The agency has a unit focused on technology in the city of Pelotas and professionals who chose the hybrid model without compromising their results.
On the outskirts of Av. Paulista, the most emblematic and symbol of the capital of São Paulo, but already in the area of residential influence in the neighborhood of Paraso, Wunderman Thompson occupies a space whose blend ranges from the playfulness of its imposing garden before reaching the reception, passing through the relaxation of meeting rooms. lectures and functional spaces such as studios, environments for meetings and project immersion. The five-story, 2,574.72-square-meter building was designed by architects Daniela Zimmermann and Inae Mikami and was the headquarters of J. Walter Thompson Brazil for four decades.
With the merger of JWT and Wunderman, the English holding company WPP created Wunderman Thompson. The combination of the two global communication brands in Brazil was led by Pedro Reiss, who became the CEO of the new operation, which has 551 employees and a customer base made up of Coca-Cola (Coca-Cola, Schweppes and Fanta), Netflix, Google, Avon, Johnson & Johnson (Tylenol, Listerine, Neostrata, Semper Livre, Carefree and Neutrogena), C&A, Dell, WeWork, Microsoft, Nestl, Shell, Duracell, GNDI and Cogna.
With the C-level formed by Stella Pirani (CSO), Keka Morelle (CCO), Camila Arruda (CPO), Fabio Bronze (CFO) and Tatiana Magliari (COO), Reiss’ idea was to house the new brand in a new address , with capacity to absorb the contingent. He even rented a building in the Pinheiros neighborhood, but Covid-19 interrupted the plan.
We never really got to use the office. A few weeks later, the picture changed and the home office prevailed due to the social isolation required by the health authorities, explains Pedro Reiss, who this year decided to slap his head office and abort the idea of changing it to another place. Reiss says that, currently, the building on Rua Mrio Amaral would not be able to accommodate the entire team, but, as the hybrid format (home and office work) has been institutionalized, there is no overcrowding. This new culture is here to stay. Not everyone comes at the same time. Only 20% come to the branch every day. This greatly facilitates the solution of available spaces, which are user-friendly, he adds.
Despite the new format, Reiss observes that the group’s energy when it is together in So Paulo and at the technology unit in Pelotas, in Rio Grande do Sul, is positive and measured on the pulse by the NPS (Net Promoter Score) loyalty metric.
I see that the teams that come together have a greater degree of satisfaction. Of course, customer responses are needed, but this is only possible if we have a happy environment. Our headquarters is very human and attracts our customers to meetings and productive conversations. And we have the support of technology, which works as a facilitator for the necessary productivity in these meetings, emphasizes the executive.
Read the full interview in the print edition of propmark May 29th
