In the middle of East Austin sits an old warehouse, built in the 1920s. It’s inconspicuous, surrounded by other warehouses and empty lots. Although not obvious from the outside, inside remarkable work is being created. The name fd2s has been heard throughout Austin in various circles, yet most people have their own opinions of what this firm actually does. It’s a marketing firm. It’s a branding firm … a design firm … an advertising firm … a technology firm. Actually, it’s all of the above, and much more.
fd2s, Inc., named for Fuller, Dyal, and Stamper, has been in business for twenty years, serving clients throughout the world including Brazil, Europe, Japan, and the United States. With forty-four employees, the award-winning firm’s client list includes organizations such as M.D. Anderson Cancer Center, H-E-B Grocery Company, Capital Metro, Embraer, FlightSafety International, The University of Texas, Pilatus Business Aircraft, BMC Software, Delta Air Lines, and many others.
UNIQUE APPROACH fd2s’ team is comprised of highly talented professionals with expertise in diverse and complementary areas such as brand strategy, architecture, art direction, copywriting, graphic design, research, technology, and engagement managers.
The idea of bringing diverse creative talents together in one studio was conceived in the late 1970s and early 1980s by Herman Ellis Dyal, fd2s’ Chief Executive Officer and Chief Creative Officer. While working as an architect in New York City, he was fascinated by the varying creative talents of friends and colleagues. He envisioned that a combination of complementary talents could be brought into one studio. Austin was the chosen site.
“I was interested in intermingling disciplines that are normally discrete, and in Austin was able to combine my architecture and graphic design skills with Larry Fuller’s copywriting and editing and Steve Stamper’s environmental design orientation to launch our firm,” expresses Dyal.
In Austin, where specialty firms are the norm, fd2s’ open-minded approach is proving to be very successful for the firm. Under the leadership of Herman Dyal, the firm has developed into an extraordinary organization. “We believe that the market is increasingly looking beyond traditional, ‘parceled’ professional firms,” asserts Herman. By bringing various disciplines together, under one roof, the team has excelled.
ALL-ENCOMPASSING SOLUTIONS Faction Integrated Branding is the firm’s branding, advertising, and design group. In establishing this division, fd2s’ objective is to bring together the experiences of environmental designers, architects, designers, marketers, and researchers to come up with solutions for their clients.
fd2s was hired to create a brand identity for La Cantera shopping center in San Antonio, Nordstrom and Neiman Marcus are some of the high-profile stores in this shopping center. Since this project included the exterior signage that coincided with the overall design of the center, Herman Dyal’s experience as an architect has proven to be an asset in the project’s successful completion.
Most recently, Capital Metro hired fd2s to create a brand identity for a new fleet of buses in Austin. Other projects have included brand identity for large retail centers in Japan and Brazil, as well as various organizations in Austin.
Blueline, a newly established division of fd2s, integrates technology and design to help people navigate large and complex environments. By integrating the latest in technology with the firm’s research and design teams, fd2s is paving the way for revolutionary design and service solutions.
fd2s’ work with the M.D. Anderson Cancer Center best demonstrates the uniqueness of the Blueline division. When asked by M.D. Anderson to create a system that would help patients find their way around their eight million square foot facility, the firm developed the world’s first Integrated Wayfinding Solution. Beyond the abilities of a traditional mapping system, fd2s created a technology that could almost take patients by the hand and walk them to their appropriate locations.
The system incorporates customized directions and maps that interface with patient databases, providing up-to-the-minute information about appointments and destinations. “Simplifying complex environments,” is how Dyal describes it. Signage, architectural landmarks, maps, self-service technology, maintenance tools, and training materials are all utilized in the system. “We feel it was a gift to us that M.D. Anderson allowed us to do this project,” states Dyal.
The success of their full technology solution motivated fd2s to market it to other healthcare institutions, airports, and large, complex environments. This has led to opportunities to work with organizations such as the University of Massachusetts Medical Center, the Methodist Hospital in Houston, Duke Medical Center, and Bush Intercontinental Airport in Houston.
BEYOND LABELS Establishing a company that offers solutions by looking at projects from many different angles was not difficult considering the diversity and caliber of talent involved since the company’s inception. Communicating the company’s identity and purpose was, however, more complex for fd2s.
“The professional world is neatly divided into understandable, discrete professional islands—advertising agencies, graphic design firms, architecture firms. We were different from the outset,” states Dyal.
Still, this concept has proven to be successful for the firm. In 2005 alone, fd2s received numerous awards from notable organizations:
Austin Advertising Federation
- Gold award for a poster created for the Cine Las Americas Film Festival
- Bronze Award for a graphic identity for the Memorial Hermann Heart and Vascular Institute
The Society for Environmental Design
- Honor Award for the M.D. Anderson Cancer Center Access system
- Honor Award for the Capital Metropolitan Transportation Authority Experience Design project
Sappi’s 2005 “Ideas That Matter” Competition
- Winner of a production grant to develop a resource book for cancer patients and their families for the University of Texas M.D. Anderson Cancer Center
DIVERSIFIED ENDEAVORS fd2s’ commitment to providing quality services and solutions extends beyond professional endeavors. Professionally, and personally, the team is very active in the community, providing pro bono work for various charitable organizations. Many team-members serve on local boards of directors, as well.
Establishments, non-profit organizations, and events that have benefited from fd2s’ various marketing and promotional services include Zavala Elementary School in East Austin, SafePlace, Cine Las Americas film festival, Meals on Wheels, the U.S. Green Building Council (Austin Chapter), the American Institute of Graphic Arts (AIGA), and the American Institute of Architects (AIA).
As winner of a production grant at the 2005 Sappi “Ideas That Matter” competition, fd2s is developing a publication, in collaboration Sappi Fine Paper North America, to develop a resource book for cancer patients and their families at the M.D. Anderson Cancer Center. fd2s will receive no professional fees for this project.
OUTLOOK As of this month, Faction Integrated Branding and the Blueline division will be divided into two separate companies. While this development will allow each company to further progress, they will still operate under one parent company. Dyal believes Faction will have “continued, organic growth” and expects “rapid and robust growth” for Blueline.
In the past 20 years, fd2s has uniquely developed its forte in defining solutions for clients. Although they’ve taken a less traditional approach than many other companies in their space, they’ve proven their value to open-minded and progressive clients throughout the world.
“fd2s believes in, and is able to be, ‘solution-neutral,’ applying whatever combination of skills to solve the problem,” states Dyal. “If a company is looking to sell more widgets, the solution may lie in advertising, or the solution may lie in design, or the solution may lie in the interactions or experiences, or any number of things.”
“We’re operating at the intersection of creativity and technology. We’ll always be comfortable challenging conventional notions of creative practice, and bringing technology into the mix is the next logical step for us,” concludes Dyal.
Look around your home or office. Right now—go on—take a look. What do you see? Perhaps a laptop? How about a printer? Is there a water cooler? How about a dog bowl? Look at these items; truly contemplate them. Their shape, size, and color are all important. We may not realize it, but the elements of design greatly influence our purchasing decisions and even our use and enjoyment of a product.
Sean Mast, director of business development for Austin-based Design Edge, explains: “The ability of design to gain a company a competitive edge and more customer loyalty is astonishing. Brand is not enough on its own anymore. Design is what makes a product that much more special and adds to the customer experience.”
Design Edge conceptualizes, develops, and delivers the designs that make their clients’ products stand out from among the competitors. Be it a water cooler with overflow trays that resemble mugs and are easily removed for washing, pet dishes so attractive that some humans prefer to use them for their own food, or a travel toothbrush that James Bond would covet, Design Edge incorporates art and functionality.
Launched in 1986 as a design firm with Dell as their primary client, Design Edge has evolved into somewhat of a think tank for design, branding, and innovation. The Design Edge team works with both entrepreneurs and well-established businesses to bring their product ideas to life. When clients with new ideas approach them, this team gets excited. The wheels are set in motion as Design Edge’s engineers and designers work up everything from building a business case for the product, to developing brand identity, to creating the product design.
Design Edge approaches each project with a variety of tactics, including brainstorming sessions, individual work time, interaction with the client, and focus groups. They pick the brain of anyone or anything that can provide insight into the market and target audience (such as the employees’ dogs who provided extensive insight into the proper design of dog bowls and toys—now available in the Wetnoz pet product line that Design Edge launched). In fact, Mast explains, Design Edge makes the product development process “real by testing, making prototypes, and getting as close to manufacturing as we can. Ultimately, it’s about understanding the client’s needs.”
TEAMWORK = SUCCESS With a nineteen-year history, four million in revenue this year, and hundreds of design awards (including several IDSA Gold Awards—the “Oscar” of the design field, according to Mast), Design Edge appears to have a handle on something that works.
When asked about the key to the company’s success, Mast does not hesitate for a moment before replying, “The team is critical to success.” He further explains, “We’re very picky about who we bring on. They have to be smart and ambitious and they must play well with others.”
The team has to be committed and motivated to handle the many demands of this business. “Clients know they can rely on Design Edge to jump in and help on a project that might already be weeks behind schedule,” Mast says. “So the staff puts in the hours to get the job done, and they go well above and beyond on a consistent basis.”
Of course, they may take some inspiration from the founding partners, who, according to Mast, “are focused on success in both business and life. They plan for the greatest and live a wonderful life getting there—that trickles down to the employees.”
Mast admits that the biggest challenge Design Edge faces is building an excellent team. “Our biggest challenge is getting and keeping great talent,” Sean confides. “If you have people that are wonderful,” as Sean asserts his team is, “then they can go off and do what they want to do.” So, investing in the employees is a top priority.
The first order of business is finding good people. To do this, Design Edge takes time and looks far and wide. Mast explains, “It is worth taking the time to find the right people. We are currently searching around the U.S. and the world for some current positions.” In fact, Design Edge’s thirty-person staff has representation from many countries around the globe.
KEEPING GOOD PEOPLE To keep good people, you have to invest in them. Mast shares the three elements needed to grow employees and enrich their work experience: tools, training, and freedom. He clarifies, “We give our employees the freedom to succeed on their own and to fail on their own—that’s how people learn. Giving people the freedom to do a damn good job they are proud of serves our clients well, but it also allows the employees to grow from their mistakes.”
Having a positive work environment doesn’t hurt either. Mast describes Design Edge’s culture as “collaborative, energetic, friendly, and fun.” Walking in Design Edge’s door, you might be greeted by Sprocket—a very sweet pup who enjoys a good belly rub. He’s just one of the employees’ dogs that frequently hang out at the office. Additionally, the office’s very open floor plan enables ideas to be shared easily, which is beneficial as this team thrives on interaction with each other. “Great design comes from lots of ideas from lots of people. We work together and build off each other’s strengths. This allows us to get excited about what we’re all doing together, and is very different from a committee-based, hierarchical environment,” Mast expounds.
Contributing to the freshness of the Design Edge spirit is the Austin culture. Founded in Houston, the company moved to Austin in 1991 and Mast, for one, is grateful. “The entrepreneurial attitude in this town and the culture here is astounding,” he exclaims, adding, “The informality of Austin lends itself to this business, too.”
Of course, clients are critical to success and Mast admits they are priority number one. “Our core business is helping our clients create great businesses. Staying true to that vision encompasses all of the aspects of our business: engineering, design, strategy, and branding.”
What sets Design Edge apart from the competition in their clients’ eyes, according to Mast, is their ability to offer a wide range of services and their consistency in exceeding client expectations. A 90 percent client return rate and strong referral business lends support to Mast’s claim.
ENTREPRENEURIAL SPIRIT There is yet another layer to this company. The entrepreneurs within are constantly bubbling with new product ideas, so Design Edge provides them with a forum to give their innovations a whirl. The result, so far, is three spin-off companies, including Wetnoz. Two additional launches are on the horizon.
When asked how creating spin-off companies impacts Design Edge’s core business, Mast discloses, “Our priority here is our client base. But, twenty percent of our time is spent thinking about what is the next great thing so that we can stay fresh and new.”
So look again. Do the products around you have unique and fun elements incorporated into their design? Is your pup, for example, happily chewing on something green that looks like an hourglass? If so, there’s a good chance Design Edge had something to do with it. And they are constantly on the look out for fresh, exciting ideas. So, if you have an idea for a new product but just don’t know how to move it forward, Mast is waiting to speak with you.
One year ago, NSIDE Austin Business profiled uShip, Inc. as an up and coming Austin company. The uShip concept was simple, yet novel—to provide a means for people to ship goods cross-country efficiently and affordably, with the control to decide how, when, and with whom. Today uShip, Inc. is not only the first, but also the largest online marketplace for shipping services.
A NOVEL IDEA In January 2003, Matt Chasen, Jay Manickam, and Mickey Millsap—former classmates in the McCombs MBA Program at the University of Texas—took an idea that had been brewing over a couple of years and turned it into reality. uShip was the result. Within a year, uShip’s web site was launched and the company was up and running.
Now marking their third anniversary, uShip has met and exceeded its goals for the past year, enabling it to explore new feats of enterprise. With an extensive list of categories, uShip is providing a means for people to ship their most treasured items, including themselves.
THE SYSTEM The process is simple. Someone wishing to ship an item logs onto uShip’s web site and selects one of uShip’s eight categories—general goods, household moves, vehicles and boats, special care items, commercial freight, pets and livestock, plants and agriculture, or people. The shipper then provides information about the items to be shipped and lists preferred price for payment.
Service carriers seeking opportunities to add shipments to partially-full vehicles traveling already planned routes can search uShip’s web site and bid on shipping opportunities. For example, a carrier with leftover truck space can look for additional shipments to fill the empty space. When a carrier’s bid is accepted, empty cargo space is filled and the trip is more profitable for the carrier. By utilizing uShip’s patent-pending search technology, carriers can search for shipments on, or nearby, their existing routes.
Once a bid has been accepted, the shipper and carrier confirm and finalize shipping plans. Generally, the shipper receives significant cost-savings with this process. How does uShip profit from this service-driven web site? If a bid is accepted, drivers pay a transaction fee to the company.
“We wanted to create an open, democratic marketplace,” states Chasen, “thereby empowering people by giving them the access to information. It also levels the playing field for smaller, independent companies by letting them compete for business.”
In addition to uShip’s clever strategy, they have gone a step further by creating a feedback system. Shippers can provide testimonials regarding their shipping experience that may be helpful to other shippers. “It holds the service provider accountable to a higher standard,” according to Millsap. “It motivates movers and carriers to go the extra mile.”
“The feedback system has proven to be resounding success,” affirms Chasen. Approximately 95 percent of feedback has been positive. In some situations, shippers and service providers have become friends through the process. Knowing the feedback system is working is very rewarding for the team.
SUCCESSES Although it took the team a year to develop its strategy and launch the web site, the company has since catapulted to an unanticipated level of success.
Awards: In 2004, uShip was honored in the annual Shirley Murphy Entrepreneur Contest, winning the top award and $15,000.
Membership: By the end of 2005, uShip had over 10,000 service providers, well surpassing their goal for the year.
Accessibility: By the end of 2005, uShip’s members were shipping items throughout the United States. The company is also posted a site in Canada and plans to go live in 2006.
Team: In 2004, the uShip team included three full-time and ten part-time employees. In 2005, it includes eight full-time and ten part-time employees. Additionally, uShip will soon post six more open positions on their web site.
Location: Among its greatest achievements is the company’s new headquarters. In 2004, uShip was operating out of local coffeehouses. (Can you guess where last year’s photo was taken?) In December 2005, uShip’s team moved into the company’s first office, a fully renovated space in downtown Austin.
THE BIG LEAGUES uShip’s success has attracted the attention of investors nationwide. In the summer of 2005, uShip received funding from a Silicon Valley venture firm. Benchmark Capital—an early investor in eBay—realized a unique opportunity with the local start-up and provided the funding to take uShip to new levels. One of Benchmark Capital’s general partners also helped Chasen establish a board for uShip.
“We’ve proven our model to investors,” states Manickam, “Now it is our responsibility to prove it to the general public and lead a revolution in shipping.”
uShip has created a unique niche in the marketplace and has carefully selected a partner in Benchmark Capital. Funding, experience, and connections have been primary goals for the company. Equally important has been the opportunity to stay in Austin. One plus for Austin is the large talent pool that exists here and the ease of interesting people to move to the area. “Austin has been very supportive of us,” says Millsap. “It’s a great place to start a company and we are excited to be staying here.”
THE FUTURE Where will the company head now? “We’re exploring all opportunities for the company,” states Chasen, who also indicates that an acquisition or IPO would not be out of the question if advantageous to the company.
The team also feels the tide turning with new, innovative companies beginning to surge again. “It’s a great time to be a smaller player in the consumer internet space. The larger players are becoming increasingly competitive and that creates opportunities for companies like ours,” says Manickam.
With the additional funding uShip has received, the team is continually refocusing its efforts to improve the customers’ experience. Ideally, uShip would like to see customers receive multiple bids from carriers within one hour of posting their shipping information and hopes to achieve this goal in the next six to nine months.
uShip also hopes to drive more people to its web site by continually working to make it easy and fun to use. Building a community among its members with features like Mickey’s Blog and Pictures from the Road has been important to uShip’s growth. Their goal is to become ‘THE’ destination sight for shipping large items.
“A key piece of our strategy is to increase the efficiency of shipping,” states Chasen. The company’s patent-pending routing search technology will provide the basis for this function.
Recently, uShip put this strategy to good use by helping victims of hurricanes in 2005. All transaction fees for shipments originating or ending in the affected states of Florida, Mississippi, Alabama, and Louisiana were suspended through the end of October. This enabled families and friends of victims to move items in or out of these areas at discounted rates. Additionally, the company paid drivers to ship items to victims of Hurricane Katrina in its “HELP THE KIDS OF KATRINA” effort.
Overall, it’s very exciting to see the spawning of a new company in Austin. uShip could write a book on successful steps in entrepreneurship. Methodically, the team has taken an idea, performed the research, created a strategy, and carefully executed it. The result—an old-fashioned success story
