ABOUT

(Please note - the visuals shown here represent a small selection of the newly-branded collateral, the Templafy brand resource solution and a number of visuals of printed material which highlights the outcomes of significant in-depth research to advise the re-brand which were internal documents)

Headspring (formerly 'Financial Times | IE Business School Corporate Learning Alliance' (FTIECLA)) Is a premium customised executive education supplier.

In 2019, FTIECLA decided to re-brand in order to give a clearer vision of who they were & what we they did; the desire was to come up with a unique brand name that conveyed a story which didn't have saturated use in the market already; and to simplify their brand name and logo.

I led the multi-faceted team (circa 35 team members across departments) who created 'Headspring' (The term for the source of a stream or river). The project was led by the internal Marketing, Creative, and Events teams and supported by contracted agencies and freelancers. Headspring is a clear, easy-to-remember name which enables a brand story to be aligned to it (Headspring is the source of information/knowledge - that's fully customisable - can go in any direction).

My team and I evolved this project over a period of 18 months. After approximately 10 months of significant research projects, we finally found our new brand name and had conceived most of our headline USPs, our mission statement and values.

On the 12th June 2019 we launched at the iconic Tower Bridge in London, and on 26th June we launched at the innovative Fundacion Francisco Giner in Madrid.

The event’s both had great PR coverage and feedback was overwhelmingly positive.

Our Madrid launch event saw 79 attendees attend and our London launch event saw 90 people attend, both events had approx’ 65 attendees each who were potential new business leads. The events themselves, in addition to follow up campaigns and communications saw Headspring land 20 new business opportunities worth a total of 1.5 Million - 244k in opportunities from the Madrid event across 7 pipeline opportunities (50k direct from event attendance) and 1.3Million from the London event across 13 pipeline opportunities (60k direct from launch event attendance).

Also - between the end of May and mid-August 2019 (which saw the launch of the new brand, two launch events and multiple launch-related print and digital campaigns) we saw a website traffic increase of 182% year-on-year (46,205 from 16,400 web visitors) and a sustained bounce rate reduction of, on average, 25% across this whole time period.

As part of BAU operations, my team and I introduced:
- New brand guidelines
- A new Value Proposition and USPs
- A suite of new MarComms resources including ready-to-use campaign graphics in both print and digital formats, and publication advertisements in multiple shapes and sizes.
- A brand new SaaS tool via Templafy which enabled internal teams and stakeholders to create customised PowerPoint and Word presentations, plus email campaigns which a user could build by selecting from a suite of ready-made templates, either blank, pre-filled, or a combination. Some of the templates were locked as they contained stock information which we did not want to dilute, other were fully or partly open to customisation to target a specific use-case or audience. In addition, my team and I created a significant library of brand-approved imagery and iconography that users could use to further build and customise materials for bids and pitches as well as internal and external presentations.