Chris Johnson, Co-Founder and Director of Studio Glass, has built his career around the belief that branding is more than just logos, it’s about shaping strategy and identity in ways that truly matter. Based in Bournemouth on the South Coast of England, Studio Glass operates as a small but powerful branding partnership, blending creativity with clear, strategic thinking to help brands cut through the noise.
From redefining visual systems to guiding clients through brand launches and relaunches, Chris and his team focus on delivering impact over decoration. Their work, including standout projects like the rebrand of The New Forest DMO, highlights how Studio Glass combines bold ideas with meaningful execution. At its core, the studio is about creating brands that not only look good but also resonate deeply with audiences and stand the test of time.
How was your company born and where are you based?
We're based in Bournemouth on the South Coast of England. After the pandemic, me and my partner Sammy Murphy moved down from London. I originally grew up in Sydney so I've always been drawn to the coast. For us it’s a perfect balance of lifestyle and work, we’re only 2 hours from London, so we can travel up for client meetings or creative events if needed.
What was the biggest challenge to the growth of your company?
We wanted to stay agile so we've chosen to stay as a focused partnership of two, pulling in freelancers when projects need that extra expertise. It goes against the typical agency growth model, but it means we can be genuinely collaborative with clients and keep the quality of thinking high. The real challenge isn't growth itself, but it's making sure every project gets the strategic attention it deserves rather than just churning through work.
Which was the first huge success that you can remember?
Winning the pitch for The New Forest DMO was a big moment for us. The brief was brilliant, how do you unite a fragmented region without falling into generic tourism clichés? Moving to the area meant we could really immerse ourselves in the history and folklore, and it became clear there was this authentic story waiting to be told. It's exactly the kind of strategic thinking we love getting stuck into.
What’s the biggest opportunity for you and your company in the next year?
We're coming up to our two-year mark, so still early days, but we've got a clear sense of how we work and a growing collection of projects that show what we're about. The big opportunity is getting these case studies out there to reach more clients who actually get the value of strategic thinking. We're building relationships with companies who understand that proper branding needs both the strategic bit and the creative craft, clients who are ready to invest in work that makes a real difference.
Can you explain your team’s creative process? What makes it unique?
Our process is built around this belief that the best branding happens when strategy and creativity work together properly. We've developed a four-stage framework that takes us from those initial insights right through to execution.
What makes it different is how we balance the strategic thinking with the creative exploration. We're not just designing brands, we're building them with proper purpose and focus on long-term impact. Our clients often tell us it's the collaborative approach and attention to strategic detail that sets us apart. We're good at balancing the thinking with the craft, and both bits are equally important.
How does your team remain inspired and motivated?
Moving to the coast has been massive for us. Whether it's a quick surf before work, a swim to clear the head, or a walk through the New Forest, getting outside genuinely helps reset our thinking. We've learned that stepping away from the screen often leads to those breakthrough moments. We've started setting proper boundaries too, less late nights and weekend work, we’ve figured this out the hard way but the key is balance.
How has COVID-19 affected your company?
It inspired us to start. The pandemic gave us space to really think about what we wanted from our creative careers and where we wanted to build something meaningful. Rather than seeing it as disruption, we saw the opportunity to create a studio that works differently, one that puts purpose, collaboration, and strategic thinking ahead of the traditional agency model.
What is one tip that you would give to other agencies looking to grow?
Focus on the quality of your thinking before the quantity of your output. Great work attracts great clients, and great clients become your strongest advocates. We've found that investing in our strategic process and being selective about projects has created more sustainable growth than any traditional business development approach.
How do you go about finding new clients/business? (Pitching, work with retainers, etc.)
Our approach centres on building genuine relationships rather than traditional pitching. Much of our work comes through previous clients, connections made through Pier Journal, and recommendations from freelancers and studios we collaborate with.
What’s your one big hope for the future of the industry?
That artificial intelligence enhances creative thinking rather than replacing it. We see AI as a tool that can handle routine tasks, allowing creative professionals to focus on strategy, storytelling, and the human insights that drive meaningful brand work. The future belongs to studios that can combine technological efficiency with strategic thinking and creative intuition.
Can you share a defining moment in your company's journey that shaped its identity or direction?
The New Forest project taught us the importance of deep research and authentic storytelling. Through workshops with local stakeholders and extensive exploration of the region's folklore, we discovered that the most compelling brand stories often lie beneath the obvious narrative. This experience shaped our belief that great branding requires genuine curiosity about the subjects we're exploring, not just creative execution, but strategic understanding.
How do you foster a culture of innovation and experimentation within your team?
As a focused partnership, we maintain constant dialogue about new approaches, emerging technologies, and creative possibilities. We dedicate time each week to exploring new tools, reviewing inspiring work, and questioning our own methods. Our coastal location provides natural inspiration, but we also invest in attending industry events, workshops, and creative conferences that challenge our thinking.
What measures do you take to ensure diversity and inclusion are prioritised within your company?
While we operate as a core partnership, we're intentional about the freelancers and specialists we collaborate with. We actively seek diverse perspectives in our extended team and prioritise working with clients and causes that reflect our values. Through Pier Journal, we also platform diverse creative voices from our local community and beyond.
Can you describe a project that challenged your team creatively and how you overcame any obstacles?
We recently tackled a tricky project where our first round of illustration ideas didn’t land well with stakeholders. Instead of pushing back, we paused and dug into what was really going on through a workshop with teh stakeholders. Once we got to the root of their concerns, we came up with new concepts that stayed true to our creative vision while meeting their needs. It was a great reminder that strong creative work takes not just talent, but also a good dose of strategic thinking and people skills.
How do you balance maintaining your company's unique creative voice while meeting the diverse needs of clients?
This challenge sits at the heart of strategic branding work. We've developed a clear studio process that guides every project, ensuring consistency in our approach whilst allowing creative solutions to emerge organically from each brief. Without strategic framework, creative decisions become subjective battles between taste preferences. With it, we can focus on what truly matters: whether the work resonates with the intended audience and achieves the desired impact.
Our structured process keeps projects focused and budgets controlled, but more importantly, it allows our creative voice to emerge through strategic thinking rather than stylistic consistency.
What strategies do you employ to adapt to changes and trends in the industry while staying true to your company's values?
It’s important to stay aware of trends, they can bring relevance and a fresh edge to your work, but they shouldn’t shape a brand’s core identity. Strong brands are built to last, and by definition, trends are temporary. As AI and technology continue to accelerate the pace of change, trends will come and go even faster. That might be exciting for campaign work, but when it comes to branding, longevity requires a solid, timeless foundation.
How do you approach sustainability and ethical practices within your company's operations and projects?
From day one, we've maintained a clear list of industries we choose not to work with, this forms part of our core values.
Do you have any websites, books or resources that you would recommend?
We're proud to publish Pier Journal, our creative publication celebrating Bournemouth's emerging creative community. It demonstrates how strategic thinking can build cultural movements, not just individual brands.
For strategic and creative reference, these books are essential:
- Branding and the Visual Response by Peter Sher
- Grid Systems in Graphic Design by Josef Müller-Brockman
- The Elements of Typographic Style by Robert Bringhurst
- The History of Graphic Design Vol 1 – 2 by Jens Müller and Julius Weidemann
Our studio name was inspired by Beatrice Warde's essay "The Crystal Goblet”.
