Design studio Creative Arts Department (CAD) didn’t have a talent problem. It had a positioning problem. In the nonprofit space, most creative vendors are hired to execute tasks, not to think alongside leaders. They deliver assets, but rarely understand the pressures behind them: limited budgets, deep personal calling, and missions that carry conviction. CAD was getting lumped into that same category, despite being fundamentally different. Founder Trenton wasn’t just a designer serving nonprofits. He was a pastor who had lived inside the constraints and emotional reality of nonprofit leadership. That dual perspective was present in the work, but invisible in the brand. Without clarity, CAD would continue to compete on output instead of value, and the very thing that made the studio distinct would remain hidden.