We had the challenge of telling the world about the rebrand, our Series C raise, shifting from just hotels to adding cars and flights to the platform, and delivering a world-class brand in four months with a bare bones team. We needed an army of designers and writers, but the accelerated timeline didn't allow us to step out of the work to hire, so we just got to work. In partnership with our Head of Program Management for Marketing, I created a master asset sheet that became known as the 'Creative Bible.’ In it was an audit of every marketing asset, every webpage, every video, our rebrand campaign plan, and a bunch of other things we knew Brand would need to touch. I prioritized what was feasible by the October launch—focusing on critical brand pieces, the website, and our campaign. I assigned assets to internal and external resources, built an approval process that could actually keep pace, and worked through the details of a big media buy in Times Square. We didn't have any other copywriters on the team, so while I was producing and trafficking hundreds of assets across the entire rebrand, I was also the one rewriting the emails, one-pagers, and webpages that made up a huge chunk of the deliverables. Just ‘hotels’ had to become ‘all travel’ which shifted our story and positioning in every single way.

In October, we went live with the brand, and our little brand team stepped into phase two of the rebrand, hitting everything else in the Creative Bible that I had deprioritized, but still needed to get done. Rebrands take years for most companies, and in many ways, it feels like its never really over.

I'm so proud of the work I did to pull this thing off and consider the team we had an act of the universe bringing together the exact group of people unhinged enough to say yes to an impossible timeline and talented enough to actually deliver.