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Retail and Corporate
British Airways: a full rebrand from tail fins to menus
British Airways: a full rebrand from tail fins to menus
British Airways: a full rebrand from tail fins to menus
This was my highest-profile rebrand, and one I’m still proud of because it still stands up nearly 30 years later.
The Speedmarque and logotype were only part of a much bigger and more politically charged rebrand. British Airways was the flag carrier, so every design decision carried meaning. The project attracted a huge amount of press attention at the time, especially around the World Images tailfin project, which became highly controversial.
But this was not just about the tailfins. We developed the full brand guidelines and rebranded the passenger experience across a broad spectrum of touchpoints, from onboard sugar packets to first-class beds. It was brand experience and identity in its fullest sense.
I took over as client lead at a particularly charged point in the programme, after significant press and public pushback, and oversaw the delicate transition away from the World Images tailfins. I led the project from the agency side as the current Chatham Dockyard Union Flag tailfin design, originally created for Concorde, was rolled out across the whole fleet.
It taught me a lot about how visible, emotional and commercially sensitive brand work can become when it sits at the centre of national identity, business strategy and public opinion.
Nectar: a new customer reward brand for Sainsburys
British Airways: a full rebrand from tail fins to menus
British Airways: a full rebrand from tail fins to menus
While at Corporate Edge, I worked as Account Director on the creation of Nectar, including the naming, identity and launch development.
Launched with partners including Sainsbury’s, BP, Barclaycard and Debenhams, Nectar was not just another supermarket card. It was a coalition loyalty brand, built around one shared reward currency.
The big thing was the name. Nectar captured the idea of reward in a simple, warm and ownable way. It suggested something collected, something valuable, and something worth coming back for, without sounding functional or transactional.
The honey drop logo brought that idea to life visually. It gave the brand a clear, memorable symbol that could work across cards, point-of-sale, customer communications, partner environments and launch materials.
The challenge was to create a loyalty brand that could sit alongside major consumer brands, but still feel strong enough to stand on its own. It had to be flexible, but not bland. Simple, but not generic. And it had to make sense quickly to customers.
Nectar became part of everyday shopping behaviour for UK consumers very quickly. And that, really, is what made the brand work. It was easy to understand, easy to recognise and easy to use.
Financial Services
Barclays: a full rebrand for a global bank
Nat West: campaign branding in branch and out
Nat West: campaign branding in branch and out
I was the senior project manager and client services lead for the global rebrand of Barclays across retail, private and corporate banking.
This was a significant Interbrand project, and a major piece of brand transformation for one of the UK’s best-known financial services brands. The work included a new logo, brand guidelines, tone of voice guidelines and lead materials for the retail bank.
The logo was central to the work. Interbrand was briefed to update the Barclays brand, including the eagle, making it feel warmer, more open and less aggressive. The redesigned eagle has evolved since then, but the core idea is still recognisable in the Barclays identity today.
The programme was complex, with senior client stakeholders, internal agency teams and several banking audiences to bring with us. Retail, private banking and corporate banking all needed to feel part of the same Barclays brand, but they could not all sound or behave in exactly the same way.
So this was not just a logo project. It was a full brand system, with guidelines, tone of voice and lead materials to help the new identity work across customer communications, branch and retail materials, and wider client-facing touchpoints.
Nat West: campaign branding in branch and out
Nat West: campaign branding in branch and out
Nat West: campaign branding in branch and out
I was the account lead for NatWest at Minale Tattersfield, working across in-branch and direct mail campaigns for the retail and private bank.
The work was fast-moving and very practical. It had to support products, services and customer communications across a large branch network, while still feeling clear, professional and on brand.
A big part of the role was trust. NatWest was a highly competitive account, and lead agency status was a much-coveted position. I helped maintain Minale Tattersfield’s role as lead agency for more than three years by staying close to the client, understanding the pressures inside the business and making sure the agency remained useful, responsive and easy to work with.
Bank of Bermuda: a retail and private bank at the heart of island life
Bank of Bermuda: a retail and private bank at the heart of island life
Bank of Bermuda: a retail and private bank at the heart of island life
I was Client Services Director for Bank of Bermuda for more than three years while at Lloyd Northover.
Bank of Bermuda, affectionately known as BoB, was a major employer and one of the most important brands on the island before it was later acquired by HSBC. It had a strong place in local life, so the work needed to feel polished and credible, but also connected to the trust the bank had built with customers, employees and the wider community.
My role covered retail campaigns, corporate branding projects and the production of the annual report, working across both the retail and private bank.
It was a long-term, relationship-led account. Not one isolated project, but sustained support across brand, campaigns and corporate communications for a business that was commercially important and locally significant.
Travelex: world wide money
Bank of Bermuda: a retail and private bank at the heart of island life
Bank of Bermuda: a retail and private bank at the heart of island life
I was the senior client services lead for Interbrand on the Travelex rebrand, a major identity project for the international foreign exchange chain.
This was a highly competitive space. Travelex needed to stand out clearly in international travel hubs and on the high street, where customers make quick decisions and brand recognition has to work hard.
The new look had to be visible, confident and easy to recognise, but also practical enough to work across retail branches, airport environments, signage, customer communications and everyday service materials.
I helped guide the process creatively and strategically, working between the client team and the agency to keep the project focused, commercially relevant and deliverable.
This was retail brand work with no room for ambiguity. The identity had to help customers find, trust and choose the brand quickly, often in busy, high-pressure environments.
Allied Irish Bank: retail bank rebrand
Norwich Union to Aviva: changing the name, keeping the heritage
Norwich Union to Aviva: changing the name, keeping the heritage
I worked on the retail bank rebrand for Allied Irish Bank while at Lloyd Northover.
This was a corporate identity and guidelines project, focused on creating a clearer and more consistent identity across customer-facing materials and branch communications.
I was a key client contact on the account, helping manage the relationship and keep the work moving between the client team and the agency. The role needed a good balance of detail and diplomacy, because retail banking brands have a lot of practical touchpoints and a lot of stakeholders.
The work gave the retail bank a more consistent way to show up across its network and communications.
Norwich Union to Aviva: changing the name, keeping the heritage
Norwich Union to Aviva: changing the name, keeping the heritage
Norwich Union to Aviva: changing the name, keeping the heritage
I worked on the Norwich Union to Aviva rebrand while at Corporate Edge.
This was a full rebrand project, moving one of the UK’s best-known insurance brands into a single global identity. The change needed to feel modern and international, but also familiar enough for existing Norwich Union customers.
One of the strongest parts of the identity was how it carried forward the heritage of the old brand. The new Aviva logo retained a reference to the Norwich Cathedral spire, which had been part of the Norwich Union identity in different forms, and that link can still be seen in the Aviva logo today.
I helped guide the rebrand across the client and agency teams, through strategy, identity and implementation.
It was a careful balance: a new global name and a more modern identity, without making customers feel that the heritage and trust of Norwich Union was being overwritten.
Public Sector and Charities
Dogs Trust: a new name for a much-loved charity
I was Account Director at Corporate Edge when we renamed The National Canine Defence League as Dogs Trust.
This was a sensitive charity rebrand. The organisation had a long history and a serious purpose, but the old name felt institutional and hard to love.
Dogs Trust changed that. The name was simple, warm and memorable, with a much clearer emotional connection to the charity’s work.
We also introduced the now iconic black and yellow dog logo, giving the charity a bold and instantly recognisable identity.
My role was to lead the account, working with the client and agency teams across naming, identity and implementation. It remains a strong example of how the right name and symbol can completely shift how an organisation feels.
BHF: a national awareness campaign
I worked on a national brand awareness campaign for the British Heart Foundation while at Corporate Edge.
The charity was operating in a highly competitive fundraising sector and needed to raise its profile against major causes such as Cancer Research. But the brief was not just about fundraising. It was also about changing national awareness around heart health, prevention and everyday behaviours.
I worked closely with the Director of Prevention and Care as a key client, helping shape the campaign and keep the work focused on both public understanding and organisational impact.
It was charity brand work with a bigger purpose: improving visibility, building awareness and helping people understand why heart health should be part of everyday life.
Inland Revenue: identity and tone of voice
Inland Revenue: identity and tone of voice
I was Client Services Director at Corporate Edge when I headed up the Inland Revenue brand identity and tone of voice project, before it became HMRC.
This was a large, practical public-sector brand project. The work covered brand identity, tone of voice, website copy, key customer-facing materials and a wide range of communications.
A lot of it came down to clarity. Inland Revenue had to communicate complex, often sensitive information to millions of people, so the language needed to be direct, usable and easier to understand.
I led the client relationship and oversaw the work across strategy, copywriting, design and implementation.
The value of the work was not just making things more consistent. It was about making important public information clearer and more accessible.