Reintroducing STORMBRANDS

So, tell us about how this all started.

The refresh was a natural response to the shifting dynamics we saw around the world and the evolving role of brands - and therefore us, as strategic brand consultancies. The first lockdown in March enabled us a moment's pause and reflection on the agency culture we had established, the services we were now providing, and the future demands of our business. 

Similarly, the markets and segments in which we partner clients are in a state of flux, with brands searching for bigger stories, to be told to diverse audiences, through many more channels, faster than ever before.
 
It was a great chance to reaffirm the values and behaviours that had built our reputation and supported our relationships while setting a vision and common purpose to face new challenges ahead. Scott Mason, Strategy Director.

It came from us asking ourselves; What makes us unique? Where are we going? Why are we changing and evolving? Our purpose became a driving force for new ideas. We knew it was time for a celebration of our people, culture, and client relationships. We wanted to be bold and brave but also to reflect on our humanity and warmth. Richard De Hoxar, Design Director

Some of our initial exploration on the new visual identity, with Miro

Design-wise, how did you manage the process?

There’s so much diversity of skill and creative background within our team, so we started as we always do at the beginning of every project and got the whole team into the collaborative spaces of platforms such as Zoom and Miro to talk about who we are as people and an agency, and who we want to be. 
All the amazing insights we shared together helped us to define the brief and understand just how far we could push the creative. These initial creative conversations really set the tone.” Duncan Kelly, Senior Designer.

Using platforms such as these let us carry out the rebrand virtually; coming together to share ideas, mood boards, and inspirations. We'd have daily check-ins with each other - which mimicked life pre-covid in the studio - where we would discuss ideas and inspirations throughout the day. Gabriella Corbett, Midweight Designer.

The approach was one of complete collaboration - a full team effort utilising our shared skillsets ensured the ID developed as a true reflection of our growing team and capabilities. Richard De Hoxar, Design Director

How did you adapt to this project being a virtual one?

  

We didn’t want to sit back and let the situation halt the process – if anything these unusual circumstances actually sharpened focus and allowed us to look at the direction of the brand, today but also for the future. Mark Chatelier, Executive Creative Director.

We had to have complete trust in each other, working intuitively - Ideas came from anyone, anywhere, anytime. Richard De Hoxar, Design Director

We managed the process by starting off as a complete team, being open to all ideas and collaborations. We would book in creative sessions and catch-ups, and we'd all come prepared with our thoughts, ideas and inspirations for the branding. This enabled us to combine the new strategy and the visual direction early on, and form a strong direction(s) and then ultimately one super, final visual direction for STORMBRANDS. Gabriella Corbett, Midweight Designer.

Inspiration boards, stuff we'd seen and loved.

Did you learn anything during the - virtual - journey?

Asides from the practical important stuff, I learned the restorative power of an evening cocktail shared over Zoom, and the importance of GIFS to lighten the mood if things got tough. Lottie Maddison, Marketing + Development Manager.

Yes, definitely. The best thing about working remotely is that there is less pressure to jump into spaces, and a lot more space to jump into. Because we’re all given the freedom to use the time we have to create in the ways we best know, we were able to keep daily energy and momentum in the project through regular catch-ups and collaboration, sharing the responsibility of building a new powerful identity for the agency that really delivered on our strategy. Duncan Kelly, Senior Designer.

Yes. Virtual ways of working across multiple platforms ensured the process was fluid and dynamic. The nature of both the project and current situation meant reminded us all just how much working virtually benefits a lot from ‘cross-studio’ collaboration. Rich De Hoxar, Design Director

How was the new identity introduced to the wider team?

We always knew we were against the 'pitching' of the new strategy or identity to the wider team. It was all about creating a collaborative process of discussion and distillation to make sure we captured the essence of the agency we wanted to be today and moving forward. We had a come a long way in a short time and it's easy to lose sight of 'what got you there' unless you acknowledge and celebrate it somehow. 

We nurture brands big and small, day in day out, but it's easy to neglect your own. Much of what supported our strategy was based on feedback from our clients - and it was immediately clear that the people of STORMBRANDS are our defining assets, so their voices were integral to the process of defining us as a collective. Scott Mason, Strategy Director. 

It was delivered with an attitude that represents our collective voice. It’s just the beginning of the story: a platform to build upon and enrich as we do. Rich De Hoxar, Design Director.

We’re one agency – and it’s all of ours. So from day one we ensured everyone had a voice and a stake in the outcome. Mark Chatelier, Executive Creative Director:

Our 'change isn't easy' video

What's the relationship between the visual ID and the strategy?

They are good mates. The strategy and ID were not developed in isolation. The creative team was just as involved in the early direction setting because it was about all of us. From day one we were throwing visual ideas around and that helped define some of the language around our brand and vice versa. Scott Mason, Strategy Director. 

Our identity is synonymous with our offer. Strategically, it’s defined by our purpose – energised and aimed to move mindsets, markets, and culture. Creatively, we thrive on human connections – reflecting our people, personality, and approach to an ever-changing landscape. And from a realisation perspective, it’s intuitive, acts in real-time, and creates an experience native to our audience. We aren’t limited by convention, touchpoint, or channel. Mark Chatelier, Executive Creative Director.

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