Changing the World for Animals

changing the world for animals

Better Strategy for Better Results Changing the World for Animals

All rights reserved. No part of this report may be reproduced or transmitted in any form or by any means, electronically or mechanically, including photocopying, recording, retrieval system, without prior written permission from the author, except for the inclusion of quotes.

Printed in the United States of America

Requests for permission to make copies of any part of this report can be made to:

Caryn Ginsberg Priority Ventures Group LLC 1402 N. Lincoln St., Studio 211 Arlington, VA 22201-4916 703.524.0024

Insight • Strategy • Results 2 Better Strategy for Better Results

Changing the World for Animals

You work hard to make the world better for animals. Up against entrenched attitudes and powerful opposition with millions or even billions of dollars, we also need to work smarter. The following articles contain ideas proven in over a decade helping leaders in the animal protection field get better results. ASPCA, The Humane Society of the United States, PetSmart Charities, Farm Sanctuary, Humane Farm Animal Care, and United Animal Nations are just some of the organizations that have benefited. But it's not about having a big budget. Whether you're an individual advocate, part of a grassroots or local group or working with a bigger organization, you can use these same approaches to improve your impact. Thank you for the energy you put into making a difference. I hope you will find these articles interesting, actionable, and powerful. I look forward to hearing your success stories. Best, Caryn Ginsberg Strategic Idealist Priority Ventures Group LLC

Table of Contents

Customers for the Cause 4 Are we using the best available methods to foster change for animals in society? Ideas on how to be more effective come from a surprising source: big business.

Counting on Success: Why Measurement Matters 9 “Let us ask what is best, not what is customary” Roman philosopher, statesman, dramatist and vegetarian advocate Lucius Annaeus Seneca said these words nearly two thousand years ago. We need to repeat them often.

Organizational Strategy for Social Change 14 “Nonprofit… leaders face escalating pressure to do more with less: to maximize resources, lower costs, and meet the needs of diverse stakeholders… sound strategy is essential to an organization's survival and prosperity.”

www.Priority-Ventures-Group.com 3 Changing the World for Animals

Customers for the Cause

Are we using the best available methods to foster change for animals in society? Ideas on how to be more effective come from a surprising source: big business.

Note: Since this article was published in The Animals’ Agenda in 2001, many leading animal rights groups have adopted some or all of the approaches discussed, creating exciting new successes. This foundation piece is as valuable as ever, however, for organizations looking for better results and for people who are new to animal advocacy.

Every day, we invest our comparatively limited money, time, and energy to make the world better for animals. Our adversaries usually enjoy significant advantages from greater resources to entrenched opinion. For example, the National Fluid Milk Processor Education Program has spent over $100 million on the milk mustache campaign.1 To do more with less, national animal protection organizations, grassroots groups, and individual advocates must become expert marketers. Whether we are advancing the general concept of animal rights, championing plant-based eating, supporting computer-based dissection alternatives, or seeking funding, we are marketing social change.

For many in our movement, the term “marketing” brings to mind unnecessary products, manipulative messages, and a profits-above-all mentality, frequently involving animal exploitation. However, marketing is no more inherently evil than a hammer; the same hammer used to build a new home, hang a treasured photo, or repair a fence can also be used to destroy a piece of art, kill someone, or injure the errantly placed thumb. In the same way, marketing is a neutral tool wielded for benefit or harm depending on the intent and skill of those who use it.

Most animal advocacy organizations and leaders employ marketing techniques--especially communications--but few have consistently applied a comprehensive effort of customer- focused, research-based, results-oriented marketing. Just as we have achieved important gains through increasing sophistication in legislation and court challenges, so can we speed results for animals through improvement in social marketing. This approach has been used to reduce drunk driving, to increase family planning, to limit the spread of disease, and much more.

Insight • Strategy • Results 4 Better Strategy for Better Results

More than Education Social marketing is more than education; it includes analysis, planning, execution, and evaluation of integrated programs designed to influence people to trade their old ideas, beliefs, and behaviors for new ones. Although compelling communications can be highly motivating, promotion is more powerful when combined with appropriate product, price, and place elements. For example, a campaign to persuade women who wear fur coats to choose alternatives should not only deliver a message on the cruelty of fur (promotion), but also provide information on fake furs (product), identify where to buy them (place), and explain how to donate a fur coat to an animal protection organization for a possible tax deduction (reducing the price of change). These “4 Ps” of marketing should be part of every animal rights campaign.

Customer Focus The committed activist may abhor fake fur or people’s desire for financial incentives to dispose of a fur coat. However, the primary principle of social marketing is to regard people as customers for the changes we want to achieve. When we urge people to buy in to something different, they ask, “What’s in it for me?” To persuade them, we must not only convey what we want them to do for the animals, but also help them to believe it’s in their interest.

Recall how you may have evolved to modify the way you eat, to stop attending animal entertainment, or to shift to cruelty-free products. At some point you saw the new behavior as both desirable and possible. In contrast, do we all consume only organic foods, avoid driving whenever feasible, and boycott clothes that may be produced by oppressed workers? If not, why do these behaviors seem less worthwhile or doable? We are potential customers on these issues, but we won’t change until we have a favorable impression of the advantages and disadvantages of doing so. For example, a better selection of chemical-free produce, more frequent bus service, or information on catalogs with affordable garments made by living- wage workers might tip the balance. Our success depends on understanding how people perceive the potential benefits and costs of transformation on animal issues and then using this knowledge to engage them more effectively to alter their views.

www.Priority-Ventures-Group.com 5 Changing the World for Animals

Stages of Behavior Change Seldom does a single conversation or experience prompt significant, lasting change. People progress through five stages in changing a behavior: awareness, interest, decision, action and evaluation. They initially emphasize potential benefits but focus more on costs as they seriously ponder taking action.

For example, many animal shelters have done an excellent job creating awareness and interest for spay/neuter programs, but face resistance as individuals contemplate such possible drawbacks as taking time off from work, traveling to a facility, and dealing with disapproval from family members.

Creating awareness is therefore necessary but not sufficient to end animal suffering. Proponents of some controversial tactics in our movement purport that anything that increases awareness is valuable. This is not true. If people are made aware of our issues in ways that make them less interested in changing their behavior, we are doing the animals a disservice.

We also fall short if we generate positive awareness, but do not do enough to help people move through the subsequent phases to decision and action. Given our relatively small numbers, it is important that we prioritize and focus to create a critical mass of supporters on our issues. Doing good work isn’t enough; with the enormity of our task and the scarcity of our resources, we must choose the best opportunities.

Targeting Our Efforts We can often get better results more efficiently by targeting people most likely to “convert,” those who are actively evaluating animal-friendly changes. Assuming there are two similar individuals--one who is vaguely aware of the benefits of veganism and another who is definitely considering a change--the activist has better odds of enticing the latter person to a plant-based diet. That may seem obvious, but I’ve staffed tables at ‘generic” events where most visitors had no leaning toward any aspect of vegetarianism. I may have had some positive impact, but how much more could I have accomplished at a health fair or an environmental event? Rather than advocate veganism for humane reasons to the general public, wouldn’t it be more productive to understand the perceptions and potential of the animal loving but largely non-veg population of shelter personnel?

Insight • Strategy • Results 6 Better Strategy for Better Results

Research-Based Decisions As animal advocates, we have already adopted new ideas and behaviors. The way we think is no longer the way our “targets for change” think. In order to truly focus on people as customers and understand their needs, we must conduct research.

For the individual activist, research can be as simple as asking questions and listening carefully in conversations. By eliciting people’s opinions of the benefits and costs of what we’re discussing, we can tailor the information we share in order to position change as desirable and possible for that individual. Such dialog also builds trust that makes others more receptive to our ideas.

Organizations can employ more structured research activities such as focus groups, written or online surveys, and phone interviews with a sample of constituents. In a short written survey I recently conducted for the Vegetarian Society of the District of Columbia, more than three- quarters of visitors to our table at a major local health fair already strongly agreed that a vegetarian diet would help them stay healthy and avoid disease. Most were interested in or were actively considering vegetarianism. We therefore learned that for this event and others that draw a highly health-aware crowd, we might provide more information on how to become vegetarian--such as recipes, menu planning, and cooking class listings that help people feel able to change--even if that means displacing some of the materials on what benefits would be attained in doing so.

Since no animal protection organization is flush with cash, it’s important to note that research is one of the best expenditures we can make. The investment to understand potential customers pales in comparison to the wasted time and money if our efforts are misdirected. One way to enhance our understanding of customers less expensively is by sharing research that individual organizations are doing. The Humane Research Council has an Internet Research Center with reports and other resources at www.humanespot.org.

www.Priority-Ventures-Group.com 7 Changing the World for Animals

Results Orientation and Tracking Research can help us not only plan our efforts but also assess our results. At a rap session at the Animal Rights 2001 conference, a group of dedicated activists energetically debated various tactics for achieving change. Many comments took the form of “I think we should do [whatever] because....”

It’s not about what we think, however, but rather about what our target customers do. Research can quantify the impact of programs and techniques so that we can have more confidence in what works best in a given situation. We can also use research and other data to measure against goals. It may be challenging to define parameters for activities that produce long-term change, but we can monitor interim indicators.

For example, a humane education initiative shapes children’s viewpoints and behaviors many years in the future, but in the short term it is possible to track the number of students participating, their scores on attitudinal surveys before and after instruction, the teachers’ rating of the class experience, the humane educator’s assessment, and whether sessions were delivered on time and within budget.

By analyzing performance measures, we can make thoughtful course corrections as well as identify victories and shortcomings of a completed venture. Developing these insights will enable us to make better plans and accomplish more in the future. Groups and individuals who have not already implemented results tracking should do so, seeking input from organizations that have already determined how to gauge success for similar endeavors. Then we can compare our findings and pool new knowledge of the best ways to creates change

The “Business” of Change In a plenary speech at the Animal Rights 2001 conference, SHARK President Steve Hindi stated that now is the time for our movement to take advantage of proven business practices. Nonprofit organizations and social change activists are increasingly turning to social marketing to advance their missions. Enhancing our customer focus, research-based decision-making and results tracking are critical steps toward increasing the effectiveness of our animal advocacy.

Insight • Strategy • Results 8 Better Strategy for Better Results

Counting on Success: Why Measurement Matters

“Let us ask what is best, not what is customary”

Roman philosopher, statesman, dramatist and vegetarian advocate Lucius Annaeus Seneca said these words nearly two thousand years ago. We need to repeat them often.

This article was adapted from a plenary speech at the 2003 Animal Rights conference.

As animal activists, we’ve asked ourselves what is best and rejected customary practices such as eating meat, wearing fur, attending circuses with animals and more. Both through example and through advocacy, we ask others to do the same. To convince people to question their assumptions and to change their behaviors, however, we must be willing to explore what is best and not just what is customary in our activism and modify our efforts based on what we learn.

Why Measure? The purpose of examining our advocacy strategies and tactics is not to criticize or blame. This call to question does not imply that our work has been misguided or ineffective. Rather, we must ask what is best in order to learn and to work smarter to achieve even more for animals. Because we don’t yet have the resources of people and organizations that benefit from using animals, we have to make the most from the money, the time and the people that we do have. You may have sought ideas by speaking with others, reading books and publications or participating in conferences or courses. From newcomers to veterans, we debate which approaches, both proven and new, are most valuable to help animals. To build an even more effective movement, we should continue this process by - • Conducting structured evaluations of our campaigns, our programs and our organizations

www.Priority-Ventures-Group.com 9 Changing the World for Animals

• Measuring outcomes to understand how much our initiatives change people’s behavior and help animals • Learning from other movements and from each other -- as well as from our experience -- to plan ever more effective efforts Whether you are part of a national or regional organization, active in a grassroots group or pursuing your activism individually, you can implement these activities to get better results for animals.

Case Study: The Hegins Pigeon Shoot Consider how The Fund for Animals defined and implemented a more effective approach to ultimately eliminate the annual pigeon shoot in Hegins, Pennsylvania. The following account is based on “Civil Disobedience: A Case Study in Factors of Effectiveness,” by Courtney L. Dillard from Society & Animals, Vol. 10, No. 1.

In 1992 The Fund planned a protest with the goal of attracting as many people as possible who would be willingly arrested to maximize visibility. Fifteen hundred protestors participated, with 114 activists arrested on charges of disorderly conduct, criminal trespass, theft and harassment.

A success? Hardly. The large crowd of protestors was disorganized. Some animal protection activists wore angry expressions and screamed obscenities at the crowd while helping injured birds. Others provoked participants in the shoot, insulting people and getting into altercations.

As a result, media coverage focused on the tension and conflict of the protest. Photos depicted the activists as aggressive and emotional. Stories glorified the shooters for attempting to preserve a tradition that raised money for charity. Discussion of cruelty to the pigeons went largely unreported.

The event and the town benefited from coverage of the protest. The number of people attending the shoot increased. Residents not only enjoyed the media attention, but also experienced an economic boom as more attendees purchased local products and services. Even people who hadn’t previously participated or attended became supporters.

Insight • Strategy • Results 10 Better Strategy for Better Results

Asking What is Best Faced with these disappointing results, the Fund wisely reassessed. For the next three years, the organization sought to more accurately demonstrate sympathy for the birds in order to appeal to people’s sense of compassion. The Fund requested that most activists avoid the event. In place of a large, chaotic protest, a small group of volunteers rescued wounded pigeons. They avoided interactions with the crowd that could be seen as violent or threatening.

Having established a more favorable presence, The Fund was ready to press to end the shoot in 1996. Once again the Fund recruited fewer activists than the initial protest. Training stressed the importance of winning allies in the legislature and the public. It was imperative for participants to demonstrate to the media – and the world -- the caring and compassion that we seek to engender in others for animals.

Activists first engaged in a peaceful protest where they locked themselves together away from the crowd, moving silently, ignoring provocation and cooperating when arrested. They not only delayed the start of the shoot significantly, but also symbolized the plight of captured, helpless birds. Subsequent activities focused on saving and treating wounded birds.

This time the national media noted the calmer scene and moved on to discuss the reasons behind the protest. Stories generally described the activists’ civil disobedience positively and portrayed the violence of the shoot supporters. Local media later reported holding a much more favorable impression of the protestors and their effectiveness in 1996 compared to 1992.

The well-planned, peaceful protest turned the tide. The Fund largely stayed away from the event in 1997 and 1998, advancing the issue in the courts and the legislature. Supporters of the shoot agreed to stop the event, leading to its demise in 1999.

www.Priority-Ventures-Group.com 11 Changing the World for Animals

Lessons Learned The initial failure and ultimate success of the Hegins Pigeon Shoot campaign provide many lessons learned --

Be open to change. The leaders of The Fund deserve a great deal of credit for being willing to learn from their experience to plan ever more effective efforts. Being willing to examine our methods, admit our weaknesses and capitalize on our strengths is critical to doing more for animals.

Evaluate continually. The Fund assessed what did and did not work in the 1992 protest and in subsequent years, because the best approach for each issue and situation often changes over time.

Focus on results. The Fund modified its goals from how many protestors would attend and how many people got arrested to outcomes about changing people’s behavior to help animals. By 1996 the purpose of the action was to persuade people to speak out against the cruelty of the pigeon shoot.

Getting Started with Measurement So how can you ask what is best, not what is customary in your own efforts on behalf of animals?

Being by committing to a structured evaluation of campaigns, programs and other significant initiatives. Review the process, asking – What worked well in our implementation and what could have been better?

Think about including people outside your organization in your assessment to get more diverse, objective opinions in your assessment.

Although thinking about the process is valuable, remember to spend time focusing on measurable outcomes – How many people changed their behavior? How many animals did we save or how many animals are living better lives?

Insight • Strategy • Results 12 Better Strategy for Better Results

Compare these results to the resources involved and ask -- Were the outcomes appropriate for the investment of time and money?

Because foundations and sophisticated donors are increasingly asking these questions, you’ll want to surface any opportunities to achieve more or to be more efficient. Even if you’re an individual activist, don’t you want to invest your valuable and limited time in activities that do the most for animals?

Finally, summarize by asking -- What have I/we learned from this experience that will make me/us more effective in the future? If your evaluation raises additional questions, you might conduct research with the people whose behavior you are trying to change, investigate what’s worked for other social movements or access other people and information resources in the animal protection movement.

Toward More and Bigger Victories Today’s many victories for animals are built on what we’ve learned though the years. To build an even more effective animal protection movement, we need to develop and refine the most effective strategies. We can do so by --

• Conducting structured evaluations of our campaigns, our programs and our organizations • Measuring outcomes to understand how much our initiatives change people’s behavior and help animals • Learning from other movements and from each other -- as well as from our experience

You have shown the ability to challenge conventional wisdom about how to treat animals. You’ve made a commitment to work for animals and to engage others. Your commitment and your ability to think differently will enable you to ask what is best, not what is customary. We work toward the day that we know longer need to ask this question, because we have achieved our goal of caring, compassionate treatment for all animals.

www.Priority-Ventures-Group.com 13 Changing the World for Animals

Organizational Strategy for Social Change

“Nonprofit… leaders face escalating pressure to do more with less: to maximize resources, lower costs, and meet the needs of diverse stakeholders… sound strategy is essential to an organization's survival and prosperity.”

Stanford Graduate School of Business

This high level guide to strategic planning grew out of courses taught for Humane Society University, as well as from projects with numerous animal protection organizations including the ASPCA, HSUS, Farm Sanctuary and United Animal Nations.

Organizational strategy brings board and staff together with a common sense of what must be done to succeed. Nonprofit advocates face vast challenges with limited resources. We must therefore work smart by focusing and coordinating our efforts. Does your organization want to: • Create a shared view of actions most likely to produce favorable impact • Capitalize on opportunities and reduce chances of being blind-sided • Identify needs for new organizational capabilities • Prioritize areas for resource allocation • Provide guidance for tactical decisions by all employees

These benefits and the approach can also apply to defining program and campaign strategy.

Key Questions Your organizational strategy should answer the following: • Where are you? • Where do you want to go? • How will you get there? • How will you know you’re on track?

Insight • Strategy • Results 14 Better Strategy for Better Results

Where are you? Conduct and incorporate your situation analysis. The best strategies begin with a fact-based situation analysis of the external and internal factors influencing your organization. Because we can lose perspective based on the amount of time we spend thinking about our efforts, it is helpful to start with the external analysis, and then conduct your internal assessment. • Assess trends for stakeholders (clients served, communities, funders, etc.) and evaluate organizations that are similar to or compete with your own. • Gather information to develop as accurate a picture as possible on what’s happening. Data could include market research with stakeholders, reports on leading practices by other organizations, and interviews with experts in your field. • Identify your strengths and weaknesses not just from staff opinion, but also based on internal data, market research and input from leaders of other groups that work with you. • Link your evaluation to the external analysis. It’s not enough to say you have “good employees.” Is your staff more effective than others in working with senior populations at a time where this demographic group is growing? Is your team highly respected by legislators on particular issues that may be active in the coming year? These are the specifics that will help you determine where to head.

Summarize the most important strategic issues for your internal and external environment. What opportunities or challenges face you now? What strengths can you leverage? What weaknesses must you overcome?

Where do you want to go? Define and pursue your distinctiveness. “Trying to be all things to all people can result in mediocre or low-quality service; instead, nonprofits should focus on delivering higher-quality service in a more focused (and perhaps limited) way.” - Key contention underlying MacMillan Matrix, an analysis tool from the web site of the Alliance for Nonprofits

What distinctive role does your organization have or could it develop? Do you meet a need that no one else is addressing or have a unique skill? Do you offer something different that will attract members, donors and staff?

Your mission, vision and programs should define the distinctiveness your organization brings in fostering change. Although many groups tackle a social issue, your specific mix of stakeholders, competitors, partners, programs, strengths and weaknesses should suggest a special basis for success. For example, one group working to end companion animal overpopulation may provide affordable, mobile spay-neuter services to low-income, multi- ethnic communities; another may offer highly effective training based on its knowledge of

www.Priority-Ventures-Group.com 15 Changing the World for Animals

adult learning to build the capacity of local shelter and rescue organizations; while a third operates a state-of-the-art spay/neuter clinic and trains organizations building similar operations. By focusing on what it does well, each organization creates more impact than if it utilized all three approaches.

How will you get there? Establish and follow priorities. “When a strong sense of . . . identity and direction are absent, programs tend to go off in all directions . . . result[ing] in diffusion of effort and random results.” - Thomas Bonoma, Harvard Business Review

Are you and your team facing more work than you can possibly do? Does it feel impossible to choose which new ideas to pursue and which to defer? Organizational leaders need to be clear on priorities, so that you can say no to some activities in order to get better results in others. Priorities are a short list of areas that are important to the organization’s success, must be meaningfully enhanced and will require the investment of significant resources. Examples of priorities include launching a major program, improving donor retention, enhancing the organization’s image and implementing outcomes measurement. Evaluate potential priorities against the following criteria:

Priorities should: • Address strategic issues identified in your situation analysis • Advance your mission, vision and distinctiveness • Make improvement: establish something new, fix a problem or take something from good to great • Need special emphasis within the organization to succeed • Have the potential for meaningful progress in six to 18 months

Once you have identified your organization’s priorities, developing action plans for each will help ensure that your strategy is fully implemented. An action plan outlines specific steps you will take, breaking down the priority into more discrete, manageable pieces. Action plans should include five to ten key milestones, start and end dates for each and an accountable manager. Now review. Are responsibilities spread across the staff? Does the timing seem reasonable? Update your action plans over time, especially in response to unforeseen developments, revisiting your list of priorities if necessary.

How will you know you’re on track? Set and monitor goals. You’ve probably heard the saying what gets measured gets managed. Quantifiable goals not only help you focus your efforts, but also enable you to monitor progress and modify your approach as necessary. Foundations are increasingly demanding measurable outcomes as well.

Insight • Strategy • Results 16 Better Strategy for Better Results

Whether you’re setting goals for you organization or for specific programs, your measures should span the following categories:

Stakeholders. Who are the audiences for your programs? Measure whether you are reaching people, meeting needs as they define them and achieving desired behavior change. Consider member retention and satisfaction, plus eligible grant renewals for your funders.

Operations. Select indicators for customer service or internal processes based on which areas drive your effectiveness. Examples could include how long it takes you to return media calls or what percentage of member inquiries are resolved within 48 hours.

Organizational. Evaluate employee retention, skills acquisitions, meeting effectiveness and similar standards to track your organization’s ability to grow. You might measure how many people leave the organization at their own initiative, what percentage of employees have passed a certification exam or how board members rate the quality of their time together.

Sustainability. Although your organization exists for a purpose, not for a profit, you know you need to meet certain financial requirements to keep the doors open. Include goals for fundraising, adherence to budget and other monetary measures here.

Once you’ve chosen a goal such as increasing the number of active volunteers, you’ll need to determine how much and by when. Set aggressive yet attainable targets by looking at current trends and considering the potential impact of new initiatives. If you’ve not collected data for a particular goal previously, you may need to track results for a while to develop a basis to choose the proper target. Design simple reports to monitor your progress against the goal.

Sound Strategy, Better Results Progress is the bottom line for nonprofits. Whether you’re helping individuals, advancing legislation, influencing businesses or promoting lifestyle changes, you’ve committed to do the best you can to advance your cause. Have you addressed where you are, where you want to go, how you’ll get there and how you’ll know you’re on track? By incorporating a situation analysis, pursuing your distinctiveness, following priorities and tracking goals, your organization can increase its effectiveness in creating meaningful change.

www.Priority-Ventures-Group.com 17 Changing the World for Animals

Are you ready to improve your results?

Work with someone who knows about animal protection and knows what it takes to create change.

Caryn Ginsberg brings over 20 years experience with clients ranging from the Fortune 500 to leading nonprofits and smaller organizations to her work with Priority Ventures Group LLC. For over ten years she has served the animal protection field, including organizations such as the ASPCA, HSUS, PetSmart Charities, Farm Sanctuary, Humane farm Animal Care and United Animal Nations. She has served on nonprofit boards of directors and advisory boards, including for the Institute for Humane Education and Humane Research Council.

Together with Heidi Prescott of The Humane Society of the Untied States, she created the online course Building an Effective Campaign: Research and Planning. She has also taught marketing management and strategy in the MBA program at Johns Hopkins University, as well as other courses for Humane Society University. Her expertise ranges from strategy and market research to promotion and measurement. Caryn brings a rare mix of analytical and creative skills, as well as a traditional business background combined with extensive work for nonprofits. She is known for getting to the heart of what matters, focusing on what’s actionable, and generating new ideas. Caryn has spoken extensively at conferences and groups including Taking Action for Animals, the Animal Rights National Conference, HSUS Expo, Animal Grantmakers, and the National Council on Pet Population Study & Policy. She is co-author with Bert Troughton of the ASPCA for Making Plans to Make a Difference: Business planning for shelters to inspire, mobilize, and sustain change. She has also authored many articles, including for The Animals’ Agenda, Vegetarian Journal, Humane Research Council, and Executive Update. Her prior positions include Senior Vice President, Director of Retail Marketing for an $11B bank, as well as with Boston Consulting Group and Strategic Planning Associates (merged with Oliver Wyman). Caryn holds an MBA from the Stanford Graduate School of Business, as well as an A.B. in economics / mathematics from Dartmouth College, where she played varsity ice hockey. She earned an advanced certificate in marketing design from Sessions College for Professional Design.

Insight • Strategy • Results 18 Better Strategy for Better Results