Led a full rebrand unifying messaging and visuals across the product, driving major conversion lifts
Experts Exchange had a brand that had drifted over time. The product interface, marketing site, email programs, and acquisition channels all looked and sounded like they belonged to different companies. There was no clear visual or verbal system connecting the experience, which created friction at exactly the wrong moments: first impressions, conversion points, and early product trust-building.
The problem wasn't just cosmetic. Underneath the inconsistent visuals was a broader positioning issue. The platform had evolved, but the messaging had not evolved with it. Acquisition copy, landing pages, and product language no longer reflected the clearest version of what the company offered or why users should care.
That disconnect showed up in performance. The brand was creating confusion instead of clarity, and the inconsistency across surfaces was weakening trust before users even had a chance to experience the value of the product itself.
The company needed more than a logo refresh. It needed a full rebrand anchored in stronger positioning, clearer messaging, and a design system that could scale across both marketing and product.
I led the rebrand end to end.
That included positioning strategy, messaging architecture, visual identity, and execution across the company's major user-facing surfaces. Because I was also serving as the primary UX/UI design lead for the product during that period, the work extended well beyond marketing collateral. I was able to connect brand strategy directly to the product experience, which meant the rebrand didn't stop at the homepage or campaign layer.
I owned the strategic foundation, the messaging system, the visual direction, and the rollout across channels. I also led the effort to unify the product UI itself, which had accumulated years of inconsistency and visual debt.
I started with positioning before touching anything visual.
Using April Dunford's methodology as a guide, I worked through the competitive landscape, the audience the platform served best, and the value proposition the company could credibly own. The goal was to stop describing the business in vague or inherited language and instead build a sharper articulation of who it was for, what problem it solved, and why it mattered.
From that work, I built a messaging hierarchy that could scale across the organization: a one-liner, elevator pitch, 100-word version, 500-word version, and supporting language for sales and acquisition materials. This created consistency across campaigns, product surfaces, and internal communication. It also made it easier for the team to stop improvising and start speaking from the same strategic foundation.
The visual system came next. I developed a refreshed identity that included an updated logo, a more cohesive color system, stronger typography choices, and a more unified design language that could work across both the product and the marketing site.
The hardest part of the project was not the external brand work — it was bringing that system into the product itself. Over time, the UI had become fragmented. Different screens used different colors, fonts, spacing rules, and component behaviors. Some modules felt modern, others looked years out of date, and the overall experience lacked coherence. I led an initiative to audit those inconsistencies and replace them with a more unified system. That meant updating modules that displayed poorly, improving readability, refining spacing and hierarchy, and creating a more accessible visual structure across core user flows.
This work also had a practical operational benefit: it reduced future visual debt by giving the product team a clearer design language to build against.
The rebrand produced measurable growth across both marketing and product metrics.
First-time signups increased 50% following the rebrand. Daily traffic increased 35%, and question posting — the core user action that drove engagement and content creation on the platform — increased 351%.
Just as importantly, the UI unification work eliminated a long-running source of user frustration. Before the redesign, the company regularly received complaints about the product interface feeling inconsistent or outdated. After the updated system shipped, those complaints dropped to near-zero.
The project didn't just improve how the company looked. It improved how the company communicated, how the product felt to use, and how confidently the team could build on top of it moving forward.