The client was clear on their ambitions but less clear on how to get there. They required a dedicated project manager to coordinate a complex rebrand and product launch, while building the in-house project management acumen for the rollout of additional rebrands and the creation of a net new category, brand and product. Their existing teams were stretched between strategic planning and day-to-day execution with context switching introducing excess waste. Project management maturity was low, along with underutilization of project management tools. Through early discovery it was identified that the organization lacked the structures and disciplines that allow large initiatives to move forward with consistency and confidence.

Key Gaps

• Lacking cohesive process for managing numerous high priority cross-functional initiatives
• Inconsistent accountability for delivery outcomes
• Weak interdisciplinary communication slowing alignment and decisions
• Low project management maturity highlighted by inadequate focus on financial implications, risk management and record keeping documentation.

What the Client Was Looking For

• A dedicated project manager to coordinate the house of brands implementation.
• Successful rebranding and launch of the first vertical by a set deadline, while beginning brand identity work on the next vertical soon after.
• Centralized alignment and accountability across internal teams and external partners.
• Consistent and reliable project documentation, including charters, schedules, and risk assessments.
• Strong use of their project management software to build dashboards, manage tasks, and provide reporting.
• Clear escalation pathways, risk mitigation planning, and delivery confidence.
  
  

Outcomes

Over the 9-month engagement, we worked collaboratively to achieve:

• ‍Successful launch: The predominant vertical was rebranded and launched a net new product to market with full creative assets, digital channels, and packaging updates.‍
• Momentum for expansion: Subsequent vertical work began on time, building on the same structured framework.‍
• Capability uplift: Teams adopted Wrike dashboards, risk tracking, and reporting cadence as part of their normal operations.‍
• Sustained progress: The client continues to roll out additional products and brands independently, using the structures we put in place.‍
• Strong partnership: The contract concluded positively, with the client equipped to continue without external dependency.

The Story: What We Did Together

Value-first orientation

We began by defining what success meant to the client. The outcomes included the development of a house of brands strategy, two existing product verticals rebranded, and a third new category, product and brand created in a previously unexplored market segment. Above and beyond that, they recognized the need for structured, organized and value driven project management capabilities which they wished to have modeled for their team so that they would be able to grow into this capacity in the future.

Hybrid delivery approach

To manage complexity across multiple verticals, we applied a blend of agile and traditional project management methods:

• Agile techniques helped us breakdown work into smaller releases, test assumptions quickly, and keep teams moving forward.
• Waterfall sequencing structured the brand architecture, design approvals, and go-to-market execution where dependencies were strict.

This hybrid model kept delivery responsive while ensuring the most critical milestones were delivered according to plan.

Structured discipline and capability building

We introduced tools and practices that created accountability and predictability:

• Wrike dashboards, expanded upon project charters and comprehensive program and project timelines for tracking progress across all workstreams
• Weekly cross-functional workstream planning and tracking meetings
• Bi-weekly Steering Committee meetings
• Risk registers and mitigation plans that guided real decisions
• Meeting hygiene with agendas, pre-reads, and clear follow-ups

While executing, we also modeled effective project management discipline so internal teams could carry these practices forward. Over time, we helped them shift from reactive approaches toward more proactive planning and delivery ownership.

Phased, integrated approach

The engagement aligned to a clear set of phases:

1. Brand Strategy: defined architecture and positioning statements for each vertical.
2. Naming, Design, Messaging: developed logos, visual identities, and messaging frameworks.
3. Go-to-Market Strategy: crafted integrated launch plans with channel-specific rollout tactics.
4. Execution: oversaw execution across digital and physical platforms.
5. Go Live & QA: launched, tested quality, and set up post-launch optimization.

Each phase produced tangible deliverables that gave leadership visibility and confidence.

Why It Matters

• The client now has a scalable model for enterprise scale project management
• Leadership is better equipped to make timely critical decisions due to increased visibility into risks, timelines, and value-based trade-offs.
• Internal team members have gained the skills and confidence to manage future launches with less external oversight.
• The initiative showed how embedding project management discipline during delivery leaves lasting impact into long-term organizational strength.

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