Great Place to Work had rigorous research and a trusted certification system. As a new CEO reshaped the company, Rob led a creative language that could make the evidence feel as human as the workplaces behind it.
Great Place to Work could explain what made a workplace strong, but much of its communication felt like one business speaking to another. The challenge was to keep the rigor while showing why the research mattered to the people living inside those workplaces.
Rob's team worked as an independent creative partner close to the company's daily needs. That position made a larger decision possible: treat brand, product, reports, marketing, and the website as connected expressions of one idea, rather than a series of unrelated requests.
The team used real employees, recognizable work settings, direct language, and a more expressive visual system to make the For All belief visible. Reports and certification materials still had to carry evidence; imagery and stories gave that evidence a human scale.
System in motion
The idea extended through reports, products, marketing, the website, and keynote presentations. The result was a coherent creative system Great Place to Work could use across channels.
Related Work
