Case study · Brand architecture · Creative operations · UX/UI

Liquidity Services: one rebrand for a public company and six brands

I led the rebrand of a public company and its six portfolio brands, then built the self-service system that cut brand asset production from 17 days to 2.

17 → 2

days to produce brand assets

6 brands

under one parent identity

~50%

lower trade show production spend

1,000+

leads captured in one day

My role

Creative Manager, reporting to the VP of Marketing. I owned the brand system, asset library, creative intake, sprints, print and booth production, and trade shows. I also served as capabilities manager for designers in business units.

The problem

Growth through acquisition left a parent company and its brands, across three business units and B2B, B2C, and D2C markets, with their own tools, files, and processes. No one owned brand governance, so every campaign started from zero.

What I did

Brand architecture

Refreshed the parent brand and its portfolio with David Aaker's brand framework, keeping what made each brand distinct.
Sunset overlapping brands, leaving six clear portfolio brands.
Cut 50+ legacy blues to fewer than five shared colors, plus brand and semantic colors, all tested for WCAG contrast. Set one typeface across brands.

UX/UI and taxonomy

Designed wireframes and responsive marketplace screens. Developers built them into coded design systems. Ran usability tests in UserTesting before release.
Helped build a shared taxonomy with a lead from each business unit, so categories match on every marketplace.

Creative operations

Launched a self-service Canva system with brand kits and templates, adopted company-wide within a month.
Moved design to Scrumban, on the same agile system as product.
Centralized creative intake, first in HubSpot, then in Asana.
Set up a company-wide SharePoint structure and naming standard, adopted by HR, Legal, Sales, and executives.
Led vendor sourcing, negotiation, and budgets.

Trade shows

Art directed booth graphics and collateral, then ran shows from setup to teardown.
Built the first trackable lead capture: badge scanning, a lead tracker, and QR sign-up on site.

The results

Asset production went from 17 days to 2, with design keeping final review.
Designers moved from daily production to brand governance and quality.
Three business units now work from one shared system.
Trade show production spend fell by about half.
1,000+ leads captured in a single day, where past leads were never tracked.

The bottom line: A house of brands loses speed when every team solves the same problem its own way. The fix wasn't more headcount. It was one governed system that holds six brand voices without flattening any of them.