Tag: vision


Brand Values – Getting Buy In

Brand Values (done well,) will help any organisation build a stronger rapport with their customers, improve relationships with employees, help win new contracts, provide guidance to all types of leaders and so much more. Over the years, we’ve worked with a number of different companies to help them create values – management teams, sales teams, development teams, admin staff, etc.

We’ve done it all, from interviewing highly engaged people who would talk to us all day, those who take ‘values’ very seriously, to talking to some who can’t really get away quickly enough.

What we’ve found is that ‘getting buy-in’ for values is every bit as important as ‘creating-them’ in the first place.

Here are a few different ways to make that happen…

Engage Everybody, Absolutely Everybody

’Nobody cares how much you know until they know how much you care.’

Everybody should be heard. It’s just so brilliantly useful in so many ways. For a start, it’s an act of good will to everybody in the company, it demonstrates that you do care and you genuinely want to hear more about what they think about the business, you’ll learn so much more about the people in your organisation too.

Finally, all of the anecdotes you’ll pick up will have tremendous value later on in the process, with potential for marketing ideas, sales messages and in finding ways to communicate your newly created values with future employees.

Build on Successes

Build on what’s working. Give your teams the opportunity to tell you what’s working and what they are generally doing well. Great ‘values and behaviours’ are often built from ‘the ground up.’ Your team will appreciate the opportunity to communicate what they are succeeding at.

Finally, there will be every opportunity for habits or traits developed on the factory/office/shop floor to become a form of company policy. A Brilliant morale-booster for everybody.

Ensure Management/Leadership Teams are Fully Bought-In

Make sure leaders are fully bought into whatever is agreed upon. If a company is going to document their brand values, it has to be sincere. Not every single person in a company is going to agree with absolutely everything that’s written down but leadership/management teams really have be fully on-board or there will be a lack of authenticity when those same leaders communicate something they don’t really believe in, to customers, staff or even shareholders.

Walk The Talk

Writing brand values down is one thing, living up to them is so much more important. Authenticity is everything so look for opportunities to sponsor causes which relate to who you are, support events or seminars that chime with what you believe in and look for collaborations wherever possible to further find ways to breathe life into those wonderful values you’ve created.

Practical Please

Having lofty, high-minded and noble values is brilliant. As long as you can give 2-3 examples about how you live them on a practical basis. This gives them more weight and once again help with the most important part – getting buy in from your own people and customers too.

Go Beyond The Obvious

Honesty, integrity, trust, etc are great values and ones that should really be the foundation of every relationship in business (and life too for that matter.) However, in many cases, they are the baseline of our expectations, so see if you can go a little bit further. If you really want to use them as part of your ‘Values.’ Look for ways to be even more thorough in telling us how your company is especially trustworthy, honest or high-integrity.

Get The Language Right

‘Values, Vision, Mission Statement, Purpose Beyond Profit, Beliefs, Actions, Behaviours, Who We Are and What We Do.’

Values are mainly there to help persuade and influence behaviours on a large scale – don’t miss the opportunity to be imaginative with the terminology too. It will give you one further opportunity to win hearts and minds with customers, staff and others.

ABM Intelligence Values (Who We Are and What We Do)

We created ‘Values & Mission Statements’ for ABM Intelligence. Or as we eventually called them ‘Who We Are & What We Do.’

Celebrate Them

Once you’ve created them – celebrate them – wherever and whenever possible. Have them created as a mural in the boardroom, illustrate them as part of your company website, write them into your tender documents, etc.

Properly thought-through and authentic values have real weight. Take every opportunity possible to make them commercially work for you and your organisation.

We hope that handy little guide, helps, creating values is so much fun. If you’d like to find out more about this or any of our other brand consultancy services, drop us a line.


Check out our very own Values & Behaviours or ‘Attitudes and Actions’ >>>

Or some more information on achieving buy-in from core-values >>>


Resurgence, a Video Interview with International Business Leader, Entrepreneur and Storyteller, Bob Keiller

‘Resurgence’ is the new video podcast for entrepreneurs, business owners and organisational leaders that are looking to thrive, not just survive, at the end of the crisis. In this series we are bringing you interviews with some of our top business/organisational leaders and looking at what they’ve done so far, how they are preparing for the future and mainly how they are looking to turn this crisis into something positive for the future.

In our latest interview, we talk to experienced international business leader, entrepreneur and storyteller Bob Keiller. Bob gives an absolute tour-de-force on the importance of values, purpose and knowing your organisations ‘Why.’ He shares his thoughts about innovation, why it is so important at this time and gives some practical suggestions about how you can make that happen. Finally, he makes a call to businesses to be bold and ask themselves, what else can you do? An absolute must-watch for leader of organisations of any size – with a little extra something in there for charities. Comes in at a lovely and compact 20 minutes too.

Throughout the interview, Bob refers to The Lens Perspective>>>

Important Messages

These are some of the key messages from the interview.

In some ways we can do more

Wisdom comes from experience – none of us have experienced this before.

Your first obligation is to survive.

Look at simple things like credit management, cashflow and customers. Do what you need to do to survive

It’s a good opportunity to go back to basics and reaffirm your why and your how.

You can always change the what, but understanding the why and how of your business is really important.

Innovate – no point in thinking things will get back to normal – it might but it might not!

What skills have we got, what talents have we got, what resources have we got, what knowledges and experiences have we got and what can we do??

We need to test things, we need to try things

As the leader of the business, you won’t have all the answers, but the best place to find a lot of the answers is from the team

Remember what we’re all about, remember what we are doing this for?

Let’s concentrate where we started the journey and where are we headed?

It’s dead easy to read a book but doing it is what really matters.

Culturally – how do we step up the environment that people bring forward ideas that we can collectively develop together.

What else can you do?

We’re not in the business of knowing the answers but we sure are going to go out and find what the options are.

Getting your message across has always been a key aspect of business.

Interview tic-toc

0 – 1:30 Minutes | Intro of Bob Keiller.

3 Mins | What’s Bob Keiller been up-to? Speaking to lots of people, trying to help, had to re-package training sessions into smaller modules (2-hrs, etc.)

4:30 Mins | Different context with this one, very little certainty, some sectors have been harmed badly.

5 mins | Advice is simple – first obligation is to survice, face the difficult decisions, do what you need to survive.

5:30 mins | Good opportunity to get back to basics to re-affirm your why and how.

6 mins | Sometimes running a business is like flying a plane, time to take stock and check what kind of condition it is in.

6:30 mins | Innovate, things might or might not get back to normal, mode of thinking what skills, resources, talents you’ve got and what can you do – rather what can’t you do. This can open up opportunities.

7 mins | Importance of trying things and testing. Importance of innovation and leadership. Harvesting potential answers from the team and use that as a primary source of answers.

8 mins | Values, danger of charities is that they sometimes lack focus and occasionally become more diluted.

9 mins | Importance of getting back to main purpose of the business – what are we doing this for? Who are we doing this for? Getting back to the core purpose.

10 mins | Getting back to the core purpose and values,

11 mins | To pivot or not to pivot, some businesses that have seen a huge increase in business.

12 mins | What else can a company be doing in terms of innovation? Can services be provided in a different way, importance of selling and marketing.

13 mins | Getting services out there and telling a compelling story is important.

13:30 mins | Useful resources for businesses having to innovate for the first time.

14 mins | ‘The lens organisation’ pulling out proposals and craft a few number into business opportunities and prototype with limited resources and time.

15 mins | Culturally – how do we step up the environment that people bring forward ideas that we can collectively prototype and test. Contact the Lens team to find out better how to do this?

16 mins | How would Bob run a sports club, etc?

17:30 mins | David Lloyd gym’s innovation in the past during crisis.

19 mins | Final thoughts, importance of communication, how do you get the message across?

20 mins | Most marketing and comms is pretty ineffective right now. Time to get better at communicating what you’re doing, etc.


Creating Company Culture – ‘Getting Buy-In’

We’ve been doing some work on the old folio recently – going through the back-catalogue, reminiscing about projects of yore and doing a bit of work on some of the company’s greatest hits. At the exact same time, we’ve also begun to work with a new industrial client on defining a very rich, strong and vibrant company culture for their brand.

Working on the current project and by stumbling upon past attempts has reminded me of some of the challenges involved when creating or defining a company’s culture. One of the main hurdles is ‘getting buy-in’ from everybody in the company. You see the brands with the strongest, most effective and successful cultures are the ones that have as many people bought-in as possible – this includes commercial people, technical people, financial people, other leaders, etc…

Successful and culturally strong companies will use their values, a vision or mission to inform every decision they make such as who to hire, how to manage resources or even manage crisis. So to help those who are thinking about giving this a go, we thought we’d put together a quick guide to help you get buy-in from other directors, board members, staff or stakeholders when creating that cultural framework for your brand. Enjoy!

1. Involve everybody
The most powerful cultures are created when everybody’s had a say in shaping it. So if you can… ask the team about the company vision, get everybody’s thoughts on the values and find out what makes your company special compared to all the others? There are different levels of practicalities with this and some stakeholders will be more involved than others. For example, for those owners who want to keep a tight grip on things – determine the values yourself but give everybody in the team a say in how they enact those values each day for a more effective outcome.

2. Use language that people can relate too
Vision, mission statement and values may not be words to everybody’s liking. In the past we’ve used phrases like – Who We Are, What We Do and Where We Are Going. We’ve used the word ‘Beliefs’ instead of ‘values,’ we’ve used expressions like ‘Reason to Believe,’ ‘Purpose Beyond Profit’ or even ‘Our Cause’ instead of ‘Mission Statement.’ At the end of the day, getting people to buy-in is more important than using a particular set of words, so have some fun and use whatever words you are most comfortable with.

3. Go beyond the obvious
Integrity, trust, honesty are regularly brought out as values by corporate organisations, these, alongside behaviours like ‘moulded around our customer’s needs.’ There is nothing wrong with any of them at all, however they are likely to be seen as the minimum people would expect from an organisation rather than the hallmarks of a great company.

Better to think a bit more deeply about this one – for example, go past integrity or honesty and talk about your transparency which is a bit more distinctive. However, if you must have ordinary values, then compliment them with extraordinary examples of behaviour which emphasise your commitment to that value.

For example…


‘We are the only company in the Wealth Management Sector which discloses all possible fees over a three-year period to our clients so they understand the maximum investment  – before an initial meeting.’



‘We will always help you find the most cost-effective solution for your requirements  – even if it means suggesting products from a competitor.’

4. Use practical examples
Practical examples are absolutely brilliant at getting buy-in from potential sceptics. A few years ago, we worked with a ‘systems and software intelligence provider’ and and once we began to talk to developers about some of the more practical parts of what they do day-in, we started to get real buy-in for the values.

In this case…

‘Updates are made to our software, in advance of forthcoming legislation changes.’ helping form a company value of creating ‘Legislation Driven’ solutions.

This was something the entire team, particularly the technical people, were very proud off and a powerful customer-facing message too.

This nod to more practical concerns undoubtedly helped to get buy-in from the entire team for other values too.

5. Make something which can be customer-facing
Using the previous words as an example, it is always easier to get buy-in from the more commercial people in your company if you are able to craft something which is customer facing. Everybody who has the commercial success of their company at-heart always prefer some words that they can also present to potential customers – whether it’s on a pitch document, the website or somewhere else.

This also includes the creation of designing something presentable that can represent the values – anything from a one-page document that people can keep at their desks to something more imaginative like a cool vinyl wall-display or even a lanyard for people to wear so they can see the values they‘ve potentially helped to shape while they are working

6. Be creative
Again, in addition to the previous words, you can have sooo much fun doing creative things with your values – play with the words, combine different parts of the exercise, introduce graphics, etc…

I’ve included a few cracking examples below.


You can’t beat a creative wall mural which creatively shouts out what the company is about.

Team lanyards with the company values are excellent for fostering team spirit, creating a deeper understanding and are cool to wear too.



The Brewdog Mission is unsurprisingly as compelling, authentic and uncompromising as you would expect. Genius!

That’s all for now, have fun putting those values together and don’t forget to get buy-in from as many people as you can. As always, if you need some help, give us a shout…



Benedetto is a Creative Entrepreneur. He is on a mission to create a more exciting future for people using the power of bold and beautifully developed ideas. He is the founder of the loft, a design and branding house which operates worldwide helping companies bring their brands to life in the most imaginative and effective ways possible. He likes to make things happen fast and in a big way.



Branding for the 21st Century

On Thursday night, I discussed ‘Branding for the 21st Century.’ at an event for the ‘Entrepreneurial Exchange’ in Glasgow.

The main point of the discussion was that in this the digital age, people are more important than ever before in building the great brands of today.

You can read highlights from the talk below…

The rise of the digital space has completely transformed communications for business in the last 15 years. It has allowed us a tremendous opportunity; the ability to get our own message out. For the first time in history, we can reach people from any destination from any part of the world at any time of our choosing. We have bespoke media channels and can engage in two-way conversations with potential clients and customers like never before.

The rise of digital has given brands a new repertoire of tools to engage with.

Unfortunately, it has also given us more ways than ever before to disturb, confuse and alienate our audiences. Anybody with a smart phone will know, the internet is a very noisy place. The average person will receive 142 e-mails a day at their work alone. That’s 81 received with 41 replies. Up from 101 just three years ago.

We are supposedly the most interrupted people in the history of the human race.

Unsurprisingly the brands that make the most noise are the ones that tend to engage the least.

The digital landscape has also helped to accelerate the commoditisation of many of our products/services. The easier availability of untried alternatives and further globalisation has driven down the prices of products and services that were once revenue streams to us all. You have to look no further than the media sector to see that the race to the bottom has no end in sight. There has never been a more important time to build and show value.

No matter what you do, somebody will always be able to do it cheaper. Cutting through the noise and displaying value are just two of the greatest challenges we face today as business owners.

Both challenges point to a stronger brand.

However, to build a strong brand, your company must have communications that go far beyond saying what you the think the customer wants to hear. Culture and a sense of mission underpins the strongest of brands and those that have a goal larger than profit will be the ones that engage in the strongest way with staff, customers and clients alike.

The culture within your business underpins every part of your brands communication. A brand is more than a logo, it is an entire experience; the manifestation of thousands of interactions between your company and the people it interacts with; externally and internally, online and offline. This includes factors as diverse as customer service, corporate responsibility and of course, the delivery of the end products or services themselves.

Each interaction combines to create a brand experience.

However, to create a rich experience, there has to be, what we call a brand narrative, thread through the entire company. It has to permeate the organisation from top to bottom. It’s where the brand is borne.

The business owner who knows that over-capacity in the factory can damage brand experience is one that is fully in control of their brand; they understand that sales staff will have to be more aggressive or resort to discounting – both activities that damage brand experience and value. The most aware business owners will already be hiring people that are good cultural fits and can deliver the right brand experience without even trying. With brands, actions speak louder than words.

The entrepreneur that stamps their personality on every aspect of their company will regularly lead the strongest brands.

The world’s no-1 brand Apple, under Steve Jobs may be the most vivid of examples. Only Steve Jobs could have the ingenuity to roll out I-Pod, I-Phone, I-Pad, one after the other. Game-changing products! Only Steven Jobs could steal the music industry from under the noses of those in the sector. Genius products, genius man. Only Apple, under Jobs, could have the arrogance to tell us that their brand new I-phone 4 wasn’t working because we mere mortals weren’t holding it correctly. For better or worse, a lot of great brands resemble their leaders.

There are hundreds of other examples; we could speak about Michael O’Leary, Richard Branson or even Richard Reed are all obvious ones. All people whose personal influences have helped to create brands that are memorable and easy to define.

Of course, there is a balance to be struck. The more distinctive the culture, the more likely some may be alienated. It’s fundamental that the markets you seek to enter align with brand positioning. Volvo is a brand that sells cars but to the consumer, they sell safety of themselves and loved ones when they travel. Selling safety as an emotion is fine in the family car market, less so for sports models. The very essence of strategy is the narrowing of choices and closing of opportunities to focus on the end goal. It involves discipline and there are times to be pragmatic and times to be idealistic.

These are the decisions you will face when looking to build your brand. Unfortunately there is no one-size fits all solutions to building a strong brand. However, one of the principal reasons for branding is the means to define and differentiate with competitors.

If customers can understand what you do without even thinking and you’re the answer before they’ve even asked the question then you’re communicating well.

Who you are, what you do, how you do it and why you do it are the main ways to define a brand.

All companies should be differentiated in at least one of these ways from its competitors.

Who you are… Obvious people-brands include Jamie Oliver with his restaurants or cookbooks or James Dyson with his vacuum cleaners but more interestingly, many clients still pledge allegiances with the partners as opposed to the firms they use in accountancy and legal firms. Personal branding also has a large part to play for entrepreneurs who present their brands.

Definition by What you do… Companies like EE are completely defined by temporarily being the only 4G provider of mobile services. Edinburgh firm – ‘Law at Work’ are another example. They may be small but are one of the fastest growing professional service firms in a bad time for the profession. Why? Because they only deal with issues around employment, you perceive them to be specialists in a market full of generalists. Defined more by what they don’t do as opposed to what they do.
How you do something… How does your product or service differ in its marketplace?

The companies that tend to innovate a lot round product or service offerings tend to be those with a strong core purpose which we’ll talk about next. A good example includes the first Human resource companies that offered psychometric profiling to its clients or Hyundai several years ago being the first auto maker to offer a five year warranty. Defining your company in those ways are all options available, they’ll help your company become more recognisable, memorable and easy to define.

But why you exist is the most potent way to define yourself, particularly in competitive markets. The really memorable brands are all defined by a core purpose – Nike, Apple, Ryanair, The Ritz, Innocent, Audi, IKEA, McKinsey, IBM up and coming brands such as Tough Mudder, B2C brands and B2B brands, even great Scottish brands such as Irn Bru or Tennents. These are all companies where both staff and customers and clients alike know instinctively what their brand represents. Why you do what you do is the ultimate emotional pull to staff, clients & customers. It is the sense of mission that transcends the commercial part of the business. Emotion always trumps logic; people react based on their emotions then justify their decisions with logic and facts.

Engaging with people on an emotional level is the most powerful way for a brand to communicate. The more potent the emotional argument, the greater the potential value in the brand.

Volkswagen are a company with a very high reputation for quality but consumers will pay £6000 more for a 2-litre A4 over a Passat, they are virtually the same car, many consumers know they are virtually identical yet the prestige and quality of the Audi brand commands a very significant premium.

That is maximising the emotional and commercial value of your brand.

It is not only common in cars – the best restaurants charge significant premiums for the strength of the brand experience. The big 4 do likewise in accountancy terms. Indeed there are very real opportunities for companies in the B2B space to build more engaging brands. Only 14 out of the 100 brands in the world are ‘business to business’ but the likes of IBM with Smarter Planet & Social Business have demonstrated great ways it should be done. Whatever the brand, the communications have to align with the cultural values of the company.

Everybody from the sales staff to the person that sweeps the floor must know why you’re special.

And therein lies the rub, special brands are the result of great companies.

Building a strong brand is one of the most potent weapons for growth there is. A strong brand provides the answer to just about every challenge you will face.

Obtaining sales is easier if the company has a strong brand.

Entering new markets become easier if you have a strong brand.

Launching new products, attracting the best staff, motivating existing staff, increasing margins on your products, inspiring loyalty and in some just cases feeling good about yourself and what you’re doing are all a result of a strong brand.

If you want to build real value into your brand, turn it into a cause. The companies that have a clear sense of mission are the ones most able to create a great brand story with higher value to all those that it touches.

People don’t just want leadership now, they expect it.

And those that lead in terms of innovation and culture will be those that shall be rewarded.

Cultural goals gives people in organisations scope and autonomy to make decisions, innovate and improve service/product quality. Building blocks to building even stronger brands that don’t have to compete on price. Most of the great brands mentioned above share a common theme – they are restless innovators.

Great brands are not made by digital tools, marketing agencies or people like ourselves at the loft. Our role is critical to compiling and articulating a vision but the brand message is created by the business leaders at the top. What kind of company do you want to build?

And on the subject of leadership, if brands must have personality to win in the digital race, who should determine what kind of personality the brand has? If the entrepreneur or business leader is going to be bought into a brand and drive it forward. If it’s your baby that you wish to grow. It ultimately has to reflect your character. You are the main stakeholder, it is your values, principles, interests and vision that will determine the success of the brand long after the agencies have completed their work.

With the amount of noise in today’s market, only the brands with the strength of purpose and clarity of message will gain and retain loyal clients. This can be shaped only by company culture and the vision laid out at the top of the organisation.

And it is for this reason that in this the digital age, it is people that are at the heart of building brands for the 21st century.

For further information, you can check out our info graph that compliments this talk at…



BB Profile Pic Small

Benedetto Bordone

Creative Director of the loft.

Benedetto runs the branding consultancy, the loft. Based in the centre of Glasgow, the loft creates emotive brands.

Benedetto began his design career aged 9, sketching cars in the loft bedroom of his parents house. Even then he realised some eternal truths. Alfa Romeos are infinitely cooler than Ferraris and always have been. Time has only hardened this opinion. Since then, he has been on a journey taking him from his hometown in Kilmarnock to Coventry, studying car design aged 17, three separate spells in Italy followed where he interned, worked & freelanced for distinguished design companies – BeeStudio, Alfa Romeo, Honda Advanced design & Stile Bertone.

Setting up his own business was a natural step for somebody as independently minded as Benedetto. The loft was set up in 2008 and offers a comprehensive branding and communication service to its clients. The company combines a deeply analytical approach into the clients culture and commercial targets before engaging in creative design and strategy work to build emotive brands.


Where branding ends…

As most of you that know me will know. I started out my life as a car designer. That means I trained/studied/learned everything there is to know about my subject when I was at University and my subsequent career thereafter. As part of my studies, we were taught about marketing and its importance, but you could say our role was entirely on the product development side. Being a car designer meant you always had to know about the trends in the sector – in my time it was pedestrian impact legislation, hybrid power trains, modern day digital ergonomics etc. The march of progress by the car manufacturers meant that there was a never ending cycle of improvements. Mainly for the end-user. If you stand still in the car sector, you die. Simple as that. As a consequence, the cars of today are always better than their predecessors be it in functionality, performance, safety etc. Yes, todays cars may lack the character of the older ones, but this is possibly the only exception.

In terms of marketing, I was always slightly cynical. I was always of the opinion that if you have a great product, it would market itself. I now know that it’s not as simple as that. Marketing is an integral part of the process, particularly necessary to make sure that the product and its communications reach the right people. Done well, its an art form in its own right. My scepticism was never about this area of marketing, more that clever marketing should replace great products. If this were the case, Honda would have taken over the world 10 years ago with their series of stunning ads.

I bet most of you remember the ‘cogs’ ad from 2003. How many remember the car? The Honda Accord. Ads like this and the ‘power of dreams’ were stunning, unfortunately cars like the Honda Accord were not. To this day, I remain a product guy. When considering incremental innovation; don’t just look at cars. Look at the endless innovations in the smart phone or tablet markets. It is relentless.

So you may ask where I am going with all of this?

Well on Thursday evening. I attended the Service Design Network’s official Launch at the Lighthouse and a good evening it was too. I was curious to learn more about service design. In the end it’s what I expected, mainly a way of designing services and processes in a more holistic way to improve the user experience. Kind of like product design but designing services and not products. I was chatting to one of the main guys Phil before the event and we both agreed that the ‘brand experience’ didn’t end with the marketing or the communications or even with the final product or service. The brand experience should span the entire process and even touch into operations, human resources, marketing, product, after-care etc. Its the reason I am not keen on the word brand or the term ‘branding’ as, done well, it’s a lot more fundamental than that. I am not sure I am even that crazy about ‘service design’ as a profession. My reasoning is that great companies, great organisations will always innovate endlessly based on their values/vision. For example, I doubt Michael O’Leary never stops dreaming of ways to reduce the cost of flying. And that culture is embedded from the top all the way down and touches all parts of the organisation from the final customer experience to the way the staff are trained. Frightening as that may be for us the flyer. On the other hand, a company like Bowers and Wilkins are continuously dreaming up innovative ways to create the a better sound experience. There’s something greater than branding going on here, it’s more of a cultural thing.

So where does branding end? Well despite my dislike of the term branding. The cultural elements that must inform the branding process don’t end with communications or even with the final product/service experience. It should inform everything the company does.

Where there is a real opportunity for the discipline of service design is in the traditional areas of professional services. This is an area ripe for improvement and a real shake up. Like the examples I have mentioned, there are one or two companies that are really pushing the game forward, but in general, the practices haven’t kept pace in the way they should have. For whatever reason, there just isn’t the same culture of innovation. It’s a real shame, there are some real gains to be made. People want better services. But it all starts with culture. Every company’s got it lying there somewhere. It may be dormant but it’s still there. If you need some help finding it, give us a call…


For those of you that want to see the ‘Cogs’ ad again… Simply wonderful

About the Author

Benedetto Bordone
Creative Director of the loft.

Benedetto runs the creative design consultancy, the loft. Based in the centre of Glasgow, the loft creates emotionally engaging brand identities.

Benedetto began his design career aged 9, sketching cars in the loft bedroom of his parents house. Even then he realised some eternal truths. Alfa Romeos are infinitely cooler than Ferraris and always have been. Time has only hardened this opinion. Since then, he has been on a journey taking him from his hometown in Kilmarnock to Coventry, studying car design aged 17, three separate spells in Italy followed where he interned, worked & freelanced for distinguished design companies – BeeStudio, Alfa Romeo, Honda Advanced design & Stile Bertone.

Setting up his own business was a natural step for somebody as independently minded as Benedetto. The loft was set up in 2008 and offers a comprehensive branding and communication service to its clients. The company combines a deeply analytical approach into the clients culture and commercial targets before engaging in creative design work to build emotive brands.