Pinnacle Reorganized Creative Teams Under New Leadership
The agency established two dedicated creative studios to increase its level of involvement in client project concepts.
Updated on Oct. 6, 2026 in People
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Pinnacle reorganized its creative department into two specialized studios, completing the transition with the hire of Erin Kana in July 2026. This shift aims to accommodate client requests for greater agency influence over creative development.
Why it matters
The restructure signals an attempt to shift from a service-delivery model toward a more deeply integrated creative partnership. This change allows the firm to provide more intensive support for brand engagement and spatial design as client expectations for agency involvement continue to evolve.
Pinnacle, founded in 1998, has added two executives each possessing 15 years of industry experience. The agency now operates under a split structure to define its capabilities in brand engagement and spatial design.
The players
Pinnacle
An agency founded in 1998 that specializes in brand engagement and spatial design.
Allison Beck
An industry veteran with 15 years of experience who leads the newly formed experiential studio.
Erin Kana
A creative professional with 15 years of industry experience who heads the new environmental studio.
The details
The agency reorganized its creative department into an experiential studio and an environmental studio. Allison Beck leads the experiential studio, which focuses on brand engagement concepts, while Erin Kana directs the environmental studio to manage branded space design. This operational pivot formalizes the firm's move toward providing specialized creative direction as requested by its clients.
Timeline
Pinnacle was founded in 1998.
Allison Beck joined the agency in May 2026.
Erin Kana joined the agency in July 2026.
The official report on the structural changes was published on October 6, 2026.
Market Landscape
This reorganization follows the broader industry trend of agencies abandoning traditional silos to meet client demands for deeper strategic integration. It marks a departure from generalist creative structures by aligning firm resources with specific engagement and environmental design domains.
Business operators should track whether this studio-based model results in higher project premiums or faster delivery times. Evaluating how specialized creative roles impact agency costs is necessary before committing to similar structural shifts.
The takeaway
Clients increasingly expect their agency partners to function as co-architects of creative strategy rather than mere executors of tasks. Owners should consider if their current department structure allows for the deep involvement now required to maintain a competitive advantage.
Further reading
For more on evolving leadership structures in the creative sector, visit our section on People.
Source note: This article includes information reported by EXHIBITOR Online.
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