Q: Where do you trace the roots of your creative mindset? Has that evolved over time?
Tripp Westbrook: I think the creative spark started early, probably before I even recognized it for what it was. I was always curious, the kind of kid who’d take something apart just to see how it worked. That questioning instinct has never really left me. I was surrounded by stories growing up…comic books, movies, the kind of media that made you feel something. But more than that, I was drawn to how those stories were told. The mechanics of it. Why something landed the way it did. I didn’t know it was “creative strategy” at the time, but that was the beginning.
As I’ve gotten older, and hopefully wiser, I’ve realized that creativity isn’t just about the flash or the big idea. It’s as much about listening as it is about saying something. It’s evolved from being this internal thing, where I was just trying to express myself, to something more outward-facing. Now it’s about unlocking things for other people, whether that’s brands, teams, or clients, and helping them find their voice or breakthrough. That’s been the biggest evolution: understanding that the best creative work doesn’t just impress, it connects.
Q: You’ve worn many hats. How do you define what you do today, in your own words?
Tripp Westbrook: At the core, I’m a reductionist and a translator. I take all these business goals, consumer insights, and cultural cues, and do my best to not only simplify them, but turn them into something that makes people feel something emotionally. That could be a brand platform, a campaign, a video, a voice — whatever the format, it’s about helping ideas land in a way that matters. I also kind of see myself as a bridge between strong creative ambition and business reality. I try to push the work as far as I can without ever losing sight of the job it needs to accomplish.
The business card might say President or Chief Creative Officer, but I see those as just shorthand for the broader job I’m trying to accomplish. What I really do is try to create space for great thinking and make sure it doesn’t get lost in the chaos. I’m still deeply involved in the work, but I also spend a lot of time clearing the path and making sure the right people are in the right conversations, that we’re not just solving problems but solving the right ones. It’s equal parts vision, protection, and momentum.
“Marketing acts as translator between brand’s strong beliefs and consumer needs.” — Tripp Westbrook
Q: What’s one belief or approach you’ve held that goes against the grain and stuck with you?
Tripp Westbrook: I’ve always believed that the best ideas aren’t born in isolation. That might sound obvious, but the myth of the “solo genius” still hangs around this industry. I’m not parroting the trope that a “great idea can come from anywhere.” We all have our lanes and areas of expertise and contribution. That said, I’ve seen over and over that the strongest work comes from real collaboration, not just within the creative team, but across strategy, production, clients… everyone. Some people think that bogs down the idea. I think, ultimately, it informs and sharpens it.
I also don’t buy into the notion that creative work has to be chaotic to be good. Structure is not the enemy. I think a good process is what gives creative thinking room to breathe. If people know what the guardrails are, they can push right up to the edge of them without spinning out. That combination of openness and discipline has served me well, even if it’s not the loudest or flashiest way to operate.
Q: What do you see as the biggest misconception about creativity in business today?
Tripp Westbrook: One of the biggest misconceptions is that creativity is this mysterious, magical thing that just happens. That it’s spontaneous or only comes from certain types of people. In reality, creativity is work. It’s problem-solving with heart. It takes structure, repetition, discipline, and often a lot of failure. I think people forget that it’s a muscle: the more you use it, the stronger it gets.
There’s also this idea that creativity and business results are somehow at odds, like they sit on opposite sides of the table. That’s just not true. The best creative ideas are deeply rooted in strategy. They’re not decoration, they’re engines for growth. Creativity is a business tool, not just a brand tool. When you treat it that way, it stops being risky and starts being necessary.
Q: How do you personally stay sharp when the industry is moving at breakneck speed?
Tripp Westbrook: I try to stay curious more than anything. The second I start thinking I’ve figured it all out, I know I’m in trouble. Whether it’s through panels, conversations, or just paying attention to what’s shifting out in the world, I make a point to listen more than I talk. I’m not looking to be the smartest or most cutting edge person in the room. I just want to be the one still learning.
The other piece is surrounding myself with people who think differently than I do. People who come from different backgrounds, different disciplines, different generations. That tension, that push and pull… that’s what keeps things sharp. And then honestly, sometimes it’s just about stepping back. Clearing some headspace. The best ideas rarely show up when I’m staring at a screen. They usually hit me when I’m walking the dog or driving across town. You’ve got to give your brain room to connect the dots.
Q: When you think about tough decisions, what guides your thinking beyond just outcomes?
Tripp Westbrook: For me, it comes down to values and alignment. I try to ask, “Is this true to who we are and how we work?” That lens usually cuts through a lot of noise. Outcomes matter, of course, but if we make a decision that wins in the short term but costs us our integrity, that’s not a win. I’d rather walk away from something than compromise on what I believe makes us different.
I also think about the ripple effect. What kind of precedent are we setting for the team, for future clients, for the kind of work we want to attract? A decision might solve one problem today, but if it creates a dozen more down the line, that’s not a solution. So I try to zoom out a little. Get clear on whether the path we’re taking supports the kind of agency we want to be, not just the project in front of us.
Q: Is there a recent trend or shift you think people are getting wrong or overlooking?
Tripp Westbrook: I think a lot of people are misreading the role of AI right now. There’s either panic or overhype, and not enough nuance. The truth is, it’s a tool (a powerful one), but it’s not a replacement for human instinct, connection, storytelling, or judgment. I’ve seen brands rush to adopt it without thinking about how it fits their voice or values, and that’s when it gets messy.
What’s being overlooked is the opportunity to use AI as a creative partner, not just an efficiency engine. It can surface patterns, expand thinking, and even help with execution, but the magic and emotion still comes from people. The trick is building systems that let AI augment what you do without stripping the soul of it. That’s where I think the next wave of interesting work will come from… not in fighting the shift, but in humanizing it.
Q: If people take one thing away from your work or leadership style, what do you hope it is?
Tripp Westbrook: I hope they see that you can lead with both heart and clarity. That you can be ambitious and grounded at the same time. I’m not the loudest person in the room, and I don’t think you have to be. What I try to bring is intentionality — to the work, to how we treat each other, to the decisions we make. I want people to feel like they were heard, challenged, and ultimately made better by the process.
More than anything, I hope they remember that doing great work doesn’t mean you have to lose your empathy in the process. That you can care about craft and still be kind. That you can fight for big ideas without creating chaos. If that’s what people take from working with me, I can’t ask for much more than that.
Follow Tripp’s Journey
Who Is Tripp Westbrook?
Tripp Westbrook is an innovative, convention-breaking agency leader and President/Chief Creative Officer of Firehouse. His creativity and expertise in challenging category status quo have been recognized by virtually every major advertising award show, and his work includes one of USA Today’s top 100 Super Bowl commercials of all time.
