Good Apple is an independent media agency that launched in 2008 amidst financial uncertainty. Today, the agency announced $1 billion in billings for the first time in its history.
The agency credits its achievement to years of hard work and the complete devotion of its employees. In addition to celebrating its financial upturn, Good Apple also confirmed its transition to fully remote operations.
In doing so, the agency is able to expand in new ways. Not only is it able to seek clients outside of New York, Las Vegas or Chicago—from the limited perspective of its physical offices—it is also able to tap into new markets across the country, with the potential to grow internationally in the future.
In addition, the agency is moving towards this transition with the freedom of being able to welcome Apples—its name for employees—across the country. Expanding from its initial three to now 17 different states, Good Apple is confident that this abstract expansion will bring concrete results to its approach.
Nedim Aruz, the co-founder of Good Apple, told Adweek about the growth the agency has undergone since its beginnings as a digital consultancy boutique. Now, as he categorizes it, Good Apple is “a highly specialized media and measurement agency, with 110 Apples.”
In an industry that is constantly exploding with the next new thing, Aruz said that the agency’s tenacity to keep up with the pace of the industry has seen it go far. He said that by carving out distinct niches within the retail and healthcare verticals, the agency has created a name for itself. So much so, that a majority of its new business comes from referrals and past clients.
A healthy remote work environment
Aruz said the agency places special emphasis on its hiring practices, helping maintain a good corporate culture, which has guided it through the challenges of the last three years.
A healthy work environment has become considerably more important, given that the agency made the conscious decision to become fully remote. Aruz explained how the company takes into account the need to support its employees’ finances, mental health and physical wellness.
As the chief happiness officer, Izabela Blach has helped mastermind the human resource initiatives at the agency. The range of her responsibilities covers talent acquisition, training and education development, performance management, people practices/culture and retention.
Blach unveiled an added layer to remote working: travel. Not only does it afford Apples the opportunity to work from anywhere, it also allows them to meet clients anywhere and in person. Operating fully remotely essentially ensures better service and innovation to clients, she says. “That innovation, that thinking outside the box and really putting people first is how we got to the remote status,” she said.
A big part of the employee-first way of working is incorporating annual company retreats, that allow the agency to step away from the monotony of Zoom. “Having these kinds of in-person touch points is a really key part of keeping everyone engaged and keeping everyone familiar,” Aruz said.
By continuing to operate, business as usual, through the pandemic, the agency continued to serve its clients while hiring new talent to meet its growing needs. That process of continuous onboarding and training helped it “lean into the evolution of work and the workplace,” Aruz explained.
According to Blach, HR initiatives that support 75% of Apples’ professional growth through coaching—creating individual development plans and a committee for a better Good Apple that provides cross-channel trading opportunities—allow the agency to maintain its good Apples.
The agency plans to maintain its momentum such that it can soon account for another one billion in billings. Looking into the future, Aruz described Good Apple’s goal to separate its current TV and video purchases into its own practice, as they have with programmatic and social.
“We’re still I think very early in our story. We’ve got a lot of heart and energy to continue to grow this business,” said Aruz.