Program Management of Global Brand Relaunch
We were asked to support the WTA Ventures team by developing and executing an operational plan for the complex brand launch within 90 days. This included coordinating activities and messaging across departments and aligning initiatives leading up to the global launch.
The Approach
Our approach started with 1:1 interviews to gain a deep understanding of each departments’ requirements, dependencies, questions, and capabilities across brand, marketing, PR/communications, tournaments, merchandising, player marketing, digital/social, and partnerships and then using this knowledge to develop a comprehensive strategic plan to guide the global roll out of the brand.
The Strategy
We were able to drive outcomes for the WTA brand team by quickly aligning stakeholders to a unified vision and set of goals, and streamlining progress tracking through our custom program management systems. The processes and workflows we implemented through this project were designed to empower the marketing team to execute future large-scale initiatives with organizational tools and strategies to enable success.
The Results
In three months, we managed over fifty initiatives across multiple teams including forty real-time tracking of strategic initiatives, crafted brand messaging for players, tournaments and sponsors, mitigated potential risks, and optimized planning to distribute 100+ assets across partners and players for the brand launch.
Our strategic planning, collaboration framework, and support allowed the WTA brand team to focus on delivering for their stakeholders and executing their key initiatives with support from Building3.
Strategic Advisory for Executive Team in Milestone Year
We were asked to support the Co-CEOs of Shine Global to help them reach key priorities as they celebrated their 20th year of operation.
The Approach
Shine Global, a nonprofit media company with a mission to transform children’s lives through film, asked us to support the Co-CEOs of Shine Global to help them reach key priorities as they celebrated their 20th year of operation, focusing on increasing donor engagement, enhancing sponsorship materials, streamlining their event blueprints, and developing robust planning practices for film impact campaigns. As we worked together, we recognized that their challenge wasn’t process—it was finding the space to maintain creativity and innovation with limited resources in a shifting film industry.
The Strategy
With this in mind, we worked with leadership to expand capacity and drive toward their mission by aligning their activities with their brand promise and connecting Shine Global to value-aligned partners who could help them achieve their priorities. This work included creating new marketing language and positioning for sponsorship decks and film collateral; developing a blueprint for large scale initiatives, where groups of aligned leaders could provide oversight, resources, and accountability for future impact campaigns; building new planning workflows for events, donor management, and impact initiatives to fuel efficiency; and providing coaching and strategic feedback to support Shine Global’s storytelling and brand expression as they begin their next 20 years.
The Results
Our work alongside Shine Global created the space necessary to drive meaningful results—a successful launch of their 20th Anniversary Gala Dinner, a new positioning for sponsorships and donors, a strategic approach to film impact campaigns, and a partnership framework to leverage shared goals to drive toward greater outcomes.
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Sponsorship Program Development for America's National Ballet Company
We were asked to create a comprehensive sponsorship offering to support the ABT Partnerships Team in accomplishing their strategic partnership goals.
The Approach
American Ballet Theatre (ABT), one of the world’s premier ballet companies, engaged Building3 to create a comprehensive sponsorship offering to support their strategic partnership goals. With limited internal resources, ABT sought support to translate the key components of their offering into a scalable suite of opportunities for brand partners. Building3’s approach started with mapping internal needs, gaps, and opportunities across sponsorship, marketing, events, and education, then building a foundational strategy, toolset, and sales resources to support sponsorship growth at scale.
The Strategy
We analyzed the ABT brand and programming, along with past sponsorship engagements to identify the best positioning and messaging for the numerous and varied partnership opportunities that exist. This included data and analytics on audience numbers and demographics, social media following, and brand values to create alignment opportunities with future partners. Then we consolidated our findings into a sponsorship presentation and iteratively expanded the presentation in conjunction with the ABT sponsorship team. We also created a sponsorship tracker to provide an organizational tool that gives visibility into all opportunities and allows the sponsorship team to easily communicate across the organization, increasing efficiency and collaboration.
The Results
We streamlined ABT’s sponsorship efforts by creating a master sponsorship deck, consolidating partnership opportunities across digital content packages, performance and post-performance event packages, gala sponsorship, and a custom experience opportunity, setting pricing levels and incorporating key data and analytics to attract value-aligned brand partners. To support the internal partnership team, we created a series of brand-specific proposals, a custom CRM opportunity tracker, and sponsor templates to ensure future deals could be generated efficiently and consistently—empowering ABT’s small team to execute their goals.