The Challenge
After being acquired by a global ad agency, the brand needed a complete repositioning to reflect the merger and sharpen its market position. This is the exact moment most post-acquisition rebrands go wrong: momentum stalls , while existing customers get spooked by an identity they no longer recognize, and internal teams lose weeks to corporate politics.
The brief was blunt: don't lose what already worked. That meant protecting recognition among an existing client base that had built trust with the old identity, aligning stakeholders across two organizations, and hitting a fixed external deadline tied to the acquisition timeline.
What I Did
I led the full company rebrand end-to-end: logo, brand and colour system, typography, website redesign, business cards and social media, and conference materials; while directing an external agency on visual identity execution and keeping stakeholders from both organizations aligned on a single direction. The rollout was deliberately phased to protect legacy content and existing client relationships rather than switching everything over at once, and it launched across three markets simultaneously: Canada, the US, and the UK. I also led direct communication to the existing customer base — an email announcing the new identity and the partnership with the acquiring agency.
How to Rebrand After an Acquisition Without Losing Ground
The Results
Every metric the company cared about before the acquisition held steady or improved after the rebrand. Nothing was sacrificed for the sake of a transition.
Why It Worked
Rebrands after an acquisition usually create a dip before they create growth: existing customers get confused and internal teams lose momentum arguing over the new identity instead of building it. This one avoided both. The phased rollout kept legacy content intact until the new identity was fully in place, so the brand never looked unfinished. And because stakeholders across both organizations were aligned early, the project moved on schedule instead of stalling in committee.
Read another case study: Launching a New B2B SaaS Product for an Existing Customer Base · Fixing the Gap Between Sign-Up and Revenue