The Story of Savage

The story of Savage Brands: a 50-year journey of innovation, leadership, and reinvention across two generations.

Paula Savage did not set out to build a company. She was not trying to break barriers. She was simply a woman seeking a profession that would be fulfilling in a male-dominated industry.

Learning to See Like a Designer

At the time, the expectations for women were narrow. As she recalls, there were only a few acceptable paths: teacher, secretary or nurse. She wasn’t interested. So she entered the University of Texas as a math major, planning to become a computer programmer. But after struggling in advanced math, she found herself at a crossroads. It was her father who changed the trajectory with a simple observation. He reminded her that while other girls were playing dress-up or with dolls, she was drawing or designing clothes. He suggested she try art.

Paula resisted the idea at first. Still, she gave it a chance, and that decision changed everything. She did not come into the fine arts program with experience. In fact, she started behind her peers. Her first drawing class did not go well, and her professor told her he could not give her a grade higher than a C. But he also told her not to quit, that she had something worth developing. She was encouraged by one of the only A’s in her Design class, so she stayed with it. It took two years before she began earning top marks, but during that time she learned something more important than technique. She learned how to think like a designer.

Knowing Your Value

After graduating, Paula followed opportunity wherever it led. In one of her first design jobs, she asked for a raise and was told she could not be paid more than the secretaries. That was her last day. She had no backup plan, but she had clarity about her value. That moment became a pattern that defined her career. If her value was not recognized, she moved on. Her next two years were spent learning the business and developing her skills. Then she learned to relate to the client, get to the heart of the message, and present a design solution.

Building Something That Grows

Savage Design Group did not begin with a grand plan. It started with freelance work in 1973. Over time, Paula built a client base, developed a reputation, and began bringing on additional help. By 1977, she had enough momentum to incorporate the business. What began as an individual effort became a viable company through steady growth and a willingness to take the next step (and a few risks) when opportunity presented itself.

Speaking Up

Paula did not see herself as a woman in business or a pioneer in technology. She saw herself as a person doing her job. She focused on the work and, when necessary, spoke up.

For example, one defining moment came during a project for a large public company. The CEO had designed the company’s annual report cover himself. As you can imagine, it did not meet the design standard the company deserved. She asked for ten minutes with him and explained that she could not, in good conscience, allow a company of that stature to present itself that way. She offered to return with alternatives. He agreed, selected one of her designs, and from that point forward, she became a trusted partner. She worked alongside him for years, helping shape how the company communicated its story.

Seeing What Others Didn’t

What set Paula apart was not just her design ability, but her willingness to see what others did not. In the 1980s, while most designers were still working by hand, she began exploring the use of computers in design. After attending an event where digital content was being transmitted across the world in real time, she recognized that the industry was about to change. She returned determined to be part of that shift.

She began introducing digital processes into her work, convincing clients to move away from traditional methods and toward full-page digital output. At the time, very few were doing this. That decision positioned Savage as a leader in a rapidly evolving space. The firm became known not just for design, but for understanding what was coming next.

“I saw what was coming. I wanted to be a part of it.”

But Paula did not guard that knowledge. She shared it. She introduced peers to the potential of using computers for design and production, even though they were competitors. She believed that advancing the industry mattered more than protecting an advantage. That confidence became part of the company’s identity.

A Company That Evolves

Her willingness to experiment extended beyond design. At one point, she partnered to become an early Apple VAR (value-added reseller) in Houston, creating a space where designers could explore emerging technologies. The venture did not last financially, but it reinforced a philosophy that would define Savage for decades: try new things, learn quickly, and keep moving forward.

Over time, Savage grew and evolved. The work changed. The tools changed. Entire categories of business rose and fell. Through it all, one idea remained constant. The company had to keep experimenting, evolving, and even reinventing itself.

“The company had to keep adapting.”

That same mindset would shape its next chapter.

A Different Kind of Story

Bethany Andell never expected to be part of the story.

From a young age, she was drawn to storytelling, but not in the same way her mother was. She was fascinated with the movie industry. Not by the actors on screen, but by everything behind them — the environments, the sets, the details — that made a scene believable. By middle school, she had set her sights on working in film, studying production design, art direction, and set design. She wanted to build the worlds that made stories come to life.

Building Worlds

Bethany chased her dreams to Hollywood, where she worked on films that ranged from historical dramas to modern thrillers to hybrid animation. Each project brought a new story and a new challenge. The work required research, imagination, and the ability to solve problems visually. It was immersive and constantly changing, and she loved it.

“It has always been about storytelling.”

At that point in her life, returning to Houston or joining the family business was not part of the plan. She has said she never imagined she would come home to work at Savage, much less lead it. In fact, she once told her mother the business looked “too hard.”

The Opportunity

The turning point came in a moment that felt almost casual at the time. While she was between film projects, her mother and stepfather invited her to Houston for dinner. Over that meal, they presented her with an unexpected offer. Savage would send her to business school to earn her MBA. In return, she would give Savage two years. If she loved it, she could stay and find a way to lead the company. If not, she could return to California with no questions asked.

For Bethany, the decision was immediate. She loved learning, and the opportunity to earn an MBA was enough to say yes. The long-term implications were still abstract. Savage was simply part of the agreement.

When she eventually stepped into the business, she was not entering unfamiliar territory. She had grown up around Savage and already knew the people and the culture. Still, joining the company came with its own challenges. She was aware of how her familial connection might be perceived and was determined to earn her place through performance, not inheritance. She worked her way through nearly every role in the company, starting at the bottom and building credibility over time.

Stepping Into Leadership

As her responsibilities grew, so did the complexity of Bethany’s role. The relationships she had formed as a peer began to change as she stepped into leadership. Decisions carried more weight, and trust had to be earned differently. There were moments when even small shifts signaled larger changes. Moving into the corner office was not just about space. It marked a transition in how she was seen and how decisions were made.

“It wasn’t pressure. It was opportunity.”

Her path into leadership was shaped by a mix of experience and mentorship. Paula remained a constant influence, but Bethany also sought guidance from others, including mentors and clients who helped her navigate the challenges of running a business. Like many leaders, she faced moments of doubt. She questioned whether she was ready, whether she could lead through change, and whether she could live up to what had been built before her. Those questions did not stop her. They pushed her to grow.

Choosing What Comes Next

In 2011, when Paula stepped back, Bethany stepped fully into the role of president and CEO. It was a transition that required trust from the entire organization. For the first time, there was no fallback. The responsibility was hers.

The transition had been years in the making. She and Paula had worked side by side, preparing for that moment. When it arrived, Bethany did not see it as pressure. She saw it as an opportunity.

Just as Paula had once recognized the shift toward technology, Bethany recognized a different kind of change. While earning her MBA in the early 2000s, she saw that graphic design was becoming more accessible and increasingly commoditized. Technology was changing how businesses approached creative work, and she understood that Savage would need to evolve again.

She made a deliberate choice. The company would not compete on volume. It would compete on value.

“We chose value.”

Bethany introduced strategy into the business, expanding Savage beyond design into a more comprehensive approach focused on solving business problems. She brought in account management, strengthened the strategic discipline, and repositioned the company as a consultative partner to clients. Design remained central, but it became part of a broader solution.

Carrying It Forward

From there, the company continued to evolve. Branding and marketing became integrated into the work, not as a departure from the past, but as a response to clients’ needs. The boundaries between disciplines were no longer clear, and Savage adapted accordingly.

Through all of this, the foundation Paula built remained intact. A willingness to innovate. A comfort with risk. A belief in reinvention. And the principle that continues to guide decisions today: do good, have fun, make money.

“We will always be a human business.”

Bethany leads with a focus on people. She believes in trust, in collaboration, and in creating an environment where individuals feel valued. She carries forward the company’s spirit while shaping it for what comes next.

The Story Continues

When Bethany looks at her own journey, from building sets in Hollywood to leading Savage, she sees a consistent thread. It has always been about storytelling and relationships. The medium has changed, the challenges have changed, but the core has not.

Across two generations, the story of Savage is not defined by a single moment. It is defined by a mindset. A willingness to try something new. The confidence to speak up. The discipline to evolve. And the belief that meaningful work, done with the right people, can endure.