The Opportunity: Lumos Networks and Spirit Communications were merging to create one of the largest telecom infrastructure companies in the U.S. It required bringing together distinct cultures, brands, employees and customers.
Working closely with a cross-functional leadership team, we shepherded the team to a new brand, a new name, and a new set of core values. We then staged a 500-person employee event to launch the new brand and celebrate the new company — Segra.
Market Research - quantitative and qualitative data helped inform and guide the brand direction
Brand Development - workshops with key stakeholders revealed brand attributes and ensured buy-in.
Creative Execution - we shepherded the team to a new name and new brand platform and identity system
The Solution: Working closely with a cross-sectional team that included top executives as well as front-line workers, we shepherded the team to a new name, a distinct brand platform, and a new name.
The Opportunity: Lumos Networks and Spirit Communications decided to rebrand as Segra. The new company must bring together two distinct cultures, products, and leadership teams.
The Process: The new company had a set of common values but they needed to be
Eight value statements were created with the approval of senior management
Employee interviews revealed an on-the-job story related to each value
The Solution: The new value statements and stories were coined the Articles of Excellence and revealed at the all-employee event. Large banners were printed and displayed where everyone had a chance to read their coworkers story.
The Opportunity: Lumos Networks and Spirit Communications have merged and rebranded as Segra. These two companies were headquartered in different states and served different regions. The employees and management now needed to work together with one purpose.
The Process: Meet in the middle (geographically) to bring all employees together. The goals are to meet your new coworkers, reveal the new name and branding, and celebrate the launch of a new company together.
The Solution: A full-day event for 500 employees that included an all-employee meeting, department breakout meetings and an evening dinner and party that got all team members fired up and ready for a new future.