There is a peculiar moment in any public campaign when the tidy strategy deck encounters an actual person. The person may be a parent wondering whether college is affordable, a shop owner watching a development rise down the street, or a resident being told that her city has a new identity. She does not care about the campaign’s “reach.” She wants to know what this means for her. The Mosaic Group has built a business around that moment.
The West Palm Beach firm looks, at first glance, like a conventional full-service agency. It makes brands and websites. It buys media, handles public relations, runs digital campaigns, stages events, and develops content. But its more revealing verbs are quieter: interview, convene, survey, explain, canvass. Mosaic often works for municipalities, colleges, nonprofits, healthcare organizations, developers, and political campaigns - clients whose messages are tested not only in a market, but in public.
That distinction matters. A soft-drink campaign can succeed when people remember the can. A public initiative may need residents to understand a proposal, trust the messenger, attend a meeting, complete a survey, or act. Mosaic’s work sits between institutional intention and lived experience. It is marketing with consequences.
The campaign before the campaign
Consider Broward UP, a Broward College effort aimed at six ZIP codes with large minority populations. Mosaic’s assignment was outreach, education, and recruitment. The tempting move would have been to begin with posters about possibility. Instead, the agency began with uncertainty. It ran 10 focus groups, collected more than 175 grassroots surveys, and conducted stakeholder interviews with prospective and current students, employers, and workforce partners.
Then it assembled distribution through organizations that already had standing in the community: the Urban League, YMCA, OIC, Boys & Girls Club, and housing authorities. Churches, civic groups, door-to-door canvassing, call campaigns, and geographically targeted social ads joined the mix. Digital precision did not replace human contact. It sat beside it.
The clever part is not choosing between data and door-knocking. It is knowing that each catches what the other misses.The Mosaic method, in one sentence
This sequence offers the most useful answer to the question of what changed the campaign’s mind. The research did. Focus groups and surveys turned a target audience from a demographic abstraction into people with stated barriers, preferences, and language. Mosaic delivered the college a report with findings and recommendations. The creative work came after a mechanism for being corrected.
Public relations, with the public left in
The same logic appears in Mosaic’s work around real estate. For two West Palm Beach development sites, the firm says it assembled participants, facilitated conversations with officials and stakeholders, managed media relations, and coordinated community meetings attended by more than 135 residents and businesses. That attendance figure is small beside a million digital impressions and far more interesting. A person in a room can object, ask for specifics, or expose a blind spot. An impression cannot.
For Miami Gardens, the assignment widened. As Super Bowl traffic approached South Florida in late 2019, the city wanted an economic-development campaign. Mosaic created the “Where You Want to Be” brand, website, video, collateral, presentations, banners, and street flags, then coordinated community outreach and a media launch. The audience ranged from residents and businesses to developers, tourists, surrounding counties, and reporters. This was not merely a logo job. It was a municipal invitation with many doorways.
Map the room
List the people affected, the people trusted, and the people with decision power. They are rarely the same list.
Listen before launch
Use interviews, surveys, and small-group conversations to find the question the brief forgot to ask.
Build through trusted routes
Pair paid channels with local organizations, civic groups, direct calls, and in-person contact.
Return with receipts
Measure participation and response, report the findings, and show what the listening changed.
That is the play readers can copy. It does not require a municipal budget. A neighborhood nonprofit, a school, or a company entering a new market can map stakeholders, test assumptions in small rooms, recruit credible partners, and connect every channel to the same plain-language message. The method is less glamorous than a launch film. It also prevents an expensive surprise.
What the work costs - and what fails first
Agency pricing is usually hidden behind a “let’s talk” button. Public work leaves a paper trail. In 2020, the Hallandale Beach Community Redevelopment Agency approved a Mosaic marketing-services agreement for two years, capped at $80,000 per year and $160,000 total. It is one contract, not a rate card. Still, it places a useful boundary around the economics: integrated public communications can be a six-figure institutional purchase, with procurement rules and public accountability attached.
Approved for Hallandale Beach CRA marketing services in 2020, with an annual ceiling of $80,000. The figure describes that agreement only.
The first thing to fail in work like this is usually the fantasy that distribution equals consent. A media buy can put a message in front of residents; it cannot make them feel heard. A public meeting can gather a crowd; it cannot rescue a decision that has already been made and merely wants applause. Mosaic’s integrated model works when the listening is early enough to alter the work. It becomes theater when engagement arrives after every meaningful choice is locked.
Nor is the full stack right for every client. A direct-response retailer with one product and a clean conversion goal may prefer a specialist performance shop. A tiny organization without someone empowered to answer community questions will struggle, however elegant the outreach plan. And a client unwilling to publish results, tolerate dissent, or change course should save its focus-group money. The condition is simple: feedback must have somewhere to go.
A business built in the overlap
Ann Marie Sorrell founded the business in 2005. Her own route helps explain its shape. Born in Jamaica and raised in Pahokee, Florida, she later built a career spanning business, marketing, public service, and teaching. The firm’s portfolio similarly refuses a narrow lane: affordable-housing messaging, college access, healthcare, political campaigns, government relations, corporate branding, community development, and a city centennial music festival all appear in the record.
Mosaic makes money as a privately held services firm, through projects and ongoing agency engagements. Its advantage is breadth, but not breadth for its own sake. The pieces reinforce one another. Research sharpens the message. Design makes it legible. Media extends it. Community partners lend context and reach. Events turn an abstraction into a gathering. Reporting closes the loop.
In 2026, the company said the South Florida Business Journal ranked it the region’s 11th-largest public relations firm. Rankings are snapshots. The more durable evidence is the portfolio’s repeated situation: an institution has something complicated to say, and a diverse public has good reasons to be skeptical, distracted, or both. Mosaic enters that gap with a clipboard in one hand and a creative brief in the other.
“Visibility” is the word the company uses most often. Yet visibility is not the same as being seen. The former is a media outcome. The latter is a human experience. The Mosaic Group’s best work suggests that the two can meet - provided the campaign is willing to listen before it speaks.