Masterpiece Story: Marriage A-la-Mode by William Hogarth
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May
25
May
25
This Algol TV was designed by Italian architect/designer Marco Zanuso and German industrial designer Richard Sapper. Released by Italian electronics brand Brionvega in 1964, the ABS-clad TV was described by Zanuso as “a little dog that looks up at its master.”
The design was popular, landing in both the MoMA and the V&A Museum in London, and was reissued multiple times—all the way until 1998! A 34-year lifespan for a television set—an 11″ model, no less—seems insane today.
A ’90s marketing image
It admittedly doesn’t look fantastic with the handle deployed, though you wouldn’t see that during ordinary use.
Handle aside, Zanuso and Sapper really pulled off the canted form while retaining a pleasing proportion and gesture. To see how this effect can go really wrong, have a look at the back end of the unloved 1985 Alfa Romeo Milano.
Two Fun 1960s/’70s Television Sets Designed by Rodolfo Bonetto
May
25
To what extent should we attempt to tame nature, in the name of personal comfort? Already our homes are purpose-built to keep out weather and provide interior climate control. We commute in vehicles that keep us cool in summer and warm in winter. We shop, dine and view entertainment in temperature-controlled facilities.
While camping, and attending outdoor events like barbecues and music festivals, we’re at the mercy of the elements. Many would say that’s an integral part of the experience. But for those who find the lack of comfort, the lack of control over nature, intolerable, there are companies ready to sell you a solution.
Solo Stove, the outdoor gear manufacturer known for their smokeless fire pits, has expanded into other camping gear. Their new offering is the Solo Windchill 47, a drinks cooler with a built-in air conditioner. That you use outside.
“At the push of a button, it turns icy temps inside the cooler into frigid, dry air-conditioning—thanks to a built-in heat exchanger, high-powered fan, and water pump,” the company writes. “And yes, it’s real air-conditioning. Upgrade your cooler setup with the Solo Windchill 47 to keep the chill coming—anytime, anywhere.”
You can also use it to charge your phone (of course).
While I find the product obscene, that’s due to my personal preferences. I live on a rural property, enjoy being outside and try to work with nature, accepting that I will get sweaty when I’m working outside in July. While there is an element of mild suffering to it, it makes that moment when you take a break inside, and feel the cool air of an A/C or a fan, that much sweeter.
However, Solo Stove is based in Texas, which experiences more 100-degree-plus days than my region; perhaps Texans view summer as a war on their comfort. And for plenty of Americans, I’m guessing hauling around a 40-plus-pound cooler with built-in lithium ion batteries is a small price to pay for keeping cool.
Even at $650 to $700 depending on battery options, the Windchill 47 will find a ready market. “Glampers” will be thrilled.
May
25
The key feature of a Dyson vacuum cleaner has always been its grouping of cyclones. Those take up a fair bit of space, and their cordless vacs have by necessity been top-heavy, as they support the cylindrical dustbin near the handle. However, Dyson has made strides in designing powerful motors for their line of hair dryer lines, and are now looping that technology into their vacuums.
The result is the new Dyson PencilVac, which ditches the dustbin altogether. Instead of relying on cyclones to separate the dust and heavier matter, the new design relies on a dual filtering system. Their new Hyperdymium motor—which spins at an absurdly powerful 140,000 rpm—is strong enough to blast vacuumed matter up the shaft and through the filters, greatly compressing the dust.
The new form, at just 38mm (1.5″) in diameter, isn’t much thicker than a broomstick.
In addition to yielding a much more compact form, an additional UX improvement is that the dust no longer poofs everywhere when you empty the thing. Being super-compressed, it ejects in a neater clump.
Although the volume of the dust bin is just 0.08L, the company says it will actually hold five times that amount, so compressed is the dust.
In the vacuum head, gone are the cylinders-with-bristles design. They’ve been replaced by Dyson’s “Fluffycones,” four conical brush bars that rotate in opposite directions. This design funnels hair tangles into the suction path and into the dust bin, rather than allowing hair to tangle around the brush bar.
The head features two lasers that each fire a raking beam, making it easier to spot dust.
The PencilVac has been launched in Japan and Australia. It won’t come to U.S. shores until next year—though with the threat of looming tariffs, we’ll have to wait and see.
May
25
To the list of jobs that will not exist in the future, we must add Janitor. Loki Robotics, a San-Francisco-based startup, is developing an autonomous cleaning robot (also called Loki). At first blush, it doesn’t look like much: A single robot arm and two storage bins.
Then you see what it can do in the bathroom:
And in the kitchen:
It’s not clear how much of what the ‘bot is doing in the videos is purely autonomous versus being teleoperated, as it has the capacity for both. But the company’s goal is full-autonomous. At present they’re using teleoperation to train the ‘bot when it encounters tasks it can’t yet handle autonomously.
As with Somatic, the other cleaning robot we looked at, Loki Robotics plans to roll the robots out with a monthly lease model. And while their target market will be offices, with the ‘bot to replace cleaning staff, the company’s marketing copy is written as if addressing a different audience:
“We spend over a year of our lives doing chores – time that could be spent raising kids, calling grandparents, making music, building things. We believe tasks like scrubbing toilets don’t belong on a human to-do list.”
In other words, don’t worry about the unemployed janitorial staff: Call your Nana and sign up for piano lessons!
May
25
This Growl object is a wall-mounted punching bag featuring a built-in projection system.
You’d think it’s for projecting images of your enemies. But in fact it was designed as a virtual boxing trainer. You can hit the bag—as hard as you want, the company says, without fear of damaging it—while the projected coach runs you through drills and offers pointers. Built-in sensors track your body’s movements, allowing the AI coach to offer real-time feedback.
It can also be using for other forms of exercise, and even gaming.
Here’s how it works:
Here’s a less polished demo where a personal trainer shows you how she uses it:
The Growl, which is going for $2,450 on Kickstarter, has been a smash hit; at press time they had over $375K in pledges, with 23 days left to pledge. They’ll say they’ll ship in February of next year—and point out that, bucking the trend, there’s no subscription required.
May
25
Design Bridge and Partners have created a kintsugi-inspired new look for Gen-All, a charity that promotes intergenerational work and best practice.
Gen-All co-founder Judith Ish-Horowicz has run a nursery within a care home since 2017. She received lottery funding to create a new body bringing together different organisations in the space to share best practice.
“We were aware that there was a lot of intergenerational work going on, but there was no understanding of what was actually impactful,” she explains.
The new Gen-All logo by Design Bridge and Partners
Ish-Horowicz worked with the Beth Johnson Foundation to revive the Centre of Intergenerational Practice and Research and Development (CIPRD). She met Design Bridge and Partners’ Chief Strategy Officer Matt Boffey because his daughter attended her nursery and he offered to work on the project pro bono.
“Everyone recognises that stronger relationships between the generations create some really positive outcomes for society, especially in this moment where we’ve got demographic change and stretched resources,” Boffey says.
“We wanted to create a compelling brand that people could get behind, so it could become a beacon to attract different partners.”
Design Bridge and Partners’ visuals for Gen-All
Boffey and his team felt the name CIPRD “took a lot of unpacking” while Ish-Horowicz is more blunt – “It was a terrible name.”
They hit on Gen-All as a simple and immediate way of capturing what the organisation stands for. “Intergenerational work is about all the generations rather than just the extremes of the very young and the very old,” Boffey says,
“So we wanted something that could represent that broader sense of inclusivity, and something that wasn’t too abstract.”
He says this immediacy was particularly important for a small organisation with limited budgets.
They created a simple wordmark using the new name in Hepta Slab, with the hyphen also acting as a visual metaphor bridging the generations, and the various organisations Gen-All wants to unite.
Senior designer Leanne Kitchen explains that the logo was kept deliberately neutral because of the very busy and colourful assets that were developed for the broader identity.
This was built on the idea of fragmentation, which applied across generations as well as among the intergenerational practice community itself.
“We wanted to translate that into a very clear message and we liked the idea of filling the gap, to bring the generations back together,” Kitchen explains. This led them to kintsugi, or golden joinery, which is the Japanese act of repairing broken objects with a lacquer that reconnects the pieces, but doesn’t hide the fact it has once been broken.
“We liked the idea that it creates something new, but embraces the past and its previous fragmentation,” Kitchen explains. “We’re not shying away from where we’ve been, and just trying to glue it back together. Using kintsugi creates a more meaningful whole.”
Design Bridge and Partners’ visuals for Gen-All
And so the visuals are created from repaired ceramic pieces that represent different generations, with contrasting imagery attached together. There was also a neat historic link to the Beth Johnson foundation, which is based in Stoke, the heart of the Potteries.
They held workshops at Ish-Horowicz’ London nursery to create the first pieces, where they also collected stories from participants about how bringing together young and old had benefitted their lives.
The team later used AI image generation tools to expand the visual assets and create a broad suite of imagery for Gen-All’s digital channels. And the pottery theme extends into lots of nice touches, such as using stacked plates to create a chart to share key stats in the Gen-All newsletter.
Boffey says it’s important for Design Bridge and Partners to take on projects like this alongside its big-name client work.
“It’s a great opportunity for us to take the talent we have and create a different type of impact with a different type of partner, which is no less important than furthering the ends of our commercial clients,” he explains.
“It’s very motivating to our people, and it gives them an opportunity to stretch themselves in new directions. We get lots of people wanting to be involved and we don’t ever treat these projects as a hobby or a side project.”
For Ish-Horowicz, the impact of the rebrand is already being felt, with renewed interest and engagement across the UK, as well as new connections around the world, from the US and Sweden to Israel, India and Turkey.
And she is excited for how the new brand will help further this work, which she has committed so much of her life to.
“For the first time we are connecting people together, so professionals in this space can support each other and bring the level of impact up,” she says. “It’s no longer coming into care homes and singing at somebody at Christmas. Now we are all singing together, and singing from the same song sheet.”
May
25
When we launched Badberries a year ago, I thought I understood what challenges we’d face.
Finding clients. Creating standout work. Building our reputation. Yes, these were true. But what I’ve come to realise is that the heart of all these challenges revolves around a single question: where do we invest our time?
Every agency has two distinct sides that constantly compete for attention. The first is client delivery – the work that pays bills and builds reputation. The second is the business itself – operations, growth, and longevity.
I’ve started thinking of this second side as our “invisible client.” Like any client, it has deadlines, demands, and deliverables. But unlike external clients, this one never stops needing attention, never wraps a project, and never takes a holiday.
The challenge? If you neglect client work, you have no income. If you neglect the invisible client, you have no future.
Recognising this tension early was crucial to our survival. As managing director with a background in complex agency projects, I bring planning and operational expertise.
Meanwhile Dani Wolf, our creative director and my co-founder, ensures our output remains distinctive and compelling. Together, we lead a team of designers who execute our vision for clients.
This complementary partnership has been fundamental to our success. When we first discussed starting the studio, Dani appreciated my approach, recognising how proper structure could give the creative work room to flourish.
He saw how systems would help us be more efficient, meet deadlines consistently, improve collaboration and help the creative process flow better.
This balance allows us to serve both our visible and invisible clients more effectively than either of us could alone. When urgent client needs arise, we can divide and conquer, one of us focusing on delivery while the other keeps our business moving forward.
In a service business where we essentially buy time – from ourselves and our team – and sell it to clients, we’ve learnt to think of time allocation as investment decisions. This may sound very dry, but it’s necessity to recognise it.
In the creative industry, there are typically two pricing approaches: value-based and time-based. Value-based pricing operates on the principle that the worth of the work transcends the time invested in creating it.
There’s a famous anecdote about Paula Scher, the legendary Pentagram designer, who reportedly designed the Citibank logo during a meeting on a napkin. As she famously said, “It took me a few seconds to draw it, but it took me 34 years to learn how to draw it in a few seconds.”
“The main question isn’t how to manage time, it’s how to invest it wisely.”
As a new business, we made the conscious decision to adopt time-based pricing. Not because we don’t value our work, but because it creates transparency with clients while protecting us from scope creep. It’s given us the clarity and flexibility needed in our first year, allowing us to be agile while maintaining healthy margins.
More importantly, it’s forced us to be intentional about where we invest non-billable hours. When you track time meticulously, you quickly see which activities generate returns and which don’t.
One of our biggest time management lessons has been understanding what to outsource and what to handle ourselves. The equation isn’t simply about cost, it’s about strategic focus.
We quickly outsourced accounting and legal services, areas where mistakes would be costly and specialised expertise is essential.
This decision, while an investment, freed mental space and reduced stress considerably.
For marketing, our approach has evolved. We initially outsourced social media management but brought it back in-house when we realised we were still finding our voice. Conversely, hiring a PR specialist to build brand awareness has been transformative precisely because it’s a specialised skill neither of us possesses.
The question isn’t what can we afford to outsource? It’s what can we afford not to outsource if we want to grow?
Six months into our journey, we faced an uncomfortable truth – while we were steadily winning client work, these projects had limited portfolio potential.
This realisation sparked a multi-pronged approach. First, we became more intentional about which client projects we pursued, weighing creative potential alongside financial return.
Sometimes a smaller budget project with greater creative freedom became a better long-term investment than a larger but creatively constrained opportunity.
Second, we carved out specific time for “studio projects” – self-initiated work that might not generate immediate revenue but would demonstrate our capabilities, showcase our passions as a business, and attract the type of clients we ultimately wanted.
What we’ve ultimately learnt is that time allocation isn’t about rigid formulas, it’s about maintaining a fluid, responsive approach while never losing sight of both sides of the business.
Our approach continues to mature. Some weeks demand intense focus on client delivery; others allow more investment in the invisible client. The key isn’t perfect balance in any given week, but ensuring that neither side gets neglected over the longer term.
This fluidity extends to how we work as founders and how we blend our work and personal lives.
Dani, a morning person, starts early when he’s most energised. As a night owl, I often put in hours after my son’s bedtime. We’ve even started taking a couple of weekend hours to plan the week ahead, as we found weekdays often began with immediate client needs that left no space for strategic thinking.
I’m not advocating for poor boundaries. But as founders, finding the rhythm that works for your life circumstances is essential. Another lesson our invisible client has taught us.
A year in, we’re still refining this balance. But we’ve learned that the main question isn’t how to manage time, it’s how to invest it wisely across both sides of our business.
For those starting their own creative venture, recognise early that your invisible client demands as much strategic thinking as any external project.
Build systems that acknowledge both sides need nurturing, be intentional about outsourcing, and remember that sometimes the most valuable hours you spend won’t appear on any client invoice.
Natasha Szczerb is managing director and co-founder of design and branding studio Badberries.
May
25
Every couple of days in early 2024, Leonardo Hummel would free-dive into the shallow waters surrounding Koh Tao, Thailand. Amidst the growing communities of reef fish, Hummel liked to document the progress of the first artificial reefs he’d created and deposited two years earlier while at nearby New Heaven Dive School. The original 9mm rebar had grown multiple times in size, with the accretion of calcium carbonate.
Sandra Rubio, one of Leo’s colleagues at Black Turtle Dive, remembers the passion with which Leo would speak about his work, and the pride that Hummel took in his creations. “They were like his babies,” she says.
From an early age, growing up in the Pacific Northwest, Hummel found himself perpetually fascinated by the natural world, origami, and art. These fascinations drove him across the globe – from growing up singing with Seattle’s Northwest Boychoir and Vocalpoint! Seattle, to a B.A. in East Asian Studies at Carleton College (and post-college years teaching in Beijing), to a master’s degree in Industrial Design at Georgia Tech. Hummel found himself in Koh Tao in pursuit of a dream that managed to fuse all of these passions, crafting beautiful artificial reefs in a project that he dubbed “SeaWeaver.”
These few handfuls of woven reefs still sitting off the coast of Koh Tao, however, now also serve as a gentle memorial; in March of last year, Leo Hummel, 34, passed away. His parents, professors, and colleagues kindly offered their memories of Leo for this article, in the hopes that it might help keep his work alive.
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Hummel detailed his project in a paper, “SeaWeaver: Integrating Cultural Craft and Materials Innovation for Artificial Reef Conservation Strategies,” which debuted at the Design Research Conference (DRS) in Boston, in June 2024. Leo’s former professor, Georgia State’s Lisa Marks, presented the research in his stead.
“Leo was the kind of person that, if something interested him, he would be in school 24 hours a day, ignoring all his other classes just to do that,” Marks says. “I’d come back from Christmas break, and my lab was just covered in these insane laser-cut patterns. And I’d say, what’s all this? But that was just his brain.”
Hummel first met Marks after taking her course on the intersection of industrial design and folk craft. Marks, in her work, combines parametric modeling with endangered traditional handcrafts (a field overwhelmingly derived from women’s labor, and largely unconsidered in male-dominated industrial design). Leo soon became Mark’s research assistant, and she his thesis advisor. Leo went on to complete his thesis on origami that possesses thickness – such as solar-powered marine lights that could fold and sink beneath the ocean waves, to shelter from coming storms.
“Because he would obsessively go into these deep dives, he would get burnt out,” Marks recalls. “So I’d say: ‘Leo. Take three days. Go do some other experiment.’ And one of those was this hexagonal structure that theoretically could make kelp farms. And that little pet project got University of Washington interested.” In June 2020, the University of Washington and the Nippon Foundation launched the “Ocean Nexus Center,” whose stated mission is “to establish social equity at the center of ocean governance;” Leo’s mother, who worked at the University, put him in contact with them.
Ocean Nexus, as it turned out, suddenly had a travel budget going largely unused due to the COVID-19 pandemic, and could repurpose some of those funds for Leo to develop his work. Amidst a largely academic consortium of anthropologists and economists who study the complexities of human behavior, Hummel’s work in fabrication served as a beloved addition.
All along the West Coast, forests of kelp – “the sequoia of the sea,” both organism and habitat – once grew in underwater canopies so tall and thick that they could be seen from space. But along with another underwater vegetation – eelgrass, a flowering marine plant in more tidal regions – these vast underwater landscapes have seen their once-Olympian numbers decline by as much as ninety percent in just the past few decades. Researchers at University of Washington hoped Hummel’s structures of woven hemp could provide a means to anchor the vegetation and allow them a chance to regenerate.
Leo’s parents, Jeff Hummel and Beatrice Gandara, can’t recall exactly how Leo’s fascination turned to coral. But in 2021, Leo traveled to Koh Tao to take diving classes with New Heaven Reef Conservation. After countless hours bending rebar in his parents’ basement, New Heaven helped him deploy his first full-sized design in 2022. Hummel hoped the reef’s shape – a hyberboloid – provided an ideal combination: structural stability, interlacing strands that rendered it a single conductive object, and a woven structure that could be easily modified to accommodate different forms of marine wildlife.
“Because it was algorithmically driven, he could theoretically change these structures to have the openings be bigger or smaller,” Marks explains. By customizing these openings to the local biome, the reef “would attract different types of fish and wildlife that need a certain amount of space, or hiding, or nesting.”
Although Leo started his deployments at New Heaven, he would later forge a relationship with another local diving organization, Black Turtle, which invited him to weave his reefs and teach classes on their construction in the beginning of 2024. His colleague, Sandra Rubio, described him as an amazing teacher whose passion inspired his students.
“Whenever we work in coral restoration, one of our main problems is getting the tools we need,” Rubio explains. “Sometimes we have to weld, or cut metal, or cast concrete. And we don’t really know how to do all these things! So he created this specific design for us to simplify this process, and to be able to create really complex structures without spending a lot of time or having a lot of knowledge about it.”
Much of Hummel’s original design files, in Rhino or Grasshopper, remain on his as-yet-inaccessible computer at his parents’ house. But Hummel would also document his creations with posts to his Instagram, @seaweaverreefs, which allowed him to add his own geometric color commentary.
“It broke my heart to do it but I have mostly switched from 12-symmetry to 10-symmetry weaves,” he once explained in a post from January 2024, alongside a photo of a thin metal Star of Goliath nestled inside a decagram. “For a variety of reasons, but mostly because when working at scale, that change ends up saving a lot of material. The structure’s stability is still many times overkill so that’s unaffected, and only total weirdos who count rotational symmetry will even notice. Good thing I don’t know any of those ??.”
One of the driving forces behind Hummel’s dedication to SeaWeaver, meanwhile, was not just to perfect its design, but to ensure its accessibility to the low-resource coastal communities most at risk. Compared to other established artificial reef companies that have patented their designs, Hummel’s designs could be woven by anyone, in just a few hours, and with everyday construction material.
“A lot of motivation for the paper [presented at DRS],” his father says, “was to leave a trail that made it clear that this was his intellectual property, and not something that could be patented in some predatory manner.”
In the wake of Hummel’s passing, his parents maintained his online presence so that future researchers could learn from his work – which they described as “more than a technique: it’s a philosophy of ecological intention and social equity.” But amongst those who remember Leo, one of the most consistent themes was not his capacity to weave beautiful patterns, but the genuinely decent nature of his character.
“It’s really rare to meet someone as talented and, for lack of a better word, almost obsessive [as Leo]. You meet people that do these deep dives into their work, and they’re oftentimes not the best people in terms of how they treat other folks,” Marks recalls. “But Leo was just a really, really good person.”
Last year, while in town for his memorial, Hummel’s college a cappella group made sure to visit the Seattle Aquarium. There, unmarked, is one of Hummel’s original experiments from three years prior: a nondescript patch of eelgrass, anchored by a weave of hemp. It’s the only bundle of eelgrass that has survived, for years, in the entire aquarium.
“I had the feeling that Leo is like these artists that, when they die, their work gains value,” Rubio says. “Sometimes, when someone passes away, they become a legend.”
Learn more about Leo and Seaweaver at Leohummel.com
May
25
When How&How was commissioned to rebrand e-commerce platform Big Cartel, one thing was made crystal clear – the logo had to stay the same. “The idea of changing the logo was categorically vetoed in the original scope,” co-founder Cat How explains.
“It’s a designer’s nightmare,” How&How creative director Chris Clayton says. “It makes you question the client’s appetite for change. And how will a new brand system fit with the old logo? But I think we also see it a massive challenge.”
That’s because the team has learned – through many rebrands with different clients – that the logo probably is up for grabs. “In the past we would take it as gospel,” Cat How says. “Now we nod our heads, and smile. Because in our experience, that’s never really going to be it.”
The previous Big Cartel logo
The main reason clients warn designers off changing the logo is that they believe it has brand equity which they don’t want to lose. But, as Rog How explains, this is often overstated.
“For a very mature brand that everyone knows, where they do genuinely have that equity, change has to be more incremental. You’d probably struggle to get Tiffany to change their turquoise.
“But most of the companies we work with are either in a scrappy scale-up phase, or they’ve hit a bit of a plateau and need to unlock that next bit of growth.”
There can also be personal issues in the mix – logos designed by the founder, or a family member, which come with emotional baggage. “We once had to tell a client that their logo – which had been designed by his wife – was really ugly and didn’t suit the brand at all.”
In this scenario, the agency commissioned research to point out where the current logo was falling short. The point is that any brand asset – a logo, typeface, brand colours – needs to work within the broader whole.
“The logo always seems like the biggest deal, but in all honesty it is just one part of the bigger brand system,” Clayton explains.
Any good brand positioning work will interrogate who that company is and what it stands for. It all begins with that strategic work, and most of the time, an old logo won’t work as part of a new strategy.
“The logo has to represent the character of the company and if you have refined the positioning, it will usually have a knock-on effect on the logo,” Rog How explains.
For its work for Big Cartel, the strategy was designed to give the company, which has been around since 2005, a “new lease of life.” The new positioning was built around the idea “Goodbye caution” to highlight the platform as “the go-to for entrepreneurs taking the leap.”
The How&How team presented the client with various routes, some of which included the old logo, some of which didn’t.
The idea was to start a conversation about whether the new direction needed a new logo too. The designers were convinced it did, but they needed the client to get there themselves.
“When you show people the brand evolution with the old logo, and then a new logo, nine times out of ten they agree that the new one is way better,” Rog How says. “They can see it’s been considered as part of the whole system.”
How&How’s new identity for Big Cartel
The new visual direction is deliberately scrappy, from its use of illustration to risograph textures and a punchy tone of voice.
“The new logo needed to preserve the independent spirit that made the original so meaningful to the team,” Clayton says. “Our goal was to evolve it – not replace it – capturing the same attitude and scrappy energy that of the new brand.”
Once they showed the client the hand-drawn new logo in the context of the rest of the design work, it was a no-brainer. “It was impossible to argue with,” Clayton says. “The brand felt so distinctive but all the elements lived in perfect harmony with each other.”
In fact, when How&How sent the client their case study and press materials one main request came back – they wanted to make more of the logo redesign.
The key to all of this, Cat How says, is trust. If you build the right relationship with a client, you gain the permission to push and challenge them, however adamantly they rule out certain things at the start.
“It’s a very gradual dance,” she explains.
“I think clients, and it’s not their fault, come to us thinking they know what they want. It’s our responsibility to show them what they could have, and what they don’t know they need yet.
“It’s not about getting smaller and self-referencing – it’s about showing them how to take a creative leap based on emotion, and strategy, and language.
How&How’s new identity for Big Cartel
How&How’s new identity for Big Cartel