What happens when someone actually cares whether your people feel heard.
THE SITUATION
Most internal communications exist to inform. The best ones exist to connect.
Club Penguin — at the time one of the most beloved children's digital platforms in the world, operating within the Disney ecosystem — had a team of talented, creative people doing genuinely meaningful work. What they needed was someone who could bridge the gap between the people making decisions at the top and the people doing the work at every level below. Not through announcements. Not through policy updates. Through the kind of honest, creative communication that makes people feel like they belong to something real.
We were initially brought in to produce an internal video. What happened next wasn't planned. Blair saw a gap — between what leadership was trying to communicate and what the team was actually experiencing — and he built a role around closing it. The studio went on to be recognized as one of the best places to work in Canada.
THE APPROACH
What emerged inside Club Penguin wasn't a communications program. It was a culture practice. A set of habits, formats, and creative approaches that gave the executive team a genuine voice and gave every person on the team a genuine reason to listen.
The work required something that no brief can specify and no agency can deliver from the outside: the ability to sit with a leader, understand what they actually care about and what they're afraid to say, and help them say it in a way that a real person on their team would actually believe. It also required understanding the team — what they needed to hear, what would ring hollow, and what would make them feel seen.
WHAT WAS DELIVERED
An ongoing internal communications and culture practice — video formats, executive communication frameworks, and creative systems that made leadership visible, human, and trusted. Co-creation of the Employee Engagement department for a studio recognized as one of Canada's best places to work.