Chris Westmeyer

Digital Strike is based in Webster Groves, which isn’t exactly the Loop or Cortex — how much does being slightly outside the ‘expected’ creative zip codes shape the agency’s identity or culture?

Being in Webster Groves has actually been a massive competitive advantage. Our unique campus gets people’s attention and sticks in their memory. Plus, we’re located right where many target organization executives actually live. We get extra exposure and spontaneous conversations that simply wouldn’t happen if we were tucked away in a traditional “creative zip code.” Beyond the visibility, there’s a huge convenience factor, it’s easy to get to and easy to park. We trade the “creative zip code” for accessibility and high-level local connection, and it works.

You’re professionally obsessed with reaching the right people — when hiring your own team, what’s the one signal that tells you someone’s actually the right fit?

We hire for alignment, not just for a resume. We use a tool called the “Culture Index” survey to match potential team members with open positions. It allows us to look past just “years of experience” and identify the specific personality traits that align with our culture and the demands of the role. This allows us to better know if this potential team member will actually thrive in our specific environment, rather than just being someone who can do the job.

Running a 28-person shop feels like a very intentional size. Is that headcount a deliberate philosophy or did you just blink and end up there?

It’s not necessarily a fixed number, but it is a deliberate philosophy. We value culture over sheer growth. We have no interest in growth for growth’s sake. Because we haven’t taken outside investment, we have the luxury of growing more slowly and deliberately than other agencies. Our goal is stability, which benefits both our team’s peace of mind and our client partners. We’d rather be the right size and maintain our soul than be a massive shop that loses its identity.

Digital marketing can feel like building sandcastles at low tide. What’s the part of this work that you’re convinced will still matter in 10 years?

Strategy, period. In a decade, everyone will have access to the exact same data and the same AI-driven tools. The tools are the sand, the strategy is the blueprint. The human element, the person who can synthesize that data into a high-level strategy, will be the only true differentiator left. The “how” will be automated, but the “why” will always require a human.

As someone who built something here instead of leaving, what’s your honest read on where the St. Louis creative scene is right now?

If I’m being honest, the talent level in the city isn’t keeping up with the opportunity right now. We love St. Louis and are proud to be here, but finding the caliber of talent we need locally is becoming difficult. While we do have remote members, we are heavily focused on hiring within the greater St. Louis area whenever possible. One of our main initiatives right now is targeting marketing majors at Mizzou to attract that “up and coming” talent back to St. Louis. We’ve had great success with that so far and are ramping up those efforts to keep the local scene competitive.