2025 Winner

CASE SUMMARY

Big Brothers Big Sisters of Eastern Newfoundland (BBBS) is the only developmental mentoring organization serving youth in the region, offering life-changing opportunities to children facing adversity.

But BBBS was in crisis. Government funding had dropped from $100,000 to $20,000, and the waitlist for mentors had surged post-pandemic.

Without a sustainable funding model, the organization urgently needed financial support – and more critically, long-term corporate partnerships to secure its future.

While BBBS initially requested a fundraising campaign, the agency saw an opportunity to shift focus. Instead of a few large donors, what if the brand used the campaign to get its foot in the door with as many local businesses as possible?

What if asking for less is the key to unlocking more funds in the future?

The executives and decision-makers responsible for corporate charitable giving are busy and inundated with funding requests. All well-intentioned, all worthy causes. Getting a ‘yes’ from a new corporate donor is exceedingly difficult.

So, they made it nearly impossible to say no.

The agency focused on the cost of establishing a new match between a child and a mentor — only $1,500. A radically small number in the world of corporate donations.

With 75 children on the waitlist, these two numbers became the cornerstone of the campaign. The aim wasn’t just to raise money — it was to build a network. By lowering the barrier to entry and offering a strong ROI, they could turn more local businesses into long-term BBBS partners. The “less is more” strategy would help local leaders see immediate value in supporting BBBS — opening the door to larger opportunities
in the future.

The one-line idea was to open a door to a better future.

Born from the insight that each child’s match could be funded through a manageable donation, the concept turned an abstract issue into a tangible solution. The “75 Doors” campaign centred around a simple metaphor. There were plenty of mentors, but BBBS needed help covering the costs of making those connections happen. Each door represented the barrier standing between a child and a mentor. Rather than request large donations, the campaign invited businesses to contribute $1,500 to open a door — a symbolic action directly funding a match.

The centrepiece of the campaign was a branded, freestanding blue door.

In an emotive launch video, this door appeared in beautiful locations across the region, symbolizing the promise each $1,500 donation could unlock. Each business received a custom video featuring the door at their location, celebrating their Involvement. These videos weren’t just thank-you gifts. They became valuable social content shared by businesses across their networks.

This shareability turned each donor into an ambassador, expanding reach and sparking a sense of competition. BBBS often received follow-up calls from competitors of recent donors, also wanting
to participate.

A dedicated landing page tracked progress, and the branded door became a lasting symbol for BBBS — one they plan to use well into the future.

The creative ensured every business felt recognized and invested. Donations became a visible, shareable act of impact.

Today, local businesses are proud to be BBBS partners. Their customers, employees, and even head offices had engaged with the campaign. This was a strategic outcome to build a network of corporate donors. And there would be no need for cold calls moving forward; their foot was already in the door.

“Unlocking this door represents one child in our community able to get the mentorship they deserve, and at CIBC, we’re very proud to make that happen.” – Russ Pittman, Leader, CIBC

The goal for year one was to open 75 doors. The brand opened 86 — 14% above target. But this campaign was never just about one year. By shifting from donation collection to partnership-building, the strategy elevated every participating business. They didn’t just give — they became advocates, amplifiers, and active supporters of BBBS’s mission.

The deeper impact of the campaign is still unfolding and will continue to do so for years to come. Though the campaign launched late in 2024, and before year two, outreach has begun, and one $1,500 donor has already returned with a $50,000 commitment for 2025. And 14 new doors have been requested, which translates to even more corporate partners for the organization.

The “75 Doors” campaign has also now expanded to four additional BBBS chapters — in Victoria, Ottawa, Winnipeg, and Saskatoon/Regina.

The true lifetime ROI of this campaign is impossible to predict. But what’s clear is this: Thanks to a powerful idea, a resonant metaphor, and a scalable framework, BBBS isn’t just fundraising anymore.

They’re forging a future powered by a growing network of corporate partners who believe every child deserves someone in their corner.

Credits

Creative Director – TJ Arch
Associate Creative Director – Julia Forrester
Art Director – Alyssa Campeau
Senior Copywriter – Julia Forrester
Copywriter – Melissa Bassett
Agency Producer – Matt Tucker
Director of Account Management – Catherine Kelly
President – Catherine Kelly
Strategic Planners – Kerri Roche, Noel O’Dea
Account Director – Jane Hall
Director of Creative Production – Vivian Tulk
Digital Production Artist – Sarah Stone
Digital Image Photoshop Artist – Dejan Vucicevic
Director, DOP – Cody Westman (Cats Eye Cinema)
Production Assistants – Matt Tucker, Colby Ryan, Fayez Almadhoun
Editor – Cody Westman (Cats Eye Cinema)
Colour and VFX – Adam Kemp
Sound Mix – Adam Foran