01 – Background
When I joined Reliance Worldwide Corporation, the design function was largely undefined. There were no formal brand guidelines, no intake process, and no established workflows — just a growing company with expanding creative needs and limited infrastructure to support them.
Over three years, I built the design function from the ground up while simultaneously keeping up with the volume of a fast-moving, multi-brand organization.
02 — Building the Infrastructure
One of my first priorities was creating structure where there wasn't any. I established a formal design intake process, built review and approval workflows, and developed brand guidelines for the existing product lines — giving the broader team consistent tools to work from and a clear path for getting creative work done efficiently.
By the time I left, a department that had operated largely on instinct was running on process.
03 — The Rebrand
During my tenure, RWC grew from 2 brands to 5 — and then undertook the largest rebrand in company history, overhauling all 5 product brands alongside the parent company identity. I was the internal design lead throughout, working directly with the external agency to absorb the new system and bring it back to my team for execution.
The rebrand was rolling — production never stopped. Work had to be updated quickly and strategically to avoid wasting resources on out-of-date materials, which meant constant prioritization, coordination, and judgment calls in real time. I managed 50 to 65 projects a month across packaging, catalogs, retail signage, digital marketing, trade show environments, and more.
04 — The Work
The assets shown here represent the RWC brand system in action across channels — product catalogs, digital ad campaigns, sales sheets, social graphics, and packaging, spanning multiple sub-brands including JohnGuest, SharkBite, CashAcme, and HoldRite. The consistency across formats and brands is the result of a system built to scale and a team trained to uphold it.
