Late millennials, those born between 1985 and 1995, grew up before smartphones but came of age with social media. They know what the workplace was and what it’s becoming. That blend of perspective and digital fluency makes them unlike any other generation in today’s workforce and an important one for hiring organizations to understand.

Late millennials are at a point in their career where they know what they want, and they’re willing to walk away if it’s not there. The question is whether your employee value proposition delivers on what matters most to them.

A Demand for Purpose and Authenticity

Late millennials want to work for organizations that genuinely stand for something. They look for alignment between their own values and those of their employer. However, don’t assume your messaging is landing. Test it with millennial colleagues. They’ll know if it feels authentic or performative, and when it’s real, they’ll help you amplify it.

Champions of Continuous Growth

Gallup reports that 87% of millennials consider career development a top factor in choosing a job. That drive to learn and adapt keeps them sharp. If you want to attract and retain this group, you need to show how your roles create real opportunities for growth.

Reframing “Entitlement” as Ambition

Speaking of a desire for professional growth, the ambition and drive of late millennials can sometimes be misinterpreted as entitlement. But organizations that fuel innovation and long-term organizational growth can see and openly embrace the difference.

Balancing Flexibility with Structure

Autonomy matters to late millennials, but so does clarity. They want flexibility, especially around where and how they work, but they don’t want to operate in the dark. Nearly half prefer fully remote roles, according to recent workforce data. The organizations that win their loyalty strike the right balance by providing both freedom and clear expectations.

Late millennials are experienced enough to bring perspective and ambition, yet agile enough to thrive in a digital-first, purpose-driven workplace. If your roles deliver on purpose, growth, flexibility and opportunity, they’ll see your organization as a place worth building their next chapter.

We’ve all been living in the world of SEO for years. But there’s a new kid in town thanks to AI: Generative Engine Optimization (GEO) and it’s on track to replace traditional SEO by 2028. Truth be told, that shift is already happening. Candidates aren’t just Googling job titles to find opportunities. They’re asking AI to tell them who to work for. 

When talent asks ChatGPT, Perplexity, or Gemini about your company’s culture, or for career opportunities they are seeking with organizations that share their core values, what answer will it give? 

Your career site is the hub of your employer brand. It’s where your story can come to life. Unless that story is structured and optimized in ways that AI engines can understand and surface it, you risk being invisible in the very places candidates are already turning to, and inevitably will in the future, when they search. 

Here are some practical tips to consider: 

Optimize for “Who” Not Just “What” 

Traditional SEO strategy emphasized “what” people searched (software engineer jobs, nurse jobs near me). GEO is about the “who.” Who’s a great employer for data scientists that makes sustainability a business priority? Who actively supports veterans transitioning from the military? So make sure your site answers the “why work for us” questions to your ideal talent personas. 

Make Storytelling Your Strategy 

A list of employer perks isn’t usually all that memorable. But a nurse describing why he stays, or an engineer explaining the impact of her work? That’s not just the content job seekers crave. It’s the type of content that AI engines are more likely to pull into summaries. Build stories in testimonials, videos, and day-in-the-life spotlights and strategically place them across blogs, job descriptions, and campaign landing pages for the most impact. 

Structure Content for Machines and Humans 

Your site has to serve two audiences and that’s people and algorithms. Clear headers, logical site navigation, and schema markup (for jobs, events, and FAQs) help AI engines, including Google which is now serving up AI overviews, parse your information. Pair that with conversational copy that humans can actually connect with and you’ve got a great combo.

Audit with AI in Mind 

Run your site through an AI search yourself as if you were a job seeker. Ask ChatGPT: “What is it like to work at [your company]?” Then see what comes back. If the answers don’t reflect your true story, you’ve started to uncover gaps to fill on your career site. 

By 2028, GEO may fully overtake SEO, but every day between now and then, more candidates are increasingly going to use AI to help find the right job for them. As they say, the future is now and there’s no better time than the present to make sure your career site is optimized. 

When the Eagles snagged the three-peat from the Chiefs this past February, the energy in Philly was electric. This August, AB&C was proud to bring home a three-peat of our own. 2025 marks the third consecutive year our agency has been recognized as a Delaware News Journal Top Workplace.

What makes this recognition so meaningful is that it comes directly from our people. Every year, the award is based on an anonymous survey of employees. So, when our team shows up in big numbers to share their thoughts—and so much of it is positive—it feels like validation that what we’re building here really matters.

What Every Day Looks Like Here

I’ve always believed that culture isn’t something you stick in a handbook or a mission statement—it’s how you treat people day in and day out. At AB&C, that means making sure folks feel valued, supported and connected. Sure, we offer all the benefits you’d expect—health insurance, 401(k) with profit sharing, tuition reimbursement, bonuses—but we also try to create those little extras that make a difference: flexible schedules, summer Fridays, PTO for volunteering and more.

The Question Candidates Always Ask

In nearly every interview, a candidate asks, “What makes AB&C a great place to work?” Without fail, the first person to answer says, “The work-life balance.” And then the stories start flowing—about managers who respect family time, about flexibility during the workday, about being able to chase personal passions without burning out.

As an HR director, those moments are everything. They tell me we’re getting it right. We’re giving people the tools to do their best work without sacrificing what matters most to them outside the office.

Post-Pandemic, We Didn’t “Go Back”—We Moved Forward

One thing I’m especially proud of is how we adapted after the pandemic. Instead of trying to shove everyone back into old routines, we listened. Some people wanted to be in the office. Others thrived working fully remote. So we built a model that supports both—and invested in the technology to keep everyone connected.

The bonus? We’re more connected than ever. Whether you’re in Wilmington, Philly, Bloomsburg or Lambertville, you’re part of the team. Between virtual all-agency meetings, in-person gatherings, Phillies games and holiday parties, we’ve found new ways to come together. And that sense of connection is what makes us not just a workplace but a community.

Looking Ahead

Winning this award three years in a row is exciting, but it’s not the finish line. It’s a reminder to keep listening, adapting and finding new ways to make AB&C a place where people can grow their careers—and enjoy their lives outside of work too.

And if you’re curious about joining us, I’d love to hear from you. Drop me a line at tfalgiano@abccreative.com.

Marketing isn’t just the job of the marketing department. In healthcare, your people are your brand. Their expertise, professionalism and patient interactions define your reputation more than any ad campaign ever could. That’s why HR plays a pivotal role in branding. By hiring, training and retaining employees who embody your brand values, you create an organization full of natural brand ambassadors.

Everyone Is a Brand Ambassador

Too often, branding is seen as a marketing initiative rather than a companywide commitment. But every employee—from front-line caregivers to administrative staff—shapes the patient experience. Training them to understand and embrace their role in brand-building ensures consistency across every touchpoint.

The Employer Brand Connection

A strong brand doesn’t just attract patients—it attracts top talent. A well-defined employer brand and value proposition help bring in the best candidates, who in turn strengthen your brand presence. It’s a self-reinforcing cycle.

Leadership Sets the Tone

Brand culture starts at the top. Leaders must model the values and behaviors they expect from their teams. When leadership lives the brand, it trickles down to every employee and, ultimately, to every patient interaction.

In a competitive healthcare landscape, standing out requires more than great marketing. It requires a workforce that believes in and embodies your brand. That’s where HR and marketing must work hand in hand.

What steps is your organization taking to build a brand ambassador culture?

The advertising industry has long prided itself on adaptability and the ability to pivot across various clients and industries. The variety of clients I get to work on is one of the main reasons I chose the agency world. But while this versatility remains valuable, specialization and deep industry knowledge have become increasingly crucial in our era of media complexity. For specialized clients, breakthrough results consistently come from agencies that possess four distinct capabilities: industry fluency, regulatory intelligence, audience familiarity and solution synthesis. 

Becoming Fluent in “Industry”

“Industry fluency” means understanding not just what your audience does but the pressures, constraints and success metrics driving their daily decisions. Consider technology campaigns: While generalist agencies might place ads across standard business publications, agencies with technology expertise recognize that IT professionals consume information differently. They might read industry publications during lunch, check IT news apps between meetings and engage with forums during commutes. This insight transforms the strategy from broad business targeting to reaching professionals when they’re actively processing industry information. 

Regulatory Intelligence Helps Agencies Navigate Complex Environments

Regulated industries pose the biggest hurdles for inexperienced agencies. For example, in healthcare recruitment, generalist agencies might emphasize competitive salaries and benefits, but agencies with healthcare expertise understand that medical professionals prioritize patient-ratio statistics, continuing education opportunities and workplace safety protocols. This leads to campaigns that address career sustainability rather than just immediate benefits, resulting in higher-quality candidates and better retention. Additionally, regulatory frameworks like the Health Insurance Portability and Accountability Act (HIPAA) require new measurement approaches that experienced agencies can navigate effectively. 

Audience Familiarity Drives Deeper Connections

Specialized agencies understand the cultural signals and professional nuances within specific sectors. In higher education marketing, multiple audiences operate in different frameworks: Parents focus on career outcomes and rankings, students prioritize campus culture, donors want measurable institutional impact, and alumni seek continued excellence (especially on the sports field). Each operates on a different timeline. For example, parents research for years, but students decide in months. So each group requires distinct messaging, timing, and channel strategies. 

Solution Synthesis Unlocks Category Innovation

The most powerful insights emerge when agencies connect behaviors with media consumption patterns. In behavior change work, audiences are most receptive during specific emotional states. Working in behavior change spaces, we know, for example, that smokers ignore health messaging during social situations but actively seek support during private reflection. Weight-loss audiences might engage with motivational content Monday mornings but avoid it during weekend social events. Understanding these patterns allows precise timing, when audiences are psychologically primed for behavior change messaging. 

The Client Advantage of Agency Specialization

Agencies with genuine industry expertise provide strategic guidance that influences broader business decisions, not just marketing tactics. They identify emerging regulatory requirements before they impact strategy, navigate industry-specific competitive landscapes and build campaigns that enhance professional credibility while driving conversions. 

By working with agencies that truly understand their industry, clients gain partners who can present marketing strategies to internal stakeholders in their language and create messaging that resonates with professional audiences who can see through generic approaches. 

In our increasingly specialized world, the most valuable agency partnerships combine deep expertise with creative excellence. Clients who choose agencies with genuine industry knowledge don’t just get better campaigns; they get strategic partners who understand unique market challenges and opportunities, creating advantages others simply cannot match. 

New director of media services brings more than two decades of experience leading teams for some of the most influential brand.

WILMINGTON, Del. (August 18, 2025)—Aloysius Butler & Clark (AB&C), one of the largest full-service independent marketing communications agencies in the Mid-Atlantic, recently announced the addition of Chris Ebmeyer to the agency’s media team. Ebmeyer, new director of media services for AB&C, brings with him more than 20 years of experience directing and supervising media strategies and services for several notable agencies, supporting some of what are considered the world’s most influential brands. As director of media services, Ebmeyer will oversee media planning and buying strategies and lead the AB&C media department in staying on top of the latest media trends and opportunities, understanding specific client audiences, and ensuring plans are both aligned with and deliver on client goals.

Ebmeyer’s arrival comes at a strategic time for AB&C, as the agency continues to distinguish itself for not just understanding today’s ever-growing and complex pool of media options, but having the knowledge, resources and technology to provide highly customized solutions across its range of industry segments, which include consumer, B2B, healthcare, recruitment and government.

“Chris has built an impressive career, bringing together his professional drive to understand where, when and how consumers are processing marketing messages with a deep knowledge of the unique opportunities each media option presents,” said Paul Pomeroy, owner and CEO of AB&C. “We’re excited about the ways his insights, leadership skills and focus on specialized solutions will grow AB&C’s media service capabilities and elevate the value we deliver for our clients.”

As director of media services at AB&C, Ebmeyer oversees a team that supports the media footprints for clients across healthcare, behavior change, recruitment marketing, consumer and specialty B2B market segments. In this role, he will direct media planning and buying, marketing communications, digital strategy, and social media to help create powerful connections between brands and consumers through paid, owned and earned media channels.

“I see the perfect opportunity to build something special with AB&C,” said Ebmeyer. “With a media team that combines the strategic rigor and creative excellence this agency is known for, we can not only reach audiences but move them. In today’s landscape, this combination is what separates good campaigns from game-changing ones—and it makes me incredibly excited to be part of the team.”

Before joining AB&C, Ebmeyer was SVP, director of media services at 160over90, where he focused on media strategy, buying, data, analytics and research. In addition to this role, he built his career at notable agencies including Mediavest, Ogilvy and Carat, with client experience spanning CPG, financial services, QSR, B2B, higher education, healthcare, tourism and sports marketing.

About AB&C

Aloysius Butler & Clark (AB&C) is one of the largest independent full-service marketing communications agencies in the mid-Atlantic. AB&C has offices in Philadelphia and Bloomsburg, Pennsylvania; Lambertville, New Jersey; and Wilmington, Delaware, and we operate remotely across the globe. The agency’s remarkable 54-year growth is a byproduct of our unique client-centric business structure. Our clients are regional, national and international in scope—and concentrated in five core market segments: healthcare, behavior change, recruitment marketing, consumer and specialty B2B. We combine deep business expertise in these five key industry segments with a robust team of omnichannel experts. The result is the best of everything. Always deeply strategic. Always creatively breaking through. Never the same.

Is your career site feeling more “meh” than magnetic? If it’s outdated, clunky to manage, or doesn’t reflect the story you’re trying to tell, you’re not alone. Many TA and employer brand leaders know that their career site isn’t where it needs to be, but getting budget approval can feel like climbing Mount Everest. 

Here’s some good news. You don’t need a 50-page business case to get the conversation started. You do however need a few clear, compelling reasons to share with the people who hold the purse strings. 

Attract the Right Talent, Faster  

Your career site is often the first impression candidates have of your company. If it’s hard to navigate, generic, or contains uninspiring job postings, you’re losing people before they even hit apply. A refreshed and content-rich site that brings your employer brand to life not only pulls in more talent, it improves conversions with the right talent for your organization. 

The numbers back it up. LinkedIn research has shown that companies with strong employer brands see 50% more qualified candidates and reduce cost per hire by as much as 50%. That’s tangible ROI. And with 78% of job seekers saying the candidate experience shows how much an employer values its people, a career site that’s easy to explore, visually engaging, and authentic to your culture is not a nice-to-have. It’s essential. 

Eliminate Bottlenecks and Keep Momentum 

We’ve all been there. You need to publish a campaign landing page, update messaging for a hiring event, or refresh content for a key role that’s really, really hard to fill ASAP. Instead, you’re waiting days for a ticket to be addressed to push the changes you need now through.  

A recruitment marketer-friendly career site platform eliminates that lag. It has the ability to build pages, test content, and personalize the experience for different audiences without a developer. That agility translates directly into recruiting outcomes. A modern, flexible career site lets you meet talent in the moment, not after the opportunity has slipped away. 

Show Leaders the Proof They’re Asking For 

Budget holders (and your hiring managers) care about impact. A modern career site is built to measure and prove its effectiveness. When leadership asks, “Is this working?” you can show them dashboards with metrics that matter, not just clicks. 

Right now, only 41% of organizations say they can measure employer brand ROI. That means most teams are flying a bit blind and struggling to defend budget. Sound familiar? Instead, turn your career site into a measurable, data-driven function, not just a cost center, because that’s the kind of story you want to tell and what decision-makers want to hear. 

Closing Thoughts 

In the end, making the case for a career site overhaul requires showing value. A stronger site attracts and converts the people you want to hire, eliminates inefficiencies that slow you down, and equips you to prove ROI with real numbers, not vanity metrics. 

So next time you’re teeing up the budget conversation, start with: “Let’s talk about giving our career site the upgrade our organization deserves because right now it’s costing us talent, time, and money.” And use these talking points to help make the case. 

Acquisition creates one of the largest independent full-service marketing communications agencies in the mid-Atlantic and expands agency’s footprint in New Jersey.

WILMINGTON, Del. (July 24, 2025) — Aloysius Butler & Clark (AB&C), a leading independent full-service marketing communications agency in the area, has announced the acquisition of Oxford Communications, located in Lambertville, New Jersey. By acquiring Oxford, renowned for its expertise in strategic planning, branding and advertising, AB&C will solidify its position as one of the largest independent full-service marketing communications agencies in the mid-Atlantic.

Over the past 10 years, AB&C has expanded its client base in New Jersey, and its work in advertising, digital media, public relations and more can be seen statewide. Recognized as an approved agency for the state of New Jersey, AB&C is the agency of record for the Greater Wildwoods Tourism Improvement and Development Authority, The Funplex, Englewood Health and Adventure Aquarium. The acquisition of Oxford Communications now provides AB&C with a physical presence—a new office at 11 Music Mountain Blvd., Lambertville, NJ 08530.

“Our acquisition of Oxford is a natural progression after a decade of thoughtful decision-making to establish AB&C in New Jersey and become increasingly immersed in its public and private sectors,” said Paul Pomeroy, owner and CEO of AB&C. “As one of the state’s most reputable full-service digital agencies, Oxford offers experience, capabilities and New Jersey insights that will complement our services beautifully. We’re excited to bring our teams together to elevate strategies and results for existing and new clients.”

Oxford—an agency focused on solving unique marketing challenges for a diverse range of companies, organizations and government entities—will continue to operate and serve its clients as it has for years. However, its approach will now be supported by the opportunity to collaborate with AB&C, providing additional services that include PR, social media marketing and expanded paid media services. Oxford brings to the relationship regional and national clients across a range of industries—including packaged goods, manufacturing and retail—that both enhance and complement the work currently being done by AB&C.

“After 39 years of building a business, I’m incredibly proud of our work and team. It’s both exciting and reassuring to join forces with a company that has been a trusted name in the industry for nearly six decades,” said John Martorana, CEO and president of Oxford Communications. “AB&C’s reputation, creative legacy and commitment to excellence make this the right next chapter for Oxford, our clients and our team.”

[component:spotifyplayer link:’https://open.spotify.com/embed/playlist/5QkctrRy0cOZzvYThTzXQl’]

About AB&C

Aloysius Butler & Clark (AB&C) is one of the largest independent full-service marketing communications agencies in the mid-Atlantic. AB&C has offices in Philadelphia and Bloomsburg, Pennsylvania; Lambertville, New Jersey; and Wilmington, Delaware, and we operate remotely across the globe. The agency’s remarkable 54-year growth is a byproduct of our unique client-centric business structure. Our clients are regional, national and international in scope—and concentrated in five core market segments: healthcare, behavior change, recruitment marketing, consumer and specialty B2B. We combine deep business expertise in these five key industry segments with a robust team of omnichannel experts. The result is the best of everything. Always deeply strategic. Always creatively breaking through. Never the same.

Oxford Communications

Oxford Communications is a full-service digital marketing communications agency with a celebrated history of providing solutions for successfully overcoming “Goliath” challenges for iconic New Jersey, regional, national and global brands. Oxford’s fully integrated subject-matter experts leverage Slingshot, a suite of precision marketing tools, to develop award-winning solutions with measurable results. 

Why Strong Vendor Relationships Matter in Healthcare

Hospitals and healthcare organizations focus a lot on patient relationships—and rightfully so. But there’s another key relationship that can make or break your ability to deliver great care: vendors.

From medical supply companies to tech and marketing partners, vendors influence everything from efficiency to patient experience. Strong vendor relationships don’t just keep operations running smoothly; they can also drive innovation, reduce costs and enhance service delivery.

Build the Relationship, Reap the Benefits

Many organizations treat vendors purely as transactional partners. But taking the time to build relationships with them pays off. At AB&C, we work really hard to be an extension of our clients’ marketing teams and help anticipate their needs.

Trust Is a Two-Way Street

Things won’t always go smoothly—vendors may fall short, or purchasers may have delays. But this is where that trust makes a difference. Honest and open communication will allow true partners to troubleshoot and problem-solve when things go wrong.  

Align on Goals

Your vendors should understand your organization’s goals as well as you do. Customizing presentations about your specific needs can uncover innovative solutions. You might even solve problems you didn’t realize you had.

Patients and employees often take center stage in healthcare branding, but don’t underestimate the power of vendor relationships. They’re a crucial part of the healthcare ecosystem—and your success.

Healthcare consumers are savvier than ever. They’re not just patients; they’re customers shopping for care with the same scrutiny they apply to major purchases. This shift means healthcare leaders must think beyond operations and patient outcomes—they must think like marketers.

But a killer marketing strategy isn’t just about the external message; it’s also about the internal culture. Your employees—the people who interact with patients every day—are the face of your brand. That makes Internal Communications a crucial partner in your branding efforts.

Competition is Driving the Evolution of Healthcare Marketing

Healthcare competition isn’t just coming from other hospitals or clinics. Retail giants like CVS and Walgreens, along with tech powerhouses like Apple and Amazon, are disrupting the market. Patients are weighing their options, factoring in convenience, cost, and—most importantly—experience. In this landscape, it’s not enough to have a great ad campaign. You need a team that delivers a brand experience that keeps patients coming back. This starts with HR and a clearly defined employment brand and carries through to Marketing and Communications that embodies your brand values.

The Secret Weapon: Your People

Your marketing can promise exceptional care, but it’s your team that delivers it. Prioritizing patient-focused hiring ensures that every touchpoint—from the front desk to the operating room—reinforces your brand’s reputation. Beyond that, leaders, physicians, and staff should be positioned as brand ambassadors in the community. Their integrity, expertise, and compassion aren’t just assets in patient care—they’re your best marketing tool.

Do you have a clearly defined employment brand? Does your organization have a brand ambassador program?

Agency brings home top honors—including 10 golds—from the annual Healthcare Advertising, Aster and Telly^® competitions.

WILMINGTON, Del. (June 22, 2025)—Aloysius Butler & Clark (AB&C), one of the largest independent full-service marketing communications agencies on the East Coast, was once again nationally recognized for the outstanding work of the agency’s Healthcare and Government divisions. Top honors were given by three highly respected advertising and marketing award competitions—the Healthcare Advertising Awards, the Aster Awards and the Tellys. Across the three annual competitions, AB&C received an astounding 20 awards—including 10 golds, eight silvers, one bronze and one merit.

For the second consecutive year, AB&C was among the top three agencies located in the Northeastern U.S. to earn the most recognitions from the Healthcare Advertising Awards, the nation’s oldest and most recognized healthcare advertising competition. The agency’s awards history also includes multiple years of honors from The Aster Awards and the Tellys.

“These awards highlight the impact of our work, and the partnerships that make it possible,” said Steve Merino, Chief Creative Officer. “We love when our clients are recognized for doing exceptional work. But it’s especially rewarding when it’s for worthy civic organizations based right here in New Jersey and Delaware.”

Honors given to AB&C to start off the 2025 awards season are as follows:

Healthcare Advertising Awards

Now in its 42nd year, the Healthcare Advertising Awards celebrate advertising that has evolved to “rise above” in an increasingly complex and competitive industry. AB&C’s winning ads stood out from more than 4,300 entries and were chosen by a national panel of judges.

[component:abcwork2025healthcareadawardsha]

The Aster Awards

The Aster Awards is the nation’s most elite competition dedicated to recognizing healthcare marketing professionals for outstanding excellence in advertising, marketing and communications. With the most inclusive groups and categories in healthcare advertising, entries are judged by a panel of design and healthcare marketing professionals with decades of combined experience.

[component:abcwork2025healthcareadawardsaster]

The Telly Awards

Founded in 1978, the Telly Awards honor excellence in video and television across all screens. Winners represent industry leaders ranging from large international firms to local production companies and agencies. AB&C stood out in 2025 among more than 12,000 entries from all 50 states and five continents.

[component:abcwork2025healthcareadawardstelly]

About AB&C

Aloysius Butler & Clark (AB&C) is one of the largest independent full-service marketing communications agencies on the East Coast. AB&C has offices in Philadelphia and Bloomsburg, Pennsylvania, as well as Wilmington, Delaware, and operates remotely across the globe. The agency’s remarkable 54-year growth is a byproduct of our unique client-centric business structure. Our clients are regional, national and international in scope—and concentrated in five core market segments: healthcare, government, recruitment marketing, consumer and specialty B2B. We combine deep business expertise in these five key industry segments with a robust team of omnichannel experts. The result is the best of everything. Always deeply strategic. Always creatively breaking through. Never the same. 

Shawn Kessler shares nearly 25 years of recruitment marketing and employer branding insights in new book—available at Amazon.com.

WILMINGTON, Del. (June 3, 2025) — Aloysius Butler & Clark (AB&C), one of the largest independent full-service marketing communications agencies on the East Coast, is pleased to announce the upcoming release of Built to Attract, a book written by Shawn Kessler, the firm’s managing director of recruitment marketing. The book, which draws on Kessler’s 16 years of experience at AB&C and over two decades in the field, explores the transformative idea that effective employer brands are built through empowered employees who believe in and advocate for the organization. Built to Attract is currently available on Amazon’s Kindle platform as well as paperback and hardcover.

“What Shawn and the recruitment marketing team he leads at AB&C have done for our clients is nothing short of revolutionary, and their work is a key part of what sets us apart as a full-service agency,” said Paul Pomeroy, CEO. “In Built to Attract, Shawn does a stellar job of driving home the philosophy behind building powerful employer brands by supporting employees in being the best recruitment resource. He allows readers to see what can be achieved with the right set of skilled professionals developing and implementing customized talent attraction and retention strategies.”

The 200-page Built to Attract guide provides readers with a comprehensive overview of successful recruitment and retention strategies for today’s workforce. It offers insights into universally applicable employer brand concepts while emphasizing the importance of developing individualized approaches based on unique needs, industry, company and target audiences. Throughout the book, Kessler integrates professional insights and real-world examples to illustrate best practices as well as common pitfalls to avoid. Topics covered include optimizing recruitment marketing, maintaining momentum after making a hire, implementing strategies like the Rule of 3/9/27 and leveraging professional highlights such as the launch of the HireControl™ recruitment marketing platform developed by AB&C.

“The concepts in this book are ones I have the opportunity and privilege of putting into practice daily for our clients,” said Kessler. “It’s not just about filling a position but about how even the smallest changes in the way businesses handle talent attraction can positively impact their business, their employees and culture, and the communities they serve. My hope with this book is to provide my own learning in a way that helps businesses—from executives and HR people to marketing teams and others—start the conversations that I know can make a real difference.”

In addition to his book launch, Kessler will share some of his insights during a speaking engagement at the Mid-Atlantic Physician Recruiter Alliance (MAPRA) Annual Educational Conference, behind held June 9 and 10 in Atlantic City. Built to Attract is currently available for sale on Amazon’s Kindle platform as well as paperback and hardcover and at ShawnKessler.com.

About AB&C

Aloysius Butler & Clark (AB&C) is one of the largest independent full-service marketing communications agencies on the East Coast. AB&C has offices in Philadelphia and Bloomsburg, Pennsylvania, as well as Wilmington, Delaware, and operates remotely across the globe. The agency’s remarkable 54-year growth is a byproduct of our unique client-centric business structure. Our clients are regional, national and international in scope—and concentrated in five core market segments: healthcare, behavior change, recruitment marketing, consumer and specialty B2B. We combine deep business expertise in these five key industry segments with a robust team of omnichannel experts. The result is the best of everything. Always deeply strategic. Always creatively breaking through. Never the same.

Insights from: Built to Attract
The Evolution of Hiring: Moving from Recruitment to Attraction
Kindle edition, paperback and hardcover are available now at Amazon.com.

Employer branding and recruitment marketing are often positioned as the secret weapon in talent acquisition—but too often, they are built on a shaky foundation of flawed assumptions. In Chapter 9 of Built to Attract, I call out a few of the most dangerous fallacies that hold back recruiters, HR teams and even marketing departments from attracting the right talent.

What are some fallacies you should be on the lookout for?

The “We Can Just Repurpose Our Consumer Marketing” Fallacy

“We’ve got a great brand campaign—let’s just adapt it for recruiting!” Wrong. While your consumer brand may sell cars, software or medical services, recruitment is about selling purpose, belonging and identity. Candidates need to see how they will fit in—not how you sell. “Building to attract” means being open to completely rethinking your messaging strategy for talent.

The “Employer Brand Is HR’s Job Alone” Fallacy

Too many organizations treat employer branding like a side hustle for HR. In reality, it’s a cross-functional effort. Recruitment marketing sits at the intersection of communications, brand, operations and talent strategy. Successful collaboration requires respecting and embracing the value associated with shared ownership across teams—and knowing how to structure that collaboration.

The “If We Post It, They Will Come” Fallacy

Job boards. Social ads. Landing pages. All are sometimes necessary but also insufficient. Talent attraction doesn’t work like the movie Field of Dreams. The importance of a well-crafted messaging strategy rooted in authentic differentiators cannot be underestimated. After all, if you’re not focused on attracting—you’re just broadcasting. Organizations need to move away from random (or reactionary) acts of marketing and toward a cohesive candidate journey.

The “We Can’t Market What We Can’t Fix” Fallacy

Here’s the truth: Every organization has flaws. Don’t let internal imperfection paralyze your external storytelling. Almost daily, I help organizations understand the importance of being honest about the work-in-progress nature of their culture. This approach builds more trust than a polished employer brand ever could. Vulnerability, framed strategically, is a strength.

The “We Have to Say What Everyone Else Says” Fallacy

Phrases and words like “part of a family,” “innovative” and “collaborative” are so overused, they’ve become white noise. If you’re serious about “building to attract” you’ll accept—eagerly—the challenge to break away from industry cliches and define what’s unique about working within your organization.

As the competition for talent heats up again (and it’s going to heat up!), defaulting to outdated recruitment marketing tactics is a recipe for irrelevance. Whether you’re hiring nurses, engineers or retail managers, your message needs to do more than inform—it needs to attract. 

If you’re ready to rewrite the way your organization attracts candidates, I hope you’ll look to Built to Attract as your field guide.

Last week, I had the pleasure of attending the Mid-Atlantic Society for Healthcare Strategy and Market Development (MASHSMD) Conference in Dewey Beach, Delaware—and what an energizing few days! From thought-provoking sessions to meaningful connections (and yes, a few too many orange crushes), this year’s gathering was truly one to remember.

I was fortunate to be part of a panel discussion on “Unlocking the Power of AI to Supercharge Your Marketing Efforts.” We explored how healthcare marketers can harness AI to streamline content creation, personalize outreach, and drive better patient engagement—without losing the human touch that makes our work matter. I hope that attendees found our tips helpful.

My colleague Jean Hitchcock led a standout session titled, “At the Intersection of Marketing and Patient Experience: What to Take to Market That Enhances Patient Care.” Jean brought her signature insight and clarity to a discussion that’s more important than ever: how our brand narratives and marketing messages must align with—and elevate—the patient experience.

In addition to all the great content shared in each session, AB&C co-hosted a fantastic happy hour with our partners Doctivity and the Baird Group, where clients and friends gathered for good drinks, tasty munchies, great conversation and lots of laughs. The famous Dewey Beach “crushes” flowed freely, and so did the conversation. It was the perfect way to unwind and build relationships outside the conference space.

The quality of this year’s programming truly stood out. The senior-level thought leadership was impressive, but it was the emotional honesty of certain sessions that made the biggest impact on me. Two sessions particularly resonated:

• Stacy Beers and Andrea Becker shared a deeply personal session on how their experiences with trauma and tragedy have shaped their leadership styles. Their vulnerability and strength sparked important conversations about authenticity, resilience and showing up for your team in meaningful ways.
• Ryan Moran, DrPH, MHSA, Deputy Secretary, Healthcare Financing and Medicaid Directory, Maryland Department of Health, delivered a powerful talk on the implications of Medicaid funding cuts. He broke down what those cuts could mean not just for Maryland, but for healthcare systems across the mid-Atlantic and the country. His message was clear: Medicaid is not just a policy issue—it’s a lifeline for millions, and we need to advocate for its protection.

MASHSMD 2025 reminded me why I love working in healthcare marketing. It’s not just about strategy—it’s about people. I left Dewey Beach feeling inspired, recharged and ready to bring fresh thinking into the work we do each day.

Already counting down to next year’s conference in Baltimore. Hope to see you there!

A brand promise isn’t just a tagline. It’s a commitment that must hold strong even when times are tough. In healthcare, that means staying true to your mission, not just during routine care but also in the face of crisis.

Why Brand Integrity Matters in Healthcare

Healthcare professionals are naturally mission-driven. They enter the field to help and heal. But during high-pressure situations—pandemics, staffing shortages, financial challenges—even the most committed teams can lose sight of the brand promise.

Yet these moments are when your brand’s integrity matters most. Patients, families and employees are watching. They need to see that your organization stands by its values—not just when it’s easy, but when it’s hard.

Supporting Staff to Uphold the Brand Promise

Leadership plays a crucial role in reinforcing brand values during tough times. Consider these questions:

• Are you actively communicating your brand promise to staff?
• Are you recognizing and celebrating the sacrifices and dedication of your team?
• Are you providing resources to help employees navigate challenges while upholding quality care?
• Are you fostering a culture that prioritizes well-being for both staff and patients?

The True Test of Your Brand

Living your brand promise during a crisis is the ultimate proof of its strength. It’s not just about external marketing—it’s about internal culture, leadership and consistency. When the dust settles, how your organization upholds its brand promise will define its reputation for years to come.

Are you reinforcing your brand promise in ways that matter? Let’s talk about how to build a brand that stands strong, no matter the circumstances.