We were three people with a dream of building digital experiences, but not just run-of-the-mill stuff. We wanted to craft experiences that captivated audiences and drove business value all at once. In our first year, we cut our teeth building websites and creating brand identities for tech startups. Our OG clients had limited budgets, but they believed in us, and nearly three quarters of them sold, years later, for millions of dollars.

In 2004, Flash and rich Internet applications dominated the digital landscape. Websites were known for rich motion and animation. At Propane, we took on huge conference signage projects. And we built interactive demos using green screens and 3D animation. Between web, video, and outdoor we helped clients tell stories across mediums while keeping digital at the core.

To help marketers squeeze more from digital, we turned to building custom content management systems. Using Ruby on Rails, we could turn websites into marketing and operation hubs. Shortly thereafter, we incorporated Drupal and Wordpress. Then we shifted our CMS skills towards SaaS-based custom applications. We’ve never been afraid to adapt. It’s always been about what’s best for us—and our clients.

In 2006 we started building application prototypes for new business concepts. We did major work for nonprofits, including the Academy of Friends. During that time we also diversified our client industries. We moved outside of tech and landed major projects for Men’s Warehouse, Intuit, 7 for all Mankind, and Sega Mobile.

After diversifying into retail, gaming, and financial, our relationships evolved, and we evolved, too. We began adding value to our clients by articulating the benefits of “Pull” vs. “Push.” The former favored long-term retention over short-term results. And with that, we realized we had the power to change how clients viewed marketing challenges. We began building custom marketing applications that offered intrinsic value to a brand’s audience.

Propane was the first digital agency to prototype concept cars using web technologies. This included the navigation units for Volkswagen and Audi A4s. By doing that, we shortened a four-year concept cycle to only 12 months. And we (literally) brought Google Earth, Pandora, and YouTube onto the navigation screen for the first time.

Sensing an industry slowdown, we created an agency incubator called Propane Labs. At the time, Propane Labs helped several start-ups on their paths to success, so we explored how this agency incubator model could work, which favored equity over capital. The experiment provided a more holistic view of digital. We began building entire platforms, similarly complex to early-stage eBay and Alibaba. But we weren’t just building applications; we were building workflows that impacted every facet of a company.

During an exciting period of growth, Propane landed a host of new, high-profile clients including Intel, Kaiser Permanente, and Hitachi. During that time we basically put all our time and energy into doing great things for those clients, producing work at a higher rate than ever.

In 2011 we reshaped our internal talent and processes. We installed a more formal internship program, created our PMOs process, and staffed our account team.

During that time we built SaaS-based marketing tools that integrated together as a whole. The goal was to build connected marketing systems that blurred the line between marketing and value for customers. Marketing automation, along with data exchange between companies and applications, was hot, and we were in the thick of it, working our magic to improve efficacy and ROI for marketing engines.

In 2013 we solved a major challenge for Kaiser Permanente. With the mandated health-care deadline fast approaching, we helped KP deliver its Affordable Care Act project just in time. Between that massive overhaul and a new application for Covidien, we gained the confidence to call ourselves one of the few tech-enabled digital agencies in San Francisco.

We moved on to design and develop responsive mobile sites for Ocean Mist, Grocery Outlet, and Blurb. Then we launched multiple eCommerce sites for major CPG brands in Magento. We also finished a massive UX/UI overhaul for Sutter Health, where we consolidated its entire website ecosystem into one main site. At the end of the year, more than 50 projects went out the door.

2015 was the year of major platform and product designs. That was the year we successfully launched the Sutter Health linkAges Community. The dynamic platform combined the features of Facebook, Craigslist, NextDoor, and TaskRabbit. Overall, we committed ourselves to performance-based services, with analytics and optimization built into every project.

Equinix, a global data warehouse leader, selected Propane to build one of the coolest applications out there. Complete with 3D graphics and game-like interfaces, we redefined a once-dry diagram flow into a rich and immersive experience. We also teamed with Telltale Games to launch a new online presence. And we rounded out the year showing off our full-service chops for Absorb, crafting projects for brand, digital, and tradeshows.

In 2017 we made another strong push toward improving talent. We built a rock-star team capable of stronger solutions across the board, including campaigns, websites, and applications. On the client front, we had an interesting mix that included an IoT company in CPG, telematics in automotive, a new product launch in skincare, and a major health-care provider in Arizona. And we finally settled into our new space where we felt right at home.

After 15 years we took a deep look at ourselves, reassessed our values, and launched this website to celebrate our newfound identity. In short, we’ve embraced who we truly are: an experienced agency that champions platform thinking. We were also proud to land a new client, the esteemed San Francisco Symphony. And we’re looking forward to helping it solve its brand and experience challenges. In addition, we’re also moving on a new project with Banner Health, helping it reimagine its overall content strategy and digital experience.

2019 was an interesting year as the landscape got a little more saturated so clients were having a harder time understanding the value “full-service” agency as that definition shifts from shop to shop. We stayed staunch in our belief that the best digital project outcomes are from firms that can do brand, creative and dev all in house. We expanded our engagement with San Francisco Symphony into channel strategy. A major healthcare brand asked us to innovate what patient engagement looks like in the future. A few Automotive companies like LoJack and Cartelligent also leveraged our services, for brand refresh and complete web redesign.

Despite all the challenges this year brought to the world as a whole, we decided to look at the bright side and welcome adaptation. We closed our physical office, set up remote management infrastructure, and got into building a few of our own products. This year will make the start of an ambitious health product focused on oncology care and a fun sports mobile game that hopefully becomes popular. If anything else, it was a great way to remind ourselves what our clients have to go through as they spin up initiatives or new products. It's important for both clients and agencies to have respect and empathy for each other in order to form beautiful partnerships.