Alternate marks were developed to give each department its own identity, but retain cohesion with the rest of the brand. This helped develop brand recognition.
One of my initiatives was implementing a monthly shirt design contest.
Participation in the contest was high. The contest’s goal was to bring designers and our management team closer, helping each side understand different aspects of the design process.
My larger goal in rebranding the company was finding ways to create new work-flows and developing tools to better our efficiency and ease stress.
Some of the biggest problems I resolved were achieved by upgrading the company through technology. In many areas around management of projects and communication there was a lack of automation. I introduced tools such as: Gmail, Google Drive, slack, Trello, and Meldium. These services were implemented, along with a potential new HR tool. After on-boarding everyone, there was less time spent on phones. This bridged the way for better communication between teams. Management of projects was also more fluid. I treated this aspect of the project like a UX problem. Conducting interviews with each team member to find out what needs there were, was key. Afterwards, I collated these elements and figured out how to best solve them.