Three rebrands, one company
Ten years, three identities for one company. I designed the first from concept to rollout,
extended the second into every vertical the company sold to, and carried the third across every channel.
Short animation for the Kubernetes clusters campaign, from the second-rebrand years
Challenge
Over ten years the company outgrew its identity twice: first when the buyer moved from startups to enterprises, then when one website turned into a dozen channels. The brand was always last to catch up.
Approach
Each change started with a decision from the company: who the buyer was now, and what the brand should lead on. My job was to turn that decision into a working identity and carry it onto every surface.
Outcome
One visual voice now serves iGaming, fintech, gaming, adtech and streaming buyers, from written rules and templates. Over ten years I went from Graphic Designer to Head of Brand, making the work myself at every title.
One brand for a decade, from Graphic Designer through to Head of Brand
Full identities defined, shipped and rolled out across the company
Buyers in six industries, all reached in one visual voice
Marketing, sales, product, events and web kept in step
What three identities taught me.
Ten years on one brand shows what each change costs. Four things I saw:
- Serving a vertical is a content decision, not an identity decision
- Flexibility without a fixed core reads as inconsistency, not range
- Nine colourways is nine first impressions, and none of them stick
- A change lands when it is argued in business terms, not in taste
Ten years, three calibrations.
Establish
2016–2020. Build a technical vocabulary from nothing: a geometric base, triangulated grids, isometric product renderings. Say we are servers, and mean it literally.
Extend
2020–2023. Follow the customer into gaming, adtech, fintech and streaming. More colour, more characters, more play. The brand starts speaking their language rather than its own.
Correct
2023–2024. The company decided to stop dressing for each vertical: reach bought, recognition spent, every surface wearing a different personality. The brand goes back to leading.
Operate
2024–2026. A disciplined premium system, documented in guidelines and templates so every team works from the same files.
Establishing the technical voice
The first mark had to prove the company was infrastructure, not a reseller. Stacked server geometry, one red accent, a dark base — legible at favicon size and on a data-centre door.
Rebrand #1 — say what the product actually is
The first iteration ran on a triangulated grid, each triangle standing for hardware, network and technology. The grid was the system itself: the logotype, the patterns and the network diagrams all came out of it. Later it matured into dimensional illustration, where every server, balancer and cloud module was drawn properly rather than suggested by an icon — the product itself, at full detail.
Through both phases the brand held one line: dark base, red accent, infrastructure first. It said we are servers and meant it literally.
The global network animated on the first system’s triangulated map — infrastructure as geography
A vocabulary that survived two rebrands.
Sales collateral, isometric product illustration and motion, all built from the same geometric base — the parts of the first iteration that were worth keeping.
Product brochures, dimensional server renderings and the Orchestration motion piece
The first system in motion — provisioning and dedicated nodes drawn in the era’s wireframe isometrics
Rebrand #2 — following the customer
The next iteration pushed the brand into its customers’ worlds, and gaming led the way: fighters, esports HUDs, character illustration built for the audience that filled the launch calendar. Adtech, fintech and streaming each got their own palette and their own cast.
In hindsight it went too far. The brand started reflecting its customers instead of itself, and consistency was the first thing to go: every surface picked up a different personality. It stays in the portfolio because it shows what that costs.
The technical story kept running underneath — network latency, explained in motion
The brand in its customers’ colours.
Gaming, fintech, adtech and streaming. Campaign surfaces from the years the brand dressed for each vertical, one palette and one character world at a time.
Vertical campaign art, 2020–2023 — one mark wearing a different palette for every audience
Web3 servers — the follow-the-customer years at full volume: a character world built for one vertical
The global footprint made human, and the badge holding the frame on its own
Rebrand #3 — premium and disciplined
The current iteration is a step up, not a retreat into technical austerity: a gold-leaf symbol carrying the recognition the original mark had built, a disciplined palette, and typography that reads as enterprise-ready without borrowing anyone else’s aesthetic to get there — premium, and still recognisably the same company as in 2016.
The brand now serves iGaming, fintech, gaming, adtech and streaming clients in the same visual voice, because the system is mature enough that adjusting to each one is unnecessary. It ships as guidelines and templates, so every team works from the same files.
The 2024 badge — recognition from iteration one, weight for the enterprise buyer
Exhibition presence, office environments, website and video channel — one system, every surface
Three iterations, one through-line.
Each identity followed what the company had become, and I carried each one onto every surface it had: brochures, campaigns, events, web and motion. That is what I bring to the next brand: ten years of making one identity work everywhere it has to.
- Ten years of brand continuity through two full identity changes
- A mark that stayed recognisable across three systems
- Six buyer industries, one visual voice, and not a single sub-brand
- Guidelines and templates every team works from
If this is the kind of case you are hiring for, I am happy to walk through the decisions behind it.