Branding programs
Approach
Branding programs succeed when they align the organisation around a clear market position and shared purpose.
To shape and deliver such programs, I draw on experience across a wide range of contexts, from brand platform rollouts and post-merger integrations.
I make sure branding work stays connected to business priorities, to deliver unified narratives, impactful expression and activation, and efficiency across functions through aligned processes and shared assets.
Tried, trusted,
good sense
Tried, trusted,
good sense
Align branding plans with business priorities, secure top-management sponsorship, and establish clear governance to maintain transparency and momentum.
Ground the work in company purpose and customer insights; identify internal values that need to be reinforced or evolved.
Integrate brand elements into existing business frameworks; introduce design principles that guide consistent implementation.
Build internal momentum by connecting the brand work to what employees care about and how it enables their success.
Get the basics right with efficient, timely rollouts.
Show rather than tell: develop initiatives in partnership with relevant functions (marketing, public affairs, HR, R&D), rather than relying solely on large brand campaigns.
Align brand plans with business priorities, secure top-management sponsorship and establish clear governance to maintain transparency and momentum.
Ground the work in company purpose and customer insights; identify internal values that need to be reinforced or evolved.
Integrate brand elements into existing business frameworks; introduce design principles that guide consistent implementation.
Build internal momentum by connecting the brand work to what employees care about and how it enables their success.
Get the basics right with efficient, timely rollouts.
Show rather than tell: develop initiatives in partnership with relevant functions (marketing, public affairs, HR, R&D), rather than relying solely on large brand campaigns.
In practice
Corporate visual identity update
FLSmidth (Project Lead)
The task: update the CVI with guidelines and templates to be prepared in advance for the company's largest acquisition (and strategic focus on mining).
The task: update the CVI with guidelines and templates to be prepared in advance for the company's largest acquisition (and strategic focus on mining).
The task: update the CVI with guidelines and templates to be prepared in advance for the company's largest acquisition (and strategic focus on mining).
Main deliverables: audit, updated design principles, new design elements to substantiate sustainability benefits, complete set of guidelines and templates, new brand portal (Frontify platform), and narrative prepared in connection with the Day One communications plan and campaign.
Main deliverables: audit, updated design principles, new design elements to substantiate sustainability benefits, complete set of guidelines and templates, new brand portal (Frontify platform), and narrative prepared in connection with the Day One communications plan and campaign.
Main deliverables: audit, updated design principles, new design elements to substantiate sustainability benefits, complete set of guidelines and templates, new brand portal (Frontify platform), and narrative prepared in connection with the Day One communications plan and campaign.
Mergers & Acquisitions
FLSmidth (Contributor)
FLSmidth (Head of Branding)
Supported the communications and rebranding activities for the integration of thyssenkrupp's Mining division (six-month post-acquisition deadline).
Supported the communications and rebranding activities for the integration of thyssenkrupp's Mining division (six-month post-acquisition deadline).
Supported the communications and rebranding activities for the integration of thyssenkrupp's Mining division (six-month post-acquisition deadline).
Provided input on brand hierarchy, rebranding plan and guidelines for the Mining division, and branding recommendations for the Cement division spin-off, as part of the company's large-scale transformation.
Provided input on brand hierarchy, rebranding plan and guidelines for the Mining division, and branding recommendations for the Cement division spin-off, as part of the company's large-scale transformation.
Provided input on brand hierarchy, rebranding plan and guidelines for the Mining division, and branding recommendations for the Cement division spin-off, as part of the company's large-scale transformation.
Brand narrative re-activation
Danfoss, This is where the transformation starts (Group Brand Manager)
Danfoss, This is where the transformation starts (Project Lead)
The task: reactivate the brand narrative and create new assets in line with the updated strategy (strengthen positioning within digitalisation and electrification).
The task: reactivate the brand narrative and create new assets in line with the updated strategy (strengthen positioning within digitalisation and electrification).
The task: reactivate the brand narrative and create new assets in line with the updated strategy (strengthen positioning within digitalisation and electrification).
Deliverables: statement and corporate video, vertical (industries) videos, key visuals package, case stories packages for localisation, employer branding assets, global activation plan across target groups and internal engagement.
Main deliverables: statement and corporate video, vertical (industries) videos focusing on hero technologies, key visuals package, case stories packages for localisation, employer branding assets, global activation plan across target groups and internal engagement.
Main deliverables: statement and corporate video, vertical (industries) videos focusing on hero technologies, key visuals package, case stories packages for localisation, employer branding assets, global activation plan across target groups and internal engagement.
Brand platform roll-out
Danfoss, Engineering Tomorrow
Danfoss, Engineering Tomorrow
Danfoss, Engineering Tomorrow (Group Brand Manager)
Responsibilities:
- oversaw the setup of cross-segment teams, including the onboarding of external partners, and the development and implementation of branding and communications plans (India, South America, South-East Asia);
- supported ongoing initiatives in Germany and North America, focusing on solutions for commercial buildings;
- used reputation reports and conducted new studies to gain insights for further brand development.
Responsibilities:
- oversaw the setup of cross-segment teams, including the onboarding of external partners, and the development and implementation of branding and communications plans (India, South America, South-East Asia);
- supported ongoing initiatives in Germany and North America, focusing on solutions for commercial buildings;
- used reputation reports and conducted new studies to gain insights for further brand development.
Responsibilities:
- oversaw the setup of cross-segment teams, including the onboarding of external partners, and the development and implementation of branding and communications plans (India, South America, South-East Asia);
- supported ongoing initiatives in Germany and North America, focusing on solutions for commercial buildings;
- used reputation reports and conducted new studies to gain insights for further brand development.