Fierce, Inc., is a leadership development and training company that drives results for business and education by developing conversation as a skill. 

With 10 years under their belt, a handful of leadership seat changes, and various implementations of brand strategies.
It was time for a brand audit to re-align the visual brand
language across all touch-points.

Role: Principle Design | UI | UX | Art Direction | In-house Design

Deliverables: Refreshed Branding Assets Company Wide

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The first step was to identify the problem. I took over our main conference room with printouts on the wall of instances where the brand visuals were used. Marketing assets, event flyers, blog posts, keynote presentations, business cards, and everything in between. It didn't take long to recognize the patterns of inconsistency. Different uses of the core brand colors, various types of iconography/typography, outdated brand messaging, and 5 different types of business cards. It was clear there was a problem.

There were over 10 years of materials out in the wild being used by employees, facilitators, contractors, speakers, and authors. The company had seen such a fast rate of growth that it wasn't able to maintain a cohesive branded experience across its customer touch-points.

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A strategic deep dive into the brand story was next and we reviewed the fierce brand definition, values, messaging, and promise. Working with marketing and executive teams, we started by identifying user pain points with the brand and looked for areas for strengthening the connection with the target market.

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Working with the head of each department, we looked at what assets were in current rotation, how they were being used, and where they were located. During this stage, we started to compile a 2 part list. What would be phased out and what would be slotted for re-fresh.

Prioritization of development. What gets updated first, last and why? Who will do what, what is the timeline, are there any future commitments or milestones to consider that could effect the timetable? What will be phased out and what will we be using in the future and how? 

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To help inform the development of personas and hypostasis statement. Research was conducted in various forms. Competitive analysis, surveys, questionnaires, interviews and conversations with one-site customers.

Ideation followed with mood boards, sketching and testing out potential solutions. Concepts were presented to our internal teams for feedback. And externally with surveys, A/B testing, analytics.

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The final rollout was applied to all branding assets across all customer touch-points (with the exception of the website which was handled by an external agency). 

In addition to the visual components, a new cloud-based storage system with new information architecture and naming conventions was rolled out company-wide.

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