four minutes later. It was tense, but at that precise moment I understood how important punctuality, one’s word and commitments were to this potential Client. I arrived, parked the car, got out and was greeted by a woman who took me to the company’s main office. The moment I walked in, it all clicked.
I was introduced to the General Director of the project, Mr X. He took me into Mr Y’s office, the investor, managing partner, the owner of everything that was happening there. Both were foreign nationals, more specifically from a country in Eastern Europe, which is not important right now. What matters is that we only communicated in English. I entered an office with a desk and two leather armchairs. Two large sofas, where I sank deeply, with absolutely no way of positioning myself defensively. You had no choice but to disappear into the sofa. To be swallowed by it. That was how big it was. I greeted them both, but only Mr X asked me questions. I answered carefully, respectfully and without any kind of nervousness. I felt confident. They were about me, my professional experience, my past, my present and my future as the person responsible for B16. I answered every one of them. Some about this, others about that: how many years have you worked with MAR Shopping Algarve? What kind of services do you provide for them? Have you ever worked in retail? Which brands have you been involved with throughout your life? What did you do before starting this company? Do you have a wife? Children? What do you intend to do in the future? Among many other questions that gradually gave me an involuntary stiff neck, as I was sinking into an armchair bigger than me while Mr X was sitting exactly 90 degrees to my right. Always in English. Mine complex and elaborate, his simple and measured. I kept answering. Until, suddenly, Mr Y interrupted us and said, in perfect American English: “OK, I’ve heard enough. I’m convinced. We want to launch a home delivery business for alcoholic drinks and other products at the beginning of next year. We have approximately 45 days to get everything out there. We need a marketing and communications partner to make it happen. We are currently finishing the work on the warehouse, building the team, acquiring vehicles, and we urgently need the branding and all the necessary communication. The website is being developed in another country. We have 24-hour access to the prototype as it is being developed, and we want you to present us with an investment proposal that will allow us to do what needs to be done in order to launch our service in the Algarve market. Are you interested?” I was stunned by his perfect English, his ease, the connection I felt and, in fact, I even felt that we could be friends. That feeling is very rare for me, but it happens. And it happened with Mr Y. I told him that I had a few questions in order to better structure the proposal, and Mr X replied: “I am 100% available to answer anything you need. Tomorrow, at 9.00 am, we want you to present your investment strategy here, again.” And there it was: if it had not been for my previous experience, I might have pushed back, saying that I needed more time, different conditions, and so on. But I did not. I confirmed. I said: “Yes, confirmed. I’ll be here tomorrow to present my solution.” They nodded, said goodbye and that was that.
On the way back to B16, I kept thinking about every detail of that surreal moment. The box of Cohibas; the gold ring; the Lexus at the entrance; the number of people working in a recently acquired warehouse; and the carnivorous armchairs we had been sitting in.
On the way back to B16, I kept thinking about how strange that encounter had been; that meeting; that request for a proposal. About how I had submitted myself to two people who wanted to launch a home delivery service in the Algarve from absolutely nothing. What would need to be done for a market confined to their homes to have access to that service in a simple and convenient way? What kind of channels would be needed to communicate it? What kind of messages? What other services might already exist on the market? What would it look like? What brand? What name?
On the way back to B16, I kept wondering whether I would have enough time to present what they had asked for, with quality, precision and usefulness. I also wondered whether there was any hope at all that the work would be awarded to us. Where would that opportunity lead?
The journey from Benfarras/Boliqueime to Gambelas was quick. I arrived at the office and everything was already closed. Nuno and João had gone home. I went in, put my things down and went outside for a cigarette while thinking about what I was going to do next. I called Rute and told her that I needed to work late. I went back into the office and started my brainstorming session.
…
More than five hours passed. When I looked around, I was surrounded by papers on the walls and a simple Excel spreadsheet, with columns for the item or service, frequency, approximate cost and implementation priority. I did everything. I included everything. Every type of service I considered relevant to leverage the business. A complete marketing mix strategy that included different ways of operating through: local radio stations, regional newspapers, relevant magazines, a complete network of mupis and billboards, advertising on ATM screens, banners and posters in appropriate locations, different types of transport, a complete digital marketing package, including SEO, newsletters, social media, content production, direct one-to-one marketing, public relations, press, promotions, brand activations, merchandising production, a brutal focus on CRM, among other ideas that formed part of the sales funnel I designed for that business. I suggested names of suppliers, partners and influencers. I suggested phases of implementation and investment. I suggested phases of development. I suggested teams, people and requirements. I created a complete schedule. I put everything on a single sheet. In a single table that I printed three times.
I took photographs of the office, turned off the lights, locked the doors and put my bag in the car. I lit another cigarette and tried to think of any possible flaws in my plan. I could not identify any. I put the cigarette out in the ashtray. I got into the car and went home. When I arrived, I exchanged a few words with Rute and felt good about what I had done. I think I then collapsed in front of a film.
The following day, I drove back to Benfarras to present my idea. I arrived 15 minutes before 9.00 am and was offered a coffee in a plastic cup. I stood outside drinking it and smoking a cigarette while listening to people speaking languages I did not understand. Shortly before the agreed time, Mr X came over to me and said, in broken English: “It’s time. Let’s go in.” And so we did. We went back into Mr Y’s office, where he greeted me and led me into the meeting room. He closed the door and, without any delay or preamble, asked me: “So? Did you think about what I asked you? What do you have to present?” I replied by placing the three copies of my A4 sheet on the table, one for each of us. At the bottom of the table was a number. Approximately half a million euros. I thought the first question would be about that. About the number. But it was not. The silence remained. And they both analysed my table in detail without saying a single word. After a few minutes of silence, they exchanged three or four sentences in that language I did not understand. Mr Y asked me: “Is this your strategy for our business? Tell me, in a few words, why did you choose this and not something else?” I answered as best I could. Simply, calmly, confidently. I even told him that the figures could vary depending on the prices being charged at the time, the partnerships we established and the possibilities for negotiation because of the pandemic. Any business could be bought more cheaply at that time, and that could be an advantage, depending on our ability to negotiate. He stood up, shook my hand and said: “OK, I understand. I’ll think about it.” And I was once again escorted back to my car. Before 9.30 am, I was leaving the warehouse and heading back to the office. I drove through the entrance gate, turned on the music and lit another cigarette. As I was driving towards Faro, thinking about what had happened in that meeting, I received a call from a number I did not recognise:
– Bruno? Are you there?
– Yes, who is this?
– It’s Mister X. Welcome on board.
– Sorry, what?
– Welcome on board. We’ve already decided. We want to work with you. What are the next steps?
– Ah… hum… aa…. Mister X, I will send you a formal e-mail right now with the budget, the deadlines and a suggestion of the following steps, is this ok?!
– Yes, ok. Bye.
I called Rute. I explained to her over the phone what had happened. She was happy and wished me good luck with the work. I arrived at the office, spoke to Nuno and João and explained to them what had happened. They were happy too. We met and tried to anticipate what was underway and what needed to be done. João would take care of this, Nuno would take care of that, when you need that other thing, tell me. Good work. And I put my headphones on and got down to work. I wrote the email as I had promised. I suggest this and that. On this day and those days. I pressed send and opened my notebook. I started writing, sketching, drawing. I started outlining who I would work with, how, in what way. What the deadlines were, what the biggest difficulties were, what the greatest challenges were. I spent about two hours on this, completely immersed. When I went back to the computer to “send/receive”, there was an email in my inbox saying: Dear Bruno, we agree with everything. Please find attached the service agreement to be signed until the end of the week. Please give us your feedback. And that is how you teach Portugal how to work. Full stop. Any situation like this in Portugal would take centuries to resolve, close, contractually agree and formalise. Here, within a matter of hours, it was resolved.
In less than 24 hours I had met with the Client, received a request for a proposal, put together a budget, obtained the formal award and received the draft employment contract. Incredible.
The “hot potato” was now on my side. I printed the contract, read it from beginning to end, sent it to my lawyer with my notes and asking for an urgent conversation. I opened PowerPoint and started drawing up the action plan in a formal document. I worked tirelessly until 6am the following day. I went to bed for a few hours and returned to the office. I continued with the action plan and scheduled a conversation with my lawyer at the time for that same day. It was a simple, quick, straightforward conversation. Add this, remove that. Pay attention to this. Everything okay. Simple. The contract was fair to all parties. I made my amendments to the document, finalised the action plan, prepared the invoice for the contract award and sent everything in a formal work email.
In less than 24 hours I had replied with my notes on the service agreement between the parties, the action plan and the invoice for the contract award. I was dead tired, but I had got rid of the “hot potato”. I remember it as if it were today. It was a mission. To give everything within my reach to impress the Client. I went to bed in the middle of the afternoon. I was exhausted.
I was woken by Olívia and Rute. It was time to go for dinner. We went out to eat as a family and, after Olívia had gone to bed, we went outside into the garden to have a cigarette and chat for a while. We had a wonderful garden at our house on Rua Pedro Nunes. We loved being there. Even on cold days. I no longer remember what we talked about. I do know that we always talked about everything. It is one of the qualities of our relationship. We talk about everything. Always. When we don’t talk, that is when problems arise. But when we talk, everything goes well. And that night we talked about various things. In the middle of the conversation I looked at the time on my phone and saw the alert from my inbox. One unread email. I opened the email and found a reply from Mr X to my email, with proof of the bank transfer made that very same day and information that two or three days later I would have to present that document at a meeting specifically for that purpose. I no longer remember whether there was a weekend in between, or something like that. I don’t recall. I replied that yes, and celebrated with Rute.
You wanted fruit? Suck it!
Incredible.
Professional.
Dynamic.
Exemplary.
When I arrived at the appointed time, the warehouse and the premises looked like completely different places. Brutal. Everything painted, renovated, tidied up, inside and out. Computers, more people, more offices, shelves, lines, loading bays for deliveries, a whole host of new things that had not been there when I had first visited. This was serious. This was no joke. In the place of the Lexus there was a convertible Ferrari. I don’t remember the model. I never understood much about these things. Little red one, that one, from the brand, but convertible, small, beautiful. Portuguese registration plate. Next to other top-of-the-range cars, but a level below. BMW, Mercedes, among others. Unconsciously embarrassed by my Dacia, I parked next to one of them. I received my punctuality coffee and stood outside smoking my cigarette, just as I had done last time. Mr X, with the first smile I had ever seen on his face, greeted me excitedly and enthusiastically. We talked about trivialities until I put out my cigarette and he invited me inside. I realised there was a different kind of respect. When I entered the meeting room, I saw a table laid out with food, with 7 people around it. I was introduced to all of them. Each with their own responsibility: finance, legal, procurement, technology, human resources, and the two Mr X and Y whom I had already met the last time. After the proper introductions, they asked me to present the action plan I had sent by email. I switched on my computer, connected the HDMI cable and waited for it to display a signal. My computer was already old. Very old. It was already a good 8 or 9 years old. But it was mine. I had bought it myself, in other times. It was what I worked on and I liked it very much, but it was a little slow. We all waited a few minutes until everything was operational. As soon as the document opened, I presented it calmly and answered the questions they put to me. Then there were recommendations, notes, requirements, warnings, wishes, intentions. I noted everything down in detail. This matter needs to be dealt with with that supplier, that other matter requires that person to be involved, regarding the other matter we must not forget that detail, among myriads and myriads of details. Everyone was focused on what was being prepared and developed there. I had the feeling that everyone understood and appreciated the plan. Together with all the inputs, it was my job to improve it and finalise it accordingly. In that very same meeting we signed the copies of the contracts between the parties in person. Each person kept their own copy. They showed me the warehouse. They explained to me how it would work. I felt good and had an urgent need to get to work and deliver results. That is what I did. I went to B16 to try to move things forward as much as I could.
I worked relentlessly with the aim of invoicing quickly. The moment that I and B16 were going through was something to be seized and squeezed until there was nothing left. With Nuno and João focused on the productions for MAR Shopping, Infralobo, Designer Outlet, Nascer Prematuro and content for B16 itself, I was 100% focused on ensuring that all this work was developed with the utmost professionalism possible. With quality. With uniqueness. Originality. Differentiation. It was a unique opportunity. I knew it.
I spoke to Marcelo Souto several times. Almost every day. I remember having him very much on my mind. I needed him and his magic. How do you create a brand, a communication strategy, a complete communications service for an alcohol delivery company in the middle of a pandemic? How do you start? What do you do? For which audience? For which demographic? In what way? We talked about everything. At that time there was no Artificial Intelligence. Things were different. We researched, looked for references, did hard work to understand where to start. We needed to understand people’s habits: who do they drink with? How do they drink? What do they drink? In what circumstances? Why? What would they think of a service like this? We needed a focus group to whom we could put questions and who could give us answers to guide the direction we should take. Then we spent a long time looking at references from the United States, Australia and other countries where this type of service was already underway. We found various answers, but we continued to have doubts about its implementation and the sales volume required to find an interesting business opportunity. Then we moved on to the good part: form, colour, naming, concept, vision.
In parallel, I contacted all the media organisations, all the suppliers, all the partners necessary to implement the entire strategy we had defined. In direct contact with Mr X every day, I scheduled meetings, working sessions, ways of resolving this or that detail that was not in line with the plan I had initially outlined or with the suggestions received at the meeting we had had with the whole team.
I wrote hundreds of notes. I wrote down an immense number of details, warnings, needs, critical points, details. I was 100% focused on the project. And, from time to time, we suffered the consequences of the pandemic rules. Sometimes I could go there, other times we spoke on the phone or in online meetings. We were all focused on everything. We were a team.
I no longer remember how many days had passed since the last meeting where I presented the plan. It had only been a few days. 2, 3 or 4 at most. Everything was being done at a breathtaking pace and with an incredible daily rhythm. We would set objectives in the morning, talk around lunchtime and again at the end of the day. There was no messing about there. It was serious. And whoever did not deliver was called upon to justify themselves. I remember that when I returned, one of the people I had met during my visit was already gone, two or three days later. They were not suitable. Things were being done properly there. There was no messing around. On that return of mine, once again following the ritual of coffee and cigarettes, there were already conversations between everyone. Jokes were already being told. Difficulties were already being shared. Progress was already being discussed. There was already a growing atmosphere. I felt that I was becoming part of a team that, every now and then, would speak in a language I did not understand, but made a point of making me feel part of it. We entered the meeting room. Good morning. Welcome. And, out of nowhere, one of my colleagues handed me a cardboard box wrapped in gift paper. I was perplexed and looked everyone in the eye. I heard laughter. I looked at Mr Y. He smiled at me and said: Next time don’t take too much time connecting it to the television. And… I… not understanding, as I opened the wrapping paper, was left speechless by a top-of-the-range LENOVO Legion, with all the necessary accessories and even a shoulder bag. There it was, an incredibly powerful machine. A brand-new laptop, just for me. Free of charge. The machine I still use to work today. Precisely 6 years ago. Incredible. I was humbly overwhelmed by the magnitude of the organisation. I felt that if I gave everything within my reach, I would be rewarded and motivated easily through the financial means of Mr X and Mr Y. It was their way of thanking me for my involvement up to that point. Brutal. They literally had me in the palm of their hand. I was completely psychologically possessed by that gesture of accepting the machine. But I accepted it. I smiled. I thanked them. And I am still immensely grateful for the gesture and the consideration to this day. I think it was a very fruitful interaction between everyone. We went back to work and, once again, always on the right path. Everyone was pleased with what they were seeing. Always very attentive and motivated. With questions, suggestions, ideas, a desire to add value. I loved this phase with this Client.
B16’s relationship with this Client was divided into three major phases: the first, defining the business, its strategy, its positioning, its communication and its entire marketing component; the second, executing the brand and the visual concept; and the third, a fixed 12-month retainer aimed at implementing the entire strategy previously defined. Within two weeks we were already working on the second phase – a stage that normally takes us 2 to 3 months to develop and present in full. There, we were doing it in record time. We had to present a solution by the end of the year, before the beginning of 2021. It was extremely important. And that is what we did.
We negotiated media, prices, objects, quantities, items. We made an enormous amount of money in that negotiation process. Everyone did. The Client because they paid MUCH less than originally expected, and B16 because we earned a commission on every sale made. I remember buying more outdoor advertising, for longer, across larger geographical areas, for half the price. Everything was bought in bulk. The discount was substantial. And that happened with everything. With the shirts, waistcoats, notebooks, coolers, pens, bags. Taxis, buses and minibuses. Mupis, ATMs, banners, posters. In digital, it multiplied exponentially with Dengun coming on board. On radio, in newspapers, in magazines. Everywhere. The process of bringing in partners and purchasing was incredible. We did an enormous amount in a very short time. I am very proud of how much I gave. And of the way Mr X worked with me. We made a brutal team. I would pre-negotiate, he would “kill”. Good times.
The only situation that caused some concern along the way was the online platform itself. Both the website and the app. Both were behind schedule in relation to the timing initially planned for their launch. In any case, we were focused and those two technological tools were not our responsibility.
The days went by and we reached a conclusion. We had already developed a name, a brand, a logo, a slogan, a rationale and a concept for this new home-delivery drinks service. We already had visual mock-ups for everything: outdoors, mupis, website, app, merchandising, printed advertising in newspapers and magazines, visual approaches for digital, advertising for taxis and buses. A lot of stuff.
We scheduled a presentation for the week of Christmas. There I went, following the same rituals, to the same room, with the same people. I presented everything. Everyone was somewhat pleased, but not very much. I felt that we had given everything. Marcelo and I had delivered every technical capability we had to surprise that Client, but the result was not what we expected. Our expectations must have been too high and were completely destroyed by the half-smiles, the bittersweet reactions, the lukewarm displays of enthusiasm. We expected shouting, fireworks, joy. Perhaps it was a cultural thing. In the middle of the presentation, there was a lot of dialogue in that language. And I did not understand a thing. When I finished the presentation, Mr Y said to me: Thank you. We will Think about it. We will talk soon. Bye.
I left Benfarras with a feeling of relief because I was going to spend Christmas with my family, calmly, with the possibility of getting some rest. I left slowly. I messaged Marcelo on WhatsApp, who was also somewhat sad. And so it was. We entered Christmas with that feeling of a mission half accomplished. That feeling of not having achieved the objective. That feeling of having stopped halfway.
Mas fui para o meu Natal em família. Maravilhoso por sinal.
On Saturday the 26th, I received a phone call asking if I could be there on Monday at 9am. I said yes, without understanding what I was going there for. But we had a contract signed between the parties and I was not in breach of it. Quite the opposite. So I went there on Monday and, when I sat down in the chair, after those rituals, this time in silence, Mr Y said to me: Listen, Bruno, we are not gonna do Saluto. We loved your donkey. Everything is great. But we are not only seling drinks now. We are selling everything. It’s a supermarket now. Online. 24/7 in all the Algarve, with no delivery fee. Soo, please change it to a Super donkey please. And because this is an express service, maybe call it Super Express. Make this quick. We don’t have too much time. And when I looked at the rest of the people, I seemed to sense a relief in their expressions, as if they were saying: “Right, so we’re no longer the only ones in the shit having to solve this warehouse space problem, operational functionality, new suppliers, new prices, a list of items that is going to be multiplied by 20 or 30 times the items originally planned, the product distribution menu planned for the website and app. This young man also has to sort out all the branding he has been developing. Hahaha!”. And I think we all returned to our initial complicity of: “You’d better get your skates on or you’re going to be dragged out by the scruff of your neck”. I left there completely electrified. Fired up. Not knowing how to break the news to Marcelo, who was going to lose his mind. All that work thrown out of the window. But perhaps not.
I took precautions. I called my Friend Eduardo Veríssimo and asked him to recommend a creative who could help me take on this project. It was the day I first met Ivo Machado. I called him straight away, arranged a working meeting with him, sent him everything I had and established a relationship with him that lasts to this day.
Ivo is something else. Autistic, even. Ivo Machado is one of those creatives who came from the old school of brutal Lisbon agencies and who is from Albufeira and chose to live in the region, by his own choice. He works with all or almost all of the agencies in the region and in other parts of the country. Ivo is an incredible creative. Ideas, answers, absolutely amazing solutions just come out of nowhere. He is a hell of a professional. And I did not yet know how to work with him at that time. We started from where we were, with Marcelo and me. There were three of us involved in that mission. And that is what we did. We created a team that was united from the beginning. Ivo worked with Marcelo, Marcelo worked with me and Ivo, I worked with Ivo, it was a cycle. A trio. Very strong, as it happens.
This chapter closes 2020.
A very difficult year, as I have had the opportunity to mention.
The next chapters will be about a new year.
About the second half of B16’s History.
About a completely different era.
I find it interesting when I hear someone making projections for 2, 3, 4 or 5 years; or even more. It is incredible how abruptly our business changes shape. So quickly. So far up and so far down, just like that, in the blink of an eye.
In 2020 I went from very good to terrible; from average to extremely good; from almost going bankrupt to a resident team of 4 people; from the studio in my father’s house to an office at Celfil; from one fixed Client to almost a dozen one-off projects and a hefty retainer from a brutal challenge that may well be the Agency’s first major award for work.
The year 2020 still had time to send us an email informing us that our application to the +CO3SO programme had been approved…
This chapter closes 2020.
A very difficult year, as I have had the opportunity to mention.
The next chapters will be about a new year.
Where a lot of quality work was delivered.
Where we became obsessed with donkeys.
Literally.
Where the course changed.
Completely.
