Case study 01 · Concept · Campaign · Identity · Art direction
Jon Melby Airshows — identity, photography, video, print, booth, collateral and the website. One person, every surface, five years.
An air-show pilot in his first two seasons, with no marketing and no budget, against a field of corporate teams. I was the entire department — identity, photography, video, print, booth, collateral and the website.
It placed 2nd and 3rd in consecutive years in the International Council of Air Shows (ICAS) Marketing Competition,
the air-show industry's marketing award. The field included the marketing departments of
Red Bull, Oracle and the major oil companies — every one of them sponsors a pilot.
I was in the bathroom when the first award was announced.
The brand is the plane — and I named it. The name came out of working on the lead photograph. I'd shot Jon's Pitts against a plain blue sky, but it needed more. I pulled a monsoon cloud from my library and began a composite. Putting them together made something neither frame was on its own: the black-and-yellow aircraft breaking out of a storm. The identity was born in that composite, and the name came out of it. I called it The Monsoon — and everything after fell out of the word. The palette was already on the aircraft. The weather was already in the frame. Every surface after that inherited the storm. "There's a storm on the horizon."
One person across every surface produces a coherence a committee structurally can't. Red Bull's identity passed through brand guardians, agency partners and sign-off chains. This one passed through me at every touchpoint, so nothing drifted. The shoestring didn't win despite being one person — it won partly because of it.
And it kept working. The awards came in the first two seasons; the relationship ran nearly five years, across three aircraft — a Pitts S1, an S2 and an S1B. Winning something once is a good year. Being kept on for five is the harder credential.
And Melby was one of five. Ed Hamill, Eric Beard, Jim Maroney and Rhett Thompson flew with my work on them too, along with the Copperstate Fly-In. For a stretch I was the marketing shop for the air-show circuit — which is a category, not a client. The Monsoon is the one I show because it is the one that was scored.
The first campaign isn't the one above. I was starting out, and Jon was art-directing the work himself —
which is what most small clients do, and it is the single most common way good work doesn't happen.
I was still doing all of it: photography, web, print, graphics, layout, video.
I built what he asked for.
Then a new aircraft arrived and the materials had to be redone.
I delivered exactly what he directed — and then pitched what I would have done instead.
That was the Monsoon: name the
aircraft, then let the weather that came with the name carry everything. I showed him on a
laptop in an Einstein Bagels. He liked it and changed direction.
Every award, every surface and every year that followed came out of a pitch nobody asked for.
That's the part worth hiring. Having the better idea is common. Delivering the brief you were given, on time, and then making the case for the one you believe in — without making the client wrong — is how creative direction actually gets earned. You don't win the argument. You make the other option irresistible and let them choose it.




