I´m here because is the perfect mix between science and art.

For me it was a question of pace. I began as an architect, and found waiting months, if not years to see the final product was not in line with my personality. I also enjoy the idea creation too much to wait for long periods of time before getting to dive into a new challenge.

Your column reminds me that I went into this business because I liked to write and at least in advertising I could make a living. It also reminds me of one of my first bosses, who said "I hate writing; I love having written." This business generates a very frustrating, crazy and insane environment for people who like to create. But when a seed package lands on my desk and I feel compelled to open it, when I read through the copy and it flows like water, despite the 30,000 revisions no consumer will ever know about, when I go to a landing page and I can't help but move my cursor to the key link—I finally understand what that boss was talking about.

Growing up I became extremely interested in both art and computers. It didn’t take long before I found out that both interests could be pursued at the same time. Back then I was using Harvard Graphics to develop birthday posters for the family. Now I have the pleasure of working with a large team developing campaigns for major marketers. It’s like I never had to grow up, but just found more friends who had the same interest.

Truthfully, I was in book publishing and I wanted to make more money. Which I did. But the more interesting question is why did I stay in this business. One night at 3:00am I was complaining to a coworker about the hours and the demands of the job, and she said, "Yes, but you love the challange." "What makes you think that?" I replied. "Because you're here in the middle of the night, trying to get this job done. If you didn't love the challange, you would've found an easier way to make a living." She has since gone on to making her living in an easier way. I'm still here, trying to get jobs out in the middle of the night. Apparently, I love the challenge.

Interestingly, I was thinking about this issue this morning on my way to work. I have to say I tend to agree with Microsoft. I think it is our fault that we don’t recognize we are actually running two businesses under the same roof. One is a strategy consulting business and one is an executional creative agency. Some functions within this business may be working across both realms (i.e. account) but some are clearly working on one (i.e. project management). Running the consulting side of the business like any other consulting business, a lean, mean and smart machine, will position us most favorably in the eyes of our clients. They are used to working with consulting businesses and have limited understanding as to why we have big account teams on highly strategic projects where someone from Strategy and Insights or Planning does most of the heavy lifting. On the other hand, actually thinking about, presenting and executing great creative is a completely different business. It requires balancing the creative juices with the budgets and the project plan. Focusing on one or the other is a mistake and fails to acknowledge the challenge that this business presents – it is actually two businesses. Keren

Thought leadership has to move on an assembley line, but we can't have thought leaders on the line because their hourly rates are too high. Go figure.

There’s a saying in the film world — “You’ve got to master the logistical to make the mystical.” As our work here becomes more complex, in effect, more collaborative, I think the filmmaking model might be instructive. The filmmaking machine is divided into two parts, each run by a separate leader/manager — on one side is the Director whose team includes the actors, set designers, cinematographers, makeup, script and everything else in front of the camera. One the other side is the Producer whose purview is logistics, scheduling, locations, planning, budgets, transportation, casting, food, insurance, parking and everything else that supports and protects the creation and completion of the project. Both sides are intensely creative, resourceful and mindful of budget and schedule. Ideally, they would have a common vision of the final product and be able to collaborate seamlessly, all the way down the chain of command. For example the Location Scout might be looking for the main character’s Penthouse Apartment. For the Director it has to be Art Deco with a sunken living room and a view of the Empire State building. For the Producer it needs a 24-hour freight elevator, enough electricity for all the lights, and parking for trucks outside. The perfect location will have it all — the mystical and the logistical – you need them both to make the magic.

David, As to your question regarding the difference between our company and our people. My feeling is that there is a critical and significant one. Our company is an idea, a mission and a commitment. It has been so for more than 50 years. I founded the agency because I felt that it would succeed if it could solve certain clients' problems in a unique way. It succeeds and prevails over competition because its basic mission not just its executions is more relevant to their needs. Our hero has been the consumer not the product. What I began to market as "Direct Marketing" has become an major part of advertising. We are leading the way with "Relationship Marketing" and what I am beginning to call "Personal Advertising". Whatever we call it, our strategy is data and information based and that is the way of the future. Our people are the instruments that execute that idea and that mission. They are selected and trained to solve clients' problems "the Wunderman way". Were this not true clients could and would find other agencies whose missions were more compatible with their corporate objectives. If our people do not sell our mission, we would just be practicing "advertising", whatever that is. We would be competing simply on executions rather than on strategy and that's a game we shouldn't play. Our people build their careers and their resumes because they have succeeded in marketing and executing our special and unique mission. And we have been lucky because fortuneately that mission has turned out to be the way of the future. Lester