Years later I regrouped with a different partner and together we sorted things out, solved problems, discovered our strengths, and built a branding powerhouse. Our goal was to do celebrated creative work, to have happy healthy employees, and to make good money. We accomplished all three. We hit our stride with 40+ employees and $10 million
in fees.

In 1999 we sold to a
UK firm and I joined the management team in London as Global Creative Director. My job was to bring together 27 offices — in 5 countries — under one creative brand. It was another great learning experience — this time working with a broad array
of nationalities and design disciplines, all looking for success under a new corporate brand.

In 2004 I was back in the states and launched my consulting practice by helping a Chicago group acquire design firms in the US and UK. This time the lessons learned were about the delicate business of acquiring small closely held creative firms and helping both sides navigate the process successfully.