Managing a rebrand of this scale across two external vendors, a full internal staff, and a leadership team with competing priorities required constant coordination and clear communication. I helped keep the project moving by tracking deliverables, holding teams accountable to timelines, and navigating the complex decisions that come with changing something as fundamental as an organization's name and identity. That included managing up to leadership and ensuring that staff across the organization stayed informed, engaged, and set up to be true brand ambassadors, even when their bandwidth to participate was limited.

While Teal Media led the visual identity work, I was deeply involved in the design process, providing feedback, weighing in on key decisions, and ensuring the new brand felt true to who we are. Once the new visual identity launched, I owned the rollout of every non-website branded asset: print materials, digital graphics, social media visuals, branded collateral, and more, ensuring they reflected the new Paths for Families brand.

Launch wasn't just an external moment; it was an internal one too. I co-created and presented parts of our internal brand ambassador presentation to nearly 50 staff and Board members, with the goal of getting our whole team excited about the rebrand, aligned on the new brand identity, and equipped to talk about Paths for Families with confidence. On the external side, I partnered with 212 Communications on our PR strategy and was responsible for copy editing, designing and sending our launch email campaigns, and creating and publishing our social media posts, making sure every audience, from staff to the broader community, heard the right message, in the right voice, at the right time.