The idea
TIFIN had 6+ companies, each with its own name, logo, and look. To customers and investors they read as strangers. The idea was to make them a family under one name: TIFIN first, each product’s personality second.

The tension
Each company had been built on its own, by its own team, for its own audience. They had good reasons to be different and real pride in what they’d made. But fragmented brands made TIFIN look smaller than it was, especially in front of investors during capital raises. The job was to unify them without erasing what made each one work.

What we killed
Six standalone brands. Keeping them separate protected each team’s pride but kept TIFIN looking small. We renamed several companies and brought every product under one TIFIN system, trading standalone recognition for a parent brand that grew stronger with every launch.

Across channels
I redesigned the logos so they shared one visual language: related shapes, type, and color, with room for each brand’s own character. That system carried into each company’s website, marketing materials, and campaigns, then into the investor narratives that told TIFIN’s story as one company. Behind it, a Storybook design system and modular templates let teams across the companies build on-brand pages and assets without starting from scratch.

The team
I managed 2 direct reports and 2 freelancers, led the rebrand, and worked across leadership and marketing teams at each company to get them on board.

Results

• 6+ separate brands unified under one TIFIN system

• Team output doubled with the Storybook system and AI-assisted workflow

• $110M capital raise supported with executive decks and case studies

What I'd carry forward
Unifying brands is less about design than about trust. Every team had to believe they were gaining something, not losing their identity. The logos were the easy part. The real work was the conversations that made each team want to be part of the family.