How This Canadian Agency Went From a Start-up to the Cannes Innovation Lion Shortlist in Two Years
In just two years, Canadian agency Angry Butterfly has achieved metamorphosis, transforming from a start-up run by three former DDB Canada leaders into a full-fledged creative force, capable of delivering everything from research to production. Proudly independent, strategic, and agile, the agency strives to help create transformational shifts for its clients, determining what needs to be shifted, and how it can best be achieved.
In part, this is accomplished through the agency’s elite strategy team, which is not necessarily built from traditional creatives, but rather, PhDs in the likes of anthropology, archaeology and mathematics… and naturally, insatiable curiosity. Whether they’re solving problems, creating persuasive social-first strategies, or working at the speed of business and culture (yes, they’ll actually understand the meme that blew up this morning), it all comes together beautifully, as evidenced by the agency’s recent placement as a 2023 Cannes Innovation Lion shortlist contender - one of just 19 worldwide.
To learn more about all of this, as well as the ‘Bill it to Bezos’ campaign which achieved such a buzz, LBB’s Josh Neufeldt sat down with partners Erin Kawalecki (chief creative officer), Graham Candy (chief strategy officer), and Brent Choi (chief executive officer).
LBB> Please give us some background on your history! How did Angry Butterfly get started?
Erin, Graham & Brent> We all started out on the leadership team at DDB Canada. During that time, we formed a bond of mutual respect and admiration, and just really liked working together. Then, an opportunity presented itself to come together to service a couple of great clients, and in turn, start our own agency. The rest, as they say, is history!
LBB> Where did the name ‘Angry Butterfly’ come from, and what does it mean to you?
Erin, Graham & Brent> ‘Butterfly’ is a word we all loved for a couple of reasons. First and foremost, there is no other living creature that goes through a more dynamic transformation during its lifetime, and transformation is what we promise our clients when they work with us.
Secondly, the ‘butterfly effect’ is what great advertising really creates.
Finally, the ‘Angry’ represents our passion for ideas, and dissatisfaction at the concept of settling for what’s always been done.
LBB> Notably, within two years of opening, you’ve gone from a start-up to one of the 19 global innovation shortlist members! Congratulations! What does this recognition mean to you, and to what do you attribute this success?
Erin, Graham & Brent> Our ‘Three As’: ‘Anthropology’, ‘Artistry’ and ‘Agility’.
Beyond that, and not to sound too cliché, all of it is possible because of our people. As a start-up, we were able to handpick each team member because of their specific skills, backgrounds, and attitude, to reflect these values.
As for what it means, being recognised in one of the toughest categories of the highest profile creative award show is incredible for us! We didn’t need this to feel good about our path for the past two years, but it does make it all that much sweeter. We’ve built our agency on being non-traditional and pushing forward with ‘modern’ marketing, so the plaudits in the specific category are great reinforcement.
LBB> As part of this, you staffed your strategy team for data and innovation, ahead of revenue. Why was this important to the agency, and what made it the right strategic choice?
Erin, Graham & Brent> We felt like the typical strategy approach was a bit stale - the idea that there is always magical ‘insight’ to be gleaned from some untrained intuition that comes with doing ad campaigns for a few years. So instead, we decided to hire folks with non-traditional planner backgrounds; people with advanced degrees in fields like mathematics and anthropology who could bring new insights, and models to the field.
LBB> Practically speaking, what does this look like? How does this influence the way you approach briefs and ideas, and the way the agency as a whole does business?
Erin, Graham & Brent> This means we start out by looking at business problems from a different angle. Instead of focusing on trite observations about consumer behaviours, or survey results (e.g. consumers want great value and effective products), we start by drawing from cutting-edge theory and practice that exists in the academic world, where ‘research’ means ‘real’ research - years of study, review and time in the field (vs. a N=500 survey of some folks getting paid to take a panel).
We then bring these to the business problem at hand and ask ourselves: ‘What could we do differently knowing this information?’, and ‘Is there a new way to tackle this problem from a totally new angle?’.
LBB> Notably, ‘Bill it to Bezos’ is making waves ahead of Cannes. How does it represent this creative approach, and what are your hopes for it ahead of the judging?
Erin, Graham & Brent> The thing that makes it special is the organisation. Not only are they a truly remarkable group of people doing incredible work for their community, but they’re also a great client - one who trusted us to do something that many would have considered too risky.
The case represents our agency mentality in a few ways. First, as our ‘Three As’ state, we always start each opportunity through an anthropological lens - what is happening with culture, with respect to the situation? Then, we try to look at problems from a different angle, because by definition, when something has been done before, it's not as noteworthy. And, of course, we need to get people's attention!
We are also constantly looking for ways to put a spin on things from a story perspective. Being innovative is not the same thing as being compelling, and with communication, starting from an interesting strategy is key, but we have to challenge ourselves not to stop there. It's finding a point of true human connection that's crucial to making an impact. You can learn more about it here!
Of course, our hope for this case is that it does well at Cannes! It would be our first Lion as an agency, and that's a pretty special thing!
LBB> Beyond this, Angry Butterfly places a lot of value on embracing the disruption, and providing transformational thinking. What do these look like, and how do they complement your approach to data and innovation?
Erin, Graham & Brent> While data and innovation is something we invest in to fuel ideas, we aren’t limited to those insights for inspiration. Our diverse teams bring a range of ideas, as they are given the freedom to think without media limitations, and are encouraged to push beyond where our clients have gone before. It’s a mindset that allows creatives and strategists to swing for the fences and really see what’s possible.
LBB> What have been some of the most pivotal moments for the agency in the past two years? And what lessons have you learned in that time?
Erin, Graham & Brent> We’ve been very fortunate to date, with great clients and a steady stream of new business opportunities to grow at a manageable pace. As a result, we’ve had the chance to be selective of the different opportunities that come our way. We’ve turned down a number of global and domestic pitches, ended an AOR client relationship because of fit, and limited spec creative asks from potential clients. This has allowed us to serve our current clients, all without stretching our teams or bringing in a slew of freelancers.
LBB> On a personal level, what are your main aims and ambitions for the agency, in both 2023 and beyond?
Erin, Graham & Brent> The first couple of years were about creating a foundation to build off of creating the right culture, partnering with clients who are looking for transformational thinking, and bringing some great people who believe in the direction we are headed. As we look ahead, our focus will be on maintaining the commitment to our clients, as well as finding more moments to unleash our creative potential with a bias towards ideas that push traditional boundaries.
