President and Creative Director
Born the last son of a radical preacher man, James left the U.S. at 19 for an 8-year odyssey in Asia, traversing Tibet, becoming a Theravadan Buddhist monk in Thailand, studying under a master calligrapher in Japan, and earning degrees in fine art and East Asian art history.
James founded Tronvig in 1998 as a branding firm in the traditional mold. However, everything changed in 2008 when the financial crisis forced a global reassessment of what is important. This sparked the transition into a mission-driven business somewhere between a brand strategy and management consulting firm. We are only on earth for a short while so what we do needs to matter. Over the last 20 years, Tronvig has helped clients ranging in size from ten to ten thousand employees with a special passion for the cultural sector.
Strategic brand work is hard, but when done well it can fundamentally change an organization’s capacity to deliver on its mission. Tronvig firmly asserts that organizational brands must be tied to organizational strategy and should be rooted in the most deeply held convictions of an organization—its core values. The brand promise an organization makes must resonate with the audience it seeks to reach, but equally with all the stakeholders inside the organization whose responsibility it is to deliver on promises made. A brand strategy must therefore operate 360 with equal emphasis and effort applied internally and externally. Strategy should not only drive toward a meaningfully differentiated position in the marketplace, but it must also guide operational behavior.
Monday, May 20
9:00 AM – 10:00 AM