“Kwittken’s niche is smart/sexy. The firm gets high marks for braininess – its ability to shift between client categories.”

-The Observer


We are a modern communications agency that utilizes the most impactful elements of PR, creative advertising, influencer engagement, social and content marketing to employ an interdisciplinary, “design thinking” approach to communications and brand engagement, a process that helps brands identify, articulate and demonstrate their best “selves.”



Hisense, China’s largest television brand for over 13 years and the world’s third largest television manufacturer, set its eyes on the US market in 2010, however retailers and consumers initially dismissed the brand as just another Chinese fast-follower with basement prices and questionable quality.

American Express Global Business Travel

American Express Global Business Travel (GBT), the largest corporate travel management company in the world, was approaching its 100 year anniversary. While it was an incredibly important milestone for the company, GBT was only interested in the recognition if it created an opportunity to showcase the entire business travel industry.


frog, a global design and strategy firm, regularly engages in social impact work applying human-centered design to help resolve global issues. In 2015, frog partnered with children’s humanitarian organization UNICEF, and connected technology company ARM, to launch the Wearables for Good Challenge. The incubator–style design contest aimed to uncover innovations in wearable design and technology that serve a greater purpose. Together with UNICEF and ARM, frog designers helped finalists hone their designs to create scalable, wearable solutions that benefit children around the world in need.


PURE Insurance, a property & casualty insurer of high net worth individuals, launched in 2007 and rapidly expanded into 49 states over the course of the next eight years. Following this growth, PURE needed to validate its unique, and highly advantageous reciprocal exchange model for prospective members (policyholders), insurance brokers, wealth managers and the broader personal finance community, by putting its purpose-driven corporate culture, ‘membercentric’ approach, innovative coverages and exceptional talent on center stage.


Zicam®, a leading provider of over-the-counter homeopathic cold shortening, allergy relief and allopathic nasal congestion products, was battling negative perceptions from a voluntary recall of its cold remedy nasal products in 2009. Building on the successful relaunch of its nasal cold remedy spray in the 2014/2015 cold season, Zicam relaunched its most unique cold shortening form, nasal swabs, during the 2015/2016 cold season. With these new nasal products in distribution, Zicam was ready to re-enter the marketplace with a refreshed brand narrative and execute a buzz-worthy campaign to drive positive coverage and purchase consideration in the crowded cold remedy aisle.

Pantone Color of the Year

The Pantone Color Institute was established by Pantone in 1986 to forecast future color direction and study how color influences human emotion. Through seasonal trend forecasts, custom color consulting, and social commentary — most notably its annual Color of the Year program — the Institute is the preeminent thought leader on color. After 16 years, the PANTONE Color of the Year had emerged as a fun pop culture announcement, with media, consumers and the design industry looking for a splash of color to set a tone for the new year — but coverage often failed to connect the selection to the true intelligence offered by the global color authority or articulate Pantone’s business model.

The 2016 unveiling marked a momentous occasion: for the first time, Pantone selected two colors for its Color of the Year: Serenity and Rose Quartz.

American Express

American Express partnered with retailers Birchbox, Bonobos and Rent the Runway to present Online’s Day Off. This two-day event included a thought-leadership panel as well as a live shopping event. The goal of the event was to showcase innovative ways that e-commerce leaders are converting their online success into brick-and-mortar opportunities.


Sarah Moloney Joins Kwittken London

March 23, 2017
Kwittken, an MDC Partners Agency (NASDAQ: MDCA), announced today the appointment of Sarah Moloney as a Director in its London office, effective immediately. Sarah joins the agency with nearly twenty years of experience specialising in brand development, business growth and leadership, building and overseeing high performance teams, driving and managing client services activities and running integrated, award-winning campaigns for a wide range of B2B & B2C clients. She reports into UK Managing Director, Sam Bowen. Prior to joining Kwittken, Sarah was Practise Director (Technology) and Client Community Lead at Golin as well as Client Services Director at Nelson Bostock (London), among other roles at leading UK agencies. Over the years, Sarah has worked with some of the world’s largest business, technology and consumer brands including EE, Facebook, Panasonic, Rentokil, Oracle, salesforce.com, Microsoft, EMC, Kodak, Ricoh, Gartner and Unilever. She has represented businesses across multiple sectors and vertical markets, launched start-ups (including her own) and worked with both blue chip and SME companies. On Sarah’s appointment, Aaron Kwittken, Global Chairman and CEO, Kwittken commented, “Sarah joins us at a very exciting time for our global business and our London office in particular. Her extensive experience will add significant strategic weight to our UK client offer and she will play a vital role in our local and cross-border growth in 2017 and beyond.”

Minds And Machines

Aaron Kwittken's Q&A With GE's Deirdre Latour
March 23, 2017
As one of the world’s most recognized business conglomerates, GE is the quintessential example of a brand that has completely transformed itself inside and out. Today, GE classifies itself as a digital industrial company, with more than 300,000 employees worldwide and an impressive presence in more than 180 countries. I recently sat down with Deirdre Latour, Chief Communications Officer, GE, who shared her take on building a modern communications team and to understand how GE empowers its employees to be its most powerful story tellers for the brand. Aaron Kwittken: After working at an agency for eight years, you joined GE as Chief Communication’s Officer at one of the most interesting and exciting times. Looking back, how did you arrive at the company? What changes have you experienced in your role as the worlds of paid, owned, earned and sponsored further collide?
Deirdre Latour: I’ve worked at GE for 13 years and have been Chief Communications Officer for the past two years. It’s an amazing time to work in communications. When I was recruited to join GE, I was initially unsure about the opportunity, given the location and my lack of familiarity with what GE did. After gaining a deeper understanding of the company’s mission and the brand’s future direction, I got the job. Now, thirteen years later, my job is completely different from where I started. We’ve gone through a financial crisis and various political cycles, and through it all, the transformation of GE and communications more broadly has been amazing to witness. When I started here, we were a tiny communications shop in Fairfield, Connecticut working on financial communications and issues management. Now, we’re a diverse team of more than 500 communicators who work in a fast, digital and social environment in more than 180 countries. Kwittken: How have you built a modern communications team? Where do social, digital and marketing lie in terms of GE’s communications structure? Latour: We view communications as completely boundaryless. There are no internal communications and external communications. Other companies tend to have corporate communications and organizational communications. At GE, we call it culture communications. The explosion of digital and social has changed the way people receive messages and how many messages they get. Companies can no longer communicate one way internally and another way externally. Internal communication is inherently external. There are no boundaries anymore. In building a modern communications team, my mission was to “set our people free.” By that, we emphasize that GE is 300,000 people strong worldwide and we see our people as our biggest and best advocates and story tellers. We encourage them to go out into their communities, share our story and discuss the impact the company is making. Setting your people free can be scary for many companies because you can’t easily set strict rules on what employees can and can’t share. Instead, you have to hope your employees understand how to tell a story and can use social channels appropriately. Kwittken: What tools do you use to provide some type of guidance and compliance to your employees, who are essentially your brand ambassadors? Latour: We built a mobile platform for employees to communicate on which regularly features news stories about the company from all of GE’s businesses and locations worldwide. The platform was developed to inherently encourage folks to share news about our company. While we have basic policies and parameters when it comes to sharing stories, we don’t articulate or push our employees to think certain ways in terms of social media compliance. We encourage them to get out there. One thing we learned from the last election is how critical it is to build an authentic, strong database of internal and external people who want to know more about GE and understand our company, something we call “go direct”. This is our internal effort to build a direct communications program using data, that allows us to speak directly to people and not have to rely on using advertising or earned media or other mechanisms to communicate with those who care most about GE. Kwittken: Since all 300,000 GE employees won’t always come to the company’s defense, how do you empower them as an authentic underpinning voice for the brand? Latour: If you look at the pyramid of influences, the idea that elite are situated at the top and everyone else is at the bottom is long gone. Today, audiences are in the middle and companies have to figure out how to communicate with all stakeholders that matter to them. From a communications standpoint, you need to assess whether or not you have clarity around how you are communicating the impact of your company worldwide. In the United States, there are more than a million people who rely on GE between our employees and the supply chain, so having people advocate on behalf of the company, whether they are at a cocktail party or at church on Sunday, is incredibly powerful. See full article