Hi Emma! How are things at Good Thunder?
Things have shifted quite a bit recently, and very intentionally so. Over the past few years, we’ve worked at a pretty demanding pace, and while that brought a lot of growth, it also made us reassess how we want to operate long term. We’ve consciously reduced the number of clients we take on so we can be more focused and do a better job for the ones we do work with. It means we have the time to really think things through, execute properly, and maintain a high standard without burning ourselves out.
We’re a team of senior creatives, and we’re all parents first, so that balance matters. It’s about building something sustainable that allows us to do great work while still having space for life outside of it.
What led you to start the studio back in 2016, and what were you doing before that?
Good Thunder started quite organically. I was working at a boutique advertising agency at the time, and while the people were great, the environment was demanding in a way that didn’t allow me to do my best work. There were multiple priorities competing at once, and as a designer, I often felt rushed and unable to reach my full potential.
I decided to step away and start working for myself, initially from my bedroom in Ōrākei. From the outset, there was a steady stream of work, and it quickly became clear that I couldn’t manage it all on my own. Bringing people on shifted it from freelance into something more structured, and over time it naturally evolved into a studio.
It wasn’t something I had planned in a strategic way. The opportunities came, and I followed them. Along the way, I’ve had to grow beyond design into leadership, client management, and running a business. It’s been challenging at times, but also incredibly rewarding. Opening a physical studio in Matakana became an important step, especially after COVID, giving the team a place to connect and work together in a more meaningful way.
You’ve described branding as being about perception and feeling – can you unpack what that means when you’re working on a project?
A lot of it comes down to listening, and not always taking things at face value. Clients don’t always know exactly what they need, or how to articulate it, so our role is to read between the lines and guide them toward the right outcome rather than the quickest one.
Branding is ultimately about how people feel when they encounter your business. That perception shapes everything, from whether someone chooses to engage with you to how much they’re willing to pay. Often, business owners are too close to see that clearly, which is where an outside perspective becomes valuable.
Design plays a significant role in those decisions. If something feels confusing or poorly considered, people move on quickly. If it communicates clearly and aligns with the right audience, it creates trust and connection. That’s where branding becomes a powerful tool for shaping perception in a meaningful way.
What’s the story behind the name Good Thunder?
It’s actually quite a random story, and one I get asked about often. My husband spent time in Minnesota during high school, and before I started the business, we travelled back there for his host family’s wedding. They took us to a small nearby town called Good Thunder, and we ended up at a diner there called 'Good Thunder'.
They had this 20-ounce prime rib steak on the menu, which was honestly one of the best meals I’ve ever had. It made enough of an impression that we went back the next night and ordered the exact same thing again.
For some reason, the name just stuck with me. I liked how it sounded. It was a bit unusual, a bit memorable, and tied to a moment that felt positive. It’s had mixed reactions over the years, but it still makes me smile, and that’s reason enough to keep it.
Your team comes from very different backgrounds, yet you describe it as working perfectly together. What do you think makes those differences an advantage?
If everyone has the same taste, the work becomes predictable very quickly. Uniformity may be efficient, but contrast is where things become interesting.
Our team approaches projects from different angles, both creatively and strategically, and that diversity naturally expands what’s possible. What makes it work is mutual respect. There’s a strong culture of listening, encouraging, and learning from one another, with a shared goal of elevating the work.
Each person brings something distinct. Heather has an incredible ability to think strategically while continuing to evolve and adapt to new technologies that become available. Isaac approaches ideas from a completely different perspective, often in ways that are both unexpected and highly authentic. Victoria brings precision and depth, particularly in packaging and print. Tayla has a way of making people feel at ease, capturing moments that feel natural and genuine.
That combination allows us to challenge each other while still working cohesively, which ultimately leads to stronger outcomes for our clients.
How has being a female founder and creative director shaped the way you lead and the culture you’ve built at the studio?
I’ve never seen leadership as something performative. It’s more about understanding how people experience work, the pressures they carry, and how decisions affect them day to day.
I lead with kindness. That’s really important to me. But that doesn’t mean I’m a pushover. You can be kind and still expect a high standard. It’s about being constructive, open minded and supportive while still maintaining a high standard.
Being a female founder has naturally shaped that perspective. I understand what life looks like outside of work, because I’m living it. I’m a wife and a mother to two young kids, and all of the team are in a similar position. That’s influenced how we structure the studio, creating a way of working that allows people to take pride in what they do while still being present for their families.
The aim has always been to build something that is ambitious, but also human.
Good Thunder operates as a small, selective studio. How do you decide which projects to take on?
In the early days, we took on almost everything. It wasn’t sustainable, and over time we’ve become much more selective.
Being a smaller studio gives us the ability to choose projects that genuinely interest us. We’re drawn to work that challenges us or pushes us into new territory, and we value clients who trust us to guide the process. That trust is what allows the work to reach its full potential.
Ultimately, we don’t just work with companies, we work with people. Alignment matters. When values and expectations are shared, the process is smoother and the outcomes are stronger.
We work across a range of clients, from large international organisations to smaller, more experimental projects. Both bring value in different ways, whether it’s long-term partnerships or the opportunity to explore something new.
What do you think Good Thunder does differently?
At its core, the studio is very human in its approach. The way we communicate is direct and personal, and clients work with us as we are, not through layers of process or automation.
We place a strong emphasis on intuition, particularly in how we interpret briefs and guide projects. Often, we’re working with incomplete or unclear starting points, and our role is to refine that into something cohesive and effective.
We aim to make the process feel straightforward, even when the work itself is complex. The outcome is work that often exceeds expectations, both creatively and commercially.
Being a smaller studio also allows us to operate efficiently while delivering work at a level comparable to larger agencies. At the same time, we’re not limited by geography. A significant portion of our clients are based in North America, and that cross-cultural perspective allows us to bring a slightly different lens to the work.
