What evidence can you share that demonstrates the impact of the engagement?
In order for any other business aspects, elements, or marketing plans to be effective, they must be rooted in a solid foundation of who you are, what you do, and why you do it. This is what Brian referred to as “authenticity,” which is something customers also identify with as well.
I can’t say exactly what the ROI for the rebrand and website redesign is. I do know that we’d reached our saturation point for our current business structure and identity when we approached Ignyte. We were still growing, but we weren’t expanding into new markets. I was having a hard time seeing how to take the brand to the next level, whether it be international or statewide expansion. We’d reached this peak in terms of qualitative interaction around customer interaction.
Since the brand refresh and new web design, we’re now in a position where we can start over. There’s enormous potential to create something new in order to grow and expand our business for another five years. Our business has continued to grow and we’ve continued to either meet or exceed targets. More importantly, everyone here feels that the business has more potential than it used to. That alone is empowering and contributes to our continued growth because everyone is excited to be on board.
How did Ignyte perform from a project management standpoint?
This process is difficult because the people in charge of the business are asked a lot of tough questions. Getting that information out of people can be hard and sometimes requires a more openly confrontational environment. I became frustrated at times, as did Brian, but he was honest from the very start. He’s good at provoking people to make them better at what they do. He challenges people who are often in authoritative roles (e.g., business owners, managers) over their own business model and tries to get them to do things they aren’t familiar with.
All of these things could’ve led to potential confrontation and frustration during the process, but ultimately, everyone was mature and realized that there was a bigger end goal at play. We knew that the final outcome would be better than what we started with.
There were both pain points and times when things flowed really well. In terms of project management, these challenges were necessary to the overall process.
What did you find most impressive about them?
All of the steps in the process put us through a self-discovery phase and helped us better understand why we’re in business, what we’re selling, how we’re selling it, and who our customers are. The brand strategy was a really beautiful outcome that I didn’t expect. Brian created a concise definition of what a brand is, what it stands for, and how it interacts with the world. We thought we knew what we wanted, but they helped us see what we actually needed.
Are there any areas they could improve?
I’ve mentioned this to Brian and he’s aware of it, but he can sometimes be a little too hands-on with a project. He wants to be involved with all different aspects of what is happening and what his team members are doing for clients. He means well, but they could benefit from him being a bit more hands-off.