In short: Infantino, an American baby products brand, was being modernized by Nomand. The lead Art Director set the direction. My job was to help shape the concepts, and then turn the brand rules into tools the team and the client could actually use.

Context

Infantino had been making baby products for nearly 50 years, but the brand didn't show it. It no longer spoke to today's parents, and it said nothing about the experience behind it, a real reason for parents to trust it.

Nomand was brought in to modernize the brand and extend it across new touchpoints. The lead Art Director defined the direction and the rules, in close consultation with the client. I supported that process from concept to delivery.

The challenge: make a heritage brand feel relevant to a new generation of parents, and make the new identity easy to apply correctly, by designers and non-designers alike.

Phase 1: Concepts and pitch

I helped develop the early concepts and built the pitch decks to present them to the client. This is where the brand story took shape: "in it together", with the mission, positioning, pillars and manifesto behind it.

[Image: pitch deck / brand story]

Phase 2: Turning rules into a guideline

Once the direction was agreed, I was responsible for building the brand guidelines deck, based on the rules the Art Director had set with the client. My task was to make those rules clear, complete and hard to misread:

• Colour: eleven brand colours organised into three tiers (primary, secondary, accent), each with its own name, so teams talk about "Splash" instead of a hex code

• Typography: Sofia Pro for everything, Cute Drop only as a playful accent, with clear rules on when to use which

• Illustrated elements: a set of playful icons with usage rules

• Logo and badges: clearspace, minimum sizes from favicon to large format, and a badge system for packaging and marketing

• Packaging architecture: an annotated breakdown of how a pack is built

A guideline is only useful if it matches reality. The first logo placement rule said "centred at the top", but on real packs that wasn't true: it sits centred on hang-tab blister cards, but left-aligned in a banner on boxes. So I rewrote the rule per packaging type, so it can be followed without guessing.

[Image: colour hierarchy + packaging anatomy slides]

Phase 3: A template for the sales team

Designers aren't the only ones using a brand. So I also created a PowerPoint template for the client's sales deck, so their team could build on-brand presentations themselves, without needing a designer for every slide.

[Image: PowerPoint template]

Phase 4: Packaging proposals

Alongside the system work, I designed several packaging proposals for the Art Director, exploring how the new identity could come to life on shelf.

[Image: packaging proposals]

Result

The new brand is in use, and the client was very happy with how everything came together across the project. The sales deck template stood out in particular: modern and clean, a clear fit with the new branding, and something their own team could work with straight away.

The collaboration led to more campaigns for Infantino.

What I took away

Working in a supporting role taught me that a brand isn't finished when the direction is set. It only works once the people using it every day understand the rules. Translating someone else's vision into guidelines and templates, without losing what makes it strong, is its own kind of design work.