About me. And you, perhaps.
This is me. Danny Herbert. Spring Thinking is my company and I personally handle most of the work, with third-party help when your project requires it. My main aim is to add value, by bringing tons of experience and an outside viewpoint. And to take pressure off you.
Making your life easier requires me to be good at what I do, which I humbly suggest is the case. As STL managing director, the Design Council chose me, as one of only 40 successful applicants out of 300, to help medium-sized companies via the government's Business Growth Service. In 2015 Network Rail picked me to direct launch communications for the £150 million Grand Central shopping centre in the heart of Birmingham. Over my career to date a lot of people have come to rely on me, and you can see a few here.
What have I been doing?
Amongst other things:
- Helped devise global marketing strategy for a well-known automotive manufacturer, and annual promotional plans for a couple of pub chains you’ve been in recently;
- Managed communications for the UKs latest and most exciting shopping development, Grand Central Birmingham;
- Developed brand and communications thinking for things like: construction companies; trains; a bowling alley, a science park, a university; plant hire; an iPod dock; and a massive parcels company.
- Picked up problem projects for retail consortia, pharmacy chains and a great big tractor company;
- Helped various clients successfully review and appoint new advertising, PR and event management companies;
- Developed event & attraction ideas for one well-known Castle, a major city and 3 decent sized towns.
- Redeveloped my university client’s business-customer and undergraduate online offers, and
- Trained dozens of people in better presenting and strategic thinking.
What qualifies me?
Many years ago I started work in ad agencies. They’re usually called communications agencies now but it’s the same sort of thing.
The most recent ones were:
Palmer Hargreaves Ltd.
Clients included Ford and Continental Tyres. Winner, at the time, of regional Agency of the Year and numerous global creative awards. They grew by nearly 80 people whilst I was there, (in charge of, er, growth.)
Rees Bradley Hepburn Ltd.
Land Rover/Jaguar, Central Trains, Harvester, Barclays and lots more. I was managing partner until deciding to start Spring Thinking. In charge, variously, of account strategy and new business. When I joined RBH had 36 staff, just before I left we had 130.
Most of my work after 1995 was on new-client strategy. Trying to understand your marketplace and competition, drawing my own conclusions and listening to your colleagues … and quickly producing a proposal for action. My strategic input has helped people like you sell stuff, achieve goals, get promoted and even win the odd award.
Nowadays, my aims are quite similar, really. The chief difference is: it costs my clients less commitment and less money. I have no long-term service to sell and no payroll to prop up.