At Cheqroom, I was the sole owner of the brand and everything that came out of it across marketing, sales, product, and CX.

One of my favorite things about Cheqroom was that the brand already had a strong visual personality. A bright, bold pink that stood out in a sea of safe B2B blues and grays. That kind of built-in differentiation is rare, and I leaned into it hard during the refinement phase, making sure it showed up with intention and consistency everywhere from trade show booths to digital campaigns. Recognizable in person, recognizable online: that's the goal.

The brand had good bones but wasn't scaling. So I rebuilt it into something the whole team could actually use - updated guidelines, a restructured website, and templates for the asset types we were making on repeat. I also put an intake and review process in place (shoutout to my bestie, Asana), so quality didn't slip as more people started executing on their own.

On top of the systems work, I was heads-down producing: campaigns, paid media, event booths, sales materials, and Cheqroom's first-ever State of Enterprise Asset Management report. Data from Brandwatch and customer feedback kept our messaging sharp from channel to channel.