TaskUs, a global provider of outsourced digital services and next-generation customer experience, faced a significant challenge when businesses began requiring their vendors to have a complete carbon footprint. TaskUs lacked a framework for carbon footprint measurement to organize and evaluate its in-house sustainability efforts. This lack of a structured approach to sustainability and carbon footprint measurement posed a threat to TaskUs's business relationships and its overall goal of having a positive impact on the brands it works with, its people, and the global community.

Matthew Eaton, the Senior Manager for Responsible Sourcing at VMware, faced a significant challenge in integrating Environment, Social, and Governance (ESG) principles into the company's supply chain. Prior to his transition into this role, VMware lacked programs that prioritized suppliers with diversity, accessibility, or climate initiatives. The ESG team was attempting to get suppliers to disclose their emissions through the CDP Supply Chain, but the response rate was disappointingly low. Eaton recognized the need for a more centralized approach to supplier-facing ESG requests and a stronger commitment to sustainability, equity, and trust within the company's sourcing practices.

Wise, a global technology company, was faced with the challenge of integrating climate action and sustainability into its operations. Despite the company's primary focus on helping people and businesses move and manage money around the world, there was a growing need to address environmental concerns. Phil Denington, the Global Creative Lead, had a personal interest in climate action and initiated a climate program at Wise. However, the climate work was far from his day-to-day remit and was more of a side hustle. On the other hand, Nick Catino, the Global Head of Policy, was tasked with leading the broader ESG strategy. The challenge was to measure the company's carbon footprint, set a net zero target, and ensure compliance with reporting requirements. Additionally, there was increasing pressure from partners, competitors, and regulators to demonstrate a commitment to sustainability.

In April 2023, American Express announced several initiatives to support low carbon communities. The challenge was to provide digital solutions for eligible U.S. Consumer and Small Business Card Members that would help them understand their estimated carbon footprint and take action to reduce their carbon impact. The company also aimed to expand its Carbon Footprint Tool for select Corporate clients and provide a digital pilot to help U.S. Consumer and Small Business Card Members understand their estimated carbon footprint. Additionally, American Express wanted to continue providing Green2Gether volunteer activities for colleagues and bring back “Shop with Purpose” Amex Offers for eligible Card Members during Earth Month. The company also had a commitment to net-zero emissions by 2035 in alignment with the Science Based Targets initiative (SBTi).

Boulder County in Colorado was faced with the devastating aftermath of the 2021 Marshall Fire, the most destructive wildfire in the state's history, which was ignited by climate change-related weather patterns. The county recognized the urgent need to combat global climate change on a local scale to ensure the health, safety, and economic wellbeing of its residents. The challenge was to develop local carbon removal and resilience solutions that could be incorporated into the county's sustainability plans. Boulder County also aimed to model these strategies for other local governments, encouraging them to mobilize their resources for climate adaptation and increased resilience.

Microsoft and Carbon Direct have been dedicated to the development of effective carbon dioxide removal (CDR) solutions since the release of the first Criteria for High-Quality Carbon Dioxide Removal in 2021. The challenge they faced was addressing the quality issues in the voluntary carbon market and driving effective climate action. They aimed to develop a set of science-based benchmarks that could be used by the broader CDR community. The field of carbon removal is constantly evolving, and keeping up with the latest science and equity considerations is a significant challenge. Furthermore, the introduction of new carbon removal methods like enhanced rock weathering (ERW) added another layer of complexity to the situation.

The digital advertising industry, which represents over 50% of U.S. ad budgets and is nearing $200B in 2022, has a significant carbon footprint. Nearly 4% of global greenhouse gas emissions, or 1.6 billion metric tons, are caused by the internet and its supporting systems, with digital advertising contributing a significant portion. The industry uses thousands of servers that bid to fill ad space in real-time, decide which ads to serve with machine learning, and load creative and publisher content, using significant amounts of energy. Scope3, a company founded to make digital advertising sustainable, needed to find an economic incentive for companies to reduce their emissions.

Educate Online, a US-based learning platform established in 2018, faced a unique challenge as it expanded. The platform, which offers high-quality online and in-person education to children globally, found that its users - students and parents - were increasingly interested in sustainable practices and services. They wanted to contribute to improving the quality of life for future generations. To align with these values, Educate Online sought to become a carbon-neutral platform. However, they needed a method to calculate their users' carbon footprint accurately to offset it accordingly. The challenge was not only to measure and offset the carbon emissions but also to identify the primary sources of emissions within the company's operations.

Fenice Bulk, a Monaco-based shipping company, is faced with the challenge of meeting upcoming regulatory changes in the maritime industry. The European Commission has proposed the inclusion of the shipping industry in the EU’s carbon market from January 2023. This move will necessitate shipowners to purchase permits covering their emissions within the EU and a portion of their emissions from international voyages starting and ending in the EU. Given that the shipping industry accounts for nearly 3% of the world’s CO2 emissions, these regulations are expected to push shipowners to collaborate with sustainable commodity trading companies to reduce their emissions and cut costs in future carbon credit trades. Fenice Bulk, with its green shipping approach, aims to be an early adopter in sustainable shipping services. However, this requires the company to expedite its decarbonisation journey.

The Monaco Streaming Film Festival (MSFF), despite its successful inaugural edition in 2021, faced a significant challenge in terms of its environmental impact. The event, which was held during a restrictive period in Monaco due to the global pandemic, attracted a large audience, leading to increased local emissions and pressure on ecosystems. The festival's founder, Tony Davis, noted the cleaner environment during the pandemic and was inspired to make a positive impact. With the 2022 edition expected to draw an even larger audience during Monaco's busy event season, the need to account for and mitigate the festival's environmental impact became a pressing concern.

Race to Zero, a consultancy firm in the sports industry, is committed to becoming a market leader in the UNFCCC Race to Zero Campaign. The company works with athletes, sports teams, sporting events, individuals, charities, organisations, and businesses to provide carbon reduction, offsetting services, and climate education tools. Their goal is to raise awareness about the impact of sports on climate change and how improvements can be made. However, to achieve its goal of helping individuals and entities globally become carbon neutral and tackle the climate crisis, Race to Zero faced a significant challenge. They needed a means to provide their clients with a carbon accounting tool, a solution that would allow them to measure, track, and offset their carbon emissions effectively.

The global surge in electricity prices has affected millions and created a pressing need for actionable insights to help businesses and households reduce energy costs and carbon footprints. The challenge lies in providing a comprehensive solution that allows businesses to monitor, reduce, and report their carbon emissions while maximizing energy efficiency and cost savings. The partnership between Voltaware and Net0 aims to address this challenge head-on. Voltaware's AI-driven insights and Net0's comprehensive carbon management platform are designed to provide users with the ability to track their energy use down to the appliance level, offering actionable insights into carbon reduction and optimizing energy spending.

A North American technology company, recognized as a Forbes Cloud 100 Honoree, was committed to sustainability and aimed to scale its efforts for improved efficiency. The company, with nearly 1,000 employees, is trusted by over 3,500 of the world's top brands and fastest-growing innovators. It is designed to reduce power consumption through optimization and automation. However, the company was facing challenges in tracking its carbon footprint. The process was manual, involving internal teams and external consultants, which was time-consuming and tedious. The company wanted to increase visibility at an organizational level through automation and quantify its full impact. It also aimed to integrate sustainability cross-departmentally and accelerate its efforts towards sustainability.

AND Digital, a company specializing in digital transformation, faced a significant challenge in sourcing senior tech talent quickly to support its ambitious growth plans. The company needed to make multiple technical hires to expand their client offerings and establish their offices around the UK. They sought a partnership with a company that could provide a personable approach to hiring, aligning with their mission to be recognized as a digital-first consultancy company. The partner also needed to understand AND Digital's proposition well enough to effectively communicate it to potential candidates.

Elsevier, a global information analytics business, was in the midst of a multi-year programme to bring new technologists into their organisation. The goal was to develop new products and offerings for their customers, utilising cutting-edge technologies such as Artificial Intelligence, Big Data & Analytics and Cloud Computing. The company builds digital solutions designed to empower knowledge, and it was critical for them to find best-in-class talent that would enable them to build these solutions. However, the traditional recruitment process was proving to be inefficient and costly. Elsevier needed a solution that would not only reduce the time to hire but also provide them with a consistent pipeline of quality candidates.

Secret Escapes, a members-only travel company specializing in discounted luxury hotel stays and trips, faced a significant challenge in their tech recruitment process. The company required a robust pipeline of at least 100 potential candidates each month for various technical roles, including front-end, UX, Java, and DevOps. However, with a small recruitment team responsible for hiring across the entire business, not just tech roles, they struggled to meet this demand. Additionally, as Secret Escapes is primarily seen as a travel company rather than a tech company, they faced the challenge of showcasing their tech stack to attract high-quality candidates.

Vodafone, one of the world's largest telecom companies, was facing a significant challenge in recruiting suitable candidates for their new division, 'Digital Vodafone'. The company was struggling with low levels of engagement from potential candidates and was finding it difficult to attract relevant applicants. Traditional recruitment platforms were not providing the desired results, and Vodafone was unable to fill their hiring pipeline with the right talent. The company's small in-house recruitment team was tasked with hiring for a variety of roles across different markets, which further complicated the process. Additionally, Vodafone was also looking to improve its overall perception as a digital brand.

The challenge was to create a global campaign for abrdn's new brand strategy and positioning in the UK and various markets worldwide. The campaign was to introduce a new brand platform, 'The Power of Investment', which aimed to reframe investment as a force for good and reflect the simplification of the business with more ways to help people plan, save, and invest for their future. The campaign was to build on research findings that more than half of people (54%) believe investing their money can have a positive impact on society. The goal was to change perceptions of investment from a pursuit that is only about financial return, to a power for positive change.

The traditional process of launching a product, particularly in the sports industry, has become predictable and repetitive. The standard football boot launch, for instance, has been executed in the same manner countless times. This monotony was a challenge that needed to be addressed. The GLITCH campaign aimed to break this pattern by involving consumers in the product development process from the very beginning. In October 2015, a group of London kids, who were also adidas consumers, were gathered in conceptual workshops. Over the following months, they worked closely with the kids and adidas to evolve and refine what would become 'GLITCH'. The challenge was to create a product that was not only innovative but also consumer-driven.

Adidas Neo, a sub-brand of Adidas, was faced with the challenge of creating a truly innovative global activation that would engage their mobile-first, vocal fan base. The brand wanted to create a unique, participatory experience that would resonate with their young, digitally savvy audience. The challenge was to leverage the power of social media, particularly Snapchat, to create a campaign that would not only engage fans but also give them a voice and a sense of ownership in the brand.

For years, football brands have been promoting top players as idols for young fans to emulate. This traditional approach, while successful in the past, has started to lose its appeal among the new generation of football consumers who are more interested in creating their own path rather than imitating their heroes. The challenge was to launch adidas' new 'Stadium to Street' product in a way that resonates with this new mindset and encourages individuality and creativity among young football fans.

Adidas, a traditional football brand, was facing a significant challenge in maintaining its appeal among its key audience of 17-year-old consumers. Despite its long-standing reputation as a supplier of football boots and kits for over 60 years, the brand was losing ground to newer, seemingly more fun competitors. The modern social engagement around football was changing, and adidas needed to adapt to this shift. The challenge was to reinvent the brand's image and engage with the audience in a way that no other brand had done before. The situation called for a bold and innovative approach to marketing that would resonate with the young audience and reposition adidas as a brand that understands and embraces the modern social dynamics of football.

Adidas, a global leader in sports apparel, faced the challenge of demonstrating the significance of the All Blacks jersey, a symbol of fear in international rugby and pride for New Zealand. The jersey is one of the most recognizable brands in sports, and Adidas wanted to encapsulate the legacy, culture, and dominance it represents. The challenge was to create an engaging and interactive experience that would resonate with fans and further strengthen the brand's association with the All Blacks.

Adidas, in 2015, was launching its Super Rugby range, a product line that aimed to connect the intensity of on-field players' efforts with their off-field relaxation time. The challenge was to create a product and campaign launch that would showcase the rugby heroes in an atypical, off-field mode, having fun and relaxing. The goal was to get the New Zealand Super Rugby fans excited about their own 'Off' moments as much as their 'On' moments, and to encourage them to support their favorite teams in the perfect apparel. The campaign needed to be launched through print, digital, retail, and social platforms to coincide with the kick-off to the 2015 Super Rugby season.

In the world of sports, the connection between a team and its land is a powerful sentiment that can be leveraged for marketing purposes. This is particularly true in the case of Rugby, a sport that is deeply rooted in the culture and traditions of the land. The challenge was to create a marketing strategy that would not only resonate with the fans and players but also reflect the unique identity of each franchise. The 2016 adidas Super Rugby jerseys were launching, each with a unique design reflecting the land from which the franchise came. The task was to create a powerful idea that would not just become a statement of intent for every player and fan, but a sentiment that would run much deeper than 15 men on a field.

The FIFA World Cup is one of the most significant sporting events globally, and adidas, as the lead global agency, faced the challenge of standing out amidst the noise of other sports brands. The conventional approach of creating a celebrity-studded affair was not enough to make a significant impact. The challenge was to create compelling content that would 'own the internet' on the day of publishing and overshadow any mention of a rival brand. The content needed to resonate with the audience and create a significant social impact.

In 2014, Gabriel Jesus was a 16-year-old kid painting the streets of his local favela town in support of the Brazilian national team. Four years later, he was leading the front line for Brazil at the 2018 World Cup. The challenge was to create a marketing campaign that would capture this incredible journey and resonate with the local community. The campaign needed to be innovative, engaging, and impactful, reflecting the spirit of the World Cup and the personal journey of Gabriel Jesus. It was also important to involve the local community in the campaign, as they were a key part of Gabriel's story and his rise to fame.

Adidas was faced with the challenge of launching their new Cold Blooded SS18 pack, a collection of football boots, in a way that would position them as the 'ultimate weapons of creativity'. The company wanted to not only promote the pack as a whole but also highlight the unique identity of each of the franchises to ensure a strong reason to buy message. The challenge was to create a marketing strategy that would effectively communicate the creative identity of each boot and resonate with their target audience.

In June 2015, Adidas Football embarked on a mission to identify the world's best game changers and playmakers. The search began at The Base, Berlin, during the UEFA Champions League Final. The challenge was to expand this initiative globally and engage football enthusiasts in a unique and exciting way. Adidas aimed to create a buzz around the brand and its association with football, particularly in Asia. The company wanted to launch 2v2 football tournaments across three main cities – Bangkok, Kuala Lumpur, and Jakarta. The challenge was not only to organize these tournaments but also to ensure significant participation and generate substantial PR coverage.

Adidas GLITCH was set to launch their new football boot range, the 'Prep Pack', and needed a marketing campaign that would not only match the brand's reputation for innovation but also drive app downloads and increase brand visibility in London. The target audience for this campaign was 14-19-year-old football playing Londoners. The challenge was to create a campaign that would resonate with this demographic, encouraging them to engage with the brand and its new product. The 'Prep Pack' was inspired by hard work and the brand wanted to associate this with the reward of play after long hours on the pitch. The challenge was to find a unique and innovative way to take GLITCH off the pitch and into a space that this core audience would associate with a post-match reward.