A company focused on helping organizations & individuals realize their potential stretches its own comfort zones to embrace a refreshed brand, a global audience and expand the reach of their offerings into new technologies.
To comply with my non-disclosure agreement, I have omitted and obfuscated confidential information in this case study. All information in this case study is my own and does not necessarily reflect the views of The Pacific Institute.
This project took place during my time as the Digital Products Manager at The Pacific Institute. I led the project planning, design direction and execution of the new brand and web presences at a global level and assisted local offices to on-board to the new brand in their respective regions. Building off the new brand, I lead the design and development efforts to bring the company’s content to digital platforms including a Learning Managements System and iOS and Android Apps.
I partnered with a User Research team at Blink UX to uncover insights into our internal beliefs, current client perceptions and ideal positioning. I synthesized those insights into strategic project goals.
After extensive discovery I boiled down larger project missions into a tangible deliverables that would provide a holistic brand and digital scope while also providing our on the ground teams the tools they needed to be successful in the field.
I created frameworks and prototypes to share the vision, design principles and content strategy. This helped to gain alignment and drive decision making as well as manage multiple feedback avenues.
Working with a team of two designers and a developer, I oversaw the design steps of the visual & verbal brand, executed those across over 150 marketing material items, and design & developed the goal website & localized templates.
I presented and launched the new brand and digital assets at an international internal partners meeting held at the Pan Pacific in Seattle, WA which brought together 70 of the company’s key stakeholders, many of whom had been involved in various levels of the feedback over the course of the project.
Following the launch, I worked hand in hand with the local offices to manage the role out of the brand in their local markets, on-board them to the web technologies and ensure brand integrity across new assets creation.
THE CURRENT REALITY
The Pacific Institute is a company that focuses on culture building, therefore it was not surprising that the 40 year old company had deep set and divergent beliefs around who they were and how they operated. But, due to internal and external factors the company realized it was at a critical inflection point where it must change and adapt to survive in a new world.
Much of the company’s name recognition was garnered from it’s founder Lou Tice. It was necessary to disengage the brand from any one person and refocus on the company as a whole.
In its history, the company had never formulated a cohesive brand platform and therefore the messaging had evolved organically over the years without a purposeful campaign or structure.
Due to the company’s operational structure, national & international offices operated autonomously and therefore had divergent versions of the brand and web presences.
Much of the company’s name recognition was garnered from it’s founder Lou Tice. It was necessary to disengage the brand from any one person and refocus on the company as a whole.
In its history, the company had never formulated a cohesive brand platform and therefore the messaging had evolved organically over the years without a purposeful campaign or structure.
Due to the company’s operational structure, national & international offices operated autonomously and therefore had divergent versions of the brand and web presences.
From the onset, we had the requirement that the brand, web and digital assets debut at our partners meeting roughly 6-months from the kick-off date. Working backwards from a fixed launch date, meant that design was subsumed into an development-driven process. Sign‐off milestones were driven by development estimates and time to create the right design was the time left over. The combination of a fixed launch date and aggressive scope created an intense environment with many coordination and time challenges.
