Brand Update Delivery Management
Coordinating a complex cross-functional rebrand across digital, physical and operational channels; delivered on time and within budget.
Our Customer’s Challenge
NCSA needed to implement a coordinated brand update across a broad and highly visible estate of customer-facing and operational assets. The change affected multiple products, websites, email communications, printed documentation, sales and marketing collateral, event equipment, social media channels, and internal operational materials.
The principal challenge was not the individual updates, but the scale of coordination required to deliver them consistently and at the right time. Multiple senior stakeholders and delivery teams owned different parts of the brand estate, each with their own priorities, dependencies, suppliers, production lead times, and approval processes. Any gaps in planning or sequencing risked creating an inconsistent public launch, with old and new branding appearing simultaneously across channels.
The programme therefore required rigorous cross-functional governance, detailed dependency management, clear accountability, and a carefully controlled cutover plan. Updates had to be prepared in advance, validated, approved, and released in a coordinated sequence while maintaining business continuity and minimising reputational risk.
Our solution
NCSA engaged Toptal to support the delivery of the rebrand, with the project management work subcontracted to us. We took ownership of coordinating the programme across senior executives, functional leads, internal delivery teams, and external suppliers.
We worked with stakeholders to define the delivery approach, establish the full scope of impacted assets, identify dependencies, and develop a prioritised implementation plan. Responsibilities were allocated according to each team’s functional ownership and capability, with clear accountability for delivery, review, approval, and release.
Asana was configured to reflect NCSA’s operating model and provide a single source of truth for the programme. Workflows, task structures, dependencies, approvals, and routine notifications were standardised and automated wherever practical, reducing administrative overhead and improving delivery discipline.
We introduced regular governance, progress reporting, risk and issue tracking, and management analytics to provide executives with clear visibility of delivery status and emerging constraints. Particular focus was placed on coordinating the preparation, validation, and sequencing of changes across websites, digital communications, printed materials, marketing collateral, social media, event equipment, and operational documentation.
We then managed the programme through to completion, overseeing the detailed cutover plan and ensuring updates were released in a controlled and coordinated manner. This enabled NCSA to transition to the new brand consistently across its customer-facing and internal channels while maintaining business continuity.
The Results
- On Time and On Budget: Updates coordinated successfully across NCSA’s products, websites, communications, marketing collateral, operational materials, social media, and physical event assets.
- Project Management Rigour: The structured management approach ensured that dependencies were controlled, stakeholders remained aligned, and the transition to the new brand was executed consistently without disrupting day-to-day operations or creating conflicting customer-facing materials.
- Stronger Internal Project Management Capability: The engagement left NCSA with stronger internal project management capability. Teams gained practical experience in using Asana to manage responsibilities, priorities, dependencies, approvals, and reporting, providing a repeatable framework that could be applied to future cross-functional projects.
What our Customer says
We are so grateful for your leadership and experience.
Lindsay Cosgrove, VP of Brand and Product Marketing, NCSA
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