A new brand.
A new function.
A new operating model.

When I joined Nintex in 2023, the creative function was one part-time designer filling requests. A marketing idea would form somewhere in the org, land on her desk, and she would produce it if she had time. No sequencing, no shared visual language, no campaign thinking. A tradeshow booth here, a banner ad there, each one disconnected from the next.

There was also a rebrand nominally in progress with an external agency, but they had been circling for months without producing anything that held up. The brand itself was consistent but dated. Very 2017 enterprise tech. Unmemorable in a category full of companies that looked exactly the same.

The agency had work in progress, but it needed direction, not execution. I stepped in, redirected their output, and did the strategic work myself: developing the color palette that became the foundation of the new identity. A second agency built out the full brand guidelines from that foundation.

The tagline I wrote was The Possibility Engine. It was built to do what the old brand could not: stake out a position specific to Nintex, not interchangeable with every other process automation platform in the category. A name that pointed at capability and aspiration at the same time.

A rebrand is not finished when the guidelines ship. It is finished when the new brand is everywhere the old one was. At Nintex that meant somewhere around 2,500 unique artifacts: every sales deck, every data sheet, every ad unit, every event asset, across every department and global market.

I designed the rollout before we touched a single file. Every department stakeholder audited what they owned and stack-ranked it: must-do at the top, nice-to-have at the bottom. That gave me one prioritized list per department instead of twelve competing emergencies. From there it was a matter of assigning work through the pipeline and running it. We cleared the must-do list in roughly three months without stopping any of the other marketing work in flight.

Our Dreamforce booth was small. The Moscone floor is a war of real estate, and we weren't going to win it on square footage. So instead of competing for attention on the show floor, we rented an office one block from the Moscone Center, named it the Nintex Recharge Club, and built a destination worth leaving the floor for.

The space got the full treatment: wall wraps, a branded column, window clings, framed posters, and A-boards out front. Conference rooms were named and signed — Process Portal, Automation Station. Booth attendees received secret VIP cards. The lobby got wayfinding. Even the drink menus were on-brand.

A conference attendee in a quiet, well-designed space is in a completely different headspace than one standing in a 10x10 booth. That headspace is what we were designing for.

The Nintex sales kickoff had no name, no identity, no energy. I named it Evolve, built a complete visual system for the event tied to the new Nintex brand, and designed everything from the first email invite to the award ceremony. Lobby banners, wayfinding, stage design, presentation templates, swag, activations. Nothing unbranded, nothing an afterthought. About 300 people in the room. The second year ran on the system built in the first.