“Kwittken’s nomination for Small Agency of the Year 2017 is a result of impactful global work, showcasing its ability to break away from traditional Public Relations practices.”

-Paul Holmes


We are a global brand strategy agency that employs an interdisciplinary, design-thinking approach to marketing and communications. We synthesize the most impactful elements of PR, influencer engagement, social and digital media, and content marketing to help our clients identify 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 U.S. 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, member-centric 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.



March 9, 2018

Kwittken will support one of the leading global data center hardware maintenance provider in the US, UK, Canada and Singapore

Kwittken, an MDC Partners Inc. agency, today announced it has been named global public relations agency of record for Park Place Technologies, a leading global provider of data center hardware maintenance.  Park Place Technologies serves more than 11,000 customers across 30,000 data centers in more than 100 countries. Kwittken leads M&A, crisis, corporate and B2B communications strategy and execution for Park Place Technologies globally through its offices in New York, London, Toronto and Singapore. As Park Place Technology’s communications partner, Kwittken is tasked with championing the company’s industry leadership and business excellence to potential C-suite customers by aligning data center hardware maintenance with broader industry trends and executive level concerns.  Additionally, Kwittken is driving communications strategy for Park Place’s fast-paced M&A machine, as well as highlighting the company’s unique strategies for ensuring continuity of customer service and employee culture across its rapidly expanding global footprint. “As our company continues to grow internationally, we saw a need to partner with an agency that could highlight our evolution as a company and help us to elevate our message to a senior business audience,” says Jennifer Deutsch, Chief Marketing Officer, Park Place Technologies.  “We see Kwittken as a true strategic partner that can amplify our message on a global scale.” Kwittken’s partnership with Park Place Technologies began in the US, but has quickly scaled to support Park Place Technology’s rapid growth, now servicing the company in Canada through the Toronto office, the UK through the London office and Asia-Pacific through Kwittken’s new presence in Singapore.  Park Place has already acquired one company in Singapore this year and plans to establish its Asian Headquarters in Singapore this Spring, with support from Kwittken. “In an industry sector traditionally viewed as a commodity, Park Place Technologies stands apart from its competitors as a trusted strategic advisor to its customers, driven by a culture of innovation,” says Dara Cothran, tech specialty leader at Kwittken.  “We are inspired by the global team’s dedication to service and passion for the work they do, and we look forward to supporting the business as it continues to grow its international presence.”

Q&A With The Seattle Seahawks’ Jeff Richards On The ’12s’ And Why Its OK To Take A Knee

March 2, 2018

For brands, the ability to create truly meaningful connections with consumers is the ultimate goal. It requires a data-driven understanding of what your audience cares about, a constant refinement of your communications methods and an unwavering commitment to your values. The Seattle Seahawks have undoubtedly mastered the art making lifelong fans of its brand.

I recently spoke with Jeff Richards, VP of Marketing, Seattle Seahawks, to learn about the origins of the"12s”campaign. We also talked about the influence and leadership of the team's owners and touched on the NFL's "take a knee" issue.
Seattle Pacific University

Richards at Seahawks headquarters, the Virginia Mason Athletic Center in Renton, Washington

Aaron Kwittken: While you were getting your master’s degree, you were also an educational pediatric mental health specialist at Seattle Children’s Hospital. Did that experience provide you with the perspective that you would be able to handle anything thrown at you, especially in your current role? Jeff Richards: I primarily worked with kids leaving the psychiatric unit, supporting them as they transition back into their communities. I decided it wasn’t what I wanted to do for the rest of my life, but it was an incredibly rewarding experience. Throughout my career, I’ve always had the mantra to assume positive intent. Our season ticket holders, fans, fellow employees and players are people first. Everyone faces different things in their lives, both highs and lows. At times, we have support, and other times we don’t. You never know where someone is along their journey so it is important to approach someone as a person first. Nine times out of ten, you will be guided to a resolution, a connection or an idea more quickly than taking things at face value. I’m wired this way and I wouldn’t change it for the world. Kwittken: There is a strong emotional tie between fans, the players, and the franchise. In light of current events, especially following the State of the Union, the NFL as a whole faced quite the curveball, sorry to mix sports metaphors. How did the Seahawks manage through that? Richards: It’s obviously a challenging and polarizing time in our country and as an organization from the top down, there was a decision made that we were going to support our players’ first amendment right to peacefully protest. Across the entire sports landscape, every organization is going to make its own decisions. Our organization, and region more broadly, is driven by the idea of acceptance and understanding that there is a curiosity for the “We Are 12” spirit. It’s in our DNA so I don’t believe there was ever a moment where there was much polarization here, within our community. It was interesting to watch how it played out in other markets but for us we decided to stand behind our players on this. Kwittken: How was the "12s” campaign created? What role has it played in your broader marketing program? Richards: The roots of this campaign trace back four decades. In 1976, the team played its first season and immediately the organization noticed a sense of “purpose” among the crowd. With the Kingdome stadium being domed, the noise is amplified, which can be distracting to an opposing quarterback in communicating at the line of scrimmage, trying to change a play. Our fans felt they had an impact on the game in changing the outcome, to some degree. Our president and head coach leaned into this. In postgame press conferences, they praised the fans, calling them the “12th man”. In the mid-eighties, some of our leaders decided to retire the number in a way that honored our fans. Retiring a number is almost exclusively held for players who have had an unbelievable impact on a franchise or game. To retire a number in honor of fans was unheard of.
In the mid-2000’s, the team went to the Super Bowl after the 2005 season and the story of the 12th man took center stage. At the time, there was media interest in why this was such a strong point of reference for the fans. Why do they call themselves that? What does it mean? It quickly gained promise, exploding over the past 5-6 years. The media appetite was voracious in telling a story about the impact our fans have on the game. This idea of “We Are 12” is that whether you are the team’s owner, head coach, quarterback Russell Wilson or a local from Bellevue, Washington, you are an equal shareholder. This philosophy stems from the top and has transcended throughout our entire organization in how we operate. Our fans are as important as our players and our partners. We believe this is part of our DNA. The media also understands the team and our fans are on equal footing; both as important to what we do here as the other. Kwittken: As the only franchise in your region, are you using any data to look beneath the surface of your fan base? Marketing seems to be easier when you’re a winning team, but not every team is winning all the time. What other data, analytics, or other tools are you using in the valleys as opposed to the peaks to help you maintain fan engagement? Richards: Marketing isn’t necessarily easier when you are winning, but it is definitely different. Creating a connection with fans is easier when you’re winning, but winning provides challenges too. We have a culture of listening to our fan base, and that is absolutely not lip service. We have tens of thousands of data points coming back from our fan base and customers, but also fan bases in general, asking them everything from, “How was your game day experience?” to “What do you value in terms of your relationship to the team?” to “What content are you most drawn to?” even asking “Do you want more from us?” Kwittken: Is that data approach endemic to the franchise or because of your owner who has helped build one of the largest, most successful software companies in the world? Richards: It stems from the top. Our owner is a curious, thoughtful and inquisitive person who wants to immerse himself in what our fans are saying, test new ideas and leverage social media. He asks questions that require us to look to quantitative and qualitative data. If we come with opinions, they must be informed opinions. Data speaks louder than gut feelings. This article originally appeared on
Forbes CMO Network on March 2, 2018.