The bank that did not know
what it was for.
"We are growing, but our most loyal customers cannot describe us to a friend. Why?"
Eight weeks. Started as a brand-refresh brief, ended as a product-strategy engagement. The brand was not the problem — the bank had quietly drifted into being two products dressed as one, and the loyal customers were loyal to only half of it. Most of the work was naming the half that had been there all along.