A brand with high awareness but lower preference, University of Phoenix was an opportunity to transform a brand to reflect the positive change happening internally. Brand transformation included redesign of the signature, new look and feel as well as voice and tone. All materials were done in-house.
creative team: Jeff Kerrin, Jane Brown, Amy Low, Michael Collins, Morten Bustrup, Jeff Carino, Stephanie Fanelli, Vera Springett, Dante Dimbayu, Domuel Bacani, Jeanette Karthaus, Linda Jaskol, Trista Sobeck, Mary Barry, Amanda Cooper, Frank Mueller, Brian Pobuda, Brandon Powell, Leslie Gospill, Claudia Provencio, Gabriela Rossi, Shawnda Williams, Gabriela Brigidio
The culmination of success for Phoenix students and great opportunity to showcase the brand, National Commencement is held in Phoenix every year with thousands of students and their families and friends participating. This year, we wanted to "take over" Phoenix and connect with local folks as well as the students visiting. A strong out of home presence included bus shelters, banners, signage on the venue and a social media connection to give advice to graduating students.
University of Phoenix National advertising campaigns are key parts of an integrated campaign that also features local radio, OOH, and digital.
Role: Creative Direction, brand consistency and champion of creative ideas
We are ready became the rallying cry for employees to feel they were part of the change at University of Phoenix. What made this campaign especially dynamic was the participation of all employees in signing up and committing to change. Posters were shipped out together with sharpie pens and stickers to each campus location. Executive leadership had pre-signed the open letter to employees to which all employees added their signature. This campaign was a central piece to creating a more nimble and innovative culture and tapping into the existing spirit of employees.
We are Palo Alto Networks
We believe that security is the new competitive advantage. That companies are most innovative when they’re mobile, nimble and free to be responsive to customer needs. Built from the ground up, we've delivered the first, fully integrated enterprise security platform that doesn’t just detect breaches in the early stages — it prevents them altogether. And then? Information is shared across the network, all devices, and the cloud, so your security continues to evolve and gets smarter with each attempted attack. Because at the end of the day, security isn't just managing incidents, it’s the start of moving your company forward.
As the beginning of the smart phone technology wave, Sun Microsystems planned to capitalize on this trend by placing the Java brand at the epicenter. The strategy was to create an ingredient brand-- a consumer friendly brand-- that could be placed in software and on hardware. My role was to make the venerated Java brand more consumer-friendly without alienating developers and engineers. Having no creative team and two weeks to create the logo, I assembled a virtual team of designers. The design team created over 70 logos that we narrowed to five to test with focus groups of developers and consumers. Feedback was unusually conclusive and the brand team moved forward with the resulting final logo. Additional work included the opportunity to roll out the logo through advertising campaigns, through internal campaigns to gain support and momentum, and through strategy on how to negotiate with partners on how to use the logo as an ingredient brand.
Sun Microsystems had launched a relatively new brand that was robust enough but not fully implemented. The key insight was a system of color blocks that were flexible to accommodate the information and context of the message. A mood book help set the tone and communicate the essence of the brand, while a new magazine: Network, helped to explore a more edgy expression of the brand.
Sun was suffering from slipping morale. Several straight quarters with losing profits were taking a toll. Still, there were significant wins and improvement happening throughout the organization. In order to get the story out, the brand team created a series of posters, an intranet site, and place to nominate coworkers for inclusion in the next series. Produced over a period of a year with quarterly updates, the internal campaign enjoyed significant participation by employees.
Created in the merger between life science heavy-weights, Applied Biosystems and Invitrogen, Life Technologies became the parent brand. I oversaw the implementation of first year deliverables, built a virtual team to execute, and mapped out brand architectures for the combined company. Working with the brand team, I created the positioning statement for the Applied Biosystems brand, testing it with consumers, and gaining buy-in with executives.
The Applied Biosystems brand is esteemed within the life science industry for discovering the human genome. As the life science market became more competitive, it was critical to ensure the brand continued to enjoy a differentiated position and look and feel in the market. I worked with peers in marketing to create the brand architecture , positioning statements, and refresh the brand identity.
SGI rebranded in 1997 to compete more effectively in the server market. Overseeing this global rebrand, I met with each functional area, created a brand team, and trained employees, partners and vendors on the new brand.
Design thinking is a powerful tool for creating successful, customer-centric, quick to market solutions. In this project, I led the team in searching for both short-term low cost solutions as well as longer-term innovative breakthrough solutions for welcoming new students to the University of Phoenix.