Branding programs

The aim of a branding program is to establish or reinforce a distinct market position. Its success hinges on deep customer and stakeholder understanding, alignment with business strategy, top‑management sponsorship, and engagement at all organisational levels.

I draw on insights from large-scale rebrandings, brand platform rollouts, narrative reactivations, and other initiatives to support business priorities by driving brand awareness and creating efficiencies across functions.

Tried, trusted, good sense

Tried, trusted,
good sense

Ensure alignment with the overall business strategy and key priorities.
Ensure top-management sponsorship and establish a governance structure to maintain transparency in decision-making.
Build on the company's purpose and customer insights; identify the values, behaviours, and ways of working that should be reinforced or optimised internally.
Integrate the brand elements within existing business strategy frameworks and introduce brand and design principles to guide implementation.
Drive internal engagement by building excitement around the initiative and highlighting its relevance to the business.
Get the basics right by delivering efficient and timely roll-outs for design solutions.
Show rather than tell—focus on developing roadmaps that leverage synergies. across functions (R&D, segment and regional marketing, public affairs, HR) rather than relying solely on large global brand campaigns.

In practice

CVI update (FLSmidth)

The task: update the corporate visual identity and narrative in line with the new strategy, with guidelines and templates to be prepared in advance for the company's largest acquisition.

Main deliverables (within an eight-month timeline): 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)

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.

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.

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.

This is where the transformation starts (Danfoss)

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 focusing on hero technologies, key visuals package, case stories packages for localisation, employer branding assets, global activation plan across target groups and internal engagement.

The task: reactivate the brand narrative and create new assets in line with the updated strategy (strengthen positioning within digitalisation and electrification).

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.

The task: reactivate the brand narrative and create new assets in line with the updated strategy (strengthen positioning within digitalisation and electrification).

Brand platform roll-out – Engineering Tomorrow (Danfoss)

Main 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 the ongoing initiatives in the Central European Region (Germany) and North America, focusing on solutions for commercial buildings;
used reputation reports and conducted new studies to gain insights for further brand development.

Main 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 the ongoing initiatives in the Central European Region (Germany) and North America, focusing on solutions for commercial buildings;
used reputation reports and conducted new studies to gain insights for further brand development.

Main 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 the ongoing initiatives in the Central European Region (Germany) and North America, focusing on solutions for commercial buildings;
used reputation reports and conducted new studies to gain insights for further brand development.