5 Minutes with… Josh Gross
Josh Gross prides himself of living in “a state of constant curiosity”, where the only consistency in his ideas is their difference. It’s a formula that’s worked wonders during his time at Energy BBDO, as the agency has developed a knack for finding brands a place within culture that feels genuine and natural – just see their lockdown-busting work with Extra’s for an example.
He’s also been instrumental in the agency’s growth, pushing forward with business wins including Kenvue, MD Anderson Cancer Hospital, and Jack Daniel's. And at the same time, he’s been building up an internal culture within the agency that can allow for even more transformative ideas to break through.
To reflect on all of this – and what we even mean when we say ‘culture’ in 2024 – LBB’s Adam Bennett caught up with Josh…
LBB> Josh, let’s start at the beginning. What kind of a kid were you growing up, and at what stage did you first consider yourself a ‘creative’ person?
Josh> I was a polite, very rule-following kid. Looking back, I probably should have broken more rules. I loved being creative and using my imagination, but that was always secondary to studying hard and doing well in school. It wasn’t until much later that I realised I could fully embrace my creative side and make a career of it.
LBB> At Energy BBDO, you aim to move brands into broader culture – with Extra’s ‘For When It’s Time’ a perfect example. Do you think any brand can be part of culture, or is there an element of ‘right place, right time’?
Josh> Any brand can be a part of culture. Full stop. We’ve done it for gum, laxatives, car insurance, apparel, and nonprofits. You just have to find the right way that makes sense for the brand.
For instance, for MiraLAX, we found that women are actually more constipated than men, because they’re more stressed. This ‘gut gap’ was yet another ridiculous gap women have to deal with. But no one was talking about it. So we reunited Abbi Jacobson and Ilana Glazer from ‘Broad City’ to have a conversation about not pooping. And it lit up the Internet.
LBB> At the risk of asking an essay question, what counts as ‘culture’ in 2024? It feels like we’re more fragmented and compartmentalised than ever before. Is it still possible to be part of culture in a way that crosses multiple demographics and generations?
Josh> For me, culture is anything that people really care about, outside of our brands. It’s the obvious things, like movies, music, art, and fashion. But it’s also memes, podcasts, anything on TikTok, urban design, humanitarianism, or even people dressing up in costumes having medieval battles in the woods.
It’s still possible to be part of culture in a way that crosses multiple demographics and generations. There are the big moments like the Super Bowl or the Oscars, but oftentimes you have to dull the edges of an idea a bit to make it work for absolutely everyone.
A lot of times we’ll tap into more specific corners of culture then look for ways to get that to reverberate out to a broader audience. The DiversiTree Project for Claritin is a good example. There was this tiny conversation happening on social media around botanical sexism. Connecting it to allergy sufferers allowed us to broaden the conversation, and show up for people in a really compelling way.
LBB> To what extent do you agree with the following statement: “It’s never been harder for a brand to cut through and be noticed than it is in 2024”?
Josh> Agree and disagree. Yes, there is more content than ever before competing for attention, but we’ve developed an appetite like never before for great content. Everyday, there’s a new technology or platform to reach people, so all I see is opportunity, not difficulty.
LBB> You first joined the team at Energy BBDO in 2014. What have been the most impactful industry changes during the last decade? What’s happening today that wasn’t happening 10 years ago?
Josh> Pace and volume of work have been two of the biggest changes in the last 10 years. As an industry, I think we used to spend a lot of time overthinking everything. At Energy BBDO, we’re more iterative now. We find the magic early, commit to it, build it fast, then get on to making the next thing.
It’s also pretty wild how short our attention spans have become. Ideas often have to play out in punchier, more concentrated ways.
LBB> Who have been your career mentors, and what wisdom have they shared with you?
Josh> I’ve been fortunate to have so many mentors over the years. In the early days, there were insanely talented art directors like Mathieu Zarbatany and Hideki Owa, who were so patient with me. Then there were leaders like Rob Reilly and Jeff Benjamin at Crispin Porter + Bogusky. At BBDO, David Lubars, Luiz Sanches and now Chris Beresford-Hill have been incredible mentors and wonderful creative partners.
LBB> What makes for a good creative team, and how would you describe your leadership style?
Josh> The best creative teams are delusionally optimistic. They only see potential. And a lot of times, the two people contrast with each other in some major way.
My leadership style is getting the hell out of the way and removing barriers so people can do the best work of their careers. When necessary, it’s also getting in there with the teams and building the work together. And always, always kindness.
LBB> Where do you find your creative inspiration day-to-day?
Josh> Sometimes I find inspiration from a movie or a piece of music, but these days it’s more likely to come from the people I work with. Some hilarious thing a creative saw on TikTok, a client who wants to make something great, a mind-blowing insight from a strategist, or a team presenting an idea that’s so crazy it just might work…
LBB> Finally, if you had the power to change one thing about the industry - what would it be, and why?
Josh> Stop allowing creativity to be devalued. Creativity isn’t a commodity, it’s an economic multiplier. I believe in what we do and the impact it has on our clients’ businesses.
