Box’s main challenge was generally low brand awareness and a convoluted brand story that left sales teams misaligned and customers confused. Often referred to as Dropbox for business, Box defined itself through its competitor without offering an ownable vision or perspective. This resulted in a lack of focused internal decisions followed by a peanut buttering of resources and activities rather than following a clear and actionable strategy.
In the last years, the brand has been going through a fundamental repositioning exercise. Namely, the shift from an IT-centric, product-to-people business model that was anchored around cloud storage via file, sync, and share in the workplace — to an enterprise-preferred, consultative, system-to-people model that focuses on providing management solutions and outcomes to larger business challenges.
Role: Head of Brand. Responsible for building and mentoring Box’s in house team and all brand output such as identity, web, video, guidelines, campaigns, events, etc