The Challenge
Robert Half initiated a global rebrand to modernize its visual identity and create a unified system across regions, departments, and platforms. Midway through development, the brand guidelines were handed off to an external agency — creating a gap in continuity, execution, and internal adoption. The in-house team was later tasked with refining the system, building scalable templates that would support enterprise-wide use, and updating assets to reflect the refreshed brand.
My Role & Impact
I helped shape the evolution of the refreshed brand during a pivotal and shifting phase. While guidelines were being finalized externally, I focused on building the real-world tools that would bring the brand to life across the organization. Despite shifting ownership and direction, I delivered functional, brand-aligned assets that supported adoption across departments and regions.
Results
Enterprise template system
enabled brand consistency across teams and regions
Cross-functional adoption
of digital and communication assets across departments
Brand continuity maintained
despite agency involvement and leadership transition
System-based approach
streamlined recurring requests into reusable assets
Enterprise template system
enabled brand consistency across teams and regions
Cross-functional adoption
of digital and communication assets across departments
Brand continuity maintained
despite agency involvement and leadership transition
System-based approach
streamlined recurring requests into reusable assets
Enterprise template system
enabled brand consistency across teams and regions
Cross-functional adoption
of digital and communication assets across departments
Brand continuity maintained
despite agency involvement and leadership transition
System-based approach
streamlined recurring requests into reusable assets
