IBM Cloud
Brand Expression 1.0

IBM Cloud
Brand Expression 1.0

IBM Cloud
Brand Expression 1.0

IBM Cloud
Brand Expression 1.0

IBM Cloud
Brand Expression 1.0

How do we create a consumer brand for an enterprise client?

How do we create a consumer brand for an enterprise client?

How do we create a consumer brand for an enterprise client?

How do we create a consumer brand for an enterprise client?

How do we create a consumer brand for an enterprise client?

Context

Context

Context

Context

Context

A new generation of entrepreneurs has emerged that are using technology to fundamentally transform business. They are bluring the line between consumer and enterprise, elevating user expectations and changing the way organizations purchase technology. The developers driving this change will be the leaders of tomorrow.

A new generation of entrepreneurs has emerged that are using technology to fundamentally transform business. They are bluring the line between consumer and enterprise, elevating user expectations and changing the way organizations purchase technology. The developers driving this change will be the leaders of tomorrow.

A new generation of entrepreneurs has emerged that are using technology to fundamentally transform business. They are bluring the line between consumer and enterprise, elevating user expectations and changing the way organizations purchase technology. The developers driving this change will be the leaders of tomorrow.

A new generation of entrepreneurs has emerged that are using technology to fundamentally transform business. They are bluring the line between consumer and enterprise, elevating user expectations and changing the way organizations purchase technology. The developers driving this change will be the leaders of tomorrow.

A new generation of entrepreneurs has emerged that are using technology to fundamentally transform business. They are bluring the line between consumer and enterprise, elevating user expectations and changing the way organizations purchase technology. The developers driving this change will be the leaders of tomorrow.

Services

Services

Services

Services

Services

IBM occupies a unique place in the hearts and minds of popular culture. Mention IBM to anyone and they have an immediate association with the brand. Maybe their father worked there in the 70s, or they saw Watson on Jeopardy, or they studied Paul Rand / Eames / Eero Saarinen in college. That legacy is one of IBM’s greatest assets, but it’s also one of their biggest vulnerabilities. Transforming a 108 year old technology brand with so much consumer recognition but no consumer facing product is a challenge. The path forward would be in understanding what to hold on to, what we can’t change and how far to push.

This creative process was different than most brand expression exercises. First, when the project began, IBM CEO Ginni Rometty was still in the process of reorganizing the company around her new strategic initiatives. The known unknowns vastly outnumbered the known knowns. Our brief in a sense was to build the plane while we flew it.

Athletics was brought on board to embed within IBM’s nascent Brand Experience and Design team. As a creative director at Athletics I was responsible for establishing the creative vision and bringing it to life across the brand ecosystem. The embedded structure ensured the process was uniquely collaborative. Everyone brought different strengths to the team, from strategic development, service design, user experience and typo design, creative reviews were a cross-disciplinary skill share that helped to uncover valuable insight.

Stakeholder interviews surfaced insight around an emerging new technology buyer. The CTOs and CIOs of tomorrow were developers and entrepreneurs. They were makers by choice, executives by necessity. We began exploring how we might build a brand by leveraging familiar product assets. Our team hosted a series of workshops with Phil Gilbert’s Austin, Texas based product team to explore the idea. The circle and hexagon were functional shapes and also hinted at IBM’s design legacy. By combining the two shapes we were able to create a dynamic vessel for messaging and an ownable brand asset. Germany’s CATK rendered a suite of warm, clean and modern 3D objects that helped to humanize the expression and provide a metaphor for the developers technology stack. Mark Mahaney photographed a launch campaign featuring portraits of real developers.

IBM occupies a unique place in the hearts and minds of popular culture. Mention IBM to anyone and they have an immediate association with the brand. Maybe their father worked there in the 70s, or they saw Watson on Jeopardy, or they studied Paul Rand / Eames / Eero Saarinen in college. That legacy is one of IBM’s greatest assets, but it’s also one of their biggest vulnerabilities. Transforming a 108 year old technology brand with so much consumer recognition but no consumer facing product is a challenge. The path forward would be in understanding what to hold on to, what we can’t change and how far to push.

This creative process was different than most brand expression exercises. First, when the project began, IBM CEO Ginni Rometty was still in the process of reorganizing the company around her new strategic initiatives. The known unknowns vastly outnumbered the known knowns. Our brief in a sense was to build the plane while we flew it.

Athletics was brought on board to embed within IBM’s nascent Brand Experience and Design team. As a creative director at Athletics I was responsible for establishing the creative vision and bringing it to life across the brand ecosystem. The embedded structure ensured the process was uniquely collaborative. Everyone brought different strengths to the team, from strategic development, service design, user experience and typo design, creative reviews were a cross-disciplinary skill share that helped to uncover valuable insight.

Stakeholder interviews surfaced insight around an emerging new technology buyer. The CTOs and CIOs of tomorrow were developers and entrepreneurs. They were makers by choice, executives by necessity. We began exploring how we might build a brand by leveraging familiar product assets. Our team hosted a series of workshops with Phil Gilbert’s Austin, Texas based product team to explore the idea. The circle and hexagon were functional shapes and also hinted at IBM’s design legacy. By combining the two shapes we were able to create a dynamic vessel for messaging and an ownable brand asset. Germany’s CATK rendered a suite of warm, clean and modern 3D objects that helped to humanize the expression and provide a metaphor for the developers technology stack. Mark Mahaney photographed a launch campaign featuring portraits of real developers.

IBM occupies a unique place in the hearts and minds of popular culture. Mention IBM to anyone and they have an immediate association with the brand. Maybe their father worked there in the 70s, or they saw Watson on Jeopardy, or they studied Paul Rand / Eames / Eero Saarinen in college. That legacy is one of IBM’s greatest assets, but it’s also one of their biggest vulnerabilities. Transforming a 108 year old technology brand with so much consumer recognition but no consumer facing product is a challenge. The path forward would be in understanding what to hold on to, what we can’t change and how far to push.

This creative process was different than most brand expression exercises. First, when the project began, IBM CEO Ginni Rometty was still in the process of reorganizing the company around her new strategic initiatives. The known unknowns vastly outnumbered the known knowns. Our brief in a sense was to build the plane while we flew it.

Athletics was brought on board to embed within IBM’s nascent Brand Experience and Design team. As a creative director at Athletics I was responsible for establishing the creative vision and bringing it to life across the brand ecosystem. The embedded structure ensured the process was uniquely collaborative. Everyone brought different strengths to the team, from strategic development, service design, user experience and typo design, creative reviews were a cross-disciplinary skill share that helped to uncover valuable insight.

Stakeholder interviews surfaced insight around an emerging new technology buyer. The CTOs and CIOs of tomorrow were developers and entrepreneurs. They were makers by choice, executives by necessity. We began exploring how we might build a brand by leveraging familiar product assets. Our team hosted a series of workshops with Phil Gilbert’s Austin, Texas based product team to explore the idea. The circle and hexagon were functional shapes and also hinted at IBM’s design legacy. By combining the two shapes we were able to create a dynamic vessel for messaging and an ownable brand asset. Germany’s CATK rendered a suite of warm, clean and modern 3D objects that helped to humanize the expression and provide a metaphor for the developers technology stack. Mark Mahaney photographed a launch campaign featuring portraits of real developers.

IBM occupies a unique place in the hearts and minds of popular culture. Mention IBM to anyone and they have an immediate association with the brand. Maybe their father worked there in the 70s, or they saw Watson on Jeopardy, or they studied Paul Rand / Eames / Eero Saarinen in college. That legacy is one of IBM’s greatest assets, but it’s also one of their biggest vulnerabilities. Transforming a 108 year old technology brand with so much consumer recognition but no consumer facing product is a challenge. The path forward would be in understanding what to hold on to, what we can’t change and how far to push.

This creative process was different than most brand expression exercises. First, when the project began, IBM CEO Ginni Rometty was still in the process of reorganizing the company around her new strategic initiatives. The known unknowns vastly outnumbered the known knowns. Our brief in a sense was to build the plane while we flew it.

Athletics was brought on board to embed within IBM’s nascent Brand Experience and Design team. As a creative director at Athletics I was responsible for establishing the creative vision and bringing it to life across the brand ecosystem. The embedded structure ensured the process was uniquely collaborative. Everyone brought different strengths to the team, from strategic development, service design, user experience and typo design, creative reviews were a cross-disciplinary skill share that helped to uncover valuable insight.

Stakeholder interviews surfaced insight around an emerging new technology buyer. The CTOs and CIOs of tomorrow were developers and entrepreneurs. They were makers by choice, executives by necessity. We began exploring how we might build a brand by leveraging familiar product assets. Our team hosted a series of workshops with Phil Gilbert’s Austin, Texas based product team to explore the idea. The circle and hexagon were functional shapes and also hinted at IBM’s design legacy. By combining the two shapes we were able to create a dynamic vessel for messaging and an ownable brand asset. Germany’s CATK rendered a suite of warm, clean and modern 3D objects that helped to humanize the expression and provide a metaphor for the developers technology stack. Mark Mahaney photographed a launch campaign featuring portraits of real developers.

IBM occupies a unique place in the hearts and minds of popular culture. Mention IBM to anyone and they have an immediate association with the brand. Maybe their father worked there in the 70s, or they saw Watson on Jeopardy, or they studied Paul Rand / Eames / Eero Saarinen in college. That legacy is one of IBM’s greatest assets, but it’s also one of their biggest vulnerabilities. Transforming a 108 year old technology brand with so much consumer recognition but no consumer facing product is a challenge. The path forward would be in understanding what to hold on to, what we can’t change and how far to push.

This creative process was different than most brand expression exercises. First, when the project began, IBM CEO Ginni Rometty was still in the process of reorganizing the company around her new strategic initiatives. The known unknowns vastly outnumbered the known knowns. Our brief in a sense was to build the plane while we flew it.

Athletics was brought on board to embed within IBM’s nascent Brand Experience and Design team. As a creative director at Athletics I was responsible for establishing the creative vision and bringing it to life across the brand ecosystem. The embedded structure ensured the process was uniquely collaborative. Everyone brought different strengths to the team, from strategic development, service design, user experience and typo design, creative reviews were a cross-disciplinary skill share that helped to uncover valuable insight.

Stakeholder interviews surfaced insight around an emerging new technology buyer. The CTOs and CIOs of tomorrow were developers and entrepreneurs. They were makers by choice, executives by necessity. We began exploring how we might build a brand by leveraging familiar product assets. Our team hosted a series of workshops with Phil Gilbert’s Austin, Texas based product team to explore the idea. The circle and hexagon were functional shapes and also hinted at IBM’s design legacy. By combining the two shapes we were able to create a dynamic vessel for messaging and an ownable brand asset. Germany’s CATK rendered a suite of warm, clean and modern 3D objects that helped to humanize the expression and provide a metaphor for the developers technology stack. Mark Mahaney photographed a launch campaign featuring portraits of real developers.

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Client

Client

Client

Client

IBM
Jon Iwata Chief Communications Officer

Teresa Yoo Vice President Brand Strategy, Brand Experience & Design
Todd Simmons Vice President Brand Experience & Design
Mike Abbink Executive Creative Director
Sadek Bazara Creative Director
Ryan Melody Creative Director
Ken Hartmann Program Manager

IBM
Jon Iwata Chief Communications Officer

Teresa Yoo Vice President Brand Strategy, Brand Experience & Design
Todd Simmons Vice President Brand Experience & Design
Mike Abbink Executive Creative Director
Sadek Bazara Creative Director
Ryan Melody Creative Director
Ken Hartmann Program Manager

IBM
Jon Iwata Chief Communications Officer

Teresa Yoo Vice President Brand Strategy, Brand Experience & Design
Todd Simmons Vice President Brand Experience & Design
Mike Abbink Executive Creative Director
Sadek Bazara Creative Director
Ryan Melody Creative Director
Ken Hartmann Program Manager

IBM
Jon Iwata Chief Communications Officer

Teresa Yoo Vice President Brand Strategy, Brand Experience & Design
Todd Simmons Vice President Brand Experience & Design
Mike Abbink Executive Creative Director
Sadek Bazara Creative Director
Ryan Melody Creative Director
Ken Hartmann Program Manager

Agency

Agency

Agency

Agency

Athletics NYC
Malcolm Buick Principal
Jason Gnewikow Executive Creative Director
Paul Worthington Strategy Director
Nathan Nedorostek Creative Director
Cassidy van Dyk Senior Designer
Landry Miller Designer
Allison Connell Designer
Kristen Ord Account Director

Mark Mahaney Photography
Colors and the Kids 3D Rendering

Athletics NYC
Malcolm Buick Principal
Jason Gnewikow Executive Creative Director
Paul Worthington Strategy Director
Nathan Nedorostek Creative Director
Cassidy van Dyk Senior Designer
Landry Miller Designer
Allison Connell Designer
Kristen Ord Account Director

Mark Mahaney Photography
Colors and the Kids 3D Rendering

Athletics NYC
Malcolm Buick Principal
Jason Gnewikow Executive Creative Director
Paul Worthington Strategy Director
Nathan Nedorostek Creative Director
Cassidy van Dyk Senior Designer
Landry Miller Designer
Allison Connell Designer
Kristen Ord Account Director

Mark Mahaney Photography
Colors and the Kids 3D Rendering

Athletics NYC
Malcolm Buick Principal
Jason Gnewikow Executive Creative Director
Paul Worthington Strategy Director
Nathan Nedorostek Creative Director
Cassidy van Dyk Senior Designer
Landry Miller Designer
Allison Connell Designer
Kristen Ord Account Director

Mark Mahaney Photography
Colors and the Kids 3D Rendering