Steve Rosen, Managing Director – Philadelphia, Aloysius Butler & Clark (AB&C)

In an interview with Invest:, Steve Rosen, managing director of Aloysius Butler & Clark (AB&C) in Philadelphia, said that smart growth is the marketing agency’s future. “We’re hyper-focused on what growth means for each area of our business. That could be more brands, more markets, or new regions. We’re committed to staying agile, creative, data-driven, and aggressive, but also kind,” said Rosen.

What changes have most influenced your firm over the past year?

This has been building for a while, but I’d say the biggest influence has been the rise of data and technology. It’s become central to everything we do. Our business started out centered on creatives, copywriters, and designers, but now it’s incredibly data- and tech-driven. We’ve had to embrace that shift, continuously learn what’s relevant for both us and our clients, and apply those insights in meaningful ways. This transformation is only accelerating; it’s not going away. We must fully embrace what data and tech are doing to and for our industry, and prepare to adapt accordingly.

Alongside that, we’ve seen an unprecedented demand for measurement and ROI. Clients want to see clear, quantifiable outcomes, not just impressions or awareness, but how marketing communications directly support business goals like increasing sales or influencing behaviors. For example, we do a lot of behavior change work, from getting people to wear seat belts, using sunscreen, and getting screened for cancer. Those results must be measurable.

Another trend we’re observing is a renewed demand for full-service capabilities. We’re one of the largest independent agencies in the region, and we can offer virtually any marketing service in-house. The pendulum seems to have swung away from boutique specialists toward integrated, holistic solutions. That may be because companies now have to do more with less, so they need one partner who can deliver across the board.

Finally, I’d say we’re living in a time of constant disruption. We joke that it’s the “year of the pivot,” though honestly, it feels like the decade of the pivot. From the pandemic to shifts in government policy to the rapid advancement of technology and changing client expectations, the environment is continually evolving. But our agency tends to thrive in disruption. We adapt quickly, and that helped us stay strong during the pandemic. We’ve seen other organizations get paralyzed by change, while we use it as a catalyst. Disruption is no longer a moment but a constant in business, and embracing it is essential.

What trends are most shaping how brands communicate and build trust with their audiences in today’s market?

The biggest trend is related to the impact of data and technology on our business, starting, of course, with AI. Many agencies see AI as a threat to their business. We see it as an opportunity. It allows us to do more work for our clients, and faster. It also makes mediums, such as video, more accessible to clients who couldn’t afford it in the past. The biggest hurdle to most marketing is the cost. AI is the great brand equalizer.

Another major trend is the shift from mass communication to more personalized, one-on-one interactions. It used to be all about TV commercials, radio spots, and print ads reaching millions. Now, it’s about tailored one-on-one communication with specific audiences, as we’ve done for clients in public health, for CPG products like household and personal care items, cleaning supplies, and even comfortable men’s and women’s slippers.

A third trend is the importance of real brand authenticity for building trust and credibility, especially with younger audiences. They demand transparency, so brands have to create genuine relationships and present themselves in ways that feel human and honest.

How is your team adapting its strategy and messaging to respond to the trends you mentioned?

This year has been one of intentional growth for us. We’ve evolved our agency management team, and we’ve brought in top new talent to lead our strategy and media functions. The company’s ownership team is a perfect balance of two female and two male executives. We also acquired Oxford Communications, a New Jersey-based marketing firm, which reflects our goal to remain nimble and provide integrated, client-focused solutions.

Because technology enables clients to handle many tasks in-house, we focus on where we can add real value, primarily through strategy and big-picture thinking, rather than just execution. In media, we’ve built a diversified team that handles everything from traditional placements to CRM and highly data-driven digital campaigns.

Despite all the changes in channels and platforms, we believe creativity and emotional connection remain the core of what we offer. The tools may change, but our job is still to understand the audience and craft messages that resonate on a human level.

When the Philadelphia Eagles were in the Super Bowl, we came up with a fun idea: We bought a billboard outside the Chiefs’ stadium with a phone number and a teaser message. When people called, they heard the Eagles’ fight song. We activated our PR, creative, and social teams around it. Hundreds of thousands of people called, and for every call we donated to charity. It was playful and simple, but it worked because it tapped into human emotion, fandom, and even sports trolling in a light-hearted way.

What is your vision for the growth of the Philadelphia office and creative leadership within the firm over the next three to five years?

Our overarching goal is growth both in scale and creative excellence. Throughout the U.S., you’ll often hear stories about a regional agency in places like Seattle or Minneapolis that eventually elevated to a national or even global platform. I believe that’s the kind of trajectory we aspire to follow.

To be successful in our industry, growth is essential. We’re fortunate that while we’re regionally based, our work spans multiple industries, with many of our campaigns reaching national and even international audiences.  

Our vision is to continue excelling in our region — Philadelphia, New Jersey, Delaware, Maryland — and at the same time, strategically expand. For example, our government practice has grown significantly. We’ve done impactful work throughout the region, and we were recently approved as an official agency for the states of New Jersey and Massachusetts. That was a significant milestone and a great indicator of our ability to grow by expanding geographic reach.

Looking beyond government, in every sector we operate, whether it’s healthcare, B2B, B2C, or recruitment marketing, the goal is sustained, smart growth. Our client retention rate is well above the industry average, which speaks to the strength of our relationships and the quality of our work. That said, we’re focused on scaling up. That means continuing to work with amazing clients locally, while also seeking more national and international opportunities.

We’re headquartered in Wilmington, with offices in Philadelphia and a presence in Central PA due to our large recruitment marketing practice, and now we also have an office in New Jersey. But it’s less about physical offices now — it’s about our footprint. Our team is distributed across the region, and in some cases, across the country.

So, the goal is really to build on our regional foundation and take things to the next level.

Each of our five core sectors will grow differently. In government, growth might come from national expansion. B2B might be international, especially with some of our med-tech clients.

The bottom line is that growth is essential. We’re hyper-focused on what growth means for each area of our business. That could be more brands, more markets, or new regions. We’re committed to staying agile, creative, data-driven, and aggressive, but also kind.

I’ve worked at many agencies, and while I often loved the work, I didn’t always love the environment. At AB&C, the culture is truly special. Everyone says that about their workplace, but this time, it’s real.

It’s a place where people have each other’s backs. The word I keep coming back to is kindness. That’s not always the stereotype in our industry, but here it’s very much part of who we are. We retain employees for a long time, which is rare in this field, and that’s due to a genuine sense of collegiality.