Enterprise SaaS · Brand Unification · UX Overhaul
PSAI
Role
Product Designer + Front-End Engineer
Scope
Brand Strategy · UX · UI · Dev
Platforms
Marketing Site + Admin Software
Status
Live — full company rollout
Problem
Two brands. One company. Zero clarity.
PSAI had two brands living under the same roof — Spectrum, handling enterprise websites, marketing, and SEO, and PSAI, a lead generation software suite.
Customers couldn't understand the relationship between the two. Were they the same company? Different products? A parent and subsidiary? The confusion was costing sales conversations before they started.
Internally, teams were context-switching between two identities, two design systems, two codebases — with no coherent thread connecting them.
Strategic Insight
Make Spectrum the silent parent. Brand everything under PSAI.
This was my call. I proposed the Google model to the C-suite — one visible brand (PSAI) with Spectrum operating as the silent infrastructure behind it.
Customers would interact with one identity, one product family, one coherent experience. The parent brand wouldn't need to compete for attention — it would let the product do the work.
Pitched directly to the CEO, CFO, and VP. Got the green light.
Approach
Full scope. Solo. Under deadline.
Following a team transition, I absorbed full design scope solo — brand strategy, UX, UI, and front-end development across both platforms simultaneously. I was the most senior designer on the project.
The work spanned: visual identity refresh, design system creation, marketing site redesign, and a full overhaul of two separate admin software platforms.
Every decision was mine — made under a deadline with a full company watching.
Admin UX Overhaul
Two admin platforms. Neither looked like a product.
Inside the brand confusion was a deeper product problem — two completely separate admin platforms with different UX patterns. One was outdated. The other looked like a backend dev tool with no design intent. The rebrand became the opportunity to fix both.
Before — outdated, inconsistent
Before — dev tool aesthetic, no UX
After — one coherent product experience across both platforms
Outcome
Presented to the full company. Now live.
C-Suite
Pitched to CFO, CEO, and VP — approved first round
Live
Strong client and internal reception post-launch
Unlocked
Self-serve tools and a larger feature roadmap now possible
Reflection
The real challenge wasn't the brand. It was the software.
The branding itself was intentionally evolutionary — modernized, not reinvented. Clients and internal teams needed continuity, not a shock. Radical redesigns of established brands rarely land well.
The harder problem was reskinning and unifying two live software platforms simultaneously, solo, under a real deadline, without a design system as a starting point.
If I had more time, I'd invest earlier in component-level design tokens to make future theming and iteration faster across both products. The system I built works — but it was built under pressure, not ideal conditions.
What I'd do differently
Design token system from day one — it would have made future theming, white-labeling, and handoff dramatically faster for the team. Unified component library before touching UI. Scope the admin overhaul as its own workstream with its own timeline.
What worked
The strategic insight was right. Presenting a clear architectural model to the C-suite early — before touching design — got buy-in fast and kept scope from drifting.