Stripes Agency 11/06/2019

Meet Ivan, VP of Media.

Born and raised in California, Ivan heads up Stripes’ media efforts from the L.A. office. Looking for a change of pace, Ivan came to Stripes in June 2019 from the land of big AORs. 

Ivan honed his media expertise at Starcom, OMD (Resolution Media), PHD, and RPA by contributing to paid social efforts for accounts such as Mattel, Nissan/Infiniti, Hewlett-Packard, and Honda/Acura. You could say we’re thrilled to have him. 

So as a “welcome to the team” present, and to help you learn a bit more about what brought him to Stripes and his big plans for us, we decided to subject Ivan to an interview for this blog. Here’s the man himself…

What attracted you to Stripes? 

Stripes possesses the technical prowess of an Omnicom global agency but operates with the mobility of a small business. A two-hour quasi-impromptu meeting with Tommy Swanson at a local coffee shop eventually led to my simple understanding of the agency’s successful formula: blend equal parts entrepreneurship and performance media.  Interestingly enough, these two parts were the bedrock of my career, but they never overlapped—until Stripes. 

What’s exciting to you about how your background at a bigger agency will inform the way you’ll structure and grow a media team?

 I plan to surge our client portfolio in a way that seats people, performance, and profitability at the throne.

Having constructed multiple agency teams from the ground up, I want to introduce structural pivots, such as vertical integration, and forge cross-departmental swim lanes to ensure stable, controlled scalability that places people at the forefront.

Working with big brands gave my teams the capital to deploy paid media campaigns at a multimillion-dollar scale. Realizing this elevated model at Stripes will promote full-funnel marketing strategies from broad reach downstream to ROAS, boosting performance and, ultimately, agency revenue.

 What is your philosophy as a leader?

Invest in people beyond their contract. Yes, it’s important that a team roster satisfies their day-to-day responsibilities, which is why a contract clearly outlines what an employer demands and for how long. However, managers must understand that an organization’s vision may be just an accessory to an employee’s personal bull’s-eye aspiration. Thus, a job description is a good, mutual baseline, but it’s typically not the North Star goal. “Investing beyond” means helping someone identify their goal and orient, and then installing checkpoints that route to the finish. 

All in all, a leader’s job isn’t to make someone a company lifer—it’s to help get them where they want to be.