When the Brief Was National Security, Not Brand Awareness.

The O-9L recruitment mission for the U.S. Army was not a typical marketing challenge—it was a matter of national security.

Following the tragic loss of eight CIA operatives in Afghanistan to a double agent posing as a translator, the U.S. military could no longer rely on local hires abroad. Instead, they initiated the 09L program—seeking U.S. citizens and green card holders fluent in Pashto, Dari, and Farsi to serve as soldiers, translators, and cultural attachés alongside American forces. Under the leadership of Lieutenant General Ben Freakley, our commanding client officer, this mission demanded more than recruiting—it required shifting the narrative of service within communities deeply shaped by conflict.

Our charge was unprecedented: convince Afghan, Iranian, Pakistani, and Tajik Americans—many with complex ties to their homelands—to raise their hand, wear the U.S. uniform, and potentially return to regions of origin to support American troops. This wasn’t about career benefits or enlistment bonuses; it was about identity, duty, and honoring dual heritage. The U.S. Army believed this journey would take a decade. Our task was to accelerate it.

We built a culturally precise communication platform rooted in leadership, opportunity, and pride—not warfare. We acknowledged that our audiences consumed media differently and trusted selectively. Campaign strategy was executed by mission: trusted satellite TV and radio networks like VOA and Iranian/Afghan broadcasters to reach parents and elders; in-language print and OOH placed in community hubs, mosques, markets, and cultural corridors; digital targeting across diaspora forums and social platforms.

We respected cultural rhythms, leaning in during holidays like Nowruz, Eid al-Fitr, and Eid al-Adha, and intentionally pausing all efforts during Ramadan. With General Freakley’s command emphasis, credibility became our north star—we aligned the U.S. Army with trusted voices, scholars, community advocates, and anchors capable of lending legitimacy to a request few American institutions had ever dared to make.

Rather than blanket messaging, we entered living rooms. We spoke not only to recruits, but to mothers, fathers, and elders—the true decision-makers in collectivist cultures. And slowly, the impossible shifted: skepticism turned to consideration, then to pride. Within just three years, the 09L program met its recruitment goals—seven years ahead of Army projections.

This campaign stands as one of our most profound achievements. We didn’t sell a choice—we honored a calling. For CMOs, the lesson is clear: some audiences are not moved by persuasion, but by purpose. When trust becomes the battlefield, strategy must become service.