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Why it matters for Plazo

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Context

Sovest had grown beyond its initial brand and product visual setup. The product was scaling, the team had become smaller after organisational changes, and the brand needed a more mature system to support new features, marketing communication, partner materials, and day-to-day production without losing consistency.

The customer experience had started to fragment across touchpoints — from marketing campaigns to sales scripts, in-app adoption.

Brand and product representation were also split across different teams, which made ownership, quality standards, and decision-making harder to maintain.

Problems to solve

• Support a growing number of brand and product communication requests with a smaller team.
• Build a more scalable brand/product system for product growth and market expansion.
• Reduce inconsistency across marketing, sales, app experience, onboarding, and physical production.
• Strengthen brand authority inside the company and create clearer ownership for brand and product representation.

My role and solution

I built a scalable fintech brand and product communication system.

I restructured brand ownership by bringing designers, illustrators, copywriters, and production management into one coordinated brand function under my leadership. This connected work that used to be scattered across customer-facing channels — marketing materials, sales scripts, UX writing, in-app onboarding, feature promotions and communication, the physical card experience, merchandise, events, and more.

My team owned how the product showed up everywhere — not just how the brand looked, but how it explained value, built trust, and helped people actually understand the features.

To keep this efficent, I set up clearer work management, briefing, ticketing, and automation practices — less noise for the team, and a more predictable production flow.

I also initiated analysis of existing brand analytics to update Sovest’s positioning and define clearer emotional attributes: technological, simple, and friendly. These became the basis for the brand persona.

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• Sovest brand persona </aside>

What I changed

Brand positioning and communication

• Defined the brand’s emotional attributes and turned them into a practical, usable persona.
• Set up an editorial policy for product and marketing communication, so everyone could land on a more consistent tone of voice.

Visual system and production scale

• Developed online visual guidelines so internal teams, contractors, and partners could work with up-to-date brand materials.
• Updated key visual assets to better reflect the brand’s emotional traits and keep the product more competitive.
• Created templates, design systems, and production rules to support product growth more efficiently.

Team enablement and brand authority

• Embedded brand knowledge into employee onboarding to strengthen brand authority inside the company.
• Created clearer ownership, work intake, and production processes for a smaller team handling growing demand.
• Established customer research on the marketing side, using interviews to identify communication and experience improvement areas.

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Results / impact

• Created a clearer ownership model for brand and product communication.
• Helped a smaller team support more requests through reusable guidelines, templates, and production systems.
• Improved consistency across marketing, sales, product communication, partner materials, and physical production.
• Strengthened brand authority inside the company through onboarding, guidelines, and clearer communication standards.
• Built a more scalable system for product growth, new feature launches, and market expansion. </aside>