Case Study: RunWild Marathon


The Leading Edge RunWild Marathon is challenging, competitive and fun event with races designed for every level of runner. Events include the Marathon, Half Marathon, 10K, 5K, and the WildOnes Kids MaraFun.

Created and managed as a non-profit organization, the Leading Edge RunWild Marathon mission is to promote a healthy and active lifestyle while raising money for important charities in the community.

This case focuses on brand development, marketing strategies, communications and overall management for a not-for-profit organization.


Event stakeholders were looking for an effective way to establish a credible running event that would promote their passion for healthy living, share with St. Albert an event that would make history, as well as raise money for an important charity in our community. They turned to Urban Jungle for help. Our methodology was to examine every possible angle to get a clear idea of what they wanted to accomplish and why they wanted to accomplish it. This approach proved to be successful and the process involved both Urban Jungle and the client working together in order to succeed.

Main Objective

To create a memorable and engaging athletic event that raises awareness and essential funds for a local charity.

Primary Marketing Challenges

We identified many barriers that were standing between the stakeholders and success:

  1. What type of athletic event would we host? Would it be a “one-off” or an annual event?
  2. Why would we host such an event?
  3. Which charity would we partner with with? Why?
  4. Would skeptics criticize the stakeholders of using the event to market their own companies? If
    so, would it matter?
  5. Once we determine the type of event, what would we name it? How would we establish a
    strong and cohesive branding platform that differentiates it from other similar events? How
    would we establish a base to develop long-tem credibility?
  6. How do we generate the necessary funding to host such an event?


In our preliminary examination of the situation, we identified five important factors that would be the foundation of the strategy:

  1. The stakeholders private companies were credible, cutting-edge, health-based organizations
    located in St. Albert.
  2. St. Albert was going to celebrate its 150th anniversary in 2011.
  3. St. Albert has never hosted a marathon.
  4. There weren’t any other St. Albert-based marathons.
  5. Runners are a tight-knit influential target group. They are willing to invest a great deal of time, energy, passion and money in a great race.

This proved to be the ideal time for the stakeholders to host a professionally branded marathon event in St. Albert.

Target Audience

The primary audience included male and female runners aged 25-45, with a heavy female skew. The secondary audience focused on local businesses—partners required to provide a base of necessary funding to achieve the organizations overall fund raising objectives.

Communication Tools and Tactics

RunWild’s brand platform development included elements such as name, charity focus, Vision, Mission, Values, Key Messaging, Positioning, Elevator Pitch, Colour Scheme, Typeface, Visual Identity, Graphic Standards Package, Advertisements, Sponsorship Packages, Website, Social Media, News Releases, Event Planning and Execution.

View some of the creative work we did for RunWild »


With the inaugural event held in May 2011, the Leading Edge RunWild Marathon proved to be an overwhelming success enjoyed by over 1,500 race participants, 300 volunteers and nearly 2,000 spectators. The event also raised $70,000 for the Zebra Child Protection Centre.

Now in its second year and already ranked a Top 10 event by Canadian Running Magazine, the Leading Edge RunWild Marathon has established itself as one of the region’s premiere road races.

Case Study: Micralyne


Micralyne is an internationally recognized, award winning, Edmonton-based Micro-Electrical-Mechanical-Systems (MEMS) foundry. As pioneers of the 21st century, Micralyne helps make our world a smaller place by developing and manufacturing some of the smallest mechanical structures in existence for the communications, life sciences, energy, and transportation sectors.

Some of its clientele include Kodak, General Electric, Hyundai among other innovative Fortune 100 companies and high-tech start-ups.

This case story focuses on the reputation-building work that Urban Jungle developed for an organization with an international market, a diverse audience, and a complex relationship of internal and external stakeholders.


Micralyne had seen significant increases in company size and revenue since its inception as a University of Alberta owned not-for-profit entity in the 1980’s. In the early 2000’s its reputation was extremely strong, but through growing pains, “corporate arrogance,” being saddled with a declining revenue stream, staff cutbacks, and a world-wide economic crisis, its reputation was suffering.

Micralyne and its stakeholders wanted to regain the reputation they once enjoyed and reposition the company in order to save the business it currently held. Micralyne required a more effective way to market its capabilities and services, and required assistance in developing its brand, strategy, culture, and overall business development. After discussing the possibilities with Urban Jungle, Micralyne realized that Urban Jungle could offer the complete marketing package—from leading qualitative and quantitative research through in-depth interviews and questionnaires to brand development, business development, marketing planning, and consultation to full internal and external campaign execution.

Marketing Objectives

  1. Create consistent brand platform & core messaging strategies
  2. Align sales & marketing communications processes to drive sales
  3. Introduce metrics to track marketing communications’s effectiveness
  4. Strengthen brand awareness in Asian & Western European markets
  5. Improve relationships with customers & key industry associations
  6. Build perception as market-leader & innovator in key markets

Primary Marketing Challenges

Despite having 200+ brilliant staff members armed with good intentions, Micralyne was unable to dedicate sufficient time, energy, and in-house expertise to execute planned marketing activities.

Its board of directors, comprised of various Alberta-based technology stakeholders—including representatives from government, public and private sectors, had difficulty establishing a vision and direction among the executive management, which made it difficult to make important decisions. This had a ripple effect felt throughout the company as silos of communication developed not only between departments but within departments as well. Branding was fragmented and inconsistent across the company’s various departments.

Internally, things were challenging. Morale was quite low having eliminated nearly 1/3 of its staff, implemented extensive pay cuts, and longer hours with little recognition. Meetings lacked structure, action and accountability. Marketing materials were produced by different departments and creative companies and as a result did not communicate a common theme or message. Corporate culture was dismal.

Externally, revenue targets weren’t being achieved in the midst of a global recession and its international presence was limited. Customers were unhappy with an overall customer satisfaction rating of 63%. There was an increase in competition for MEMS fabrication services, which meant increased difficulty to stand out, decreased margins, and decreased price-value relationship.

The perfect storm was brewing and the company was in a precarious position.


After partnering with Urban Jungle in 2009, our work began with an exhaustive examination of the situation. Urban Jungle identified five key areas, which would be the foundation of our strategy: brand development, internal adoption, customer experience, web dominance, and relationship development.

Micralyne was doing some amazing things but nobody was noticing. In 2010 Micralyne assisted NASA in finding water on the moon and developed an implantable glucose sensor for diabetics. MEMS foundry and semiconductor marketing is notorious for being boring, so our solution was to launch a campaign aimed at key stakeholders, consisting of elegant and refined creative executions that broke out of the dull, ordinary advertising efforts that dominate this industry. Our goal was to make MEMS sexy and in March of 2010 “Pioneers in making the world a smaller place.” was born.

View some of the creative work we did for Micralyne »

Communication Tools and Tactics

Micralyne’s brand platform development included elements such as Vision, Mission, Values, Key Messaging, Positioning, Elevator Pitch, Colour Scheme, Typeface, Visual Identity, Graphic Standards Package, and Advertisements.

To facilitate information sharing and transparency, all marketing communications documents were categorized in a shared directory. These documents included: Collateral Material, External and Internal E-newsletters, Case Stories, Website, PowerPoint Presentations, Trade Show Booths, Award Programs, Photo Bank, Events, Media Relations Strategy, Processes and Procedures, News Releases, Advisories, Announcements, Social Media, Internal Communications Strategy, Dialogues and Meetings, and Intranet Wikis.


Urban Jungle’s work resulted in clear, consistent, and engaging communications, numerous awards and recognition, stabilized revenue, and increased web traffic and leads.

The balanced marketing approach targeted communication to key markets in a more direct and personal manner. Customer, partner, industry, and media relationships improved, sales and marketing processes improved, metrics to track marketing communication effectiveness improved, and Micralyne increased its customer satisfaction rating from 63% up to 91%.

In addition, Micralyne enjoyed a capital injection by the Federal Government and received a highly publicized on-site visit by Prime Minister Stephen Harper. In 2010 Urban Jungle helped Micralyne expand its market within Western Europe and Asia and elevate its appeal to international high-end device developers. We boldly put Micralyne in a class of its own, defining the company by a reputation for quality, longevity, and dignified edge.

Unfortunately this case study does not end on a happy note. After a turn-over of 3 CEOs in two years, developing the brand was next to impossible as the company failed to create and implement a vision and mission. In March 2012, two years after our contract was terminated along with the entire executive staff, Micralyne filed for creditor protection.

The case study of Micralyne proves that despite having a balanced marketing approach and pretty design system, without a solid brand platform and a strong leader to drive the company to achieve its mission and vision, everything else is fluff.

Case Study: Celebration Homes


Specializing in elegantly crafted homes that are both practical and sophisticated, Celebration Homes is building an thriving reputation on four key principals — craftsmanship, choice, character, and consistency.

Established by 20-year custom home building professional, Randy Ettinger in 2009, Celebration Homes is staffed with highly-skilled personnel, committed to making the home building process an exciting and enjoyable experience from start to finish.

This case focuses on brand development, marketing strategy, communications, and overall brand management for the Edmonton-based home builder.


The home building landscape in Edmonton is emense with over 100 builders competing for consumers’ attention. The largest competitors have endless budgets and massive outreach campaigns, swallowing up every advertising opportunity available. Specialized magazines, newspapers, TV, radio, billboards are regularly purchased by the “big five” volume builders — Jayman, Cameron, Sterling, Pacesetter, and Avi. The rest of the builders are forced to play the game and advertise. Despite the majority of the smaller, boutique builders offering a more premium product than the volume builders; without a brand, without charging premium prices, and without awareness, many fizzle into obscurity.

As a new entrant with a relatively small budget, Celebration Homes was unable to compete by marketing its way to the top, nor by owning the best land available in the city. Instead, Celebration chose to play the game differently and engaged Urban Jungle to help develop its brand.

Main Objective

The main objective was to evolve the new company into a brand. A brand with a mission to become Edmonton’s most sought-after builder by being known as “the most enjoyable home building experience in the market.”

Primary Marketing Challenges

The primary marketing challenges were to:

  1. Create sustainable awareness on a limited budget
  2. Create a luxurious product with an affordable price tag—one that could compete head-to-head with the price ranges of the volume builders


Celebration Homes entered the Edmonton housing market in 2009 with a strategy targeting home owners who preferred a “semi-custom” home buying experience. Our strategy was to play up Celebration’s biggest assets: people, product, and price; while downplaying its perceived weaknesses: equity, limited product, and less than ideal building locations.

Through our research Urban Jungle uncovered four key attributes; craftsmanship, choice, character, and consistency, which became the pillars grounding the brand. These four attributes, along with the aforementioned assets helped us position the company in a crowded home building scene as the enjoyable, affordable, and luxurious alternative to buying volume-built homes.

Target Audience

The primary audience included males and females aged 30-45, with a heavy female skew. Most are post-secondary educated, currently holding an ownership, management, or professional position, and are married with young children. The secondary audience focused on local land developers and sub-trades—those whom Celebration Homes could partner with to deliver its brand experience.

Communication Tools and Tactics

Celebration Home’s brand platform development included elements such as Strategic Counsel, Stationery, Colour Scheme, Typeface, Product Presentation Packages, Illustration, Magazine and Newspaper Advertisements, House Rendering / 3-D Modelling, Website, Web Marketing (SEO), Direct Mail, News Releases, Photography, Show Home Window Wrap Displays, Office/Selection Centre Signage, Large Format Signage, and Lot Signage.

View some of the creative work we did for Celebration Homes »


In 2010, Celebration homes exceeded its sales targets. Limited to only a few areas in Edmonton, it managed to outsell its biggest competitor, and sell-out its agreement in all three developments. Through December 2010 and January 2011; typically the slowest sales period of the year, Celebration Homes outsold nearly all of its competitors, including two of the “big five.”

Superbowl’s #Adbowl Extravaganza

I have to be honest I spent more time scanning the #AdBowl hashtag comments on Twitter than I did watching football today. The game was great, but the online activity was incredibly interesting. The ups, the downs, the love, the hate—it had it all.

While this commercial didn’t make my Top Picks list, bar none the most controversial ad was Groupon’s “Save the Money.” Some thought it was hilarious, others mildly amusing, but most tweeters were enraged and in complete disgust as they felt it was in poor taste and that it exploited Tibet. I can’t disagree with any of them. Ironically, Free Tibet saw a spike in donations yesterday—no doubt a response from perturbed Superbowl viewers.

Now on to my Top Picks!

Gold: Chrysler “Imported from Detroit”

This is the winner in my mind on so many levels. It has everything you want in a commercial. An incredibly written brand story. Beautiful cinematography. Emotion. Staying power. Brand memorability. This is much more than a car ad. This is a call to all Americans to buy import…from Detroit. It doesn’t hurt that you have motor city’s own Eminem backing the brand either.

I’m not normally a fan of all the overt “rah, rah” American patriotism crap, but these people need a lift and I know if I were a Detroiter I’d be damn proud. Nice work Chrysler.

Silver: Volkwagon “The Force”

I have probably watched this one 20 times already and each time I laugh just as loud—out loud. Maybe I’ve connected with it because I’m a parent. Maybe because I loved Star Wars as a kid. Or maybe because I wish I had some extraordinary power. Whatever the reason I don’t really care. I just love it.

Bronze: Carmax “Kid in a Candy Store”

I feel like an epileptic at a strobe light convention! I feel like a douchebag at a Nickleback concert! Yeah, yeah—they could have gone on and on with the clichés and I guess that’s why I think it’s a great ad. Because they didn’t. Instead of just making us laugh they brought it back to the beginning and reinforced the brand.

Runners Up:

Audi A8 “Prison Break” – funny.
Motorola “Moto Xoom” – just damn cool.

Honourable Mentions:

NFL “Brand American,”
Mercedes “Diddy,”
Bridgestone “Reply All” & “Karma”


Everyone else for spending $3M and not getting my attention!

Just in Case There’s Any Doubt…

Most people who have worked with me know that I love the emotional side of marketing. The killer copy, the ridiculous designs, the soundtrack—the audience experience. Truth be told, I am actually more in love with results. While the analytical side of marketing isn’t often considered sexy, it solidifies what we’re doing and why we’re doing it.

Here are 2 quick videos on social media that make stats supersexy.

Is social media a fad? Or is it an evolution in the way humans communicate? You decide.

The Fantastic Voyage

With that in mind, even if you’re not a gearhead, this video will stir your soul. There’s very little spoken word (and what words are spoken are by none other than Top Gear’s James May), yet this commercial does a killer job of capturing the essence of the Ferrari brand. It is story telling at its finest. With all the elements anyone could ask for—mystery, sensuality and intimacy it exercises the past, present and future to tap into our dreams of driving one of these mythical beasts. It’s a blitzkrieg on the the senses. From the basso-profundo notes of the early front-engine era, each scene cuts to a newer generation, ending with the banshee-scream of the ridiculously sexy modern F1 car.

So—crank your speakers to level 11 kids. Sit back and enjoy the ride.

Hate / Love

I hate this video. I love this video.

This is the opening piece created for the 2010 Advertising & Design Club of Canada (ADCC) Awards. The film taps into an insight I think every person in every industry feels — not just creatives — love for the business when things are going well, and hate, when things aren’t.

The beautiful thing is that perception is 90% of the equation, so make the choice and choose to LOVE stuff!

Edmonton City Council – Please Approve the Edmonton Arena District

The Edmonton Arena District is a hot topic right now.

Dare we say even hotter than the closure of the Municipal Airport (which by the way we are completely stoked about—awesome job Councillors!)

Let the evolution begin.

That’s right. Everyone at Urban Jungle and virtually everyone we’ve talked to, support the closure of the Muni, and now support the development of the Edmonton Arena District 100%. We see the vision. We want it to happen. We want to be a part of it. Now it’s just a matter of City Council getting it done. Why do we support it? Let us count the ways.

The current situation is broken.

If we look at the existing situation and location with Northlands and Rexall Place, be it Oilers games, concerts, exhibitions, rodeos, shows, etc.—it’s broken.

What makes it broken?

Because we (Edmontonians) say it’s broken.

Northlands clearly doesn’t think—or care that Edmontonians think the situation is broken. There are also people out there with ulterior motives and conflicted interests that will preach to us that it isn’t broken.

But all it takes is a quick look at some of the incredibly daft, narrow-minded comments on the various blogs out there and you’ll soon see that it doesn’t matter how broken this situation is, some haters (you know who you are), attempt to knock others down with negative comments and say, “I don’t think it’s broken fool…and here’s why…”

News flash haters—we don’t care that you don’t think it’s broken. If we think it’s broken, it’s broken. If Eric thinks it’s broken, it’s broken. If Sarah thinks it’s broken, it’s broken. If anyone thinks it’s broken, it’s broken!

How many Edmontonians out there love to race home after work, then race to Rexall, then hoof it for 3 blocks in freezing cold temperatures through the dumpiest part of the city; all just to watch mediocre play whilst forking over way too much money for bad beer and worse food; then hoof it for 3 blocks back to their unheated cars in freezing cold temperatures again, trying to beat the rush, and finally race back home?

It’s doubtful there are any. But we do it anyway. What we have here is one of the worst brand experiences in the entertainment industry and it’s amazing to see what Edmontonians will put up with just to be entertained.

Doesn’t it make you wonder how positive and successful the situation could be if the entertainment experience in this city was fun? Warm? Easy?

Taking this one step further, I wonder what it would be like if the downtown core was more exciting? More beautiful? More desirable to live in and be around?

The bottom line is the Edmonton Arena District solves more problems than it creates.

The evidence. (There’s lots of it.)

Read some of the blogs out there. Councillor Iveson’s is a great place to start.

Some people choose to look at the information, a.k.a. the “evidence,” and good on them for doing it (someone’s got to). While evidence is important, it’s not what Edmontonians are interested in. Evidence is what lawyers and accountants are being paid to come up with on both sides to rationalize their decisions and to persuade with in their pitches. We’re not interested in commenting on the evidence of either side, which is why we choose not to write about it.

We believe, rationale is not enough.

Edmontonians don’t have time for information. We eat on the run, we drive our kids to soccer and dance practice, we work, we workout, we do it all. We do not have the time, nor do we really care to be convinced that what happened in X city and at X arena intellectually was the wrong decision. We don’t care because it has no relevance to us. We are emotional beings and therefore, information isn’t a competitive advantage like it used to be. I’d also like to think that both the Katz Group and Edmonton City Council are smart enough to learn from the past mistakes of others.

This isn’t about the Oilers.

For some reason a lot of people keep bringing the conversation back to the Oilers; and more specifically, the taxpayers funding a billionaire’s hockey team. In my opinion this isn’t about the Oilers. If it were, I wouldn’t have bothered weighing in on this topic in the first place. I don’t care that much about the Oilers—that’s Katz’s business. What I DO care about is Edmonton.

The Edmonton Arena District is much bigger than the Oilers.

This is about the evolution of Edmonton as a first class city. It’s about rebuilding a downtown core that we all can be proud of. In Katz’s defense, why should he have to foot the entire bill for a facility his team only plays in a small fraction of the year? Of course he should pay some, but should the City/Province/Nation decide to make a serious push for Expo2017, this is a facility that we would have to build anyway. The only difference is that now we can get it for 50% off. A 50:50 partnership seems fair doesn’t it?

Why a partnership?

Because a partnership is the only way this idea will work. Partnerships create accountability. Molson failed in the development of Montreal’s arena partly because there was no incentive for the city to make it work. The same goes for the cities that were 100% responsible for building their arenas—there was no vested interest of the teams’ owners. Some people call this proposal “too risky.” Yes technically it’s a risk, but given the current state of Rexall Place I think it’s a bigger risk for City Council not to pull the trigger on this deal. As a true 50:50 partnership, both sides will make it work because they have to, thus mitigating the risk.

We don’t know how lucky we are.

I think we should consider ourselves pretty fortunate to have a hometown boy that actually gives a damn about investing in Edmonton and evolving this wasteland of mediocrity into an amazing place that everyone will talk about, appreciate, and reap the rewards from for generations to come—not many other cities have this luxury.

Kudos to the Katz Group. Kudos for taking a bashing like they do and still caring about Edmonton. Their hearts seem to be in the right place and we should respect them for it. Kudos for having a vision. Their vision is what has—and will continue to inspire us. As for those who feel a sense of entitlement? Shame on you. You act as if Katz owes us something. Grow up and get real—he doesn’t owe us a damn thing. He is a businessman who owns a team that many Edmontonians happen to care about. At the end of the day the haters and naysayers need to be reminded that he has the right to do whatever he wants with this team—just as any business owner does with their business. Katz has done a lot of good for Edmonton but it still doesn’t seem to be enough. There’s always someone ready to pounce on him for not doing more.

If you are anything like me you want more for our city. Wouldn’t you like it so that when people think of Edmonton they don’t think of “the mall?” Wouldn’t you like it so that when people ask you, “why the heck do you live in Edmonton?!” you have more reasons to give them than, “because my family lives here.” I know I do.

Edmonton is a business, and part of any successful business is caring about customers and creating experiences that we love and are proud of.

The Edmonton Arena District (in it’s proposed location) is the catalyst to creating a critically contagious pulse in this city. A pulse big enough to give us not only a minute shot at winning Expo2017, but a chance at becoming a creative and intellectual mecca.

In my opinion we are in the beginnings of what could be one of the most profound times in Edmonton’s history. We are re-establishing our city. This is the age of Edmonton’s self re-discovery.

The sleeping giant is waking up and everyone at Urban Jungle is stoked to live here and be a part of it.

Edmonton Loses the Indy! (Part 2 of 2)

The ripple effects of losing an event like Indy will be detrimental to our City.

Vancouver didn’t know what they had until they lost it—and the same might end up happening to us if we’re not more cognizant of that fact. The only difference is we will never—ever get it back if we lose it. Vancouver’s kung-fu grip will be tight. They’ll never let it go a 2nd time. That being said, _if_ (and that’s a big ‘if’) Edmonton gets 1 last chance at making Indy über-successful in 2011, the following is a list of 21 things that must be done in order to have any hope of a shot at Expo2017.

1. Create a shared vision, purpose and strategy.

Instead of a bunch of disjointed events, create 1 major event, with a central theme running through all supporting events. This gives Capital Ex (under a new name), A Taste of Edmonton, The Edmonton Indy, as well as shops, restaurants, pubs and bars a shared purpose and an aligned strategy. More importantly it gives the customers something to rally behind.

2. Establish ownership by all stakeholders.

Accountability rocks! Wouldn’t it be awesome to see all of the companies involved in running the event put their profits on the line? If it’s a success, you reap the rewards. If it’s a flop, sorry pal—no pay cheque. (This only works if everyone is on board and we don’t have dead weight).

3. Articulate innovation as an organization/event-wide commitment.

Without innovation and a sense of “nowness” you’ll have bored, uninspired staff. This trickles down to bored, uninspired customers.

4. Think long-term.

What do we want this event to be 3, 5, 10 years from now? The short-term, ‘year-to-year,’ ‘go with the flow,’ ‘take it as it comes’ attitude is so “Edmonton.” Let’s get our stuff together. Seriously.

5. Focus on the customer experience—the brand; rather than the internal processes.

Otherwise you are just going through the motions.

6. Focus on challenges of the future rather than successes of the past.

Unless you’re in the business of selling Transformers or the Rubik’s Cube, you cannot build a profitable business on nostalgia.

7. Evolve or die.

Be willing to change when your platform is burning. Even more important—be self aware. Know that your platform IS burning!

8. Leave politics out of it if-and-whenever possible.

Politics can open a lot of doors, but in many cases it leads to sustaining the status quo in order to support entrenched, misguided and conflicted interests. See #7.

9. Reward crisis prevention rather than crisis management.

10. Get rid of any hierarchies that exist.

Inspire. Undermanage. Constantly review new ideas.

11. Fund new ideas in the wake of kiboshing current under-performing efforts.

12. Kill any initiatives that are not succeeding, especially ones that are funded and staffed.

13. Think critically.

Fear of criticizing current practices and commitments is a high-risk activity.

14. Make decisions with your gut. It’s usually right.

Addiction to left-brained, analytical thinking (“data is God”) is corporate crack. People are emotional and heart-driven beings. Data is no longer the advantage it used to be.

15. Ideate-collaborate-deviate.

Adopt a more user-friendly idea management processes.

16. Find people that understand (and more importantly care to understand) the customers.

17. Be willing to acknowledge and learn from past failures.

Why is this one so difficult? It shouldn’t be. Own up to your mistakes and move on.

18. Make innovation part of the performance review process.

This goes for every single company/stakeholder/employee/volunteer involved. “How much did we/I innovate this year?” “Did we/I raise the bar?” If you’re not moving forward, you’re moving backward.

19. Create room for more “spec time” to develop new ideas and opportunities.

Good ideas take time. The best ideas might take longer.

20. Coach innovation and creative thinking.

I’m serious. Just as execs would bring in coaches/trainers into the office for their staff, Indy should do it too. This is after all a business (or at least it should be).

21. Create reward and recognition programs for every portfolio.

People like to know that their hard work means something.