The acquisition changed the shape of the business. NSD had grown into a company with distinct products, distinct audiences, and distinct channels that a single brand could no longer serve on its own. The first step was figuring out what the new structure should look like.
We led a full corporate brand restructure. One brand became six: NSD as the parent holding company, with five channel brands organized beneath it. We defined the architecture, clarified the product offering, established category naming, and built a brand platform that gave every part of the organization a clear place in the system.
